Tsukishima Holdings Integrated Report 2024
Address inquiries to: Public Relations Office
3-5-1 Harumi, Chuo-ku, Tokyo 104-0053 Tel: +81-3-5560-6503
Fax: +81-3-5560-6591
Tsukishima Holdings Corporate Site
https://www.tsk-g.co.jp/en/
Integrated Report
2024
INTRODUCTION
PU RP O SE
Building a Better
Tomorrow
with Environmental
Technologies
The Tsukishima Group's articulated Purpose-Building a Better Tomorrow with Environmental Technologies-embodies our commitment to going beyond preserving the environment through environmental technologies to help establish a society of wellbeing and vital, prosperous lives.
Over the 119 years since the Group's founding, we have applied technology to advance industry and deliver environmental solutions. By adapting to the changing times and needs and creating solutions, powered by our technologies, to global environmental challenges, we're committed to building a society in which all can enjoy healthy, vital, and prosperous lives.
1 | Tsukishima Holdings Integrated Report 2024 | Tsukishima Holdings Integrated Report 2024 | 2 |
INTRODUCTION
Helping to build a comfortable and sustainable society
The Tsukishima Group's Long-Term Vision leading up to 2030, the target year set for the
Sustainable Development Goals (SDGs), calls for Realizing a comfortable,
sustainable society while contributing to lives and culture.
In recent years, climate change, sustainability, and other such social challenges have emerged as important management topics that corporations must address through their business activities. Our mission is to harness environmental technologies and to deliver solutions to society's challenges by creating and providing products and services that offer the value needed to satisfy customers. The Group will help establish a sustainable society through sustainability management. Through our business activities, we will strive to establish a society in which all stakeholders and people around the world can live more vital and prosperous lives.
Helping to build a sustainable
society through environmental technologies
01 Developing safe, dependable water infrastructure
The water infrastructure business, including water and sewer services, faces issues such as aging infrastructure and fewer qualified technicians. It also needs to be made more resilient to disasters such as earthquakes and frequent torrential downpours.
The Tsukishima Group will contribute to efforts to establish a safe water supply and optimal water environment.
●Water purification plants, sewage treatment | |
Our environmental technologies | plants, sludge recycling, machinery and |
plants for facilities that use biomass | |
●Operations, management, and maintenance | |
02 | of facilities related to the above |
Infrastructure development | |
for a cyclical society |
Efficient and cyclical use of resources and energy is essential to establishing a sustainable society.
The Tsukishima Group will deliver the technologies and services needed to build cyclical social infrastructures that allow effective use of the earth's limited resources and energy.
●Sewage sludge-to-fuel systems
Our environmental technologies ●Energy recovery from wastes ●Resource recovery from waste gases and
waste liquids | |
03 | Contributing to a decarbonized society |
Climate change is a pressing issue that | |
affects a vast range of areas on a global | |
scale, including economic activity, food |
production, and biodiversity.
The Tsukishima Group will contribute to a decarbonized society through energy conservation and renewable energy supply technologies.
●Next-generation sludge incineration systems, energy-creating sludge incineration systems
Our environmental technologies ●Biogas power generation business ●Machinery and plants for secondary lithium-
ion battery materials
3 | Tsukishima Holdings Integrated Report 2024 | Tsukishima Holdings Integrated Report 2024 | 4 |
Contents
Contents
INTRODUCTION
PURPOSE ··························································· | 1 |
Helping to build a comfortable and sustainable society | 3 |
Contents······························································· | 5 |
Tsukishima Holdings' value creation
Policy and Strategic Structure ··································· | 7 |
Message from the Chairman ··································· | 9 |
Message from the President ··································· | 11 |
Tsukishima Holdings at a Glance······························ | 15 |
Strengths and Value Creation Progress····················· | 17 |
Value Creation Process··········································· | 19 |
Materiality Issues ··················································· | 21 |
Editorial policy
Social and economic conditions in Japan and worldwide remain increasingly uncertain due to COVID-19. Under these circumstances, we have published this Integrated Report in light of our responsibility to shareholders, investors, and all other stakeholders, seeking to clarify our strategies and the roles we should play to guide the Company and our partner suppliers through these difficult circumstances.
In preparation of this Report, we referred to the International Integrated Reporting Framework of the International Integrated Reporting Council (IIRC) and the Guidance for Collaborative Value Creation issued
by the Ministry of Economy, Trade and Industry of Japan.
Public Relations Office,
Tsukishima Holdings Co., Ltd.
Medium- to long-term growth strategies
Medium-termManagement Plan······························ | 23 |
Financial Capital Strategy (Message from the CFO)···· | 27 |
Tsukishima Holdings' businesses ····························· | 29 |
Water Environmental Business································· | 31 |
Industrial Business·················································· | 35 |
Global Network······················································· | 39 |
Foundations of value creation
Sustainability Promotion Structure ···························· 41
Environment
Environmental Management ···································· | 42 |
Climate Change······················································ | 43 |
Note on prospects
This Report includes forward-looking statements which present numerous potential risks, uncertainties, and assumptions. The contents of this Report, both explicit and implicit, may differ substantially from actual figures and conditions. We advise readers not to make decisions based solely on these statements. In addition, the Company is not obligated to update or revise the information provided in this Report in the event of any future developments.
Period covered by this Report
This Report covers the period April 1, 2023 - March 31, 2024.Where appropriate, information from before or after this period may be referenced.
Social | Data | ||
R&D······································································ | 45 | Financial Data························································ | 67 |
Human Resources Strategy····································· | 49 | Non-financialData·················································· | 69 |
Respect for Human Rights······································ | 51 | Company Information············································· | 71 |
Occupational Health and Safety······························· | 52 | Consolidated Financial Data····································· | 73 |
Sustainable Procurement········································ | 53 | Consolidated Balance Sheet···································· | 75 |
Quality Management··············································· | 54 | Consolidated Statement of Income··························· | 77 |
Governance | Consolidated Statement of Comprehensive Income···· | 78 | |
Corporate Governance············································ | 55 | Consolidated Statement of Cash Flows····················· | 79 |
Executive Remuneration·········································· | 59 | Independent Auditor's Report···································· | 81 |
Executive Team······················································ | 61 | ||
Dialogue with Shareholders and Investors ················· | 63 | ||
Compliance··························································· | 64 | ||
Risk Management··················································· | 65 |
Disclosure structure
Financial information | Non-financial information | |
IR materials | Sustainability website |
● Securities Report | ● Sustainability information |
● Financial highlights | ● Corporate Governance Report |
● Financial briefing materials | |
https://www.tsk-g.co.jp/en/esg/ |
https://www.tsk-g.co.jp/en/ir/file/
Corporate website | |
Integrated Report | |
2024 | https://www.tsk-g.co.jp/en/ |
5 | Tsukishima Holdings Integrated Report 2024 | Tsukishima Holdings Integrated Report 2024 | 6 |
Tsukishima Holdings' value creation
Policy and Strategic Structure
Tsukishima Holdings:
Building the future
With its migration to a holding company structure in April 2023, the Group clarified its course of action and reason for being and defined its Purpose as Building a Better Tomorrow with Environmental Technologies. It also redefined its Corporate Policy as the Group Corporate Policy and established a new Long-Term Vision for 2030: Realizing a comfortable, sustainable society while contributing to lives and culture.
As we strive to achieve continuing growth, we have formulated a Medium-term Management Plan (FY2023-2026) based on the basic policies of Promoting sustainability management, Enhancing business domains and strengthening the Group's earning capabilities, and Improving capital efficiency and enhancing returns to shareholders. We will strive to strengthen corporate value by promoting this plan.
The meaning behind our logo
Embodying the concept of learning from history, our logo is based on the Japanese character for tsuki (the Moon) in Tsukishima, the name of our hometown. The color scheme has a keynote of blue, our corporate color, accented with green to represent the environment and ecology. The circular outline represents circularity and recycling, made up of the three elements of customers, employees, and our suppliers and partners.
Tsukishima Holdings' value creation | ||||
PURPOSE | Medium- | |||
to | ||||
long-term | ||||
Building a Better Tomorrow with Environmental Technologies | growth | |||
strategies | ||||
1. | To make contribution to the society, the | |||
company will dedicate to the industry | ||||
development and environmental protection | Foundations | |||
by making advantage of its leading edge | ||||
1. | technology. | |||
Primarily targeting satisfaction of market | ||||
demand, the company will provide best | of | |||
products and services possible to customers. | ||||
1. | value | |||
While adhering to originality and vitality-based | ||||
Group | sustainable development, the company is proud | creation | ||
loyalty of its staff. | ||||
Corporate | ||||
Realizing a comfortable, | to be a profitable enterprise that deserves the | |||
Policy | ||||
sustainable society while | ||||
contributing to lives and culture | ||||
Long- | term | Data | ||
Vision | ||||
(2030) |
Medium-term | |
Management | Plan |
(FY2023 | |
-2026) |
Basic policies
- Promoting sustainability management
- Enhancing business domains and strengthening the Group's earning capabilities
- Improving capital efficiency and enhancing returns to shareholders
7 | Tsukishima Holdings Integrated Report 2024 | Tsukishima Holdings Integrated Report 2024 | 8 |
Tsukishima Holdings' value creation
Message from the Chairman
Contributing to
a decarbonized society and maximizing corporate value through business activities
The international situation has been unstable in recent years, with rising geopolitical risks such as the protracted invasion of Ukraine by Russia and rising tensions in the Middle East. Against this backdrop, continuing economic uncertainty such as the rapid depreciation of the yen and inflationary pressures in addition to economic slowdown in China make corporate management increasingly challenging.
Under such business conditions, we have carried out large-scale reforms to achieve our Long-Term Vision for 2030. In April 2023 we established Tsukishima Holdings Co., Ltd. and transitioned to a holding company structure. In May 2023 we announced a new Medium-term Management Plan for the period through FY2026, and we are making progress on Companywide initiatives toward our three basic policies of Promoting sustainability management, Enhancing business domains and strengthening the Group's earning capabilities, and Improving capital efficiency and enhancing returns to shareholders. Furthermore, in October 2023 we launched Tsukishima JFE Aqua Solution Co., Ltd. through the merger of Tsukishima Aqua Solution Co., Ltd. with JFE Engineering Corporation's domestic water engineering business. As a result of these efforts, in FY2023 we recorded new record highs on all three accounts of orders received, backlog of orders received, and net sales.
Since its founding in 1905 with domestic production of sugar refining machinery, the Tsukishima Group has applied the technologies it has accumulated to the chemicals and steel fields, helping modernize Japanese industry through its businesses. Since the 1960s, we also have helped to solve society's challenges related to the water environment by deploying our underlying technologies such as dewatering, drying, and incineration in the water and sewage businesses to promote sewer systems, alleviate shortages of water resources, and prevent water pollution, among other activities. In recent years, as climate change and global warming become increasingly severe, we are actively expanding use of clean energy and developing AI and IoT technologies to address issues resulting from Japan's low birth rates and ageing population.
In 2025 the Group will mark its 120th anniversary. As an environmental enterprise as expressed in our Purpose-Building a Better Tomorrow with Environmental Technologies, we will focus on further increasing our corporate value by contributing to a decarbonized society in businesses such as use of sewage sludge for energy and facilities related to secondary battery production, in addition to our specialty in water environmental solutions.
We are grateful for the continuing support and understanding of all our stakeholders.
Kazuhiko Yamada
Chairman & Representative Director
Tsukishima Holdings' value creation Medium- to long-term growth strategies Foundations of value creation Data
9 | Tsukishima Holdings Integrated Report 2024 | Tsukishima Holdings Integrated Report 2024 | 10 |
Tsukishima Holdings' value creation
Message from the President
Tsukishima Holdings' Purpose
Tsukishima Holdings' value creation
Since getting its start with the domestic production of sugar refining machinery, the Tsukishima Group has grown while adapting to the needs of customers and society. A major turning point occurred in the 1960s when it entered the water environmental business. In addition to underlying technologies accumulated up to that point in manufacturing industrial machinery, the water environmental business utilizes an entire series of technologies from sludge dewatering through incineration, secured and enhanced through international technological alliances and in-house development. By manufacturing machinery to process sludge and tanks to store gases, we have contributed solutions to reduce pollution, a major issue in Japan at that time, and developed environmental infrastructures.
While the Tsukishima Group has grown alongside society and delivered solutions drawing on its environmental technologies, I believe our responsibility is to enable future generations to live in a healthy society. Based on this belief, in 2023, we formulated a Purpose to express the Tsukishima Group's reason for being: Building a Better Tomorrow with Environmental Technologies. Today, one year later, awareness of this Purpose is steadily growing among our employees. Nevertheless, the extent of this permeation varies among our related businesses and job positions. Employees who have worked in the water environmental
business up to this point are proud of its central focus on human lifelines and demonstrate strong motivation to contribute to society through water processing technologies. Employees in other businesses and employees of companies that have joined the Group recently through mergers and acquisitions and other activities increasingly understand this Purpose, too, but the results of an engagement survey show room for improvement in connecting the Purpose to everyday operations and tasks. I believe there is a need for even broader-based permeation of the Purpose and the Policy Structure to promote a more thorough understanding among all employees.
The phrases Building a Better Tomorrow in the Purpose and a comfortable society in the Long-termVision reflect the sense of building a society in which all of us can experience wellbeing and the sense of contributing not just to the environment, but to healthy, vital, and prosperous lives. Based on this perspective, we plan to contribute to healthier and more vital and prosperous lives not just through the businesses of Tsukishima Kikai in food products and chemicals, but through the technologies and products of PRIMIX Corporation, which joined the Group in 2020. PRIMIX brings to the group clear strengths in the high-speedmixers used for pharmaceuticals, chemicals, and cosmetics.
Medium- to long-term growth strategies Foundations of value creation Data
Toward a sustainable society
Marking our first year as a holding company, we are striving to create new value under our new Purpose-Building a Better Tomorrow with Environmental Technologies.
Jun Kawasaki
President, Representative Director
Our Purpose is a message that calls for providing value and contributing to society. The transition to a holding company and business consolidation represent our approach to realizing this Purpose, which is the foundation of our decision-making. Our vision from a long-term perspective is to strive to grow our environmental businesses while deploying, as environmental technologies in pursuit of our Purpose,
the technologies that we have built up through now in our operating companies. We will continue working toward solutions to social challenges, centered on the environment, using the Purpose as a roadmap in Group decision-making. We will increase our corporate value by using our technologies and solutions to help establish a sustainable society.
11 | Tsukishima Holdings Integrated Report 2024 | Tsukishima Holdings Integrated Report 2024 | 12 |
Tsukishima Holdings' value creation
Message from the President
Applying proprietary technologies to address climate change and the shrinking workforce
developing diverse human resources, identifying Attractive, | a culture contributing to business promotion rooted in | Tsukishima Holdings' |
value | ||
rewarding working environments as a key materiality | an understanding of the Group's general heading and | |
creation | ||
issue. Under the policy of Promoting sustainability | outlook. At the same time, we recognize that issues | |
The Tsukishima Group has established its Long-Term Vision for the years leading up to 2030: Realizing a comfortable, sustainable society while contributing to lives and culture. We consider climate change and the shrinking workforce to be two social issues to which the Group's proprietary technologies and solutions can contribute as we move closer to establishing progress toward a comfortable and sustainable society.
In response to intensifying climate change, the Group has identified Contributing to a decarbonized society as a key materiality issue. In addition to reducing our own greenhouse gas emissions, we will help reduce total emissions through various solutions, including expanded use of energy-creating incineration systems and use of energy from sewage sludge. We also face the need to enhance readiness for natural
disasters, which grow increasingly severe. Securing safe water is essential to lives and health in the event of various emergencies. We expect to assume an ever- growing role in maintaining a clean, sanitary society through our water environmental business.
With Japan's productive population shrinking alongside low birth rates and an aging society, we expect labor shortages in the maintenance and operation of vital water infrastructures, including sewer systems and water purification plants. One reason for establishing Tsukishima JFE Aqua Solution Co., Ltd. is to address this issue. We will strive to achieve more efficient maintenance and operations of water infrastructures by adopting automation and other labor-saving systems based on AI, digital transformation (DX), and other technologies.
management, one of the basic policies of the current | remain to be addressed in areas such as human resource | ||
Medium-term Management Plan for the period through | development and diversity. | Medium- | |
FY2026, deliberations taking place primarily at the | The HR section is currently playing a central role in | ||
Sustainability Committee are beginning to generate results. | various activities, including revising training programs and | ||
Specifically, we are gathering feedback from employees | formulating measures to improve skills. While we have set | to | |
long-term | |||
through engagement surveys and putting the findings | a percentage of women managers as a diversity KPI, we | ||
to use in establishing comfortable working structures | believe it will take time to reach this KPI due to the small | ||
growth | |||
and revising existing systems. We're also expanding | percentage of female employees at this time. We plan to | ||
opportunities for dialogue between management and | continue to enhance hiring activities and HR development | strategies | |
employees, such as townhall meetings and roundtable | measures, including tiered training programs. | ||
discussions with management and focusing on building | |||
Making steady progress as shown in this year's results | Foundations | ||
of value | |||
The water environmental business performed well in the | Kikai Co., Ltd. dampened overall results in the industrial | ||
fiscal year ended March 2024. At Tsukishima JFE Aqua | business. Major factors behind this performance include the | creation | |
Solution Co., Ltd., strong performance in orders received | successive freezing and reviews of investments centered | ||
thanks to the targeting of additional fields that could not | on the chemical industry in response to the economic | ||
Enhancing our technologies and human resources, the two important business resources
We consider our technologies and human resources to be important business resources that must be continually strengthened. In the area of technologies, we are developing a grand design for achieving the goals of the Long-Term Vision and clarifying the technologies
be served under its previous approach led to a 2.3-fold | slowdown in China. While closely monitoring market trends, | Data |
increase in the backlog of orders received, setting a new | we will build up orders received by responding appropriately | |
record high. However, poor performance at Tsukishima | to customer capital investment demands. |
Improving capital efficiency and managing corporate value
we currently lack. Additionally, we will consider whether to seek solutions through in-house developments or procurement from outside the organization. The newly established Tsukishima JFE Aqua Solution Co., Ltd. combines newly secured water treatment technologies with existing wastewater treatment technologies to provide comprehensive upgrade solutions for water purification plants. We will continue to secure the technologies needed to achieve the goals of the Long-Term Vision by considering mergers and acquisitions and technological alliances, where necessary.
Human resources are central to developing technologies and building practical solutions based on these technologies. The Group is focusing on hiring and
13 Tsukishima Holdings Integrated Report 2024
The Medium-term Management Plan calls for Improving capital eciency and enhancing returns to shareholders. The Group has identified ROIC and ROE as financial KPIs and is moving forward with its management of corporate value with a keen awareness of capital efficiency and shareholder returns. To achieve the targets, the new policies announced in April 2024 revised capital allocation under the Medium-term Management Plan, clarifying our goals
in improving PBR by reducing cross-shareholdings and increasing target dividend returns and goals in other areas.
We will also continue to enhance our disclosure efforts and fulfill our accountability to the markets. We believe the transition to a holding company structure has resulted in further progress toward the management independence of Group operating companies. For example, ROE and
ROIC are being verified separately for each operating company. The management at each company is striving autonomously to improve these figures to boost corporate value. The holding company respects the autonomy of each operating company while providing the support it needs. We will enhance Group governance based on close communication with the management team of each operating company, reflecting its level of maturity and the scale and characteristics of its businesses, in place of adopting a one-size-fits-all approach.
We ask for the continuing support of our stakeholders as Tsukishima Holdings moves forward to strengthen corporate value by realizing the Long-term Vision with an understanding of its own Purpose.
Tsukishima Holdings Integrated Report 2024 | 14 |
Tsukishima Holdings' value creation
Tsukishima Holdings at a Glance (FY2023 Data)
Group organizational structure
Financial highlights (consolidated)
Net salesOperating profitOperating profit margin
Tsukishima Holdings' value
Segment ❶
Water
Environmental Building comfortable water environments
Business
- Manufacture, construction, operations and management, and maintenance of water and sewer facilities
Subsegment | Water infrastructure |
❶-1 | |
EPC, equipment
- Tsukishima JFE Aqua Solution Co., Ltd.
Subsegment | Life cycle business |
❶-2 | |
Operations management,
maintenance, project management
- Tsukishima & J Technology Maintenance Service Co., Ltd.
- Tsukishima & J Aqua Machine and Service Co., Ltd.
- Special-purposecorporations (SPCs) in PFI and other businesses
Group business | Coordination of | ||
administration, strategy | |||
governance | |||
formulation | |||
Segment ❷ | |||
Industrial | Building a vital, prosperous, | ||
and harmonious society and | |||
Business | |||
human lives | |||
- Manufacture and construction of industrial machinery, environmental protection equipment, etc.
- Waste processing business
Subsegment | Industrial infrastructure |
❷-1 | |
● Tsukishima Kikai Co., Ltd. ● PRIMIX Corporation
● BOKELA GmbH (Germany)
● TSK Engineering (Thailand) Co., Ltd., etc.
Subsegment | Environment |
❷-2 | |
● Tsukishima Kankyo Engineering Ltd. ● SANSHIN KOGYO Co., Ltd.
● DAIDO CHEMICAL ENGINEERING CORP. ● SUN ECO THERMAL Co., Ltd.
Support for operating
companies
Segment ❸
Other
businesses
- Real estate management, leasing (logistics facilities, etc.)
- Printing and binding drawings and documents
Logistics facility
- Tsukishima Business Support Co., Ltd.
124.2 | billion yen | 6.8 | billion yen | 5.4 | % |
Group position (market shares based on Tsukishima Holdings research)
Sewage treatment plant biogas power generation business | Waste liquid combustion systems |
No.1market share in Japan | Approx. 70% market share in Japan | |
Sewage sludge-to-fuel systems | Fully automatic batch type centrifuge for sugar refining |
creation Medium- to long-term growth strategies Foundations of value creation Data
Number of Group companies: 35 | Number of Group companies: 19 | Number of Group companies: 1 | ||
Composition of consolidated net sales | 1% | |||||||
Other businesses* | ||||||||
1.3billion yen | Industrial Business | |||||||
65% 124.2billion億円yen | 34% | 41.9billion yen | ||||||
,242 |
Water Environmental
Business
81.0billion yen
*Activities involving the operation of logistics facilities began in FY2022. Figures for the FY ended March 2023 were affected by free-rent periods under the lease terms. The business will contribute to earnings from the fiscal year ending March 2024.
1 | 1,000units delivered | |
No. market share in Japan | Cumulative global total | |
of more than |
Non-financialhighlights (figures other than employees based on the former Tsukishima Kikai Co., Ltd. [Tsukishima Holdings Co., Ltd.,
Tsukishima JFE Aqua Solution Co., Ltd., Tsukishima Kikai Co., Ltd.])
Employees | Percentage of annual paid vacation taken | ||||||||
3,51770%
Separation rate | Percentage of employees taking childcare leave | |||
9% | (within five years of hiring) | Women 100% | Men 85% | |
Average over the past five years | ||||
15 | Tsukishima Holdings Integrated Report 2024 | Tsukishima Holdings Integrated Report 2024 | 16 |
Tsukishima Holdings' value creation
Key events in Japan | Company milestones | |
Strengths and Value Creation Progress | 2014 Acquired BOKELA GmbH and DAIDO CHEMICAL ENGINEERING CORP. | |||||||||
2017 Acquired SANSHIN KOGYO Co., Ltd. | ||||||||||
2023 Transitioned to a holding company structure | ||||||||||
1998 | Acquired shares of Kanuma Kankyobika | |||||||||
We've contributed to the environment since our founding 119 years ago and will continue to do so. | Center (now SUN ECO THERMAL Co., | Merged with JFE Engineering Corporation's | ||||||||
2019 Water Supply Act amended | ||||||||||
domestic water engineering business | ||||||||||
Ltd.) (now a consolidated subsidiary) | ||||||||||
(100 million yen) | 1250 | 1956 Economic White Paper: "The postwar period is over." | 1999 Act on Promotion of Private Finance Initiatives enacted | 2020 Acquired PRIMIX Corporation | 100 | (%) | |||||
2022 Completed logistics facility (Ichikawa) | |||||||||||
Net sales | 1959 Sewerage Act enacted. Sewage coverage at the time: 10% or less | 2005 Acquired shares of Nittetsu Chemical Engineering Ltd. (now Tsukishima | 90 | ||||||||
Sewer penetration rate | 1000 | Kankyo Engineering Ltd.) (now a consolidated subsidiary) | 80 | ||||||||
1967 Basic Act for Environmental Pollution Control enacted | |||||||||||
70 | |||||||||||
750 | |||||||||||
1971 Water Pollution Prevention Act enacted | |||||||||||
60 | |||||||||||
500 | 1973 | First oil shock | 50 | ||||||||
Adoption of mechanized | |||||||||||
production in cotton and silk | Rise of the steelmaking, automotive, | 40 | |||||||||
spinning | 250 | and machinery industries | |||||||||
Operation of the Yawata | 30 | ||||||||||
Imperial Steel Works | |||||||||||
0 | 20 | ||||||||||
FY ended March 1976 | FY ended March 1980 | FY ended March 1990 | FY ended March 2000 | FY ended March 2010 | FY ended March 2020 | FY ended March 2024 |
Rise of modern industry | Industrial development | Rapid economic growth, pollution problems | Advancing public-private partnerships | ||||
Founding | Domestic production | Business | Expanding into the chemical and iron & | Expanding into the environmental field | Expanding into the field of water supply and sewer systems | Business development in the | Expanding into new domains |
of industrial machinery | expansion | steel fields | environmental and energy fields |
Tsukishima Holdings' value creation Medium- to long-term growth strategies Foundations
1900S-
Contributing to the domestic production of industrial machinery, when most of which were imported
We were among the first companies to succeed in domestic production of machinery for the foodstuffs and chemical industries, at a time when Japanese industry relied on machinery imported from overseas.
Machinery manufacturing business (our original business)
-Our founding spirit-
Contributing to industrial promotion in areas such as the chemical industry and refining of metals from the foundations of our start in the sugar industry, through the domestic production of industrial machinery and equipment largely imported up to that time.
1905 Founded as Tokyo Tsukishima Kikai Seisakusho
1915 Success in the domestic production of sugar refining equipment Responded to increasingly advanced market needs by building on our core technologies, including crystallization and filtration
Centrifuge for sugar refining (used to separate sugar crystals)
We have delivered more than 1,000 sets worldwide.
1930S-
Contributing to the modernization of industrial machinery
We contributed to the modernization of Japanese industry by growing our business through advancing into fields such as textiles, fertilizer, and paper pulp.
Industrial Business (chemicals, iron & steel, etc.)
We deployed our crystallization, separation, and drying technologies accumulated in the sugar refining field in the areas of chemicals and iron & steel.
1931 Success in the domestic production of equipment for producing fertilizer (ammonium sulfate)
Double-propeller (DP) crystallizer
Tsukishima Kikai is Japan's leader in crystallization technology, and this model is representative of its crystallization line up.
Large-scale industrial dryer (Steam tube dryer)
1960S-
Supporting the improvement of the environmental infrastructure in response to pollution problems
As adoption of water supply and sewer systems grew, volumes of sludge also increased. As sludge disposal shifted from landfill to treatment, we boasted the top market shares in the dehydration of service water sludge and drying and incineration of sewage sludge.
Water Environmental Business (water supply and sewer systems)
We deployed our filtration, drying, and incineration technologies accumulated in industrial fields in sludge treatment of water purification and sewage treatment plants.
Vertical filter press
Greatly reduces the water content of sludge at water purification and sewage treatment plants across Japan
Sewage sludge dryer Dryer designed for a wide conditions and properties Deployed overseas as well
2000S-
Providing comfortable water environments and clean energy, along with high-quality and efficient industrial machinery
As environmental destruction due to causes such as climate change and water pollution has been a growing concern, we have contributed to society by applying our accumulated technologies to the fields of the environment and energy.
Deployment into the fields of the environment and energy
2006 Started operation of Japan's first PFI business in the water supply and sewer systems field (Samukawa Water Service Co.)
Sewage sludge-to-fuel systems
Other major equipment
- Waste liquid combustion systems
- Digestion gas power generation system
Melting kiln
Most recent initiatives Deploying technologies developed and refined since our founding in the battery business and other new domains
Ultrafine particle crystallization equipment
(CRYSTALLEX Type DD)
of value creation Data
17 | Tsukishima Holdings Integrated Report 2024 | Tsukishima Holdings Integrated Report 2024 | 18 |
