ESG Data
Third-Party Assurance/Verification
- The data with a star (★) have been externally assured by KPMG AZSA Sustainability Co., Ltd. in accordance with International Standard on Assurance Engagements (ISAE) 3000 issued by the International Auditing and Assurance Standards Board.
Independent Assurance Report - The data with a check mark (☑) received third-party verification by SGS Japan Inc.
FY2022 Third-Party Verification of Greenhouse Gas Emissions
Scope of aggregation for each data type: Legend
Non-consolidated basis KHI
Including KRM and KMC KHI, KRM, KMC
Including domestic subsidiaries Domestic Group
Overseas subsidiaries only Overseas Group
Consolidated basis Consolidated
Governance
Corporate Governance
Number and Composition of Directors KHI
(FY)
| Unit | 2019 | 2020 | 2021 | 2022 | 2023 | ||
---|---|---|---|---|---|---|---|---|
Directors | Internal Directors | Male | Persons | 9 | 7 | 7 | 6 | 6 |
Female | 0 | 0 | 0 | 0 | 0 | |||
Total | 9 | 7 | 7 | 6 | 6 | |||
Independent Outside Directors | Male | 2 | 4 | 4 | 4 | 4 | ||
Female | 1 | 2 | 2 | 2 | 3 | |||
Total | 3 | 6 | 6 | 6 | 7 | |||
Total number | 11 | 13 | 13 | 12 | 13 | |||
Directors serving as Audit & Supervisory Committee Members*1 | - | 5 | 5 | 5 | 5 | |||
Directors concurrently engaged in business execution | 7 | 4 | 3 | 3 | 3 | |||
Ratio of Directors concurrently engaged in business execution | % | 63.6 | 30.8 | 23.1 | 25.0 | 23.1 | ||
Ratio of Independent Outside Directors | 27.2 | 46.1 | 46.1 | 50.0 | 53.8 | |||
Ratio of Female Directors | 9.0 | 15.3 | 15.3 | 16.6 | 23.1 | |||
Average tenure of Directors*2 | Years | 3.0 | 1.5 | 1.92 | 2.75 | 3.46 | ||
Average age of Directors | Age | 63.2 | 62.9 | 64.0 | 63.9 | 64.5 |
*1 On June 25 2020, Kawasaki transitioned from a company with an Audit & Supervisory Board to a company with an Audit & Supervisory Committee.
*2 As of the end of June of each fiscal year
Total Number of Auditors and Breakdown KHI
(FY)
| Unit | 2019 | 2020 | 2021 | 2022 | ||
---|---|---|---|---|---|---|---|
Auditors | Internal Auditors | Male | Persons | 2 | - | - | - |
Female | 0 | - | - | - | |||
Total | 2 | - | - | - | |||
Independent Outside Auditors | Male | 2 | - | - | - | ||
Female | 1 | - | - | - | |||
Total | 3 | - | - | - | |||
Total number | 5 | - | - | - | |||
Ratio of Independent Outside Auditors | % | 60.0 | - | - | - |
Note: On June 25 2020, Kawasaki transitioned from a company with an Audit & Supervisory Board to a company with an Audit & Supervisory Committee.
Record of Board of Directors Meetings (Including Extraordinary Meetings) KHI
(FY)
| Unit | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Board meetings held | Number of times | 17 | 14 | 13 | 16 |
Attendance rate of all Directors | % | 99.0 | 100 | 100 | 100 |
Attendance rate of Outside Directors | % | 96.1 | 100 | 100 | 100 |
Attendance rate of all Audit & Supervisory Board Members | % | 100 | 100 | - | - |
Attendance rate of all Outside Audit & Supervisory Board Members | % | 100 | 100 | - | - |
Note: On June 25 2020, Kawasaki transitioned from a company with an Audit & Supervisory Board to a company with an Audit & Supervisory Committee. The attendance rates of all Audit & Supervisory Board Members and Outside Audit & Supervisory Board Members for fiscal 2020 given above are the attendance rates of the Audit & Supervisory Board Members at Board of Directors meetings before the transition to a company with an Audit & Supervisory Committee.
Record of Audit & Supervisory Board and Audit & Supervisory Committee Meetings KHI
(FY)
| Unit | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Number of Auditor meetings | Number of times | 17 | 5 | - | - |
Attendance rate of Auditors | % | 100 | 100 | - | - |
Attendance rate of Outside Auditors | % | 100 | 100 | - | - |
| Unit | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Number of Audit & Supervisory Board Meetings | Number of times | - | 13 | 17 | 14 |
Attendance rate of Audit & Supervisory Board Meetings | % | - | 100 | 100 | 100 |
Outside Audit & Supervisory Committee Members' attendance rate | % | - | 100 | 100 | 100 |
Note: On June 25 2020, Kawasaki transitioned from a company with an Audit & Supervisory Board to a company with an Audit & Supervisory Committee.
Composition of Nomination Advisory Committee and Compensation Advisory Committee and Record of Meetings KHI
(FY)
| Unit | 2019 | 2020 | 2021 | 2022 | |
---|---|---|---|---|---|---|
Nomination Advisory Committee | Internal Directors | Persons | 2 | 2 | 2 | 2 |
Independent Outside Directors | 3 | 3 | 3 | 3 | ||
Total | 5 | 5 | 5 | 5 | ||
Number of times held | Number of times | 11 | 12 | 12 | 12 |
| Unit | 2019 | 2020 | 2021 | 2022 | |
---|---|---|---|---|---|---|
Compensation Advisory Committee | Internal Directors | Persons | 2 | 2 | 2 | 2 |
Independent Outside Directors | 3 | 3 | 3 | 3 | ||
Total | 5 | 5 | 5 | 5 | ||
Number of times held | Number of times | 6 | 12 | 12 | 7 |
Note: On June 25 2020, Kawasaki transitioned from a company with an Audit & Supervisory Board to a company with an Audit & Supervisory Committee.
Independent Auditor Compensation Consolidated
(FY)
| Unit | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Compensation based on audit certification services | Millions of yen | 239 | 253 | 421 | 388 |
Kawasaki Heavy Industries Ltd. | Millions of yen | 190 | 205 | 334 | 298 |
Consolidated subsidiaries | Millions of yen | 48 | 48 | 87 | 90 |
| Unit | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Compensation based on non-audit services | Millions of yen | 306 | 261 | 234 | 224 |
Kawasaki Heavy Industries Ltd. | Millions of yen | 303 | 258 | 231 | 221 |
Consolidated subsidiaries | Millions of yen | 2 | 2 | 2 | 2 |
Director Compensation (Fiscal 2022) KHI
(FY)
| Number of recipients (persons) | Unit | Total compensation | Total compensation by type | ||
---|---|---|---|---|---|---|
Monetary compensation | Stock compensation | |||||
Basic compensation | Performance-based compensation | |||||
Directors (excluding Audit & Supervisory Committee Members and Outside Directors) | 5 | Millions of yen | 353 | 210 | 70 | 72 |
Audit & Supervisory Committee Members (excluding Outside Directors) | 3 | Millions of yen | 73 | 73 | - | - |
Outside Directors | 8 | Millions of yen | 83 | 83 | - | - |
Note: 1. For stock compensation, the amount recorded as expenses for the current fiscal year is indicated based on performance-based stock compensation introduced pursuant to a resolution of the 198th Ordinary General Meeting of Shareholders held on June 25, 2021 and differs from the actual amount paid.
Note: 2. The number of people actually compensated by the company are listed in the total column
The Director Whose Total Amount of Remuneration Exceeds 100 Million Yen (Fiscal 2022) KHI
(FY)
Name | Position | Unit | Total compensation | Basic compensation | Performance-based compensation | Stock compensation |
---|---|---|---|---|---|---|
Yasuhiko Hashimoto | Director | Millions of yen | 108 | 62 | 23 | 23 |
Note: For stock compensation, the amount recorded as expenses for the current fiscal year is indicated and differs from the actual amount paid.
Compliance
Number of Compliance and Anti-bribery Violations Consolidated
(FY)
| Unit | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Number of serious compliance violations | Number of cases | 0 | 0 | 1 | 0 |
Number of anti-bribery violations | Number of cases | 0 | 0 | 0 | 0 |
Number of Whistle-Blowing Reports and Breakdown of Reports Consolidated
(FY)
| Unit | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Total number of Whistle-Blowing Reports* | Number of cases | 47 | 39 | 55 | 54 |
Abuse of authority | Number of cases | 12 | 15 | 23 | 19 |
Labor issues | Number of cases | 14 | 14 | 19 | 13 |
Financial fraud | Number of cases | 0 | 1 | 0 | 1 |
Sexual harassment | Number of cases | 1 | 1 | 1 | 0 |
Threats and harassment | Number of cases | 0 | 0 | 0 | 0 |
Bribery and corruption | Number of cases | 0 | 0 | 0 | 0 |
Others | Number of cases | 20 | 8 | 12 | 21 |
* The numbers of cases listed above refer to reports received, not those identified as actual compliance violations.
Number of Consultations Made to Other Reporting Systems Overseas Group
(FY)
| Unit | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Number of consultations made to Global Internal Reporting System | Number of cases | - | 0 | 0 | 0 |
KHI, KRM, KMC
(FY)
| Unit | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Number of consultations regarding harassment | Number of cases | 6 | 15 | 9 | 57 |
Number of Employees Who Underwent Compliance Education (e-Learning) Consolidated
(FY)
| Unit | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Number of employees who underwent compliance education*1 | Persons | 0 | 0 | 17,393 | 17,860 |
Number of employees taking the Code of Conduct training*2 | Persons | - | - | - | 3,447 |
*1 The Kawasaki Group (domestic)
*2 Overseas subsidiaries only
Expenditures to External Organizations KHI, KRM, KMC
(FY)
| Unit | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Total political contributions | Millions of yen | 3 | 3 | 3 | 3 |
Total expenditures to industry organizations*1 *2 | Millions of yen | 68.0 | 68.0 | 68.0 | 98.6 |
Total expenditures for donations, support funding, etc.*3 | Millions of yen | 146 | 160 | 111 | 278 |
*1 In reporting fiscal 2021 activities, we changed the method of calculation. Accordingly, we have altered performance figures before fiscal 2022.
*2 The purpose of the membership fee for industry organizations is to collect business information related to KHI. The main expenditures in fiscal 2022 were for the Japan Business Federation and the Kansai Economic Federation.
*3 Kawasaki Heavy Industries, Ltd. (non-consolidated)
Information Security
Information Security Education and Training Domestic Group
(FY)
| Unit | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Information security training participants | Persons | 9,866 | 17,779 | 19,033 | 9,803 |
Research and Development
R&D Expense Consolidated
(FY)
| Unit | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Total | Billions of yen | 52.6 | 44.9 | 47.1 | 50.7 |
Percentage of sales | % | 3.2 | 3.0 | 3.1 | 2.9 |
Number of employees engaged in R&D | Persons | 1,916 | 1,956 | 2,000 | 2,098 |
Environment
Environmental Management
Employees with Legal Qualifications KHI, KRM, KMC
(FY)
| Unit | 2019 | 2020 | 2021 | 2022 | |
---|---|---|---|---|---|---|
Pollution control managers | Air | Persons | 97 | 97 | 97 | 98 |
Water | Persons | 82 | 85 | 88 | 87 | |
Noise, vibration | Persons | 36 | 37 | 35 | 36 | |
Others | Persons | 78 | 78 | 79 | 81 | |
Total | Persons | 293 | 297 | 299 | 302 | |
Energy managers | Persons | 88 | 95 | 97 | 110 |
Environment-related Expenses KHI, KRM, KMC
(FY)
|
Unit | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Capital investments | Millions of yen | 113 | 9 | 47 | 1,661 |
Operating expenses | Millions of yen | 10,107 | 8,631 | 8,708 | 12,458 |
Environmental Compliance KHI, KRM, KMC
(FY)
|
Unit | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Violation of environmental laws and regulation | Number of cases | 0 | 0 | 0 | 0 |
Incident and contamination that lead to environmental problems | Number of cases | 0 | 0 | 1 | 2 |
Complaints about environmental problems | Number of cases | 0 | 2 | 4 | 2 |
Amount of fine | Millions of yen | 0 | 0 | 0 | 0 |
CO2 FREE
CO2 Emissions (Scope 1, Scope 2) Consolidated
(FY)
|
Unit | 2019*1 | 2020*2 | 2021*3 | 2022*4 | |
---|---|---|---|---|---|---|
Scope 1 ☑ | t | 168,956 | 139,502 | 134,855 | 136,736 | |
Scope 2 | Market-based ☑ | t | 289,848 | 255,039 | 267,171 | 246,083 |
Location-based | t | 313,010 | 276,064 | 284,922 | 349,299 | |
Total amount of Scope 1 and Scope 2 | Market-based | t | 458,804 | 394,541 | 402,026 | 382,819 |
Location-based | t | 481,966 | 415,566 | 419,777 | 486,035 |
*1 Total for KHI, 24 domestic consolidated subsidiaries, and 24 overseas consolidated subsidiaries
*2 Total for KHI, 26 domestic consolidated subsidiaries, and 24 overseas consolidated subsidiaries
*3 Total for KHI, 37 domestic consolidated subsidiaries, and 23 overseas consolidated subsidiaries
*4 Total for 28 sites of KHI, 30 related domestic sites, and 28 related overseas sites
Energy Consumption Consolidated
(FY)
|
Unit | 2019*1 | 2020*2 | 2021*3 | 2022*4 |
---|---|---|---|---|---|
Total non-renewable energy consumption | MWh | 1,522,486 | 1,455,895 | 1,341,737 | 1,317,527 |
Total renewable energy consumption | MWh | 1,526 | 1,637 | 2,405 | 13,538 |
*1 Total for KHI, 24 domestic consolidated subsidiaries, and 24 overseas consolidated subsidiaries
*2 Total for KHI, 26 domestic consolidated subsidiaries, and 24 overseas consolidated subsidiaries
*3 Total for KHI, 37 domestic consolidated subsidiaries, and 23 overseas consolidated subsidiaries
*4 Total for 28 sites of KHI, 30 related domestic sites, and 28 related overseas sites
CO2 Emissions (Scope 3) KHI, KRM, KMC
(FY)
|
Unit | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
1. Purchased goods and services☑ | t | 1,940,483 | 1,464,830 | 2,393,525 | 2,791,420 |
2. Capital goods | t | 238,045 | 128,255 | 180,202 | 265,678 |
3. Fuel- and energy-related activities not included under Scope 1 or Scope 2 | t | 37,378 | 34,798 | 31,298 | 30,045 |
4. Upstream transportation and distribution | t | 7,832 | 8,536 | 7,824 | 7,072 |
5. Waste generated in operations | t | 12,102 | 10,760 | 7,577 | 8,540 |
6. Business travel | t | 13,474 | 5,152 | 6,661 | 10,605 |
7. Employee commuting | t | 6,770 | 6,885 | 6,782 | 6,914 |
8. Upstream leased assets | t | 0 | 0 | 0 | 0 |
9. Downstream transportation and distribution | t | 448 | 393 | 806 | 4,239 |
10. Processing of sold products | t | Excluded*1 | Excluded*1 | Excluded*1 | 42,644 |
11. Use of sold products☑*3 *4 | t | 118,850,385 | 121,810,449 | 21,870,760 | 28,937,027 |
12. End-of-life treatment of sold products | t | Excluded*1 | Excluded*1 | Excluded*1 | 1,924 |
13. Downstream leased assets | t | Excluded*2 | Excluded*2 | Excluded*2 | Excluded*2 |
14. Franchises | t | Excluded*2 | Excluded*2 | Excluded*2 | Excluded*2 |
15. Investments | t | 173,461 | 145,638 | 158,308 | 154,077 |
Total amount of Scope 3*3 | t | 121,280,378 | 123,615,696 | 24,663,743 | 32,260,185 |
*1 Excluded from calculation target because Kawasaki is unable to confirm reference data at this time.
*2 Excluded from calculation target because it is outside of the scope of our business.
*3 To more accurately determine emissions in Scope 3, Category 11, the calculation method was revised in fiscal 2021. Previously, calculations for products manufactured as parts incorporated into finished products such as hydraulic machinery were performed using the CO2 emissions for finished products such as construction machinery, but as of fiscal 2021, the calculations are performed by taking into consideration to the degree of contribution to finished products, the weight ratios, and other factors.
Total Scope 3 emissions in fiscal 2019 as calculated according to the new method were 33.969 million tons, while the total Scope 3 emissions in fiscal 2020 were 31.531 million tons.
*4 Regarding Category 11 in Scope 3, from fiscal 2022, the scope of calculation was expanded from a total of KHI, KRM, and KMC, to the Kawasaki Group.The increase in emissions due to the expanded scope of calculation is 6.15 million tons.
Waste FREE
Waste (Total Generated) Consolidated
(FY)
|
Unit | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Waste generated | t | 76,751 | 62,648 | 58,844 | 58,492 |
Waste KHI, KRM, KMC
(FY)
|
Unit | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Total generated | t | 50,181 | 44,578 | 42,772 | 39,697 |
Waste recycled | t | 48,933 | 43,487 | 41,796 | 38,787 |
Waste disposed | t | 1,247 | 1,091 | 976 | 910 |
Landfilled | t | 100 | 166 | 67 | 47 |
Incinerated with energy recovery | t | 1,147 | 925 | 909 | 863 |
Incinerated without energy recovery | t | 0 | 0 | 0 | 0 |
Others | t | 0 | 0 | 0 | 0 |
Waste with unknown disposal method | t | 0 | 0 | 0 | 0 |
Hazardous Waste KHI, KRM, KMC
(FY)
|
Unit | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Total generated | t | 241 | 149 | 309 | 234 |
Waste recycled | t | 0 | 0 | 0 | 0 |
Waste disposed | t | 241 | 149 | 309 | 234 |
Landfilled | t | - | - | 0 | 0 |
Incinerated with energy recovery | t | - | - | 277 | 219 |
Incinerated without energy recovery | t | - | - | 32 | 15 |
Others | t | - | - | 0 | 0 |
Waste with unknown disposal method | t | - | - | 0 | 0 |
Water Resources KHI, KRM, KMC
(FY)
|
Unit | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Water withdrawal | M㎡ | 5.983 | 5.633 | 5.629 | 5.510 |
Breakdown of water withdrawal (clean water) | M㎡ | 0.584 | 0.491 | 0.539 | 0.563 |
Breakdown of water withdrawal (industrial water) | M㎡ | 1.190 | 0.992 | 1.034 | 1.039 |
Breakdown of water withdrawal (groundwater) | M㎡ | 4.209 | 4.150 | 4.056 | 3.908 |
Water discharged | M㎡ | 4.497 | 4.445 | 3.282 | 2.839 |
Breakdown of water discharged (sewerage) | M㎡ | - | - | - | 0.401 |
Breakdown of water discharged (rivers, lakes, ponds , etc.) | M㎡ | - | - | - | 2.438 |
Breakdown of water discharged (infiltration of water into the ground) | M㎡ | - | - | - | 0.000 |
Water consumed | M㎡ | 1.486 | 1.188 | 2.347 | 2.671 |
Harm FREE
Major VOCs Emissions (Toluene, Xylene, and Ethylbenzene) KHI, KRM, KMC
(FY)
|
Unit | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Major VOCs emissions | t | 700 | 634 | 642 | 429 |
Air Pollutants Emissions KHI, KRM, KMC
(FY)
|
Unit | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Sulfur oxides (SOx) | t | 4.0 | 6.0 | 1.0 | 0.4 |
Nitrogen oxides (NOx) | t | 129.0 | 120.0 | 103.0 | 42.0 |
Environment Data
Environmental Data by Business Site (Fiscal2022) KHI, KRM, KMC
|
Unit | Gifu Works | Nagoya Works 1 | Kobe Works | Hyogo Works | Nishi-Kobe Works | |
---|---|---|---|---|---|---|---|
INPUT | Total energy (heat conversion) | TJ | 1,355 | 231 | 413 | 195 | 964 |
Purchased electricity | MWh | 73,376 | 22,548 | 24,746 | 16,526 | 88,395 | |
Fuel | TJ | 624 | 6 | 166 | 30 | 83 | |
Renewable energy | MWh | 0 | 765 | 24 | 18 | 532 | |
Water withdrawal | 1,000㎥ | 3,815 | 42 | 178 | 59 | 193 | |
CO2 emissions from energy sources | t | 62,377 | 9,171 | 17,123 | 6,661 | 31,914 | |
OUTPUT (Air) |
SOx | t | Under 1 | Under 1 | Under 1 | 0 | 0 |
NOx | t | 30 | Under 1 | 44 | Under 1 | Under 1 | |
Soot and dust | t | Under 1 | Under 1 | 44 | Under 1 | Under 1 | |
OUTPUT (Water) |
Water discharged | 1,000㎥ | 2,051 | 9 | 137 | 47 | 165 |
COD | t | 3 | Under 1 | Under 1 | Under 1 | Under 1 | |
Nitrogen | t | 15 | Under 1 | Under 1 | Under 1 | Under 1 | |
Phosphorus | t | Under 1 | Under 1 | Under 1 | Under 1 | Under 1 | |
OUTPUT (Waste) |
Total generated | t | 2,866 | 213 | 4,458 | 3,818 | 5,740 |
Recycled | t | 2,866 | 213 | 4,447 | 3,818 | 5,740 | |
Others (incinerated/landfilled) | t | 1 | 0 | 11 | 0 | 0 |
|
Unit |
| Akashi Works | Kakogawa Works | Harima Works | Sakaide Works | |
---|---|---|---|---|---|---|---|
INPUT | Total energy (heat conversion) | TJ | 304 | 1,628 | 134 | 124 | 286 |
Purchased electricity | MWh | 24,817 | 113,715 | 6,671 | 9,517 | 26,577 | |
Fuel | TJ | 57 | 494 | 68 | 29 | 21 | |
Renewable energy | MWh | 950 | 300 | 0 | 5 | 0 | |
Water withdrawal | 1,000㎥ | 95 | 712 | 11 | 65 | 335 | |
CO2 emissions from energy sources | t | 10,730 | 63,491 | 5,682 | 4,440 | 15,415 | |
OUTPUT (Air) |
SOx | t | - | 0 | 0 | 0 | Under 1 |
NOx | t | 1 | 7 | 0 | Under 1 | Under 1 | |
Soot and dust | t |
|
2 | - | Under 1 | Under 1 | |
OUTPUT (Water) |
Water discharged | 1,000㎥ | 58 | 470 | 6 | 28 | 317 |
COD | t | - | - | Under 1 | Under 1 | Under 1 | |
Nitrogen | t | Under 1 | - | Under 1 | Under 1 | Under 1 | |
Phosphorus | t | Under 1 | - | Under 1 | Under 1 | Under 1 | |
OUTPUT (Waste) |
Total generated | t | 1,097 | 6,011 | 2,141 | 2,786 | 10,567 |
Recycled | t | 1,097 | 6,011 | 2,132 | 2,786 | 9,678 | |
Others (incinerated/landfilled) | t | 0 | 0 | 9 | 0 | 889 |
Society
Employee Data
Number of Employees Consolidated
(FY)
|
Unit | 2019 | 2020 | 2021 | 2022 | |
---|---|---|---|---|---|---|
Total employees | |
Persons | 36,332 | 36,691 | 36,587 | 38,254 |
Domestic group | Persons | 26,616 | 26,901 | 26,596 | 27,583 | |
% | 73.3 | 73.3 | 72.7 | 72.1 | ||
Overseas group | Persons | 9,716 | 9,790 | 9,991 | 10,671 | |
% | 26.7 | 26.7 | 27.3 | 27.9 |
By region | Japan | Persons | 26,616 | 26,901 | 26,596 | 27,583 |
---|---|---|---|---|---|---|
% | 73.3 | 73.3 | 72.7 | 72.1 | ||
Europe | Persons | 734 | 702 | 757 | 761 | |
% | 2.0 | 1.9 | 2.1 | 2.0 | ||
Americas | Persons | 3,921 | 4,015 | 4,194 | 4,886 | |
% | 10.8 | 10.9 | 11.5 | 12.8 | ||
Asia | Persons | 5,023 | 5,033 | 5,001 | 4,985 | |
% | 13.8 | 13.7 | 13.7 | 13.0 | ||
Australia | Persons | 38 | 40 | 39 | 39 | |
% | 0.1 | 0.1 | 0.1 | 0.1 |
Note: Number of employees as of fiscal year-end.
Employee Breakdown*1 KHI, KRM, KMC
(FY)
|
Unit | 2019 | 2020 | 2021 | 2022 | ||
---|---|---|---|---|---|---|---|
Status of employees | Number of employees | |
Persons | 17,218 | 17,396 | 17,162 | 17,413 |
Male | Persons | 15,748 | 15,876 | 15,688 | 15,883 | ||
% | 91.5 | 91.3 | 91.4 | 91.2 | |||
Female | Persons | 1,470 | 1,520 | 1,474 | 1,530 | ||
% | 8.5 | 8.7 | 8.6 | 8.8 | |||
Managerial staff | |
Persons | 3,681 | 3,732 | 3,664 | 3,865 | |
Male | Persons | 3,630 | 3,680 | 3,600 | 3,791 | ||
Female | Persons | 51 | 52 | 64 | 74 | ||
General employees | |
Persons | 13,537 | 13,664 | 13,498 | 13,548 | |
Male | Persons | 12,118 | 12,196 | 12,088 | 12,092 | ||
Female | Persons | 1,419 | 1,468 | 1,410 | 1,456 | ||
Average age | |
Years old | 39.4 | 39.7 | 40.1 | 40.6 | |
Male | Years old | 39.3 | 39.6 | 40.0 | 40.5 | ||
Female | Years old | 40.9 | 41.1 | 41.7 | 42.1 | ||
|
Unit | 2019 | 2020 | 2021 | 2022 | ||
By age*2 | 29 and younger | |
Persons | 3,703 | 3,529 | 3,737 | 3,608 |
% | 21.5 | 20.3 | 21.7 | 20.7 | |||
Male | Persons | 3,451 | 3,268 | 3,467 | 3,328 | ||
Female | Persons | 252 | 261 | 270 | 280 | ||
30 to 39 | |
Persons | 5,437 | 5,504 | 5,427 | 5,432 | |
% | 31.6 | 31.6 | 31.6 | 31.2 | |||
Male | Persons | 5,027 | 5,084 | 5,025 | 5,032 | ||
Female | Persons | 410 | 420 | 402 | 400 | ||
40 to 49 | |
Persons | 4,368 | 4,456 | 4,395 | 4,480 | |
% | 25.4 | 25.6 | 25.6 | 25.7 | |||
Male | Persons | 3,887 | 3,989 | 3,941 | 4,024 | ||
Female | Persons | 481 | 467 | 454 | 456 | ||
50 to 59 | |
Persons | 3,123 | 3,367 | 3,229 | 3,397 | |
% | 18.1 | 19.4 | 18.8 | 19.5 | |||
Male | Persons | 2,850 | 3,048 | 2,919 | 3,053 | ||
Female | Persons | 273 | 319 | 310 | 344 | ||
60 and above | |
Persons | 587 | 540 | 374 | 496 | |
% | 3.4 | 3.1 | 2.1 | 2.8 | |||
Male | Persons | 533 | 487 | 336 | 446 | ||
Female | Persons | 54 | 53 | 38 | 50 | ||
|
Unit | 2019 | 2020 | 2021 | 2022 | ||
By position | Director, Audit & Supervisory Board Member*3 | |
Persons | 16 | 13 | 13 | 17 |
Male | Persons | 14 | 11 | 11 | 15 | ||
% | 87.5 | 84.6 | 84.6 | 88.2 | |||
Female | Persons | 2 | 2 | 2 | 2 | ||
% | 12.5 | 15.4 | 15.4 | 11.8 | |||
Executive officer and above | |
Persons | 25 | 26 | 30 | 28 | |
Male | Persons | 25 | 25 | 29 | 27 | ||
% | 100 | 96.2 | 96.7 | 96.4 | |||
Female | Persons | 0 | 1 | 1 | 1 | ||
% | 0 | 3.8 | 3.3 | 3.6 | |||
Senior manager equivalent *4 | |
Persons | 987 | 1,071 | 746 | 729 | |
Male | Persons | 979 | 1,064 | 739 | 723 | ||
% | 99.2 | 99.3 | 99.1 | 99.2 | |||
Female | Persons | 8 | 7 | 7 | 6 | ||
% | 0.8 | 0.7 | 0.9 | 0.8 | |||
Manager equivalent | |
Persons | 2,470 | 2,527 | 2,918 | 3,136 | |
Male | Persons | 2,431 | 2,482 | 2,861 | 3,068 | ||
% | 98.4 | 98.2 | 98.0 | 97.8 | |||
Female | Persons | 39 | 45 | 57 | 68 | ||
% | 1.6 | 1.8 | 2.0 | 2.2 | |||
Assistant manager equivalent | |
Persons | 2,074 | 2,203 | 2,403 | 2,450 | |
Male | Persons | 1,952 | 2,068 | 2,254 | 2,296 | ||
% | 94.1 | 93.9 | 93.8 | 93.7 | |||
Female | Persons | 122 | 135 | 149 | 154 | ||
% | 5.9 | 6.1 | 6.2 | 6.3 |
*1 Number of employees as of the fiscal year-end (includes temporary employees).
*2 Percentage figures will not necessarily add up to 100% as they are rounded up to the first decimal point.
*3 On June 25 2020, Kawasaki transitioned from a company with an Audit & Supervisory Board to a company with an Audit & Supervisory Committee.The above numbers of Directors for fiscal 2019 and earlier include the number of Audit & Supervisory Board Members.
*4 Senior manager equivalent includes positions up to associate officer.
Average Annual Remuneration KHI
(FY)
|
Unit | 2019 | 2020 | 2021 | 2022 | |
---|---|---|---|---|---|---|
All employees | |
Millions of yen | 7.2 | 7.0 | 6.8 | 7.4 |
Male | Millions of yen | 7.3 | 7.1 | 7.0 | 7.6 | |
Female | Millions of yen | 5.3 | 5.2 | 4.7 | 5.0 | |
Average for managerial staff (basic pay only) | |
Millions of yen | 7.6 | 7.7 | 7.9 | 8.0 |
Male | Millions of yen | 7.6 | 7.7 | 7.9 | 8.0 | |
Female | Millions of yen | 7.1 | 7.0 | 6.9 | 7.0 | |
Average for managerial staff (basic pay plus bonuses,etc) | |
Millions of yen | 11.4 | 11.1 | 10.6 | 11.3 |
Male | Millions of yen | 11.4 | 11.1 | 10.6 | 11.3 | |
Female | Millions of yen | 10.5 | 9.9 | 9.2 | 9.9 | |
Average for general employees (basic pay only) | |
Millions of yen | 4.6 | 4.4 | 4.5 | 4.6 |
Male | Millions of yen | 4.6 | 4.5 | 4.7 | 4.8 | |
Female | Millions of yen | 3.8 | 3.8 | 3.5 | 3.5 |
Human Resource Management
Number of Employees Hired KHI, KRM, KMC
(FY)
|
Unit | 2019 | 2020 | 2021 | 2022 | 2023 | |
---|---|---|---|---|---|---|---|
New graduates hired* | |
Persons | 562 | 555 | 357 | 370 | 405 |
Male | Persons | 507 | 498 | 323 | 333 | 376 | |
Female | Persons | 55 | 57 | 34 | 37 | 29 | |
Administrative and technical positions | |
Persons | 338 | 344 | 231 | 246 | 278 |
Male | Persons | 290 | 296 | 200 | 214 | 254 | |
Female | Persons | 48 | 48 | 31 | 32 | 24 | |
Production specialists | |
Persons | 224 | 211 | 126 | 124 | 127 |
Male | Persons | 217 | 202 | 123 | 119 | 122 | |
Female | Persons | 7 | 9 | 3 | 5 | 5 | |
Mid-career hires and ratio of mid-career hires to all new hires | |
Persons | 296 | 167 | 95 | 362 | - |
% | 34.5 | 23.1 | 21.0 | 49.5 | - | ||
Male | Persons | 202 | 136 | 72 | 284 | - | |
Female | Persons | 94 | 31 | 23 | 78 | - | |
Administrative and technical positions | |
Persons | 165 | 90 | 89 | 324 | - |
Male | Persons | 148 | 81 | 68 | 251 | - | |
Female | Persons | 17 | 9 | 21 | 73 | - | |
Production specialists | |
Persons | 60 | 59 | 6 | 38 | - |
Male | Persons | 50 | 54 | 4 | 33 | - | |
Female | Persons | 10 | 5 | 2 | 5 | - | |
Partner | |
Persons | 71 | 18 | - | - | - |
Male | Persons | 4 | 1 | - | - | - | |
Female | Persons | 67 | 17 | - | - | - | |
Average years of service | |
Years | 13.4 | 13.7 | 14.2 | 14.5 | - |
Male | Years | 13.7 | 14.0 | 14.5 | 14.9 | - | |
Female | Years | 10.0 | 10.3 | 10.8 | 10.9 | - |
*Number of new graduates hired as of April 1 of each fiscal year.
Number of People Resigning KHI, KRM, KMC
(FY)
|
Unit | 2019 | 2020 | 2021 | 2022 | |
---|---|---|---|---|---|---|
Total number of resignations and turnover rate*1 | |
Persons | - | - | 481 | 445 |
% | - | - | 2.8 | 2.6 | ||
Male | Persons | - | - | 421 | 393 | |
% | - | - | 2.7 | 2.5 | ||
Female | Persons | - | - | 60 | 52 | |
% | - | - | 4.1 | 3.4 | ||
Number of employees voluntarily resigning and turnover rate *1 *2 | |
Persons | 217 | 205 | 313 | 321 |
% | 1.3 | 1.2 | 1.8 | 1.8 | ||
Male | Persons | 186 | 179 | 275 | 282 | |
% | 1.2 | 1.1 | 1.8 | 1.8 | ||
Female | Persons | 31 | 26 | 38 | 39 | |
% | 2.1 | 1.7 | 2.6 | 2.6 | ||
29 and younger | |
Persons | 116 | 109 | 162 | 147 |
% | 3.1 | 3.1 | 4.3 | 4.0 | ||
Male | Persons | 104 | 99 | 146 | 127 | |
% | 3.0 | 3.0 | 4.2 | 3.8 | ||
Female | Persons | 12 | 10 | 16 | 20 | |
% | 4.8 | 3.8 | 5.9 | 7.1 | ||
30 to 39 | |
Persons | 77 | 63 | 105 | 129 |
% | 1.4 | 1.1 | 1.9 | 2.4 | ||
Male | Persons | 64 | 52 | 89 | 117 | |
% | 1.4 | 1.0 | 1.8 | 2.3 | ||
Female | Persons | 13 | 11 | 16 | 12 | |
% | 3.2 | 2.6 | 4.0 | 3.0 | ||
40 to 49 | |
Persons | 14 | 28 | 29 | 34 |
% | 0.3 | 0.6 | 0.7 | 0.8 | ||
Male | Persons | 11 | 25 | 24 | 28 | |
% | 0.3 | 0.6 | 0.6 | 0.7 | ||
Female | Persons | 3 | 3 | 5 | 6 | |
% | 0.6 | 0.6 | 1.1 | 1.3 | ||
50 and above | |
Persons | 10 | 5 | 17 | 11 |
% | 0.3 | 0.1 | 0.5 | 0.3 | ||
Male | Persons | 7 | 3 | 16 | 10 | |
% | 0.2 | 0.1 | 0.5 | 0.3 | ||
Female | Persons | 3 | 2 | 1 | 1 | |
% | 1.1 | 0.5 | 0.3 | 0.3 |
*1 Age of resigning employees is shown as of April 1 of each fiscal year.
*2 The turnover rate for employees who voluntarily resign does not include retirees and executive transfers.
Employee Engagement Survey Results* KHI, KRM, KMC
(FY)
|
Unit | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Response rate | % | - | 80 | 83 | 89 |
Supportive environment | % | - | 52 | 52 | 52 |
Employee engagement | % | - | 59 | 56 | 55 |
Ratio of employees for whom both "supportive environment" and "employee engagement" are high | % | - | 29 | 28 | 29 |
*Results for fiscal 2020 and fiscal 2021 have been retroactively revised in accordance with modifications in the target data from fiscal 2022.
Diversity
Number of Foreign National Employees KHI, KRM, KMC
(FY)
|
Unit | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|---|
Number of foreign national employees | Persons | 36 | 35 | 36 | 34 | 36 |
Note: As of April 1 of each fiscal year. Administrative and technical personnel only.
Number and Percentage of Employees with Disabilities*1 *2 KHI, KRM, KMC
(FY)
|
Unit | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|---|
Employees with disabilities*2 | Persons | 447 | 473 | 473 | 459 | 484 |
Percentage of employees with disabilities | % | 2.40 | 2.50 | 2.49 | 2.44 | 2.52 |
*1 As of June 1 of each fiscal year. Respective results include those for special subsidiary Kawasaki Heartfelt Service Co., Ltd.
*2 People working short hours are calculated as 0.5 persons. One person with a severe disability is counted as two persons.
Number of Women in Managerial Positions*1 *2 KHI, KRM, KMC
(FY)
|
Unit | 2019 | 2020 | 2021 | 2022 | 2023 | |
---|---|---|---|---|---|---|---|
Number of women in managerial positions | Persons | 49 | 57 | 66 | 79 | 101 | |
Proportion of women in managerial positions | |
% | - | - | - | - | 2.1 |
Executive officer and above*3 | Persons | - | - | - | - | 1 | |
% | - | - | - | - | 3.0 | ||
Senior manager equivalent | Persons | - | - | - | - | 8 | |
% | - | - | - | - | 0.8 | ||
Manager equivalent | Persons | - | - | - | - | 92 | |
% | - | - | - | - | 2.5 |
*1 As of April 1 of each fiscal year.
*2 Section head or above. Figures include staff on external postings and staff on leave.
*3 Excluding Directors.
Work-life Balance
Usage of Work-Life Balance Programs KHI, KRM, KMC
(FY)
|
Unit | 2019 | 2020 | 2021*1 | 2022 | |
---|---|---|---|---|---|---|
Employees using the childcare leave | |
Persons | 68 | 84 | 112 | 169 |
Male | Persons | 13 | 38 | 58 | 122 | |
Female | Persons | 55 | 46 | 54 | 47 | |
Employees using the care leave | |
Persons | 3 | 5 | 6 | 5 |
Male | Persons | 3 | 3 | 3 | 2 | |
Female | Persons | 0 | 2 | 3 | 3 | |
Return rate after childcare leave | % | 100 | 96 | 100 | 100 | |
Retention rate after childcare leave | % | 96 | 95 | 100 | -*2 |
*1 Results for fiscal 2021 have been revised in accordance with retroactive modifications in the scope of data collection.
*2 The retention rate after childcare leave represents the percentage of employees still working one year following their return from childcare leave. No statistics are available for fiscal 2022 because this one-year period has not yet elapsed.
Annual Paid Leave Usage KHI, KRM, KMC
(FY)
|
Unit | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Number of used paid leaves* | Days /person | 15.9 | 15.9 | 16.6 | 18.0 |
Paid leave usage rate | % | 72.3 | 72.3 | 75.4 | 81.8 |
Total annual work hours | Hours /person | 2,035 | 1,953 | 1,997 | 2,001 |
Total annual overtime hours | Hours /person | 295.2 | 206.4 | 261.4 | 272.0 |
* 22 days given per year.
Human Resource Development
Education and Training Expenses KHI, KRM, KMC
(FY)
|
Unit | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Education and training expenses per employee | Yen/FTE* | 34,000 | 27,000 | 27,000 | 27,000 |
Education and training hours per employee | Hours/FTE* | 41 | 32 | 32 | 32 |
Total education and training hours | Hours | - | - | 547,000 | 553,000 |
* FTE: Full-Time Equivalent
Occupational Safety, Hygiene, and Health
Status of Labor Accidents and Work-related Illnesses Domestic Group
(Jan.-Dec.)*1
|
Unit | 2019 | 2020 | 2021 | 2022 | |
---|---|---|---|---|---|---|
Number of labor accidents*2 | Total | Number of incidents | 104 | 77 | 87 | 94★ |
Under Kawasaki’s overall supervision*5 | Number of incidents | 69 | 48 | 58 | 49★ | |
Domestic consolidated subsidiaries*6 | Number of incidents | 35 | 29 | 29 | 45★ | |
Number of fatalities in the course of duty*3 | Total | Persons | 1 | 0 | 1 | 0★ |
Under Kawasaki's overall supervision*5 | Persons | 0 | 0 | 1 | 0★ | |
Employees | Persons | 0 | 0 | 1 | 0★ | |
Internal transfer staff*7 | Persons | 0 | 0 | 0 | 0★ | |
Domestic consolidated subsidiaries*6 | Persons | 1 | 0 | 0 | 0★ | |
Lost Time Injury Frequency Rate (LTIFR)*4 | Under Kawasaki’s overall supervision*5 | - | 0.37 | 0.34 | 0.31 | 0.30★ |
Employees | - | 0.24 | 0.21 | 0.12 | 0.21★ | |
Internal transfer staff*7 | - | 0.77 | 0.74 | 0.93 | 0.61★ | |
(Reference) Industry average*8 | - | 1.80 | 1.95 | 2.09 | 2.06 | |
(Reference) Manufacturing industry average*8 | - | 1.20 | 1.21 | 1.31 | 1.25 |
*1 The data collection period is from January to December of each year.
*2 Number of fatalities and injuries due to labor accidents, excluding commuting accidents
*3 Number of fatalities due to labor accidents, excluding commuting accidents
*4 Lost Time Injury Frequency Rate (LTIFR) = Number of fatalities and injuries due to labor accidents (lost work time of at least one day, excluding commuting accidents) ÷ Total number of work hours × 1,000,000. The total number of work hours by internal transfer staff includes an estimate based on Number of workers × 8 hours (4 hours in the case of half-days) × Number of working days.
*5 The scope of data collection is Kawasaki Heavy Industries, Kawasaki Railcar Manufacturing, and Kawasaki Motors.
*6 The scope of data collection does not include Kawasaki Railcar Manufacturing and Kawasaki Motors.
*7 Internal transfer staff under overall supervision of Kawasaki (temporary staff, and contract staff in shipbuilding and construction)
*8 Data source: Survey on Industrial Accidents 2022, Ministry of Health, Labour and Welfare
Status of Sanitation Management KHI, KRM, KMC
(Jan.-Dec.)
|
Unit | 2019 | 2020 | 2021 | 2022 | |
---|---|---|---|---|---|---|
Sick leave rate (case basis)*1 | - | 5.7 | 4.8 | 4.6 | 14.6 | |
Mental health-related sick leave frequency (case basis)*2 | |
- | 0.35 | 0.43 | 0.50 | 0.60 |
Mental health issues (Situational/Acute) | Cases | 67 | 84 | 99 | 120 | |
Other psychological disorders | Cases | 5 | 7 | 7 | 5 | |
Absence rate (day basis)*3 | Leave due to mental health issues*4 | - | 3.8 | 4.6 | 5.0 | 6.4 |
Overall sick leave | - | 7.1 | 7.5 | 7.8 | 12.1 |
*1 Calculated as the total number of cases of sick leave per year / total number of workers employed per year × 1,000.
*2 In 2019, per an amendment to corporate regulations, the period that an employee may be absent before being placed on leave was shortened by three months, causing the figure for 2019 to appear larger.
*3 The absence rate is calculated based on days missed. Specifically, it is the number of employees absent per 1,000 employees per work day, calculated as the total number of days of leave taken / total man-days of work × 1,000.
*4 Included in total sick leave
Health Management KHI, KRM, KMC
(FY)
|
Unit | 2019 | 2020 | 2021*2 | 2022*2 |
---|---|---|---|---|---|
Health score*1 | - | - | - | 3.90 | 3.93 |
Percentage taking regular physical checkups | % | 99.6 | 99.8 | 98.4 | 99.0 |
*1 The health score refers to a score on a six-point scale that is based on the results of a medical examination of six lifestyle habits (diet, exercise, drinking, sleep, smoking, and appropriate weight) that affect labor productivity. The higher the score, the healthier the lifestyle.
*2 The health score in the health report issued in the relevant year is the actual value for that year (scoring starting from 2021).
Business and Human Rights
Labor Union Data KHI, KRM, KMC
(FY)
|
Unit | 2019 | 2020 | 2021*1 | 2022 |
---|---|---|---|---|---|
Number of union members | Persons | 13,294 | 13,459 | 12,880 | 13,184 |
Labor union makeup*2 | % | 79.2 | 78.7 | 75.0 | 77.3 |
Number of labor discussions with the union | Number | 23 | 44 | 38 | 28 |
*1 Results for fiscal 2021 have been revised in accordance with retroactive modifications in the scope of data collection.
*2 The number of labor union members and labor union makeup are current as of the end of the respective fiscal years. Labor union makeup percentage represents the percentage of union members versus all permanent employees, including managerial staff.
Social Contribution Activities
Social Contribution Activities by Type*1 KHI
(FY)
|
Unit | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Donations and philanthropy | % | 36.29 | 37.69 | 31.96 | 29.70 |
Investments (ongoing partnerships with NGOs, etc.) | % | 46.47 | 43.72 | 50.34 | 54.09 |
Advertising and marketing (support funding, campaigns, etc.) | % | 17.24 | 18.59 | 17.70 | 16.21 |
Total*2 | % | 100 | 100 | 100 | 100 |
*1 Totals for Kawasaki and Kawasaki Good Times Foundation in the United States
*2 Because the above figures are rounded to the second decimal place, the percentage figures may not add up to exactly 100%.
Social Contribution Activities Expenditure*1 KHI
(FY)
|
Unit | 2019 | 2020 | 2021 | 2022 | |
---|---|---|---|---|---|---|
Total*2 | Millions of yen | 712 | 679 | 661 | 802 | |
Breakdown by category | Vitalization of industry and economy | Millions of yen | 205 | 199 | 217 | 332 |
Communities | Millions of yen | 198 | 184 | 204 | 191 | |
Education | Millions of yen | 214 | 215 | 148 | 155 | |
Culture and sports | Millions of yen | 59 | 57 | 55 | 87 | |
Welfare and humanitarian aid (including disaster relief) | Millions of yen | 7 | 6 | 4 | 9 | |
Others (including environmental safety and disaster prevention) | Millions of yen | 28 | 18 | 33 | 28 | |
Expenditure type | Provision of funds | Millions of yen | 146 | 160 | 111 | 278 |
Provision of goods | Millions of yen | 238 | 194 | 226 | 192 | |
Employee volunteer activities | Millions of yen | 328 | 326 | 324 | 332 | |
Indirect management costs | Millions of yen | 0 | 0 | 0 | 0 | |
Percentage of ordinary profit | % | 1.76 | -*3 | 2.21 | 1.14 |
*1 Totals for Kawasaki and Kawasaki Good Times Foundation in the United States
*2 The above figures include expenses for donations, support funding, in-kind contributions, and requests for support from third-party organizations as well as the cost of labor of employees assigned to thirdparty organizations (the portion incurred by Kawasaki). They do not include internal cost of labor of employees or expenses associated with the use of facilities.
*3 Because the Company recorded an ordinary loss in fiscal 2020, the percentage of ordinary profit could not be calculated.
Working with Suppliers
Number of Companies Responding to Sustainable Procurement Survey KHI, KRM, KMC
(FY)
| Unit | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Domestic | Companies | 480 | - | 395 | - |
Overseas | Companies | - | 37 | - | - |
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