ESG Data
Boundary of aggregation for each data type: Legend
* If the boundary of data aggregation differs from the boundary indicated in the legend, the number of subsidiaries covered is indicated in the notes.
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 | 2020 | 2021 | 2022 | 2023 | 2024 | ||
|---|---|---|---|---|---|---|---|---|
| Directors | Internal Directors | Male | Persons | 7 | 7 | 6 | 6 | 5 |
| Female | 0 | 0 | 0 | 0 | 1 | |||
| Total | 7 | 7 | 6 | 6 | 6 | |||
| Independent Outside Directors | Male | 4 | 4 | 4 | 4 | 3 | ||
| Female | 2 | 2 | 2 | 3 | 4 | |||
| Total | 6 | 6 | 6 | 7 | 7 | |||
| Total number | 13 | 13 | 12 | 13 | 13 | |||
| Directors serving as Audit & Supervisory Committee Members*1 | 5 | 5 | 5 | 5 | 5 | |||
| Directors concurrently engaged in business execution | 4 | 3 | 3 | 3 | 3 | |||
| Ratio of Directors concurrently engaged in business execution | % | 30.8 | 23.1 | 25.0 | 23.1 | 23.1 | ||
| Ratio of Independent Outside Directors | 46.1 | 46.1 | 50.0 | 53.8 | 53.8 | |||
| Ratio of Female Directors | 15.3 | 15.3 | 16.6 | 23.1 | 38.5 | |||
| Average tenure of Directors*2 | Years | 1.5 | 1.92 | 2.75 | 3.46 | 3.85 | ||
| Average age of Directors | Age | 62.9 | 64.0 | 63.9 | 64.5 | 64.2 | ||
*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
Record of Board of Directors Meetings (Including Extraordinary Meetings) KHI
(FY)
| |
Unit | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Board meetings held | Number of times | 14 | 13 | 16 | 16 |
| Average attendance rate of all Directors | % | 100 | 100 | 100 | 99.5 |
| Average attendance rate of Outside Directors | % | 100 | 100 | 100 | 99.1 |
| Average attendance rate of all Audit & Supervisory Board Members | % | 100 | 100 | 100 | 100 |
| Average attendance rate of all Outside Audit & Supervisory Board Members | % | 100 | 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. The attendance rates of all 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 combined with the attendance rates of Audit & Supervisory Board Members at Board of Directors meetings held following this transition.
Record of Audit & Supervisory Board and Audit & Supervisory Committee Meetings KHI
(FY)
| |
Unit | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Number of Auditor meetings | Number of times | 5 | - | - | - |
| Attendance rate of Auditors | % | 100 | - | - | - |
| Attendance rate of Outside Auditors | % | 100 | - | - | - |
| |
Unit | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Number of Audit & Supervisory Board Meetings | Number of times | 13 | 17 | 14 | 15 |
| Attendance rate of Audit & Supervisory Board Meetings | % | 100 | 100 | 100 | 98.7 |
| Attendance rate of Outside Audit & Supervisory Committee Members | % | 100 | 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 | 2020 | 2021 | 2022 | 2023 | |
|---|---|---|---|---|---|---|
| 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 | 12 | 12 | 12 | 10 | |
| |
Unit | 2020 | 2021 | 2022 | 2023 | |
|---|---|---|---|---|---|---|
| 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 | 12 | 12 | 7 | 7 | |
Independent Auditor Compensation Consolidated
(FY)
| |
Unit | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Compensation based on audit certification services | Millions of yen | 253 | 421 | 388 | 407 |
| Kawasaki Heavy Industries Ltd. | Millions of yen | 205 | 334 | 298 | 305 |
| Consolidated subsidiaries | Millions of yen | 48 | 87 | 90 | 101 |
| |
Unit | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Compensation based on non-audit services | Millions of yen | 261 | 234 | 224 | 266 |
| Kawasaki Heavy Industries Ltd. | Millions of yen | 258 | 231 | 221 | 263 |
| Consolidated subsidiaries | Millions of yen | 2 | 2 | 2 | 2 |
Director Compensation (Fiscal 2023) 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) | 4 | Millions of yen | 389 | 201 | 115 | 72 |
| Audit & Supervisory Committee Members (excluding Outside Directors) | 2 | Millions of yen | 73 | 73 | - | - |
| Outside Directors | 7 | Millions of yen | 99 | 99 | - | - |
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
Comparison of Total Compensation of the Representative Director, President and Chief Executive Officer with Average Employee Salary (Fiscal 2023) KHI
(FY)
| Name | Position | Unit | Total compensation | Basic compensation | Performance-based compensation | Stock compensation |
|---|---|---|---|---|---|---|
| Yasuhiko Hashimoto | Director | Millions of yen | 125 | 62 | 38 | 24 |
| Average annual employee salary | Millions of yen | 8.1 | ||||
| Ratio of President compensation and average annual employee salary | Times | 15.5 | ||||
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 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Number of serious compliance violations | Number of cases | 0 | 1 | 0 | 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 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Total number of Whistle-Blowing Reports* | Number of cases | 39 | 55 | 54 | 76 |
| Abuse of authority | Number of cases | 15 | 23 | 19 | 22 |
| Labor issues | Number of cases | 14 | 19 | 13 | 18 |
| Financial fraud | Number of cases | 1 | 0 | 1 | 6 |
| Sexual harassment | Number of cases | 1 | 1 | 0 | 6 |
| Threats and harassment | Number of cases | 0 | 0 | 0 | 0 |
| Bribery and corruption | Number of cases | 0 | 0 | 0 | 0 |
| Others | Number of cases | 8 | 12 | 21 | 24 |
* 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 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Number of consultations made to Global Internal Reporting System | Number of cases | 0 | 0 | 0 | 0 |
KHI, KRM, KMC
(FY)
| |
Unit | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Number of consultations regarding harassment | Number of cases | 15 | 9 | 57 | 66 |
Number of Employees Who Underwent Compliance Education Consolidated
(FY)
| |
Unit | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Number of employees who underwent compliance education*1 | Persons | 0 | 17,393 | 17,860 | 29,422 |
| 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 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Total political contributions | Millions of yen | 3 | 3 | 3 | 3 |
| Total expenditures to industry organizations*1 *2 | Millions of yen | 68.0 | 68.0 | 98.6 | 112.4 |
| Total expenditures for donations, support funding, etc.*3 | Millions of yen | 160 | 111 | 278 | 263 |
*1 The purpose of the membership fee for industry organizations is to collect business information related to KHI. The main expenditures in fiscal 2023 were for the Japan Business Federation and the Kansai Economic Federation.
*2 Kawasaki Heavy Industries, Ltd. (non-consolidated)
Information Security
Information Security Education and Training Domestic Group
(FY)
| |
Unit | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Information security training participants | Persons | 17,779 | 19,033 | 9,803 | 17,053 |
| Number of persons subject to training drills using simulated targeted attack phishing emails | Persons | - | - | 2,308 | 6,876 |
Research and Development
R&D Expense Consolidated
(FY)
| |
Unit | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Total | Billions of yen | 44.9 | 47.1 | 50.7 | 53.3 |
| Percentage of sales | % | 3.0 | 3.1 | 2.9 | 2.9 |
| Number of employees engaged in R&D | Persons | 1,956 | 2,000 | 2,098 | 2,159 |
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. In addition, social indicators (Number of labor accidents, Number of occupational fatalities, and Lost Time Injury Frequency Rate; LTIFR) have been subject to third-party assurance since fiscal 2022.
Independent Assurance Report
- The data with a check mark (☑) received third-party verification by SGS Japan Inc. up to and including fiscal 2022. Since fiscal 2023, this data has received third-party assurance from KPMG AZSA Sustainability Co., Ltd.
Boundary of aggregation for each data type: Legend
* If the boundary of data aggregation differs from the boundary indicated in the legend, the number of subsidiaries covered is indicated in the notes.
Non-consolidated basis KHI
Including KRM and KMC KHI, KRM, KMC
Including domestic subsidiaries Domestic Group
Overseas subsidiaries only Overseas Group
Consolidated basis Consolidated
Environment
Environmental Management
Employees with Legal Qualifications KHI, KRM, KMC
(FY)
| |
Unit | 2020 | 2021 | 2022 | 2023 | |
|---|---|---|---|---|---|---|
| Pollution control managers | Air | Persons | 97 | 97 | 98 | 102 |
| Water | Persons | 85 | 88 | 87 | 88 | |
| Noise, vibration | Persons | 37 | 35 | 36 | 34 | |
| Others | Persons | 78 | 79 | 81 | 81 | |
| Total | Persons | 297 | 299 | 302 | 305 | |
| Energy managers | Persons | 95 | 97 | 110 | 115 | |
Environment-related Expenses KHI, KRM, KMC
(FY)
| |
Unit | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Capital investments | Millions of yen | 9 | 47 | 1,661 | 839 |
| Operating expenses | Millions of yen | 8,631 | 8,708 | 12,458 | 11,061 |
Environmental Compliance KHI, KRM, KMC
(FY)
| |
Unit | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Violation of environmental laws and regulation | Number of cases | 0 | 0 | 0 | 0 |
| Violation concerning water quality and quantity | Number of cases | 0 | 0 | 0 | 0 |
| Incident and contamination that lead to environmental problems | Number of cases | 0 | 1 | 2 | 1 |
| Complaints about environmental problems | Number of cases | 2 | 4 | 2 | 3 |
| Amount of fine | Millions of yen | 0 | 0 | 0 | 0 |
CO2 FREE
CO2 Emissions (Scope 1, Scope 2) Consolidated
(FY)
| |
Unit | 2020*1 | 2021*2 | 2022*3 | 2023*4 | |
|---|---|---|---|---|---|---|
| Scope 1 | t | 139,502 ☑ | 134,855 ☑ | 136,736 ☑ | 134,912★ | |
| Scope 2 | Market-based | t | 255,039 ☑ | 267,171 ☑ | 246,083 ☑ | 281,401★ |
| Location-based | t | 276,064 | 284,922 | 349,299 | 283,290 | |
| Total amount of Scope 1 and Scope 2 | Market-based | t | 394,541 | 402,026 | 382,819 | 416,313 |
| Location-based | t | 415,566 | 419,777 | 486,035 | 418,202 | |
*1 Total for KHI, 26 domestic consolidated subsidiaries, and 24 overseas consolidated subsidiaries
*2 Total for KHI, 37 domestic consolidated subsidiaries, and 23 overseas consolidated subsidiaries
*3 Total for 28 sites of KHI, 30 related domestic sites, and 28 related overseas sites
*4 Total for KHI, 44 domestic consolidated subsidiaries, and 56 overseas consolidated subsidiaries
Energy Consumption Consolidated
(FY)
| |
Unit | 2020*1 | 2021*2 | 2022*3 | 2023*4 |
|---|---|---|---|---|---|
| Total non-renewable energy consumption | MWh | 1,455,895 | 1,341,737 | 1,317,527 | 1,363,002★ |
| Total renewable energy consumption | MWh | 1,637 | 2,405 | 13,538 | 10,488 |
*1 Total for KHI, 26 domestic consolidated subsidiaries, and 24 overseas consolidated subsidiaries
*2 Total for KHI, 37 domestic consolidated subsidiaries, and 23 overseas consolidated subsidiaries
*3 Total for 28 sites of KHI, 30 related domestic sites, and 28 related overseas sites
*4 Total for KHI, 44 domestic consolidated subsidiaries, and 56 overseas consolidated subsidiaries
CO2 Emissions (Scope 3) KHI, KRM, KMC
(FY)
| |
Unit | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| 1. Purchased goods and services | t | 1,464,830 ☑ | 2,393,525 ☑ | 2,791,420 ☑ | 3,829,334★ |
| 2. Capital goods | t | 128,255 | 180,202 | 265,678 | 308,023 |
| 3. Fuel- and energy-related activities not included under Scope 1 or Scope 2 | t | 34,798 | 31,298 | 30,045 | 60,633 |
| 4. Upstream transportation and distribution | t | 8,536 | 7,824 | 7,072 | 940,722*5 |
| 5. Waste generated in operations | t | 10,760 | 7,577 | 8,540 | 10,149 |
| 6. Business travel | t | 5,152 | 6,661 | 10,605 | 13,817 |
| 7. Employee commuting | t | 6,885 | 6,782 | 6,914 | 7,089 |
| 8. Upstream leased assets | t | 0 | 0 | 0 | 0 |
| 9. Downstream transportation and distribution | t | 393 | 806 | 4,239 | 721 |
| 10. Processing of sold products | t | Excluded*1 | Excluded*1 | 42,644 | 2,084 |
| 11. Use of sold products*3 *4 | t | 121,810,449 ☑ | 21,870,760 ☑ | 28,937,027 ☑ | 32,650,318★ |
| 12. End-of-life treatment of sold products | t | Excluded*1 | Excluded*1 | 1,924 | 2,558 |
| 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 | 145,638 | 158,308 | 154,077 | 3,965 |
| Total amount of Scope 3*3 | t | 123,615,696 | 24,663,743 | 32,260,185 | 37,829,413 |
*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 2020 as calculated according to the new method 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.
*5 Regarding Category 4 in Scope 3, since the calculation target was expanded from fiscal 2023 to include overseas transportation besides domestic transportation, emissions increased.
Waste FREE
Amount of Raw Materials Input KHI, KRM, KMC
(FY)
| |
Unit | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Steel material | kt | 110 | 110 | 110 | 110 |
| Plastic | kt | - | - | - | 0.674 |
Waste (Total Generated) Consolidated
(FY)
| |
Unit | 2020*1 | 2021*2 | 2022*3 | 2023 |
|---|---|---|---|---|---|
| Overall | t | 62,648 | 58,844 | 58,492 | 70,726*4 |
| Domestic Group | t | - | - | - | 47,465★ |
*1 Total for KHI, 26 domestic consolidated subsidiaries, and 24 overseas consolidated subsidiaries
*2 Total for KHI, 37 domestic consolidated subsidiaries, and 23 overseas consolidated subsidiaries
*3 Total for 28 sites of KHI, 30 related domestic sites, and 28 related overseas sites
*4 Total for KHI, 44 domestic consolidated subsidiaries, and 56 overseas consolidated subsidiaries
Waste KHI, KRM, KMC
(FY)
| |
Unit | 2020 | 2021 | 2022*1 | 2023 |
|---|---|---|---|---|---|
| Total generated | t | 44,578 | 42,772 | 41,442 | 40,165★ |
| Waste recycled | t | 43,487 | 41,796 | 40,504 | 39,195★ |
| Waste disposed (landfill disposal) | t | 166 | 67 | 47 | 39★ |
| Waste reduction amount | t | 925 | 909 | 891 | 931★ |
*1 Results for fiscal 2022 were retroactively revised in conjunction with the acquisition of third-party verification of results for fiscal 2023.
Hazardous Waste KHI, KRM, KMC
(FY)
| |
Unit | 2020*1 | 2021*1 | 2022*1 | 2023*1 |
|---|---|---|---|---|---|
| Total generated | t | 1,524 | 1,369 | 1,405 | 1,402★ |
| Waste recycled*2 | t | 1,523 | 1,368 | 1,404 | 1,402★ |
| Waste disposed (landfill disposal) | t | 0 | 0 | 0 | 0★ |
| Waste reduction amount | t | 1 | 1 | 1 | 0★ |
*1 The calculation method for the amount of hazardous waste emissions was changed in fiscal 2023 to make it more accurate. Previously, calculations were based on particularly hazardous waste that contained hazardous substances in excess of standard values, but starting in fiscal 2023, the scope was expanded to include hazardous waste specified in the regulations of each country in order to obtain more accurate calculations. In addition, the results for fiscal 2020 to fiscal 2022 were replaced with values that were recalculated using the calculation methods adopted for fiscal 2023 and later.
*2 Thermal recycling or material recycling
Water Resources KHI, KRM, KMC
(FY)
| |
Unit | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Water withdrawal | Million m3 | 5.633 | 5.629 | 5.510 | 5.496★ |
| Breakdown of water withdrawal (clean water) | Million m3 | 0.491 | 0.539 | 0.564 | 0.552★ |
| Breakdown of water withdrawal (industrial water) | Million m3 | 0.992 | 1.034 | 1.039 | 1.091★ |
| Breakdown of water withdrawal (groundwater) | Million m3 | 4.150 | 4.056 | 3.908 | 3.853★ |
| Water discharged | Million m3 | 4.445 | 3.282 | 3.304 | 4.183★ |
| Breakdown of water discharged (sewerage) | Million m3 | - | - | 0.872 | 0.963 |
| Breakdown of water discharged (rivers, lakes, ponds , etc.) | Million m3 | - | - | 2.433 | 3.220 |
| Water consumed | Million m3 | 1.188 | 2.347 | 2.206 | 1.313 |
*1 The calculation method for the amount of Water discharged was changed in fiscal 2021 to make it more accurate. In the past, since the working day of the plant fluctuates from year to year, we disclosed the calculated amount of Water discharged for 365 days, but since 2021, we have disclosed the measured amount. According to the new calculation method, water discharged in fiscal 2020 was 4.146 million m3.
Harm FREE
Major VOCs Emissions (Toluene, Xylene, and Ethylbenzene) KHI, KRM, KMC
(FY)
| |
Unit | 2020 | 2021 | 2022*1 | 2023 |
|---|---|---|---|---|---|
| Major VOCs emissions | t | 634 | 642 | 576 | 629★ |
*1 The aggregation categories were changed in fiscal 2023 based on the Pollutant Release and Transfer Register (PRTR) System. In conjunction with this change, the results for fiscal 2022 were revised.
Air Pollutants Emissions KHI, KRM, KMC
(FY)
| |
Unit | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Sulfur oxides (SOx) | t | 6.0 | 1.0 | 0.7 | 0.9 |
| Nitrogen oxides (NOx) | t | 120.0 | 103.0 | 84.0 | 74.7 |
Environment Data
Environmental Data by Business Site (Fiscal2023) KHI, KRM, KMC
| |
Unit | Gifu Works | Nagoya Works 1&2 | Kobe Works | Hyogo Works | Nishi-Kobe Works | |
|---|---|---|---|---|---|---|---|
| INPUT | Total energy (heat conversion) | TJ | 910 | 136 | 242 | 86 | 371 |
| Purchased electricity | MWh | 77,083 | 32,694 | 25,091 | 15,004 | 80,063 | |
| Fuel | TJ | 633 | 16 | 152 | 31 | 80 | |
| Renewable energy | MWh | 0 | 737 | 23 | 13 | 648 | |
| Water withdrawal | 1,000m3 | 3,784 | 53 | 221 | 51 | 172 | |
| OUTPUT (Air) |
CO2 emissions from energy sources | t | 66,674 | 16,066 | 18,818 | 6,115 | 38,585 |
| SOx | t | Under 1 | Under 1 | Under 1 | 0 | 0 | |
| NOx | t | 25 | 1 | 40 | Under 1 | 1 | |
| Soot and dust | t | Under 1 | Under 1 | Under 1 | Under 1 | Under 1 | |
| OUTPUT (Water) |
Water discharged | 1,000m3 | 2,902 | 13 | 165 | 39 | 117 |
| COD | t | 3 | Under 1 | Under 1 | Under 1 | 0 | |
| Nitrogen | t | 16 | Under 1 | Under 1 | Under 1 | 0 | |
| Phosphorus | t | Under 1 | Under 1 | 0 | Under 1 | 0 | |
| OUTPUT (Waste) |
Total generated | t | 3,372 | 438 | 5,079 | 3,263 | 5,000 |
| Recycled | t | 3,372 | 438 | 5,077 | 3,263 | 4,998 | |
| Others (incinerated/landfilled) | t | Under 1 | Under 1 | 2 | 0 | 2 | |
| |
Unit | Seishin Works | Akashi Works | Kakogawa Works | Harima Works | Sakaide Works | |
|---|---|---|---|---|---|---|---|
| INPUT | Total energy (heat conversion) | TJ | 157 | 1,008 | 24 | 64 | 121 |
| Purchased electricity | MWh | 24,640 | 98,673 | 1,632 | 9,840 | 27,888 | |
| Fuel | TJ | 61 | 652 | 18 | 27 | 21 | |
| Renewable energy | MWh | 1,782 | 287 | 0 | 451 | 0 | |
| Water withdrawal | 1,000m3 | 107 | 747 | 3 | 48 | 305 | |
| OUTPUT (Air) |
CO2 emissions from energy sources | t | 13,618 | 76,962 | 1,583 | 4,290 | 13,854 |
| SOx | t | 0 | 0 | 0 | 0 | Under 1 | |
| NOx | t | Under 1 | 7 | 0 | Under 1 | Under 1 | |
| Soot and dust | t | 0 | 1 | 0 | Under 1 | Under 1 | |
| OUTPUT (Water) |
Water discharged | 1,000m3 | 107 | 530 | 3 | 12 | 289 |
| COD | t | 0 | 0 | 0 | Under 1 | Under 1 | |
| Nitrogen | t | 2 | 0 | Under 1 | Under 1 | Under 1 | |
| Phosphorus | t | Under 1 | 0 | Under 1 | Under 1 | Under 1 | |
| OUTPUT (Waste) |
Total generated | t | 1,121 | 8,669 | 600 | 3,286 | 10,687 |
| Recycled | t | 1,121 | 8,669 | 599 | 3,257 | 9,752 | |
| Others (incinerated/landfilled) | t | 0 | Under 1 | 1 | 29 | 935 | |
Environmental Data Calculation Criteria
| Data indicator | Unit | Calculation criteria | |
|---|---|---|---|
| CO2 Emissions (Scope 1, Scope 2) | Scope 1 | t | We calculated using emissions factors in the List of Calculation Methods and Emission Coefficients (December 12, 2023) based on the Greenhouse Gas Emissions Accounting, Reporting, and Disclosure System of the Act on Promotion of Global Warming Countermeasures (if unique supplier emissions factors are unknown, alternative values are used). |
| For city gas, we calculated using the emissions factors in the Emissions Coefficients by Gas Company (For Calculating Greenhouse Gas Emissions from Specific Emitters) FY2023 Supply Results (June 28, 2024) (if unique supplier emissions factors are unknown, alternative values are used). | |||
| Scope2 | t | Market-based
Domestic electricity emissions factors are calculated using the Emissions Coefficients by Electric Power Company (For Calculating Greenhouse Gas Emissions from Specific Emitters) FY2023 Results (July 19, 2024) (if unique supplier emissions factors are unknown, alternative values are used). For overseas, calculations are based on the emissions factors specified in Emission Factors 2023 issued by the International Energy Agency (IEA), and if unique supplier emissions factors are known, those values are used. For steam and cold water, we calculated using the emissions factors in the Emissions Factors by Heat Supply Company (For Calculating Greenhouse Gas Emissions from Specific Emitters) FY2022 Supply Results (July 12, 2024) (if unique supplier emissions factors are unknown, alternative values are used). |
|
| Location-based
Domestic electricity emissions factors are calculated using the nationwide average factor in the Emissions Factors by Electric Power Company (For Calculating Greenhouse Gas Emissions from Specific Emitters) FY 2023 Results (July 19, 2024). For overseas, calculations are based on the emissions factors specified in Emission Factors 2023 issued by the International Energy Agency (IEA), and if unique supplier emissions factors are known, those values are used. For steam and cold water, we calculated using the emissions factors of alternative values in the Emissions Factors by Heat Supply Company (For Calculating Greenhouse Gas Emissions from Specific Emitters) FY 2022 Supply Results (July 12, 2024). |
|||
| Energy Consumption | Total non-renewable energy consumption | MWh | We calculated based on the unit calorific value in the List of Calculation Methods and Emission Coefficients (December 12, 2023) based on the Greenhouse Gas Emissions Accounting, Reporting, and Disclosure System of the Act on Promotion of Global Warming Countermeasures, with fuels specified in the Act on Rational Use of Energy and Shift to Non-fossil Energy covered. For city gas, calculated using the unit calorific values announced by each company.
The unit calorific value for electricity is calculated using 3.6 MJ/kWh. |
| Total renewable energy consumption | MWh | We calculated as total electric power derived from renewable energy. | |
| Waste | Waste (total generated) | t | We calculated as the total weight of industrial waste, hazardous waste, and valuable materials released from business sites. |
| Waste generated | t | We calculated as the total weight of industrial waste (excluding hazardous waste) and valuable materials. Volume generated. | |
| Waste recycled | t | We calculated as the total weight of industrial waste (excluding hazardous waste) that has been thermally recycled or subject to material recycling through intermediate treatment and valuable materials. | |
| Waste disposed (landfill disposal) | t | We calculated as the weight of industrial waste (excluding hazardous waste) that was directly and finally disposed of in landfills. | |
| Waste reduction amount | t | The total weight of industrial waste (excluding hazardous waste) subject to reduction | |
| Hazardous waste generated | t | The amount of hazardous waste specified in the regulations of each country generated | |
| Water Resources | Water withdrawal (total amount) | Million m3 | We calculated as the total amount of purchased clean water and industrial water and groundwater withdrawn at sites. |
| Breakdown of water withdrawal (clean water) | Million m3 | Amount of municipal water purchased | |
| Breakdown of water withdrawal (industrial water) | Million m3 | Amount of industrial water purchased | |
| Breakdown of water withdrawal (groundwater) | Million m3 | Amount of groundwater withdrawn | |
| Water discharged (total amount) | Million m3 | We calculated as the total amount of water discharged into public water areas, sewer systems, and so on. For sites that do not measure to amount of water discharged, the amount of water withdrawal is considered to be amount of water discharged. | |
| Breakdown of water discharged (sewerage) | Million m3 | Amount of water discharged into sewer systems | |
| Breakdown of water discharged (rivers, lakes, ponds , etc.) | Million m3 | Amount of water discharged into rivers, lakes, and oceans | |
| Water consumed | Million m3 | We calculated by subtracting the amount of water discharged from the amount of water withdrawal. | |
| Major VOCs | Major VOCs emissions | t | Among organic compounds (VOCs) that volatilize at room temperature, we calculated as the total amount of toluene, xylene, and ethylbenzene. |
CO2 Emissions (Scope 3)
| Data indicator | Unit | Calculation criteria |
|---|---|---|
| Category 1
Purchased goods and services |
t-CO2 | Σ {(Monetary amount of goods and services purchased or acquired × Emissions intensity)}
Values used for emission intensity (monetary amount) calculations are based on the values outlined in the Database on Emission Intensities for Calculating Organizational Greenhouse Gas Emissions, etc. through a Supply Chain Version 3.4 March 2024. |
| Category 2
Capital goods |
t-CO2 | Σ {(Value of capital goods) × (Emissions intensity)}
Values used for emission intensity calculations are based on the values outlined in the Database on Emission Intensities for Calculating Organizational Greenhouse Gas Emissions, etc. through a Supply Chain Version 3.4 March 2024. |
| Category 3
Fuel- and energy-related activities not included under Scope 1 or Scope 2 |
t-CO2 | Σ {(Amount of purchased electricity) × (Emissions intensity)} + Σ {(Amount of heat purchased) × (Emissions intensity)} + Σ {(Amount of each fuel used) × (Emissions intensity)}
Values used for emission intensity are based on the values outlined in the Database on Emission Intensities for Calculating Organizational Greenhouse Gas Emissions, etc. through a Supply Chain Version 3.4 March 2024 and IDEA v2.3 (for calculating supply chain greenhouse gas emissions). |
| Category 4
Upstream transportation and distribution |
t-CO2 | Σ (Transportation distance ÷ Fuel × Emissions intensity)} + Σ {(Transportation ton-kilometers × Fuel consumption intensity based on the “Manual for Calculating and Reporting Greenhouse Gas Emissions (Ver. 5.0): ton-kilometer method” × Emissions intensity) + Σ (Transportation monetary amount × Emissions intensity)
Values used for emission intensity are based on the values outlined in the Database on Emission Intensities for Calculating Organizational Greenhouse Gas Emissions, etc. through a Supply Chain Version 3.4 March 2024 and IDEA v2.3 (for calculating supply chain greenhouse gas emissions). |
| Category 5
Waste generated in operations |
t-CO2 | Σ (Amount of waste by type × CO2 emissions intensity of waste by type)
Values used for emission intensity are based on the values outlined in the Database on Emission Intensities for Calculating Organizational Greenhouse Gas Emissions, etc. through a Supply Chain Version 3.4 March 2024 and IDEA v2.3 (for calculating supply chain greenhouse gas emissions). |
| Category 6
Business travel |
t-CO2 | (By means of travel)
Σ (Travel expenses provided × Emissions intensity) Values used for emission intensity are based on the values outlined in the Database on Emission Intensities for Calculating Organizational Greenhouse Gas Emissions, etc. through a Supply Chain Version 3.4 March 2024. |
| Category 7
Employee commuting |
t-CO2 | (By means of travel)
Σ (Expenses paid for transportation × Emissions intensity) Values used for emission intensity are based on the values outlined in the Database on Emission Intensities for Calculating Organizational Greenhouse Gas Emissions, etc. through a Supply Chain Version 3.4 March 2024. |
| Category 8
Upstream leased assets |
t-CO2 | Emissions from upstream leased assets are included (in Scope 1 and Scope 2 emissions)
(Since the monetary amounts of the relevant upstream leased assets are small) |
| Category 9
Downstream transportation and distribution |
t-CO2 | Σ (Transportation distance ÷ Fuel × Emissions intensity)
Calculations are for transportation from domestic marketing bases to sales retail shops or directly to consumers for sale in BtoC business. |
| Category 10
Processing of sold products |
t-CO2 | Collection of downstream data is difficult, and it is believed that the impact on the total Scope 3 volume is minimal, and therefore, Kawasaki heavy industries group does not perform calculations of category 10.
(This is because in downstream segments, most processing comprises assembly or installation of parts.) |
| Category 11
Use of sold products |
t-CO2 | Σ (CO2 emissions in conjunction with the use of fuel at the time of use of products) + Σ (CO2 emissions in conjunction with the use of electricity at the time of use of products)
Values used for emission intensity are based on the values outlined in the Database on Emission Intensities for Calculating Organizational Greenhouse Gas Emissions, etc. through a Supply Chain Version 3.4 March 2024. The total value obtained from multiplying the amount of activity (the amount of electric, steam, cold water and other utilities consumed during the use of final products sold annually) by the emissions intensity, year of service life, and operation rate Subject products: ships, rolling stock, aircraft, electric power generation equipment, ship propulsion equipment, boilers, absorption chiller/heaters, motorcycles, construction equipment parts, robots, crushing machines, sifters, plant equipment |
| Category 12
End-of-life treatment of sold products |
t-CO2 | Σ {(Approximate weight of metal products) × (Emissions intensity)}
Values used for emission intensity are based on the values outlined in the Database on Emission Intensities for Calculating Organizational Greenhouse Gas Emissions, etc. through a Supply Chain Version 3.4 March 2024. |
| Category 13
Downstream leased assets |
t-CO2 | Exempted (there are no relevant downstream leased asset). |
| Category 14
Franchises |
t-CO2 | Exempted (there are no relevant operations). |
| Category 15
Investments |
t-CO2 | Exempted (emissions from investments are extremely small). |
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. In addition, social indicators (Number of labor accidents, Number of occupational fatalities, and Lost Time Injury Frequency Rate; LTIFR) have been subject to third-party assurance since fiscal 2022.
Independent Assurance Report
Boundary of aggregation for each data type: Legend
* If the boundary of data aggregation differs from the boundary indicated in the legend, the number of subsidiaries covered is indicated in the notes.
Non-consolidated basis KHI
Including KRM and KMC KHI, KRM, KMC
Including domestic subsidiaries Domestic Group
Overseas subsidiaries only Overseas Group
Consolidated basis Consolidated
Social
Employee Data
Number of Employees*1 Consolidated
(FY)
| |
Unit | 2020 | 2021 | 2022 | 2023 | ||
|---|---|---|---|---|---|---|---|
| Total employees | Overall | Persons | 36,691 | 36,587 | 38,254 | 39,689 | |
| Male | Persons | - | - | - | 32,648 | ||
| Female | Persons | - | - | - | 5,570 | ||
| No aggregates collated*2 | Persons | - | - | - | 1,471 | ||
| Domestic group | Persons | 26,901 | 26,596 | 27,583 | 28,099 | ||
| % | 73.3 | 72.7 | 72.1 | 70.8 | |||
| Male | Persons | - | - | - | 24,884 | ||
| Female | Persons | - | - | - | 3,215 | ||
| Overseas group | Persons | 9,790 | 9,991 | 10,671 | 11,590 | ||
| % | 26.7 | 27.3 | 27.9 | 29.2 | |||
| Male | Persons | - | - | - | 7,764 | ||
| Female | Persons | - | - | - | 2,355 | ||
| No aggregates collated*2 | Persons | - | - | - | 1,471 | ||
| By region | Japan | Persons | 26,901 | 26,596 | 27,583 | 28,099 | |
| % | 73.3 | 72.7 | 72.1 | 70.8 | |||
| Europe | Persons | 702 | 757 | 761 | 692 | ||
| % | 1.9 | 2.1 | 2.0 | 1.7 | |||
| Americas | Persons | 4,015 | 4,194 | 4,886 | 5,774 | ||
| % | 10.9 | 11.5 | 12.8 | 14.5 | |||
| Asia | Persons | 5,033 | 5,001 | 4,985 | 5,087 | ||
| % | 13.7 | 13.7 | 13.0 | 12.8 | |||
| Australia | Persons | 40 | 39 | 39 | 37 | ||
| % | 0.1 | 0.1 | 0.1 | 0.1 | |||
*1 Number of employees as of fiscal year-end.
*2 No aggregates are collated for 2 overseas consolidated subsidiaries.
Employee Breakdown*1 KHI, KRM, KMC
(FY)
| |
Unit | 2020 | 2021 | 2022 | 2023 | ||
|---|---|---|---|---|---|---|---|
| Status of employees | Number of employees | |
Persons | 17,396 | 17,162 | 17,413 | 17,968 |
| Male | Persons | 15,876 | 15,688 | 15,883 | 16,362 | ||
| % | 91.3 | 91.4 | 91.2 | 91.1 | |||
| Female | Persons | 1,520 | 1,474 | 1,530 | 1,606 | ||
| % | 8.7 | 8.6 | 8.8 | 8.9 | |||
| Managerial staff | |
Persons | 3,732 | 3,664 | 3,865 | 4,107 | |
| Male | Persons | 3,680 | 3,600 | 3,791 | 4,013 | ||
| Female | Persons | 52 | 64 | 74 | 94 | ||
| General employees | |
Persons | 13,664 | 13,498 | 13,548 | 13,861 | |
| Male | Persons | 12,196 | 12,088 | 12,092 | 12,349 | ||
| Female | Persons | 1,468 | 1,410 | 1,456 | 1,512 | ||
| Average age | |
Years old | 39.7 | 40.1 | 40.6 | 40.8 | |
| Male | Years old | 39.6 | 40.0 | 40.5 | 40.7 | ||
| Female | Years old | 41.1 | 41.7 | 42.1 | 42.5 | ||
| |
Unit | 2020 | 2021 | 2022 | 2023 | ||
| By age*2 | 29 and younger | Persons | 3,529 | 3,737 | 3,608 | 3,983 | |
| % | 20.3 | 21.8 | 20.7 | 22.2 | |||
| Male | Persons | 3,268 | 3,467 | 3,328 | 3,664 | ||
| Female | Persons | 261 | 270 | 280 | 319 | ||
| 30 to 39 | Persons | 5,504 | 5,427 | 5,432 | 5,554 | ||
| % | 31.6 | 31.6 | 31.2 | 30.9 | |||
| Male | Persons | 5,084 | 5,025 | 5,032 | 5,130 | ||
| Female | Persons | 420 | 402 | 400 | 424 | ||
| 40 to 49 | Persons | 4,456 | 4,395 | 4,480 | 4,534 | ||
| % | 25.6 | 25.6 | 25.7 | 25.2 | |||
| Male | Persons | 3,989 | 3,941 | 4,024 | 4,056 | ||
| Female | Persons | 467 | 454 | 456 | 478 | ||
| 50 to 59 | Persons | 3,367 | 3,229 | 3,397 | 3,356 | ||
| % | 19.4 | 18.8 | 19.5 | 18.7 | |||
| Male | Persons | 3,048 | 2,919 | 3,053 | 3,017 | ||
| Female | Persons | 319 | 310 | 344 | 339 | ||
| 60 and above | Persons | 540 | 374 | 496 | 541 | ||
| % | 3.1 | 2.2 | 2.8 | 3.0 | |||
| Male | Persons | 487 | 336 | 446 | 495 | ||
| Female | Persons | 53 | 38 | 50 | 46 | ||
| |
Unit | 2020 | 2021 | 2022 | 2023 | ||
| By position | Director, Audit & Supervisory Board Member*3 | Persons | 13 | 13 | 17 | 20 | |
| Male | Persons | 11 | 11 | 15 | 17 | ||
| % | 84.6 | 84.6 | 88.2 | 85.0 | |||
| Female | Persons | 2 | 2 | 2 | 3 | ||
| % | 15.4 | 15.4 | 11.8 | 15.0 | |||
| Executive officer and above | Persons | 26 | 30 | 28 | 32 | ||
| Male | Persons | 25 | 29 | 27 | 31 | ||
| % | 96.2 | 96.7 | 96.4 | 96.9 | |||
| Female | Persons | 1 | 1 | 1 | 1 | ||
| % | 3.8 | 3.3 | 3.6 | 3.1 | |||
| Senior manager equivalent *4 | Persons | 1,071 | 746 | 729 | 741 | ||
| Male | Persons | 1,064 | 739 | 723 | 736 | ||
| % | 99.3 | 99.1 | 99.2 | 99.3 | |||
| Female | Persons | 7 | 7 | 6 | 5 | ||
| % | 0.7 | 0.9 | 0.8 | 0.7 | |||
| Manager equivalent | Persons | 2,527 | 2,918 | 3,136 | 3,362 | ||
| Male | Persons | 2,482 | 2,861 | 3,068 | 3,274 | ||
| % | 98.2 | 98.0 | 97.8 | 97.4 | |||
| Female | Persons | 45 | 57 | 68 | 88 | ||
| % | 1.8 | 2.0 | 2.2 | 2.6 | |||
| Assistant manager equivalent | Persons | 2,203 | 2,403 | 2,450 | 2,572 | ||
| Male | Persons | 2,068 | 2,254 | 2,296 | 2,402 | ||
| % | 93.9 | 93.8 | 93.7 | 93.4 | |||
| Female | Persons | 135 | 149 | 154 | 170 | ||
| % | 6.1 | 6.2 | 6.3 | 6.6 | |||
*1 Number of employees as of the fiscal year-end (all temporary employees are included in general 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.
Gender Pay Gap*1 Domestic Group
(FY)
| Unit | 2020 | 2021 | 2022 | 2023 | |
|---|---|---|---|---|---|
| All employees (basic pay plus bonuses, etc.)*2 | % | - | - | - | 62.0 |
*1 Calculated in accordance with the provisions of the Act on the Promotion of Women’s Active Engagement in Professional Life (Act No. 64 of 2015).
*2 Part-time and fixed-term workers are included in employees.
Average Annual Remuneration KHI, KRM, KMC
(FY)
| Unit | 2020 | 2021 | 2022 | 2023 | ||
|---|---|---|---|---|---|---|
| All employees | Yen | 6,994,041 | 6,799,106 | 7,292,124 | 8,064,083 | |
| Male | Yen | 7,127,317 | 6,998,061 | 7,511,997 | 8,312,912 | |
| Female | Yen | 5,205,581 | 4,702,687 | 5,013,017 | 5,523,799 | |
| Average for managerial staff (basic pay only) | Yen | 7,675,049 | 7,866,297 | 7,925,950 | 8,107,578 | |
| Male | Yen | 7,682,983 | 7,882,082 | 7,943,055 | 8,123,345 | |
| Female | Yen | 7,024,195 | 6,942,346 | 7,033,475 | 7,397,411 | |
| Average for managerial staff (basic pay plus bonuses,etc) | Yen | 11,054,463 | 10,552,048 | 11,214,762 | 12,736,295 | |
| Male | Yen | 11,069,911 | 10,574,624 | 11,238,581 | 12,765,053 | |
| Female | Yen | 9,900,815 | 9,227,286 | 9,970,433 | 11,438,022 | |
| Average for general employees (basic pay only) | Yen | 4,414,310 | 4,544,144 | 4,601,578 | 4,798,094 | |
| Male | Yen | 4,474,728 | 4,666,906 | 4,731,098 | 4,931,428 | |
| Female | Yen | 3,764,849 | 3,506,879 | 3,534,556 | 3,715,459 | |
Human Resource Management
Number of New Hires*1 Consolidated
(FY)
| Unit | 2021 | 2022 | 2023 | 2024 | |||
|---|---|---|---|---|---|---|---|
| Number of new hires | Overall | Persons | - | - | 4,364*3 | - | |
| Male | Persons | - | - | 2,873 | - | ||
| Female | Persons | - | - | 994 | - | ||
| No aggregates collated*2 | Persons | - | - | 497 | - | ||
| Domestic Group | Persons | - | - | 1,152*3 | 706*4 | ||
| Male | Persons | - | - | 962 | 601 | ||
| Female | Persons | - | - | 190 | 105 | ||
| Overseas Group | Persons | - | - | 3,212 | - | ||
| Male | Persons | - | - | 1,911 | - | ||
| Female | Persons | - | - | 804 | - | ||
| No aggregates collated*2 | Persons | - | - | 497 | - | ||
*1 Total number for new graduates hired and mid-career hires
*2 No aggregates are collated for 3 overseas consolidated subsidiaries.
*3 The scope of the data collection does not include new graduates hired for fiscal 2023 in the domestic Group excluding Kawasaki Heavy Industries, Kawasaki Railcar Manufacturing, and Kawasaki Motors.
*4 The scope of the data collection is new graduates hired in fiscal 2024 at the domestic Group.
Number of Employees Hired KHI, KRM, KMC
(FY)
| |
Unit | 2020 | 2021 | 2022 | 2023 | 2024 | |
|---|---|---|---|---|---|---|---|
| New graduates hired* | Persons | 555 | 357 | 370 | 405 | 506 | |
| Male | Persons | 498 | 323 | 333 | 376 | 449 | |
| Female | Persons | 57 | 34 | 37 | 29 | 57 | |
| Administrative and technical positions | |
Persons | 344 | 231 | 246 | 278 | 342 |
| Male | Persons | 296 | 200 | 214 | 254 | 291 | |
| Female | Persons | 48 | 31 | 32 | 24 | 51 | |
| Production specialists | |
Persons | 211 | 126 | 124 | 127 | 164 |
| Male | Persons | 202 | 123 | 119 | 122 | 158 | |
| Female | Persons | 9 | 3 | 5 | 5 | 6 | |
| Mid-career hires and ratio of mid-career hires to all new hires | |
Persons | 167 | 95 | 362 | 698 | - |
| % | 23.1 | 21.0 | 49.5 | 63.3 | - | ||
| Male | Persons | 136 | 72 | 284 | 589 | - | |
| Female | Persons | 31 | 23 | 78 | 109 | - | |
| Administrative and technical positions | |
Persons | 90 | 89 | 324 | 536 | - |
| Male | Persons | 81 | 68 | 251 | 441 | - | |
| Female | Persons | 9 | 21 | 73 | 95 | - | |
| Production specialists | |
Persons | 59 | 6 | 38 | 162 | - |
| Male | Persons | 54 | 4 | 33 | 148 | - | |
| Female | Persons | 5 | 2 | 5 | 14 | - | |
| Partner | |
Persons | 18 | - | - | - | - |
| Male | Persons | 1 | - | - | - | - | |
| Female | Persons | 17 | - | - | - | - | |
| Average years of service | |
Years | 13.7 | 14.2 | 14.5 | 14.6 | - |
| Male | Years | 14.0 | 14.5 | 14.9 | 15.0 | - | |
| Female | Years | 10.3 | 10.8 | 10.9 | 10.9 | - | |
* Number of new graduates hired as of April 1 of each fiscal year.
Total Number of Resignations and Turnover Rate Consolidated
(FY)
| Unit | 2020 | 2021 | 2022 | 2023 | ||
|---|---|---|---|---|---|---|
| Overall | Persons | - | - | - | 3,483 | |
| % | - | - | - | 8.8 | ||
| Male | Persons | - | - | - | 2,182 | |
| Female | Persons | - | - | - | 666 | |
| No aggregates collated* | Persons | - | - | - | 635 | |
| Domestic Group | Persons | - | - | - | 979 | |
| % | - | - | - | 3.5 | ||
| Male | Persons | - | - | - | 836 | |
| % | - | - | - | 3.4 | ||
| Female | Persons | - | - | - | 143 | |
| % | - | - | - | 4.4 | ||
| KHI, KRM, KMC | Persons | - | 481 | 445 | 401 | |
| % | - | 2.8 | 2.6 | 2.2 | ||
| Male | Persons | - | 421 | 393 | 346 | |
| % | - | 2.7 | 2.5 | 2.1 | ||
| Female | Persons | - | 60 | 52 | 55 | |
| % | - | 4.1 | 3.4 | 3.4 | ||
| Overseas Group | Persons | - | - | - | 2,504 | |
| % | - | - | - | 21.6 | ||
| Male | Persons | - | - | - | 1,346 | |
| Female | Persons | - | - | - | 523 | |
| No aggregates collated* | Persons | - | - | - | 635 | |
* No aggregates are collated for 3 overseas consolidated subsidiaries.
Number of Employees Voluntarily Resigning and Turnover Rate*1 *2 Domestic Group
(FY)
| Unit | 2020 | 2021 | 2022 | 2023 | ||
|---|---|---|---|---|---|---|
| Domestic Group | Persons | - | - | - | 576 | |
| % | - | - | - | 2.0 | ||
| Male | Persons | - | - | - | 484 | |
| % | - | - | - | 1.9 | ||
| Female | Persons | - | - | - | 92 | |
| % | - | - | - | 2.9 | ||
| KHI, KRM, KMC | Persons | 205 | 313 | 321 | 294 | |
| % | 1.2 | 1.8 | 1.8 | 1.6 | ||
| Male | Persons | 179 | 275 | 282 | 253 | |
| % | 1.1 | 1.8 | 1.8 | 1.5 | ||
| Female | Persons | 26 | 38 | 39 | 41 | |
| % | 1.7 | 2.6 | 2.5 | 2.6 | ||
| 29 and younger | Persons | 109 | 162 | 147 | 134 | |
| % | 3.1 | 4.3 | 4.1 | 3.4 | ||
| Male | Persons | 99 | 146 | 127 | 113 | |
| % | 3.0 | 4.2 | 3.8 | 3.1 | ||
| Female | Persons | 10 | 16 | 20 | 21 | |
| % | 3.8 | 5.9 | 7.1 | 6.6 | ||
| 30 to 39 | Persons | 63 | 105 | 129 | 122 | |
| % | 1.1 | 1.9 | 2.4 | 2.2 | ||
| Male | Persons | 52 | 89 | 117 | 107 | |
| % | 1.0 | 1.8 | 2.3 | 2.1 | ||
| Female | Persons | 11 | 16 | 12 | 15 | |
| % | 2.6 | 4.0 | 3.0 | 3.5 | ||
| 40 to 49 | Persons | 28 | 29 | 34 | 31 | |
| % | 0.6 | 0.7 | 0.8 | 0.7 | ||
| Male | Persons | 25 | 24 | 28 | 29 | |
| % | 0.6 | 0.6 | 0.7 | 0.7 | ||
| Female | Persons | 3 | 5 | 6 | 2 | |
| % | 0.6 | 1.1 | 1.3 | 0.4 | ||
| 50 and above | Persons | 5 | 17 | 11 | 7 | |
| % | 0.1 | 0.5 | 0.3 | 0.2 | ||
| Male | Persons | 3 | 16 | 10 | 4 | |
| % | 0.1 | 0.5 | 0.3 | 0.1 | ||
| Female | Persons | 2 | 1 | 1 | 3 | |
| % | 0.5 | 0.3 | 0.3 | 0.9 | ||
*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*1 Domestic Group
(FY)
| |
Unit | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Number of companies surveyed*2 | Companies | 1 | 6 | 8 | 19 |
| Response rate | % | 80 | 85 | 89 | 88 |
| Supportive environment*3 | % | 52 | 55 | 51 | 52 |
| Employee engagement*4 | % | 59 | 51 | 53 | 54 |
| Ratio of employees for whom both "supportive environment" and "employee engagement" are high*5 | % | 29 | 28 | 28 | 29 |
| KHI, KRM, KMC | % | 29 | 28 | 29 | 30 |
*1 Results for fiscal 2020 and fiscal 2021 have been retroactively revised in accordance with modifications in the target data from fiscal 2023.
*2 Kawasaki and domestic consolidated subsidiaries
*3 Ratio of employees who responded positively to multiple questions in the employee engagement survey regarding whether the Company provides opportunities to perform interesting work and a supportive environment (a productive work environment)
*4 Ratio of employees who responded positively to multiple questions in the same survey on whether employees are willing to go the extra mile and are proud to work for the company (job satisfaction)
*5 Ratio of employees who gave answers which exceeded the global average for “supportive environment” and “employee engagement”
Diversity
Number of Foreign National Employees KHI, KRM, KMC
(FY)
| Unit | 2020*1 | 2021*1 | 2022*1 | 2023*2 | |
|---|---|---|---|---|---|
| Number of foreign national employees | Persons | 35 | 36 | 34 | 48 |
| Number of foreign national employees in managerial positions | Persons | - | - | - | 2 |
*1 As of April 1 of each fiscal year. Administrative and technical personnel only.
*2 Results for fiscal 2023 have been revised in accordance with the modification of the data aggregation to March 31 of the fiscal year and the target scope to all employees.
Number and Percentage of Employees with Disabilities*1 *2 KHI, KRM, KMC
(FY)
| |
Unit | 2020 | 2021 | 2022 | 2023 | 2024 |
|---|---|---|---|---|---|---|
| Employees with disabilities*2 | Persons | 473 | 473 | 459 | 484 | 518 |
| Percentage of employees with disabilities | % | 2.50 | 2.49 | 2.44 | 2.52 | 2.60 |
*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 Domestic Group
(FY)
| |
Unit | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Number of women in managerial positions | Persons | - | - | - | 170 |
| Proportion of women in managerial positions | % | - | - | - | 2.7 |
Number of Women in Managerial Positions by Position*1 *2 KHI, KRM, KMC
(FY)
| Unit | 2020 | 2021 | 2022 | 2023 | 2024 | ||
|---|---|---|---|---|---|---|---|
| Number of women in managerial positions | Persons | 57 | 66 | 79 | 101 | 122 | |
| Proportion of women in managerial positions | % | - | - | - | 2.1 | 2.4 | |
| Proportion of women in managerial positions by position | Executive officer and above*3 | Persons | - | - | - | 1 | 1 |
| % | - | - | - | 3.0 | 3.4 | ||
| Senior manager equivalent | Persons | - | - | - | 8 | 7 | |
| % | - | - | - | 0.8 | 0.7 | ||
| Manager equivalent | Persons | - | - | - | 92 | 114 | |
| % | - | - | - | 2.5 | 2.8 | ||
| Proportion of women in managerial positions in revenue-generating functions | Persons | - | - | - | - | 63 | |
| % | - | - | - | - | 1.5 | ||
*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
Number of Women in Technical Positions KHI, KRM, KMC
(FY)
| Unit | 2020 | 2021 | 2022 | 2023 | |
|---|---|---|---|---|---|
| Number of women in technical positions | Persons | - | - | - | 252 |
| Proportion of women in technical positions | % | - | - | - | 5.3 |
Work-life Balance
Usage of Work-Life Balance Programs KHI, KRM, KMC
(FY)
| Unit | 2020 | 2021*1 | 2022 | 2023 | ||
|---|---|---|---|---|---|---|
| Employees using the childcare leave | Persons | 84 | 112 | 169 | 216 | |
| Male | Persons | 38 | 58 | 122 | 169 | |
| Female | Persons | 46 | 54 | 47 | 47 | |
| Rate at which male employees take childcare leave | % | 5.4 | 7.7 | 17.9 | 25.0 | |
| Employees using the care leave | Persons | 5 | 6 | 5 | 6 | |
| Male | Persons | 3 | 3 | 2 | 3 | |
| Female | Persons | 2 | 3 | 3 | 3 | |
| Return rate after childcare leave | % | 96 | 100 | 100 | 100 | |
| Retention rate after childcare leave | % | 95 | 100 | 95.3 | -*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 2023 because this one-year period has not yet elapsed.
Annual Paid Leave Usage KHI, KRM, KMC
(FY)
| |
Unit | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Number of used paid leaves* | Days /person | 15.9 | 16.6 | 18.0 | 18.5 |
| Paid leave usage rate | % | 72.3 | 75.4 | 81.8 | 84.1 |
| Total annual work hours | Hours /person | 1,953 | 1,997 | 2,001 | 1,986 |
| Total annual overtime hours | Hours /person | 206.4 | 261.4 | 272.0 | 263.9 |
* 22 days given per year.
Human Resource Development
Education and Training Expenses and Hours KHI, KRM, KMC
(FY)
| |
Unit | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Education and training expenses per employee | Yen/person | 27,000 | 27,000 | 27,000 | 31,500 |
| Education and training hours per employee | Hours/person | 32 | 32 | 32 | 33 |
| Total education and training hours | Hours | - | 547,000 | 553,000 | 580,300 |
Occupational Safety, Hygiene, and Health
Status of Labor Accidents and Work-related Illnesses Domestic Group
(Jan.-Dec.)*1
| |
Unit | 2020 | 2021 | 2022 | 2023 | |
|---|---|---|---|---|---|---|
| Number of labor accidents*2 | Total | Number of incidents | 77 | 87 | 94 | 106★ |
| Under Kawasaki’s overall supervision*5 | Number of incidents | 48 | 58 | 49 | 56★ | |
| Domestic consolidated subsidiaries*6 | Number of incidents | 29 | 29 | 45 | 50★ | |
| Number of occupational fatalities*3 | Total | Persons | 0 | 1 | 0 | 0★ |
| Under Kawasaki's overall supervision*5 | Persons | 0 | 1 | 0 | 0★ | |
| Employees | Persons | 0 | 1 | 0 | 0★ | |
| Contractors*7 | Persons | 0 | 0 | 0 | 0★ | |
| Domestic consolidated subsidiaries*6 | Persons | 0 | 0 | 0 | 0★ | |
| Lost Time Injury Frequency Rate (LTIFR)*4 | Under Kawasaki’s overall supervision*5 | - | 0.34 | 0.31 | 0.30 | 0.23★ |
| Employees | - | 0.21 | 0.12 | 0.21 | 0.14★ | |
| Contractors*7 | - | 0.74 | 0.93 | 0.61 | 0.53★ | |
| (Reference) Industry average*8 | - | 1.95 | 2.09 | 2.06 | 2.14 | |
| (Reference) Manufacturing industry average*8 | - | 1.21 | 1.31 | 1.25 | 1.29 | |
*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 contractors includes an estimate based on Number of workers × 8 hours (4 hours in the case of half-days) × Number of working days.
*5 The boundary of data collection is Kawasaki Heavy Industries, Kawasaki Railcar Manufacturing, and Kawasaki Motors.
*6 The boundary of data collection does not include Kawasaki Railcar Manufacturing and Kawasaki Motors.
*7 Contractors under overall supervision of Kawasaki (temporary staff, and contract staff in shipbuilding and construction)
*8 Data source: Survey on Industrial Accidents 2023, Ministry of Health, Labour and Welfare
Status of Sanitation Management KHI, KRM, KMC
(Jan.-Dec.)
| |
Unit | 2020 | 2021 | 2022 | 2023 | |
|---|---|---|---|---|---|---|
| Sick leave rate (case basis)*1 | - | 4.8 | 4.6 | 14.6 | 11.2 | |
| Mental health-related sick leave frequency (case basis)*2 | - | 0.43 | 0.50 | 0.60 | 0.63 | |
| Mental health issues (Situational/Acute) | Cases | 84 | 99 | 120 | 129 | |
| Other psychological disorders | Cases | 7 | 7 | 5 | 7 | |
| Absence rate (day basis)*3 | Leave due to mental health issues*4 | - | 4.6 | 5.0 | 6.4 | 5.9 |
| Overall sick leave | - | 7.5 | 7.8 | 12.1 | 10.4 | |
*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 | 2020 | 2021*2 | 2022*2 | 2023*2 |
|---|---|---|---|---|---|
| Health score*1 | - | - | 3.90 | 3.93 | 3.91 |
| Percentage taking regular physical checkups | % | 99.8 | 98.4 | 99.0 | 98.6 |
*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 | 2020 | 2021*1 | 2022 | 2023 |
|---|---|---|---|---|---|
| Number of members | Persons | 13,459 | 12,880 | 13,184 | 13,421 |
| Composition ratio*2 | % | 78.7 | 75.0 | 77.3 | 76.4 |
| Number of labor discussions | Number | 44 | 38 | 28 | 29 |
*1 Results for fiscal 2021 have been revised in accordance with retroactive modifications in the scope of data collection.
*2 The number of members and composition ratio are current as of the end of the respective fiscal years. Composition ratio represents the ratio of union members versus all permanent employees, including managerial staff.
Number of Employees Who Underwent Training on Harassment Domestic Group
(FY)
| |
Unit | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Participants | Persons | 17,494 | - | 20,385 | - |
| Attendance rate* | % | 88.1 | - | 91.3 | - |
* Attendance rate of target participants
Number of Employees Who Underwent Training on Business and Human Rights Training Domestic Group
(FY)
| |
Unit | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Participants | Persons | 191 | 13,245 | - | 10,336 |
| Attendance rate* | % | - | - | - | 84.7 |
* Attendance rate of target participants
Social Contribution Activities
Social Contribution Activities by Type*1 KHI
(FY)
| |
Unit | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Donations and philanthropy | % | 37.69 | 31.96 | 29.70 | 34.60 |
| Investments (ongoing partnerships with NGOs, etc.) | % | 43.72 | 50.34 | 54.09 | 50.45 |
| Advertising and marketing (support funding, campaigns, etc.) | % | 18.59 | 17.70 | 16.21 | 14.95 |
| 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 | 2020 | 2021 | 2022 | 2023 | |
|---|---|---|---|---|---|---|
| Total*2 | Millions of yen | 679 | 661 | 802 | 941 | |
| Breakdown by category | Vitalization of industry and economy | Millions of yen | 199 | 217 | 332 | 373 |
| Communities | Millions of yen | 184 | 204 | 191 | 207 | |
| Education | Millions of yen | 215 | 148 | 155 | 192 | |
| Culture and sports | Millions of yen | 57 | 55 | 87 | 99 | |
| Welfare and humanitarian aid (including disaster relief) | Millions of yen | 6 | 4 | 9 | 31 | |
| Others (including environmental safety and disaster prevention) | Millions of yen | 18 | 33 | 28 | 39 | |
| Expenditure type | Provision of funds | Millions of yen | 160 | 111 | 278 | 263 |
| Provision of goods | Millions of yen | 194 | 226 | 192 | 193 | |
| Employee volunteer activities | Millions of yen | 326 | 324 | 332 | 485 | |
| Indirect management costs | Millions of yen | 0 | 0 | 0 | 0 | |
*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.
Working with Suppliers
Number of Companies Responding to Sustainable Procurement Survey KHI, KRM, KMC
(FY)
| |
Unit | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Domestic | Companies | - | 395 | - | 528 |
| Overseas | Companies | 37 | - | - | 5 |
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