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
Kawasaki Heavy Industries,
Kawasaki Railcar Manufacturing, and Kawasaki Motors 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 | 2022 | 2023 | 2024 | 2025 | 2026 | ||
|---|---|---|---|---|---|---|---|---|
| Directors | Internal Directors | Male | Persons | 6 | 6 | 5 | 5 | 5 |
| Female | 0 | 0 | 1 | 1 | 1 | |||
| Total | 6 | 6 | 6 | 6 | 6 | |||
| Independent Outside Directors | Male | 4 | 4 | 3 | 4 | 4 | ||
| Female | 2 | 3 | 4 | 3 | 3 | |||
| Total | 6 | 7 | 7 | 7 | 7 | |||
| Total number | 12 | 13 | 13 | 13 | 13 | |||
| Directors serving as Audit & Supervisory Committee Members | 5 | 5 | 5 | 5 | 5 | |||
| Directors concurrently engaged in business execution | 3 | 3 | 3 | 3 | 3 | |||
| Ratio of Independent Outside Directors | % | 50.0 | 53.8 | 53.8 | 53.8 | 53.8 | ||
| Ratio of Female Directors | 16.6 | 23.1 | 38.5 | 30.8 | 30.8 | |||
| Average tenure of Directors* | Years | 2.75 | 3.46 | 3.85 | 4.46 | 4.54 | ||
* As of the end of June of each fiscal year
Record of Board of Directors Meetings (Including Extraordinary Meetings) KHI
(FY)
| |
Unit | 2022 | 2023 | 2024 | 2025 |
|---|---|---|---|---|---|
| Board meetings held | Number of times | 16 | 16 | 22 | 17 |
| Average attendance rate of all Directors | % | 100 | 99.5 | 99.7 | 99.5 |
| Average attendance rate of Outside Directors | % | 100 | 99.1 | 99.4 | 99.2 |
Record of Audit & Supervisory Committee Meetings KHI
(FY)
| |
Unit | 2022 | 2023 | 2024 | 2025 |
|---|---|---|---|---|---|
| Number of Audit & Supervisory Committee Meetings | Number of times | 14 | 15 | 18 | 16 |
| Attendance rate of Audit & Supervisory Committee Members | % | 100 | 98.7 | 98.9 | 100 |
| Attendance rate of Outside Audit & Supervisory Committee Members | % | 100 | 100 | 98.1 | 100 |
Composition of Nomination Advisory Committee and Compensation Advisory Committee and Record of Meetings KHI
(FY)
| |
Unit | 2022 | 2023 | 2024 | 2025 | |
|---|---|---|---|---|---|---|
| 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 | 10 | 12 | 12 | |
| |
Unit | 2022 | 2023 | 2024 | 2025 | |
|---|---|---|---|---|---|---|
| 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 | 7 | 7 | 13 | 12 | |
Independent Auditor Compensation Consolidated
(FY)
| |
Unit | 2022 | 2023 | 2024 | 2025 |
|---|---|---|---|---|---|
| Compensation based on audit certification services | Millions of yen | 388 | 407 | 532 | 519 |
| Kawasaki Heavy Industries Ltd. | Millions of yen | 298 | 305 | 352 | 338 |
| Consolidated subsidiaries | Millions of yen | 90 | 101 | 179 | 180 |
| |
Unit | 2022 | 2023 | 2024 | 2025 |
|---|---|---|---|---|---|
| Compensation based on non-audit services | Millions of yen | 224 | 266 | 200 | 184 |
| Kawasaki Heavy Industries Ltd. | Millions of yen | 221 | 263 | 197 | 181 |
| Consolidated subsidiaries | Millions of yen | 2 | 2 | 2 | 2 |
Director Compensation (Fiscal 2025) KHI
| |
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 | 548 | 183 | 190 | 175 |
| Audit & Supervisory Committee Members (excluding Outside Directors) | 2 | Millions of yen | 68 | 68 | - | - |
| Outside Directors | 8 | Millions of yen | 130 | 130 | - | - |
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 is listed in the total column.
Comparison of Total Compensation of the Representative Director, President and Chief Executive Officer with Average Employee Salary (Fiscal 2025) KHI
| Name | Position | Unit | Total compensation | Basic compensation | Performance-based compensation | Stock compensation |
|---|---|---|---|---|---|---|
| Yasuhiko Hashimoto | Director | Millions of yen | 182 | 57 | 63 | 61 |
| Average annual employee salary | Millions of yen | 9.1 | ||||
| Ratio of President’s compensation to average annual employee salary | Times | 20.0 | ||||
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 | 2022 | 2023 | 2024 | 2025 |
|---|---|---|---|---|---|
| Number of serious compliance violations | Number of cases | 0 | 0 | 2 | 2 |
| Number of anti-bribery violations | Number of cases | 0 | 0 | 0 | 0 |
Number of Whistle-Blowing Reports and Breakdown of Reports Domestic Group
(FY)
| |
Unit | 2022 | 2023 | 2024 | 2025 |
|---|---|---|---|---|---|
| Total number of Whistle-Blowing Reports* | Number of cases | 54 | 76 | 92 | 114 |
| Abuse of authority | Number of cases | 19 | 22 | 25 | 33 |
| Labor issues | Number of cases | 13 | 18 | 25 | 30 |
| Financial fraud | Number of cases | 1 | 6 | 11 | 8 |
| Sexual harassment | Number of cases | 0 | 6 | 5 | 3 |
| Violations of laws and regulations | Number of cases | 1 | 2 | 2 | 14 |
| Quality misconduct | Number of cases | 0 | 2 | 2 | 4 |
| Others | Number of cases | 20 | 20 | 22 | 22 |
* 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 | 2022 | 2023 | 2024 | 2025 |
|---|---|---|---|---|---|
| Number of consultations made to Global Internal Reporting System | Number of cases | 0 | 0 | 4 | 3 |
KHI, KRM, KMC
(FY)
| |
Unit | 2022 | 2023 | 2024 | 2025 |
|---|---|---|---|---|---|
| Number of consultations regarding harassment | Number of cases | 57 | 66 | 42 | 64 |
Number of Employees Who Underwent Compliance Education Consolidated
(FY)
| |
Unit | 2022 | 2023 | 2024 | 2025 |
|---|---|---|---|---|---|
| Number of employees who underwent compliance education*1 | Persons | 17,860 | 29,422 | 32,517 | 33,151 |
| Number of employees taking the Code of Conduct training*2 | Persons | 3,447 | - | 3,102 | 2,707 |
*1 The Kawasaki Group (domestic)
*2 Overseas subsidiaries only
Expenditures to External Organizations KHI, KRM, KMC
(FY)
| |
Unit | 2022 | 2023 | 2024 | 2025 |
|---|---|---|---|---|---|
| Total political contributions | Millions of yen | 3 | 3 | 3 | 3 |
| Total expenditures to industry organizations*1 | Millions of yen | 98.6 | 112.4 | 115.1 | 119.7 |
| Total expenditures for donations, support funding, etc.*2 | Millions of yen | 278 | 263 | 339 | 371 |
*1 The purpose of the membership fee for industry organizations is to collect business information related to KHI. The main expenditures in fiscal 2025 were for the Japan Business Federation and the Kansai Economic Federation.
*2 Kawasaki Heavy Industries, Ltd.
Information Security
Information Security Education and Training Domestic Group
(FY)
| |
Unit | 2022 | 2023 | 2024 | 2025 |
|---|---|---|---|---|---|
| Information security training participants | Persons | 9,803 | 17,053 | 20,274 | 26,396 |
| Number of persons subject to training drills using simulated targeted attack phishing emails | Persons | 2,308 | 6,876 | 10,560 | 8,157 |
Research and Development
R&D Expense Consolidated
(FY)
| |
Unit | 2022 | 2023 | 2024 | 2025 |
|---|---|---|---|---|---|
| Total | Billions of yen | 50.7 | 53.3 | 48.9 | 56.8 |
| Percentage of sales | % | 2.9 | 2.9 | 2.3 | 2.5 |
| Number of employees engaged in R&D | Persons | 2,098 | 2,159 | 2,328 | 2,417 |
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 and ISAE 3410 issued by the International Auditing and Assurance Standards Board. In addition, among 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, and gender pay gap since fiscal 2025.
Independent Practitioner’s Limited 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
Kawasaki Heavy Industries,
Kawasaki Railcar Manufacturing, and Kawasaki Motors 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 | 2022 | 2023 | 2024 | 2025 | |
|---|---|---|---|---|---|---|
| Pollution control managers | Air | Persons | 98 | 102 | 107 | 114 |
| Water | Persons | 87 | 88 | 91 | 96 | |
| Noise, vibration | Persons | 36 | 34 | 41 | 43 | |
| Others | Persons | 81 | 81 | 82 | 85 | |
| Total | Persons | 302 | 305 | 321 | 338 | |
| Energy managers | Persons | 110 | 115 | 129 | 140 | |
Environment-related Expenses KHI, KRM, KMC
(FY)
| |
Unit | 2022 | 2023 | 2024 | 2025 |
|---|---|---|---|---|---|
| Capital investments | Millions of yen | 1,661 | 839 | 2,607 | 4,064 |
| Operating expenses | Millions of yen | 12,458 | 11,061 | 11,532 | 11,244 |
Environmental Compliance KHI, KRM, KMC
(FY)
| |
Unit | 2022 | 2023 | 2024 | 2025 |
|---|---|---|---|---|---|
| Violation of environmental laws and regulations | 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 | 2 | 1 | 1 | 1 |
| Complaints about environmental problems | Number of cases | 2 | 3 | 2 | 0 |
| Amount of fine | Millions of yen | 0 | 0 | 0 | 0 |
CO2 FREE
CO2 Emissions (Scope 1, Scope 2) Consolidated
(FY)
| |
Unit | 2022*1 | 2023*2 | 2024*3 | 2025*4 | |
|---|---|---|---|---|---|---|
| Scope 1 | t-CO2 | 136,736 ☑ | 135,163 | 142,390 | 138,317★ | |
| Scope 2 | Market-based | t-CO2 | 246,083 ☑ | 280,314 | 304,035 | 301,647★ |
| Location-based | t-CO2 | 283,654 | 282,292 | 288,722 | 293,511 | |
| Total amount of Scope 1 and Scope 2 | Market-based | t-CO2 | 382,819 | 415,478 | 446,425 | 439,964★ |
| Location-based | t-CO2 | 420,391 | 417,456 | 431,112 | 431,827 | |
*1 Total for 28 sites of KHI, 30 related domestic sites, and 28 related overseas sites
*2 Total for KHI, 44 domestic consolidated subsidiaries, and 56 overseas consolidated subsidiaries
*3 Total for KHI, 45 domestic consolidated subsidiaries, and 58 overseas consolidated subsidiaries
*4 Total for KHI, 47 domestic consolidated subsidiaries, and 61 overseas consolidated subsidiaries
Energy Consumption Consolidated
(FY)
| |
Unit | 2022*1 | 2023*2 | 2024*3 | 2025*4 |
|---|---|---|---|---|---|
| Total non-renewable energy consumption | MWh | 1,317,527 | 1,363,438 | 1,392,256 | 1,397,826★ |
| Total renewable energy consumption | MWh | 13,538 | 10,488 | 11,842 | 18,075★ |
*1 Total for 28 sites of KHI, 30 related domestic sites, and 28 related overseas sites
*2 Total for KHI, 44 domestic consolidated subsidiaries, and 56 overseas consolidated subsidiaries
*3 Total for KHI, 45 domestic consolidated subsidiaries, and 58 overseas consolidated subsidiaries
*4 Total for KHI, 47 domestic consolidated subsidiaries, and 61 overseas consolidated subsidiaries
CO2 Emissions (Scope 3) KHI, KRM, KMC
(FY)
| |
Unit | 2022 | 2023 | 2024 | 2025 |
|---|---|---|---|---|---|
| 1. Purchased goods and services | t-CO2 | 2,930,991 | 3,850,977 | 4,604,237 | 5,188,466★ |
| 2. Capital goods | t-CO2 | 265,678*4 | 308,023*4 | 381,371*4 | 439,153*4 |
| 3. Fuel- and energy-related activities (not included in Scope 1 or Scope 2) |
t-CO2 | 30,045*4 | 60,633*4 | 73,887*4 | 74,129*4 |
| 4. Upstream transportation and distribution | t-CO2 | 7,072 | 928,467 | 1,046,773 | 1,172,573 |
| 5. Waste generated in operations | t-CO2 | 8,540 | 10,149 | 10,639 | 10,837 |
| 6. Business travel | t-CO2 | 10,605 | 14,175*4 | 14,651*4 | 15,799*4 |
| 7. Employee commuting | t-CO2 | 6,914 | 7,089 | 7,319 | 7,656 |
| 8. Upstream leased assets*1 | t-CO2 | Excluded | Excluded | Excluded | Excluded |
| 9. Downstream transportation and distribution | t-CO2 | 4,239 | 721 | 668 | 861 |
| 10. Processing of sold products | t-CO2 | 42,644 | 2,084 | 2,304 | 2,358 |
| 11. Use of sold products*2 | t-CO2 | 28,937,027 ☑ | 32,650,318 | 26,430,330 | 28,044,363★ |
| 12. End-of-life treatment of sold products | t-CO2 | 1,924 | 2,558 | 3,063 | 2,925 |
| 13. Downstream leased assets*3 | t-CO2 | Excluded | Excluded | Excluded | Excluded |
| 14. Franchises*3 | t-CO2 | Excluded | Excluded | Excluded | Excluded |
| 15. Investments | t-CO2 | 154,077 | 37,393*4 | 40,178*4 | 39,594*4 |
| Total amount of Scope 3 | t-CO2 | 32,399,756 | 37,872,587 | 32,615,420 | 34,998,714 |
*1 Emissions from upstream leased assets are excluded from the calculation target as they are included in "CO2 emissions (Scope 1, Scope 2)."
*2 Regarding Category 11 in Scope 3, the scope of calculation comprises the combined total of KHI, KRM, KMC, Kawasaki Thermal Engineering, and EARTHTECHNICA.
*3 Excluded from calculation target because it is outside of the scope of our business.
*4 The scope of calculation is on a consolidated basis.
Waste FREE
Amount of Raw Materials Input KHI, KRM, KMC
(FY)
| |
Unit | 2022 | 2023 | 2024 | 2025 |
|---|---|---|---|---|---|
| Steel material | kt | 110 | 110 | 111 | 124 |
| Aluminum | kt | - | - | 113 | 104 |
| Copper | kt | - | - | 1.270 | 1.206 |
| Nickel | kt | - | - | 0.115 | 0.059 |
| Titanium | kt | - | - | 0.946 | 4.300 |
| Cobalt | kt | - | - | 0.0001 | 0.0002 |
| Plastic | kt | - | 0.674 | 0.687 | 0.746 |
Waste (Total Generated) Consolidated
(FY)
| |
Unit | 2022*1 | 2023*2 | 2024*3 | 2025*4 |
|---|---|---|---|---|---|
| Overall | t | 58,492 | 70,586 | 72,347 | 71,702 |
| Domestic Group | t | - | 47,325 | 50,067 | 49,142★ |
*1 Total for 28 sites of KHI, 30 related domestic sites, and 28 related overseas sites
*2 Total for KHI, 44 domestic consolidated subsidiaries, and 56 overseas consolidated subsidiaries
*3 Total for KHI, 45 domestic consolidated subsidiaries, and 58 overseas consolidated subsidiaries
*4 Total for KHI, 47 domestic consolidated subsidiaries, and 61 overseas consolidated subsidiaries
Waste KHI, KRM, KMC
(FY)
| |
Unit | 2022 | 2023 | 2024 | 2025 |
|---|---|---|---|---|---|
| Total generated | t | 41,442 | 40,025 | 42,024 | 40,544★ |
| Waste recycled | t | 40,504 | 39,055 | 40,942 | 38,978★ |
| Waste disposed (landfill disposal) | t | 47 | 39 | 64 | 250★ |
| Waste reduction amount | t | 891 | 931 | 1,018 | 1,315★ |
Hazardous Waste KHI, KRM, KMC
(FY)
| |
Unit | 2022 | 2023 | 2024 | 2025 |
|---|---|---|---|---|---|
| Total generated | t | 1,405 | 1,402 | 1,579 | 1,787★ |
| Waste recycled*1 | t | 1,404 | 1,402 | 1,579 | 1,787★ |
| Waste disposed (landfill disposal) | t | 0 | 0 | 0 | 0★ |
| Waste reduction amount | t | 1 | 0 | 0 | 0★ |
*1 Thermal recycling or material recycling
Water Resources Consolidated
(FY)
| |
Unit | 2022*1 | 2023*1 | 2024*1 | 2025*2 |
|---|---|---|---|---|---|
| Water withdrawal | Million m3 | 5.510 | 5.496 | 5.704 | 6.889★ |
| Breakdown of water withdrawal (clean water) | Million m3 | 0.564 | 0.552 | 0.596 | 1.148★ |
| Breakdown of water withdrawal (industrial water) | Million m3 | 1.039 | 1.091 | 1.265 | 1.559★ |
| Breakdown of water withdrawal (groundwater) | Million m3 | 3.908 | 3.853 | 3.843 | 4.183★ |
| Water discharged | Million m3 | 3.304 | 4.176 | 3.974 | 5.213★ |
| Breakdown of water discharged (sewerage) | Million m3 | 0.872 | 0.956 | 0.875 | 1.921 |
| Breakdown of water discharged (rivers, lakes, ponds, etc.) | Million m3 | 2.433 | 3.220 | 3.099 | 3.291 |
| Water consumed | Million m3 | 2.206 | 1.320 | 1.730 | 1.677 |
*1 Total for KHI, KRM, and KMC
*2 Total for KHI, 46 domestic consolidated subsidiaries, and 37 overseas consolidated subsidiaries. Non-manufacturing sites (such as offices) for which water withdrawal and water discharged cannot be determined are excluded from the aggregation.
Harm FREE
Major VOCs Emissions (Toluene, Xylene, and Ethylbenzene) KHI, KRM, KMC
(FY)
| |
Unit | 2022 | 2023 | 2024 | 2025 |
|---|---|---|---|---|---|
| Major VOCs emissions | t | 576 | 607 | 573 | 587★ |
Air Pollutants Emissions KHI, KRM, KMC
(FY)
| |
Unit | 2022 | 2023 | 2024 | 2025 |
|---|---|---|---|---|---|
| Sulfur oxides (SOx) | t | 0.7 | 0.9 | 1.0 | 0.9 |
| Nitrogen oxides (NOx) | t | 84.0 | 74.7 | 73.9 | 89.3 |
Environment Data
Environmental Data by Business Site (Fiscal 2025) KHI, KRM, KMC
| |
Unit | Gifu Works | Nagoya Works 1&2 | Kobe Works | Hyogo Works | Nishi-Kobe Works | |
|---|---|---|---|---|---|---|---|
| INPUT | Total energy (heat conversion) | TJ | 950 | 158 | 264 | 78 | 364 |
| Purchased electricity | MWh | 79,522 | 38,096 | 27,010 | 13,772 | 82,533 | |
| Fuel | TJ | 664 | 18 | 166 | 28 | 64 | |
| Renewable energy | MWh | 0 | 699 | 24 | 4 | 753 | |
| Water withdrawal | 1,000m3 | 3,561 | 70 | 295 | 49 | 149 | |
| OUTPUT (Air) |
CO2 emissions from energy sources | t-CO2 | 68,379 | 16,912 | 19,249 | 5,672 | 37,573 |
| SOx | t | Under 1 | Under 1 | Under 1 | 0 | 0 | |
| NOx | t | 36 | 1 | 41 | Under 1 | Under 1 | |
| Soot and dust | t | Under 1 | Under 1 | Under 1 | Under 1 | Under 1 | |
| OUTPUT (Water) |
Water discharged | 1,000m3 | 2,737 | 15 | 115 | 38 | 91 |
| COD | t | 3 | Under 1 | Under 1 | Under 1 | 0 | |
| Nitrogen | t | 15 | Under 1 | Under 1 | Under 1 | 0 | |
| Phosphorus | t | Under 1 | Under 1 | Under 1 | Under 1 | 0 | |
| OUTPUT (Waste) |
Total generated | t | 3,188 | 598 | 5,027 | 2,669 | 5,081 |
| Recycled | t | 3,188 | 598 | 5,027 | 2,669 | 5,074 | |
| Others (incinerated/landfilled) | t | Under 1 | Under 1 | Under 1 | Under 1 | 7 | |
| |
Unit | Seishin Works | Akashi Works | Harima Works | Sakaide Works | ||
|---|---|---|---|---|---|---|---|
| INPUT | Total energy (heat conversion) | TJ | 167 | 870 | 120 | 129 | |
| Purchased electricity | MWh | 25,514 | 111,823 | 11,271 | 30,426 | ||
| Fuel | TJ | 69 | 467 | 75 | 19 | ||
| Renewable energy | MWh | 1,818 | 336 | 1,234 | 0 | ||
| Water withdrawal | 1,000m3 | 120 | 687 | 55 | 389 | ||
| OUTPUT (Air) |
CO2 emissions from energy sources | t-CO2 | 14,132 | 72,180 | 8,088 | 10,269 | |
| SOx | t | 0 | 0 | 0 | 0 | ||
| NOx | t | Under 1 | 9 | Under 1 | 0 | ||
| Soot and dust | t | 0 | 2 | Under 1 | 0 | ||
| OUTPUT (Water) |
Water discharged | 1,000m3 | 110 | 490 | Under 1 | 370 | |
| COD | t | 0 | 0 | Under 1 | Under 1 | ||
| Nitrogen | t | 4 | 0 | Under 1 | Under 1 | ||
| Phosphorus | t | Under 1 | 0 | Under 1 | Under 1 | ||
| OUTPUT (Waste) |
Total generated | t | 1,280 | 8,744 | 3,528 | 11,861 | |
| Recycled | t | 1,280 | 8,744 | 3,506 | 10,618 | ||
| Others (incinerated/landfilled) | t | 0 | Under 1 | 22 | 1,244 | ||
Environmental Data Calculation Criteria
For CO2 emissions (Scope 1, Scope 2 and Scope 3) in the data indicators, GHG emissions quantification is subject to uncertainty when measuring activity data, determining emission factors, and considering scientific uncertainty inherent in the Global Warming Potentials.
| Data indicator | Unit | Calculation criteria | |
|---|---|---|---|
| CO2 Emissions (Scope 1, Scope 2) | Scope 1 | t-CO2 | We calculated using emissions factors in the List of Calculation Methods and Emission Coefficients (March 27, 2026) 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) FY2025 Supply Results (June 30, 2026) (if unique supplier emissions factors are unknown, alternative values are used). | |||
| Scope 2 | t-CO2 | Market-based
For domestic electricity, we calculated using the Emissions Coefficients by Electric Power Company (For Calculating Greenhouse Gas Emissions from Specific Emitters) FY2024 Results (January 9, 2026) (if unique supplier emissions factors are unknown, alternative values are used). For electricity used at overseas sites, calculations are based on the unique supplier emissions factors, with the emissions factors announced by the country or those listed in the IEA’s “Emission Factors 2025” used if these are not available. 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) FY2024 Supply Results (June 30, 2026) (if unique supplier emissions factors are unknown, alternative values are used). |
|
| Location-based
For domestic electricity, we calculated using the nationwide average factor in the Emissions Factors by Electric Power Company (For Calculating Greenhouse Gas Emissions from Specific Emitters) FY 2024 Results (January 9, 2026). For electricity used at overseas sites, calculations are based on the emissions factors specified in Emission Factors 2025 issued by the International Energy Agency (IEA). 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) FY2024 Supply Results (June 30, 2026). |
|||
| 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 (March 27, 2026) 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. |
| 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. | |
| 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 3.6 April 2026. | ||
| 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 3.6 April 2026. | ||
| Category 3
Fuel- and energy-related activities (not included in 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)} + Σ {(Amount of electricity sold) × (Emissions intensity)} |
| The amount of electricity sold represents the amount of electricity purchased by Kawasaki Green Energy, Ltd. for resale to customers. 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 3.6 April 2026 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 3.6 April 2026 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 3.6 April 2026 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 3.6 April 2026. | ||
| Category 7
Employee commuting |
t-CO2 | Σ (Number of employees × Number of business days × 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 3.6 April 2026. | ||
| Category 8
Upstream leased assets |
t-CO2 | Exempted (emissions from upstream leased assets are included in CO2 emissions (Scope 1, Scope 2)) |
| Category 9
Downstream transportation and distribution |
t-CO2 | Σ (Motorcycle sales weight x Average transportation distance × Emissions intensity) |
| Calculations are for transportation from domestic marketing bases to sales retail shops or directly to consumers for sale in BtoC business. 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 3.6 April 2026. |
||
| Category 10
Processing of sold products |
t-CO2 | Σ (Number of aircraft jet engines sold × Estimated emissions intensity required for aircraft assembly) |
| 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 3.6 April 2026. | ||
| 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 components, 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 3.6 April 2026. | ||
| 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 | (Scope 1 and 2 emissions of KHI Group) x Sales ratio of equity-method affiliates (%) |
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 and ISAE 3410 issued by the International Auditing and Assurance Standards Board. In addition, among 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, and gender pay gap since fiscal 2025.
Independent Practitioner’s Limited Assurance Report
Boundary of aggregation for each data type: Legend
Non-consolidated basis KHI
Kawasaki Heavy Industries,
Kawasaki Railcar Manufacturing, and Kawasaki Motors 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 | 2022 | 2023 | 2024 | 2025 | ||
|---|---|---|---|---|---|---|---|
| Total employees | Overall | Persons | 38,254 | 39,689 | 40,640 | 41,652 | |
| Male | Persons | - | 32,648 | 33,443 | 34,335 | ||
| Female | Persons | - | 5,570 | 5,977 | 6,161 | ||
| No aggregates collated*2 | Persons | - | 1,471 | 1,220 | 1,156 | ||
| Domestic group | Persons | 27,583 | 28,099 | 29,072 | 30,062 | ||
| % | 72.1 | 70.8 | 71.5 | 72.2 | |||
| Male | Persons | - | 24,884 | 25,679 | 26,445 | ||
| Female | Persons | - | 3,215 | 3,393 | 3,617 | ||
| Overseas group | Persons | 10,671 | 11,590 | 11,568 | 11,590 | ||
| % | 27.9 | 29.2 | 28.5 | 27.8 | |||
| Male | Persons | - | 7,764 | 7,764 | 7,890 | ||
| Female | Persons | - | 2,355 | 2,584 | 2,544 | ||
| No aggregates collated*2 | Persons | - | 1,471 | 1,220 | 1,156 | ||
| By region | Japan | Persons | 27,583 | 28,099 | 29,072 | 30,062 | |
| Europe | Persons | 761 | 692 | 685 | 820 | ||
| Americas | Persons | 4,886 | 5,774 | 6,017 | 5,924 | ||
| Asia | Persons | 4,985 | 5,087 | 4,825 | 4,808 | ||
| Australia | Persons | 39 | 37 | 41 | 38 | ||
*1 Number of employees as of fiscal year-end.
*2 No aggregates were collated for 2 overseas consolidated subsidiaries in fiscal 2023 and for 3 overseas consolidated subsidiaries in fiscal 2024 and fiscal 2025.
Employee Breakdown*1 KHI, KRM, KMC
(FY)
| |
Unit | 2022 | 2023 | 2024 | 2025 | ||
|---|---|---|---|---|---|---|---|
| Status of employees | Number of employees | |
Persons | 17,413 | 17,968 | 18,535 | 19,348 |
| Male | Persons | 15,883 | 16,362 | 16,858 | 17,541 | ||
| % | 91.2 | 91.1 | 91.0 | 90.7 | |||
| Female | Persons | 1,530 | 1,606 | 1,677 | 1,807 | ||
| % | 8.8 | 8.9 | 9.0 | 9.3 | |||
| Managerial staff | |
Persons | 3,865 | 4,107 | 4,328 | 4,560 | |
| Male | Persons | 3,791 | 4,013 | 4,220 | 4,444 | ||
| Female | Persons | 74 | 94 | 108 | 116 | ||
| General employees | |
Persons | 13,548 | 13,861 | 14,207 | 14,788 | |
| Male | Persons | 12,092 | 12,349 | 12,638 | 13,097 | ||
| Female | Persons | 1,456 | 1,512 | 1,569 | 1,691 | ||
| Average age | |
Years old | 40.6 | 40.8 | 41.1 | 41.4 | |
| Male | Years old | 40.5 | 40.7 | 40.9 | 41.3 | ||
| Female | Years old | 42.1 | 42.5 | 42.4 | 42.2 | ||
| |
Unit | 2022 | 2023 | 2024 | 2025 | ||
| By age | 29 and younger | Persons | 3,608 | 3,619 | 3,657 | 3,345 | |
| Male | Persons | 3,328 | 3,325 | 3,343 | 3,032 | ||
| Female | Persons | 280 | 294 | 314 | 313 | ||
| 30 to 39 | Persons | 5,432 | 5,542 | 5,673 | 5,699 | ||
| Male | Persons | 5,032 | 5,145 | 5,255 | 5,248 | ||
| Female | Persons | 400 | 397 | 418 | 451 | ||
| 40 to 49 | Persons | 4,480 | 4,606 | 4,652 | 4,974 | ||
| Male | Persons | 4,024 | 4,128 | 4,194 | 4,506 | ||
| Female | Persons | 456 | 478 | 458 | 468 | ||
| 50 to 59 | Persons | 3,397 | 3,538 | 3,749 | 4,187 | ||
| Male | Persons | 3,053 | 3,157 | 3,330 | 3,702 | ||
| Female | Persons | 344 | 381 | 419 | 485 | ||
| 60 and above | Persons | 496 | 663 | 804 | 1,143 | ||
| Male | Persons | 446 | 606 | 736 | 1,053 | ||
| Female | Persons | 50 | 57 | 68 | 90 | ||
| |
Unit | 2022 | 2023 | 2024 | 2025 | ||
| By position | Director, Audit & Supervisory Board Member | Persons | 17 | 20 | 19 | 18 | |
| Male | Persons | 15 | 17 | 14 | 13 | ||
| Female | Persons | 2 | 3 | 5 | 5 | ||
| Executive officer and above | Persons | 28 | 32 | 28 | 28 | ||
| Male | Persons | 27 | 31 | 28 | 28 | ||
| Female | Persons | 1 | 1 | 0 | 0 | ||
| Senior manager equivalent*2 | Persons | 729 | 741 | 755 | 760 | ||
| Male | Persons | 723 | 736 | 750 | 752 | ||
| Female | Persons | 6 | 5 | 5 | 8 | ||
| Manager equivalent | Persons | 3,136 | 3,362 | 3,567 | 3,794 | ||
| Male | Persons | 3,068 | 3,274 | 3,465 | 3,687 | ||
| Female | Persons | 68 | 88 | 102 | 107 | ||
| Assistant manager equivalent | Persons | 2,450 | 2,572 | 2,718 | 2,878 | ||
| Male | Persons | 2,296 | 2,402 | 2,519 | 2,640 | ||
| Female | Persons | 154 | 170 | 199 | 238 | ||
*1 Number of employees as of the fiscal year-end (all temporary employees are included in general employees.)
*2 Senior manager equivalent includes positions up to associate officer.
Gender Pay Gap*1 Domestic Group
(FY)
| Unit | 2022 | 2023 | 2024 | 2025 | ||
|---|---|---|---|---|---|---|
| All employees*2 (basic pay plus bonuses, etc.*3) | Domestic Group*4 | % | - | 62.0 | 67.5 | 66.6★ |
| Non-consolidated | % | - | 66.2 | 69.0 | 69.2 | |
*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) as the ratio of the average annual wages of women to those of men.
*2 Part-time and fixed-term workers are included in employees. The number of part-time and fixed-term workers is converted to a full-time equivalent basis using working hours (monthly working hours of hourly-paid workers ÷ prescribed monthly working hours of full-time employees).
*3 Total of basic pay, bonuses, overtime pay, and various allowances (excluding commuting allowances and retirement payments)
*4 The scope of employees covered in the calculation for fiscal 2025 is Domestic Group employees including seconded employees.
Average Annual Remuneration KHI, KRM, KMC
(FY)
| Unit | 2022 | 2023 | 2024 | 2025 | ||
|---|---|---|---|---|---|---|
| All employees | Yen | 7,292,124 | 8,064,083 | 7,929,717 | 8,983,363 | |
| Male | Yen | 7,511,997 | 8,312,912 | 8,156,481 | 9,239,383 | |
| Female | Yen | 5,013,017 | 5,523,799 | 5,656,986 | 6,460,052 | |
| Average for managerial staff (basic pay only) | Yen | 7,925,950 | 8,107,578 | 8,383,080 | 8,532,424 | |
| Male | Yen | 7,943,055 | 8,123,345 | 8,401,799 | 8,548,775 | |
| Female | Yen | 7,033,475 | 7,397,411 | 7,647,779 | 7,906,145 | |
| Average for managerial staff (basic pay plus bonuses, etc.) | Yen | 11,214,762 | 12,736,295 | 11,969,589 | 13,740,491 | |
| Male | Yen | 11,238,581 | 12,765,053 | 11,998,266 | 13,765,358 | |
| Female | Yen | 9,970,433 | 11,438,022 | 10,842,061 | 12,789,540 | |
| Average for general employees (basic pay only) | Yen | 4,601,578 | 4,798,094 | 5,050,215 | 5,283,941 | |
| Male | Yen | 4,731,098 | 4,931,428 | 5,183,633 | 5,419,561 | |
| Female | Yen | 3,534,556 | 3,715,459 | 3,984,443 | 4,223,228 | |
Human Resource Management
Number of New Hires*1 Consolidated
(FY)
| Unit | 2023 | 2024 | 2025 | 2026 | |||
|---|---|---|---|---|---|---|---|
| Overall | Persons | 4,700*3 | 5,514 | 5,616 | - | ||
| Male | Persons | 3,178 | 4,213 | 4,365 | - | ||
| Female | Persons | 1,025 | 1,050 | 1,139 | - | ||
| No aggregates collated*2 | Persons | 497 | 247 | 112 | - | ||
| Domestic Group | New graduates hired | Persons | - | 706 | 736 | 808 | |
| Male | Persons | - | 601 | 632 | 712 | ||
| Female | Persons | - | 105 | 104 | 96 | ||
| Mid-career hires | Persons | 1,083 | 907 | 1,338 | - | ||
| Male | Persons | 891 | 760 | 1,122 | - | ||
| Female | Persons | 192 | 147 | 216 | - | ||
| Overseas Group | Persons | 3,212 | 3,901 | 3,542 | - | ||
| Male | Persons | 1,911 | 2,856 | 2,611 | - | ||
| Female | Persons | 804 | 798 | 819 | - | ||
| No aggregates collated*2 | Persons | 497 | 247 | 112 | - | ||
*1 Total number for new graduates hired and mid-career hires
*2 No aggregates were collated for 3 overseas consolidated subsidiaries in fiscal 2023 and for 1 overseas consolidated subsidiary in fiscal 2024 and fiscal 2025.
*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).
Number of Employees Hired by Job Type KHI, KRM, KMC
(FY)
| |
Unit | 2022 | 2023 | 2024 | 2025 | 2026 | |
|---|---|---|---|---|---|---|---|
| New graduates hired* | Persons | 370 | 405 | 506 | 534 | 603 | |
| Male | Persons | 333 | 376 | 449 | 477 | 551 | |
| Female | Persons | 37 | 29 | 57 | 57 | 52 | |
| Administrative and technical positions | Persons | 246 | 278 | 342 | 356 | 393 | |
| Male | Persons | 214 | 254 | 291 | 309 | 344 | |
| Female | Persons | 32 | 24 | 51 | 47 | 49 | |
| Production specialists | Persons | 124 | 127 | 164 | 178 | 210 | |
| Male | Persons | 119 | 122 | 158 | 168 | 207 | |
| Female | Persons | 5 | 5 | 6 | 10 | 3 | |
| Mid-career hires and ratio of mid-career hires to all new hires | Persons | 362 | 698 | 519 | 721 | - | |
| % | 49.5 | 63.3 | 50.6 | 57.4 | - | ||
| Male | Persons | 284 | 589 | 458 | 614 | - | |
| Female | Persons | 78 | 109 | 61 | 107 | - | |
| Administrative and technical positions | Persons | 324 | 536 | 470 | 611 | - | |
| Male | Persons | 251 | 441 | 412 | 513 | - | |
| Female | Persons | 73 | 95 | 58 | 98 | - | |
| Production specialists | Persons | 38 | 162 | 49 | 110 | - | |
| Male | Persons | 33 | 148 | 46 | 101 | - | |
| Female | Persons | 5 | 14 | 3 | 9 | - | |
| Average years of service | Years | 14.5 | 14.6 | 14.7 | 14.7 | - | |
| Male | Years | 14.9 | 15.0 | 15.1 | 15.1 | - | |
| Female | Years | 10.9 | 10.9 | 10.9 | 10.8 | - | |
* Number of new graduates hired as of April 1 of each fiscal year.
Total Number of Resignations and Turnover Rate Consolidated
(FY)
| Unit | 2022 | 2023 | 2024 | 2025 | |||
|---|---|---|---|---|---|---|---|
| Overall | Persons | - | 3,549 | 4,619 | 4,652 | ||
| % | - | 8.9 | 11.4 | 11.4 | |||
| Male | Persons | - | 2,238 | 3,400 | 3,416 | ||
| Female | Persons | - | 676 | 956 | 1,049 | ||
| No aggregates collated* | Persons | - | 635 | 263 | 187 | ||
| Domestic Group | Persons | - | 1,045 | 1,070 | 1,192 | ||
| % | - | 3.7 | 3.7 | 4.0 | |||
| Male | Persons | - | 892 | 829 | 973 | ||
| % | - | 3.6 | 3.2 | 3.7 | |||
| Female | Persons | - | 153 | 241 | 219 | ||
| % | - | 4.8 | 7.1 | 6.1 | |||
| Kawasaki Heavy Industries, Kawasaki Railcar Manufacturing, and Kawasaki Motors |
Persons | 445 | 467 | 422 | 390 | ||
| % | 2.6 | 2.5 | 2.3 | 2.0 | |||
| Male | Persons | 393 | 402 | 368 | 348 | ||
| % | 2.5 | 2.5 | 2.2 | 2.0 | |||
| Female | Persons | 52 | 65 | 54 | 42 | ||
| % | 3.4 | 4.0 | 3.2 | 2.3 | |||
| Overseas Group | Persons | - | 2,504 | 3,549 | 3,460 | ||
| % | - | 21.6 | 30.7 | 29.9 | |||
| Male | Persons | - | 1,346 | 2,571 | 2,443 | ||
| Female | Persons | - | 523 | 715 | 830 | ||
| No aggregates collated* | Persons | - | 635 | 263 | 187 | ||
* No aggregates were collated for 3 overseas consolidated subsidiaries in fiscal 2023 and for 1 overseas consolidated subsidiary in fiscal 2024 and fiscal 2025.
Number of Employees Voluntarily Resigning and Turnover Rate*1 *2 Domestic Group
(FY)
| Unit | 2022 | 2023 | 2024 | 2025 | |||
|---|---|---|---|---|---|---|---|
| Domestic Group | Persons | - | 616 | 612 | 671 | ||
| % | - | 2.2 | 2.1 | 2.2 | |||
| Male | Persons | - | 518 | 506 | 524 | ||
| % | - | 2.1 | 2.0 | 2.0 | |||
| Female | Persons | - | 98 | 106 | 147 | ||
| % | - | 3.0 | 3.1 | 4.1 | |||
| Kawasaki Heavy Industries, Kawasaki Railcar Manufacturing, and Kawasaki Motors |
Persons | 321 | 334 | 271 | 252 | ||
| % | 1.8 | 1.9 | 1.5 | 1.3 | |||
| Male | Persons | 282 | 287 | 240 | 228 | ||
| % | 1.8 | 1.8 | 1.4 | 1.3 | |||
| Female | Persons | 39 | 47 | 31 | 24 | ||
| % | 2.5 | 2.9 | 1.8 | 1.3 | |||
| 29 and younger | % | 4.1 | 3.7 | 3.3 | 2.4 | ||
| Male | % | 3.8 | 3.5 | 3.2 | 2.7 | ||
| Female | % | 7.1 | 6.9 | 4.5 | 0.8 | ||
| 30 to 39 | % | 2.4 | 2.4 | 1.9 | 2.0 | ||
| Male | % | 2.3 | 2.3 | 1.8 | 1.9 | ||
| Female | % | 3.0 | 4.2 | 2.6 | 2.2 | ||
| 40 to 49 | % | 0.8 | 0.8 | 0.8 | 0.9 | ||
| Male | % | 0.7 | 0.8 | 0.7 | 0.8 | ||
| Female | % | 1.3 | 0.8 | 1.3 | 1.6 | ||
| 50 and above | % | 0.3 | 0.4 | 0.1 | 0.1 | ||
| Male | % | 0.3 | 0.3 | 0.1 | 0.0 | ||
| Female | % | 0.3 | 0.9 | 0.0 | 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 Consolidated
(FY)
| |
Unit | 2022 | 2023 | 2024 | 2025 |
|---|---|---|---|---|---|
| Number of companies surveyed*1 | Companies | 8 | 19 | 43 | 55 |
| Response rate | % | 89 | 88 | 94 | 94 |
| Engagement (job satisfaction)*2 |
% | 53 | 54 | 55 | 60 |
| Enablement (productive work environment)*3 | % | 51 | 52 | 54 | 58 |
| Most Effective employees*4 | % | 28 | 29 | 31 | 36 |
| Kawasaki Heavy Industries, Kawasaki Railcar Manufacturing, and Kawasaki Motors | % | 29 | 30 | 33 | 38 |
*1 From fiscal 2025, the survey scope was expanded to include 12 overseas consolidated subsidiaries.
*2 Ratio of employees who responded positively to multiple questions in the employee engagement survey regarding whether employees are willing to go an extra mile and are proud to work for the company (job satisfaction)
*3 Ratio of employees who responded positively to multiple questions in the same survey regarding whether employees have opportunities to do interesting work and the environments allow them to be productive (productive work environment)
*4 The percentage of employees, where both Engagement and Enablement exceed the General Industry Norm
Diversity
Number of Foreign National Employees KHI, KRM, KMC
(FY)
| Unit | 2022*1 | 2023*2 | 2024*2 | 2025*2 | |
|---|---|---|---|---|---|
| Number of foreign national employees | Persons | 34 | 48 | 47 | 48 |
| Number of foreign national employees in managerial positions | Persons | - | 2 | 4 | 9 |
*1 As of April 1. Administrative and technical personnel only.
*2 As of the end of each fiscal year.
Number and Percentage of Employees with Disabilities*1 KHI, KRM, KMC
(FY)
| |
Unit | 2022 | 2023 | 2024 | 2025 | 2026 |
|---|---|---|---|---|---|---|
| Employees with disabilities*2 | Persons | 459 | 484 | 518 | 544 | 584 |
| Percentage of employees with disabilities | % | 2.44 | 2.52 | 2.60 | 2.63 | 2.69 |
*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 and Proportion of Women in Managerial Positions*1 Domestic Group
(FY)
| Unit | 2022 | 2023 | 2024 | 2025 | ||
|---|---|---|---|---|---|---|
| Domestic Group | Persons | - | 171 | 183 | 208 | |
| % | - | 2.7 | 3.1 | 3.8 | ||
| Kawasaki Heavy Industries, Kawasaki Railcar Manufacturing, and Kawasaki Motors | Persons | 77 | 98 | 111 | 119 | |
| % | - | 2.3 | 2.5 | 2.5 | ||
| Executive officer and above*2 | Persons | - | 1 | 0 | 0 | |
| % | - | 3.0 | 0.0 | 0.0 | ||
| Senior manager equivalent | Persons | - | 6 | 6 | 9 | |
| % | - | 0.8 | 0.7 | 1.2 | ||
| Manager equivalent | Persons | - | 91 | 105 | 110 | |
| % | - | 2.6 | 2.9 | 2.9 | ||
| Women in managerial positions in revenue-generating functions | Persons | - | - | 51 | 56 | |
| % | - | - | 1.5 | 1.5 | ||
*1 As of the end of each fiscal year.
*2 Excluding Directors
Number of Women in Technical Positions KHI, KRM, KMC
(FY)
| Unit | 2022 | 2023 | 2024 | 2025 | |
|---|---|---|---|---|---|
| Number of women in technical positions | Persons | - | 252 | 253 | 306 |
| Proportion of women in technical positions | % | - | 5.3 | 5.4 | 6.2 |
Work-life Balance
Usage of Work-Life Balance Programs KHI, KRM, KMC
(FY)
| Unit | 2022 | 2023 | 2024 | 2025 | ||
|---|---|---|---|---|---|---|
| Employees using the childcare leave | Persons | 169 | 216 | 255 | 375 | |
| Male | Persons | 122 | 169 | 207 | 314 | |
| Female | Persons | 47 | 47 | 48 | 61 | |
| Rate at which male employees take childcare leave | % | 17.9 | 25.0 | 29.6 | 45.6 | |
| Employees using the care leave | Persons | 5 | 6 | 5 | 4 | |
| Male | Persons | 2 | 3 | 4 | 2 | |
| Female | Persons | 3 | 3 | 1 | 2 | |
| Return rate after childcare leave | % | 100 | 100 | 100 | 100 | |
| Retention rate after childcare leave | % | 95.3 | 97.2 | 97.6 | -* | |
* 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 2025 because this one-year period has not yet elapsed.
Annual Paid Leave Usage KHI, KRM, KMC
(FY)
| |
Unit | 2022 | 2023 | 2024 | 2025 |
|---|---|---|---|---|---|
| Number of used paid leaves* | Days /person | 18.0 | 18.5 | 18.1 | 18.2 |
| Paid leave usage rate | % | 81.8 | 84.1 | 82.3 | 82.7 |
| Total annual work hours | Hours /person | 2,001 | 1,986 | 1,988 | 1,986 |
| Total annual overtime hours | Hours /person | 272.0 | 263.9 | 258.3 | 260.3 |
* 22 days given per year.
Human Resource Development
Education and Training Expenses and Hours*1 Domestic Group
(FY)
| Unit | 2022 | 2023 | 2024 | 2025 | |||
|---|---|---|---|---|---|---|---|
| Domestic Group*2 | Education and training expenses per employee | Yen /person |
- | - | 26,600 | 27,811 | |
| Education and training hours per employee | Hours /person |
- | - | 27 | 49 | ||
| Total education and training hours | Hours | - | - | 742,700 | 836,429 | ||
| Kawasaki Heavy Industries, Kawasaki Railcar Manufacturing, and Kawasaki Motors | Education and training expenses per employee | Yen /person |
27,000 | 31,500 | 29,400 | 33,314 | |
| Education and training hours per employee | Hours /person |
32 | 33 | 35 | 34 | ||
| Total education and training hours | Hours | 553,000 | 580,300 | 647,400 | 649,518 | ||
*1 The costs and time required for main training programs organized by departments responsible for education and training.
*2 No aggregates were collated for 8 domestic consolidated subsidiaries in fiscal 2024 and for 4 domestic consolidated subsidiaries in fiscal 2025.
Total Human Resource Development and Training Expenses KHI, KRM, KMC
(FY)
| Unit | 2022 | 2023 | 2024 | 2025 | |
|---|---|---|---|---|---|
| Total training expense* | Thousands of yen | - | - | 879,261 | 997,107 |
* Facility use fees, training outsourcing fees, external training participation fees, expenses for acquisition of qualifications, etc.
Occupational Safety, Hygiene, and Health
Status of Labor Accidents and Work-related Illnesses Domestic Group
(Jan.-Dec.)*1
| Unit | 2022 | 2023 | 2024 | 2025 | ||
|---|---|---|---|---|---|---|
| Number of labor accidents*2 | Total | Number of incidents | 94 | 106 | 119 | 123★ |
| Under Kawasaki’s overall supervision*5 | Number of incidents | 49 | 56 | 55 | 62★ | |
| Domestic consolidated subsidiaries*6 | Number of incidents | 45 | 50 | 64 | 61★ | |
| Number of occupational fatalities*3 | Total | Persons | 0 | 0 | 1 | 0★ |
| Under Kawasaki's overall supervision*5 | Persons | 0 | 0 | 1 | 0★ | |
| Employees | Persons | 0 | 0 | 1 | 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 | - | 0.30 | 0.23 | 0.35 | 0.44★ |
| Employees | - | 0.21 | 0.14 | 0.23 | 0.19★ | |
| Contractors*7 | - | 0.61 | 0.53 | 0.79 | 1.27★ | |
| (Reference) Industry average*8 | - | 2.06 | 2.14 | 2.10 | 2.01 | |
| (Reference) Manufacturing industry average*8 | - | 1.25 | 1.29 | 1.30 | 1.33 | |
*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 2025, Ministry of Health, Labour and Welfare
Status of Sanitation Management KHI, KRM, KMC
(Jan.-Dec.)
| |
Unit | 2022 | 2023 | 2024 | 2025 | |
|---|---|---|---|---|---|---|
| Sick leave rate (case basis)*1 | - | 14.6 | 11.2 | 8.4 | 7.2 | |
| Mental health-related sick leave frequency (case basis)*2 | - | 0.60 | 0.63 | 0.54 | 0.57 | |
| Mental health issues | Cases | 120 | 129 | 114 | 121 | |
| Other psychological disorders | Cases | 5 | 7 | 5 | 9 | |
| Absence rate (day basis)*3 | Leave due to mental health issues*4 | - | 6.4 | 5.9 | 5.9 | 5.9 |
| Overall sick leave | - | 12.1 | 10.4 | 9.6 | 9.2 | |
*1 Calculated as the total number of cases of sick leave per year / total number of workers employed per year × 1,000.
*2 Calculated as the total number of cases of mental health-related sick leave per year / total number of workers employed per year × 1,000.
*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 | 2022 | 2023 | 2024 | 2025 | |
|---|---|---|---|---|---|
| Percentage taking regular physical checkups | % | 99.0 | 98.6 | 100 | 100 |
Business and Human Rights
Labor Union Data*1 KHI, KRM, KMC
(FY)
| Unit | 2022 | 2023 | 2024 | 2025 | |
|---|---|---|---|---|---|
| Number of members | Persons | 13,184 | 13,421 | 13,810 | 14,382 |
| Composition ratio*2 | % | 77.3 | 76.4 | 75.9 | 75.7 |
| Number of labor discussions | Number | 28 | 29 | 25 | 34 |
*1 As of the end of each fiscal year.
*2 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 | 2022 | 2023 | 2024 | 2025 | |
|---|---|---|---|---|---|
| Participants | Persons | 20,385 | - | 1,639 | - |
| Attendance rate* | % | 91.3 | - | 99.9 | - |
* Attendance rate of target participants
Number of Employees Who Underwent Training on Business and Human Rights Training KHI, KRM, KMC
(FY)
| Unit | 2022 | 2023 | 2024 | 2025 | |
|---|---|---|---|---|---|
| Participants | Persons | - | 10,336 | 11,627 | 13,310 |
| Attendance rate* | % | - | 84.7 | 82.8 | 76.7 |
* Attendance rate of target participants
Social Contribution Activities
Social Contribution Activities by Type*1 KHI
(FY)
| |
Unit | 2022 | 2023 | 2024 | 2025 |
|---|---|---|---|---|---|
| Donations and philanthropy | % | 29.70 | 34.60 | 30.59 | 28.28 |
| Investments (ongoing partnerships with NGOs, etc.) | % | 54.09 | 50.45 | 54.53 | 57.05 |
| Advertising and marketing (support funding, campaigns, etc.) | % | 16.21 | 14.95 | 14.88 | 14.67 |
| 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 | 2022 | 2023 | 2024 | 2025 | ||
|---|---|---|---|---|---|---|
| Total*2 | Millions of yen | 802 | 941 | 1,002 | 1,226 | |
| Breakdown by category | Vitalization of industry and economy | Millions of yen | 332 | 373 | 446 | 553 |
| Communities | Millions of yen | 191 | 207 | 197 | 258 | |
| Education | Millions of yen | 155 | 192 | 191 | 229 | |
| Culture and sports | Millions of yen | 87 | 99 | 106 | 142 | |
| Welfare and humanitarian aid (including disaster relief) | Millions of yen | 9 | 31 | 27 | 3 | |
| Others (including environmental safety and disaster prevention) | Millions of yen | 28 | 39 | 35 | 42 | |
| Expenditure type | Provision of funds | Millions of yen | 278 | 263 | 339 | 371 |
| Provision of goods | Millions of yen | 192 | 193 | 195 | 573 | |
| Employee volunteer activities | Millions of yen | 332 | 485 | 468 | 282 | |
| 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 third-party 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
Implementation Status of Sustainable Procurement Survey KHI, KRM, KMC
(FY)
| Unit | 2022 | 2023 | 2024 | 2025 | |
|---|---|---|---|---|---|
| Number of responding companies | Companies | - | 533 | 200 | 95 |
| Domestic | Companies | - | 528 | 198 | 92 |
| Overseas | Companies | - | 5 | 2 | 3 |
| Response rate | % | - | 77.8 | 82.3 | 83.3 |
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