Diversity


Our Basic Stance

As developed countries, including Japan, face a looming sense of anxiety arising from the lack of labor force due to an ongoing decline in population and a growing number of businesses seeking to expand globally as they confront increasingly intensive international competition, people’s views regarding careers and workstyles have become more diverse than ever before. In order for the Kawasaki Group to sustainably improve its enterprise value in such an environment, it will be crucial for every one of our approximate thirty-six thousand employees active throughout the world to fully realize their diverse capabilities regardless of their nationality, gender, age, religion, or disability and for us to create an organization designed to maximize this potential. Based on this recognition, we are proactively implementing various initiatives to promote diversity and inclusion.

Vision for Our Organization

Our diversity initiatives center on “allowing employees to embrace diverse workstyles to help them strike an optimal work-life balance,” “promoting the active participation of women,” “facilitating the employment of people with disabilities,” “extending support for the next generation and those engaging in nursing care,” and “promoting the active participation of non-Japanese nationals.” Furthermore, in an effort to expand the scope of these initiatives, we aim to create an LGBT-friendly work environment and, to this end, are focusing on pushing ahead with various measures and employee awareness campaigns. In proactively undertaking diversity initiatives, we will foster a corporate culture in which all employees respect one another based on a common understanding that others have different value systems and attributes. Doing so will facilitate the creation of new value and enable us to better accommodate increasingly diverse customer requests, and in turn, help us with the aim of enhancing our corporate competitiveness.
In addition, the Kawasaki Group Code of Conduct makes it clear that we will strive to create a workplace environment that respects diversity among employees and empowers everyone to work energetically.

Structure

Within the Head Office Human Resources Division, we have in place the Diversity and Inclusion Promotive Section, which is tasked with various activities aimed at promoting diversity and inclusion.


Promoting Diversity and Inclusion

Promoting the Employment and Active Participation of Non-Japanese Nationals

Kawasaki launched a regular hiring program for non-Japanese new graduates in fiscal 2012 and continues to recruit from countries around the globe, including Korea, China, Sweden, and India. To improve communication between non-Japanese employees and their supervisors and co-workers, as well as to enable supervisors and co-workers to better understand non-Japanese employees who have different educational, cultural, and other backgrounds, Kawasaki creates and distributes guidebooks for workplaces that non-Japanese employees will be joining and organizes seminars on multicultural understanding for supervisors as well as training programs to help employees from other countries understand the Japanese business environment.

Number of Foreign National Employees (Kawasaki Heavy Industries, Kawasaki Railcar Manufacturing, and Kawasaki Motors)

(FY)


Unit 2018 2019 2020 2021 2022
Number of foreign national employees* Persons 35 36 35 36 34

* As of April 1 of each fiscal year. Administrative and technical personnel only.

Promoting Participation by People with Disabilities

We are committed to hiring more people with disabilities, and they participate in a wide range of workplaces. In September 2013, we established our special subsidiary Kawasaki Heartfelt Service Co., Ltd., which promotes the active Group-wide employment of people with disabilities in order to maintain and improve their employment rates, and also works actively to create barrier-free workplaces. We are cultivating an environment where people with disabilities are able to develop their full potential. Kawasaki Heartfelt Service Co., Ltd. was recognized as the ninth Japanese company to receive the Certification of Company Fostering Active Participation of Persons with Disabilities on March 29, 2018 for promoting the active and ongoing employment of persons with disabilities, as well as its progressive efforts toward providing working environments that support their long-term employment.

Employees with Disabilities*1 *2 and Percentage of Employees with Disabilities (Kawasaki and Kawasaki Heartfelt Service Co., Ltd.)


*1 As of June 1 of each fiscal year.

*2 People working short hours are calculated as 0.5 persons. One person with a severe disability is counted as two persons.

Employing Seniors

Kawasaki extended its mandatory retirement age well before such changes were mandated by the amended Older Persons’ Employment Stabilization Law. Many of our veteran employees remain actively involved in operations where they can use their accumulated experience and pass down their skills. Employees approaching age 55 are invited to participate in a Lifestyle Design Awareness Seminar intended to help them consider their work and lifestyle options going forward.

Promoting the Active Participation of Women

The Company is focused on promoting the active participation of women and has set targets for 2025 to double the fiscal 2020 number of female managerial staff to over 116 and to raise the female ratio for career-track administrative positions to at least 30–40% and that of career-track technical positions to at least 5–15% among newly hired graduates.
Furthermore, to promote the retention and career success of women, we hold seminars for managers of workplaces to which female employees are assigned for the first time to help them understand how to nurture such employees over the medium to long term. We also host joint seminars with other companies to incorporate insights from external role models on how to help women achieve personal growth. In recognition of these efforts, in 2016 Kawasaki received Eruboshi (2nd level) certification in recognition of outstanding efforts in promoting the active participation of women in the workplace.

New Graduate Female Hires for Administrative and Technical Positions* and Percentage of Women among All New Graduate Hires for Administrative and Technical Positions (Kawasaki Heavy Industries, Kawasaki Railcar Manufacturing, and Kawasaki Motors)


* As of April 1 of each fiscal year.

Number of Women in Managerial Positions*1 *2 (Kawasaki Heavy Industries, Kawasaki Railcar Manufacturing, and Kawasaki Motors)


Unit 2018 2019 2020 2021 2022
Number of women in managerial positions Persons 43 49 57 66 79

*1 As of April 1 of each fiscal year.

*2 Section head or above. Figures include staff on external postings and staff on leave.

Supporting Employees Balancing Work with Childcare and Nursing Care

Kawasaki provides support in a number of ways to enable employees to continue working actively while balancing work with childcare and nursing care. Many related systems go beyond national government standards, such as a system of childcare leave available until employees’ children reach age three; a reduced working hours system available until employees’ children graduate from elementary school; nursing care leave available for up to three years; and a system that lets employees take time off in one-hour units as needed for childcare or family nursing care. In recognition of these systems, in 2010 Kawasaki was certified as a company supporting childcare and awarded the Kurumin Mark.
Other initiatives include the Supplementary Work Day Nursery Service, which provides temporary childcare services within the Company for employees working on days that they would normally have off; the Childcare Rescue System, offering Company-designated baby-sitter services that employees can use when their children are sick or recovering or when they are working overtime or on business trips; a concierge service to help employees find nursery schools; seminars to support employees taking childcare leave who wish to return to work; and career seminars for dual-income married couples. We continue working to enhance such initiatives for employees with children.
Moreover, in order to foster a corporate culture in which employees are not leaving their jobs due to such reasons as childbirth or childcare and in which both men and women are able to balance work with childcare as desired, we have set the target of raising the ratio at which male employees take childcare leave to 30% by 2025 and are proactively working to promote understanding so that our employees with their diverse attributes have diverse work style choices.

Usage of Work-Life Balance Programs (non-consolidated)

(FY)



Unit 2017 2018 2019 2020 2021
Employees using the childcare leave
Persons 49 59 68 84 86
Male Persons 6 7 13 38 53
Female Persons 43 52 55 46 33
Employees using the care leave
Persons 4 3 3 5 6
Male Persons 2 3 3 3 3
Female Persons 2 0 0 2 3
Return rate after childcare leave
% 98 100 100 96 100
Retention rate after childcare leave
% 98 98 96 95 -*

* 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 2021 because this one-year period has not yet elapsed.

Support Systems (Kawasaki Heavy Industries, Kawasaki Railcar Manufacturing, and Kawasaki Motors)

Parental leave before and after birth Maternity/paternity leave Employees may take leave until a child reaches the age of three. There is no limit on the number of leaves taken.
Nursery school enrollment concierge Provides services to help employees taking childcare leave enroll their children in a nursery school.
Leave to care for sick/injured child Employees may take five days each year for each child up to the completion of elementary school, regardless of the number of such children. (Legally, companies are only required to provide a total of up to five days per year for one child or 10 days per year for two or more children)
Accumulated leave* Employees may use accumulated leave to care for a young child (up to completion of elementary school), care for a sick/injured child, or when morning sickness interferes with job duties.
Use of flextime system Employees may work on a flextime basis as necessary when looking after a young child (up to completion of elementary school) or when morning sickness interferes with job duties.
Limits on out-of-hours work and work on days off Employees may be exempted from out-of-hours work and work on days off until a child completes elementary school.
Reduced working hours system to care for young child Standard working hours can be reduced up to a maximum of three hours a day until a child completes elementary school.
Family nursing care Nursing care leave Employees may take leave up to three times for one person requiring nursing care (three years at longest).
Limits on out-of-hours work and work on days off for nursing care Employees may be exempted from out-of-hours work and work on days off up to once a year.
Special leave for family care Employees may take special leave of five days per family member requiring nursing care, regardless of the number of such family members (Legally, companies are only required to provide five days per year for one family member or 10 days per year for two or more family members)
Half-days off Employees may take as many half-days off as necessary, within available annual paid leave, to care for an ailing or elderly family member.
Accumulated leave* Employees may use accumulated leave whenever necessary to care for an ailing or elderly family member.
Use of flextime system Employees may work on a flextime basis as necessary when looking after an ailing or elderly family member.
Reduced working hours system for nursing care Employees may shorten their working hours for at longest two hours a day (up to two times in three years).
Other Request for reemployment Employees who resign to care for a child or an ailing/elderly family member may apply to be rehired when a change in their situation allows them to return to work.

* Accumulated leave refers to unused annual paid vacation days that cannot be carried over to the next year but can be taken in such circumstances as personal injury or illness, childcare, caregiving, or nursing.

Work-Life Balance

Work-life balance is the foundation for promoting diversity and inclusion, allowing diverse employees to exercise their strengths. To sustainably increase enterprise value, it is crucial to create highly productive workplaces where diverse employees can creatively use their abilities to the fullest while maintaining a good work-life balance. Within the Kawasaki Group, it is therefore important to create environments in which employees can do work that meets the expectations of the Company, those around them, and themselves while leading healthy, fulfilling lives, so that, empowered by fulfillment, they can engage with their work at a higher level. By providing diverse workstyle options that enable employees to balance their professional and private lives, we will systematically improve work efficiency.

Encouraging Employees to Take Their Annual Paid Leave

Kawasaki encourages employees to take their annual paid leave to enable them to mentally and physically refresh themselves and to draw a clear line between work and private life by taking their leave in a planned manner.
To this end, Kawasaki implements two programs: the Two Consecutive Holidays and the Anniversary Holiday programs. Under these programs, employees designate a total of three paid leave days at the beginning of the fiscal year and can take these days off without fail.
Additionally, based on the labor agreement, three annual paid leave days that the Company designates are taken by most employees in August. The Company combines this midsummer break with other Company holidays and a national holiday to create a span of nine consecutive days off.
Furthermore, the labor union and management have agreed to designate one day per week as an on-time exit day since fiscal 2006. The designation of this on-time exit day helps employees work efficiently and improve their work-life balance.

Annual Paid Leave Usage (Kawasaki Heavy Industries, Kawasaki Railcar Manufacturing, and Kawasaki Motors)

(FY)


Unit 2017 2018 2019 2020 2021
Number of used paid leaves* Days / person 15.4 15.8 15.9 15.9 16.6
Paid leave usage rate % 70.0 71.8 72.3 72.3 75.4
Total annual work hours Hours / person 2,065 2,047 2,035 1,953 1,997
Total annual overtime hours Hours / person 303.8 303.6 295.2 206.4 261.4

* 22 days given per year.


Other Initiatives

Diversity Symbol

The Kawasaki Diversity Symbol

Kawasaki has adopted a diversity symbol. This symbol imagines Kawasaki as a tree made up of a great number of diverse individuals. For this tree to grow healthily, its leaves and fruit must become more colorful and rich. We who work at Kawasaki see value in expressing our diverse colors—our unique personalities and skills—and seek to do so together within Kawasaki to grow as individuals and as a company. This is the message conveyed by the diversity symbol.

Diversity and Inclusion Promotion Website

We have set up a diversity promotion website on the Company intranet. This website offers an overview of diversity at the Kawasaki Group alongside workplace examples and information about systems related to facilitating a healthy work-life balance.

LGBT-related Efforts

Kawasaki LGBT Ally mark

Aiming to create an LGBT-friendly workplace, we are striving to raise employee awareness by sending out messages from the president, holding in-house seminars, issuing an LGBT handbook to be used in employee education, distributing the “Kawasaki LGBT ALLY Mark” to help employees express their support of LGBT individuals, and participating in relevant external events. Moreover, we formulated the “Kawasaki Declaration of Action in Support of LGBT,” which provides employee conduct guidelines, clarifying Kawasaki’s basic stance and action principles to be observed by all employees.
In addition, Kawasaki Heavy Industries introduced rules on the registration of same-sex partners in fiscal 2020. Based on these rules, employees who have same-sex partners and meet prescribed conditions are now deemed legally married and treated as such. In this way, we are endeavoring to develop a structure to advocate for equal rights for LGBT individuals both at their workplaces and in their private lives.
As for our external evaluation, in 2021, for the fourth consecutive year, Kawasaki was awarded the highest rating of Gold in the Pride Index 2021, which reflects the level of effort on behalf of LGBT and other sexual minorities as recognized by the voluntary organization work with Pride.

External Collaboration

To accelerate social shifts related to diversity and work-life balance, we proactively look beyond the framework of the Company to encourage employees to participate in outside seminars and advance activities together with other organizations and companies. One example is a work-life balance and diversity promotion study project being jointly implemented by the Chuo University Graduate School of Strategic Management and private companies. This project broadly promotes the concept of healthy work-life balance in society through surveys and research. Kawasaki has taken part in the project since 2013, serving as a model company by implementing such internal measures as work-life balance training for managers. We are also a member of the Diversity Western–Japan Study Group. In this group, diversity officers at companies in the Kansai region meet to share ideas and good examples of diversity in action and advocate for diversity-related measures within their companies and to the government.

Topic

Enhancing On-site Nursery Facilities

Kawasaki Motors Enterprise (Thailand) Co., Ltd. opened an on-site nursery in April 2010.
The nursery provides care for employees’ children between the ages of one and four. Each year, the nursery cares for the children of about 30 employees on a daily basis. Several other children are also registered at the nursery, so that their families can utilize it when necessary. The nursery is generally open from 7:30 to 17:15 to coincide with regular working hours, but, if requested by more than a certain number of employees, it is also made available during overtime hours or on holidays.
The opening of the nursery means that parents can continue working with complete peace of mind, having left their children to be cared for nearby. From the employer’s viewpoint, this helps avoid the loss of skilled human resources due to childbirth or childcare responsibilities, promoting a stable and committed workforce. The opening of the nursery has thus proved to be mutually beneficial to both employees and the company.
In Japan, meanwhile, Kawasaki provides workplace nursery facilities on days that employees have to work but would normally have off.

The nursery of Kawasaki Motors Enterprise (Thailand) Co., Ltd.

Employee Breakdown

Number of Employees (Kawasaki Heavy Industries, Kawasaki Railcar Manufacturing, and Kawasaki Motors) *1

(FY)

Unit 2017 2018 2019 2020 2021
Number of employees Persons 16,423 16,899 17,218 17,396 17,162
Male Persons 15,303 15,533 15,748 15,876 15,688
% 93.2 91.9 91.5 91.3 91.4
Female Persons 1,120 1,366 1,470 1,520 1,474
% 6.8 8.1 8.5 8.7 8.6
Managerial staff Persons 3,473 3,593 3,681 3,732 3,664
Male Persons 3,445 3,549 3,630 3,680 3,600
Female Persons 28 44 51 52 64
General employees Persons 12,950 13,306 13,537 13,664 13,498
Male Persons 11,858 11,984 12,118 12,196 12,088
Female Persons 1,092 1,322 1,419 1,468 1,410
Average age Years old 38.4 39.3 39.4 39.7 40.1
Male Years old 38.3 39.2 39.3 39.6 40.0
Female Years old 39.9 40.9 40.9 41.1 41.7
By age*2 29 and younger Persons 3,870 3,826 3,703 3,529 3,737
% 23.6 22.6 21.5 20.3 21.7
Male Persons 3,655 3,595 3,451 3,268 3,467
Female Persons 215 231 252 261 270
30 to 39 Persons 4,960 5,225 5,437 5,504 5,427
% 30.2 30.9 31.6 31.6 31.6
Male Persons 4,645 4,849 5,027 5,084 5,025
Female Persons 315 376 410 420 402
40 to 49 Persons 4,198 4,329 4,368 4,456 4,395
% 25.6 25.6 25.4 25.6 25.6
Male Persons 3,814 3,849 3,887 3,989 3,941
Female Persons 384 480 481 467 454
50 to 59 Persons 2,452 2,812 3,123 3,367 3,229
% 14.9 16.6 18.1 19.4 18.8
Male Persons 2,285 2,582 2,850 3,048 2,919
Female Persons 167 230 273 319 310
60 and above Persons 943 707 587 540 374
% 5.7 4.2 3.4 3.1 2.1
Male Persons 903 658 533 487 336
Female Persons 40 49 54 53 38
By position Director, Audit & Supervisory Board Member*3 Persons 17 17 16 13 13
Male Persons 15 15 14 11 11
% 88.2 88.2 87.5 84.6 84.6
Female Persons 2 2 2 2 2
% 11.8 11.8 12.5 15.4 15.4
Executive officer and above Persons 24 24 25 26 30
Male Persons 24 24 25 25 29
% 100 100 100 96.2 96.7
Female Persons 0 0 0 1 1
% 0 0 0 3.8 3.3
Senior manager equivalent*4 Persons 869 917 987 1,071 746
Male Persons 862 910 979 1,064 739
% 99.2 99.2 99.2 99.3 99.1
Female Persons 7 7 8 7 7
% 0.8 0.8 0.8 0.7 0.9
Manager equivalent Persons 2,456 2,461 2,470 2,527 2,918
Male Persons 2,435 2,427 2,431 2,482 2,861
% 99.1 98.6 98.4 98.2 98.0
Female Persons 21 34 39 45 57
% 0.9 1.4 1.6 1.8 2.0
Assistant manager equivalent Persons 1,873 2,147 2,074 2,203 2,403
Male Persons 1,769 2,034 1,952 2,068 2,254
% 94.4 94.7 94.1 93.9 93.8
Female Persons 104 113 122 135 149
% 5.6 5.3 5.9 6.1 6.2

*1 Number of employees as of the fiscal year-end (includes temporary employees).

*2 Percentage figures will not necessarily add up to 100% as they are rounded up to the first decimal point.

*3 On June 25 2020, Kawasaki transitioned from a company with an Audit & Supervisory Board to a company with an Audit & Supervisory Committee.
The above numbers of Directors for fiscal 2019 and earlier include the number of Audit & Supervisory Board Members.

*4 Senior manager equivalent includes positions up to associate officer.

Number of Employees (consolidated global) *

(FY)

Unit 2017 2018 2019 2020 2021
Total employees Persons 35,805 35,691 36,332 36,691 36,587
Domestic group Persons 26,747 26,171 26,616 26,901 26,596
% 74.7 73.3 73.3 73.3 72.7
Overseas group Persons 9,058 9,520 9,716 9,790 9,991
% 25.3 26.7 26.7 26.7 27.3
By region Japan Persons 26,747 26,171 26,616 26,901 26,596
% 74.7 73.3 73.3 73.3 72.7
Europe Persons 704 750 734 702 757
% 2.0 2.1 2.0 1.9 2.1
Americas Persons 3,557 3,639 3,921 4,015 4,194
% 9.9 10.2 10.8 10.9 11.5
Asia Persons 4,758 5,092 5,023 5,033 5,001
% 13.3 14.3 13.8 13.7 13.7
Australia Persons 39 39 38 40 39
% 0.1 0.1 0.1 0.1 0.1

* Number of employees as of fiscal year-end.

Remuneration

Average Annual Remuneration (non-consolidated)

(FY)

Unit 2017 2018 2019 2020 2021
All employees Millions of yen 7.1 7.1 7.2 7.0 6.8
Male Millions of yen 7.2 7.2 7.3 7.1 7.0
Female Millions of yen 5.2 5.2 5.3 5.2 4.7
Average for managerial staff (basic pay only) Millions of yen 7.6 7.6 7.6 7.7 7.9
Male Millions of yen 7.6 7.6 7.6 7.7 7.9
Female Millions of yen 7.2 7.0 7.1 7.0 6.9
Average for managerial staff (basic pay plus bonuses, etc) Millions of yen 11.4 11.3 11.4 11.1 10.6
Male Millions of yen 11.4 11.4 11.4 11.1 10.6
Female Millions of yen 10.7 10.2 10.5 9.9 9.2
Average for general employees (basic pay only) Millions of yen 4.5 4.5 4.6 4.4 4.5
Male Millions of yen 4.5 4.6 4.6 4.5 4.7
Female Millions of yen 3.7 3.7 3.8 3.8 3.5

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