Read the history
Challenge –
Development
1997–2010
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1997
Transforming management
Toshio Kamei was appointed as the eleventh company president in 1997. The Japanese economy had been in a slump since the burst of the bubble economy, and Japanese export companies had been greatly impacted by the sharp appreciation of the yen starting in 1999. The fundamental policy of our medium-term business plan in 2000 was to transition from an order-based business model to a proposal-based one that addressed the true needs of our customers. From 2001, Kawasaki also began transforming its business structure with a focus on selection and concentration, and we introduced the internal company and executive officer systems.
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2002
Implementation of reforms by spinning divisions off into independent entities
Divisions were spun off into independent entities to enable business operations to be conducted in a quick and efficient manner, and to transform the management structure to one that could flexibly respond to changes in the business environment.
In 2002, the Shipping Division was spun off, and Kawasaki Shipbuilding Corporation was established.
In 2002, the Precision Machinery Division was spun off, and Kawasaki Precision Machinery Ltd. was established.
In 2005, the plant business was spun off, and Kawasaki Plant Systems, Ltd. was established.
In 2006, the Environmental Business was spun off, and Kawasaki Environmental Engineering, Ltd. was established.
In 2003, EarthTechnica Co., Ltd. was established for the crushing equipment business. -
2010
Integrating four Group companies to consolidate technologies and know-how, and cultivate new businesses
Kawasaki Shipbuilding Corporation, Kawasaki Precision Machinery, and Kawasaki Plant Systems were re-merged with the main company for the quick and efficient integration and utilization of the entire Group’s intellectual assets.
Firm handshake to mark the merger of the four Group companies