Sustainable Growth Through Dialogue and Collaboration with Stakeholders
First written in FY2016. 5 of 7 entries say "Reframed", first in FY2017. Latest entry: FY2023.
Kawasaki Kisen moved to the "Worse" side of this theme in 2020, 4 years before the typical company in this theme (2024).
7 other companies' latest entry also says "Reframed".
- FY2023ReframedAnnual report
「In its 2022 review, the company newly identified materiality across 5 areas and 12 items.」
The company reorganized its previous CSR-centered list of key issues into 5 areas and 12 items, taking into account alignment with its business strategy and value creation: management foundation; safety and quality; environment and technology; digitalization; and human resources. - FY2022ReframedAnnual report
「Since 9 May 2022, the company has set out the following corporate philosophy, vision, and values it considers important as the group’s aspiration.」
The company reorganized its basic policy for sustainable growth from explanations of dialogue and collaboration with stakeholders and its mission as social infrastructure into a framework specifying its corporate philosophy, vision, and 6 values. - FY2021ReframedAnnual report
「The group regards safe and optimal services, fair business activities, an unrelenting commitment to transformation, and respect for humanity as important values, and operates globally as a comprehensive logistics group rooted in the maritime transport business. Recognizing its social mission as infrastructure supporting people's lives, it will support safe and reliable logistics worldwide while advancing initiatives toward decarbonization and lower carbon emissions.」
The company reorganized its framework for sustainable growth from dialogue and collaboration with stakeholders into a management policy integrating its values, mission as social infrastructure, decarbonization, and sustainability management. - FY2020ReframedAnnual report
「The group aims to remain a valued presence for stakeholders by leveraging its various forms of capital, driven by its 4 strengths—high technical capabilities, a high level of transport quality, global business operations, and the people and diversity that support transformation—and by providing safe and reliable maritime transport and logistics services as core infrastructure for logistics and trade that contributes to people’s prosperous lives worldwide.」
The company reorganized its framework for sustainable growth from dialogue and collaboration with stakeholders into an expression of value creation as comprehensive logistics and trade infrastructure driven by its 4 strengths. - FY2018RestatedAnnual report
「The company's long-term management policy sets out the following 2 key themes: ◆ A comprehensive maritime transport and logistics group with a stable earnings base and growth businesses founded on high-quality services and a strong customer base ◆ A corporate group that continuously creates corporate value while responding to changes in the environment through advanced risk management and governance systems」
The company continues to frame sustainable growth around high-quality services, its customer base, stable earnings, growth businesses, and risk management and governance. - FY2017ReframedAnnual report
「The company plans to address the following key themes during the 3-year period from fiscal 2017 through fiscal 2019: ① Shift in portfolio strategy ② Advancement of management control and strengthening of function-specific strategies ③ ESG initiatives」
The company broadened and reorganized its previous framework of stakeholder dialogue and collaboration into an "ESG initiatives" framework alongside portfolio strategy and management control. - FY2016First statedAnnual report
「Dialogue and collaboration with stakeholders (toward sustainable growth and enhanced corporate value)」
As the third key theme of its medium-term management plan, the company grouped together CSR, safe operations, environmental conservation, human resource development, and information disclosure.