KAWASAKI HEAVY INDUSTRIES, LTD.Plant & Infrastructure Engineering segments. Moreover, demandfor passenger air travel and conditions in shipping markets mayhave an impact on the Aerospace and Shipbuilding segments,respectively. Disputes and political changes may have an effecton the Company’s overseas projects.(2) Fluctuations in Foreign Exchange RatesDuring fiscal <strong>2008</strong>, overseas sales accounted for 54.7% ofconsolidated net sales. Accordingly, the Group has a substantialvolume of transactions denominated in U.S. dollars, euros,and other currencies. To reduce foreign exchange risk, theGroup is working to increase the ratio of the total cost ofgoods sold that is denominated in foreign currencies and,while taking into due account trends in foreign exchangerates, endeavors to take flexible measures to hedge the effectof exchange rate fluctuations through the use of forward contractsand other hedging techniques. However, the majority ofthe Group’s manufacturing facilities are located in Japan, andits sales to overseas markets are, therefore, subject to foreignexchange fluctuation risk.(3) Fluctuations in Prices of Raw MaterialsSince the Group has many projects that require considerabletime for completion, from the receipt of orders to final delivery,fluctuations in the prices of steel and other raw materials mayhave an impact on the profitability of such projects. Accordingly,the Group is subject to the risk of fluctuations in prices ofraw materials.(4) Government RegulationsThe Group conducts its business activities in compliance withthe restrictions in effect, including laws and regulations, inthe countries and regions where it operates. However, theGroup’s operations may be affected if such restrictions aresubject to unpredictable changes and if new restrictions areput into effect.CORPORATE GOVERNANCE(1) Basic Stance toward Corporate Governance—Enhancing Internal Control SystemsKHI has created a corporate governance structure appropriatefor its operations, with members of the Board of Directors andauditors playing central roles, and is working to enhance andimprove its internal control systems. Specific aspects of thissystem are as follows. Regarding the decision making and theconduct of operations of directors and employees, the scopeof authority, responsibilities, and duties of directors andemployees are clearly stated in the Company’s internal rules.In addition, those responsible are required to keep records ofactual decisions made and the conduct of operations, and anauditing system has been established to check on whether thecontent and form of these decisions and conduct of operationsare in accordance with the Company’s internal rules. As aresult, the basic stance of the KHI Group as a whole regardingcorporate governance is to endeavor to increase its corporatevalue through the highly transparent, efficient, and soundmanagement of its operations as the Group works to buildsmooth relationships with all its stakeholders, including shareholders,customers, employees, and the community.(2) KHI’s Corporate Governance Framework1. Conduct of OperationsKHI has established a Board of Directors with nine memberswho are responsible for formulating management strategy andsupervising the conduct of operations. In addition, to createa management system that can respond quickly to changesin the operating environment, executive officers are appointedby the Board of Directors to be responsible for the day-to-dayconduct of business operations.The Board of Directors decides on the basic objectives andpolicies for the conduct of operations as it formulates managementplans. These objectives and policies are then transmittedto all the executive officers and reviewed in detail to ensurefull understanding at the meeting of the Group ExecutiveOfficer Committee. Subsequently, the Management Committee,which is composed of representative directors and managementresponsible for major subsidiaries, and the Board ofDirectors follow up on the implementation of managementplans. To make the responsibility for management clear, thecompensation of directors is incentive-based, reflecting corporateperformance, and directors must stand for re-electionannually. For major management issues, the ManagementCommittee discusses such issues in detail, and then designatedmatters are decided by the Board of Directors. The ManagementCommittee, in principle, meets three times a month, and discussesmanagement policy, management strategy, importantmanagement issues, and other matters from the perspectiveof the Group as a whole.2. Auditing FunctionsKHI has formed a Board of Auditors with four members (twoof whom are outside auditors), and, under the provisions ofJapanese Corporate Law, the Board of Auditors conductsexaminations of business operations and audits the financial32
ANNUAL REPORT <strong>2008</strong>accounts. Accordingly, the corporate auditors examine andmonitor the state of operations and Group assets through anumber of activities. These include attending the meetings ofthe Board of Directors and the Management Committee,examining important documents, holding periodic meetingswith the representative directors, and auditing KHI’s divisionsand subsidiaries. In addition, the two outside corporate auditorson the Board of Auditors, who have no transactions orother relationships that represent a conflict of interest, performtheir surveillance duties as neutral and objective thirdparties. The internal corporate auditors share informationwith the outside corporate auditors and work to enhance theeffectiveness of their management surveillance functions.Please note that the contracts signed between theCompany and the outside corporate auditors, the scope ofwhose authority is based on Article 427-1 of the JapaneseCorporate Law and Article 43 of KHI’s Articles of Incorporation,provide for a limit on compensation to the outside auditors ofthe higher of ¥10 million or the amount stipulated in Article425-1 of the Corporate Law (the equivalent of two years’compensation paid to the corporate auditors).Moreover, KHI has appointed KPMG AZSA & Co. as itsindependent public accounting firm, and this firm conductsaudits of the Company’s financial statements. The corporateauditors and the Board of Auditors receive reports regardingthe accounting audit, including the outline of the audit plansof the independent accounting firm, the items the accountingfirm selects for particular focus, and other matters. In addition,the Board of Auditors explains the Company’s auditingplans to the independent public accounting firm. <strong>Report</strong>s onthe results of audits by the accounting firm are presentedperiodically (twice annually), and the corporate auditors andthe accounting firm work closely together, exchanging informationand opinions. As deemed necessary, the corporateauditors attend the audits conducted by the independentaccounting firm and receive reports from time to time fromthe accounting firm.Moreover, separately from the auditing activities previouslymentioned, which are based on the Corporate Law, KHI’sAuditing Department, which acts as the internal auditing unit,monitors the overall conduct of management activities withinthe KHI Group and carries out audits on a continuing basis ofwhether operations are being conducted appropriately and incompliance with laws and internal rules as well as other matterswhile endeavoring to upgrade internal control functions.In addition, to raise the level of auditing activities, the corporateauditors and the Auditing Department exchange informationon a monthly basis and share information regarding theresults of their auditing activities and items they have singledout for attention.3. Compliance SystemsAlong with updating and improving internal regulations relatedto ethical matters, in addition to the CSR Committee, KHIhas formed compliance committees in each of its organizationalunits in Japan to take the initiative in promoting the selfassessmentand verification of compliance. In addition, aCompliance Guidebook has been prepared and distributed toemployees, not only of the parent company but also to thoseof virtually all subsidiaries and affiliates in Japan, and measuresare being implemented to conduct various forms of compliancetraining, including “e-learning,” along with concertedefforts to raise the level of awareness of compliance matterswithin the Group. In addition to these initiatives, a Compliance<strong>Report</strong>ing and Consultation System has been created throughan outside legal office to enable employees to receive advicewithout being concerned about being observed by otheremployees.(3) Compensation Paid to Directorsand Corporate AuditorsDuring the fiscal year under review, the amounts of compensationpaid to the Company’s directors and corporate auditorswere as follows.Amounts Paid (Millions of yen)Directors Corporate Auditors TotalCompensation based on the Articles of Incorporation anddecisions of the General Meeting of Shareholders ¥605 ¥74 ¥679Retirement payments based on decisions of theGeneral Meeting of Shareholders 23 — 23Total ¥628 ¥74 ¥70233
- Page 1 and 2: Annual Report 2008Year ended March
- Page 3: Consolidated Financial HighlightsKa
- Page 6 and 7: KAWASAKI HEAVY INDUSTRIES, LTD.Thus
- Page 8 and 9: An Interview with Tadaharu Ohashi,
- Page 10 and 11: KAWASAKI HEAVY INDUSTRIES, LTD.Q:Wh
- Page 12 and 13: AbcdeKawasaki Heavy Industries, Ltd
- Page 14 and 15: Review of OperationsKAWASAKI HEAVY
- Page 16 and 17: Review of OperationsKAWASAKI HEAVY
- Page 18 and 19: Review of OperationsKAWASAKI HEAVY
- Page 20 and 21: Review of OperationsKAWASAKI HEAVY
- Page 22 and 23: Review of OperationsKAWASAKI HEAVY
- Page 24 and 25: Review of OperationsKAWASAKI HEAVY
- Page 26 and 27: Review of OperationsKAWASAKI HEAVY
- Page 28 and 29: Six-Year Abcde SummaryKawasaki Heav
- Page 30 and 31: KAWASAKI HEAVY INDUSTRIES, LTD.annu
- Page 32 and 33: KAWASAKI HEAVY INDUSTRIES, LTD.Euro
- Page 36 and 37: Consolidated Balance SheetsKawasaki
- Page 38 and 39: Consolidated Statements of IncomeKa
- Page 40 and 41: Consolidated Statements of Cash Flo
- Page 42 and 43: Notes to the Consolidated Financial
- Page 44 and 45: KAWASAKI HEAVY INDUSTRIES, LTD.(r)
- Page 46 and 47: KAWASAKI HEAVY INDUSTRIES, LTD.(d)
- Page 48 and 49: KAWASAKI HEAVY INDUSTRIES, LTD.Basi
- Page 50 and 51: KAWASAKI HEAVY INDUSTRIES, LTD.(c)
- Page 52 and 53: KAWASAKI HEAVY INDUSTRIES, LTD.(a)
- Page 54 and 55: KAWASAKI HEAVY INDUSTRIES, LTD.The
- Page 56: KAWASAKI HEAVY INDUSTRIES, LTD.(d)
- Page 59 and 60: ANNUAL REPORT 2008EXECUTIVE OFFICER
- Page 61 and 62: ANNUAL REPORT 2008Paid-in CapitalEq
- Page 63 and 64: NetworkANNUAL REPORT 2008Kobe Head
- Page 65 and 66: Corporate DataANNUAL REPORT 2008Kaw