Kito responds to the need to safely lift, move and hold heavy loads in all industries and regions, and as a result makes it possible to create value without the constraints of gravity. As a corporate member of society we always bear in mind our responsibilities to maintain our commitment to legal compliance, which is our top priority, fair and transparent governance. We also promote clean, environmentally friendly manufacturing, and stay active with our social contributions.
Environmental protection
Kito helps create a rich, sustainable society where people live in harmony with the environment, working to reduce environmental impact and prevent pollution throughout our operations and total product life cycles, while continuously improving our management system and promoting environmentally conscious activities.
Social contribution
By producing and selling safe, durable hoists and cranes, Kito contributes not only to our customers, distributors, business partners and other direct stakeholders, but to society at large as well.
Environmental and Social Data
Kito’s Environmental and Social data from its business activities.
Data are based on KITO’s non-consolidated figures (Japan).
Environmental
Kito helps create a rich, sustainable society where people live in harmony with the environment, and works to reduce environmental impact and prevent pollution throughout our operations and total product life cycles while promoting environmentally conscious activities.
| Field | Item | Unit | FY2022 |
FY2023 |
FY2024 |
|---|---|---|---|---|---|
| Energy | Total energy input | GJ | 251,655*1 | 222,511*1 |
225,463*1 |
| Electric power usage | kwh | 20,680,638*1 | 18,236,740*1 |
18,089,135*1 |
|
| LPG usage | t | 16*1 | 15*1 |
16*1 |
|
| City gas usage | m3 | 1,017,990*1 | 895,860*1 |
988,660*1 |
|
| Gasoline usage | L | 92,150*1 | 100,985*1 |
107,032*1 |
|
|
Greenhouse gas emissions |
Scope1 | t-CO2 | 2,551*1 | 2,296*1 |
2,519*1 |
| Scope2 | t-CO2 | 5,917*1 | 3,086*1 |
2,877*1 |
|
| Scope3 (Calculated from FY2019) |
t-CO2 | 112,971*1 | 109,787*1 |
114,828*1 |
|
|
CO2 |
Emissions intensity | Emissions/ Weight of production |
1.380*1 | 0.915*1 |
0.886*1 |
| vs. previous fiscal year | % | 76*1 | 66*1 |
97*1 |
|
| Water resources | Water resource input | m3 | 127,120*1 | 197,354*1 |
195,345*1 |
| Water supply | m3 | 13,994*1 | 14,332*1 |
14,635*1 |
|
| Industrial water | m3 | 113,126*1 | 183,022*1 |
180,710*1 |
|
| Total discharge | m3 | 52,385*1 | 47,352*1 |
49,952*1 |
|
| Controlled substances | Input | t | 15 | 13 |
12 |
| Pollutant release and transfer register (PRTR) | Emissions and transfers | t | 7 | 6 | 5 |
| Organic solvents and VOCs | Amount used | t | 11*1 | 12*1 |
11*1 |
| Waste | Total waste | t | 2,421* | 2,178*1 |
1,969*1 |
| Environment-related laws and regulations | Number of violations | – | 0*1 | 0*1 |
0*1 |
Social
Kito believes that securing diverse human resources is the foundation for the company’s economic development and sustainable growth. We aim to be a group with high ethical standards, with our corporate philosophy as the unifying force of the organization.
| Field | Item | Unit | FY2022 | FY2023 | FY2024 | ||
|---|---|---|---|---|---|---|---|
| Employment | Number of employees | Total | – | 697 | 706 |
704*1 |
|
| Male | – | 559 | 563 |
563*1 |
|||
| Female | – | 138 | 143 |
141*1 |
|||
| Average employee age | Total | years | 42.4 | 42.0 |
42.4*1 |
||
| Male | years | 43.3 | 42.9 |
43.2*1 |
|||
| Female | years | 38.8 | 38.5 |
39.2*1 |
|||
| Years of service | Total | – | 17.4 | 17.3 |
17.8*1 |
||
| Male | – | 18.0 | 17.9 |
18.3*1 |
|||
| Female | – | 14.8 | 15.0 |
15.9*1 |
|||
| Number of non-japanese employees | Total | – | 14 | 15 |
17*1 |
||
| Employees by age | Under 30 | Total | – | 108 | 116 |
112*1 |
|
| Male | – | 85 | 89 |
84*1 |
|||
| Female | – | 23 | 27 |
28*1 |
|||
| 30-39 | Total | – | 158 | 160 |
156*1 |
||
| Male | – | 119 | 123 |
124*1 |
|||
| Female | – | 39 | 37 |
32*1 |
|||
| 40～49 | Total | – | 149 | 143 |
136*1 |
||
| Male | – | 113 | 108 |
102*1 |
|||
| Female | – | 36 | 35 |
34*1 |
|||
| 50～59 | Total | – | 239 | 240 |
244*1 |
||
| Male | – | 203 | 203 |
209*1 |
|||
| Female | – | 36 | 37 |
35*1 |
|||
| Over 60 | Total | – | 43 | 47 |
56*1 |
||
| Male | – | 39 | 40 |
44*1 |
|||
| Female | – | 4 | 7 |
12*1 |
|||
| Hires straight out of school | Total | – | 19 | 18 |
13*1 |
||
| Male | – | 16 | 15 |
10*1 |
|||
| Female | – | 3 | 3 |
3*1 |
|||
| Retention rate after 3 years | Total | % | 86.7 | 78.6 |
100.0 |
||
| Male | % | 91.7 | 70.0 |
100.0 |
|||
| Female | % | 66.7 | 100.0 |
100.0 |
|||
| Mid-career hires | Total | – | 20 | 12 |
4*1 |
||
| Male | – | 16 | 9 |
3*1 |
|||
| Female | – | 4 | 3 |
1*1 |
|||
| Number who leave | Total | – | 18 | 22 |
24*1 |
||
| Male | – | 15 | 20 |
20*1 |
|||
| Female | – | 3 | 2 |
4*1 |
|||
| Turnover | % | 3.0 | 3.1 |
3.4*1 |
|||
| Number of employees with disabilities | – | 36 | 39 |
36*1 |
|||
| Percentage of employees with disabilities | % | 7.0 | 7.8 |
7.5*1 |
|||
| Appointment of diverse human resources as directors | Appointment of diverse human resources as directors (Figures in parentheses indicate general managers and above) |
Male | – | 86（26） | 82（29） |
80（28）*1 |
|
| Female | – | 3（0） | 3（1） |
3（2）*1 |
|||
| Non-Japanese | – | 0（0） | 0（0） |
０（0）*1 |
|||
| Percent female | % | 3.0（0） | 3.5（3.3） |
3.6（6.7）*1 |
|||
| Upper management (Directors, corporate auditors, and executive officers) |
Total number | – | 15 | 14 |
13*1 |
||
| Male | – | 15 | 14 |
13*1 |
|||
| Female | – | 0 | 0 |
0*1 |
|||
| Non-Japanese | – | 6 | 3 |
3*1 |
|||
| Percent female | % | 0 | 0 |
0*1 |
|||
| Labor | Mean annual salary | Total | yen | 6,549,747 | 3,497,336*2 |
4,858,608*1 |
|
| Mean monthly salary for a 30-year-old *college graduate, career track |
yen | 258,792 | 280,499 |
299,384*1 |
|||
| Annual paid leave usage | Number of days granted | – | 18.8 | 18.9 |
19.0*1 |
||
| Number of days taken | – | 16.1 | 11.9 |
17.4*1 |
|||
| Number of days taken | % | 85.3 | 63.5 |
91.6*1 |
|||
| Number of employees taking maternity leave | – | 7 | 5 |
5*1 |
|||
| Number of employees taking childcare leave （Figures in parentheses indicate the number of employees who took childcare leave for one week or less.) |
Total | – | 12 | 22 |
20*1 |
||
| Male | – | 8（1） | 12（0） |
13（1）*1 |
|||
| Female | – | 4 | 10 |
7*1 |
|||
| Percent who return to work after childcare leave | % | 100 | 100 |
100*1 |
|||
| Number of employees taking time off to care for sick or injured children. | – | 10 | 8 |
11*1 |
|||
| Number of employees taking caregiver leave | – | 0 | 0 |
0*1 |
|||
| Number of employees taking short-term carergiver leave | – | 19 | 19 |
18*1 |
|||
| Education and training expense per employee | yen | 70,570 | 63,882 |
64,860*1 |
|||
| Safety | Frequency rate of industrial accidents | – | 5.41 | 3.00 |
3.09 |
||
| Other | Number of proposals for improvement that were given awards from officers | – | 343 | 209 |
294 |
||
| Annualized amount of effect of improvement proposals | Millions of yen | 79 | 53 |
164 |
|||
Figures marked with *1 are the aggregated results from January to December of the relevant year.
Figures marked with *2 are the aggregated results from April to December 2023.
Other than that, the results are from April to March of the following year.
CONTACT
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