Who owns kawasaki heavy industries

The Vehicle segment engages in the sale and manufacture of railroad vehicle. The Motorcycle and engine segment engages in the manufacture and sale of motorcycles, four-wheeled buggy vehicles ATV , versatile four-wheeled vehicles, personal watercraft jet skis , general-purpose gasoline engines.

The Other segment engages in the Brokerage and mediation of commerce, sales and orders. Kawasaki Environmental Plant Engineering Co. Kawasaki Naval Engine Service Ltd.

Kawasaki Heartfelt Service Co. English USA. English UK. English Canada. Deutsch Deutschland. Deutsch Schweiz. Nederlands Nederland. Latest News. Listed companies.

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Top Fundamentals. Top Technicals. One major reason for the company's success was the surprising turnaround in its shipbuilding segment. Although the global shipping industry fell into a major slump in the mids, Kawasaki's shipbuilding division managed to remain profitable.

Indeed, in Kawasaki Heavy Industries was the only leading Japanese shipbuilder to see a net earnings increase for the first half of the fiscal year. The company took further steps to firm up its market position in January , when it struck a major agreement with its longtime strategic partner in China, the China Ocean Shipping Co. Among the largest vessels of their kind ever built, the containerships would each span nearly 1, feet in length, and have a cargo capacity of more than 5, foot containers.

Still, the long-term profitability of new shipbuilding contracts remained in doubt. The industry-wide trend toward overcapacity, combined with aggressive competition from shipbuilders in South Korea, left Kawasaki struggling to earn consistent profits with its ships.

The company once again announced higher than expected profits in mid, but its shipbuilding sector saw an overall loss. Although market fluctuations briefly drove the shipbuilding line into profitability in the second half of , by the following year it had entered a definitive, prolonged slump, forcing the company to ponder a more radical approach to the problem. The company incurred losses in fiscal years and , much of these connected to restructuring costs, as well as to slumping revenues in its aerospace and general machinery divisions.

By May , with its shipbuilding segment in serious debt, Kawasaki began to consider whether or not it should spin off the division. At the same time, the early years of the 21st century witnessed a growing trend toward consolidation in the Japanese shipping industry. Clearly, the company had several routes it could take. In April , hoping to preserve some stake in its shipbuilding operations, the company entered into an agreement with Ishikawajima-Harima Heavy Industries Co. By the fall of that year, however, the companies abruptly terminated the deal, citing difficulties coming to acceptable terms.

Part of the turnaround came from increased demand for the company's liquefied natural gas carriers. Although Kawasaki saw another significant profit increase in , it fell back into the red the following year. While much of this abrupt turnaround came as a result of a cut in the company's deferred tax assets, the slide was in part due to the continued volatility of the global shipbuilding industry.

With the future of this time-honored division in question, in it remained to be seen how the company would come to a long-term resolution of the problem. Singapore ; Kawasaki Motors Phils. James Press, As consumers, we often take for granted all the hard work that goes into building a great company.

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