Komatsu regards human resources as one of its important management resources for creating new value. Approximately 90% of Komatsu’s net sales are generated overseas, and about 70% of its approximately 67,000 Group employees work outside Japan. Komatsu believes that bringing out the full potential and individuality of employees with diverse backgrounds leads to the creation of innovation and the sustainable enhancement of corporate value, and it therefore continues to invest in human resources. Under the Strategic Growth Plan, Komatsu is further strengthening human capital management by implementing measures with an even greater awareness of their connection to its management strategy.
Komatsu established a global HR vision to create an environment in which global and diverse members can work together as a team for the growth of the business. Under this policy, we seek to enhance corporate value sustainably driven by a positive cycle of growth for both Komatsu and our employees. Our Company perspective focuses on 1) secure talent, 2) right people, right place, 3) development of future leaders, and 4) cost management. Our individual employee perspective emphasizes 1) joining an attractive workplace, 2) engaging in a challenging and/or meaningful job, 3) continuous growth and development, and 4) fair rewards and meaningful recognition. Based on both perspectives, we aim to maximize a uniquely Komatsu employee experience through a uniquely Komatsu employee journey (career development).
To realize this vision, we have set forth the priority initiatives undertaken by our human resources and HR development divisions to include creating workplaces where all individuals can shine as their authentic selves, wherever they are. To support these initiatives, we continue to focus on three foundational initiatives: creating a physically and mentally safe workplace, advancing the digital transformation of HR, and pursuing diversity and inclusion (D&I). Komatsu also formulates and implements action plans based on regular engagement surveys, assesses the effectiveness of these plans, and utilizes the results in subsequent initiatives.
In addition, Komatsu defines the following basic human resources policies in Komatsu’s Worldwide Code of Business Conduct and establishes personnel systems that reflect local circumstances and are appropriate for each region.
Komatsu implements the priority initiatives of our Strategic Growth Plan to adapt to a rapidly changing business environment. We incorporate a human resources perspective into our analysis of the external environment surrounding our company to determine the direction of our human resources strategy and the personnel and training measures needed to support that strategy. We advance various initiatives under our human resources strategies by dividing the initiatives into two categories: initiatives implemented globally across the entire Group and initiatives advanced effectively and efficiently according to the characteristics of each region and business. The Komatsu Way Promotion Committee serves as the forum to discuss various HR initiatives. Chaired by the President, the committee brings together Executive Officers and Global Officers from Japan and overseas to discuss our human resources strategy, as well as HR and talent development initiatives. We also hold a regular Global HR Meeting attended by the heads of HR departments at major Group companies outside of Japan. These meetings provide a forum to develop a common understanding of key challenges, discuss HR initiatives, and exchange insights gained through implementing those initiatives.
The Komatsu Group is a global enterprise in which diverse employees with different nationalities and ways of thinking come together as one. The shared values that connect these diverse employees are embodied in the Komatsu Way. Based on the spirit of Komatsu’s founding, the Komatsu Way codifies the corporate culture built by our predecessors and provides more specific behavioral guidelines for putting “Our Values” into practice—the attitudes employees should uphold: “Take on challenges,” “See things through,” “Create together,” and “Act with integrity.” Komatsu aims to foster a corporate culture in which employees share the values that should be maintained as Komatsu’s strengths, respect one another’s unique perspectives, leverage those perspectives together, and create innovation.
To disseminate and practice the Komatsu Way at all Komatsu Group companies around the world, Komatsu conducts various promotion activities and human resource development programs. The Komatsu Way is incorporated into internal training programs, where explanations and group discussions are provided to deepen employees’ awareness and understanding. In workplaces, regular meetings are held to explain the underlying concepts and share personal experiences, thereby promoting communication across generations and encouraging the passing on and embedding of the Komatsu Way.
Since 2007, Komatsu has been engaged in brand management activities to "be indispensable to our customers and continue to be their partner of choice. "Through these activities, Komatsu seeks to deepen relationships with customers by visiting customer workplaces, understanding their ideals, and working together with customers to help achieve their goals through the concerted efforts of the Komatsu Group and its distributors.
In January 2025, Komatsu released the fourth edition of the Komatsu Way, clarifying the relationship between Komatsu’s purpose and values, and the Komatsu Way, and revising its content in light of changes in the internal and external environment.
To ensure that all employees can understand the Komatsu Way in their native languages, Komatsu provides electronic booklets and e-learning programs in 13 languages. In addition, Komatsu is strengthening promotion activities by globally sharing examples and episodes of how the Komatsu Way is practiced in each workplace and region, helping each employee see it as personally relevant and deepen their understanding. With regard to TQM (Total Quality Management), Komatsu incorporates it into level-specific training curricula in Japan and provides education according to employees’ years of service and roles. Globally, the local instructor development program is now in its third year, and progress is being made in establishing frameworks that enable overseas subsidiaries to conduct training autonomously, steadily expanding the concepts and practice of TQM to each region.
Komatsu will continue to provide human resource development opportunities for all employees, systematically promote the global dissemination and embedding of the Komatsu Way and TQM, and contribute to the growth of the entire Komatsu Group by developing personnel who will carry these principles forward to the next generation.
| Name of training course | Course participants | Targets | Training dates (in FY2025) | Number of participants/cases (in FY2025) |
|---|---|---|---|---|
| Komatsu Way training | Training content tailored to each job level | To promote understanding and practice of the Komatsu Way | Year round | 1,282 |
| Introduction to the fourth edition of the Komatsu Way e-learning | All employees in Japan and overseas | To promote understanding and practice of the fourth edition of the Komatsu Way | October and November 2025 | Rolled out to all employees in Japan and overseas |
| TQM training: Introductory, Basic, Intermediate, Advanced, and Manager Levels (Japan) | Training content tailored to each job level | To promote understanding and practice of TQM | Year round | 1,868 |
| TQM instructor development training | Employees of overseas subsidiaries | To train local instructors capable of conducting TQM training in each region and company | November 2025 | 12 |
| QC Circle promotion officer training | QC Circle promotion office and promotion officers | To revitalize QC Circle activities and learn smooth operation methods | June and July 2025 | 62 |
| QC Circle leader training | QC Circle leader | To learn the mindset and methods necessary for QC Circle activities | February and March 2026 | 129 |
| All Komatsu QC convention | Selected from the Komatsu Group in Japan and overseas | To present improvement activities as OJT and strengthen awareness of the Komatsu Way practices | November 2025 | 93 improvement presentations (including 31 from overseas) Number of on-site attendees: approximately 600 |
