Komatsu formulated its CSR themes in 2010, placing CSR activities as the ones to respond to social needs through core business, upon much discussion on defining initiatives that would both be of value to society and to Komatsu.
Also, in the Mid-Term Management Plan announced in April 2019, we touch upon the growth strategy in our core business in relation with our CSR themes, and are striving for sustainable growth through a positive cycle of improving earnings and solving ESG issues.
In addition, even in social contribution activities that do not aim at direct profitability, we strive to contribute to society in a way that draws on the strengths of our core business through initiatives aligned with our CSR themes.
In 2010, with the support of Business for Social Responsibility (BSR), a nonprofit organization, Komatsu undertook a materiality assessment to accomplish the following objectives:
From an extensive list of CSR issues, we selected those relevant to Komatsu as a construction/mining and industrial equipment manufacturer. We then evaluated CSR issues based on their importance to our business. To understand the relevance of CSR issues to our business, we interviewed senior executives across our company, including the heads of regions outside Japan. These interviews helped us in understanding the degree to which CSR issues impact our business priorities and operations. We then evaluated CSR issues based on their importance to our stakeholders. To understand the relevance of CSR issues to our stakeholders, we reviewed external reports, viewpoints, and public statements published by governments and policy makers, issue experts and advocates, media, suppliers, and customers. We also took into consideration the BSR's view of stakeholder importance.
We evaluated CSR issues based on the degree of importance to our business shown on the horizontal axis, and the degree of importance to our stakeholders shown on the vertical axis.
The CSR issues of more importance to both businesses and stakeholders are placed in the top right quadrant. We narrowed our focus to sixteen material issues across six categories. By focusing on these material issues that have the most impact on our business and stakeholders, we believe that we are in a strong position to leverage our core strengths as an equipment manufacturer, and create lasting social impact going forward.
|Products, Services, and Customers||
|Ethics and Governance||
We identified three CSR Themes via a two-pronged approach, basing them on our material issues and through internal/external dialogues within the company and with BSR.
Komatsu's CSR Themes
In order to achieve our goals for each of the three areas, we have determined priority activities that align with the mid-term management plan as “activities through our core businesses”. In addition to its main business, Komatsu believes it is the responsibility of a business to engage in “social contribution activities” in the local community where business is conducted. Komatsu is engaging in the following social contributory activities that make the most of the know-how developed in our main business.
|CSR Themes||Key Business Activities|
|Activities through the core business||Social Contribution Activities|
|Enhancing Quality of Life
-Providing products required by society -
|• Provide products, service and solutions contributing to
sustainable development of infrastructure, natural resources and
circular environmental protection
(remanufacturing and forestry).
• Improve productivity, efficiency, safety and environmental impact
(lower CO2 emissions and higher ratio of renewable energy use)
through innovations, such as automation in the entire value chain.
• Make commitment to DANTOTSU Value which will realize better
Earth and future by means of technology and reliability (creation and
maximization of customer value).
|Developing People||• Develop a diverse workforce with a high level of
productivity and technical skills.
• Strengthen and develop diverse and global-scope talent
to help achieve sustainable workplaces.
• Develop talent with cross-value chain capabilities
|Growing with Society||• Offer resolutions for social issues through collaboration
• Act as a responsible corporate citizen ensuring corporate
governance, compliance, and human rights.
In light of the emphasis on corporate efforts towards ESG (Environmental, Social, Governance), Komatsu announced the Mid-range Management Plan in April 2016 which stated that Komatsu places emphasis on ESG. In incorporating ESG into the Mid-range Management Plan, we re-examine the relationship between Komatsu's business and CSR initiatives, reveal the direction we are currently taking, and how Komatsu's CSR activities link to the SDGs (Sustainable Development Goals) adopted by the United Nations as a common goal aimed at by the international community.
The SDGs, officially known as the 2030 Agenda for Sustainable Development is a set of 17 goals with 169 targets covering a broad range of sustainable development issues, which was adopted at the United Nations General Assembly in September, 2015.
Based on the discussions, we did a thorough analysis to compare the 17 SDG goals and their accompanying 169 SDG targets with our CSR activities and themes. We evaluated 1) whether there is a relation, and 2) the depth of the relation.
[Table 1: Komatsu's CSR priority areas / Priority activities and SDG goals]
For example, one of our CSR activities is providing products and services that contribute to infrastructure development and improve the quality of life. For each SDG goal and target, we compared our activity: For example, for SDG Goal #1, we compared as follows;
<Example 1> SDG Goal #1 (No poverty)
<Example 2> SDG Goal #9 (Industry Innovation and Infrastructure)
The same process was followed for all SDG targets and all of Komatsu's CSR activities. On Table 1, the number in the cell represents the SDG target(s) where there is a relation, and the color (dark/medium/light) indicates the depth of the relation (direct or indirect).
According to the team's analysis, five SDG goals have a strong relationship with Komatsu's three CSR Themes. By focusing on these five SDG goals, Komatsu contribute to all the SDG goals comprehensively since it is proved that each SDG goal is mutually intertwined.
Table 2 explains how Komatsu's business and CSR activities contribute to the five SDG goals and targets that have the strongest ties to Komatsu's business.
[Table 2: Co-relation between SDG Goals and Komatsu Business/CSR]
Our next steps are to engage with additional internal and external stakeholders, share this information and follow the Plan-Do-Check-Act method to validate the analysis and establish an action plan.
Following this analysis, we are now reviewing what additional opportunities exist for Komatsu to make an increased contribution to the achievement of the SDGs, focusing on SDGs 8, 9, 11, 13, and 17. We will prioritize opportunities that contribute to the SDGs by creating value for stakeholders and shareholders, and will communicate progress in future Komatsu reports.