Here at Komatsu, we consider many aspects of our business to be valuable assets. Goods, money, information, and time are all irreplaceable facets of our day-to-day operations. However, the one resource that stands above all others in terms of value would be our employees. We are proud to maintain a culture that places our people at the forefront of our priorities, recognizing the importance of their roles in maintaining the quality of our products and the reputation of our company. Komatsu is thus dedicated to the development of our workforce, striving to foster an engaging work environment that provides opportunities for creativity and challenges to stimulate growth, all the while building on a relationship of mutual trust with our employees.
Komatsu is acutely aware of the differences pertaining to history and culture for each of the regions within which it operates. We are thus engaged in the creation of a personnel management system that tailors to the unique needs and circumstances of each region, whilst maintaining compliance with a set of basic policies as outlined below:
Komatsu recognizes the importance of providing an engaging workplace environment that recognizes and accurately rewards the achievements of its employees. This allows our people to take pride in the work that they do, motivating them to strive for greater heights within and without the workplace. To that end, we have incorporated an advanced system of evaluation that disregards age, gender, or nationality while assessing individual performance and abilities in order to provide a framework for fair recompense.
The most important aspect in the creation of a workplace that promotes wellbeing and effective working is the fair treatment of employees. As mentioned above, Komatsu's personnel management system accurately evaluates our employees, granting recompense based solely on merit. This system of assessment is enforced through multiple channels, such as evaluation training for both management and lower-level employees. An evaluation committee has also been established that works closely with labor unions in order to confirm that evaluations are fair and appropriately conducted. Finally, Komatsu provides individual feedback on evaluations to employees at both management and non-management positions, and has set up a consultation office through which employees can express complaints and concerns.
Having signed the United Nations Global Compact, Komatsu recognizes that freedom of association and the right to collective bargaining are intrinsic human rights that must be respected. Our engagements with labor unions thus reflect this commitment, showcasing our dedication to ensuring the best for our people. We have a labor contract with the Komatsu Labor Union, which is organized by approximately 11,000 of our employees across 8 of our Japanese branches. The Union employs a union-shop system, and the percentage of employees who are union members (number of unionized employees / total number of employees including management and other non-unionized employees) is 77.6%.
The Komatsu Labor Union is a member of its superior body, the All Komatsu Workers Union and a superior industry labor union, the Japanese Association of Metal, Machinery, and Manufacturing Workers. 12 of our consolidated subsidiaries and affiliates in Japan have labor contracts with a labor union that has joined the "All Komatsu Workers Union", making up a total of approximately 6,800 employees.
In addition to this, Komatsu continues to comply with legislation related to labor rights, while responding in an honest and transparent manner to all dialogues and discussions with individual employees and their representatives.
Komatsu Group is committed to eliminating and preventing every type of harassment. Each of our offices has a consultation desk to handle harassment-related issues and we are developing our readiness to promptly react to problems whenever they occur. Regularly providing harassment prevention training to all employees deepens each employee’s understanding of harassment and helps to build workplaces that enable employees to work safely and healthily and to stay considerate of each other’s perspectives.
|Number of harassment-related reports received (in Japan)||36|
|Harassment prevention training (in Japan)
(e-learning and group learning)
Improving employee engagement is essential for the company's sustainable growth. In 2021, we conducted a global engagement survey of domestic and overseas group companies. We analyzed the results by region and organization and identified the strengths of and challenges faced by each organization. These are reflected in various personnel policies and measures. We will continue to conduct the survey regularly to understand and analyze employee engagement and respond to ever-changing challenges. In this way, we aim to create an environment in which each and every one of our diverse employees can work with more vitality and enthusiasm.
|Number of respondent||72% of the Employees (about 63,000 employees) of Komatsu and its Group companies in Japan and other countries responded|
|Objectives||To regularly identify and analyze employee engagement, clarify our strengths and challenges at that time and take them into consideration when discussing and deciding plans for the future|
|Survey overview||Sixty questions about employee engagement and subjects that may influence it, such as vision, strategic and competitive advantages, leadership and corporate climate and work environment|
|Methodology||Anonymous online survey|
|Results||Engagement Score Overseas: 79, Japan: 69 (Score is the percentage of positive responses)|
|Total||College graduate||Junior college graduate||High-school graduate|
|Total||Excluding blue-collar work||Total||Male||Female||Total||Male||Female||Total||Male||Female|
|Total||Mid-career employment ratio||College graduate||Others|
|Total||Excluding blue-collar work||Total||Excluding blue-collar work||Total||Male||Female||Total||Male||Female|
|Number of employee turnover in FY2021
(Total turnover rate/Voluntary turnover rate)
|New employees (FY2019)||352||290||62|
|Employee turnover［for 3 years］
(Female employees percentage)
(Foreign employees percentage)
(Mid-career employees percentage)
|Directors and Global officers||61||2
|Executive officers (Domestic)||27||2