As part of efforts to establish a foundation that supports various measures, Komatsu is working to create a workplace environment that is safe both physically and psychologically, and to promote diversity and inclusion, among other initiatives.
The Komatsu Group is committed to eliminating and preventing all forms of discrimination and harassment. Each of our business sites has a designated harassment consultation desk, and we have established a system to promptly address issues as they arise. When a consultation is received, we conduct a careful investigation with utmost respect for the privacy of the person seeking consultation, implement any necessary corrective measures, and take action to prevent recurrence, while also providing follow-up support to the person who raised the concern. Additionally, we regularly conduct training to prevent discrimination and harassment for all employees at all levels. This fosters a deeper understanding of discrimination and harassment issues among employees, encourages empathy and consideration for each other’s positions, and contributes to the creation of a safe and healthy work environment.
| Number of consultations received by harassment consultation desks (in Japan) | 35 |
| Harassment and discrimination prevention training (in Japan) (e-learning and group training) |
|
Komatsu communicates a top message that diversity and inclusion (D&I) expands perspectives, accelerates efforts to take on challenges, and drives innovation. Under this message, we believe that creating an environment in which employees recognize and leverage each other’s individuality and capabilities leads to the creation of innovation and, ultimately, the growth of the Company as a whole. Based on this belief, we pursue D&I by developing an environment in which diverse talent can thrive, supporting diverse working styles, and enhancing various systems that help employees balance work with childcare, family care, and medical treatment.
In addition, to deepen employees’ understanding of diversity and respect for individuality and to foster a workplace where everyone can work with confidence, we conduct D&I Literacy Enhancement Activities, including the distribution of D&I-related videos (such as top messages, basic knowledge, and workplace case studies) and articles. These videos have been translated into 13 languages and are distributed globally. Going forward, we will continue to promote the sharing of knowledge and expertise on a global basis while strengthening collaboration with our overseas subsidiaries to further embed and reinforce D&I throughout the Group.
As part of our gender diversity initiatives, we have set target values for the ratio of women among regular employees and the ratio of women in management positions as global consolidated KPIs. Toward achieving these targets, we are implementing a range of measures, including the proactive recruitment of women, structured development through training programs, the creation of environments that support continued career growth, and the active appointment of women to roles with greater responsibility and authority. These initiatives not only promote the advancement of women but also contribute to building a workplace environment where everyone can work comfortably and fully demonstrate their abilities. Komatsu will continue to promote these efforts across the entire Group.
(1) Status of appointments to executive and managerial positions
| FY2025 | |||||
|---|---|---|---|---|---|
| Total | Of which female employees (ratio of female employees) |
Of which employees of foreign nationality (ratio of employees of foreign nationality) |
Of which experienced hires (ratio of experienced hires) |
||
| Executives and Global Officers | 52 | 3 (5.8％) |
13 (25.0％) |
12 (23.1％) |
|
| Of which Executive Officers in Japan | 26 | 1 (3.8％) |
0 (0.0％) |
1 (3.8％) |
|
| All managers | 1,934 | 178 (9.2％) |
19 (1.0％) |
436 (22.5％) |
|
| Of which General Manager level and above | 429 | 16 (3.7％) |
0 (0.0％) |
64 (14.9％) |
|
(2) Status of female employees
| FY2023 | FY2024 | FY2025 | ||
|---|---|---|---|---|
| Global consolidated | ||||
| Ratio of female regular employees | 14.5％ | 14.9％ | 15.2％ | |
| Ratio of female managers | 11.1％ | 11.9％ | 11.7％ | |
| Komatsu Ltd. non-consolidated | ||||
| Number of female regular employees (ratio) |
1,564 (12.6％) |
1,624 (13.0％) |
1,661 (13.2％) |
|
| Number of female employees in management positions (ratio) |
376 (10.1％) |
411 (10.6％) |
445 (11.2％) |
|
| Of which, female employees in senior management positions (ratio) |
15 (3.4％) |
17 (3.9％) |
16 (3.7％) |
|
| Of which, female employees in middle management positions (ratio) |
148 (10.2％) |
155 (10.6％) |
162 (10.8％) |
|
| Of which, female employees in junior management positions (ratio) |
213 (11.5％) |
239 (12.2％) |
267 (13.1％) |
|
| Number of female research-related employees (ratio) |
157 (5.1％) |
174 (5.6％) |
186 (6.0％) |
|
Komatsu is committed to creating a workplace environment in which all employees can perform to their full potential with confidence, regardless of their sexual orientation or gender identity. In "Komatsu’s Worldwide Code of Business Conduct", the Company stipulates the prohibition of unfair discrimination based on sexual orientation and gender identity, in addition to nationality, race, religion, age, sex, and disability status. Inappropriate conduct or remarks related to such matters are treated as harassment and addressed rigorously. As specific initiatives, the Company has established an in-house consultation desk for LGBTQ related matters, introduced recognition of same-sex partnership and expanded the scope of welfare benefits. In addition, the Company incorporates these topics into level-specific training programs and distributes videos to all employees to promote understanding and raise awareness.
Komatsu has set the employment rate of persons with disabilities as a KPI under the Strategic Growth Plan and is implementing various initiatives across the Group.
In March 2008, Komatsu established the Business Creation Center (BCC) within the Human Resources Department as a dedicated organization to promote the employment of persons with disabilities at Komatsu. Employees with intellectual or developmental disabilities work at BCC, which currently operates at 11 locations. By having the BCC perform operations that had previously been outsourced, as well as various clerical tasks and manufacturing support tasks, Komatsu is both expanding BCC’s job scope and improving operational efficiency across the company. Advisors are assigned to each business site to provide training and advice on daily tasks. Employees at BCC are not simply given tasks—they participate in management by objectives interviews semiannually, like other employees, and their approach to work and achievements are appropriately evaluated, with the results reflected in compensation and other treatment. This system encourages each individual to work toward their own goals and fosters development toward greater independence and self-sufficiency.
Through such efforts, Komatsu is not merely focused on achieving a numerical target for the employment rate. Rather, it aims to create a workplace where employees with disabilities and other employees work together, and where everyone can find fulfillment in their work.
| FY2023 | FY2024 | FY2025 | |
|---|---|---|---|
| Employment ratio of persons with disabilities | 2.72％ | 2.78％ | 2.90％ |
| Number of BCC locations | 10 | 10 | 11 |
| Number of BCC staff members | 155 | 166 | 175 |
As Japan’s birthrate declines and its population ages, we believe that efforts to improve employee productivity across all generations and to further enable senior employees to play active roles as valuable members of the workforce are not only a response to societal expectations but also a way to ensure our sustainable growth.
Komatsu has been promoting initiatives to achieve the above, including the introduction of a post-retirement reemployment system in 2006 and the reemployment of all applicants up to the age of 65 (for general employees) since 2013. Since 2021, Komatsu has implemented a selective retirement age system across all Komatsu Group companies in Japan, allowing employees to choose a retirement age of up to 65. Moreover, Komatsu is expanding its support framework to enable employees not only to continue working at Komatsu with peace of mind, but also to realize work styles based on their own values, by providing training opportunities for employees to reflect on their career and life plan, a paid leave system for skills development, and a financial aid system.
Systems and measures related to employment and career support for senior employees
| Systems and Measures | Content |
|---|---|
| Selective retirement system | Employees can choose to retire at age 60, 62 (management), or 65 (general employees). Employees who choose to retire at age 62 or 65 receive the same treatment as before age 60. |
| Part-time work system | This system allows employees to work part-time when they choose to retire at age 60 or 62 and are rehired after retirement. Working hours can be set from 1/2 to 3/4 of those of full-time employees and not only working hours per day but also the number of working days per week can be set. |
| Second job system | Part-time employees who have been rehired after retirement can work a second job under certain conditions to support their careers. |
| Career support system | (1) Career Life Plan Seminar All employees aged 45 and older are encouraged to develop a proactive and autonomous career vision by considering their work prospects, work style, lifestyle, and financial plan. (2) Outplacement Support System A skills development leave system and outplacement services for employees aged 45 and older who want to progress their careers outside the company. |
| FY2023 | FY2024 | FY2025 | |||
|---|---|---|---|---|---|
| Reached age 60 | 301 | 265 | 278 | ||
| Continued employment after age 60 | 282 | 244 | 254 | ||
| Chose to retire at age 62 or 65 | 262 | 227 | 239 | ||
| Rehired after retirement at age 60 | 20 | 17 | 15 | ||
| Retired at age 60 (Retirement rate at age 60) |
19 (6.3％) |
21 (7.9％) |
24 (8.6％) |
||
To realize diverse work styles, Komatsu promotes flexible and autonomous work styles that are not restricted by location or time. This includes the expansion of the “telework system” in FY2020 to allow employees to continue their careers and improve productivity and the abolition of core hours in the “flextime system” in FY2021.
| Main System and Measures | Content | |
|---|---|---|
| Creation of diverse work styles | Flextime system | Flexible work hours (5:00~22:00) with flexible start and end times (no core time). |
| Discretionary work system | A work system for employees who engage in highly discretionary work, such as R&D. Under this system, employees can execute their work at their discretion. | |
| Telework system | Work from home as often as desired to support career continuity and increased productivity. Telework allowance paid. | |
Komatsu promotes employees’ work-life balance by reducing total actual working hours and establishing various support systems. To reduce total actual working hours, Komatsu works with the labor union to achieve the specific targets of “less than 2,100 working hours per year and at least 20 days of annual paid leave taken by each employee,” based on compliance with the 36 Agreement. To steadily promote these initiatives, Komatsu regularly monitors working hours, the status of annual paid leave taken, and overtime work. As necessary, it checks the status of each workplace and takes measures for improvement. When overtime work occurs, Komatsu appropriately pays overtime allowances, holiday work pay, and other applicable compensation to eligible employees in accordance with laws and regulations and internal rules. Moreover, in developing its employee systems, Komatsu promotes initiatives not only to help employees achieve work-life balance but also to ensure safe and healthy work styles, for example, through the “Interval System” between workdays.
Komatsu has also expanded its safety net by providing leave and leave-of-absence systems that exceed statutory requirements for life events such as childcare, family care, and non-work-related injury or illness. Furthermore, Komatsu has implemented a “Life Support Leave” system that can be used for various life events in addition to annual paid leave. To complement these efforts, Komatsu has implemented support measures to create an environment that allows employees to utilize these systems and measures with confidence according to their individual circumstances during various life events.
| Systems and Programs | Content | |
|---|---|---|
| Child-care system | Parental care /childcare leave | Available for a maximum of three years from the birth of the child to the time the child enters nursery school. Paid leave is available until the child is 2 years old (about 104 weeks) and can be taken in installments. (The statutory leave period is up to two years.) Also available for a maximum of three years for the care of a child up to the third grade of elementary school in cases such as a spouse's job transfer. |
| Part-time work | Working hours can be reduced by up to three hours per day for the care of a child until the child graduates from elementary school (can be used in increments; statutory coverage applies only to children under the age of three). | |
| Paternity leave | Up to 4 weeks (28 days) within 8 weeks after the birth of a child is available and can be taken in installments. Paid leave is available until the child is 2 years old. | |
| Subsidies for childcare expenses | Allowance toward the cost of childcare for infants up to age two before entering nursery school (10,000 yen/month). | |
| Leave for caring for a sick child and related purposes | Five days per year for one eligible child, or ten days per year in total for two or more eligible children (paid leave). | |
| Development of childcare facilities | Babysitting and other childcare services, as well as on-site day-care facilities, are available. Additionally, health management rooms located at each site offer private rooms for childcare and can be used for multiple purposes, such as freezing breast milk. | |
| Family-care system | Family-care leave program | A maximum of three years is available for employees taking care of family members, which can be taken in installments. Paid leave is available for a total of 93 days. (The statutory leave period is a total of 93 days.) |
| Part-time work | Shortening of working hours by a maximum of three hours per day, which can be taken for up to three years in total and can be taken in installments. | |
| Family-care leave | Five days per year for one eligible family member, or ten days per year in total for two or more eligible family members (paid leave). | |
| Other types of leave system | Paid vacation | Statutory annual paid leave is granted for 10 days per year if the attendance rate is 80% or more at the end of the first 6 months of employment Komatsu grants 20 days per year from the time of joining the company (in principle). Leave can be taken in half-day increments. |
| Life support leave | This is paid leave that can be used by the primary caregiver for personal illness or injury, pregnancy, childbirth, child-rearing, and caregiving. Five days are newly granted each year, and unused days can be accumulated up to a maximum of 40 days. In the case of pregnancy, the leave may be used from early pregnancy until the start of prenatal leave. For child-rearing, it may also be used to attend school events for a child up to the completion of the third year of junior high school. Leave may be taken on an hourly basis. | |
| Flexible leave for refreshment | Provided to encourage employees to take five consecutive days of leave for mental and physical refreshment. Employees receive an additional five days of annual leave and a travel voucher upon completion of their 15th, 25th and 35th year of continued service. |
|
| Interval system | To provide rest time after the end of the workday to ensure that employees can sleep and enjoy personal time. Provisions to ensure at least 10 hours between shifts (interval). | |
| Volunteer incentive program | Long-term paid leave of up to two years, or short-term paid leave of 12 days per year. | |
| Leave-of-Absence system for accompanying a spouse on transfer | A leave of absence of up to three years may be taken per transfer of an employee’s spouse, available once per employee. | |
| Leave-of-Absence system for fertility treatment | A leave of absence of up to one year may be taken to undergo fertility treatment, available once per employee. | |
| Part-time work for non-work-related injury or illness | Working hours may be reduced by up to 3 hours per day, or by up to 5 hours per day in special circumstances approved by the company, for periodic medical visits due to a non-work-related illness or injury. This arrangement may be used for up to 6 months. | |
| Support and Measures | Content | |
|---|---|---|
| Child-care support | Childcare seminar | To support employees in balancing between childcare and work, Komatsu holds childcare seminars aimed at supporting employees raising children and promoting understanding among supervisors, colleagues, and others around them. |
| Creating an environment to support balancing childcare and Work | Komatsu ensures thorough dissemination of information necessary for balancing childcare and work, including information on internal systems and consultation desks, through the distribution of leaflets and handbooks. | |
| Family-care support | Family-care seminar | Seminars conducted by experts, either online or in person, to provide opportunities for employees to think about how to prepare for family care and how to balance it with work. |
| Creating an environment to support balancing family care and work | To deepen understanding of family care and enable employees to balance family care and work with peace of mind, Komatsu conducts e-learning for all employees. In addition, Komatsu ensures thorough dissemination of information necessary for balancing family care and work, including information on internal systems and consultation desks, through the distribution of leaflets and handbooks. | |
| Medical treatment support | Consultation desk for balancing medical treatment and work | To support employees’ health and safety, a consultation desk has been set up at each site for employees who wish to discuss balancing medical treatment and work. We have also introduced various systems, including a leave-of-absence system for fertility treatment, to create a safe and secure working environment for employees who need medical treatment. |
| FY2023 | FY2024 | FY2025 | ||
|---|---|---|---|---|
| Number of employees taking childcare leave (total)*1 | 217 | 229 | 240 | |
| Paternal leave | 160 | 173 | 180 | |
| Maternal leave | 57 | 56 | 60 | |
| Percentage of employees taking childcare leave (total)*1 | 45.0％ | 50.1％ | 57.7％ | |
| Paternal leave | 37.6％ | 43.2％ | 50.8％ | |
| Maternal leave | 100％ | 98.2％ | 98.3％ | |
| Return rate of employees from childcare leave | 100％ | 98.9％ | 100％ | |
| Number and percentage of employees taking leave or leave of absence, including those taking childcare-related leave other than childcare leave*2 | 349 (82.1％) |
328 (82.0％) |
298 (84.1％) |
|
| FY2023 | FY2024 | FY2025 | |
|---|---|---|---|
| Number of employees taking family-care leave | 2 | 3 | 2 |
| FY2023 | FY2024 | FY2025 | |
|---|---|---|---|
| Average days granted | 20.0 | 20.0 | 20.0 |
| Average days taken | 20.9 | 20.8 | 20.5 |
| Average ratio | 105％ | 104％ | 103％ |
| FY2023 | FY2024 | FY2025 | ||
|---|---|---|---|---|
| Number of VTO users | 42 | 44 | 35 | |
| VTO in long-term | 1 | 1 | 1 | |
Komatsu, a signatory to the United Nations Global Compact, regards freedom of association and the right to collective bargaining as among the fundamental human rights that companies should respect. In Japan, the Komatsu Labor Union consists of approximately 11,310 members and operates through eight local branches nationwide. The union operates under a union shop system, with a labor union membership rate of 78.2% (calculated as the number of union members divided by the total number of employees, including management and other non-union members).
The Komatsu Labor Union is affiliated with the Federation of All Komatsu Workers’ Unions and JAM (the Japanese Association of Metal, Machinery and Manufacturing Workers), an industrial labor union that serves as an upper-level organization. In Japan, 11 of Komatsu’s consolidated subsidiaries and affiliates have labor unions affiliated with the Federation of All Komatsu Workers’ Unions, with a total of approximately 6,510 members.
Komatsu also complies with laws and regulations concerning workers’ rights in each country and engages in sincere dialogue and consultation with individual employees and their representatives.
| FY2022 | FY2023 | FY2024 | FY2025 | |
|---|---|---|---|---|
| Labor union membership rate | 77.2％ | 75.1％ | 78.6％ | 78.2％ |