Global Employee Training

Global Human Resource Development

Global human resource development for senior management (including potential candidates) is divided into : Training (1) - Developing top management and executive roles of overseas subsidiaries, and Training (2) - Developing human resources in Japan for group employees that will play an important role globally. Komatsu's business policy is to promote the localization of management at overseas subsidiaries and Training (1) aims to foster regionally hired career employees to become business leaders that can be a part of top management at regional subsidiaries. Already, major subsidiaries are managed by regionally hired top executives, with a Japanese resident officer supporting them as the second-in-command at the company. For subsidiaries managed by top management officers who are Japanese, Komatsu is working to train regional executives and hand over the top positions to them. The main roles of Japanese resident officers are to transfer the KOMATSU Way, Komatsu-style management, technology, and skills to overseas employees, and are expected to become bridge human resources that connect Komatsu (Japan) to regional subsidiaries.

Training (1) : This program is intended for regionally hired executives in subsidiaries, and mainly consists of explaining and debating topics, such as Komatsu management policies, The KOMATSU Way, and business strategies. The actual implementation of the project began in 2006. In 2006, training for regionally hired top executives of subsidiaries was held at the Komatsu Head Office (Tokyo), and training for top management candidates for local subsidiaries have been held at the Head Office (six times up to FY2008). The "KOMATSU Way Leadership Development Program (KLDP)", intended for regionally hired executives of subsidiaries in strategic markets—mainly emerging market and resource-rich countries—, has been held in overseas locations since 2009. Beginning in China, and later other overseas locations, the KLDP has been held seven times up to the end of March 2012. Since 2012, KLDP has also been held twice in traditional markets, such as Japan, USA, and Europe. In the future, Komatsu will hold more training programs such as these and work on the development of regionally hired executives of subsidiaries who have an understanding of Komatsu business policies and the KOMATSU Way.

Training (2) : This program is intended for Komatsu Group employees (within Japan) and places an emphasis on developing professionals for various occupational functions. The program includes selected leader candidate training, training by hierarchical level, and training customized to different occupational skills. For selected leader candidate training, Komatsu implemented global management training, to develop top management candidates that can be active globally. Selected candidates are either young managers or top-level executives of overseas subsidiaries, and each year about 10 candidates are sent to short-term business schools overseas.

Efforts to Strengthen Manufacturing (Monozukuri), and Workplace (Gemba) Capabilities

Globalization of Komatsu's production organization is progressing, and the manufacturing workplace is requiring a high level of technical capability. Therefore, we designated the third Saturday of every October as "Technical Capability Day" and hold all-Komatsu technical competitions on this day. Participants include employees from overseas subsidiaries and business associates; whose aim is to maintain and improve Komatsu Group's technical capabilities by mutually dedicating themselves to their studies. In FY2013, 203 participants (out of which 49 were from overseas, with 11 countries represented) attended.

In addition, Komatsu established the Meister system for passing down technical capabilities from the production site in FY2006. Techniques and skills that merit handing down are divided into 9 fields of 15 capabilities, and a First Meister is certified for each capability. Certified Meisters (there are 41 as of April 2013, and are authorized by each factory), with their high-level of proficiency for a particular technical capability, are engaged in teaching and training technicians, including technicians at overseas subsidiaries. Komatsu is also enthusiastically conducting improvement activities. Every year on the third Saturday of November, we hold the all-Komatsu QC competitions, and like the techincal competitions, many people from overseas subsidiaries and business partners in supply chain participate. In FY2013, we had 76 participants (out of which 21 were from overseas, with 11 countries represented).

*At Komatsu, the term ”Manufacturing (Monozukuri)” is not restricted to the strictest definition of activities done at manufacturing workplaces. Any activity engaged in by departments and partners that make up the value chain—internal departments, such as Research and Development, Production, Sales, Product Support, along with Management departments, as well as suppliers and distributors—working together as one, is called “manufacturing (monozukuri).”

Services Personnel Human Resource Development

The services personnel —those who support our customers with the operation of our products that they have purchased— play a very important role in Komatsu's “Quality and Reliability.” Komatsu puts a lot of effort into the human resource development of our distributor services personnel all over the world. We have two training programs for services personnel human resource development: internal human resource development for services support, and distributor human resource development.

We have created an internal training program called, “Product Support College” for training our Japanese staff, and a “Komatsu Human Resource Development Center” for training essential personnel who will be working at future mining sites, and conduct planned training within departments and at overseas sites by rotation.

Distributor human resource development, depending on the content, will be created or supported by Komatsu, and for the basic courses on products and services, Komatsu provides the curriculum and training materials and conducts the training on site (at the local company and distributors). We also provide advanced courses by inviting senior managers and mechanics to Japan to conduct the training, and technical training provided by the local company's training center (mother training center) for more specialized training. We track each type of training via LMS (Learning Management System), to keep making sure that we can see and fortify the services personnel's human resource development.

For places that do not have a training center at the distributors, or if there is an urgent need for human resource development, Komatsu finds ways to efficiently develop human resources, such as by establishing a training center in Africa, and working with local schools in Russia, Brazil, and China to start a construction equipment training course.

To further strengthen our distributor human resource development, in April 2014 we created the Department for Promotion of Distributor HR Development at the Komatsu Head Office.