DOWNLOAD PDF Japanese
Developing People
Diversity Initiatives

Our Approach to Diversity

The employees who drive our businesses are an indispensable asset of the Komatsu Group. And the motivating force behind DANTOTSU (unique and unrivaled) is generated by employees with diverse personalities seeking to enhance their skills and demonstrate their strengths in an environment of mutual respect. Consequently, by recognizing diversity as a significant corporate advantage, Komatsu respects the basic human rights of every employee and strives to offer career development opportunities that enable each individual to fully demonstrate their abilities with a sense of fulfillment and pride.

image

Promoting Globalized Management

Approach and Goals

Komatsu has placed top priority on localized management and is developing locally-hired employees into business leaders who will be able to hold top management positions at overseas subsidiaries. Local nationals take leadership positions at our major subsidiaries. For situations where Japanese managers still hold the top local post, our goal is to develop local candidates to whom the baton of executive leadership can be gradually passed. To this end, the primary role of staff with extensive experience at Komatsu (commonly Japanese) provide in communicating the KOMATSU Way—Komatsu's approach to management, technology and skills—in overseas locations and serve as a bridge between Komatsu in Japan and subsidiaries overseas.

Systems and Status in FY2014

Human Resource Development

Since FY2006, Global Management Seminars have been conducted annually for local nationals in executive positions at overseas subsidiaries to present and discuss information including Komatsu's management policies, the KOMATSU Way and business strategies. In FY2014, the seminar was held in October with the participation of eight executives representing subsidiaries in Brazil, Chile, Sweden, Indonesia, Thailand and China. The overall objective has been to deepen understanding of the KOMATSU Way based on Komatsu's corporate history, and of the company's approach to production, marketing and development, so that participants will be able to clearly convey the information as their own.
We also provide Global Management Training for selected employees toward developing executive candidates capable of holding global leadership roles. About ten general managers with potential are selected every year in Japan as well as top managers at overseas subsidiaries for enrollment in short-term courses at international business schools. In FY2014, seven individuals attended training at the London Business School (England) and IMD (Switzerland).

Management System

In order to effectively promote global management, Komatsu runs various global meetings, including the Komatsu Global Executive Meeting convened for the top management of all Komatsu Group companies in Japan and overseas, management committees for each region and business area, and other meetings for specific purposes, such as the Quality Meeting; Occupational Safety, Health & Environmental Affairs Meeting; and Legal Meeting.

DATA

FY2009 FY2014
Number of major overseas subsidiaries 40 40
Number of companies with local nationals in top management positions* 22 26

*Executive positions include CEO, COO, president and chairperson

VOICE

Mr. Somsak Techacheewapong
My Thoughts on Attending the Global Management Seminar
Mr. Somsak Techacheewapong
President
Bangkok Komatsu Co., Ltd. (BKC)

Global Management Seminar, October 2014
Global Management Seminar, October 2014
I have been serving as the president of BKC since April 2013. In October 2014, I had the opportunity to attend the Global Management Seminar in Japan. During the seminar I was particularly impressed by the passion behind the KOMATSU Way. This experience gave me confidence to fulfill my professional responsibilities.
Komatsu management understands our situation and entrusts each individual to deliver the best results for the company. Each member of the management team contributes through leading by example. Since completing the program, I have personally vowed to become an example to my own organization.
I was also impressed by the strong relationships that developed among all the participants in the course of the program. They had gathered from various regions and some of them were long-time Komatsu employees while others had just joined the company. We were able to exchange views from our different perspectives based on comparisons of our organizations. And in the end, we left with the conviction that we share in the powerful foundation of the KOMATSU Way. As a Thai national in top management, I have been working to strengthen the teamwork between Japanese staff in Thailand and local staff. Having each individual respect the spirit of the KOMATSU Way is an ideal approach. By doing so, we can work together toward the future as a united Komatsu team.

Promoting Women's Careers

Approach and Goals

Komatsu is committed to creating a working environment where female employees are able to demonstrate their capabilities. We actively support the career development of women by setting targets for the number of women hired, the ratio of female employees and the ratio of female managers (on a non-consolidated basis). In Japan, our goal is to increase the ratio of women in managerial positions to above 5% by April 2016.

Systems and Status in FY2014

In 2014, we set up a study group by bringing together labor and management to consider measures for promoting women's careers and encouraging men to participate in childcare. We began offering career planning training for female employees in Japan in FY2014. The training focuses on business units in Japan and targets women who are at least thirty years old but are not yet in a managerial position. Participants review their past work experience and then consider career plans. The training has been conducted at the KOMATSU Way Global Institute in Komatsu City, Ishikawa Prefecture, with daycare provided to enable employees with young children to participate. We also created the “Corporate Guide for Women” to introduce Komatsu to female job-seekers at universities during recruiting efforts for FY2016. In terms of external recognition, Komatsu was selected as a Nadeshiko Brand company by the Ministry of Economy, Trade and Industry and the Tokyo Stock Exchange as a listed company that excels in promoting career development for women. The commendation noted the number of women in managerial positions at Komatsu, including executive officers, and the company's work-life balance initiative for actively promoting employee childcare and nursing care leaves regardless of gender.

“Corporate Guide for Women” for FY2016 recruitment (left) and Nadeshiko Brand logo (right)

DATA

Women at Komatsu (employed at Komatsu Ltd. in Japan)

FY2012 FY2013 FY2014
Number (ratio) of women employed 942(9.5%) 1,050(10.3%) 1,091(10.5%)
Number (ratio) of women in management positions 50(3.4%) 55(3.5%) 64(4.0%)
Number (ratio) of women in executive positions 2(4.3%) 2(4.7%) 2(4.7%)
Number (ratio) of women hired* 30(12.0%) 32(15.0%) 20(10.9%)

*Note: Data is for Komatsu Ltd. Numbers and ratios represent employees who are new college graduates.

FEATURES

Nadeshiko Activities at Business Units in Japan

Members of the Nadeshiko Team at the Awazu plant
Members of the Nadeshiko Team at
the Awazu plant
Nadeshiko activities for quality control and kaizen efforts have been developed in each business unit in Japan by teams of mainly female employees. In FY2014, the Awazu plant in Ishikawa Prefecture celebrated the tenth anniversary of these activities, which were launched in FY2005. Twelve members from production, development, procurement and defense systems are engaged in ongoing efforts to reduce costs and improve efficiency. Nadeshiko leadership has been guiding members in creating organization and team structures that encourage individuals to fully demonstrate their capabilities. Thriving on its full participation, the team plays an indispensable role in kaizen activities at the plant.

Initiatives to Support Women Working at Japanese Construction Sites

Qualification program for women at the Miyagi Center of the Komatsu School for Construction Machinery Operation
Qualification program for women at the Miyagi Center of the Komatsu School for Construction Machinery Operation
Since the 1990s, the workforce in the Japanese construction industry has continued to shrink due to the aging population and a decrease in the number of new college graduates, which has given rise to concerns about a labor shortage. As a result, there are moves in the male-centric construction industry to increase the number of female workers. Komatsu has launched its own activities to support the advancement of women at construction sites.
So that more women can take part in programs aimed at providing the necessary qualifications for operating construction machinery, we set up a course exclusively for women at the Komatsu School for Construction Machinery Operation. Our particular aim has been to support the Tohoku region, which is grappling with a serious shortage of labor for the ongoing reconstruction work required after the earthquake disaster that struck the area. We launched the initiative at the Miyagi Center and, on five occasions since December 2014, have held courses on forklifts and compact equipment. In addition to preparing facilities and equipment such as locker rooms and gear, we provide childcare services upon request and have earned praise for our efforts from the participants.
We have also addressed the issue of toilets at the construction site by developing a temporary lavatory that is responsive to the needs of women through a joint effort between Komatsu Rental Ltd. and a toilet manufacturer. We are now working to introduce this lavatory to sites where women operate machinery.

Employing Persons with Disabilities

Approach and Goals

Komatsu actively seeks to employ persons with disabilities across the Group. Our goal is to achieve an employment ratio of 2.3% on a consolidated basis (the current statutory employment ratio is 2.0%) for the Group in Japan by April 2018.
In April 2008, Komatsu established the Business Creation Center (BCC) within the Human Resources Department in Japan as a dedicated organizational entity for promoting the hiring of persons with disabilities. Persons with mental or developmental disabilities are employed by the BCC in nine business units in japan. Advisors are assigned to each business unit to provide training and advice on daily tasks. Each BCC staff member meets with an advisor every six months to discuss goals, instead of simply handling a delimited set of tasks. Linking salary to individual performance assessments, we encourage employees with disabilities to work on their goals toward achieving independence and self-reliance.
Through these efforts Komatsu is not merely focused on achieving a targeted employment ratio; it is seeking to create a workplace that provides a sense of fulfillment for all individuals, and where employees with disabilities work alongside other staff members.

Status in FY2014

The employment ratio of persons with disabilities was 2.58% (for Komatsu Ltd. in Japan) as of April 2015. A total of 94 workers were employed by the BCC at nine business units in Japan. The BCC has expanded to begin taking on work that had previously been outsourced, as well as internal tasks that tend to be time-consuming. As a result, it has helped raise efficiency and reduce costs for the company.

DATA

Employment of Persons with Disabilities

April 2012 April 2013 April 2014 April 2015
Employment ratio of persons with disabilities 2.06% 2.36% 2.50% 2.58%
Number of BCC locations 8 9 9 9
Number of BCC staff members 59 75 88 94

Note: Data is for Komatsu Ltd.

VOICE

Ms. Misato Horie
I Have High Expectations for Komatsu's Human Resource Development, the Company's Underlying Strength
Ms. Misato Horie
Vice Chairman
NPO WEL'S Shinkiba
BCC staff, the driving force within the company
BCC staff, the driving force within the company
WEL'S Shinkiba is an authorized nonprofit organization whose main purpose is to support the employment of persons with disabilities. It has been assisting Komatsu in its efforts since the end of 2007. Our activities are centered around providing companies with the know-how required to hire persons with disabilities, and we also help with their daily living needs. Working with Komatsu, I have seen the underlying strength of a Japanese company in its approach and efforts to develop people. I have been impressed by Komatsu in creating suitable work and an environment for them as well as thorough training. Komatsu is resolved to foster these individuals so that they become a force of the company. Furthermore, while Komatsu makes use of its know-how in management of special-purpose subsidiaries in managing the BCC, it still positions the BCC as a unit of the company, which I think is the ideal way to advance toward the goal of normalization.

Promoting Retired Employees

Promoting Retired Employees

As the aging of Japanese society accelerates, Komatsu is committed to maintaining its efforts to hire more elderly workers. Since introducing its re-employment program in 2006, about 90% of the workers who have retired from Komatsu Ltd. and applied for re-employment have been re-employed by the Group in Japan.
We also established a Second Career Support Program for employees who are up to 65 years old and were able to find new careers, and we provide training opportunities, paid leaves and monetary aid.

DATA

Rehiring of Retired Employees (employed by Komatsu Ltd. in Japan)

FY2012 FY2013 FY2014
Number of retired employees 265 144 198
Number of retired employees who were rehired by Group companies 223 135 165
Ratio of re-employment against number of applicants 84.2% 93.8% 83.3%

Note: Data is for Komatsu Ltd.


image