Providing a Satisfying and Safe Work Environment

Measures to Help Create a Satisfying Work Environment

The employees of Komatsu Group companies are an irreplaceable asset for the Group. Komatsu recognizes the role of the personnel system in raising the quality and the reliability of the company's human resources and endeavors to create a system by which it can provide a workplace with opportunities for both creative and challenging endeavors. The company works to maximize the degree of trust from its employees.

Basic Policy on Global Human Resources

Personnel systems reflect the history and the culture of each particular region, and it is thus important to understand correctly and recognize those differences. At Komatsu, the fundamental principles common to all Komatsu Group companies for personnel systems is found in Komatsu's Code of Worldwide Business Conduct. Each region uses these principles to create a personnel system that has a competitive edge compared with other companies.

In addition to these principles, Komatsu also prohibits the use of child labor, which is a problem in certain regions around the world.

Furthermore, during the hiring of new employees, Komatsu has set forth Komatsu's Five Principles for Hiring in the same way, namely:

  • The company does not consider age or gender in hiring decisions
  • Tthe company does not consider national or regional origins in hiring decisions
  • The company does not consider religious affiliation or beliefs in hiring decisions
  • The company does not consider the existence of disabilities that are not job performancerelated in hiring decisions
  • The company gives significant consideration to work experience at other companies or in other industries in hiring decisions

The company conducts hiring practices based on these principles and discloses them publicly on its website.

Development of Human Resources

The most basic principle for the development of human resources is individual employees working towards higher objectives on their own and advancing their own careers. From the perspective of supporting the autonomy of such employees, the company provides education and training and conducts planned job rotations.

Creation of a Satisfying and Safe Work Environment

To evaluate each individual employee fairly and appropriately, the company conducted refresher training for all managers regarding how to conduct evaluations in April 2004. After that, training in means of evaluation has been given to newly-appointed managers, and e-Learning based follow-up education is being conducted. Furthermore, Komatsu has provided individual feedback on evaluations to managers since 1998 and to non-managerial employees since 2001. The company has also set up a consultation office through which employees can express complaints and concerns.

Further Enhancement of Diversity in the Workplace

Komatsu recognizes that thorough realization of working conditions such as child-care leave and shorter working hours would contribute to an environment that facilitates productive careers, particularly for women. In Japan, the company increased its flexibility in this area, allowing, for example, child-care leave to be taken for up to two years between the date of childbirth and the date on which the child enters nursery school (after reaching his or her first birthday) and shorter work hours for childrearing (no less than five hours per workday) from the date of childbirth to the March 31st of the child's third grade in elementary school.

For further information, please refer to the following PDF file.