Komatsu Report 2022

Together, to “The Next”
for sustainable growth
Komatsu Report
2022
DANTOTSU Va
Together, to “The Next” for sustainable growth
To the next stage for the workplace of the future

Ensuring a sustainable future for the next generation
A new chapter of value creation to the next 100 years
3
Contents
Introduction
02 Our corporate identity

04 Sustainability policy
1 Overview of Komatsu and its strengths
08 Komatsu at a glance
10 101 years of Komatsu
11 Business segments
12 Value creation process
14 Special feature: Komatsu’s strengths
― Lifecycle support business
― Resilient production and procurement systems to
minimize supply chain risks
2 Mid-term management plan
20 Message from the president
alue
26 Special feature: Mid-term management plan
(FY2022–FY2024)
36 Sustinabilty policy and KPIs
of new Mid-term management plan
38 Message from the CFO
44 Previous Mid-term management plan
― Komatsu’s CSR themes
and Mid-term management plan KPIs
3 R
esolution of ESG issues through growth
strategies
48 With the planet

― Climate change response initiatives
(Disclosure based on TCFD recommendations)
― Message from President, Mining Business Division
Partner message (Rio Tinto)
56 With people
― Human resource development initiatives
Cautionary notice regarding forward-looking statements
― Special feature:
This report contains predictions, plans, forecasts, and other forward-looking statements that have been
judged by management to be rational based on the information available at the time of publication. Global human resource development
Factors that may cause actual results to differ materially from those predicted by such forward-looking 60 With business
statements include, but are not limited to, changes in economic conditions or product demand in major ― Social contribution activities
markets, foreign exchange rate fluctuations, domestic or overseas regulatory revisions, or changes to
accounting standards or practices.
4 Corporate governance
Reporting period: April 1, 2021–March 31, 2022
• This report also includes information on activities after the reporting period in order to provide readers 64 Interview with the outside directors
with the latest information. 66 Corporate governance
• “FY2021” refers to the period from April 1, 2021 to March 31, 2022, unless otherwise noted.
74 Risk management
78 Directors and audit & supervisory board members
Editorial policy
Komatsu Report 2022 was published for the purpose of providing clear explanations for all
stakeholders on Komatsu’s medium- to long-term business strategies and the virtuous
5 Corporate profile
cycle generated as the Company resolves environmental, social, and governance (ESG)
issues through its business. In preparation of this report, we referenced the International
Integrated Reporting Framework released by the IFRS Foundation and the Guidance for 84 11-year summary
Integrated Corporate Disclosure and Company-Investor Dialogue for Collaborative Value 86 Non-financial highlights
Creation: ESG Integration, Non-Financial Information Disclosure, and Intangible Assets into 87 External recognition
Investment released by the Ministry of Economy, Trade and Industry. 88 Corporate information
89 About Komatsu Report
Komatsu Report 2022 1

Our corporate identity
In conjunction with its 100th anniversary, Komatsu articulated its mission and vision as its purpose together with
values. We made our brand promise to customers and all other stakeholders. As our b
usiness and strategies
diversify further, we will strive to deliver this promise through our global operation.
Our purpose
Our values
Ambition Perseverance Collaboration Authenticity

With a Even when the Creating value To earn and
“challenging spirit” work is difficult, we comes from maintain trust, we
and without fear of remain committed teamwork, always act with
failure, we innovate to our promises inclusion, respect, sincerity, integrity
and always aspire and reliably carry diversity, and a and honesty,
to do more them through win-win approach and communicate
to completion to all relationships with transparency
Brand promise
Together with you, we can create new value and work toward a sustainable future.
The design’s emphasis on “together” indicates the importance we place on partnership.
2 Komatsu Report 2022

Introduction
Our identity
The corporate identity incorporates

pieces that have been created over the
company’s history: Founding principles,
Komatsu’s Worldwide
Code of Business
Conduct
the Komatsu Way, Komatsu’s Worldwide

Code of Business Conduct, and strate-
gies including the mid-term management
plan. Also, our Management Principle Strategy
forms the basis of our efforts to fulfill our Management

Principle
purpose. Strategy for implementing this is
the mid-term management plan. Management
Strategy
Corporate Social
Responsibility
Komatsu’s Worldwide
Founding Principles The Komatsu Way
Code of Business Conduct
Action
Management Principle
We will maximize the trust given to us by our stakeholders and society
through a commitment to quality and reliability.
Management Principle shows our basic stance regarding business administration.
Management Strategy
Our current mid-term management plan, DANTOTSU — Value-Together, to “The Next” for sustainable growth (FY2022–
FY2024), aims to generate a positive cycle for resolving ESG issues and improving earnings to achieve sustainable growth.
Corporate Social Responsibility

We believe that our very business is a Corporate Social Responsibility.
The work that we do directly supports the growth and improvement of our communities and society in general.
Founding Principles
“Global Expansion,” “Quality First,” “Technological Innovation,” and “Employee Development.” These are the founding
principles laid out by our founder, Meitaro Takeuchi (1860–1928), and they continue to be upheld by our organization
to this day.
The Komatsu Way

The Komatsu Way was developed to convey our shared values and practices across different cultures, customs,
and generations.
Komatsu’s Worldwide Code of Business Conduct

Compliance with the rules of business community is considered a top priority at Komatsu. The rules are not limited to
laws and regulations but also include rules that are generally recognized and respected in society.

Sustainability policy
Komatsu has declared its commitment to practicing management that emphasizes environmental, social, and gover-
nance (ESG) factors. Based on this commitment, we are working to resolve ESG issues through our business activities
by providing products, services, and solutions that are safe and which offer high quality and high efficiency.
We developed our Sustainability Policy, which demonstrate clearly our earnest stance of responding to climate
change and social demands as part of our purpose of existence and further proper sustainability management.
Sustainability policy
Since Komatsu’s founding, we have always pursued “Quality and Reliability,” and have made efforts to build strong
relationships of trust with our stakeholders based on our “Management Principle” of maximizing the total sum of trust
from all stakeholders, including society.
Our pursuit of coexistence has been handed down through generations, and our basic stance is to contribute to
society through business activities.
Our purpose is “Creating value through manufacturing and technology innovation to empower a sustainable
future where people, businesses, and our planet thrive together.”
We will continue to address issues that are important to both a sustainable society and our business, grow as a
corporate group that can flexibly respond to changes in society and the external environment, further enhance our
corporate governance, and contribute to society with our stakeholders.
What we do to empower a sustainable future where people, businesses, and our planet thrive together
With people With business With the planet
•W
e provide an environment where •W
e contribute to society through our • Through all of our business activities,
diverse and global employees can business activities by providing our we strive to reduce our environmental
work safely and healthily as one team, customers with safe and highly impact and preserve the global
with respect for each individual, and productive products, services, and environment through the use of
with satisfaction and pride. solutions that realize sustainable advanced technologies.
infrastructure development,
•W
e nurture employees who can take resource development, and a • We strive to increase both global
on challenges at various job sites and recycling-oriented society. environmental conservation and
in different regions, create new value business growth through manufacturing
together with customers, and contrib- •W
e build relationships with our and technological innovation.
ute to the realization of a sustainable business partners and local
society. communities that enable mutual trust, • We pursue collaboration and value
fairness, co-existence, and creation with our stakeholders toward
•A
s Komatsu Group, we shall respect co-prosperity. a sustainable planet and future.
human rights related to all of our busi-
ness activities. •W
e comply with the rules of society,
including laws and regulations, and
strive to respond sincerely to the
requests and expectations of all
stakeholders, including society.
Komatsu Ltd.
President and Chief Executive Officer

Introduction
The Sustainability Policy describes one strategy for fulfilling our purpose. As described in this policy, Komatsu is
dedicated to addressing issues that are important to realizing a sustainable society and achieving business growth
and contributing to the accomplishment of SDGs.
Strategies for fulfilling our ourpose
Strategy
Basic philosophy to
achieving our purpose
Management
Principle
Strategy to exercise management We will maximize the trust given to

Basic stance on contributions
principle to achieve our purpose to society
us by stakeholders and society
through a commitment to Quality
Management and our Reliability. Corporate Social
Strategy Responsibility
Mid-term management plan Contribute to a sustainable future

Through customer value creation, by addressing ESG issues
generate a positive cycle for resolving through our business activities.
ESG issues and improving earnings to
achieve sustainable growth.
Business continuity guidelines for business activities
Sustainability Policy
Achieve further sustainability for both society and business growth

1Overview of Komatsu and
its strengths
For more than a century since its founding in 1921, Komatsu
has continued to create new value through manufacturing and
technology innovation as it proceeds to supply products,
services, and solutions in response to social needs.
In this section, we will introduce the management
resources cultivated over the past 100 years as well as the
processes for creating value that realize sustainable growth.
We will also take a look at some of Komatsu’s strengths,
namely its comprehensive lifecycle support services and its
risk-resilient production and procurement systems.
Contents
8 Komatsu at a glance
10 101 years of Komatsu
11 Business segments
12 Value creation process
14 Special feature: Komatsu’s strengths
― Lifecycle support business
― Resilient production and procurement systems to
minimize supply chain risks

02OOverview
1 verview ofofKomatsu
Komatsuand
and Its Streng
its strengths

Komatsu at a glance
Business Global operations
Founding Ratio of overseas sales
May 13, 1921 88%* 2
Komatsu was founded in Komatsu Traditional markets: 44%; Strategic

City, Ishikawa Prefecture by Meitaro markets: 56%*3
Takeuchi, whose aim was to Komatsu is characterized by a globally
contribute to the local economy. balanced distribution of sales.
*2 Construction, mining, and utility equipment
business
*3 Traditional markets: Japan, North America,
Europe; Strategic markets: China, Latin America,
Asia, Oceania, Africa, Middle East, CIS
Global network Consolidated number of employees
251 bases* 1
62,774
Komatsu develops a global busi- Komatsu’s employee base is
ness through a network comprising roughly 70% composed of non-
85 production bases, 88 sales Japanese personnel, and 70% of
bases, and 78 parts, training, and global officers are foreign nationals
remanufacturing bases. (locally hired). We contribute to the
success of customers through
*1 Total for the construction, mining, and utility
equipment business and the industrial coordination among our global
machinery and others business team of diverse individuals.
Consolidated net sales Start of exports from Japan
¥ 2,802.3 billion 1955

Komatsu’s consolidated net sales Komatsu was quick to advance onto
have tripled over the two decades the global stage beginning with the
since FY2001. Approximately 90% of export of construction equipment to
these sales are attributable to the Argentina and continuing with the
construction, mining, and utility establishment of the Company’s
equipment business. first overseas liaison office in India in
1964 and then the start of overseas
production in Brazil in 1975.

1 Overview of Komatsu and
its strengths
Innovation Sustainability
Number of units equipped CO2 emissions from

with Komtrax product operation
680,000 (As of May 31, 2022) Down 19% (Compared with 2010)
Komatsu introduced its first piece Komatsu is proactive in its efforts to

of equipment with the Komtrax develop electrified equipment and
construction equipment operation other low-carbon products for
management system in 2001, and contributing to reduced environ-
this system has been supporting mental impacts. We aim to achieve
global traceability of vehicle infor- a 50% reduction in emissions from
mation and efficient operation for the level in 2010 by 2030 and
customers ever since. carbon neutrality by 2050.
Aggregate number of units Decision-guiding priority

equipped with autonomous haulage
system (AHS)
541 (As of June 30, 2022) SLQDC

Komatsu launched AHS in 2008, Komatsu makes decisions prioritiz-
after which this system has ing the principles of SLQDC (Safety,
continued to contribute to improved Law, Quality, Delivery, and Cost) to
on-site productivity and safety at maximize the total sum of trust
many mines. given to it by all stakeholders.
Launch of smart construction ICT Selection in the Dow Jones

construction workplace solution Sustainability World Index*4
February 2015 16 consecutive years

Komatsu developed Smart Komatsu has been recognized as a
Construction as an unprecedented company exhibiting excellence in
solution for addressing labor terms of economic performance,
shortages in the construction performance environmental conser-
industry. To date, this system has vation efforts, and social activities.
been used at more than 20,000 (As
*4 A leading socially responsible investment
of June 30, 2022) construction index compiled by S&P Global Inc. of the
workplaces in Japan. United States

101 years of Komatsu
History of resolving issues in response to social needs
1921 Founding aspiration: Engage in meaningful work to benefit the nation

Meitaro’s guiding
Komatsu Ltd. was established from Komatsu Iron Works Ltd. (est. 1917), which manufac-
principles
tured mining machines, developed by Meitaro Takeuchi, founder of Komatsu Ltd., for use in
• Global Expansion
the Yusenji copper mine. Based on a firm belief that developing the machinery industry in
• Quality First
rural areas and promoting its growth, as well as looking to transcend national boundaries
• Technological Innovation
with high-quality products, Meitaro Takeuchi began manufacturing at Komatsu Ltd. with
• Employee Development
an eye to international markets, even when he founded Komatsu. The next year, Komatsu
Meitaro Takeuchi, Founder
absorbed Komatsu Electric Steel Mills, building the foundation for integrated production
from steel castings to machining and assembly, which has resulted in one of Komatsu’s
strengths today.
1931 Produced Japan’s first tractor

Development of
• Built the foundation for developing and producing
Challenge agricultural tractor for the Value
construction equipment in Japan
first time in Japan
1943 Produced the Komatsu Model 1 Ground Leveling Machine (the prototype of Japan’s bulldozers)
1951 Relocated head office to Tokyo
1955 Exported motor graders to Argentina
1961 Project “A” to meet the industry giant’s market entry
• Achieved global quality on par with a U.S. manufacturer,

Challenge Challenge for global quality Value contributing to customers’ improvement of their workplace
productivity through increased project quality
1964 Opened Komatsu’s first overseas

liaison office in India
1967 N.V. Komatsu Europe S.A.: Komatsu’s first overseas subsidiary
1975 First offshore production in Brazil
Improvement of overseas • Built overseas distributor networks and achieved the
Challenge
sales and service operations provision of global quality
Value
Establishment of overseas • Expanded local contributions through human resource
production operation development and employment around the world
2008 Succeeded in the world’s first commercial deployment of the auton-

omous haulage system (AHS)
Challenge
Improvement of productivity Value
• Improved safety, reduced costs, and alleviated operators’
and safety of mining burden at customers’ mining sites
2013 Launched ICT-intensive bulldozers

2014 Released ICT-intensive hydraulic excavators
2015 “Smart Construction”:

Creating a workplace of the future
Solutions for worksite • Achieved optimization of construction while striving for
Challenge problems, such as labor Value “safe, highly productive, smart and clean workplaces of
shortages and safety the future”
2021 Announced goal of achieving carbon neutrality by 2050

Climate change and
• Created new value by developing power sources that
Challenge global need to reduce CO2 Value
release zero emissions
emissions

its strengths
Business segments
Operating income / Net income attributable to Komatsu Ltd. /

Consolidated net sales Operating income ratio return on equity
¥2,802.3 billion ¥317.0 billion ¥224.9 billion

2,444.8
2,189.5 250.7
153.8
167.3 106.2
10.3% 11.3% 10.9%
7.6% 5.8%
8.6%
FY2019 FY2020 FY2021 FY2019 FY2020 FY2021 FY2019 FY2020 FY2021
FY2021 Construction, mining and utility equipment business sales

Breakdown of net sales by segment (to outside customers) by region
Strategic markets Traditional markets
56% 44%
Africa 5% Japan 12%
Middle East 2% North

FY2021 23%
FY2021 America
Consolidated net sales Oceania 10%
¥ 2,802.3 billion Asia 12%
2,558.8 billion
¥ Europe 9%
China 4%
CIS 7%
Latin America 15%
2,558.8 billion
Construction, mining, and utility
equipment business ¥
Komatsu supplies a wide range of products, services, and solutions including con-
struction and mining equipment for use in construction and mining workplaces
around the world as well as forklift trucks, forest machines, recycling equipment,
and tunneling machines. We have established a position as the international leader
in the construction and mining equipment field by delivering unrivaled quality and
technological innovation together with this full lineup.
Dump truck
Retail finance 57.8 billion

¥
Komatsu conducts a retail finance business aimed at helping reduce customers’
funding burdens and otherwise assisting in the purchase of its products. Our
strengths in this field include the prevention of overdue debt through effective utili-
zation of Komtrax (location information, operating status information, engine locks,
etc.) technologies, swift credit screening, and competitive financing conditions.
These strengths have enabled us to build long-term relationships with customers.
Industrial machinery and others ¥ 185.6 billion

The industrial machinery and others business stands alongside the construction,
mining, and utility equipment business as a core business of Komatsu. Offerings in
this business include the large presses used to mold automobile hoods and side
panels as well as sheet-metal machines, machine tools, and light sources for semi-
conductor lithography systems (excimer lasers). In this business, we also contribute
to the business activities of various customers through production of specialty
equipment for Japan’s Ministry of Defense.
Large press

Value creation process
In the pursuit of sustainable growth, companies are expected to build robust yet flexible earnings structures that respond to changes
in the operating environment while addressing the increasingly more important ESG issues. With the strength of the manufacturing
platform it has forged over the years, Komatsu will respond to social needs by linking customers, distributors, partners, and communities
and all Komatsu workplaces through its DANTOTSU excellence.
Research and Procurement and

Inputs
development production
Business Activities and Strengths (Construction and Mining Equipment Operations)

Financial capital
Shareholders’ equity: ¥2,232.5 billion
Interest-bearing debt: ¥947.3 billion
Growth strategy investments*: ¥150.0 billion
* Figure represents aggregate total for period from
FY2022 to FY2024.
Human capital
• In-house development and production of • Collaboration with suppliers (Midorikai )
Number of employees: 62,774 key components underpinning product enabling the following:
Overseas employee ratio: 68% performance 1. Midorikai (improvement of product quality,
Training investments per employee: ¥71,000 (engines, hydraulic components, reliability, and competitiveness)
electronic control units, etc.) P.17 2. Stable supply of high-quality materials
Intellectual capital • Accelerated technological innovation • Linking plants (visualization)

achieved by merging core Komatsu tech- utilizing ICT
Development bases: Nine mother plants nologies with external insight
• Cross-sourcing:
R&D expenses: ¥77.4 billion (2.8% of net sales) (Open innovation)
Flexible global production and
Utilization of information: Approx.
• Digital transformation procurement systems that are resilient to
680,000 units equipped with Komtrax* demand and foreign exchange fluctuations
P.33
* Figure as of May 31, 2022 P.16
• Product development systems tailored to
global market needs • Mother plant structure enabling
Manufactured capital improvement of QCD
(Quality, Cost, Delivery)
Komatsu production bases: 85
Capital investment • Skill transfer and TQM
(Total Quality Management)
¥95.7 billion
P.58
(excluding rental assets):
Social capital Climate change impacts—Total CO2 emissions: 31.4 million tons
Machine population over past 10 years: Approx.
570,000 units*
* Estimate of construction equipment operational at
customer workplaces based on aggregate 10-year
sales volumes
Sales and service distributors: 211 distributors With people

Sustainability Policy
in 148 countries (construction, mining, and

utility equipment business)
Suppliers: Approx. 2,700
Social contribution investments: ¥2.2 billion
With business
Shareholders: 187,367
Natural capital With the planet

Energy use: 9.6 PJ
Of which, renewable energy use: 1.0 PJ
Note: 1 PJ (petajoule) = 1015J (joules)
Water use: 3.1 million m 3

Founding Principles The Kom
Steel (iron) use: 1,335,000 tons
Note: Amounts are consolidated-basis and either for FY2021 or as of March 31, 2022, unless otherwise noted.

its strengths
Product
Operations at customer workplaces Outputs Outcomes
cycles
Profitability Resolution of
Improvement social issues
• Consolidated net sales:

¥2,802.3 billion Creation of
Products Services Solutions the safe,
• Operating income: highly productive,
•D
ANTOTSU • Enhancement of maintenance Construction smart and clean
¥317.0 billion
Products: contract services P.15 equipment • Global supply of workplaces of
Unrivaled products • Smart Construction high-quality used the future
in terms of environ- • Improvement of QCD • Free cash flow:
¥157.4 billion
ment and safety (Quality, Cost, Delivery) P.33 equipment, etc.

standards, ICT achieved through close
capacity, and Mining equipment •E
xpansion of
alignment of sales forecasts • Total assets: Carbon neutrality
productivity • Autonomous Reman business
¥4,347.5 billion
and production of spare parts by 2050
Haulage System
• Full lineup
Construction equipment P.15
of construction and
• Utilization of information • Consolidated payout
mining equipment
acquired through Komtrax ratio:
• Product creation Reduction of CO2
focused on Mining equipment 40.3% emissions from
quality and • Utilization of information customer
acquired through workplaces
reliability
Komtrax Plus
Employees
• Detailed support from • Ongoing reductions to
occupational accidents
directly owned distributors • Employee engagement scores
• Ratio of female managers
• Global distributor network Human rights

• Cultivation of distributor personnel • Brand management • Human rights due diligence
Customers
• Number of workplaces
CO2 emissions from product use: 27.3 million tons (87% of total) using Smart Construction
• Number of AHS units
deployed
• Development of
automated construction
and mining equipment
Employees Human rights Ethics and governance

• Enhancement of
governance
Please refer to • Entrenchment of
P.27 for compliance
Ethics and information on the six
Customers Communities
governance
material issues Communities
• Social contributions
(materiality). through business activities
Environment
Environment
• Plants with zero
environmental impacts
• Launch of
eco-friendly products
• Growth of forestry
machine business
matsu Way Komatsu’s Worldwide Code of Business Conduct • Expansion of
Reman business

Special feature: Komatsu’s strengths
Delivering new value to customers

1
Lifecycle support business
Construction equipment lifecycle and earnings structure

Construction equipment is a lifecycle support business that equipment. Seeing each of there areas as a business
helps ensure customer equipment can be maintained in a opportunity, we will offer Dantotsu services in variety domains
state that guarantees the customer peace of mind and of the value chain.
requires minimum costs. Parts services account for more than 40% of the income
On average, construction equipment is used over a of the construction, mining, and utility equipment business. We
lifespan of 10 to 15 years. Komatsu’s role is thus to support aspire to become an indispensable partner to customers by
customers throughout the lifespan of their equipment. The utilizing the Komatsu Group’s various services to resolve cus-
aftermarket support we provide after delivering equipment is tomers’ issues. Through such diligent service, we will grow
diverse and wide-ranging, including appropriate maintenance, Komatsu’s lifecycle support business and boost earnings.
supply of parts, overhauls, and offering trade-ins for used
Komatsu’s lifecycle reliable support
Extended warranties with

Components maintenance plans
Machine
Reman / Rebuild Procurement
Value up of
Used with suitable
Uesd
Equipment Equipment
Procurement means on
Reliable demand
Reliable Optimum Support
Support Procurement
Capital Machine
Investment
Used Customer’s Customer
Ownership
Equipment Operation
based on fleet Lifecycle with peace of
Use Komtrax Online parts sales
ROI and LCC mind
data
Parts / Maintenance /
Aseet Operation
Renewal
• From Reliable Reliable
Support Support
unscheduled
repairs to Productivity
• Machine condition Improvement
• Operating history scheduled
• Quick repair
• Repair and
maintenance history

its strengths
1
Digital marketing in aftermarket business
Komatsu promotes online sales through which customers Online parts sales
can order parts whenever or wherever they need them. Our in comparison
first online sales was introduced in China in 2017. After 140
to FY2020
that, we developed options for online sales in other areas of Australia

120
the world, leading to an increasingly large portion of our +80%
Sales
sales being conducted online. Our online presence was 100 growth
North
expanded in 2021, when we introduced PIM (Product 80 America
Information Management) system to supply necessary +53%
60
parts information through online sales.
Going forward, Komatsu will deploy ICT tools for sup- 40
porting digital marketing. For example, the massive amounts 20

of data collected through our next-generation Komtrax
0
system will be utilized in a serial number-based manage- 2019 2020 2021 (FY)
ment system in order to allow us to propose the ideal timing ■ China ■ North America ■ Europe ■ Australia
for parts replacements and overhauls to customers.
2
Extended warranties with maintenance plans
Komatsu offers extended warranties with maintenance plans Number of extended warranties in effect
for power trains (engines, drive systems, and hydraulics) at
(FY2011 indexed to 100) (%)
the time of purchase of new equipment. These warranties are 800 40
available around the world, and the number of such plans in
700 661 35
effect has increased every year since 2011. Our ability to
600 30
offer extended warranties is underpinned by our strength in
485 24
developing and producing key components in-house. 500
412
25
Moreover, extended warranties increase our ability to 400 365

16
18 20
15
interact with equipment post-sale, meaning that we can help 300 15
customers use their equipment with peace of mind. In addi- 200 10

tion, these arrangements make it possible to maintain an 100
100 5
accurate understanding of the condition of components, and 4
0 0
this information can be used to improve component quality. 2011 2018 2019 2020 2021 (FY)
■ Extended warranties Ratio of equipment with extended

warranties
3
Growth of Reman business
Komatsu has introduced a lifetime guarantee program through which it promotes remanufacturing (Reman) and rebuilding*
of components together with additional extensions of maintenance plans. Through this program, we aim to continue and
strengthen our relationships with customers across equipment lifespans. Our Reman technology expertise is also being
deployed throughout our distributor network in order to enhance the operations at these distributors.
A new Reman plant was established in South Africa in 2021, allowing us to provide even higher levels of support to
customers in this region.
Meanwhile, our Reman plant in Indonesia is contributing to the growth of our Reman business through two programs.
KCFR(Komatsu Certified Full Reman) program returns equipment to customers after it has undergone Reman procedures
while KCMR(Komatsu Certified Machine Reman) sells Reman-processed equipment to other overseas customers.
* Activities in the Reman business include restoring engines and other major components of construction and mining equipment to the same condition as if they were
new. Restoring used components entails a process with various steps including disassembly, washing, parts replacement, reassembly, painting, and shipping
inspections. Rebuilding entails replacing the damaged parts of components with new items while remanufacturing involves repairing and reusing these damaged
parts to realize greater reductions in resource use and waste.

Special feature: Komatsu’s strengths
Resilience toward risks
2 Resilient production and procurement

systems to minimize supply chain risks
Resilient response to operating environment risks

The COVID-19 pandemic has sparked a lot of supply chain to supply chain risks through cross-sourcing operation pro-
issues, including global container and semiconductor short- duction, multi company procurement system, and logistic
ages and rising prices of steel and other resources. Komatsu reforms in order to minimize the impacts of such risk on pro-
has proceeded to implement measures for responding to duction and sales.
various operating environment risks. For example, we have Moreover, key components are manufactured in-house to
constructed resilient frameworks with regard to production allow for flexible production in response to supply chain risks.
and procurement. These frameworks will be used to respond
Countermeasures in supply chain risks
Risks
Infectious diseases Earthquakes / typhoons Geopolitical risks
Pandemics Natural disasters Unpredicted procurement risks
Countermeasures
Cross-sourcing operation Multi-company

Logistic reforms
for production procurement system
Komatsu
Company B Company A Factory b Factory c

(Alternative) Factory a (Alternative) (Alternative)
Parts (Current)
Base equipment

its strengths
1
Global cross-sourcing
Komatsu began conducting production overseas in the and manufactures key components in-house to ensure
1980s, and today it has a network of 76 construction, that equipment can be produced with the same level of
mining, and utility equipment production bases around the quality anywhere in the world.
world. Since the second half of the 1990s, we have worked Our global cross-sourcing operation is not only used
advancing standardization efforts with the goal of stan- for equipment units; it is also employed for the procure-
dardizing base equipment, global production management ment of parts. By purchasing parts from multiple suppliers,
systems, the bills of materials used for production and ramping up local procurement, and sourcing parts from
design, and the manufacturing process and quality China and Southeast Asia, Komatsu is practicing procure-
standards. This steadfast effort enabled us to develop a ment on a global scale to secure high-quality, low-cost
cross-sourcing operation that allows for flexible response parts while mitigating the impacts of changes in the oper-
to demand fluctuations. ating environment.
This cross-sourcing operation entails producing the Our approach toward global cross-sourcing makes it
same models based on the same specifications and qual- possible to produce items in the ideal location to negate
ity standards at multiple factories so that they can be the impacts of demand and foreign exchange rate fluctua-
supplied to any market. Furthermore, Komatsu develops tions and level production loads.
Cross-sourcing for mid-sized hydraulic excavators
Production in
Benefits
1. Hedging against foreign Requirements
1. Standardization of base equipment
Nine Countries
exchange fluctuations
2. Ability to adjust production 2. Standardization of production systems Japan, United States,
3. Reduced costs United Kingdom, Brazil,
3. Standardization of production and design bills of materials
4. Effective utilization of China, Thailand, Indonesia,
4. Standardization of manufacturing process
production capacity India, and (Russia)
and quality standards
5. Minimization of investments
2
In-house production of key components allowing for increased flexibility
Komatsu develops and produces key Global sources of components used in mid-sized hydraulic excavators
components in-house. Components
Controller
facilityes supply key components to base Cylinder Monitor
Sensor / Antenna
Cab
Main valve
equipment factories around the world.
These facilities are thus able to Main pump
Arm, Boom, Bucket
coordinate with base equipment facto-
Engine
ries in order to appropriately control
inventories when the supply and demand Radiator
balance is tight.
Exterior
Through this system, Komatsu was
able to respond to the global semicon- A: Components supplied from Japan
B: C
omponents purchased in centralized
ductor shortage by utilizing the strength manner from global market
Swing circle
Track shoe /
Roller
Revolving frame
Track frame
Final drive
of its in-house development functions to C: Components procured locally
swiftly adjust designs and switch to more

widely applicable items, thereby minimiz-
ing the impact on production and sales.
3
Logistics platform
Komatsu is advancing ICT-powered reforms, which include measures for achieving better visualization of its supply chain.
Specifically, a logistics platform has been introduced to allow for real-time virtualization of shipment plans, transportation
arrangements, locations of ships at sea, and estimated arrival times. These provisions enable us to safeguard our supply
chain against market fluctuations and extreme circumstances.

2Mid-term management plan
In April 2022, Komatsu launched DANTOTSU Value – Together,
to “The Next” for sustainable growth, its new mid-term
management plan scheduled to conclude with FY2024, to
create new value for the next 100 years. This section contains
explanations of the process of formulating the new mid-term
management plan along with introduction on the growth strate-
gies for generating a positive cycle for resolving environmental,
social, and governance (ESG) issues and improving earnings to
achieve sustainable growth.
Readers will also find messages from the president
and the CFO in which they talk about their thoughts regarding
the Company’s new mid-term management plan and
financial strategies.
Contents
20 Message from the president
26 Special feature:
Mid-term management plan (FY2022–FY2024)
36 Sustainability policy and KPIs of new Mid-term management plan
38 Message from the CFO
44 Previous Mid-term management plan
― Komatsu’s CSR themes and Mid-term management plan KPIs

Develo
sm
Develop safe, highly productive,

smart and clean workplaces
of the future with customers
WEB
lease refer to the following video for more information on Komatsu future 203X,
P
which describes what Komatsu wants to look like in the future.
https://www.youtube.com/watch?v=_hZao9jei5s

Message from the president
Hiroyuki Ogawa
President and Chief Executive Officer
Representative Director
Strive to create new value over the next 100 Years:

Launch of the New Mid-term management plan “DANTOTSU Value
–Together, to ‘The Next’ for Sustainable Growth”
Starting point for pursuit of sustainable As part of the commemoration of our 100th anniversary in
FY2021, Komatsu has defined its corporate identity by reflect-
growth over the next 100 years after
ing on its corporate growth built by its forerunners and its
celebrating 100th anniversary of relations with society. Specifically, Komatsu has articulated its
founding in 2021 mission and vision as its purpose, together with its values. The
corporate identity also incorporates pieces that have been
Komatsu celebrated the 100th anniversary of its founding in May created over the Company’s history: founding principles, The
2021. Since its inception in Ishikawa Prefecture’s Komatsu City, Komatsu Way, Komatsu’s Worldwide Code of Business
Komatsu has continued to respond to the needs of customers Conduct, and strategies including the mid-term management
and society based on its management principle of “We will plan. (please see page 2). We also established our
maximize the trust given to us by our stakeholders and society Sustainability Policy, which is designed to achieve a sustain-
through a commitment to quality and reliability.” In this manner, able society and to improve business continuity, amid the
the Company has sought to develop the ideal workplaces. rising social interest in companies’ sustainability impacts on

climate change and other concerns (please see page 4). remain this basic approach in the new mid-term management
Based on these elements, we engaged in an ongoing plan. It was also with the previous mid-term management
series of discussions about DANTOTSU Value – Together, to plan that we first set ESG-related management targets and
“The Next” for Sustainable Growth, our new three-year introduced frameworks for linking director remuneration to
mid-term management plan throughout FY2021. This new the accomplishment of ESG and other management targets.
plan encapsulates our desire to make the coming three Looking back at the previous mid-term management plan,
years a period as our springboard for creating new value so Komatsu faced a difficult external environment throughout
that we can advance to the next stage toward achieving the the three-year period of the plan. Demand started to decline
workplaces of the future, ensure a sustainable future for the in FY2019, which was further compounded by the global
next generation, and for sustainable growth over the next COVID-19 pandemic, something that we had not predicted
100 years. when formulating the plan, resulting in a massive slump in
Komatsu Report 2022 provides a look at the course demand for construction and mining equipment during the
Komatsu will take in pursuing sustainable growth over the next first two years of the plan. Nevertheless, we continued to
100 years with a focus on the new mid-term management plan. make steady progress in our growth strategies and structural
This will include how we aim to “continue creating new value” reforms while seeking to enhance corporate value through
together with customers through the consistent supply of improved earnings and the resolution of ESG issues.
DANTOTSU Products, DANTOTSU Services, and DANTOTSU Noteworthy successes included to further strengthen its
Solutions to customers engaging social infrastructure busi- developing operation for electrification technologies
ness based on our DNA of “manufacturing and technology together with customers or technical partners, the founding
innovation” and“ the commitment to quality and reliability.” of the Komatsu GHG Alliance, the reformation of our under-
ground soft rock business, the promotion of next-generation
and carbon-neutral factories, and other measures to fight
climate change.
Steady implementation of growth
strategies and structural reforms and
a difficult external environment
Review of previous Mid-term management plan
during period of previous Mid-term
Three growth
management plan strategies Initiatives
• Launched “digital transformation Smart Construction”

• Started installation of Smart Construction Retrofit Kit
I was the Senior Executive officer responsible for formulating • Conducted joint proof of concept test of electrified
1. hydraulic excavators together with Proterra Inc. of the
DANTOTSU Value – FORWARD Together for Sustainable
Value United States
Growth, the previous mid-term management plan, which creation by • Promoted Autonomous Haulage System
means of • Electrified equipment for underground hard rock mining
covered the period from FY2019 to FY2021. This was before I
innovation together with Proterra Inc.
became president. At the time of the formulation of this plan, • Jointly developed electrified micro excavators with Honda
we had a sense of crisis regarding the medium- to long-term Motor Co., Ltd., and launched these in the Japanese market
• Founded the Komatsu GHG Alliance
outlook for the construction and mining equipment market. It
• Expanded forestry machine business
was projected that demand would not see significant growth • Introduced next-generation Komtrax
in this market, and that Komatsu would not be able to survive 2.
• Developed products for underground hard rock mining
• Launched new electrified forklifts
the next century if it did not change. This was also the time Growth
• Developed and launched electric vehicle battery produc-
strategies
when rising concern for climate change started making coal tion equipment
based on
• Launched new CE series hydraulic excavators for urban
exposure an issue. In formulating the plan, we discussed the business
civil engineering applications
reform
types of strategies that would be necessary to drive sustain- • Established EARTHBRAIN Ltd. to promote improved
able growth with the goal of generating a positive cycle for safety, productivity, and eco-friendliness through
digital transformation
resolving ESG issues and improving earnings to achieve
3. • Completed new remanufacturing factory in South Africa
sustainable growth. These discussions led us to embark on Structural • Reformed structure of underground soft rock business
strategies based on the recognition that ESG issues do not reforms for • Commenced operation of new seal ring factory at Himi Plant
growth • Promoted carbon neutral plants
only represent risks; they also present opportunities. We

Changes in external environment and Clarification of medium- to long-term

Revised material issues and reflecting directives and issues of segments to
them in our management strategies review business portfolio featuring
higher growth and profitability
Komatsu’s external environment is increasingly being
characterized by uncertainty and opaqueness. In this envi- In conjunction with the formulation of the new mid-term
ronment, we must address new issues related to carbon management plan, we reviewed our business portfolio
neutrality, digital transformation, and diversity, equity, and (please see page 28). Komatsu have promoted selective
inclusion. At the same time, there is no end in sight for the focus on business at the start of the 2000s, and today we are
COVID-19 pandemic, and raw material prices and logistics concentrating our management resources primarily on our
costs remain high. Komatsu operates a global business, and construction, mining and utility equipment, retail finance, and
this means that we need to further bolster our responsive- industrial machinery and others businesses. The establish-
ness toward changes in the external environment and ment of the new mid-term management plan was used as an
business risks associated with geopolitical risks, opportunity to try new initiatives to clarify the medium- to
cybersecurity, pandemics, natural disasters, and other long-term directives and issues of individual business
extreme circumstances. segments reflect these points in priority initiatives. In the
Against this backdrop, Komatsu undertook an analysis of construction, mining and utility equipment business, for
its material issues (materiality) in advance of the formulation example, we will invest in growth areas to enhance our solu-
of the new mid-term management plan. This analysis was tions and value chain operations in pursuit of higher growth
aimed at reinforcing our responsiveness toward changes in potential and profitability. M&A activities will be examined as
the external environment and business risks. Through these one option for these investments.
analyses, we recognized four areas with particularly high
business importance and impacts on sustainability. These
four areas—environment, customers, employees, and ethics
Start of new three-year Mid-term
and governance—have been positioned as high-priority
material issues, and initiatives in these areas have been
management plan—strive to create
incorporated into the growth strategies of the mid-term new value over the next 100 years
management plan (please see page 27).
Material issues represent issues needing to be addressed Based on these considerations, Komatsu launched
while also offering a glimpse at potential opportunities for DANTOTSU Value – Together, to “The Next” for Sustainable
growth. What is important is for us to recognize the rising Growth, its new three-year mid-term management plan, in
level of uncertainty and to make steady progress in our April 2022 (please see page 26).
initiatives for sustainable growth while advancing growth This new plan builds upon the concepts of the previous
strategies and heightening our responsiveness toward risks. plan, calling on us to generate a positive cycle for resolving
Komatsu is gravely concerned about the current situation ESG issues and improving earnings to achieve sustainable
in Ukraine and sincerely hopes that the situation will be settled growth through the supply of DANTOTSU Value, comprising
peacefully as soon as possible. Due to the situation in Ukraine, DANTOTSU Products (advancement of machines),
the disruption in the supply chain surrounding Komatsu has DANTOTSU Services (advancement of machine operations),
remained serious, and the impact on the financial and eco- and DANTOTSU Solutions (advancement of workplace oper-
nomic situation remains uncertain. Komatsu continues to ations). Through this approach, we are working to realize our
develop its business with the safety and health of its custom- ideal of creating the safe, highly productive, smart and clean
ers and suppliers, residents of local communities, and workplaces of the future together with customers.
employees and their families as its top priority. This will be our
guiding policy as we carefully monitor the situation with the
decision of responding in the most appropriate manner.

Moreover, the plan is upheld on three pillars of growth

strategies: 1) Accelerate growth by means of innovation; 2)
Maximize earnings power; and 3) Enhance corporate resilience.
Based on these growth strategies, we will continue to focus
investment on growth areas to create new value. At the same
time, we will seek to maximize growth opportunities in existing
business areas in order to improve profitability and build a
business structure that is resilient to fluctuations in demand.
Ongoing focus on sustainability

management to achieve sustainable
growth over the next 100 years
Based on the Sustainability Policy, Komatsu aims to contrib-

ute to society through its business activities over the next
100 years. In the new mid-term management plan, we have
continued to emphasize the previous plan’s sustainability
management in which we work for sustainable growth
through a positive cycle for resolving ESG issues and improv-
ing earnings. With this emphasis, we have selected 10 new
goals from among the 17 goals of the United Nations
Sustainable Development Goals that are strongly related to Komatsu’s current need for ongoing
material issues (materiality). We have also set key perfor-
ambition to supply customers with
mance indicators (KPIs) aimed at resolving ESG issues
through the three pillars of our growth strategies. Selected new value
through discussion among the Board of Directors, these KPIs
have been deemed to be viable for promoting the advance- As was the case when formulating the previous mid-term
ment of our growth strategies and for indicating the progress management plan, we project that Komatsu’s mainstay
of the mid-term management plan to stakeholders (please construction, mining and utility equipment business will
see page 36). Komatsu will continue to disclose information continue to see gradual growth of market demand over the
on its progress toward the KPIs in its integrated reports, as it medium to long term. However, we cannot expect a massive
has done since the period of the previous mid-term manage- spike in growth. We also have to recognize that we will con-
ment plan. By presenting this information in a clear form for tinue to face a highly volatile market. When looking forward to
stakeholders, we expect to boost the motivation of internal the next century, it becomes clear that we must continue our
departments to achieve our KPIs and thereby accelerate the prior approach, as well as, forge new relationships with cus-
advancement of our growth strategies. tomers and build a business structure that is resilient to
We will also proactively participate in the United Nations changes in demand.
Global Compact, the World Business Council for Sustainable We made a certain degree of progress in priority
Development, the Task Force on Climate-related Financial initiatives of growth strategies under the previous mid-term
Disclosures, and other initiatives as we work to fulfill our management plan. However, there are still issues that we
obligations to society and the environment as a responsible need to address in order to boost our growth potential and
global company. profitability. Areas of these issues include promoting to intro-
duce electrified equipment, evolution value chains business,
and expanding our underground hard rock and forestry
machine businesses (please see page 32).

Advancing these growth strategies will require us to experience, it is crucial to delegate a certain degree of
exercise ongoing ambition to capitalize on our possibilities responsibility to these employees when having them try to
and deliver new value to customers. We also must foster tackle new challenges.
people who can boldly tackle new challenges without fear of The Komatsu Way is an expression of the strengths of
failure. I too was provided with various opportunities to tackle Komatsu, the beliefs supporting our corporate strengths, the
new challenges throughout my career. I learned a lot from basic attitudes, and a manner of action established based on
these opportunities, even when I failed, and this experience the experiences of our predecessors as they proceeded to
made me what I am today. For example, I was involved in tackle the challenges facing them. We distribute this state-
projects for transferring production operations as part of our ment to Komatsu employees around the world and teach
reorganization of Komatsu’s domestic plants. I had the them its values. Instilling these values, which could be said to
opportunity to experience this process at both plant trans- be the very DNA of Komatsu, in employees requires that they
ferring the operations and the plant to which operations were act and gain experience based on our emphasis on actual
being transferred, and both sides of this experience contrib- workplaces. A look back at our century-long history will show
uted to my growth. I also gained a lot from my time overseas. that Komatsu has often found itself faced with trials. When
Over the period from 2004 to 2007, I served as plant man- rival U.S. manufacturers sought to compete with us in Japan,
ager of the Chattanooga Plant, and I was able to experience we rose to the challenge and claimed victory through quality
and study various areas of management in this position. At control measures to undertake the project “A”. We have also
that time, demand in the United States was brisk, and pro- had the experience of advancing into the global market,
duction could not keep up with this demand. To address this ramping up local production overseas, achieving a rapid
demand, we set up a system through which PC200s manu- recovery after posting an operating loss in 2001, and over-
factured in Bangkok, Thailand, would be shipped to the U.S. coming the adversity created by the 2008 financial crisis and
This allowed us to respond to fluctuations in demand without the Great East Japan Earthquake in 2011. Our predecessors
incurring additional fixed costs. Today, this type of approach boldly tackled these challenges, without fear of failure. It is
has come to be known as cross-sourcing. Through this expe- this history of overcoming hardship that has led Komatsu to
rience, I learned that undertaking new endeavors overseas, grow into the company it is today.
even more so than other ambitious ventures, requires the Moreover, this history has formed the foundation on
skills of local staff and support from Japan. This taught me which we will grow in the future. The new mid-term manage-
the importance of teamwork. ment plan positions the next three years as a period for
Expanding partnerships has been upheld as one of the building the foundations for advancing to the next stage for
common efforts needing to be addressed to advance the the workplaces of the future and ensuring a sustainable
growth strategies of the mid-term management plan. When future for the next generation through manufacturing and
attempting to automate or electrify equipment, for example, technology innovation and quality and reliability. I hope you
it is important to absorb as much insight as possible from the will continue to support us as we enter a new stage.
partners we work with so that this insight can be used to
foster our own employees. Komatsu does not have a sub-
stantial amount of insight in the fields of automation and
electrification, meaning that it would be difficult for us to train
experts in these fields on our own.
At the same time, management has the important
responsibility of providing employees with opportunities to
tackle new challenges. The practical skills and experience
Hiroyuki Ogawa
that subordinates acquire through such undertakings will President and Chief Executive Officer
contribute directly to their development. Based on my own Representative Director

Online meetings with individual shareholders (Japanese only)
In order to help shareholders gain a better understanding of Komatsu’s business activities, we will hold an online meeting for indi-
vidual shareholders as detailed below.
At this meeting, members of senior management will provide an overview of the Komatsu Group and discuss the progress of
our mid-term management plan as well as the Company’s interim financial outlook and full-year financial outlook. We also ask for
input from shareholders.
Details of FY2022 online meeting with individual shareholders (plan)
Time and date 7 p.m.–8 p.m. (JST), December 20, 2022 (Tuesday)
The viewing website and viewing methods will be described in the interim business reports
scheduled for distribution in early December 2022 (in Japanese only) and the Shareholder
Method
Events section of our corporate website (in Japanese only). The briefing will be viewable from
computers, smartphones, and tablets.
Attendance
Open to shareholders of the Company as of September 30, 2022
requirements
1. Explanation of mid-term management plan progress, interim financial results, and full-year
Agenda financial outlook
2. Question and answer session
Note: The meeting will be held in Japanese only. The materials in English will be posted on Komatsu’s corporate website after the meeting. Please visit our website and refer to
the Interview with the President section of our Investor Relations page.
Reference
FY2021 online meeting with individual shareholders
• Presenters
Hiroyuki Ogawa, President and Chief Executive Officer
Takeshi Horikoshi, Director, Senior Executive Officer, and CFO
Web For videos and materials from the FY2021 online shareholder meetng,
please refer to the Shareholder Events section of our corporate website (in Japanese only).
https://www.komatsu.jp/ja/ir/shareholder/event
Video interviews with the president
Web For materials from the FY2021 online shareholder meeting,

please refer to the Interview with the President section of our corporate website.
https://www.komatsu.jp/en/ir/library/interview-movie

Special feature: Mid-term management plan (FY2022–FY2024)
Mid-term management plan

(FY2022–FY2024)
DANTOTSU Value
Together, to “The Next” for sustainable growth
To the next stage for the workplace of the future

Ensuring a sustainable future for the next generation
A new chapter of value creation to the next 100 years
In April 2022, Komatsu launched DANTOTSU Value – Together, to “The Next” for Sustainable Growth, its new mid-term
management plan covering the three-year period from FY2022 to FY2024.
The period of this plan has been positioned for building foundations for supporting the creation of new value so that we can
move on to the next stage toward achieving the workplaces of the future, work toward a better sustainable future for the next
generation, and create new value for sustainable growth over the next 100 years.
Changes in external environment and of ESG issues

In recent years, Komatsu’s external environment has been external environment and to business risks. We will also need
becoming increasingly volatile and opaque. to enhance our foundation for sustainable growth by position-
Achieving sustainable growth in this environment will ing trends like digital transformation, carbon neutrality, and
require Komatsu to increase its resilience to changes in the diversity and inclusion as business opportunities.
Politics & economy Environment & energy
•G
rowing competition between US and • Growing momentum toward climate change
China and economic security risks and decarbonization
•C
hina: impacts of domestic policies and (COP26: 1.5° Celsius target confirmed)
economic/diplomatic policies • Acceleration of carbon neutrality
•G
rowing geopolitical risks • Shift to EVs (automobile industry)
(Ukraine situation etc.) • Water security and biodiversity conservation
•U
nstable supply chains • Growing green investments and
•N
eed to increase ability to address contingencies rising demand for information disclosure
(including infectious diseases and natural disasters)
Technologies Society & values
•A cceleration of digital transformation • Prevalence of diversity and inclusion

• Advancements in leading technologies and (gender, people with disabilities, LGBTQ, etc.)
open innovation (automation, electrification, • Progress with diverse workstyles
and remote-controlling, AI, etc.) • Growing importance of employee
• Expansion of SaaS (Software as a Service) engagement
• Evolution of Data Analytics • Rising societal demands for human rights
• Growing cybersecurity risks and corporate ethics
• Strengthened governance and risk management

Revision of material issues (materiality)

Prior to the launch of the new mid-term management plan, Initiatives in areas deemed to be of high importance to
Komatsu undertook a revision of its material issues over the accomplishing the goal of the growth strategies of the mid-
period from November 2020 to February 2021 through which it term management plan—generating a positive cycle for
sought to increase its resilience to changes in the operating resolving ESG issues and improving earnings to achieve sus-
environment and business risks. tainable growth—have been reflected in growth strategies.
Process of revising material issues
Komatsu utilized the following process in revising its material issues while receiving third-party aid from Business for
Social Responsibility, a U.S.-based NPO.
1. Identification of sustainability issues

Important issues were identified based on past materiality analyses, international targets and standards, reporting
frameworks, management philosophy and strategies, and the importance and relevance to stakeholders, resulting in the
compilation of a list of 46 items.
2. Evaluation of identified sustainability issues

Meetings were held with 26 internal and external individuals (15 internal and 11 external)* with regard to the identified
sustainability issues in order to assess and map the issues from the perspectives of business importance and impacts on
sustainability (importance to stakeholders + environmental, social, and economic impact).
* External individuals included institutional investors and representatives from World Business Council for Sustainable Development, World Wide Fund for Nature
Inc., Business & Human Rights Resource Centre, customers, and partners.
Internal individuals included domestic and overseas officers (directors, global officers, and other executive officers).
3. Definition of material issues

Based on these analyses, the Company defined six material issues—environment, customers, employees, ethics and
governance, human rights, and communities—that were deemed to have material importance in terms of their impact on
sustainability and their business importance.
Furthermore, the four areas of environment, customers, employees, and ethics and governance were identified as
being of particularly high priority among these issues, and initiatives for addressing these areas have been incorporated
into the growth strategies of the mid-term management plan.
Development of low-carbon/low-emissions
products, solutions, and business models
High
Material issues (materiality) The most
• Development of low-carbon/low-emissions prod- important areas Corporate
governance
ucts, solutions, and business models • Provision of solutions
Environment • Resource recycling and remanufacturing • Product safety and quality
(Importance to stakeholders)
• Reduction of energy usage and GHG emissions • Occupational safety and

Impact on Sustainability
• Forest conservation through business activities health and well-being

• Diversity and Inclusion
• Provision of solutions
Customers
• Product safety and quality
• Occupational safety and health and well-being Compliance

• Employee engagement and job satisfaction
Employees
• Diversity and Inclusion • Reduction of energy usage
• Skills development and workplace retention and GHG emissions • Employee engagement
• Resource recycling and and job satisfaction
remanufacturing • Skills development and
• Corporate governance workplace retention
Ethics / Governance
• Compliance
Human Rights • Respect for human rights Low Business Importance High
Environment Ethics / Governance Human rights Customers

Communities • Contributions to local communities
Employees Communities
4. Approval of Mid-term management plan by board of directors

The mid-term management plan was approved by the Board of Directors as a plan for generating a positive cycle for
resolving ESG issues and improving earnings to achieve sustainable growth by addressing material issues based on an
understanding of the relationship between these issues, Komatsu’s Sustainability Policy, and the United Nations
Sustainable Development Goals (SDGs).*
Moreover, the Company will undertake regular materiality analyses and reflect the identified risks and opportunities
into management in order to respond flexibly to changes in the operating and management environment.
* For information on the relationship between material issues, Komatsu’s Sustainability Policy, priority measures of the mid-term management plan, and the SDGs,
please refer to the list of key performance indicators on page 36.

Review of business portfolio

In conjunction with the establishment of its new mid-term For our core business, the construction and mining
management plan, Komatsu also conducted a review of its equipment business, we will continue to focus investments on
business portfolio. This review entailed clarifying the medium- growth areas and control fixed costs. While also focusing on
to long-term directives and issues for business segments and M&A activities, we will work toward sustainable business
reflecting these in the priority initiatives of the mid-term growth by increasing growth and profitability through the
management plan. expansion of our solution and value chain businesses.
Business portfolio (Average for the past 10 years: FY2012–FY2021)
shows medium- to long-term direction of each business segment

High
Smart Construction
(% of net sales growth vs. previous year)
Semiconductor
manufacturing
equipment
Forestry
Growth
machinery
Mining
equipment
Construction Retail
equipment finance
• Colored bubbles indicate the size of 10-years average sales for each business segment.
• Smart Construction and forestry equipment indicates the direction from FY2021 with construction
Industrial
equipment in parentheses.
Low machinery
• Smart Construction indicates solutions related portion.
Low Profitability (Operating profit ratio) High
Business direction and main issues
Business segments Business direction and main issues
Strategic markets
•A ggressive strategies in growth markets (Asia and Africa)
• Increase sales of CE series excavators
Traditional markets
Construction equipment •P romote digital transformation Smart Construction
•D evelop automation / electrification technologies and form markets
Global
•S trengthen forestry machinery business and expand smart forestry
•E xpand value chain business (including mining)
Surface mining
•P romote open technology platforms
• Strengthen AHS business and develop automated and remote-controlled technologies
of mining equipment
Mining equipment
• Promote development of power agnostic trucks (Komatsu GHG alliance)
Underground mining
•E xpand hard rock business
•C ontinuous structural reforms in response to coal demand decrease
Retail finance Expand coverage (regional and products) and maintain financial soundness
Maintain and improve strong earnings structure and address speed of growth of the
Semiconductor semiconductor market
manufacturing equipment •E
xpand DUV light source equipment business for lithography
•E
xpand temperature control equipment business
Industrial
machinery
Improve earnings structure and address customer changes (CASE)
and others
•S
trengthen automotive battery manufacturing equipment business and expand smart
Industrial machinery line business
•S
trengthen after-sales service business and development of new products with new
processing methods

Management tasks for achieving sustainable growth

Demand in the construction and mining equipment business, By implementing our growth strategy, we strive to achieve
Komatsu’s core business, is expected to increase moderately growth surpassing the industry average, to secure the indus-
over the medium to long term because of population growth try’s top level of profitability, and to build a corporate structure
and urbanization in strategic markets and because of the that is resilient against demand volatility, and thereby accom-
steady pace of infrastructure replacement investments in plishing sustainable growth.
traditional markets. Growth areas where we are making focused investments
In the short term, meanwhile, demand volatility is include the technological areas such as automation,
expected to be extremely high due to various external electrification, remote control, components and software, the
environment risks. solutions business for Smart Construction, and an open tech-
Therefore, we recognize there are three challenges needing nology platform for mining and value chain businesses. In
to be overcome in order to achieve sustainable growth. The first addition, we will also invest in businesses with high growth
is to conduct continued investment in growth areas. The second potential such as the forestry machinery business and the
is to achieve further improvements in profitability. The third is to underground hard rock mining business.
strengthen our ability to address environmental changes.
Mid-term management plan (FY2022–2024): Approaches to growth strategy
Management tasks in the new mid-term

management plan
(1) Continue investments in growth areas Sustainable
(2) Further improve profitability growth
(3) E nhance capabilities to respond to
external environmental changes
Boosted range by
growth strategy
(Net Sales)
Joy Global Assumed range along

acquisition Pandemic with demand changes
Technology enhancement areas

Components, Systems/Software, Automation,
autonomous operations, electrification, and
Growth
Remote-controlling, etc.
investment
Growth business areas
areas Solutions business, Value chain business,
Forestry machinery business, and Underground hard rock
business, etc.
FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24
Mid-term management plan Previous Mid-term Period of new Mid-term

before last management plan management plan

Creation of DANTOTSU Value

By advancing the growth strategies of its mid-term As shown in our roadmap for the workplaces of the future,
management plan, Komatsu aims to create the safe, highly we aim to create new value through solutions; provide safe,
productive, smart and clean workplaces of the future together environmentally friendly and highly efficient products that are
with customers. highly compatible with those solutions; and connect all cus-
The “workplaces of the future” that Komatsu aims to tomer processes with digitalization. Through these efforts, we
create in the 2030s will resolve customers’ workplace issues will strive to achieve the optimization of workplace operations
and optimize operations by means of partnership and from the perspectives of safety, efficiency, and the environ-
advanced technologies, using open platforms connecting land ment in order to create the workplaces of the future and
data, people, machines, and materials through digitalization. achieve carbon neutrality.
This connectivity is expected to allow for advanced technolo- Furthermore, Komatsu announced its 2050 carbon neutral
gies to be utilized together with partners to resolve issues and declaration stating its aim to achieve business growth while
pursue optimization at customer workplaces around the world. implementing measures to combat global warming. We will
Komatsu aims to generate a positive cycle for resolving extend these efforts to reduce CO2 emissions throughout
ESG issues and improving earnings to achieve sustainable customer workplaces, not just at our production sites and from
growth through the supply of new customer value (DANTOTSU the use of our products, by utilizing Smart Construction and
Value), by integrating DANTOTSU Products (advancement of other methods to optimize customers’ construction activities
machines), DANTOTSU Services (advancement of machine and to proactively contribute to CO2 reductions across society.
operations), and DANTOTSU Solutions (advancement of work-
place operations).
DANTOTSU Value
Customer value creation that generates a positive cycle of ESG solutions and
improvement of earnings
DANTOTSU
Solution
Advancement of
workplace operations
(Optimization platform and advanced solutions)
Improvement
ESG solutions
of earnings
Develop safe, highly productive,
smart and clean workplaces of
DANTOTSU the future with customers DANTOTSU
Product Service
Advancement of Advancement of
machines machine operations
(Automation, autonomous operation, (Visualization of machine operations
electrification, and remote-controlling) and preventive maintenance)
Sustainable growth

Roadmap to workplace of the future

(For Smart Construction)
◆ Carbon neutrality
(Optimization level of customers’ entire operation processes)

Level 5
Create work tasks and ◆ Safe, highly productive,
work orders
smart and clean workplace of
the future
Maximizing customer value
Level 4
Optimization of
construction planning
Solution
Level 3
Data monitoring
Level 2
Visualization of
topography / workplace
Level 1
Workplace digitalization
Conventional Products (Level of automation and autonomous operation)
Level 4 Level 5
Level 1 Level 2 Level 3 Advanced collabora- Advanced decision-
Limited operation Advanced operation Advanced solo
tive autonomous making autonomous
support support automation
operation operation
Products (Improvement of equipment efficiency / Reduction of CO2 emissions)

Level 3 Level 4
Level 1 Level 2 Micro-mix hydrogen Level 5
Full electric
Internal combustion Energy recovery combustion Fuel cells
Plug-in / Battery
Energy recovery
Innovate manufacturing technology and develop new value chain
Product development roadmap for carbon neutrality

We will constantly update our product development roadmap so that we can provide customers with all options according to
their environmental needs.
Reductions from product improvements: Reduce CO2 emissions by increasing machine efficiency and improving low carbon
levels (shift to cleaner power sources).
Reductions by solutions (process improvements): Reduce CO2 emissions by optimizing and improving the efficiency of all jobs,
construction, and operations at customers’ workplaces.
Surface mining
■ Hydrogen fuel, biofuel, e-fuel internal combustion
On-site generation and hydrogen fuel
■ Fuel cells ■ Electric (battery/plug-in)
■ Hybrid ■ Diesel internal combustion Underground mining
Protection of underground miners’ health
Extent of reduction from 2010
Zero
Urban civil engineering

Reductions from
Use of urban electricity product improvements
Halved CO2 emissions in 2030
infrastructure in 2050
(50% reduction in CO2 emissions from 2010)
-50% Forestry
General civil engineering
Electrified equipment for reducing environmental impacts

Reductions from
process improvements
in 2050
-100%
Carbon neutrality in 2050
(100% reduction in CO2 emissions from 2010)
2010 2020 2025 2030 2035 2040 2045 2050

Three pillars of growth strategies

The new mid-term management plan is centered on target the maximization of earnings opportunities in
three pillars of growth strategies: 1) Accelerate growth existing business areas in order to improve profitability
by means of innovation; 2) Maximize earnings power; and build a business structure that is resilient to fluctua-
and 3) Enhance corporate resilience. The pillars were tions in demand. The management foundations for
defined based on backcasting from Komatsu’s mid- supporting these activities will be reinforced by enhanc-
term vision, as well as on various factors, such as the ing efficiency and improving responsiveness to
achievements and ongoing challenges from the previ- changes in the external environment.
ous mid-term management plan; changes in the As common themes among three pillars, we will to
external environment; and management issues. work to expand business partnerships, including
Based on the pillars of growth strategies, the through M&A and open innovation activities, while pro-
Company will continue to focus investment on growth moting digital transformation in all areas with the goal of
areas to create new value. In addition, Komatsu will improving productivity and efficiency.
Value1. 1. Accelerate growth by Growth Core

2. Maximize earnings power
creation means of innovation
Strategies business
• Create new customer values by Creating • Expand presence in

optimizing workplaces DANTOTSU Value key emerging markets
• Tackling the challenge of crafting values • Further growth from evolution of
(products and solutions) value chain business
for carbon neutrality
Management
3. Enhance corporate resilience
foundation
• Drive efficient business operations and

reinforce risk management
• Enrich human resources base with diversity
Common tasks among the three pillars

Expand partnerships Promote digital transformation in all areas
1. Accelerate growth by means of innovation
Create new customer values by optimizing workplaces

• Promote digital transformation Smart Construction and its overseas expansion
• Business promotion using mining open technology platforms
• Advanced product development and market introduction with high compatibility with platforms
Tackling the challenge of crafting values (products and solutions) for carbon neutrality
• Develop and market introduction of electrified machinery
• Promotion and expansion of Smart Forestry
• Plants with zero environmental impacts
2. Maximize earnings power
Expand presence in key emerging markets

• Strengthening of marketing strategies in Asian and African markets
• Expansion of forestry machinery and hard rock equipment businesses
• Expansion of aftermarket business
Further growth from evolution of value chain business
• Development of data-driven business model
• Promotion of differentiation through lifecycle support business
• Expansion of Reman/rebuild businesses
3. Enhance corporate resilience
Drive efficient business operations and reinforce risk management

• Strengthening of production and procurement systems resistant to environmental changes (increase of
multi-source ratio of parts)
• Enhancing assessment of economic security risk and preparedness
• Strengthening the corporate brand by developing a global brand strategy
Enrich human resources base with diversity
• Enhancement of diversity & inclusion
• Offering of a variety of talent development opportunities and improvement of employee engagement
• Human resources development for digital applications and open-innovation

1 Accelerate growth by means of innovation
Komatsu has defined areas in which it will cultivate businesses accelerate development and practical application of
through strategic investment in pursuit of future growth. In sophisticated products (equipment) boasting automated,
these areas, we will expand the solutions business through autonomous, and remote operation functions that make them
the creation of new value that optimizes customer workplaces highly compatible with our software, solutions, and platforms.
by accelerating innovation in both solutions and products. Meanwhile, carbon neutrality initiatives will include such
For example, we will promote businesses related to the ambitious undertakings as launching electrified equipment,
“Smart Construction Digital Transformation” solution and to promoting smart forestry, and creating plants with no envi-
mining open technology platforms.. At the same time, we will ronmental impacts.
Promotion of “Smart construction digital transformation”

The Japanese construction industry is suffering due to social issues like the aging of workers and the shrinking of the working-
age population. The impacts of such issues are being further compounded by the COVID-19 pandemic, which is creating a
pressing need for workstyle reforms at construction workplaces around the world.
To help address these issues, Komatsu evolved its prior Smart Construction solution to create the “Smart Construction
Digital Transformation” solution, which is capable of contributing to further improvements to the safety, productivity, and eco-
friendliness of construction workplaces.
In addition, we launched EARTHBRAIN Ltd., a joint venture company, together with NTT DOCOMO, INC. Sony Semiconductor
Solutions Corporation, and Nomura Research Institute, Ltd., in 2021. EARTHBRAIN is tasked with developing devices and appli-
cations for the visualization of various construction workplace data. By combining the four companies’ expertise, know-how and
technologies, EARTHBRAIN will provide the next-generation of Smart Construction.
The mid-term management plan positions the promotion of the “Smart Construction Digital Transformation” solution as a
priority initiative, based on which we aim to help enhance and optimize construction workplaces. Moreover, the applications
developed by EARTHBRAIN will be combined with the ICT-intensive construction equipment of Komatsu to expand the use of this
solution on a global scale in order to make greater contributions to productivity at construction workplaces around the world.
For information on key performance indicators for improving construction workplace productivity through Smart Construction, please refer to page 36.
Development and launch of

electrified equipment
Komatsu is working together with various partners to develop and launch
electrified equipment in order to provide various options that match
customers’ needs for environmental performance based on its outlook
for the future of the market.
As one facet of these efforts, we aim to introduce equipment that
can run on fuel cells, hydrogen engines, and various other power sources.
In June 2022, Komatsu signed a memorandum of understanding with
Cummins Inc. to collaborate on the development of zero-emissions
power sources for haulage equipment. This agreement also pertains to
technologies including hydrogen fuel cell solutions.
By capitalizing on Cummins’ wide-ranging technologies and
expertise pertaining to batteries, fuel cell systems, and hydrogen
production systems, we are moving ahead with the development of zero
emissions power technologies. Komatsu is advancing to develop power
agnostic trucks that can run on a variety of power sources. And targeting
a commercial launch for these trucks to be achieved by 2030.
Komatsu is committed to contributing to carbon neutrality through
the development of such eco-friendly products.

2 Maximize earnings power
Komatsu seeks to achieve further growth and improve its expected to grow in the future, such as forestry machinery
profitability by maximizing earnings opportunities in existing and hard rock mining.
businesses through the expansion of its presence in growth Moreover, the next-generation Komtrax will be utilized to
markets and the evolution of value chain businesses. develop a data-driven business model that takes advantage
Efforts for expanding our presence in growth markets, of the strength of our in-house production of key compo-
specifically those in Asia and Africa, will include promoting nents and because of the fact that we have deployed some
sales of the CE series hydraulic excavators for urban civil 680,000 equipment units (as of March 31, 2022) around the
engineering applications launched in 2021, bolstering prod- world. With this model, we aim to bolster our support capabili-
uct planning systems tailored to regional characteristics, and ties across equipment lifecycles in order to expand our
augmenting our lineup of attachments. remanufacturing (Reman) and rebuilding operations.
Komatsu will also reinforce its operations in areas For more information on Komatsu’s lifecycle support business, please refer to page 14.
Acceleration of initiatives in Asian and African markets

Komatsu is deploying a two-model line strategy to address
the diverse needs of customers in the Asian market. Based
on this strategy, we have introduced into this market the
PC210-10M0 standard series hydraulic excavator, which
excels when it comes to power and productivity in mining and
quarrying work. We also, launched the PC200-10M0 CE
series hydraulic excavator, which boasts specifications
optimized for urban civil engineering work, such as residential
land development and road construction, in 2021. The
PC200-10M0 CE series hydraulic excavator features better
fuel economy and a lower price than conventional models,
achieved by optimizing specifications exclusively for urban
civil engineering work with four-cylinder engines, while inher- (maximum 5 years or 10,000 hours), thereby maximizing the
iting the quality and durability of conventional models. benefits for customers.
By taking strategic advantage of its in-house Going forward, Komatsu will extend its two-model line
development and production of key components, Komatsu strategy using CE series models to other strategic markets
is working to install a variety of sensors on the key in order to expand its presence in these markets.
components of equipment for strategic markets and to use In African markets, meanwhile, Komatsu is expanding its
monitoring technologies in order to predict mechanical customer support operations. For example, we completed
failures and estimate product life. Just like the PC210-10M0 construction of a new remanufacturing (Reman) plant in
standard series hydraulic excavator, the PC200-10M0 CE South Africa in 2021. This base will be utilized as a central
series hydraulic excavator is equipped with a variety of hub for our activities in southern Africa in order to reinforce
sensors and is supported by the extended warranty program our Reman operations (see page 15).
Advancement of forestry machinery business

komatsu is ramping up its efforts in the forestry machinery
business with the aim of growing it into a third pillar of busi-
ness alongside its construction equipment and mining
equipment businesses.
Seeking to encourage sustainable forestry, Komatsu is
upholding not only the already-mechanized areas of harvest-
ing and forwarding but also planting and cultivation. To aid it
in these efforts, the Company acquired Bracke Forest AB, a
Swedish-based developer, manufacturer, and seller of appli-
cation-specific attachments for silviculture, in July 2022.
In addition to mechanizing forestry processes, we are
developing forest management solutions for analyzing data on
tree numbers, height, and other metrics measured using drones customers in improving safety and productivity at their work-
and satellites. Through such efforts, Komatsu is supporting places while also contributing to carbon neutrality.

3 Enhance corporate resilience
The external environment has become increasingly uncertain in recent years, prompting
Komatsu to pursue higher levels of resilience in the management foundations that sup-
port its pursuit of sustainable growth.
One area for the pursuit of higher resilience is initiatives for strengthening risk man-
agement and boosting operational efficiency. In this area, we are building supply chains
that are resilient to changes in the operating environment by increasing the ratio of items
we procure from multiple suppliers. We are also furnishing flexible responses to foreign
exchange rate and demand fluctuations through cross-sourcing. Meanwhile, assess-
ments are being conducted with regard to the emerging need to address economic
security risks as we develop the necessary response frameworks.
Human resource measures, meanwhile, include bolstering our diverse staff to
heighten engagement with employees boasting various expertise, in order to ensure that
we are equipped to overcome challenges as a team.
Specifically, we are promoting diversity and inclusion while working to improve
engagement by offering employees various opportunities to develop their skills. In addi-
tion, we are fostering human resources with skills pertaining to digital technologies and
open innovation.
For more information on production and procurement systems, please refer to page 16.
For more information on human resource development initiatives, please refer to page 56.
Management targets For more information on Komatsu’s financial strategies, please refer to page 41 .
Concerning management targets in the new mid-term management plan, while we are keeping the same
targes from the previous plan, that is, “Growth,” “Profitability,” “Efficiency,” “Financial Position,” and “Retail
finance bussiness,” we have set a new ESG target of the challenge to become carbon neutral by 2050.
With respect to shareholder return, while placing priority on focusing investments in growth areas, we will
continue to work for stable dividends for shareholders.
Item Index Target

Growth Sales growth rate Growth rate above the industry’s average
Operating profit
Profitability An industry’s top-level profit ratio
ratio
Efficiency ROE 10% or higher
Financial
Net D/E Ratio Industry’s top-level financial position
position
Retail finance ROA 1.5% to 2.0%

business Net D/E Ratio 5 times or less
Reduction of • CO2 emissions: Decrease by 50% in 2030 from 2010

environmental Become carbon neutral by 2050 (Challenging goal)
impact • Renewable energy use: Increase to 50% of total energy use in 2030
ESG
Evaluation by
• Selected for DJSI* (World & Asia Pacific)
external
• Selected for CDP** A List (Climate Changes and Water Risk)
organizations
• Keep a fair balance between investment for growth and shareholder return
Shareholder Consolidated
(incl. share buybacks), while placing main priority on growth investment
return payout ratio
• 40% or more
* Dow Jones Sustainability Indices: SRI indices generated by S&P Dow Jones of the United States and RobecoSAM of Switzerland
** International non-profit organization that advocates the reduction of greenhouse gas emissions and protection of water resources and forests by companies and governments

Sustainability policy and KPIs of new Mid-term management plan
Based on its Sustainability Policy, Komatsu seeks to contribute to society through its business.
The new Mid-term management plan calls on us to generate a positive cycle for resolving environmental, social, and gover-
nance (ESG) issues and improving earnings to achieve sustainable growth. Measures prescribed to this end include reducing
environment impacts to combat climate change; providing safe, high-quality, high-performance products, services, and solu-
tions; and promoting diversity, equity, and inclusion. Moreover, key performance indicators (KPIs) have been defined to guide
Sustainability Policy Materiality Key activity themes
Occupational safety and

Build workplaces that are safe and secure
health and well-being
Employee engagement and

Increase employee engagement
job satisfaction
• We provide an environment where diverse and global
employees can work safely and healthily as one team, with
With people
respect for each individual, and with satisfaction and pride.
Diversity and Inclusion Promote diversity and inclusion

• We nurture employees who can take on challenges at Employees
various job sites and in different regions, create new value
together with customers, and contribute to the realization
of a sustainable society.
• As the Komatsu Group, we shall respect human rights

Skills development Develop individuals’ skills and achieve business growth
related to all of our business activities.
Human
Respect for human rights Promote human rights due diligence
Rights
Enhancement of product safety
Improve productivity of construction workplaces by

• We contribute to society through our business activities by promoting Smart Construction
providing our customers with safe and highly
productive products, services, and solutions that realize
With Business
sustainable infrastructure development, resource develop-

ment, and a recycling-oriented society.
Product safety and quality
Customers
Provision of solutions Provision of products and solutions that enable
•W
e build relationships with our business partners and local sustainable resource development (mining equipment)
communities that enable mutual trust, fairness, co-exis-
tence, and co-prosperity.
Solutions for improving safety and productivity at customer

•W
e comply with the rules of society, including laws and workplaces (automation, autonomous operation, remote operat
regulations, and strive to respond sincerely to the requests
and expectations of all stakeholders, Building of value chain adaptable to
including society. environmental and demand changes
Ethics /
Governance / Compliance Strengthen governance and ensure thorough compliance
Governance
Contributions to local
Communities Contributions to communities through business and disaster relief s
communities
Reduction of energy usage and

• Through all of our business activities, we strive to reduce our Plants with zero environmental impacts
GHG emissions
With the planet
environmental impact and preserve the global environment

through the use of advanced technologies.
• We strive to increase both global environmental Development of low-carbon /

Environment low-emissions products, Reduction of CO2 emissions at customer workplaces
conservation and business growth through manufacturing and solutions, and business models
technological innovation.
• We pursue collaboration and value creation with our stakehold- Forest conservation through Provision of solutions that support sustainable,
business activities cyclic forestry businesses
ers toward a sustainable planet and future.
Resource recycling and

Promotion of recycling-oriented business
remanufacturing

efforts for resolving ESG issues through growth strategies, and progress toward accomplishing the targets for these KPIs will be
disclosed through the Company’s integrated reports. Moreover, we have clarified the relationships between our defined material
issues, KPIs, and highly relevant targets of the United Nations Sustainable Development Goals (SDGs).
No. KPI FY2024 Targets SDGs
Ongoing decrease from three-year average frequency rate of 0.65 from

1 • Frequency rate of lost work time accidents (per 1 million hours)
period of previous mid-term management plan (Performance disclosed)
1. Domestic score: 75 or more (69 in FY2021)

2. Global score: 85 or more (79 in FY2021)
2 • Engagement survey scores Notes: 1. Score represents rate of favorable responses.
2. Global engagement surveys are conducted once every two years
(next survey to be conducted in FY2023).
• Indicators related to female employees

1. 17.0% or more (13.9% on March 31, 2022)
3 1. Ratio of full-time female employees (consolidated)
2. 13.0% or more (10.0% on March 31, 2022)
2. Ratio of female managers (consolidated)
4 • Ratio of employees with disabilities (surpassing legally mandated rate) Domestic: 2.5% or more each year (legally mandated level of 2.3%)
Increased succession planning for senior management positions at

5 •S
uccession plans
overseas Group companies
Three-year aggregate numbers of training recipients

6 • Development of human resources with digital transformation and AI skills 1. Digital transformation: 180 for practical, 900 for entry level
2. AI: 30 for practical, 90 for entry level
7 • Cultivation of Smart Construction consultants 1,000 (aggregate)
Due diligence activities conducted for following three areas

8 • Human rights due diligence activities
1. Internal 2. Procurement supply chain 3. Sales
• Development of safety devices and expansion of range of

9 Expansion of range of marketed models equipped with safety devices
marketed models equipped with safety devices (KomVision, etc.)
10 • Overseas sales of ICT-intensive models 2,700 units (single year)
11 •N
umber of workplaces using Smart Construction (global total) 13,000 workplaces (single year)
Ratio of workplaces using Smart Construction that employ Solution

12 •E
nhancement and optimization of processes
Level 3 or higher: 15% (single year)
13 • Aggregate number of AHS units deployed 740 units (aggregate)
14 •O
ptimization of mining operations Introduction and promotion of open technology platforms
Expansion of product lineup and execution of trials including those for

15 •A
ugmentation of hard rock mining product lineup
new methods (mechanical cutting)
16 • Expansion of hard rock mining business Net sales: US$300 million (threefold increase)
17 • Development of automated construction and mining equipment Expansion of number of marketed models (including new developments)
tion)
• Expansion of aftermarket business Sales growth rate: 15%
18
(pursuit of business growth and response to volatility) (compared with FY2021, foreign exchange rates fixed)
•M
ulti-sourcing ratio
19 92% (82% in FY2021)
(Implementation of business continuity measures across supply chain)
20 • Enhancement of governance and entrenchment of compliance Disclosure of initiative results
support 21 • Ongoing social contribution activities Disclosure of activity results
22 • CO2 emissions from production 45% reduction (compared with FY2010)
23 • Water consumption 70% reduction (compared with FY2010)
24 • Rate of renewable energy use 20%
25 • CO2 emissions from product use 24% reduction (compared with FY2010)
26 • Electrification of construction and mining equipment Expansion of models in development phase and on market
1. Sales growth rate: 50% (compared with FY2021, foreign exchange rates fixed)
27 • Growth of forestry machine business (process mechanization)
2. Number of tree planting machines introduced: 30 (single year)
• Promotion of forest management solutions

28 Forest area: 60,000 ha
(Development of business model combining forestry and decarbonization)
Sales growth rate: 25%

29 • Expansion of Reman business
(compared with FY2021, foreign exchange rates fixed)

Message from the CFO
Komatsu is pursuing improvements in

corporate value through sustainability
management and the growth strategies of
the new Mid-term management plan.
Takeshi Horikoshi
Director and Senior Executive Officer
CFO
Review of the previous Mid-term management plan (FY2019–FY2021)
Over the three years of the previous mid-term management with return on equity (ROE), an indicator of efficiency, of 10.9%,
plan, we faced a challenging external environment due to the higher than our target, and an improved net debt-to-equity
timing of the start of the demand decline and the spread of ratio, an indicator of our financial position, of 0.28 times.
COVID-19 from the fourth quarter of FY2019. Regardless, we The retail finance business contributed to sales of con-
steadily moved forward with the growth strategies and struc- struction and mining equipment by further strengthening its
tural reforms prescribed in the mid-term management plan, ties with customers, one of our strengths as a captive finance,
endeavoring to accomplish our management targets. and management targets of 1.5% to 2.0% for return on assets
Progress toward our financial targets was impeded by the (ROA) and 5.0 or under for net debt-to-equity ratio were
economic stagnancy that resulted from the pandemic as well accomplished working to safekeep our credit by using
as by the increased prices of materials and logistic cost that KOMTRAX (Komatsu Machine Tracking System which is moni-
stemmed from shipping container shortages. As a result, toring on the location and operating conditions of construction
improvements to the operating income ratio, an indicator of equipment ) for credit management.
profitability, were sluggish. We were nonetheless able to As for our ESG targets, we made steady progress in
achieve a sales growth rate, which illustrates our overall improvements for accomplishing our goals for reducing
growth, that surpassed the industry average. Moreover, in environmental impacts by 2030. In addition, we maintained
FY2021, the final year of the previous mid-term management inclusion in the Dow Jones Sustainability Indices (World &
plan, we posted record-breaking net sales of JPY2,802.3 Asia Pacific) and remained on the CDP A List (Climate Change
billion. We also reached the level of our management targets and Water Risk).

Figure 1: Business results towards management targets of previous Mid-term management plan
(JPY/USD)
150
126 121 121
113 114 117 114 110 109 111 111 112
120 108 109 106
101 100
93
85 79 83
90
14.6%
(Billions of yen) 12.9% 14.8% 12.9% 12.3% 12.2%
(Billions of yen)
12.1% 11.2% 11.2% 11.3%
10.1% 10.7% 10.3%
9.7%
3,000 7.6% 900
7.1% 7.5% 2,725.2
2,501.1 2,802.3
2,444.8
2.3% 2.6% 2,243.0 4.7% 2,189.5
(1.3%) 1,893.3 2,021.7 1,981.7 1,953.6 1,978.6
2,000 1,843.1 1,884.9 1,854.9 1,802.9 600
1,612.1
1,356.0 1,431.5
397.8
1,035.8 1,027.2 1,127.3 332.8 317.0
268.5 300
1,000 244.7 256.3 240.4 242.0 250.7
222.9 211.6 208.5
163.4 151.9 174.0 167.3
95.8 67.0
23.9 29.8
(13.2)
0 0
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 (Fiscal
Year)
■ Consolidated net sales (Billions of yen) (left scale) ■ Operating income (Billions of yen) (right scale)
Operating income ratio (%) Exchange rate (JPY/USD)
Results for management targets of previous Mid-term management plan

Fiscal Years FY2021 FY2019–FY2021
Management target
Index Result Result
Growth • Growth rate above the industry’s average Sales growth rate 28.0% 2.4%
Operating
Profitability • Industry’s top-level operating income ratio 11.3% 9.7%
income ratio
Efficiency • ROE of 10% or higher ROE 10.9% 8.4%
Financial Net debt-to-
• Industry's top-level financial position 0.28 times 0.35 times
position equity ratio
• Keep a fair balance between investment for growth and shareholder return
Shareholder Consolidated
(including stock buyback), while placing main priority on growth investment. 40.3% 49.0%
return payout ratio
• Set the goal of a consolidated payout ratio of 40% or more
Reduction of CO2 emis-
(19%) ←
• Reduction of environmental impact sions from product use
CO2 emissions: Reduction of
Reduction of CO2 emis-
Decrease by 50% in 2030 from 2010 environmental (37%) ←
sions from production
Renewable energy use: Increase to 50% of total impact
energy use in 2030 Rate of renewable
ESG 14% ←
energy use
Selected for DJSI
Evaluation by Selected for DJSI ←
• Evaluation by (World & Asia Pacific)
external
external organizations CDP A List CDP Climate Changes: A
organizations ←
(Climate Changes and Water Risk) CDP Water Risk: A
• ROA: 1.5%–2.0% ROA 1.8% 1.5%

Retail finance
business Net debt-to-
• 5.0 times or under for net debt-to-equity ratio 3.51 times 3.67 times
equity ratio
Figure 2: Assets and results of retail finance business
(Billions of yen)
3.4 3.3 3.4 3.7 3.5 3.6 3.8 3.7
3.1 3.2 3.5
2.9%
2.5% 2.5% 2.4% 2.2%
2.0% 1.9% 1.8%
1.5% 1.2%
0.7% 980.9
1,000
887.1
842.1 841.0
800
728.5
681.5 671.5
651.5
571.3
600
524.9
442.2
400
200
0
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 (Fiscal
Year)
North America Oceania China Europe Japan Other ROA (%) Net debt-to-equity ratio (times)

Management targets of new Mid-term management plan (FY2022–FY2024)
In the new mid-term management plan, we have continued to and other costs. For efficiency, we use ROE, a comprehensive
emphasize the previous plan’s sustainability management and indicator that accounts for profitability, asset efficiency, and
promote sustainability management with a positive cycle of financial leverage, as our management indicator. Accordingly, we
improvement of earnings and ESG resolutions, we will strive for will remain mindful of cost of equity as we monitor performance.
sustainable growth. We are keeping the same financial targets We will continue to use the net debt-to-equity ratio as our indica-
from previous plan. (please see page 35). tor for our financial position. A strong financial position is imper-
In terms of growth, we chose the sales growth rate as an ative to ongoing growth in the market of the construction and
indicator that will allow us to effectively gauge our position in the mining equipment business, where demand is highly volatile.
industry. Moreover, the target for this indicator has been set to We believe that sustainable growth cannot be achieved
be ambitious enough to place sufficient pressure on manage- with only one of these goals. Accordingly, we will be allocating
ment, but we think that this target is necessary for us to continue management resources with the goal of accomplishing these
to grow. The indicator also incorporates our strong desire to targets in a balanced manner.
continue growing, through both M&A activities and organic Komatsu has not established numerical targets for growth,
growth. To achieve this growth target, the new mid-term man- profitability, and financial position. We have set and disclosed
agement plan calls for us to promote the “Smart Construction such targets in the past. However, demand is incredibly volatile
Digital Transformation” solution and its overseas expansion, in the construction and mining equipment business. As a
develop and launch electrified vehicles to contribute to carbon result, past numerical targets had lost their meaning in the first
neutrality and conduct other investments in growth areas. Our year of the respective three-year plan. Instead of numerical
indicator for profitability is the operating income ratio, which is targets, we have therefore chosen to set the targets like
an important indicator for measuring the value of a company. achieving a growth rate above the industry’s average for
Efforts to improve this ratio will include setting prices for our growth and the industry’s top level for profitability and finan-
products that are suited to an industry leader and cutting fixed cial position.
Shareholder return and cash allocation policies
When thinking about cash allocation, it is first important to look to maintain our current single A credit rating. At the same time,
to the expansion of operating cash flows, which generate the we are regularly monitoring the potential amount of additional
funds to be allocated. In addition to growth, through improve- borrowings in order to prepare for future fluctuations in
ments to the sales growth rate and profitability increases via a demand using the criteria one notch higher credit rating.
higher operating income ratio, we also use return on invested
capital (ROIC) as an internal indicator for improving ROE.
Through exhaustive management of ROIC, we aim to improve Figure 3: Cash allocation policy
asset efficiency.
It is important to allocate cash in a balanced manner to
• Sales growth rate
investments, for growth strategies to balance sheet improve-
Investment • Operating income ratio
ments, for maintaining of financial position and to shareholder (growth strategies)
• ROI
returns. Given the current health of our balance sheet, We
believe that conducting efficient growth investments is of the
utmost importance to ensuring that we can continue to provide
Improvement
ROE
stable shareholder returns. In fact, more than 50% of operating • N
et debt-to- of the Shareholder • Consolidated
balance sheet
cash flows is used for investing activities. Investments in equity ratio
(maintaining of
return payout ratio
financial position)
growth areas and R&D for building future foundations will be a
priority going forward. At the same time, we control capacity
cost by reallocating bugets and human resources from existing
business areas to growth areas. Moreover, we are looking into As for dividends, Komatsu will continue to issue stable dividend
the possibility of accelerating projects by utilizing outside payments based on comprehensive consideration of factors
resources, through technical partnerships and M&A activities, such as consolidated performance, future investment plans, and
alongside our own resources, rather than trying to do every- cash flows. Specifically, we target a consolidated payout ratio of
thing ourselves. 40% or more. We will also maintain our prior flexible approach
To improve our balance sheet, we are acting in accordance toward stock buyback. Decisions to conduct stock buybuck will
with a policy of limiting borrowings to a level that will allow us be made when there is allowance in our financial position after

performing the necessary growth investments and issuing capacity to generate future cash flows, investment plans, and
dividends in accordance with the dividend policy. These deci- stock prices.
sions will be based on an overall assessment of factors like our
Figure 4: 2013–2015 2016–2018 Excludes acquisition 2019–2021

Allocation of operating cost of Joy Global
(Billions of yen) % of total Amount % of total Amount % of total Amount % of total Amount
cash flows Net cash provided by
100% 982.7 100% 607.1 100% 607.1 100% 950.3
operating activities
1. I nvestments / Investments (580.8) (808.2) (492.1) (563.5)

Sales
Sales 82.9 109.9 109.9 65.9
Subtotal (51%) (497.9) (115%) (698.2) (63%) (382.1) (52%) (497.6)
2. Net change in borrowings (27%) (260.9) 61% 368.9 9% 52.8 (5%) (49.3)
3. Shareholder Dividends (160.6) (209.5) (209.5) (234.4)

returns
Stock Buyback (30.0) — — —
Subtotal (19%) (190.6) (35%) (209.5) (35%) (209.5) (25%) (234.4)
4. Others (3%) (33.3) (11%) (68.3) (11%) (68.3) (18%) (169.0)
Total (100%) (982.7) (100%) (607.1) (100%) (607.1) (100%) (950.3)
Figure
3,600 5: Net debt-to-equity ratio 1.2 Figure 6: Consolidated payout ratio
(Billions of yen) (times) (%)

2,700 0.9
70
2,232.5
58%
60
1,912.2
1,815.5 1,771.6 48% 49%
1,800 1,664.5 0.6 50
1,528.9 1,517.4 1,576.6 41%
0.56 36% 36% 40% 40% 40%
0.49 1,376.3 40
0.40 0.43 0.43 35%
1,193.1 32%
1,009.6 0.37 30
0.35
0.32 30% 30% 33% 33% 31%
900 779.8 762.7 0.3 27% 27% 29% 29% 29%
0.23 663.7 666.8 630.7 0.28 20
563.8 585.9 24%
513.9 481.8
349.0 0.18
286.5 10
0 0 0
12/3 13/3 14/3 15/3 16/3 17/3 18/3 19/3 20/3 21/3 22/3 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 (Fiscal
year)
■ Net interest-bearing debt = Interest-bearing debt – Cash and equiv- Komatsu Median for First Section of Tokyo Stock Exchange
alents – Time deposits (left scale) ■ Shareholders’ equity (left scale)
Net debt to equity ratio (times) (right scale)
Current business environment and risk management
1. Increased demand and supply chain disruption following decline in impacts of COVID-19
In FY2021, we saw a rapid recovery in demand for the Figure 7: Demand for seven major construction equipment
construction and mining equipment following a decline in the models and inventories
impacts of the COVID-19. In FY2022, the demand is expected
(Thousands of units) 539.6 533.8 (Billions of yen)
to show a favorable increase. Meanwhile, the global container
400 1,200
ship shortages and disruptions to logistics networks that
emerged in 2020 caused a rise in logistics costs as well as
delays in shipments. Coupled with the impacts of semiconduc- 300 900
tor shortages and obstacles to procuring parts, these factors

created ongoing difficulty in adjusting production to match 200 600
changes in demand and sales volumes.

For this reason, we will need to ramp up production to
100 300
accommodate demand and sales volumes in FY2022. At the
same time, we carefully monitor future demand trends so that
we can make timely adjustments to production in order to 0
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
0
(Fiscal
maintain appropriate levels of inventories. year)
emand for seven major construction equipment models (Thousands
D
of units) (left scale) ■ Inventories (Billions of yen) (right scale)

Current business environment and risk management
2. Inflation and interest rate increases

The financial authorities of countries worldwide are increasing Financing ratio guidelines (consolidated)
policy interest rates against the global inflation trend, and Direct : Indirect
these interest rate increases are resulting in higher financing 50 : 50, in principle, maintain within range of 35%–65%
costs. Komatsu’s principal capital resources policy is to priori- Long-term : Short-term
tize stable funding while being careful not to exceed funding 50 : 50, in principle, maintain within range of 35%–65%
demand. Accordingly, we seek to diversify source of funding
Variable interest : Fixed interest
and repayment schedule based on the guidelines. We has also
50 : 50, in principle, maintain within range of 35%–65%
implemented a global cash management system in which
overseas subsidiaries participate to improve consolidated
Figure 8: Balance sheet composition (as of March 31, 2022)
funding efficiency while also serving as a safety net by allow-
ing funds to be distributed to overseas subsidiaries from the
head office in Japan in emergency circumstances.
3. The depreciation of Yen

Ongoing yen depreciation trend due to differences between
Total assets
the monetary policies of Japan and those of other countries
changes in trade balances. Komatsu’s basic policy for mitigat- JPY4,347.5 billion
ing exchange rate fluctuation risks is to use natural hedging
under its standard operations. We also utilize financial prod-
ucts (derivatives) as necessary to reduce the impacts of rapid
fluctuations in exchange rates. As for our balance sheet, we
have developed regionally based funding and cash manage-
ment systems to match assets with liabilities denominated in
the same currency (Figure 8). Similarly, for earnings we engage
in currency matching for sales and costs by producing the
Interest
main units of equipment where they will be sold. Development
bearing debt
and production of components with a large impact on product
quality (engines, hydraulic equipment, electric equipment, etc.)
JPY947.3 billion
is primarily conducted in Japan. Accordingly, the associated
costs are denominated in yen, meaning that yen depreciation
can have a short-term positive impact on earnings (Figure 9).
■ Japan ■ North America ■ Europe / CIS ■ China ■ Asia
■ Oceania ■ Others
Figure 9: PL impacts of foreign exchange influences 4. Growing geopolitical risks

(Construction, Mining, and Utility Equipment Segment) Construction and mining equipment has always been a busi-
ness with high volatility in demand. Meanwhile, our current
external environment features significant geopolitical risk, as
■ Domestic seen in the deteriorating relationship between the United
production States and China and the Ukraine situation. To counter the
Domestic sales growing geopolitical risks, we are working to build a corporate
■ Domestic
Distribution of net production
constitution that is resilient to fluctuations. We are therefore
sales in FY2021 Overseas sales broadening and diversifying our range of earnings sources by
(impacted by expanding our forestry machine, hard rock mining, and after-
depreciation of Yen)
market businesses.
■ Overseas
production
Overseas sales

ESG targets and new role of accounting and finance divisions
In the new mid-term management plan, Komatsu once again invested capital and aggregate EVA® (Economic Value Added;
set ESG targets, as it did in the previous mid-term manage- Net Operating Profit After Tax – Cost of capital) with a focus on
ment plan. In addition, the new plan puts forth the challenging ROIC and WACC (Weighted Average Cost of Capital). Both of
goal of achieving carbon neutrality by 2050. these indicators showed an increase in corporate value equiv-
We have also set key performance indicators (KPIs) for alent to roughly JPY1 trillion in comparison with FY2005, when
promoting the steady progress of initiatives to resolve ESG economic value added since FY2001 was essentially zero. This
issues through the three pillars of growth strategies and then increase is indicative of the positive evaluation of stakeholders
we are managing the progress toward these KPI’s. (please see for the initiatives Komatsu has advanced thus far. However, the
page 36,44). Project management divisions will be responsible recent global rise in interest in ESG means that our external
for confirming the degree of accomplishment of KPIs and the environment is moving to a new stage in which our prior
benefits of the associated investments. Accounting and efforts will not be sufficient for realizing further improvements
finance divisions, meanwhile, will be tasked with checking to in corporate value. In the future, accounting and finance divi-
make sure that those benefits are reflected in financial results. sions will need to play a new role in supporting the resolution
Komatsu issued its first green bonds in July 2020. The of ESG issues if Komatsu is to achieve sustainable growth
projects associated with these bonds were moving ahead as while earning the understanding and support of stakeholders.
scheduled, and we completed the allocation of the funds of
JPY10.0 billion in FY2021. The issuance of these green bonds
has provided a new opportunity to promote understanding of
Komatsu’s initiatives among stakeholders and has resulted in Figure 10: Review of corporate value
the broadening of our investor base. The amount of ESG
(Billions of yen) (Billions of yen)
bonds issued around the world is growing with each coming
year. Some of these are conventional ESG bonds of the same
4,500 2,000
nature as the green bonds of Komatsu, having a limit on the
ways that procured funds can be used. At the same time, we
4,000 1,500
are also seeing the emergence of a new type of ESG bond in
which interest conditions are tied to the degree of accomplish- 3,500 1,000
ment of targets for ESG-related KPIs. Such trends in ESG

bonds warrant attention from the perspective of diversifying 3,000 500
fund sources.
The foundation of Komatsu’s management is to maximize 2,500 0
its corporate value through the pursuit of “quality and reliabil-

2,000
ity”. We believe that “Corporate Value” represents the total
sum of trust the general society and our stakeholders place in 1,500
Komatsu. Since recording an operating loss in FY2001,
Komatsu has proceeded to move forward with 1,000
structural reforms and selective focus on our core business.

These efforts have enabled us to grow into a company that is 500
poised to target net sales of JPY 3 trillion. We took an account-

0
ing approach toward verifying the long-term improvement to 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 (Fiscal
year)
corporate value over this period. In this verification process,
■ Market capitalization (left scale)
We looked at two indicators: the increase in the total of market ■ Net interest-bearing debt (left scale)
capitalization and net interest-bearing debt with a focus on Aggregate Economic Value Added (right scale)
WEB
Details on green bonds are available on Komatsu’s corporate website.
https://komatsu.disclosure.site/en/themes/191

Previous Mid-term management plan
—Komatsu’s CSR themes and Mid-term management plan KPIs
Under the previous mid-term management plan (FY2019–FY2021), Komatsu sought to help resolve ESG issues by promoting the
three pillars of growth strategies. Specifically, we strove to reduce environmental impacts to combat climate change and to
supply safe, high-quality, high-performance products, services, and solutions. Under this approach, we set KPIs based on
ESG solutions through

CSR themes Key initiatives under Mid-term management plan FY2019 KPI performance
three pillars of growth
Reduction of CO2 emissions (in comparison with FY2010)
• Reduction of CO2 emissions from product use (fuel-efficiency equipment, hybrid
• Provide products, hydraulic excavator, rate of Smart Construction use, enhancement of ICT- 14% reduction
intensive construction, mine automation, and underground mining equipment)
services, and solutions
• Reduction of CO2 emissions from production (plants with zero impact on
contributing to sustain- environment and workers)
30% reduction
able development of Plants with zero impact on environment and workers
infrastructure, natural • Rate of renewable energy use (including purchase of renewable energy) 11%
resources, and circular • Work environment burden coefficient (particle matter density) 10.7% reduction
environmental protec- • Water consumption 49.4% reduction
tion (remanufacturing Value chain reforms and redefinition of the aftermarket business
• Spare parts sales 3% increase
and forestry)
• Reman component lifespan (compared to new components) Actual value:
26,866 workhours (134% of new components)
Average operating time from the nth to the n +1st overhaul order
• Improve productivity, Assurance of mine operation safety and productivity
Enhancing efficiency, safety, and • AHS unit population (promotion of mining platform business) 221 units
quality of life environmental impact DANTOTSU Products, DANTOTSU Services, and DANTOTSU Solutions
(lower CO2 emissions • ICT-intensive equipment introduced (United States, Europe, and Australia) 1,361 units
—Providing and higher ratio of • Sites adopting Smart Construction 2,440
renewable energy use) Automation, autonomous operation, electrification, and remote-controlling of equipment
products required
through innovations, 1. Automation of construction equipment Verification tests conducted on user sites
by society—
such as automation in 2. Automation, autonomous operation, and remote operation of Preparations advanced to launch mining bulldozer with
the entire value chain mining equipment level 2 automation
Development of peripheral safety technologies for
3. Automation of utility equipment
supporting automation
•M
ake commitment to
• Enhancement of mining equipment and hard rock mining businesses Advancement of development projects for expanding product series
DANTOTSU Value which
Agricultural solutions and smart forestry
will realize a better Earth
and future by means of • Japan: Commencement of verification tests at five agriculture
business operators
technology and • Creation of construction equipment demand in agricultural field
• Indonesia: Started mass production and sales of D31PLL
reliability (creation and agricultural bulldozer
maximization of • Smart forestry projects 10
customer value) IoT and ICT work reforms
• Sales in Kom-mics platform business
865 units
(visualization of production equipment operation)
Development of a diverse workforce with a high level of productivity and technical skills
• Enhancing employee engagement • Scheduled for FY2020

• Develop a diverse
• Work process reforms through expansion of diverse and (1) 1,950 workhours per person/year
workforce with a high flexible workstyles (2) Commencement of trial in August 2019
level of productivity and
• Training hours: 31,625 hours (aggregate hours for all participants)
technical skills • Promotion of The Komatsu Way (global dissemination of The Komatsu Way)
• Number of participants: 1,461 in Japan, 307 overseas
Strengthening and development of diverse talent with a global perspective to help achieve sustainable workplaces
• Strengthen and develop • Revision of role of Japan in global management • Human resource system revisions started in Japan
Developing diverse talent with a
people global perspective to • Foundations for global measures (systems, frameworks) • Preparations advanced for introduction
help achieve sustain-
• Empowerment of female employees ((1) non-consolidated ratio of female employees, (2)
able workplaces non-consolidated ratio of female managers, (3) consolidated ratio of female managers (Japan))
(1) 12.3%, (2) 7.2%, and (3) 4.5%
• Rate of employment of people with disabilities (comply with requirements in Japan) 2.58% (non-consolidated)
• Develop talent with • Human resource development program launched in Chile
• Support for regional human resource development for job creation
• Ongoing support provided in Peru, South Africa, and Australia
cross-value chain (regional human resource development with Cummins Inc.)
• Participants’ success in finding employment tracked
capabilities Development of talent with cross-value chain capabilities
• Cultivation of Smart Construction consultants
(capable of proposing solutions using ICT to improve productivity and 396
safety throughout construction workplaces)
Resolutions to social issues through collaboration with stakeholders
• Promotion of industry–government–academia collaboration as well as of • Examination of cutting-edge tools through activities with domestic
collaboration with customers customers and regional dissemination
• Offer resolutions for
social issues through • Shareholder meetings: 2 times
collaboration with • Shareholders and individual investors • Shareholder factory tours: 10 times
(shareholder meetings, shareholder factory tours, • Individual investor meetings: 7 times
stakeholders individual investor meetings) • Certain factory tours and meetings canceled due to impacts of
Growing with global COVID-19 pandemic
society • Act as a responsible • Institutional investors (ESG meetings) • 11 (ESG-related meetings)
corporate citizen usiness fairs at nine factories (Awazu, Osaka, Ibaraki, Kanazawa,
B
ensuring corporate • Communities (business site fairs) Tochigi, Oyama, Koriyama, Shonan, and Himi); canceled only at
Shonan Plant due to impacts of Typhoon Hagibis
governance, compli-
• Employees (meetings) • 34 (30 in Japan, 4 overseas)
ance, and human right Action as a responsible corporate citizen addressing corporate governance, compliance, and human rights
• Occupational health and safety, support for establishing environmental
and safety systems at suppliers, response to Japan’s Corporate • Establishment of Human Rights Policy,
Governance Code (corporate governance reports), evaluations of disclosure in integrated report
effectiveness of Board of Directors, internal control, and internal audits

analyses of their relationships with the three pillars of growth strategies and advanced priority measures based on these strate-
gies to generate a positive cycle for resolving ESG issues and improving earnings to achieve sustainable growth.
In the new mid-term management plan (FY2022–FY2024), we have once again set KPIs to guide us in efforts to generate a positive cycle
for resolving ESG issues and improving earnings to achieve sustainable growth. Please see page 36 for details.
FY2020 KPI performance FY2021 KPI performance FY2021 KPIs
14% reduction 19% reduction 16% reduction (in comparison with FY2010)
13% 14% 15%

8% decrease 14% increase 11% increase
19,106 workhours (95% of new components) 18,523 workhours (93% of new components) 20,000 workhours (100% of new components)
352 units 510 units (aggregate) 380 units (aggregate)
1,288 units 2,019 units (per year) 1,590 units (per year)
3,348 5,902 (per year) 4,850 (per year)
Hydraulic excavators: Preparation for test introduction of

In-house verification tests Test introduction of hydraulic excavators for automated loading
excavator with level 4 automation
Domestic pretest of bulldozer with level 3 automation, preparation Mining bulldozers: Preparation for level 3 automation proof of concept,
Entry into mining bulldozer market (level 4 automation)
for proof of concept test in Australia examination of possibility of advanced level 4 automation research
Entry into retrofit market for installing peripheral safety functions in Fork lifts: Completion of function verification for level 2 and
Development of technology for automated forklifts
preparation for automation above automation technologies (drive support function)
Expansion of product series (drills, LHD), four models Trial use of new mechanical cutters at customer workplaces Expansion of product series
• Japan: Introduction of one D21 unit; ongoing joint industry-

• Japan: Development and market evaluation of agricultural ATT academic research project at large-scale agricultural site • Japan: Expand lineup of agricultural loaders
• Indonesia: Confirmation of feasibility of D21 agricultural bulldozer • Indonesia: Introduction of four D21 units; redoubled examina- • Indonesia: Increase number of users of agricultural techniques
for direct rice planting applications tion of agricultural applications for construction equipment in employing agricultural bulldozers
other Southeast Asian countries
19 29 50
1,418 units 1,521 units (including for internal use) 1,900 units (including for internal use)
• Global base survey conducted in April 2021

• Preparation for survey in FY2020, global survey in April 2021 • Improvement of scores
• Employee engagement score: 79
1. 2,018 hours per person
(1) 1,920 workhours per person/year • Total workhours of less than 2,100
2. O ngoing use of teleworking primarily for purpose of improving
(2) Revision of telework system in August 2020 • Introduction of telework system (Japan)
productivity through diversification of workstyles
• Training hours: 33,188 hours (aggregate hours for all participants) • Training hours: 28,603 hours
• Training hours and number of participants (Disclosure of results)
• Number of participants: 1,527 in Japan, 0 overseas • Number of participants: 1,461 in Japan, 71 overseas
• Revision of domestic retirement, wage, and retirement benefit

• Shift of human resources to priority and growth fields • Shifting of human resources to projects and improvement activities;
systems in April 2021
• Promotion of global human resource exchanges and projects globalization of organizations on by-function basis
• Introduction of elective retirement and R&D staff systems
• Introduction of global human resource information systems
• Commencement of domestic data linkage • Introduction
• Development of global data coordination automation systems
(1) 12.3%, (2) 7.7%, and (3) 4.9% (1) 12.4%, (2) 8.2%, and (3) 5.3% (1) 12.5%, (2) 10.0%, and (3) 5.0%
2.82% (non-consolidated) 2.84% (non-consolidated) Above 2.3% (legally mandated rate)

• Ongoing support in Chile, South Africa, and Australia
• Establishment of scholarship program for students in Chile and • Ongoing support in Peru, Chile, Australia, and South Africa • Chile, Australia, South Africa, others
Peru as part of COVID-19 relief program
626 807 430 (aggregate)
• Posting of past activity documents on Group portal • Ongoing initiatives for accomplishing the goals of three
• Shared information on activities in 14 regions on rotational basis customers selected for brand management activities • Promotion of Brand Management and
• Continuation of activities by headquarters team targeting three • Global sharing of information on brand management activities activities creating value for customers
customers (two civil engineering, one aggregate) around the world through Komatsu Global Portal
• Shareholder meetings: 1 time (held online)
• Shareholder meetings: 1 time (held online)
• Shareholder factory tours: 0 (canceled due to COVID-19
• Shareholder factory tours: 0 (canceled due to COVID-19 pandemic,
pandemic, videos commemorating 100th anniversary, etc., • Number of meetings held (Disclosure of results)
factory tour videos shared on official Komatsu YouTube account)
shared on official Komatsu YouTube account)
• Individual investor meetings: 4 times (held online)
• Individual investor meetings: 5 times (held online)
• ESG-related meetings: 4 • ESG-related meetings: 9
• Number of meetings held (Disclosure of results)
• Participation in conferences: 1 (meetings held with 18 investors) • ESG-related briefings: Conducted in conjunction with business briefings
• All factory fairs canceled due to COVID-19 pandemic • All factory fairs canceled due to COVID-19 pandemic • One fair held at each of nine factories per year
• 29 in Japan (canceled overseas due to COVID-19 pandemic) • 29 in Japan (canceled overseas due to COVID-19 pandemic) • Number of meetings held (Disclosure of results)
• Translation of Komatsu’s Worldwide Code of Business Conduct

• Revised Komatsu’s Worldwide Code of Business Conduct • Ongoing improvements made in reflection of relevant laws and
into English and other languages
• Human rights e-learning programs, etc. regulations and social expectations
• Approval of plans to ramp up human rights due diligence activities
Note: Certain data has been revised and restated.

3Resolution of ESG issues
through growth strategies
Based on its Sustainability Policy, Komatsu strives to
contribute to society through its business in the next 100
years. The Company has defined six material issues
(materiality)—environment, customers, employees, ethics and
governance, human rights, and communities—that were
deemed to have material importance in terms of their impact
on sustainability and their business importance. By addressing
these material issues, we aim to generate a positive cycle for
resolving ESG issues and improving earnings to achieve sus-
tainable growth by creating value for customers.
Contents
48 With the planet

―Climate change response initiatives
―Message from President, Mining Business Division
Partner message (Rio Tinto)
56 With people
―Human resource development initiatives
―Special feature: Global human resource development
60 With business
―Social contribution activities

3 Resolution of ESG issues

With the planet
Climate change response initiatives

Komatsu established the Komatsu Earth Environment Charter (currently known as the Komatsu Earth and Environment Policy)
in 1992, launching proactive initiatives for addressing climate change and other environmental issues a step ahead of its
peers. In April 2019, Komatsu announced its endorsement of the recommendations of the Task Force on Climate-related
Financial Disclosures (TCFD). Through climate change risk and opportunity assessments and scenario analyses based on
these recommendations, we will pursue increases in our resilience toward climate change impacts. At the same time, we will
advance climate change response measures through a healthy dialogue with stakeholders.
At the 26th United Nations Climate Change Conference held in the United Kingdom (COP26), an agreement was reached to
work toward limiting the average rise in global temperatures to 1.5ºC above pre-industrial levels in November 2021. In the past,
scenario analyses have only been based on scenarios projecting average rises of 2ºC or 4ºC. However, based on this agreement
and following discussions by the Sustainability Promotion Committee and the Strategy Review Committee, with reports to the
Board of Directors, it was decided to also select a scenario projecting rises of 1.5ºC for analyses beginning in 2022.
1 Governance
Komatsu views climate change as an important manage- • The Sustainability Promotion Committee and the Risk
ment issue, and targets for combating climate change have Management Committee discuss climate change-related mat-
been incorporated into its business strategies. ters and make suggestions to the Strategy Review Committee.
Discussions regarding climate change are held at meet- • The Strategy Review Committee discusses policies, plans,
ings of the following committees, and these committees and strategies for priority measures related to climate change.
report to the Board of Directors, thereby furnishing a system • The Executive Officer Meeting fulfills the function of
of appropriate oversight. managing progress toward targets.
Climate change-related reporting and deliberation system
Board of Directors Report
Strategy Review Committee

• Sustainability Promotion Committee
Suggest
Executive Officer Meeting • Risk Management Committee
Major discussion items related to climate change

Body Chairperson Major discussion items related to climate change
• Discussions regarding goal of achieving • Reports from research, development, and
carbon neutrality by 2050 product planning divisions and the Chief
• Establishment of Sustainability Policy Technology Officer
Board of Directors Chairman of the Board
• Formulation of new mid-term management plan • Reports from production and
• Reports from the Sustainability Promotion procurement divisions
Committee • Mid-term management plan progress report
• Low-carbon product development strategies • Growth strategies for major production bases
• Mining business growth strategies • Reports from the
Strategy Review
President •F orestry machinery business growth strategies Sustainability Promotion Committee
Committee
• Smart Construction growth strategies • Reports from the
Risk Management Committee
The Executive
President • Progress in product development (including climate change-related KPIs)
Officer Meeting
Body Chairperson Major discussion items related to climate change
• Initiatives for addressing ESG issues • Deliberations and reports regarding important environ-
Sustainability Promotion
President mental matters and key performance indicators (KPIs)
Committee
• CSR activity reports • Revision of environmental policies
Executive officer
Risk Management
supervising general • Reports on responses to natural disaster risks
Committee
affairs

2 Strategies
Risk and opportunity identification

A total of 16 climate change-related risks and opportunities We then assessed internal factors, which impact sales and
were identified for Komatsu, primarily in relation to construc- earnings, and external factors, which are projected by the
tion and mining equipment business, based on the examples of selected scenarios. Through this process, the 16 risks and
risks and opportunities included in the final report by the TCFD. opportunities were grouped into four major themes.
Risks and opportunities and groupings
16 risks and opportunities Four major themes
• Reduced coal demand

• Coal demand fluctuations Changes in
• Increased resource demand related to
• Changes in reputation among customers and investors resource demand
electric equipment
• Environmental regulations
• Trend toward electric equipment
Transition to • More stringent fuel regulations
• Subsidiaries for renewable energy and energy
low-carbon • Progress in electrification and
conservation projects
products next-generation technologies
• Substitute fuel technologies
• Next-generation technical services (new market)
• Carbon prices
• Popularization of renewable energy technologies • Rising manufacturing costs due to
Manufacturing
• Raw material prices higher carbon prices*
costs
• Energy prices * CO2 taxation measures for reducing emissions
• Recycling
• More frequent abnormal weather events • Increased precipitation amounts and

• Increased precipitation amounts and weather patterns flood risks due to abnormal weather
Natural disasters
• Higher average temperatures • Higher demand in conjunction with
• Rising sea levels national resilience plans
Business risks and opportunities based on climate change scenarios

To gauge the potential impacts of climate change-related risks The risks and opportunities associated with changes in
and opportunities on Komatsu’s business, we performed resource demand, the transition to low-carbon products, and
scenario analyses of the Company’s four major risk and manufacturing costs were the greatest in the 1.5°C and 2°C
opportunity themes. scenarios whereas the risks and opportunities associated with
For these scenario analyses, we selected a 1.5°C scenario, natural disasters were the greatest in the 4°C scenario.
a 2°C scenario, and a 4°C scenario based on the Fifth Information on the risks and opportunities related to each of
Assessment Report (Representative Concentration Pathways the four major themes, as well as Komatsu’s response to these
2.6 and 8.5) and the Sixth Assessment Report (Shared risks and opportunities, is displayed on the following page. The
Socioeconomic Pathways 5-8.5) of the Intergovernmental 1.5°C scenario projects particularly large fluctuations in
Panel on Climate Change, and the Sustainable Development resource demand. Accordingly, we have chosen to quantify
Scenario, the Stated Policies Scenario, and the Net Zero by resource demand as it relates to Komatsu’s business.
2050 scenario of the International Energy Agency (IEA).

With the planet
2 Strategies
Four major themes
1. Changes in resource demand

Risks Opportunities
• Rapid transition from fossil fuel-powered equipment to electric equipment
• Regulation of power generation using fossil fuels • Higher demand for copper and other resources necessary for electric equipment
• Massive reductions in coal production volumes (motors, batteries, fuel cells, etc.)
• Reduced sales to coal-related customers by Komatsu • Increased sales to copper and other relevant mining-related customers by Komatsu in
• Reduced appetite for investment in coal mines conjunction with trend toward electric equipment
• Increased investment for improving the efficiency of mining operations
By advancing initiatives based on the three pillars of growth strategies of the mid-term management
Strategies
plan—accelerate growth by means of innovation, maximize earnings power, and enhance corporate
resilience—Komatsu will capitalize on opportunities created by changes in resource demand to achieve
sustainable growth.
Priority initiatives
• Expand underground hard rock mining equipment business for excavating the metals needed for electrifying equipment
• Promote mining equipment automation and remote operation and open technology platforms
Expansion of hard rock mining equipment business
Komatsu concluded an agreement with CODELCO

(Corporacion Nacional del Cobre de Chile) to conduct a
trial for promoting the Company’s Mining Tunnel Boring
Machine (TBM) for use in a new tunnel excavation
method for hard rock mining (announced in July 2022).
Komatsu will propose this product together with new
excavation method, aims to realize the transforming
customers’ operations.
Mining TBM was developed based on the slogan of “No Blasting, No Batch,
In addition, in July 2022 the Company acquired No Diesel.”
Australia-based Mine Site Technologies Pty Ltd, a
provider of operational optimization platforms for
underground mining that leverage communication devices and position tracking systems. Together with this company, we
will promote the automation and remote operation of mining equipment for underground mining.
Promotion of mining equipment automation and remote operation and open technology platforms
Komatsu seeks to promote optimized, high-productivity

operations through the automation and remote opera-
tion of mining equipment.
By developing open technology platforms for this
purpose, we aim to boost productivity by linking all of
our customers’ processes. This heightened productivity
is anticipated to contribute to reductions in fuel use and
CO2 emissions and subsequently to the realization of
carbon neutrality.

Resource demand forecast based on 1.5ºC scenario
Under the Net Zero by 2050 scenario (1.5ºC scenario) of the increased demand related to the global trend toward electrified
International Energy Agency (IEA) it is projected that, as a result equipment. There may be temporary fluctuations in mineral
of the decarbonization trend, demand for coal, a soft rock demand due to global conditions, but the aforementioned trend
resource, will decline to an even greater degree than predicted by is expected to be a more or less consistent fixture under the
the 2ºC scenario. Conversely, demand is expected to grow for 1.5ºC scenario. It can therefore be projected that the sales of
the critical minerals that are indispensable to clean energy tech- Komatsu mining equipment to mining companies excavating
nologies. In addition, demand for iron, copper, gold, and other mineral resources will mirror this trend.
hard rock resources is anticipated to remain strong due to
Resource demand projections of IEA’s 1.5ºC scenario (Reference) Critical chemical

(Monetary value basis)*1 demand by application*2
(Mt)
(Billions of U.S. dollars) 50
500
40
400 30
20
300
10
200
0
2020 2050
4ºC 1.5ºC
100 scenario scenario
■ Solar power ■ Wind power

0 ■ Other renewable energy, nuclear power
2020 2030 2040 2050 ■ Electric vehicles, storage batteries
■ Power grids ■ Hydrogen
■ Coal ■ Copper ■ Lithium ■ Nickel ■ Graphite ■ Cobalt ■ Manganese ■ Other
*2 Source: Based on IEA data from the IEA
*1 Source: Based on IEA data from the IEA (2021), Net Zero by 2050: A Roadmap for the Global Energy (2021), World Energy Outlook 2021.
Sector, https://www.iea.org/data-and-statistics. All rights reserved. https://www.iea.org/data-and-statistics. All
rights reserved.
Revisions to business portfolio (Changes to ratios of sales by mineral)

Komatsu has continued to flexibly revise its business portfolio We are committed to taking advantage of the changes to
in response to changes in the external environment and in mineral demand spurred by the trend toward electrified equip-
markets. Reorganizations to our coal mining equipment pro- ment in order to expand our hard rock mining business and
duction and support operations over the years have resulted achieve ongoing growth in our overall mining equipment business.
in a gradual decrease in the ratio of sales from thermal coal.
1,800
Growth
1,500
of Komatsu’s mining equipment business Ratio of sales of Komatsu mining equipment
(Billions of yen) business by target mineral (FY2018 vs. FY2021)
1,200
Other Thermal coal Other Thermal coal
900
36% 35% 40% 24%
600 FY2018 FY2021 Coking

coal
300
Coking coal
10%
Copper
10% Copper
0
19% 26%
2018 2019 2020 2021 2022 (Fiscal
(Forecast)
Year)
■ Thermal coal ■ Coking coal ■ Copper ■ Other

With the planet
2 Strategies
2. Transition to low-carbon products

Risks Opportunities
• Higher development and capital investment costs due to emissions • Rising demand for electrified equipment, fuel-efficient equipment, and biomass
restrictions fuel-powered equipment; ability to respond swiftly to impending changes in
• Reduced sales due to inability to cater to customer strategic markets fostered through adaptation in traditional markets
electrification demands • Growth of equipment restoration (Reman) operations driven by transition to
• Substantial changes in technology development and competitive circular economy
climate including market entry by new competitors • Increased demand for solutions businesses with emissions-reducing benefits
• Long-term diminishment of technological edge as customers begin • Increased product reliability due to securing stable supply sources for high-
leading the drive in component development and manufacturing projects quality components for storage batteries and others
Komatsu is advancing initiatives aimed at achieving carbon neutrality while facilitating the transition to
Strategies
the low-carbon products the world demands.
•D evelop electrification systems for construction equipment
•D evelop power sources and high-efficiency components compatible with carbon neutral fuels
•D evelop high-energy-efficiency equipment
•D eploy Smart Construction and other solutions on a global scale
• Contribute to cyclical businesses through forestry machinery and Reman businesses
Development of construction and mining equipment using various

power sources together with partners
• Together with mining company customers, Komatsu founded the Komatsu GHG
Alliance and is promoting the development of power agnostic trucks that can
run on a variety of power sources (please see page 54).
• In addition, we have signed a memorandum of understanding to collaborate on
the development of zero-emissions power sources for haulage equipment, an
undertaking that will include hydrogen fuel cell solutions.
•W e are also moving forward with the development of electrified equipment for
underground hard rock mining together with Proterra Inc. of the United States.
Cyclical businesses—Forestry machinery and reman businesses
•K omatsu is providing machines and solutions to forestry operation processes,

including planting, cultivating, and harvesting trees. We thereby aim to develop
a business that helps combat climate change while also being resilient to
fluctuations in resource demand.
• In July 2022, the Company acquired Bracke Forest AB, a manufacturer of appli-
cation-specific attachments for silviculture. Komatsu will continue to incorporate
Bracke’s technologies and expertise in the field of planting in order to accelerate
its pace of mechanization.
• Meanwhile, our Reman business is based on the principles of the 3Rs (reduce,
reuse, and recycle) as it helps cut back on waste by restoring and reusing com-
ponents and thereby contributing to reductions in CO2 emissions.
WEB Komatsu is conducting investments that are appropriate for accomplishing the aforementioned objectives. Please refer to the
following website for information on environmental investments in FY2021.

3. Manufacturing costs
Risks Opportunities
• Taxation of fossil fuels and CO2 emissions
• Increased competitiveness through production
• Transfer of higher product purchase prices to Komatsu
technologies that reduce CO2 emissions
• Rising power fees and energy costs following investment in power generation facilities with low CO2 emissions
K
omatsu will work to mitigate cost increases by achieving its CO2 reduction and renewable energy targets
Strategies
while developing production bases with low environmental impacts.
• Receive Gold certification under LEED v4 Reference Guide for Building Design and Construction from U.S. Green Building
Council for Komatsu Mining Corp.’s new factory*1
• Build new seal ring factory at Himi Plant, use AI technologies to massively lower labor requirements and improve productivity,
and reduce CO2 emissions through installation of eco-friendly equipment
• Promote environmental investments through existing internal carbon pricing system*2
*1 G
reen building certification program for evaluating strategies and approaches for creating outstanding building environments developed by NPO U.S. Green Building Council
with certification screening performed by Green Business Certification Inc.
*2 F
ramework for increasing the priority of environmental investments through assessments of capital investment returns that position CO2 reduction benefits as a value similar
to cost reduction benefits
New Komatsu mining factory
• In June 2022, Komatsu Mining opened a new factory in Milwaukee in the U.S. state of
Wisconsin. The transfer of production operations to this factory is moving ahead
sequentially. Machinery for production of the applicable models is scheduled to be fully
transferred to this factory, and mass production commenced, within 2022.
4. Natural disasters
Risks Opportunities
• Increased frequency of heavy rain and floods due to abnormal weather
• Risks of disaster damages to Komatsu plants at high risk of flooding • Increased demand for flood-control works
• Component supply delays following damages to suppliers from disasters
K
omatsu will implement countermeasures against heavy rains and flooding across the value chain
Strategies
(response to physical risks).
Build production and procurement systems that are resilient to changes in the operating environment
(expand ratio of items procured from multiple sources)
3 Risk management
Please refer to page 74 for information on the Company’s risk management systems.
4 Indicators and targets
Climate change-related indicators and targets

Management indicators Management targets
• CO2 emissions Decrease by 50% by 2030 from 2010
Reduction of Become carbon neutral by 2050 (challenging goal)
environmental impact • Renewable energy use Increase to 50% of total energy use by 2030

With the planet
Message from President, Mining Business Division
Komatsu will lead the mining

equipment industry by creating the safe,
highly productive,
smart and clean workplaces of the future
Masayuki Moriyama
Senior Executive Officer
President, Mining Business Division
The recent rise in concern for climate change is inspir- The robust resource demand is prompting deeper
ing global change in pursuit of carbon neutrality. This is and deeper drilling at existing mines. Meanwhile,
also true for the mining companies we serve, which are concern for environmental issues and impacts on
faced with the important management issue of working communities are expected to lengthen the amount of
toward zero emissions in mining operations. At the time required to get permits for developing new mines.
same time, global resource demand is growing. We Customers are thus being forced to mine in increas-
therefore anticipate increased demand for hard rock ingly remote locations and at even greater depths. This
mining of copper, nickel, and other resources in con- situation is creating new issues for customers, issues
junction with population growth, urbanization, and the that Komatsu, as a partner, will need to help resolve
trend toward electrified equipment as part of decar- through innovations in the automation, remote opera-
bonization efforts. Demand for soft rock mining of coal, tion, and electrification of equipment.
meanwhile, is projected to decline. The new mid-term management plan launched in
Komatsu has continued to adjust its business port- 2022 calls on us to promote mine-wide optimization
folio flexibly in response to such changes in the operat- through digital linkage of Komatsu mining equipment to
ing environment and market trends. For example, we address the operation needs of more remote and
reorganized our production and support systems for deeper mines. Measures toward this goal include
mining equipment used for underground mining of coal. enhancing our Autonomous Haulage System for
We are also supplying new equipment and solutions for operating unmanned dump trucks; producing drills,
mining of copper, iron ore, and nickel. hydraulic excavators, bulldozers, and other equipment
Customers are currently faced with the need to compatible with remote and automatic operation; and
address two tasks that seem to be in opposition to one developing and launching our open mining technology
another: catering to higher demand and achieving platform. At the same time, we will be expanding our
zero-emissions operations. range of hard rock mining equipment products and

businesses in light of the changing trends in under- Looking ahead, Komatsu will continue its quest to
ground mining. create the safe, highly productive, smart and clean
Moreover, we look to aid customers in realizing workplaces of the future by partnering with customers
zero-emissions operations by expanding partnerships to resolve the issues they face in their workplaces. This
through the Komatsu GHG Alliance, which was founded will be done while monitoring trends in the operating
in 2021. Other efforts to this end will include a focus on environment and in markets worldwide. We are commit-
developing electrified mining equipment and power ted to thereby leading the mining equipment industry
agnostic concept trucks that can run on a variety of and achieving ongoing growth.
power sources. Through these efforts, we will work
toward the challenging goal of achieving carbon neutrality
by 2050 described in the mid-term management plan.
Par tner message
continued partnership with Komatsu underscores our

shared commitment to actively collaborate on product
planning, development, testing, and deployment of the
Alf Barrios next generation of zero-emission mining equipment and
infrastructure as we look to decarbonize our business.
Chief Commercial Officer
Decarbonizing mining operations is one of the
Rio Tinto
biggest challenges for our industry. Addressing climate
change effectively requires businesses, governments,
and society to work together. Our collaboration with
Komatsu has been and continues to
Komatsu recognizes the role zero-emission haul trucks
be a key collaborator in solving our will play in meeting the emission reduction goals of not
challenges, including decarbonization. only Rio Tinto but the entire mining industry.
We are also proud to be one of the first companies
to join Komatsu’s Greenhouse Gas (GHG) Alliance. Being
To achieve our decarbonization ambitions, Rio Tinto is part of the Alliance gives us the opportunity to contrib-
working with key partners like Komatsu. ute to innovation and the scaling up of industry-wide
Rio Tinto and Komatsu share a long history of partner- sustainable solutions. Through regular engagement,
ship on innovation going back to when we built the world’s sharing of knowledge, and identifying operational
largest Komatsu autonomous haulage fleet in 2008. opportunities, we are optimistic that the Alliance will
Since early August 2021, we have partnered with collectively accelerate decarbonization efforts.
Komatsu to fast-track the development and implemen- Our partnership with Komatsu has also extended to
tation of zero-emission mining haulage solutions, a collaborative educational support, in the form of
including haul trucks. We will conduct a pre-production 10-year Komatsu-Rio Tinto Scholarship Program. For
trial of the new equipment at a Rio Tinto site, and we look 10 years between 2011 and 2021, we supported 333
forward to successful collaboration, development, and students who were affected by the disastrous Great
deployment of energy-efficient trucks that will operate East Japan Earthquake and had challenges continuing
safely at our sites. their studies for financial reasons.
At Rio Tinto, we are always excited to work with We are grateful for the long-standing and multi-
like-minded partners to identify opportunities to faceted partnership with Komatsu and look forward to
improve our operations and to excel together. Our continued success.

With people
Human resource
development initiatives
Having witnessed Europe’s cutting-edge technologies at that time, founder Meitaro
Takeuchi defined our guiding principles characterized by global expansion, quality first,
technological innovation, and human resource development. The commitment to the
development of human resources, an invaluable asset to Komatsu, lives on in the
Company today, unchanged from the time of our founding.
Komatsu’s global engineers active in various fields
Diversity and inclusion
Komatsu continues to promote the development of a workplace environment in which diverse human resources respect each
other’s individuality and skills and can work together with one another. These efforts are congruent with the spirit of diversity and
inclusion. Promoting these principles contributes to the cultivation of a healthy workplace environment conducive to lively and
constructive discussion as well as to improvements in personal motivation and changes to the corporate culture. These advance-
ments are anticipated to generate innovation and thereby drive the growth of the entire organization.
In growth strategies of the mid-term management plan, "Enrich human resources base with diversity" is one of the key initiatives
of "Enhance Corporate Resilience", and we are ramping up various initiatives with goals including developing global-scope talent,
promoting gender diversity, and improving employee engagement.
Development of global-scope talent
Roughly 70% of Komatsu’s employee base comprises Japan Overseas Japan Overseas
non-Japanese individuals, and several senior manage- 32 68
% % 6 % (13) 94% (201)
ment positions at major overseas subsidiaries have been
filled by locally hired staff following efforts to localize
management. In regard to the training of future leaders, Number of Number of
employees consolidated
we have drawn up a succession plan under which approx- companies
62,774
imately 750 major positions in Japan and overseas are (Consolidated) 214
classified as “global key positions.” In addition, we have (As of March 31, 2022) (As of March 31, 2022)
been arranging our Global Management Seminar for

management and managerial candidates, implementing
our Komatsu Way Leadership Development Program for
middle management professionals who are expected to
play central roles with respect to business operations and functions, and enacting other programs.
Programs for non-leader employees include the Global Occupational Health and Safety Contest, the All-Komatsu Technology
Olympics, the All-Komatsu QC competition, the Global brand management workshop, and other global events that provide employees
around the world with opportunities to develop their skills.
In Japan, we are focused on human resources development for digital application and open-innovation. For example, the
program for developing AI engineers launched in 2019 uses a unique curriculum to endow participants with knowledge and tech-
nologies related to AI. In addition, this program helps foster skills for using AI to resolve customer business issues and to advance
projects together with companies at the forefront of technology. In regard to developing human resources for open-innovation, we
are conducting and utilizing both internal and external programs in order to accelerate collaboration with government and academic
institutions. Such programs for fostering the human resources needed to supply customers with DANTOTSU Products, DANTOTSU
Services, and DANTOTSU Solutions will be conducted on an ongoing basis going forward.

Promotion of gender diversity

Komatsu is pushing ahead with various measures for making concerted efforts to employ
and train more women and for providing a workplace environment in which female employ-
ees can continue developing their careers. Because the Company considers the currently
low number of female employees and managers in comparison to male employees and
managers to be an issue in need of improvement, it is providing support for a balance
between work and life events, such as childbirth, child raising, and caregiving. In addition,
Komatsu actively appoints women to positions with more responsibility and authority
through means such as by helping them plan their careers and promoting them to manage-
rial roles. The mid-term management plan’s global key performance indicators for gender
diversity include the ratio of full-time female employees, for which we have set a target of
17.0% or more, and the ratio of female managers, whose target we have set at 13.0% or
more. We plan to continue our proactive approach toward promoting gender diversity
among Komatsu Group companies around the world. One tool for this quest will be the
Diversity & Inclusion Development Seminar (DIDS), a training program intended for female Diversity & inclusion development seminar
conducted online
leaders around the world.
Improvement of employee engagement

Improvements to employee engagement are imperative to the ongoing growth of a
Ongoing Corporate Growth company. For this reason, Komatsu conducted a global engagement survey of domes-
tic and overseas Group companies in April 2021 so that it could reflect the results of
Strategic and
Vision Competitive region- and organization-specific strength and issue analyses into human resource
Advantage
Continuous
Engagement
measures. We will continue to administer engagement surveys on a regular basis in
Organizational
and Operating Leadership
order to track and analyze trends in employee engagement. This information will be
Structures used to respond to the constantly changing issues regarding employee engagement
Corporate Culture
Human and to help make Komatsu a place where employees feel motivated and empowered.
and Workplace
Resources
Environment
The Komatsu Way

The Komatsu Way is the very DNA of Komatsu, an expression of the strengths of Komatsu, the beliefs supporting these
strengths, the basic attitudes, and the patterns of behaviors established based on the experiences of our predecessors as
they proceeded to tackle the challenges facing them.
Komatsu seeks to develop its operations on a global scale and to become a stronger company and grow. To accom-
plish these objectives, it will be crucial for employees with different cultures and customs around the world to understand
and exercise the principles espoused by The Komatsu Way.
The Komatsu Way has been translated into 13 languages. E-learning programs are being rolled out on a global basis in
order to further entrench The Komatsu Way as a guiding doctrine for employees worldwide.
To better present its principles in a manner that reflects the roles of specific employees, The Komatsu Way is divided into three sections:
Leadership / Top Management, “Monozukuri” for All Employees, and Brand Management.
1 Leadership / top management 2 “Monozukuri” for all employees 3 Brand management
Leaders must be directly involved in the Komatsu aims to pass on the manufacturing Komatsu defines “Brand Management” as all the
workplaces and manage businesses with an competitiveness, perspectives, and values that, customer value creation activities that “make
emphasis on contributing to the entire Group, based on total quality management, have con- Komatsu indispensable to our customers.” This
including distributors and suppliers. We have tinued to drive Komatsu’s competitiveness and objective is accomplished by visiting customer
also defined guidelines for leaders related to support its growth. We look to transmit these workplaces to understand the ideal state of these
actively engaging in regular board meetings, principles through a joint effort encompassing customers and to build relationships that enable
communicating with stakeholders, complying all internal divisions as well as our suppliers, us to work together with them to help achieve
with rules of the business community, managing distributors, and other partners and to continue their goals through concerted efforts by the
risks, and grooming successors for promoting involvement by all of these parties. Komatsu Group and its distributors.
management positions.

With people
Special feature:
Global human resource development
Global occupational health and safety contest
Decision-making at Komatsu prioritizes the principles of SLQDC (Safety, Law, Quality, Delivery, and Cost), based on which we hold
the Global Occupational Health and Safety Contest every year in June. This competition is designed to raise the occupational health
and safety awareness of employees worldwide through global activities seeking to eliminate occupational accidents. Launched in
1970, the contest was held for its 50th time in 2021. In its 50th iteration, the contest took place through an online venue for the
purpose of preventing the spread of COVID-19.
At the 2021 contest, the president reiterated to the domestic and
overseas employees in attendance that health and safety are our top
priority and reminded all Group members of the importance of the
principles of SLQDC. In addition, awards were presented to individuals
and workplaces advancing superior initiatives, which contributed to
heightened employee motivation. One of the events of the contest is a
report on the activities of teams promoting initiatives for eliminating
occupational accidents, which has proven to be an invaluable opportu-
nity for sharing information on superior improvement activities and
methods throughout the Group. In recent years, around half the partici-
Opening address given by the president at the 50th global occupational
pating teams are based overseas, indicating how our commitment to health and safety contest
improvement is alive around the world.
First global occupational health and safety contest

The Global Occupational Health and Safety Contest has been contributing to improved health and
safety awareness among employee participants since its first iteration in 1970. Komatsu’s culture of
prioritizing health and safety continues to live on today.
Safety management presentation themes of

first global occupational health and safety contest
• Workplace safety management • Prevention of accidents from crane operation mistakes
• Improvement of safety awareness • Safety management and orderliness
All-Komatsu technology olympics

Production systems are becoming increasingly global as we relocate manufacturing operations overseas. Regardless of the region,
production bases require a high degree of on-site technical skills. Based on this recognition, Komatsu has declared the third
Saturday of every October as the Day of Technical Skills, on which we hold the All Komatsu Technology Olympics to help enhance
the technical skills of employees. This program was launched in 1963, and its 43rd iteration was held in 2021.
The All Komatsu Technology Olympics include competitions in
the 11 technical and academic areas of machinery, heat treatment,
welding, assembly, coating, parts inspection, performance
inspections, mechatronic maintenance, casting, remanufacturing,
and electronics. Employees of domestic and overseas Komatsu
Group companies as well as of partner companies are invited to take
part in these competitions with the goal of improving the level of
technical skills across Komatsu’s supply chain.
The 2021 iteration of the event was held using new approaches
like online judging out of consideration for the COVID-19 pandemic,
enabling us to continue this tradition even in the midst of the
pandemic. In addition, local competitions were arranged in China, All-Komatsu technology olympics event incorporating online elements
India, Thailand, and Indonesia as part of global improvement activities.

For the purpose of creating value at customer workplaces and production bases around the world, Komatsu regularly holds four
global competitions: the Global Occupational Health and Safety Contest, the All-Komatsu Technology Olympics, the All-Komatsu
QC competition, and the Global brand management workshop. Through these competitions, employees are encouraged to
pursue new heights through healthy rivalry with their peers and to share value and enhance the skills necessary for creating
workplace value.
All-Komatsu QC competition
Komatsu is advancing global quality control initiatives as part of the commitment to quality and reliability advocated in its
Management Principle. November has thus been dubbed as the Month of Quality. The All-Komatsu QC competition is held during
this month to promote the further spread and entrenchment of quality control activities. Originally started in 1967, the convention
was arranged for the 53rd time in 2021.
At the All-Komatsu QC competition, we present and share infor-
mation on the quality control activities and successes of domestic
and overseas Komatsu Group employees as well as of the employees
of partner companies. This approach is taken to drive improvements
across our supply chain.
In the midst of the COVID-19 pandemic, the 2020 and 2021
iterations of this event took place online. Simultaneous worldwide
broadcasts were used to build a sense of solidarity among partici-
pants, making for an online event that was as vivid as those held at
physical venues.
Online All-Komatsu QC competition event shown through

simultaneous broadcast
Teams winning gold awards at 53rd

All-Komatsu QC competition
Global brand management workshop

Our brand management activities have the goal of making Komatsu indispensable to our customers. In these activities, we visit the
workplaces of customers to learn of their ideals and work toward shared goals through a concerted effort with customers, distribu-
tors, and Komatsu Group companies and thereby build stronger ties with customers. Since the launch of these activities in 2007, we
have advanced initiatives targeting more than 150 customers in 18 regions around the world.
The Global brand management workshop was established in
2009 as a venue for sharing best practices and promoting teamwork
on a global scale. Members of project teams for this competition
have come from senior management, division management, over-
seas subsidiaries, and even distributors.
Despite being held online in 2021 to combat the spread of
COVID-19, 225 individuals participated from 20 bases around the
world, giving rise to a lively debate on the topic of value creation
activities at customer workplaces.
Online Global brand management workshop with participants from

20 bases around the world

With business
Social contribution activities

Komatsu recognizes that social contributions to the communities in which it conducts its business activities are an important
corporate responsibility. Komatsu defines the social contribution activities as activities related to its three CSR themes that are
not directly aimed at generating earnings. Based on this definition, we seek to contribute to society in a manner that leverages the
strengths of our core business.
Social contribution activities in FY2021
The following chart shows the expenditure for social contribution activities by the Komatsu Group,
aggregated based on six general categories.
Academic and
21% 20%
Human Resource
Industry–Academia Development
Collaborations
FY2021
Culture & Sports 20%
Social Contribution
32%
Local Community
Expenditure Support
(Consolidated)
Disaster Relief 3% ¥2,213 million Environment 4%
Break down of social contribution expenditure
Cash contributions Employee Expense related to Expense related to Total

dispatchment providing own events for the
and time contributions facilities for public use community
¥758 million ¥ 353 million ¥357 million ¥745 million ¥ 2,213 million
Expansion of agricultural support project following demining project
Since 2008, Komatsu has been engaging in collaborative efforts farmland. Komatsu’s ICT-intensive bulldozers use ICT technolo-
with the authorized nonprofit organization Japan Mine Action gies to automatically control blades, making them highly effec-
Service (JMAS) to support the demining of anti-personnel tive at leveling farmland. Such equipment is being utilized to
landmines in Cambodia and other areas threatened by these develop farmland that is suited to rice planting. As of March 31,
weapons and to help rehabilitate former mine field sites through 2022, we had leveled an aggregate total of 48 hectares of farm-
the construction of roads, bridges, elementary schools, and land, contributing to increased rice harvests. Komatsu will con-
other facilities. In FY2022, we plan to expand these efforts to tinue such efforts to contribute to greater swathes of the
our 10th school in Cambodia. We are also supplying Komatsu community in the future.
equipment, free of charge, along with technical guidance to
assist in the machine-based removal of unexploded ordnance
from cluster bombs, which have continued to threaten the lives
WEB
Please refer to the following video for more
of people in Cambodia long after the war in a similar manner to information on the Demining and
Reconstruction Project.
landmines. Furthermore, we began offering agricultural support
in 2020 to help convert the minefields in Cambodia into viable https://www.youtube.com/watch?v=8zlmCv6PTaE

Business and human rights
Komatsu established its Human Rights Policy in September Promotion Committee, which is chaired by the president and
2019, thereby declaring its commitment to conducting its busi- membered by the heads of relevant divisions, to build a deeper
ness in a manner that is compliant with internationally accepted understanding of our response toward human rights issues. The
standards pertaining to respect for human rights throughout its Company is committed to ongoing efforts to continue identify-
global organization. Based on this policy, processes have been ing priority issues, defining clear policies for responding to these
established to prevent or mitigate negative impacts on human issues, and establishing action plans for use in work processes.
rights and to allow for corrective measures to be instituted
should it be found that the Company was directly or indirectly WEB
For more information on Komatsu’s human rights due
diligence activities, please refer to the following website.
involved in activities that had a negative impact on human rights.
Reports on such activities are issued to the Sustainability https://komatsu.disclosure.site/en/themes/193
Komatsu group human rights management system
Human Rights Due Diligence
Human Rights Remediation and

Conformity to Internal Divisions
Policy Human Rights Risk Assessment and Procedures Grievance
and Appropriate Measures
Establishment Mechanisms
Information Disclosure Follow-Up Monitoring
Stakeholder Engagement
With the assistance of external specialist Business for Social Responsibility (BSR), assessments were conducted to evaluate human rights risks
2014 pertaining to the construction equipment, mining equipment, and forestry machinery businesses being developed on a global scale.
The aid of BSR was once again enlisted for our second human rights assessment, which was carried out while referencing the Universal Declaration
2017 of Human Rights and the United Nations Guiding Principles on Business and Human Rights.
With support from external specialist CSR Europe, a systematic human rights risk assessment of our global operations was conducted covering down-
stream areas of our construction equipment, mining equipment, and forestry machinery businesses (equipment and replacement parts sales). Given
2020 the characteristics of Komatsu’s businesses, relevant issues pertaining to discrimination based on ethnicity, race, or national origin; compulsory labor;
freedom of association; and fair work conditions were assessed, and potential risks and priorities were identified by business and by region.
The Sustainability Promotion Committee approved plans to prioritize the human rights issues facing Komatsu, administer questionnaires to Komatsu
2021 Group companies and suppliers, and perform on-site impact assessments of downstream operations.
Employee-driven social contribution project One World One Komatsu
The Komatsu Group launched the One World One Komatsu conjunction with Earth Day on April 22 of this year. These events
employee-driven social contribution project as a new initiative involve preparing videos showing Komatsu employees around
in conjunction with its 100th anniversary. the world engaging in volunteer activities and attending a virtual
Based on themes pertaining to the environment and sus- gathering to watch these videos through a dedicated website.
tainability, which are shared global issues that are highly
related to our business, the One World One Komatsu project
encourages employees to take close-at-home action in their
daily lives, such as cutting back on water use and turning off
lights in unoccupied rooms.
As part of this project, the One World One Komatsu
Contest was held over the period from June to September
2021. Applications were received by more than 200 employ-
ees from around the world, and winners were chosen for each
of the 10 award categories.
Furthermore, we once again held global watch parties in
WEB
To view videos from the global watch parties, please refer to the following website.
https://www.youtube.com/playlist?list=PLl09JNAS3JlFdJU_dRs_WZs7lyc57U8Re

4Corporate governance
To become a company that enjoys more trust from all
stakeholders, Komatsu is working to strengthen corporate
governance, improve management efficiency, advocate
corporate ethics, and ensure sound management on a
Groupwide basis. To further improve the transparency of
management for its shareholders and investors, the Company
discloses information in a fair and timely manner and actively
engages in investor relations activities by holding meetings
with shareholders and investors.
Contents
64 Interview with the outside directors

74 Risk management
78 Directors and audit & supervisory board members


Interview with the outside directors
Special interview
Toward medium- and long-term improvement of Komats

Q Two years have passed since your appoint- discussions on the days of meetings. All in all, I believe Board
ment as an Outside Director at Komatsu. meetings are functioning at a very effective level.
What is your current impression of the
management and the Board of Directors?
I believe that some of the most important aspects of corporate
Q Was there anything in particular about
the discussions regarding the mid-term
management include the formulation of proactive strategies that management plan that took place in
are always a step ahead of the times and the implementation of FY2021 that stood out to you?
finely tuned measures at the workplace level in order to facilitate Discussions were held for each step in formulating the new
the advancement of said strategies. It is also crucial to combine mid-term management plan, and we were thus able to engage in
the elements of what cannot change such as its corporate phi- lively debate on the ESG issues extracted from a materiality
losophy, and what can change in order to evolve its business assessment of the Company. Now is a particularly volatile time.
models adapting properly to trends in the operating environment. Accordingly, I used my position as Outside Director to participate
Komatsu, for example, is promoting cutting-edge solutions, in the planning of strategies by pointing out issues regarding
like Smart Construction, while remaining true to its responses to changes in the operating environment and how, as
Management Principle by upholding its commitment to quality well as how effectively, Komatsu competes.
and reliability. The Company has also unveiled its roadmap for Komatsu’s mid-term management plan was shaped through
achieving carbon neutrality by 2050. I am convinced that the a backcasting process that began with a clear vision of the goals
Company is making steady steps forward toward more effec- for the plan. This, I believe, is a highly effective approach given
tive corporate management. the current uncertain business environment. Moreover, the plan
As for meetings of Komatsu’s Board of Directors, I think lays out a clear direction for strategies aimed at pursuing innova-
they feature an atmosphere that is conducive to expressing tion in both products, such as developing automatic and autono-
one’s opinion, which lends itself to lively discussion. Each mous construction and mining equipment, as well as in solutions,
meeting includes a report from the President on recent man- through which the Company aims to achieve the overall optimi-
agement issues and topics of interest. These reports make it zation of workplace processes.
easy for Outside Directors to maintain an up-to-date under- I look forward to seeing Komatsu achieve sustainable growth
standing of the issues faced by management, and this under- by advancing the three pillars of growth strategies as envisioned.
standing enables effective discussions at meetings. The M&A activities will be a critical aspect of these strategies. It will
Company also prepares videos to brief us prior to Board meet- become increasingly important for the Board of Directors to
ings, ensuring that we can devote sufficient time to continue to discuss the business portfolio illustrated by the new
mid-term management plan in order to maximize corporate value.
Q Do you see any challenges that Komatsu

faces with regard to risk management?
Risks are inevitable for a company. As such, it is imperative for
managers to heighten their receptiveness toward risks so that
they can better detect risks and formulate response measures.
From my supervisory standpoint as an Outside Director, I look
at whether or not the executive team is responding flexibly to
changes in the operating environment and swiftly and steadily
implementing the necessary measures. I also pay attention to
management’s ability to react to irregular occurrences through
diligent discussion and quick and effective response measures.
I think that, going forward, the Company will need to call
upon the expertise and insights of Outside Directors and
Outside Audit & Supervisory Board Members to project future
Takeshi Kunibe developments and discuss how they will impact the growth
Outside Director potential and competitiveness of the Company from a
cross-business perspective. Specific factors that need to be
considered are important management themes, like global
operating environment changes and geopolitical risks.

Special inter view

su group’s corporate value
Q What are your opinions regarding
the effectiveness of Komatsu’s Board
of Directors?
I have not had the experience of being involved in the manage-
ment of a manufacturer previously. Nevertheless, my under-
standing of Komatsu’s businesses has grown during my first
year as an Outside Director, thanks to the briefings on agenda
items provided prior to Board meetings, which have included
explanations on the sales channels and markets that are
required to understand the matter at hand.
Komatsu’s Board of Directors features members with a wide
variety of backgrounds, and discussions are quite lively. I have a
unique perspective on the Board as someone not from Japan, and
I can provide this perspective along with the experience and insight Arthur M. Mitchell
as an attorney I have gained inside and outside of Japan to offer
Outside Director
frank opinions and comments. In terms of proceedings, we receive
quarterly updates on the status of implementation and progress of
each resolution made by the Board of Directors. We are also
informed of any issues that should arise. As such, I see no major
issues with regard to the effectiveness of the Board of Directors.
If I were to raise an issue, it would be with the business
reports received at Board meetings. These reports are indeed CO2 emissions by 50% compared with 2010 by 2030.
thorough and detailed, but perhaps they are too detailed in the Furthermore, the plan links the compensation of Directors to the
sense that they do not account for the information gap between degree of accomplishment of management targets. In this
Outside Directors and internal members of the Company. I there- manner, the Company has been effectively developing frame-
fore see room for improvement with regard to discussions of works centered on sustainability. I hope to see Komatsu working
overall directives at Board meetings. Specifically, I think that the to form organic links between these initiatives in the future.
themes selected could be better focused and the structure of
materials more refined, while still reflecting the outcomes of prior
discussions among internal members. I see this as one area to
further improve the effectiveness of the Board.
Q What issues do you think Komatsu might face
in practicing sustainability management?
As exemplified in the TCFD’s recommendations for climate
Q
change-related disclosure, there are growing expectations with
What are your thoughts regarding regard to disclosure of information on ESG activities. At the same
sustainability and corporate governance? time, however, the atmosphere overseas is such that, depending
We talked about sustainability quite a lot last year. I also had on how this disclosure is performed, it could result in accusations
the opportunity to provide lectures to Executive Officers on of “greenwashing” from external organizations, which carries with
the subject of sustainability governance. My definition of “sus- it the risk of lawsuits. For this reason, it is important for Outside
tainability governance” is a structure or system that involves Directors to act with the same level of responsibility as internal
positioning sustainability at the heart of all corporate activities. officers when discussing sustainability management.
Promoting sustainability governance entails linking a clear Given this reality, it is crucial for the KPIs put forth by compa-
vision and frameworks, like ESG for example, to corporate nies to be meaningful, material, and measurable. The Board of
activities, setting initiative targets and KPIs accordingly, and Directors, meanwhile, will need to highlight the gap between
reflecting these in Director compensation. Komatsu’s targets and the reality of its ESG initiatives and to
Moreover, Komatsu established its Sustainability Policy in verify the measures being implemented to close this gap.
2021. This policy, which is designed to contribute to the real- Moreover, I think the Company should study new frameworks,
ization of a sustainable society and facilitate business growth, such as OKR (Objectives and Key Results), a goal-setting frame-
was decided via resolution by the Board of Directors. In addi- work to encourage ambitious targets for pursuing sustainable
tion, the current mid-term management plan contains the new growth through innovation. The Board should also discuss strat-
and challenging goal of achieving carbon neutrality by 2050, egies for minimizing risks in the current volatile market.
which complements the prior management target of reducing

Corporate governance
Basic views on corporate governance
To become a company which enjoys more trust from all stakeholders, the Company is working to strengthen corporate gover-
nance, improve management efficiency, advocate corporate ethics, and ensure sound management on a group-wide basis. To
further improve the transparency of management for its shareholders and investors, the Company discloses information in a fair
and timely manner and actively engages in investor relations activities by holding meetings with shareholders and investors.
Corporate governance framework
At the Company, the Board of Directors is positioned as the System in 1999, the Company has separated management
core of corporate governance, and to improve the effective- decision-making and supervisory functions from executive
ness of discussions at meetings of the Board of Directors, the functions to the extent permitted by laws and regulations, and
Company has worked to put in place a system to ensure thor- while appointing both Outside Directors and Outside Audit &
ough discussions of important management matters and Supervisory Board Members, limits the Board of Directors to a
prompt decision-making, and reform their operational aspect. small number of members.
Having introduced the Executive Officer (Shikko Yakuin)
Corporate governance of the company (As of June 30, 2022)
General Meeting of Shareholders
Elect / Discharge Elect / Discharge Elect / Discharge
Audit
Audit & Audit reports
Accounting Auditors
Supervisory Board
Office of (Audit corporation)
(Standing 2 / Outside 3) Board of Directors
Corporate
Auditors’ Staff (Standing 5 /
Recommend Nomination Advisory
Collaboration
Outside 4)
Advise / Committee
Suggest
Audit
International Compensation Advisory
Advisory Board Recommend Committee
Elect / Discharge /
Supervise Report /
Submission
Executive Functions
President and CEO

Internal Auditing
Dept. Major Committees
Strategy Review Product Safety Committee
Committee Compliance Committee
Export Control Committee
Komatsu Group’s Global Operations Sustainability Promotion
Internal audit
Executive Officers and Global Officers 60 Committee
• Japan 33 Disclosure Committee
• Global 27 (including 19 foreign nationals)
Collaboration
Decide on the details of the items including election and discharge / Confirm suitability or independency of the Accounting Auditors
Recommend
Audit reports

Corporate governance reforms
The Company has proceeded to implement reforms to its cor- Directors’ execution of duties. As a means to supplement exec-
porate governance system in order to ensure effective and utive functions, the Company established the International
adequate performance of matters related to decision-making, Advisory Board (IAB) in 1995. Through the IAB, the Company
management and supervision, such as separation of corporate aims to secure objective advice and suggestions from experts
management from business execution, enhancement of corpo- from Japan and abroad about how to function as a global com-
rate management decision-making by the Board of Directors, pany by exchanging opinions and holding discussions. Going
strict management and supervision of business execution, forward, the Company will pursue increases to the effectiveness
measures undertaken by Outside Directors to improve transpar- of the Board of Directors while appointing Outside Directors to
ency and objectivity of management, and measures undertaken ensure transparency and soundness and promoting openness
by the Audit & Supervisory Board to appropriately audit and accountability in management.
Board of directors
1999: 2003: 2005: 2017: 2021:

28 members
(0 Outside Directors)
8 members 8 members 10 members 8 members 9 members
(1 Outside Director) (2 Outside Directors) (3 Outside Directors) (3 Outside Directors) (4 Outside Directors)
Audit & supervisory board
3 members 1994: 2006:

(1 Outside Audit &
Supervisory Board 4 members 5 members
(2 Outside Audit & Supervisory Board Members) (3 Outside Audit & Supervisory Board Members)
Member)
Other organizations and systems
Organization / System Establishment Overview
The Nomination Advisory Committee discusses matters related to the nomination of candidates for
positions as Directors and Audit & Supervisory Board Members and the appointment and dismissal
Nomination Advisory of the President and other executive officers and reports the results of these discussions to the
2015
Committee Board of Directors.
Current members: Four Outside Directors, including the chairperson; Chairman of the Board; and
President
The Compensation Advisory Committee is responsible for discussing policies and levels for com-
pensation of Directors and Audit & Supervisory Board Members and reporting the results of these
Compensation Advisory
1999 discussions to the Board of Directors and the Audit & Supervisory Board.
Committee
Current members: Four Outside Directors, including the chairperson; three Outside Audit &
Supervisory Board Members; one external expert; and one internal member
The International Advisory Board was established with the purpose of incorporating the objective
International
1995 advice and suggestions of external experts on the management and corporate activities expected of a
Advisory Board
global company into the discussions of the Board of Directors.
An Executive Officer (Shikko Yakuin) System was introduced in 1999 to separate supervisory
Executive Officer
1999 functions from executive functions. This system has enabled the Company to limit the Board of
System
Directors to a small number of members.
Global officers are appointed to senior management positions at major overseas subsidiaries to
Global Officers 2016
facilitate the consolidated management of the Komatsu Group.
Composition of directors and audit & supervisory board members (As of June 30, 2022)
Outside Internal Outside Internal

4 5 3 Audit & 2
Directors Supervisory
Of whom, Of whom, Board
non-Japanese 1 women 1 Members
Of whom,
women 1

Activities of the board of directors

The Company holds Board of Directors’ meetings periodically, Characteristics of Komatsu’s board of directors
at least once every month. The Board of Directors deliberates • Monthly reports from the CEO (recent important items and other topics)
and makes resolutions on important matters, determines • Monthly reports from the CFO (performance, order trends, borrowings, etc.)
• Annual proposal plans and follow-up
management policies of Komatsu, and rigorously controls and • Multiple discussions on important items (deliberation → resolution)
supervises the execution of duties by all members of the exec- • Business reports to Board of Directors covering nearly 100% of
sales generating activities
utive management team including Representative Directors. • Proactive expression of opinions by Audit & Supervisory Board Members in
addition to Directors
Of the nine (9) Directors on the Board, four (4) are Outside
• Opportunities for free discussion at Board of Directors meetings
Directors to ensure transparent and objective management.
Outside Directors and Outside Audit & Supervisory Board Board of directors’ meeting attendance and agenda item
Members held meetings at which these outside officers Numbers in FY2021 (April 1, 2021–March 31, 2022)
shared opinions regarding management issues from their Attendance
Outside Directors 100%
Outside Audit & Supervisory Board Members 100%
objective and independent standpoints. Discussions with the Reports 37
Agenda item numbers
President were also arranged to foster shared recognition. Deliberations, Resolutions 42
Free discussion 3 times
Evaluation of the effectiveness of the board of directors

The Company is working to improve the effectiveness of the Board of Directors and performs annual evaluations and analyses of
the effectiveness of the Board of Directors for this reason.
Evaluation process
2 Collection of questionnaire 3 Discussion among Outside 4 Report of discussion results,

Directors and Outside Audit & evaluation and analysis of effec-
1 Survey responses from all Directors and
Supervisory Board tiveness, and discussion of the
Audit & Supervisory
Members based on matters for improvement at Board
Board Members
questionnaire responses of Directors’ meetings
• Composition of the Board of Directors • Reporting, explanations, information provision, • Role and functions of the Board of Directors
Survey topics: • Agenda setting and follow-up activities • Self-evaluations
• Discussions
Outline of the results

The assessment shows a generally high level of achievement for With respect to the conducting of Board meetings, there
each item and confirms that there were no serious problems con- were a few suggestions for improvement. These included how
cerning the effectiveness. The assessment shows a generally high to expand discussions of strategic, individual themes designed
level of achievement for each item and confirms that there were no to improve corporate value; how business executions should be
serious problems concerning the effectiveness. The Company reported to contribute to advice, audits, and supervision of
received positive evaluations of the efforts made to improve the Directors and Auditors; and the promotion of dialogues
management of the Board of Directors in FY2021 in the following between the Board of Directors and its stakeholders. The
aspects of (1) set-up of Groupwide themes, (2) improvement of Company will implement such improvements to make the
questions and answers by reporting clearly defined issues, and (3) Board of Directors further effective in the future.
adoption of explanatory video presentations before Board meetings.
Supporting system for outside directors and audit & supervisory board members
As general rule, the Company provides materials for Board of made and that they will have an opportunity to consider the points
Directors to Outside Directors and Outside Audit & Supervisory noted in earlier discussions before deciding upon such matters.
Board Members in advance of the meetings so that they have For newly appointed Outside Directors and Outside Audit &
sufficient time to review the matters that are to be discussed. With Supervisory Board Members, the concerned departments
respect to matters that may be of particular importance, the conducts explanatory meetings concerning the information
Board of Directors discusses them at the Board of Directors prior requiring decision-making by the Board of Directors, as needed.
to the Board of Directors where such matters are scheduled for Such meetings are attended by the Secretariat of the Board of
resolution. In this manner, the Company ensures that the Directors Directors and held prior to Board of Director meetings.
have sufficient time to review the matters before decisions are The Company has built the database which houses

materials, minutes, other information of the Board of Directors database which houses materials and minutes of the Board of
and other major committee meetings in the past. This data- the Audit & Supervisory Board in the past. This database can
base can be accessed by all members of the Board of be accessed by all members of the Board of the Audit &
Directors and the Audit & Supervisory Board Members, includ- Supervisory Board Members, including Outside Members.
ing Outside Members. The Company has also built the
Major activities of outside directors and outside audit & supervisory board members in FY2021
Outside directors
Makoto Kigawa Mr. Makoto Kigawa previously served as Representative Director at both Yamato Holdings Co., Ltd. and Yamato Transport Co.,
Ltd. He has been actively expressing a wide range of opinions at the meetings of the Board of Directors, mainly from the
Attendance at the Meetings
Meeting of the Board of
Major career standpoint of appropriately monitoring the management strategies of the Company and contributing to the enhancement of the Directors 100%
Company’s medium- and long-term corporate value. During FY2021, he provided comments based on his rich experience in the (15 meetings out of the
Representative Director at both
business world, particularly concerning such issues as supply chain optimization, solutions businesses, and risk management. 15 meetings held)
Yamato Holdings Co., Ltd. and He also served as Chairman of the Company’s Nomination Advisory Committee and the Compensation Advisory Committee.
Yamato Transport Co., Ltd.
Takeshi Kunibe Mr. Takeshi Kunibe has served as Representative Director, President of Sumitomo Mitsui Banking Corporation and
Representative Director and President as well as Director President and Representative Executive Officer of Sumitomo Mitsui
Major career Financial Group, Inc., and serves as Chairman of the Board of both companies. He has been actively expressing a wide range of Directors 100%
opinions at the meetings of the Board of Directors, mainly from the standpoint of contributing to sustaining and improving (15 meetings out of the
Representative Director of Sumitomo
transparency and soundness of management as well as enhancing corporate governance. During FY2021, he provided 15 meetings held)
Mitsui Financial Group, Inc. comments based on his rich experience in the business world, particularly concerning such issues as climate change
Representative Executive Officer of response, the mid-term management plan, and economic security measures. In addition, he was a member of the Company’s
Sumitomo Mitsui Banking Corporation Nomination Advisory Committee and the Compensation Advisory Committee.
Arthur M. Mitchell Mr. Arthur M. Mitchell has worked for many years as a New York state attorney and foreign law attorney in Japan. He has been
actively expressing a wide range of opinions at the meetings of the Board of Directors, mainly from the standpoint of mitigating and
Major career avoiding risk in the Company’s global business operations and contributing to the enhancement of the Company’s medium- and Directors 100%
long-term corporate value. During FY2021, he accordingly provided comments based on his international perspective and (15 meetings out of the
Registed foreign lawyer of White &
professional standpoint, particularly concerning such issues as business alliance strategy, data-related legal compliance, and 15 meetings held)
Case LLP initiatives geared to the North American market. In addition, he was a member of the Company’s Nomination Advisory Committee
and the Compensation Advisory Committee.
Naoko Saiki Ms. Naoko Saiki has considerable knowledge and abundant experience in international affairs, international law, and the field of
economics as she served in positions such as Director-General of the Economic Affairs Bureau and Director-General of the
Major career International Legal Affairs Bureau at the Ministry of Foreign Affairs. She has been actively expressing a wide range of opinions at Directors 100%
the meetings of the Board of Directors, mainly from the standpoint of contributing to the enhancement of the Company’s (11 meetings out of the
Director-General, Economic Affairs
medium- and long-term corporate value. During FY2021, she provided comments based on her international perspective and 11 meetings held)
Bureau and International Legal Affairs professional standpoint, particularly concerning such issues as country risks, evaluation indicators for the mid-term management
Bureau, Ministry of Foreign Affairs plan, and frameworks regarding subsidiaries. In addition, she was a member of the Company’s Nomination Advisory Committee
and the Compensation Advisory Committee.
Note: As Outside Director, Naoko Saiki was appointed at the 152nd Ordinary General Meeting of Shareholders held in June 2021, and her maximum number of meetings of
attendance is different from that of the other Directors.
Outside audit & supervisory board members
Hirohide Yamaguchi Mr. Hirohide Yamaguchi previously served as Deputy Governor of the Bank of Japan.
During FY2021, based on his professional standpoint, he provided comments at the
Meeting of the Board of Directors 100%
Major career meetings of the Board of Directors and the Audit & Supervisory Board concerning such (15 meetings out of the 15 meetings held)
issues as the status of the global economy, coordination with accounting auditors, and
Deputy Governor of the Bank of Japan Meeting of the Audit & Supervisory Board 100%
compliance systems. In addition, he was a member of the Company’s Compensation
Advisory Committee. (15 meetings out of the 15 meetings held)
Eiko Shinotsuka Ms. Eiko Shinotsuka possesses wide-ranging knowledge and experience in fields such as Attendance at the Meetings
economics, labor relations, and law. During FY2021, based on her professional standpoint,
Major career she provided comments at the meetings of the Board of Directors and the Audit & (15 meetings out of the 15 meetings held)
Professor Emeritus, Ochanomizu University, Supervisory Board concerning such issues as safety management systems, operational Meeting of the Audit & Supervisory Board 100%
Commissioner, National Personnel Authority, audits, and human resource recruitment and diversity. In addition, she was a member of the
(15 meetings out of the 15 meetings held)
Member of the Bank of Japan’s Policy Board Company’s Compensation Advisory Committee.
Kotaro Ohno Mr. Kotaro Ohno possesses rich experience in the legal profession. During FY2021,
based on his professional standpoint, he provided comments at the meetings of the
Major career Board of Directors and the Audit & Supervisory Board concerning such issues as global (15 meetings out of the 15 meetings held)
oversight systems, human resource recruitment and utilization, and internal control
Prosecutor-General, Special Counsel, Meeting of the Audit & Supervisory Board 100%
systems. In addition, he was a member of the Company’s Compensation Advisory
Mori Hamada & Matsumoto Committee and an observer of the Compliance Committee. (15 meetings out of the 15 meetings held)
Introduction of new outside director and outside audit & supervisory board member
The following new Outside Director and Outside Audit & Supervisory Board Member were appointed at the Ordinary General Meeting
of Shareholders held in June 2022.
Outside director Mr. Michitaka Sawada has considerable knowledge and abundant experience in the business world having engaged in the management
Michitaka Sawada of global conglomerates and ESG management in positions such as Representative Director, President and Chief Executive Officer and
Director, Chair of Kao Corporation.
Major career Utilizing this knowledge and experience, his recommendations concerning the overall management of the Company are expected to
contribute to the enhancement of the Company’s medium- and long-term corporate value. Therefore, the Company nominates him as a
Representative Director,
candidate for Outside Director.
President and Chief Executive Officer of Kao Corporation
Outside audit & supervisory board member Mr. Tatsuro Kosaka has considerable knowledge and abundant experience in the business world having engaged in global corporate
Tatsuro Kosaka management in positions such as Representative Director, President & CEO and Representative Director, Chairman & CEO of Chugai
Pharmaceutical Co., Ltd.
Major career Utilizing this knowledge and experience, the Company expects him to execute his duties as an Outside Audit & Supervisory Board
Member by performing managerial oversight from the perspective of a corporate manager. Therefore, the Company nominates him as a
Representative Director, President &
candidate for Outside Audit & Supervisory Board Member.
CEO of Chugai Pharmaceutical Co., Ltd.

Activities of advisory committees
Committee name Nomination advisory committee Compensation advisory committee

Chairman Outside Director (Takeshi Kunibe) Outside Director (Takeshi Kunibe)
4 Outside Directors (Takeshi Kunibe, Arthur M. Mitchell,
4 Outside Directors Naoko Saiki, Michitaka Sawada)
(Takeshi Kunibe, Arthur M. Mitchell, Naoko Saiki, 3 Outside Audit & Supervisory Board Members
Members
Michitaka Sawada) (Eiko Shinotsuka, Kotaro Ohno, Tatsuro Kosaka)
(As of June 30, 2022)
Chairman of the Board 1 external expert (Shinji Hatta, Honorary Professor,
President Aoyama Gakuin University)
Chairman of the Board
Deliberation, resolution, and reporting to the Board of
Deliberation, resolution, and reporting to the Board of
Directors and Audit & Supervisory Board on remuneration
Directors on selection of the next President and human
Purpose systems for Directors, Audit & Supervisory Board
resource development methods, succession plans, and
Members, and Executive Officers to ensure objectivity
appointment and dismissal of Directors
and transparency
Meetings in FY2021 5 1
• Selection and cultivation of candidates for the next
President
• Monthly compensation levels for Directors and Audit &
• Selection of a new Outside Director and audit & supervi-
Supervisory Board Members in FY2022
Agenda items sory board member candidate
• Performance-based remuneration for Directors for
• Outside Director positions held at other companies by
in FY2021 FY2021 (projections)
Chairman of the Board
• Evaluation indicators for performance-based remunera-
• Skill matrix for Board of Directors
tion in FY2022, etc.
• Proposal of Directors and Audit & Supervisory Board
Members for FY2022, etc.
Succession plans
One of the items contained in the Code of Conduct for addition, successors for important domestic and overseas
Leadership / Top Management that has been described in The positions up to and including that of the President are decided
Komatsu Way since its establishment in 2006 is “continue to through the annual implementation of succession plans (see
think about your succession plan.” chart below).
In order to ensure that Komatsu’s management values are Selected candidates are assigned to challenging tasks and
transmitted to the next generation, the basic requirements for granted even larger roles in the organization to systematically
candidates for the position of President are discussed and develop them in an environment that encourages the pursuit
clearly defined by the Nomination Advisory Committee. In of mutual growth.
Overview of succession plans
Results Feedback
Evaluation and Selection of Human Resource Relocations and

Succession Plans
Successors Cultivation
Oversight of Implementation Process
Board of Directors
Nomination Advisory Committee
Key Points for Cultivating 1. F

oster willpower necessary to overcome challenges by having candidates experience extremely
difficult situations
Leadership/Top
2. Nurture organizational operation capabilities needed to unite parties with differing interests
Management Successors 3. Cultivate compliance awareness to prevent misconduct

Remuneration systems
In an effort to maintain an objective and transparent remunera- performance for a single fiscal year (bonus in cash and the
tion system, the policy and levels of remuneration for Directors Stock-Based Remuneration A) as well as the performance-
and Audit & Supervisory Board Members of the Company are based remuneration (Stock-Based Remuneration B) that will
deliberated by the Compensation Advisory Committee. Taking reflect the degree of achievement of the targets raised in the
its reports and recommendations into consideration, the remu- mid-term management plan, so that it will further contribute to
neration for Directors is determined by the Board of Directors, the enhancement of the medium- and long-term corporate
and the remuneration for Audit & Supervisory Board Members is value of the Company, by linking the remuneration.
determined by discussions by the Audit & Supervisory Board The remuneration for Outside Directors only consists of basic
Members, respectively, within the range previously determined remuneration (fixed remuneration) designed to support their role
by resolution of the General Meeting of Shareholders. With to make recommendations with respect to the overall manage-
regard to the level of monthly remuneration paid as basic remu- ment of the Company as a member of the Board of Directors.
neration, comparison by position at other key, globally active Furthermore, the remuneration for Audit & Supervisory Board
manufacturers in Japan is made by the Compensation Advisory Members only consists of basic remuneration (fixed remuneration)
Committee and is reflected in its reports and recommendations. designed to support their independent position with authority to
The remuneration for Directors excluding the Outside audit the execution of duties by Directors without getting fettered
Directors (hereinafter “Internal Directors”) comprises basic by the movements of corporate performance of the Company.
remuneration (fixed remuneration) and performance-based The retirement allowance system for Directors and Audit &
remuneration linked to the Company’s consolidated Supervisory Board Members was terminated as of June 2007.
Composition of remuneration of directors and audit & supervisory board members
Performance-Based
Remuneration Linked to
Basic Remuneration Performance-Based Remuneration for a Single Year
Performance of Mid-term
Internal (Fixed Remuneration) (Monthly remuneration 0–24 months)
management plan (Monthly
Directors remuneration 0–3 months)
Monthly remuneration x Stock-Based Remuneration A Stock-Based Remuneration B

Bonus in Cash (2/3, in principle)*
12 months (1/3, in principle) Restricted Stock Restricted Stock
Outside Basic Remuneration Not influenced by Company performance

Directors and (Fixed Remuneration)
Audit &
Supervisory Monthly remuneration x
Board Members 12 months
* The upper limit for Bonus in Cash is set at 12 months’ worth of monthly remuneration; the remainder of bonuses is to be paid as Stock-Based Remuneration A.
Performance-based remuneration linked to performance of Mid-term management plan

The Company will pay Internal Directors the equivalent of a three-month portion of monthly remuneration every fiscal year as
remuneration linked to the period of the Company’s mid-term management plan by granting restricted stock as stock-based
remuneration (Stock-Based Remuneration B). In deciding Stock-Based Remuneration B, after the expiry of the period of the mid-
term management plan, the number of shares on which to lift transfer restrictions (within a range of 0%–100%) will be decided
based on the achievement of the management targets of the mid-term management plan presented in the above table and as a
general rule; the restriction of transfer on the shares will be lifted after three years from delivery.
Malus and clawback system

The Company resolved on Malus (reduction / confiscation) and Clawback (return) system at the meeting of the Board of Directors
held in April 2022. In the event of a significant revision of financial statements or an event that has a significant impact on the
reputation of the Company due to the execution of business by Directors, the performance-based remuneration paid to the
Internal Directors could be required to be reduced, confiscated, or refunded. In principle, the content of the refund request, etc. will
be decided by the Board of Directors after deliberation by the Compensation Advisory Committee according to each event.
WEB
The Company adopted all principles of Japan’s Corporate Governance Code after its June 2021 revision.
https://www.komatsu.jp/en/-/media/home/ir/corporate-governance/cgr_en.pdf?rev=30c1c9376d714556bf1e8499edc483eb&
hash=74B4E3CB68D8D237C24B4F16B5914A07

Major executive committees
Committee name
(Committees indicated Meeting
Purpose
with an asterisk [*] are frequency
chaired by the President.)
Discussions on and decisions regarding policies and systems related to product safety activities
2 times a year
Product Safety and technologies, assessment of product safety activities of business divisions and deliberation
and when
Committee on issues regarding said activities, and reporting of important matters at monthly Board of
necessary
Directors’ meetings
2 times a year
Discussion on and decision and execution of policies and important measures pertaining to
Compliance Committee* and when
group-wide compliance
necessary
1 time a year
Risk Management
Discussion and approval of group-wide risk management tasks and risk countermeasures and when
Committee
necessary
1 time a year
Export Control Discussion on and decision of policies and important matters regarding group-wide security and
and when
Committee export control measures and systems
necessary
Sustainability Promotion Discussion on and decision and execution of policies and important measures regarding the
2 times a year
Committee* environmental and social activities implemented as part of the Group’s ESG activities
Discussion and assessment to facilitate accurate information disclosure as required by the 4 times a year
Disclosure Committee Financial Instruments and Exchange Act and submission of recommendations to internal informa- and when
tion control representatives regarding judgments on material developments necessary
Discussion on and decision and execution of policies and important measures regarding human
The Komatsu Way
resources, labor affairs, education and human resource development, employee benefits, and 2 times a year
Committee*
occupational health and safety management for the Company and the Group
Topics
Appointments to advisors of the international advisory board

Komatsu established the International Advisory Board (IAB) back in 1995 for the Board of Directors to incorporate, from external
experts, objective advice and suggestions concerning management and operations of Komatsu as a global company. The IAB has
met a total of 37 times in the conventional and new organizations combined. In April 2020, Komatsu commenced the 8th session
of the IAB for management with the following advisors. In FY2021, the advisors offered advice and suggestions to the Board of
Directors with regard to the formulation of the next mid-term management plan. In addition, at the IAB for management held in
December 2021, advisors took part in discussions with Directors and Audit & Supervisory Board Members and provided advice
and suggestions with regard to the sustainability practices expected of a global company.
Komatsu will continue to improve management and strengthen its corporate governance in order to enhance its corporate value.
Advisors of the 8th session of the IAB for management (FY2020–FY2022)
Name Current position and brief background

2018–Present Chairman of the Board, Elanco Animal Health
2015–February 2021 Board of Directors, Edgewell Personal Care Company
R. David Hoover 2009–2018 Board of Directors, Eli Lilly and Company
2000–2015 Board of Directors, Energizer Holdings, Inc.
1996–2013 Board of Directors, Ball Corporation (Chairman, 2002–2013)
2015–Present Vice President Commissioner of PT Adaro Power

2010–Present President Commissioner of BFI Finance
Kusmayanto Kadiman
2004–2009 The State Minister for Research and Technology of the Republic of Indonesia
2001–2004 President of Bandung Institute of Technology (ITB)
2022–Present Chairman of the Board of Directors, WithSecure Corporation

2022–Present Director, F-Secure Corporation
Risto Siilasmaa 2006–2022 Chairman of the Board of Directors, F-Secure Corporation (He is the founder of
F-Secure Corporation.)
2012–2020 Chairman of the Board of Directors, Nokia Corporation
2018–Present Visiting Professor, Ritsumeikan University

Mitoji Yabunaka 2014–2020 Outside Director, Komatsu Ltd.
2008–2010 Vice Minister, Ministry of Foreign Affairs

Stakeholder engagement
In order to gain more trust from all stakeholders, Komatsu is strengthening corporate governance, and members of senior
management are practicing direct engagement with stakeholders.
Share information on the Komatsu Group’s vision and Provide as many opportunities for engagement as possible
the issues it faces (employees, suppliers, distributors) Society and practice proper information disclosure to facilitate
understanding of Komatsu
Investors and
Distributors Suppliers Employees Customers Shareholders Mass media Communities
Analysts
Distributor Midori-kai Meetings with the Visits from top General Meeting Visits to investors Interviews Meetings
meetings General meet- President management of Shareholders worldwide with mayors,
ings with Shareholder Analyst meetings governors, etc.
management meetings Financial results
briefings
Direct Communication
by Top Management
Major investor relations activities in FY2021
To further improve the transparency of management for our Nevertheless, ongoing communication was practiced by using
shareholders and investors, we disclose information in a fair online communication tools to conduct virtual meetings and
and timely manner and actively engage in investor relations distribute videos of investor relations events.
activities by holding meetings with shareholders and investors. Komatsu is also expanding its scope of ESG engagement
Face-to-face communication activities were once again activities given the recent rise in interest in ESG.
canceled in FY2021 as a result of the COVID-19 pandemic.
For institutional investors For shareholders and Website

individual Investors
• Financial results briefings* (4 times) • Shareholder meetings* (1 time) • Financial information

• Small meetings* (7 times) • Factory tours for shareholders → Canceled in - Financial results briefings
• Business briefings* (1 time) response to the COVID-19 pandemic and - Sales and profits gains reports
• Overseas investor relations activities* (5 times) replaced with videos commemorating the
- Quarterly reports, etc.
• Individual meetings* (over 220) 100th anniversary of Komatsu’s founding
made available through the official Komatsu • Web interviews with the President (4 times)
YouTube account • Komatsu Report, etc.
• Individual investor meetings* (5 times)
• Gifts of appreciation for long-term shareholders
* Held through virtual or online venues
Engagement topics
Komatsu holds meetings for institutional investors and securities analysts to deepen their understanding of the Company.
The following online meetings were held in 2021.
Date Meeting name Attendants Topics

KOMATSU IR-DAY 2021
1. Response to electrification of construction equipment
December 16, 2021 Investors Meeting & 79
2. Contributions to sustainable forestry
ESG Meeting
Web For materials from meetings, please refer to Komatsu’s corporate website: Web Komatsu’s Official YouTube Channel
https://www.komatsu.jp/en/ir/library/results/2021 https://www.youtube.com/c/komatsu/featured

Risk management
Basic principles and structure for risk management
In addition to the basic policy for risk management to ensure management system, and evaluate and improve upon response
business continuity and stable development, Komatsu has measures in place for each risk, as well as to take control of
established Risk Management Rules to correctly recognize risks when they arise. The committee regularly reports on its
and manage risks. deliberations and activities to the Board of Directors.
Furthermore, we have developed the Basic Manual for Risk Komatsu will establish an emergency headquarters when
Management, which defines the response systems and rules serious risks, such as the COVID-19 pandemic and the situa-
to be utilized should a risk materialize along with specific risk tion in Ukraine, occur and implement appropriate measures to
items and the divisions responsible for said risk items. This minimize damage. Other important matters to be considered
manual is periodically revised to ensure that risk management from the perspective of risk management include corporate
systems are adapted to the constant changes in the operating governance; compliance; response measures for climate
environment and in risks. change, pandemics, and other natural disaster risks; and
Komatsu has established a Risk Management Committee frameworks for preventing transactions with antisocial forces.
to devise relevant policies for the entire Group, review the risk We continue management efforts related to these matters.
Risks facing the company Risk management system
Board of Directors
Hazard risk Review Report as
regularly needed
Risks of natural disasters and President Report
other disasters caused by
Basic Manual for Risk Management
regularly
external factors
Operational risk (When serious risks are exposed:
Risk Management Rules
Emergency Headquarters)
Inherent risks associated with
corporate activities such as the Executive Office
violation of laws and scandals (General Affairs Department)
Report
regularly /
Strategy risk Report as ■ Primary division responsible for each risk
needed • Identify and review risk recognition
Risks related to significant • Perform activities to prevent risks and minimize
changes in social situations and their effects
business uncertainties • Take action when a risk is exposed
■ Each division and each Group company Report
Financial risk regularly
■ Expert committees
Risks related to finance including • Product Safety Committee • Compliance Committee
fluctuations in interest rates and • Export Control Committee
stock prices • Sustainability Promotion Committee
Response to climate change
Approximately 90% of the CO2 emissions from the lifecycles of To address such risks, we are working to reduce the fuel
Komatsu construction equipment are attributable to product consumption and improve the efficiency of products while
operation. Accordingly, we have the potential to help mitigate developing eco-friendly products. Efforts to develop such
climate change by providing low-carbon products and products include refining existing hybrid and diesel-electric
solutions like Smart Construction, which helps reduce CO2 technologies and utilizing new technologies, such as those
emissions by optimizing work processes. Conversely, if we do related to fuel cells and hydrogen engines. We are also moving
not conform to the regulatory requirements of the relevant forward with the development of solutions like Smart
countries or with the demands of markets or if we are impacted Construction, which allows for the optimization of customer
by rapid changes in resource demand, market entry by new workplaces. Measures to address rising costs include reducing
competitors, or higher manufacturing costs due to the intro- the amount of energy used in production processes, produc-
duction of carbon taxes, we will risk suffering future impacts to ing clean energy, and adopting an internal carbon pricing
our earnings. system to promote investments in environmental preservation.
Through these efforts, the Company aims to halve CO2

emissions from the level in 2010 by 2030 and achieve carbon risks). Meanwhile, the rise in natural disasters associated with
neutrality by 2050. climate change is creating risks of damages to the Company
At the same time, we project that demand may rise for and its supply chain. We are therefore taking steps to identify
copper and other resources necessary for items used to elec- the water-related risks threatening the Company and its
trify equipment, such as motors, batteries, and fuel cells. supply chain while instituting business continuity plan (BCP)
Seeking to seize this opportunity, we are expanding our hard drills and other measures to mitigate these risks (response to
rock mining business (response to transition and opportunity physical risks).
Response to geopolitical risks
As globalization processes, the outlook for the operating 2022. In accordance with the Company’s risk management
environment is becoming increasingly opaque amid rising policies, an emergency headquarters led by the president was
social, political, and military pressures. established, steps were taken to protect the safety of employ-
As a global conglomerate, the Komatsu Group takes steps ees and their families in areas affected by the conflict, the
to minimize the impacts of resource price fluctuations, trade export restrictions implemented by countries around the world
restrictions, and supply chain complications that result from were addressed, and humanitarian support was given.
diversifying geopolitical risks by confirming, analyzing, and We will continue to monitor such trends going forward in
addressing the political, economic, and regulatory trends of order to implement appropriate measures to ensure the safety
relevant countries. of customer's operation site and address other issues.
The situation in Ukraine has been a source of supply dis-
ruptions and financial and economic impacts since March
Response to the COVID-19 pandemic
To fulfill its responsibilities to customers involved in In Japan, we took precautions to protect employees from
businesses that support social infrastructure (essential COVID-19 based on the policies of local and national govern-
businesses), the Komatsu Group has continued to supply ment agencies. We also tracked the status of operations at our
products, parts, and services to its customers while production bases and partner companies in order to minimize
implementing exhaustive measures to prevent the spread of the impact of the pandemic on production. Ministry of Land,
COVID-19. Infrastructure, Transport and Tourism is currently encouraging
In FY2021, the world was affected by COVID-19 variants measures for preventing crowding, closed environments, and
like the Delta variant, which carries an increased risk of serious close interactions with others at construction workplaces.
complications, and the Omicron variant, which is highly trans- Komatsu’s “Smart Construction Digital Transformation” solu-
missible. We sought to respond to these threats by monitoring tion is being promoted as a tool that helps prevent the spread
the trends regarding infections among employees around the of COVID-19 at customer workplaces by eliminating the need
world while adhering to policies of the governments in coun- for workers to gather in single locations while employing a
tries in which we operate by halting production at certain digital twin approach that allows conditions at workplaces to
production bases as necessitated by lockdowns. be monitored remotely.
Safety and health of customers, Exhaustive infection

partner companies, people in local communities, prevention measures
Ongoing supply of products and assistance
and employees and their families
necessary to customers involved in businesses
that support social infrastructure
Government policy Acceleration of construction (essential businesses)
and mine workplace digitalization
Komatsu technologies and automation Strategic minimization of infection risks
through provision of new solutions
Coordination with other companies
Dialogue with stakeholders and timely and appropriate information disclosure

Risk management
BCP measures for addressing frequent natural disasters
Komatsu has established business continuity plans (BCP) to As natural disasters grow more frequent and more severe,
ensure the continuity of core operations and to facilitate quick production bases are taking measures to reinforce the seismic
resumption of operations should they be interrupted. As part resistance of structures and equipment while implementing
of these plans, we hold regular initial response and production countermeasures against concentrated heavy rains based on
resumption drills based on major earthquake and water their respective BCP.
damage scenarios. At production bases, we implement mea- We are focused on not only strengthening the BCP of
sures to reinforce the seismic resistance of structures and Komatsu Group bases but also on strengthening the supply
production equipment while implementing countermeasures chain system through BCP development and implementation
to safeguard against water and wind damage from concen- support for our business partners.
trated heavy rains and other weather events in order to mini- Komatsu will continue to ramp up its BCP initiatives in
mize the impacts of increasingly more severe natural disasters. order to build a flexible and sustainable supply chain that can
Moreover, the disaster response reporting chains and stan- respond to an increasingly diverse range of risks.
dards for frontline sites have been clarified to facilitate swift
decisions by senior management should a disaster strike.
1995 2007 2011 2018 2019 2020 2021
Great Hanshin Niigata prefecture- Great East Japan Heavy rains in Typhoon Hagibis 2020 Kyushu floods Heavy rains in every
Awaji Earthquake Chuetsu Offshore Earthquake Western Japan part of Japan
Earthquake
● Initial response ● Business ● Group-wide ● Reconfirmation of natural disaster risks and countermeasure development
manual continuity manual deployment of ● Improvement of BCP implementation procedures at the Komatsu Group and business partners
development for development response • Installation of equipment and communications infrastructure
ensuring safety •P
reparation of BCPs measures • Establishment of base-specific BCP drill regulations
• Preparation of for specific bases • Installation of • Revision of disaster response procedures to accommodate lower numbers of employees at the office
disaster response •E
stablishment of equipment and (head office)
manuals headquarters BCP communications
• Formulation of drill regulations infrastructure
risk-related •E stablishment of
regulations base-specific BCP
drill regulations ● Measures at
● BCP seminar for partner companies
Group companies
Economic security measures
May, 2022, saw the promulgation of a new economic security As the concrete regulations to be enacted as part of the
law in Japan. Komatsu, meanwhile, appointed an executive implementation of this law become clear, we will determine any
officer responsible for economic security on April 1, 2022, additional measures that may be necessary and institute these
ahead of the promulgation of this new law. measures through the Risk Management Committee.
Reinforcement of information security
Threats such as cyberattacks are constantly growing more information security issues are shared and resolved by
sophisticated and complex, increasing the importance of this committee.
information security. Komatsu implements information secu- Should a serious information security incident occur, swift
rity measures based on all applicable laws and regulations as reports will be issued to the president, directors, other officers,
well as internal rules. relevant organizations, and the Board of Directors to commence
the process of formulating appropriate response measures. The
(1) Management system Companywide information security Information Strategy Division, meanwhile, proposes appropriate
issues are shared and examined by the Risk Management measures for addressing potential information security risks.
Committee through a management system overseen by the These proposals are raised at annual meetings of the Strategy
officer in charge of risk management. The president of the Review Committee, which comprises the president, directors,
Information Strategy Division, who is also the Company’s top and other officers, so that they can be incorporated into
representative for ICT, co-chairs the Risk Management medium-term ICT investment plans.
Committee to ensure that this committee is equipped to
handle highly specialized information security issues. Critical

(2) Personal information protection Protecting personal Japan as well as certain overseas subsidiaries in order to
information is a social responsibility. Recognizing this respon- boost the level of information security on a global scale.
sibility, Komatsu has formulated and disclosed its Personal
Information Protection Policy. Steps are taken to guarantee (5) Information security audits Information security audits
that personal information is properly handled. These steps of Group companies are performed to improve the level of
include e-learning programs and internal audits. Overseas, we information security across the entire Komatsu Group. In
comply with the European Union’s General Data Protection principle, every company is required to undergo an audit at
Regulation and other laws, regulations, and social expecta- least once every three years as part of an effort to confirm
tions in countries and regions of operation in our efforts to information security-related conditions on an ongoing basis.
protect personal information.
(6) Initiatives for improving information security across the
(3) System measures Komatsu has instituted a multilevel supply chain Our information security initiatives are not
defense system combined with various system measures to limited to Komatsu and Group companies; we also request that
prevent unauthorized access from outside of the Company, affiliates across the supply chain with which confidential infor-
computer virus infections, and other threats as well as information is shared during the course of business activities prac-
mation leakages resulting from these threats. For example, as tice information security management in accordance with the
part of the process of implementing teleworking systems, we Company’s policies. Effective, ongoing support is provided for
installed a rigorous verification system that employs a scheme this purpose. Regular meetings on the status of information
in which multiple processes are required to access systems security management are held with the relevant affiliates.
from outside of the Company. When necessary, we may present items for operational infor-
mation inspections of information systems or recommend the
(4) Education and training All employees engaged in the use of certain information security materials. We thereby aim
handling of information assets are required to undergo regular to promote understanding of the importance of appropriate
e-learning programs. In addition, targeted attack email drills information management among all parties that handle confi-
are held several times a year to entrench procedures for dential information in order to reduce risks and better guaran-
addressing suspicious emails. These drills target companies in tee business continuity.
Compliance
Komatsu established the Compliance Committee to oversee of these measures we work to supervise, educate, and train
compliance, and the committee regularly reports its discus- Directors, Audit & Supervisory Board Members, and employ-
sions and activities to the Board of Directors. Komatsu also ees. In addition, Komatsu establishes an internal reporting
establishes a system to ensure all Directors and employees system under which those who are discreetly reporting ques-
thoroughly comply with business rules as well as laws and tionable actions in light of laws and regulations and business
regulations through a variety of measures, including the provi- rules will not be given any disadvantageous treatment.
sion of Komatsu’s Worldwide Code of Business Conduct,
appointment of the Executive Officer in charge of compliance,
and establishment of the Compliance Department. Through all
Process for compliance activities
1. Declaration of Stance by 2. Implement the Code 3. Determine the Current Status 4. Reacting to Contingencies
Senior Management
Formulate the Code
Komatsu’s Worldwide Code of Training Compliance and risk audits Accidents, incidents
Business Conduct
Five Principles of Compliance Monthly Newsletter Internal reporting systems
Visualization survey
Statement of Compliance Compliance Portal Recurrence prevention measures
(Interviews, online surveys)
WEB
Please refer to the following website for information on Komatsu’s Worldwide Code of Business Conduct and other compliance-related initiatives.
https://komatsu.disclosure.site/en/themes/96#909

Directors and audit & supervisory board members
Directors (As of June 30, 2022)

Number of Year(s) in Office 13 years Number of Year(s) in Office 4 years
Attendance of the Meetings of the Board of Directors 15/15 (100%) Attendance of the Meetings of the Board of Directors 15/15 (100%)
Number of Shares of the Company Held 191 thousand shares Number of Shares of the Company Held 94 thousand shares
Important Concurrent Positions Held in Other Organizations: Important Concurrent Positions Held in Other Organizations:None
Outside Director of Yamaha Motor Co., Ltd Special Interests Between the Candidate and the Company:None
Outside Member of the Board of Nomura Research Institute, Ltd.
4/1985 Joined the Company
Outside Director of Asahi Group Holdings, Ltd.
4/2019 Took office as President and Representative Director
Special Interests Between the Candidate and the Company:None
(current) CEO (current)
4/2022 Took office as Chairman of the Board (current) CEO
Chairman of the Board President and CEO
Tetsuji Ohashi
Hiroyuki Ogawa
Number of Shares of the Company Held 72 thousand shares Number of Shares of the Company Held 55 thousand shares
Important Concurrent Positions Held in Other Organizations:None Important Concurrent Positions Held in Other Organizations:None
Special Interests Between the Candidate and the Company:None Special Interests Between the Candidate and the Company:None
4/1982 Joined the Company 4/1983 Joined the Company

4/2022 Took office as Representative Director and Senior 4/2022 Took office as Representative Director and Senior
Executive Officer (current) Executive Officer (current) CMO (current)
President of Mining Business Division CMO

Representative Director and Representative Director and
Senior Executive Officer Senior Executive Officer
Masayuki Moriyama Kiyoshi Mizuhara

Number of Year(s) in Office 1 year
Attendance of the Meetings of the Board of Directors 11/11 (100%)
Number of Shares of the Company Held 31 thousand shares
Important Concurrent Positions Held in Other Organizations:None

6/2021 T
ook office as Director and Senior Executive
Officer (current)
CFO
Director and Senior
Executive Officer
Takeshi Horikoshi
Number of Shares of the Company Held None Number of Shares of the Company Held None
Important Concurrent Positions Held in Other Organizations: Important Concurrent Positions Held in Other Organizations:
Chairman of the Board of Sumitomo Mitsui Financial Group, Inc. Foreign lawyer of White & Case LLP
Chairman of the Board of Sumitomo Mitsui Banking Corporation Outside Director of Sumitomo Mitsui Financial Group, Inc.
Outside Member of the Board of Special Interests Between the Candidate and the Company:None
TAISHO PHARMACEUTICAL HOLDINGS CO., LTD
7/1976 Registered as attorney at law in New York State, USA
Outside Director/Audit & Supervisory Committee Member of
(current)
Nankai Electric Railway Co., Ltd.
1/2003 Took office as General Counsel of
Outside Director Special Interests Between the Candidate and the Company:None Outside Director
Asian Development Bank
Takeshi Kunibe 4/1976 J oined The Sumitomo Bank, Ltd. (currently Sumitomo Arthur M. Mitchell 9/2007 Joined White & Case LLP
Mitsui Banking Corporation, hereinafter “SMBC”) 1/2008 Registered as registered foreign lawyer in Japan
6/2003 Took office as Executive Officer of SMBC (current)
10/2006 Took office as Managing Executive Officer of SMBC Registered foreign lawyer of White & Case LLP
4/2007 Took office as Managing Executive Officer of Sumitomo (current)
Mitsui Financial Group, Inc. (hereinafter “SMFG”) 6/2020 Took office as Director of the Company (current)
6/2007 Took office as Director of SMFG
4/2009 Took office as Director and Senior Managing Executive
Officer of SMBC
4/2011 Took office as Representative Director, President and Chief
Executive Officer of SMBC
4/2017 Took office as Representative Director and President of SMFG
Retired from Director of SMBC
6/2017 Took office as Director President and Representative
Executive Officer of SMFG
4/2019 Took office as Chairman of the Board of SMFG (current)
6/2020 Took office as Director of the Company (current)
10/2021 Took office as Chairman of the Board of SMBC (current)
Number of Year(s) in Office 1 year Number of Shares of the Company Held None
NEW
Attendance of the Meetings of the Board of Directors 11/11 (100%) Important Concurrent Positions Held in Other Organizations:
Number of Shares of the Company Held None Director, Chair of Kao Corporation
Important Concurrent Positions Held in Other Organizations: Outside Director of Panasonic Holdings Corporation
Outside Director of Sojitz Corporation Outside Director of Nitto Denko Corporation
Outside Audit & Supervisory Board Member of Development Bank of Japan Inc Special Interests Between the Candidate and the Company:None
Outside Director of Sankyu Inc.
4/1981 Joined Kao Soap Co., Ltd. (currently Kao Corporation)
6/2006 Took office as Executive Officer of Kao Corporation
4/1982 Joined the Ministry of Foreign Affairs (hereinafter “MOFA”) 6/2008 Took office as Director, Executive Officer of Kao
7/2014 Took office as Director-General, Economic Affairs Corporation
Outside Director Outside Director
Bureau and Councillor, Cabinet Secretariat 6/2012 Took office as Representative Director,
Naoko Saiki 10/2015 Took office as Director-General, International Legal Affairs Bureau Michitaka Sawada President and Chief Executive Officer of Kao Corporation
7/2017 Took office as Director-General, 1/2021 Took office as Director, Chair of Kao Corporation
Foreign Service Training Institute, MOFA (current)
1/2019 Retired from MOFA 6/2022 Took office as Director of the Company (current)
4/2020 Took office as Visiting Professor, Graduate School of
Public Policy, The University of Tokyo
6/2021 Took office as Director of the Company (current)

Audit & supervisory board members (As of June 30, 2022)

Attendance of the Meeting of the Audit & Supervisory Board Attendance of the Meeting of the Audit & Supervisory Board
15/15 (100%) 15/15 (100%)
Number of Shares of the Company Held 22 thousand shares Number of Shares of the Company Held None
Important Concurrent Positions Held in Other Organizations:None Important Concurrent Positions Held in Other Organizations:
Special Interests Between the Candidate and the Company:None Attorney at law, Special Counsel of Mori Hamada & Matsumoto
Outside Director of AEON Co., Ltd.
6/2020 Took office as Standing Audit &
Supervisory Board Member (current) 4/1976 Appointed as Prosecutor
7/2009 Took office as Vice-Minister of Justice
Standing Audit & Outside Audit &
7/2012 Took office as Superintending Prosecutor of Tokyo High
Supervisory Board Member Supervisory Board Member
Public Prosecutors Office
Terumi Sasaki Kotaro Ohno 7/2014 Took office as Prosecutor-General of Supreme Public
Prosecutors Office
Number of Year(s) in Office 1 years 9/2016 Retired from the position of Prosecutor-General of
Attendance of the Meeting of the Audit & Supervisory Board Supreme Public Prosecutors Office
11/11 (100%) 11/2016 Attorney at law, Special Counsel of Mori Hamada &
Number of Shares of the Company Held 49 thousand shares Matsumoto (current)
Important Concurrent Positions Held in Other Organizations:None 6/2017 Took office as Audit & Supervisory Board Member of
Special Interests Between the Candidate and the Company:None the Company (current)
4/1984 Joined the Company Number of Shares of the Company Held None
NEW
6/2021 Took office as Standing Audit & Supervisory Board Important Concurrent Positions Held in Other Organizations:
Member (current) Outside Director of Mitsubishi Electric Corporation
Standing Audit & Special Interests Between the Candidate and the Company:None
Supervisory Board Member 4/1976 Joined Chugai Pharmaceutical Co., Ltd.
10/2002 Took office as Vice President, General Manager of
Yasuhiro Inagaki Corporate Planning Dept. of Chugai Pharmaceutical Co., Ltd.
10/2004 Took office as Senior Vice President, General
Number of Year(s) in Office 7 years
Manager of Corporate Planning Dept. of Chugai
Attendance of the Meeting of the Audit & Supervisory Board
Pharmaceutical Co., Ltd.
15/15 (100%) Outside Audit &
3/2005 Took office as Senior Vice President, Deputy Managing
Number of Shares of the Company Held None Supervisory Board Member
Director of Sales & Marketing Group of Chugai
Important Concurrent Positions Held in Other Organizations:
Professor emeritus at Ochanomizu University Tatsuro Kosaka Pharmaceutical Co., Ltd.
7/2005 Took office as Senior Vice President, Head of Strategic
Marketing Unit of Chugai Pharmaceutical Co., Ltd.
4/1993 Took office as Professor at Ochanomizu University 3/2008 Took office as Senior Vice President, Head of Lifecycle
4/2008 Took office as Professor Emeritus at Management & Marketing Unit of Chugai Pharmaceutical Co., Ltd.
Ochanomizu University (current) 3/2010 Took office as Director, Executive Vice President of
Outside Audit &
6/2015 Took office as Audit & Supervisory Board Member of Chugai Pharmaceutical Co., Ltd.
Supervisory Board Member
the Company (current) 3/2012 Took office as Representative Director, President &
Eiko Shinotsuka COO of Chugai Pharmaceutical Co., Ltd.
3/2018 Took office as Representative Director, President &
3/2020 Took office as Representative Director, Chairman &
3/2022 Took office as Senior Advisor (current)
6/2022 Took office as Audit & Supervisory Board Member of
the Company (current)
Skill matrix for directors and audit & supervisory board members of the company
Innovative
Human rights /
technologies /
Corporate Finance / Sales & human resources Legal affairs &
Name digital Global
management economics marketing & human resource compliance
transformation /
development
environments
Tetsuji Ohashi ● ● ● ●
Hiroyuki Ogawa ● ● ● ● ● ● ●
Masayuki Moriyama ● ● ●
Kiyoshi Mizuhara ● ●
Takeshi Horikoshi ● ● ●
Outside Director
Directors Takeshi Kunibe
Independent
● ● ●
Outside Director
Arthur M. Mitchell
Independent
● ●
Outside Director
Naoko Saiki
Independent
● ● ●
Outside Director
Michitaka Sawada
Independent
● ● ● ●
Terumi Sasaki ● ●
Yasuhiro Inagaki ● ●
Outside Audit &
Supervisory
Eiko Shinotsuka
Board Member
● ●
Audit &
Independent
Supervisory
Outside Audit &
Board Supervisory
Kotaro Ohno
Board Member
● ●
Members
Independent
Outside Audit &
Supervisory
Tatsuro Kosaka
Board Member
● ● ●
Independent
Note: This skill matrix presents categories of skills that the Board of Directors has deemed particularly worthy of focus and oversight by the respective Directors and Audit &
Supervisory Board Members with respect to management of the Company, upon having taken into account the primary abilities and expertise of each individual.

Directors and audit & supervisory board members
Executive Officers (Japan)

Senior Executive Officer (Senmu) Executive Officer
President, Production Division President, Smart Construction Promotion Division President, Defense Systems Division
Masaki Nobuhara Chikashi Shike Hiroaki Ohno

Chief Technology Officer (CTO) Vice President, Production Division President, Japanese Domestic Marketing,
President, Development Division President, Parts & Reman Promotion Division, Production Division Construction Equipment Marketing Division
Chairman of the Board, Komatsu Customer Support Japan Ltd.
Seiichi Fuchita Yasuo Suzuki
Hideki Yoshizawa
Awazu Plant Manager, Production Division
Senior Executive Officer (Jomu) Takashi Yasukawa
Vice President, Development Division
Terumasa Imajo
GM, Business Coordination Department President, Product Marketing Division
Vice President, Development Division
Masatoshi Morishita Kosei Okamoto GM, Engine Technical Center, Development Division
President, Industrial Power Alliance Ltd.
President, Information Strategy Division
President, Construction Equipment Marketing Division
Masaki Shinohara
Korekiyo Yanagisawa Shinji Maeda
GM, Komatsu Economic Strategy Research Center
Supervising Human Resources, Himi Plant Manager, Production Division Responsible for Economic Security
Education and Safety & Health Care
Norikatsu Nishiyama Toshiro Okada
Koichi Honda
Supervising Industrial Machinery Business President, Procurement Division, Production Division
Chairman of the Board, Komatsu NTC Ltd.
President, Sustainability Promotion Division
Goro Senda
Mitsuko Yokomoto Hidefumi Obikane
Vice President, Japanese Domestic Marketing,
Supervising Legal, General Affairs & Compliance President, Service Division, Construction Equipment Marketing Division
Construction Equipment Solution Division Representative Director, President,
Hiroshi Makabe Komatsu Customer Support Japan Ltd.
Toru Sunada
President, Construction Equipment Solution Division
Atsushi Awai
GM, Business Reform Department, GM, Manufacturing Engineering Development Center,
Construction Equipment Solution Division Production Division Vice President, Development Division
Supervising Simultaneous Engineering Planning GM, Vehicle Development Center 3, Development Division
Keiko Fujiwara
Takayuki Furukoshi Osamu Kitajima
President, Quality Assurance Division
President, Aftermarket Business Division, Oyama Plant Manager, Production Division
Masami Naruse Construction Equipment Marketing Division President, Representative Director,
Komatsu Cummins Engine Co., Ltd.
Kenichi Sato
Shinichi Araie
Ibaraki Plant Manager, Production Division
Osaka Plant Manager, Production Division
Naoyuki Sakurai
Norihiko Tanigawa

Executive Officers (Global) * Executive officers overseas concurrently serve as global officers.
North America South America China
Senior Executive Officer Senior Executive Officer Senior Executive Officer (Jomu)
Chairman & CEO, Komatsu America Corp. Representative of All Latin America* Operations President, Representative of All China Operations
Komatsu Cummins Chile Ltda. Chairman, Komatsu (China) Ltd.
Rodney Schrader President, Komatsu Holding South America Ltda.*
“Latin America” does not include Brazil
Takuya Imayoshi
Yasuji Nishiura
Executive Officer
Executive Officer
President & COO, Komatsu America Corp.
Europe President & CEO, Komatsu (China) Ltd.
Taisuke Kusaba Quanwang Zhang
Executive Officer
Executive Vice President and President,
North America R&D Division,
Komatsu America Corp. Technical Director, Komatsu Mining Corp. President and CEO, Komatsu Europe International N.V.
Africa
Yushi Oshikawa Tadashi Maeda
Executive Vice President. CFO, Komatsu America Corp. Chief Operating Officer, Komatsu Europe International N.V.
Executive Officer
Gary Kasbeer Göksel Güner President & MD, Komatsu South Africa (Pty) Ltd.
Vice President, Mining Business Division President, Komatsu Forest AB Michael Blom
President & CEO, Komatsu Mining Corp.
Hiroyuki Umeda
Peter Salditt
Executive Vice President & COO, Komatsu Mining Corp.
Asia/Oceania
Nozomu Okamoto
Executive Officer
Vice President, Mining Business Division
Technical Director, Mining Technology Solutions
President & CEO, PT Komatsu Indonesia
Jun Taniguchi
Pratjojo Dewo S.
President & MD, Komatsu Australia Pty. Ltd.
Sean Taylor
Global Officers
North America Europe Asia/Oceania
President, Surface Mining, Komatsu Mining Corp. President & MD, Komatsu UK Ltd. President, Bangkok Komatsu Co., Ltd.
John Koetz Paul Blanchard Charoen Ruengwilai
President & CEO, Modular Mining Systems, Inc. President and MD, Komatsu Germany GmbH
Jorge Mascena Ansgar Thole China

President & CEO, Hensley Industries, Inc. Executive Vice President and President,
President, Komatsu (Shandong)
John Fiedler Construction Division, Komatsu Germany GmbH
Construction Machinery Corp.
Ingo Büscher
Fangchang Liu
President & MD, Komatsu Italia Manufacturing S.p.A.
South America President, Komatsu Machinery Manufacturing
David Bazzi (Shandong) Co., Ltd.
CEO, Komatsu Cummins Chile Ltda. Dechun Tian

CEO, Komatsu Holding South America Ltda. (KHSA)
Darko Louit

5Corporate profile
In this section, you will find corporate information along with
financial and non-financial information. Komatsu has
maintained inclusion in the Dow Jones Sustainability Indices
World Index and remained on the CDP A List (Climate Change
and Water Risk), both subjects of ESG targets, while receiving
investor relations honors and being included in socially
responsible investment indexes.
Contents
84 11-year summary
86 Non-financial highlights
87 External recognition
88 Corporate information
89 About Komatsu Report

5 Corporate profile

11- year summary
FY2011 FY2012 FY2013 FY2014
Net sales 1,981,763 1,884,991 1,953,657 1,978,676
Operating income 256,343 211,602 240,495 242,062
Operating income ratio (%) 12.9 11.2 12.3 12.2
Income before income taxes and equity in

249,609 204,603 242,056 236,074
earnings of affiliated companies
Net income attributable to Komatsu Ltd. 167,041 126,321 159,518 154,009
Capital investment 122,038 136,962 179,070 192,724
Depreciation and amortization* 1 89,015 88,005 85,837 100,666
Research and development expenses 54,843 60,788 64,479 70,715
Total assets 2,320,529 2,517,857 2,651,556 2,798,407
Shareholders’ equity 1,009,696 1,193,194 1,376,391 1,528,966
Shareholders’ equity ratio (%) 43.5 47.4 51.9 54.6
Net interest-bearing debt* 2 563,814 585,926 513,918 481,817
Net debt-equity ratio (times) 0.56 0.49 0.37 0.32
Net cash provided by operating activities 105,608 214,045 319,424 343,654
Net cash used in investing activities (124,539) (131,397) (167,439) (181,793)
Net cash provided by (used in)

18,781 (71,814) (155,349) (143,983)
financing activities
Cash and cash equivalents, end of year 83,079 93,620 90,872 105,905
Number of common shares issued

983,130 983,130 983,130 971,967
(thousands of shares)
Net income attributable to Komatsu Ltd.
173.47 132.64 167.36 162.07
per share (yen)
Cash dividends per share (yen) 42.0 48.0 58.0 58.0
Consolidated payout ratio (%) 24.2 36.2 34.7 35.8
ROA (%) 11.2 8.5 9.4 8.7
ROE (%) 17.3 11.5 12.4 10.6
Exchange rate for the U.S. dollar (yen)*3 79 83 100 110
Exchange rate for the euro (yen)* 3 110 107 133 140
Exchange rate for the Chinese renminbi

12.4 13.2 16.3 17.7
(yen)*3
Number of employees (persons) 44,206 46,730 47,208 47,417
Overseas employee ratio (%) 57.5 64.3 61.8 61.0
CO2 emissions (Kt) 583 468 458 412
Waste generated (Kt) 119.5 112.1 101.4 83.2
Volume of water used (thousand m ) 3

6,900 5,836 5,086 4,319
*1 Depreciation is the total of depreciation on property, plant and equipment and on intangible assets.
*2 Net interest-bearing debt = Interest-bearing debt – Cash and equivalents – Time deposits
*3 Average exchange rates for the fiscal year
*4 Certain data has been revised and restated

5 Corporate profile
Millions of yen
FY2015 FY2016 FY2017 FY2018 FY2019 FY2020 FY2021
1,854,964 1,802,989 2,501,107 2,725,243 2,444,870 2,189,512 2,802,323
208,577 174,097 268,503 397,806 250,707 167,328 317,015
11.2 9.7 10.7 14.6 10.3 7.6 11.3
204,881 166,469 291,807 377,471 223,114 162,775 324,568
137,426 113,381 196,410 256,491 153,844 106,237 224,927
160,051 142,006 145,668 179,210 166,552 163,174 147,762
111,174 103,219 132,442 129,860 129,525 130,432 133,256
70,736 70,507 73,625 73,447 74,761 73,840 77,478
2,614,654 2,656,482 3,372,538 3,638,219 3,653,686 3,784,841 4,347,522
1,517,414 1,576,674 1,664,540 1,815,582 1,771,606 1,912,297 2,232,511
58.0 59.4 49.4 49.9 48.5 50.5 51.4
349,081 286,512 663,740 779,890 762,705 666,856 630,710
0.23 0.18 0.40 0.43 0.43 0.35 0.28
319,634 256,126 148,394 202,548 295,181 354,129 300,970
(148,642) (133,299) (377,745) (187,204) (190,930) (163,057) (143,569)
(173,079) (107,718) 243,949 (3,660) (3,457) (199,667) (93,868)
106,259 119,901 144,397 148,479 247,616 241,803 315,360
971,967 971,967 971,967 972,252 972,581 972,887 973,145
145.80 120.26 208.25 271.81 162.93 112.43 237.97
58.0 58.0 84.0 110.0 94.0 55.0 96.0
39.8 48.2 40.3 40.5 57.7 48.9 40.3
7.6 6.3 9.7 10.8 6.1 4.4 8.0
9.0 7.3 12.1 14.7 8.6 5.8 10.9
121 109 111 111 109 106 112
132 119 130 129 121 123 130
19.0 16.2 16.8 16.5 15.6 15.6 17.5
47,017 47,204 59,632 61,908 62,823 61,564 62,774
60.7 62.7 66.7 68.4 68.4 67.5 67.7
342 384 459 519 404 382 461
62.4 83.5 113.1 117.8 95.6 74.2 92.7
3,761 3,469 4,059 3,963 3,570 3,238 3,140

Non-financial highlights
Reduction of CO2 emissions from product operation CO2 emissions index for product operation
Komatsu has set the target of reducing CO2 emissions from
the operation of products (construction, mining, forest (%)
100
100
equipment, etc.) by 50% by 2030 (compared with 2010).
88 86 86
To evaluate progress toward this goal, we compared the 81
Target
80
performance of the current year’s products to the products
of the reference year (2010) and estimated CO2 emission 60
reduction rates through the improvement of fuel consump- 50
tion and work efficiency. The products of FY2021 achieved a 40
CO2 emission reduction of 19%, compared with the refer-

20
ence year.
0
2010 2018 2019 2020 2021 2030
(FY)
Changes in reman sales (base FY2010 = 100) Incidence rate of occupational accidents
(frequency rate of lost work time)
(%) (Frequency rate) 2.09
1.95
250 2.0
226 1.83 1.80
217
207 1.66
201
200 1.54
1.44
175 177 1.5
157 1.29
152
150
135
125 0.88
120 1.0
100 0.75
100 0.73
0.65
0.76 0.56 0.58
0.47
0.5 0.37
50 0.44 0.28 0.31
0.38
0.31
0.20
0.16 0.15
0 0.0
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 (FY) 2017 2018 2019 2020 2021 (FY)
All industries (Japan)

Construction and mining equipment manufacturing industry (Japan)
Komatsu Group (Japan and Overseas) Komatsu Group (Japan)
Komatsu (Non-consolidated)
Notes: 1. The data for all industries (Japan) and construction and mining equipment
manufacturing industry (Japan) is provided by the Ministry of Health,
Labour and Welfare.
2. The scope of Komatsu Group (Japan) includes Komatsu Ltd. and Group
companies in Japan.
3. The scope of Komatsu Group (global) includes “Komatsu Group (Japan)”
and overseas production plants.
Number of global officers Numbers and ratios of female employees and female managers
(People) (People)(%)
32 1,600 16
1,438 1,443 1,451
28
27
26
12.3 12.3 12.4
24 1,200 12
11.4 11.2
19 19 10.8
18
9.3 9.2
8.9
16 800 8
8 400 4
292 300 312
168 172 177
0 0 0
2019 2020 2021 (FY) 2019 2020 2021 (FY)
■ Total ■ Number of female employees ■ Number of female junior managers
■ National top managers out of total executive officers ■ Number of women in management and executive positions
Data is as of March 31 of the respective fiscal year. (including junior managers)
Ratio of female employees (right scale)
Ratio of female junior managers
Ratio of women in management and executive positions
(including junior managers) (right scale)
Note: Data is as of March 31 of the respective fiscal year and for Komatsu Ltd.
(Japan) on a non-consolidated basis.

5 Corporate profile
External recognition Web For more information on the indexes below, please refer to Komatsu’s corporate website:
CDP Climate A List and Dow Jones Sustainability Indices MSCI ESG Leaders Indexes*1
Water A List (DJSI) World
ISS-Oekom Prime Euronext Vigeo World 120 FTSE Blossom Japan Index*2
MSCI Japan MSCI Japan Empowering S&P/JPX

ESG Select Leaders Index*1 Women Index*1 Carbon Efficient Index
Digital Transformation SBT Grand Prix of the Corporate Value

Stock Selection Improvement Award,
Tokyo Stock Exchange
*1 The inclusion of Komatsu ltd in any MSCI index, and the use of MSCI logos, trademarks, service marks or index names HEREIN, do not constitute a sponsorship, endorsement or promotion of Komatsu ltd by MSCI
or any of its affiliates. The MSCI indexes are the exclusive property of MSCI. MSCI and the MSCI index names and logos are trademarks or service marks of MSCI or its affiliates.
*2 FTSE Russell confirms that Komatsu has been independently assessed according to the index criteria, and has satisfied the requirements to become a constituent of the FTSE Blossom Japan Index. Created by
the global index and data provider FTSE Russell, the FTSE Blossom Japan Index is designed to measure the performance of companies demonstrating strong Environmental, Social and Governance (ESG)
practices. The FTSE Blossom Japan Index is used by a wide variety of market participants to create and assess responsible investment funds and other products.

Corporate information (As of March 31, 2022)
Name Number of employees Stock listings
Komatsu Ltd. Consolidated: 62,774 Tokyo Stock Exchange Prime Market

Non-consolidated: 11,927
Head office Transfer agent for common
Average age (non-consolidated): 40.4
stock / management institution
2-3-6 Akasaka, Minato-ku, Tokyo Average years of continuous
for special account
107-8414 service(non-consolidated): 15.9
Shares of common stock issued Mitsubishi UFJ Trust and Banking

Date of establishment
and outstanding Corporation
May 13, 1921 4-5, Marunouchi 1-chome, Chiyoda-ku,
973,145,800 shares Tokyo 100-8212, Japan
Common stock outstanding (including shares of treasury stock) Depositaries (ADRs)
The Bank of New York Mellon
Consolidated: ¥69,393 million based Number of shareholders
101 Barclay Street, New York, NY
on U.S. GAAP
187,367 10286, U.S.A.
Tel: +1-(201)-680-6825 for interna-
Number of shares per trading unit tional calls and 888-269-2377
(888-BNY-ADRS) for calls within U.S.A.
100
URL: https://www.adrbnymellon.com/
Securities code Ticker Symbol: KMTUY
6301 (Japan)
Major Shareholders
Number of shares held Shareholding ratio
(Thousands of shares) (%)
The Master Trust Bank of Japan, Ltd. (Trust Account) 167,187 17.67
Custody Bank of Japan, Ltd. (Trust Account) 61,205 6.47
Taiyo Life Insurance Company 27,200 2.87
STATE STREET BANK WEST CLIENT - TREATY 505234
26,150 2.76
(standing proxy: Mizuho Bank, Ltd., Settlement & Clearing Services Division)
Nippon Life Insurance Company (standing proxy: The Master Trust Bank of Japan, Ltd.) 21,301 2.25
THE BANK OF NEW YORK MELLON AS DEPOSITARY BANK FOR DEPOSITARY RECEIPT HOLDERS
20,953 2.21
(standing proxy: Sumitomo Mitsui Banking Corporation)
JP Morgan Securities Japan Co., Ltd. 16,127 1.70

STATE STREET BANK AND TRUST COMPANY 505223
13,765 1.45
(standing proxy: Mizuho Bank, Ltd., Settlement & Clearing Services Division)
JP MORGAN CHASE BANK 385632 (standing proxy: Mizuho Bank, Ltd., Settlement & Clearing Services Division) 13,598 1.43
Komatsu Employees Shareholding Association 11,930 1.26
Notes: 1. Shareholding ratio is calculated by subtracting treasury stock.

2. Although the Company holds 27,379 thousand shares of treasury stock, it is excluded from the major shareholders listed above.
Stock information (including shares of treasury stock)
● Financial.................................................... 34.2% 333,489,611 shares 179 shareholders
● Foreign ...................................................... 41.8% 406,964,451 shares 1,096 shareholders

Breakdown of
● Individual and other ........................... 17.6% 171,373,697 shares 184,577 shareholders
Shareholders (%)
● Corporate ................................................... 1.9% 19,369,179 shares 1,444 shareholders
● Securities ................................................... 4.3% 41,948,862 shares 71 shareholders

5 Corporate profile
About Komatsu Report
We have published our integrated report, Komatsu Report, for our stakeholders to introduce the group’s efforts to
realize sustainable growth in corporate value. The Komatsu Report mainly focuses on the value creation business
model of working for sustainable growth by turning a positive cycle of improving earnings (financial indexes) and
solving ESG issues (non-financial indexes) as it implements growth strategies in the mid-term management plan.
Separate reports are prepared and disclosed to provide detailed financial information and information on environmental
and social initiatives.
Structure of Komatsu’s annual reports
Komatsu Report (Integrated Report)
Annual Securities Report ESG Databook

(Financial conditions) (Social activities and Environmental performance)
* Komatsu Report, Annual Securities Report and ESG Databook, in both Japanese and English, are uploaded on Komatsu’s website.
* Komatsu Ltd. issues the Komatsu Report only on the website.
Please refer to “Annual Securities Report” Please refer to ESG Databook for more information
for more company and financial information. concerning environmental and social initiatives.
•O
verview of the Company and Its Consolidated • Sustainability policies
Subsidiaries • With people (diversity, human resource development, etc.)
• Business Overview • With business
• Property, Plant and Equipment (compliance, risk management, governance, etc.)
• Information on the Company • With the planet (climate change, environmental initiatives, etc.)
• Financial Information
https://www.komatsu.jp/en/ir/library/
Web Web
https://www.komatsu.jp/en/aboutus/csr
annual-security-report
Komatsu has signed the United Nations Global

Komatsu has joined the World Business
Compact (UNGC).
Council for Sustainable Development
Click this link for more information about the Ten
(WBCSD).
Principles advocated by the UNGC and how they pertain
to Komatsu’s initiatives.

Komatsu
2-3-6, Akasaka, Minato-ku, Tokyo
107-8414, Japan
https://www.komatsu.jp/en
Corporate Communications Department
Sustainability Promotion Division
e-mail: JP00MB_info@global.komatsu

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Together, to “The Next”

for sustainable growth

To the next stage for the workplace of the future

A new chapter of value creation to the next 100 years

02 Our corporate identity

1 Overview of Komatsu and its strengths

2 Mid-term management plan

20 Message from the president

48 With the planet

Komatsu Report 2022 1

Ambition Perseverance Collaboration Authenticity

2 Komatsu Report 2022

The corporate identity incorporates

the Komatsu Way, Komatsu’s Worldwide

forms the basis of our efforts to fulfill our Management

Corporate Social Responsibility

The Komatsu Way

Komatsu’s Worldwide Code of Business Conduct

Komatsu Report 2022 3

With people With business With the planet

4 Komatsu Report 2022

Strategies for fulfilling our ourpose 

Strategy to exercise management We will maximize the trust given to

Mid-term management plan Contribute to a sustainable future

Business continuity guidelines for business activities

Achieve further sustainability for both society and business growth

Komatsu Report 2022 5

6 Komatsu Report 2022

Komatsu Report 2022 7

Business Global operations

Founding Ratio of overseas sales

May 13, 1921 88%* 2

Komatsu was founded in Komatsu Traditional markets: 44%; Strategic

Global network Consolidated number of employees

Consolidated net sales Start of exports from Japan

¥ 2,802.3 billion 1955

8 Komatsu Report 2022

Number of units equipped CO2 emissions from

Komatsu introduced its first piece Komatsu is proactive in its efforts to

Aggregate number of units Decision-guiding priority

541 (As of June 30, 2022) SLQDC

Launch of smart construction ICT Selection in the Dow Jones

February 2015 16 consecutive years

Komatsu Report 2022 9

History of resolving issues in response to social needs

1921 Founding aspiration: Engage in meaningful work to benefit the nation

1931 Produced Japan’s first tractor

1961 Project “A” to meet the industry giant’s market entry

• Achieved global quality on par with a U.S. manufacturer,

1964 Opened Komatsu’s first overseas

2008 Succeeded in the world’s first commercial deployment of the auton-

2013 Launched ICT-intensive bulldozers

2015 “Smart Construction”:

2021 Announced goal of achieving carbon neutrality by 2050

10 Komatsu Report 2022

Operating income / Net income attributable to Komatsu Ltd. /

¥2,802.3 billion ¥317.0 billion ¥224.9 billion

FY2019 FY2020 FY2021 FY2019 FY2020 FY2021 FY2019 FY2020 FY2021

FY2021 Construction, mining and utility equipment business sales

Strategic markets Traditional markets

1 Overview of Komatsu and its strengths

2 Mid-term management plan

48 With the planet

Strategies for fulfilling our ourpose

• Achieved global quality on par with a U.S. manufacturer,

1964 Opened Komatsu’s first overseas

Retail finance 57.8 billion

Industrial machinery and others ¥ 185.6 billion

Intellectual capital • Accelerated technological innovation • Linking plants (visualization)

• Launched “digital transformation Smart Construction”

•A cceleration of digital transformation • Prevalence of diversity and inclusion