Komatsu Ltd.

Corporate Profile 2023

Corporate Profile 2023

ProfileCompany name

Number of employees (As of March 31, 2023)

Komatsu Ltd.

President and Chief Executive Officer
EstablishedMay 13, 1921

Head office

Stock and shareholders (As of March 31, 2023)

2-3-6 Akasaka, Minato-ku, Tokyo 107-8414,JapanTSE Preime
Stock listings:
6301 (Japan)
Securities code:
Shares of common stock issued and outstanding:
973,450,930 shares100
One unit (tangen) of shares:
216,078
Number of shareholders:[Temporary relocation of headquarters]

Location : Shiodome Building, 1-2-20, Kaigan,Minato-ku, Tokyo
Relocation period : January, 2024 –December, 2026 (planned)

Main businesses

Manufacture and sale of construction and mining equipment,utility equipment (compact machines), forest machines,
industrial machinery and others● Shareholders
Financial 33.9%
183 shareholders / 330,679,211 shares
Foreign 40.4%
1,184 shareholders / 393,849,560 shares
Individual and other 17.8%
213,040 shareholders / 173,635,235 shares
Corporate 2.0%
1,589 shareholders / 19,926,581 shares
Securities 5.6%
82 shareholders / 55,360,343 shares

Common stock¥69,660 million(In accordance with generally accepted accounting
principles in the United States of America.)

Affiliated companies (As of March 31, 2023)

211
40
1252

Consolidated subsidiaries:
Companies accounted for by the equity method:
Komatsu Ltd. (Parent company):
Total:

64,343
12,20840.9
16.4

Consolidated:
Non-consolidated:
Average age:
Average years of service:

Hiroyuki Ogawa* Percentage figures are shown after dropping the last two places of decimals.
* 27,445,481 shares of treasury stock is included in “Individual and other” category.

Financial highlights (Consolidated)●Net sales● Operating income andoperating income ratio

Billions of yen
4,000
3,000
2,000

2,189.5

2,802.3

Billions of yen
40002020

Net sales

2021

476.4

500

400

200
1000162.7
4.4(FY) 2020

8.0
2021

100

7.60(FY) 2020%

251510.3
2022

13.8

11.3

2021

1052022● Net income attributable toKomatsu Ltd. and ROE
Billions of yen
400

326.3

300
200
100
00224.9
106.2

10.9

13.7

1020210%2520151055.8(FY) 2020

Income before income taxes and equity inearnings of affiliated companies
ROA (Income before income taxes and equity inearnings of affiliated companies on total assets)

155

Operating income
Operating income ratio

20324.5

300

167.3

2022

● Income before income taxes and equity inearnings of affiliated companies and ROA
Billions of yen

200%
25
20

317.0

300

1,000(FY)

490.6

500

3,543.4● Total assets / Shareholders’ equity

2022

0

Net income attributable to Komatsu Ltd.
ROE (Net income attributable to Komatsu Ltd.
on Komatsu Ltd. shareholders’ equity)

Total assets

Shareholders’equity

FY20203,784.8
1,912.2● Sales by segment (FY2022)

FY2021

4,347.5
2,232.5

Billions of yen

FY2022

4,875.8
2,539.6(To outside customers)

Construction, mining andutility equipment 92.8%¥3,286.7 billion
Retail finance 1.9%
¥67.8 billion
Industrial machineryand others 5.3%
¥188.9 billion● Sales breakdown of construction, miningand utility equipment by region (FY2022)
Japan
North America
EuropeLatin America
CIS
ChinaAsia
Oceania
Middle EastAfrica

10%
26%
10%
17%
4%
2%
14%
10%
3%
5%

Global operations
Europe/CIS
14▲ 17 ▲ 2North America
18▲ 12 ▲ 7Manufacturing operations of construction,mining and utility equipment
Manufacturing operations of industrial
machinery and others
Sales operations of construction,mining and utility equipment
Sales operations of industrial machineryand others

Latin America
1▲ 8 ▲2Middle East/Africa
1▲3China
62▲3▲ 8Asia/Oceania
81▲ 11 ▲ 10Japan12 6▲ 1 ▲5(As of March 31, 2023)

Corporate Profile 2023

Main products
Construction, mining and utility equipment
Construction and mining equipment

Hydraulic excavator

Wheel loader

Bulldozer

Electric rope shovelLHD

Dump truck

Motor graderMini hydraulic excavator

Electric forklift truckHarvester

Mobile crusher

Bucket tooth, Undercarriage

Shield machine

EngineCylinder block

Metal forging andstamping presses

Sheet-metal machines

Machine tools

Temperature-control equipment for
semiconductor manufacturing

Lithography light source forsemiconductor manufacturing

Large size presses

Underwater fiber laser
cutting machineTransfer machines

DI-water heater

Lightsources used insemiconductor lithography

Recycling equipment

Parts and attachments

Industrial machinery and others

Forest machines

Utility equipment (Compact machines)

Tunneling machines

Engines

Casting products

Mid-term management plan DANTOTSU Value - Together, to “The Next” for sustainable growth
Komatsu embarked on the new three-year mid-term management plan withthe goal of the fiscal year ending March 31, 2025, from April, 2022 to ensuresustainable growth in the next 100 years. We will strive to create new value inorder to take steady steps forward to the next stage for the workplace of thefuture and pass on a sustainable future to the next generation.

DANTOTSU Value

We are striving to achieve our vision of developing safe, highly productive,
smart and clean workplaces of the future, together with customers, throughthe growth strategies of the mid-term management plan. To this end, we areworking to create DANTOTSU Value which integrates DANTOTSU Products(advancement of machines), DANTOTSU Service (advancement of machine
operations), and DANTOTSU Solutions (advancement of workplace operations). With this creation of customer value that generates a positive cycle for
improvement of earnings and ESG resolutions, we will strive for sustainablegrowth.

Three pillars of growth strategies and efforts of focus

In the mid-term management plan, we have continued to emphasize theprevious plan’s sustainability management in which we work for sustainablegrowth through a positive cycle for improvement of earnings and ESG resolutions, and have defined three new pillars of growth strategies, consisting of (1)Accelerate growth by means of innovation, (2) Maximize earnings power, and(3) Enhance corporate resilience. By continuing to focus investments tocreate value in growth areas and maximizing earning opportunities in existingareas, we will work to further improve profitability and build an operational
structure that is resilient to demand changes. Additionally, concerning ourmanagement foundation that supports these efforts, we will enhance ourcorporate capabilities to improve operational efficiency and respond tochanges in the external environment.

DANTOTSU Value

Customer value creation that generates a positive
cycle of ESG solutions and improvement of earnings

DANTOTSU
SolutionESG
solutions

Advancement of workplace operations

Improvementofearnings

Develop safe, highly
productive, smart and clean
workplaces of the future
DANTOTSUDANTOTSUwith customers
ProductService

Advancement of machines

Advancement of machine operationsSustainablegrowthValue
creation

1. Accelerate
growth by means ofinnovation

2. Maximize
earnings power

Corebusiness

Growth strategies

Creating DANTOTSU ValueManagementfoundation

3. Enhance corporate
resilience

Common tasks among the threepillars● Expand partnerships● Promote DX in all areas

For detailed information, please visit the following website. https://www.komatsu.jp/en

Komatsu Ltd.

AEN00016-12 HECP2306030

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