Komatsu was founded in 1921 by the famous modern Japanese industrialist Takeuchi Mentaro. Its predecessor was Komatsu, a mine-affiliated machinery processing plant established by Takeuchi Mentaro in 1917 at the Yusenji Copper Mine in Komatsu City, Ishikawa Prefecture, Japan. Iron Works. In 1921, Komatsu Iron Works separated from the mine and changed its name to Komatsu Works. Since then, it has developed as an independent equipment manufacturer.

After a century of development, today Komatsu has become a global enterprise group with operations all over the world. Komatsu's group headquarters is located in Tokyo, Japan. It also has regional headquarters in China, the United States, and Europe. There are 261 group subsidiaries and a total of approximately 62,000 employees. Komatsu’s main products include: construction machinery such as excavators, bulldozers, loaders, dump trucks; various industrial machinery such as large presses and cutting machines; logistics machinery such as forklifts; underground construction machinery such as TBMs, shield machines, and forestry machinery , Power generation equipment, etc., the group's consolidated sales in fiscal year 2019 reached approximately 2.4 trillion yen.

It started as a mine-affiliated processing plant, and then continued to grow, eventually becoming the world's second-ranked construction machinery company. See also the "Top 50 Global Construction Machinery Manufacturers in 2020" released by the British KHL Group. What is the secret of its success? In this regard, Professor Yotaro Yoshino of Harvard Business School once gave this statement: Komatsu can achieve today's development achievements, first of all thanks to the formation and inheritance of its excellent corporate culture, Komatsu has been ambitious since its establishment, and its founder The entrepreneurial concepts of "Quality First", "Technical Innovation", "Talent Training", and "Developing Overseas" put forward by Komatsu have been passed down and carried forward as corporate DNA throughout the development process of Komatsu.

At the same time, in the course of its development, whenever major changes occurred in the business environment and the company encountered a crisis of life and death, Komatsu’s leaders had the courage to face the crisis and dealt with it decisively in a top-down manner, through the implementation of a thorough structural Reforms and other measures have led companies to tide over difficulties. As a result, companies have become stronger after each crisis.

In daily business operations, compared with reforms implemented through decisive decision-making from top to bottom in times of crisis, daily improvement activities based on TQC ideas and full participation in Komatsu’s career development Another important role. As the protagonist of daily production and management activities, middle-level management cadres, based on the "customer first, on-site doctrine" policy required by the "Komatsu Spirit", work with employees to actively explore daily improvement issues, make proposals, and "up and down from the middle". Through the accumulation of these improvement activities, to finally achieve long-term business development.

After the 1960s, after experiencing several stages of development in the Japanese market, including competition with foreign industry giants, export expansion, overseas localized production, and global management, today's Komatsu has become a "Japanese Komatsu". "The Komatsu of the World", "a global company originating from Japan. As a global company, focusing on corporate governance, actively fulfilling corporate social responsibilities, and striving to become a good corporate citizen has become a main theme in the new stage of development.

Facing the next 100 years, Komatsu has put forward the new goal of "joining hands with users to make a safe, efficient, intelligent and green future construction site a reality". At the same time, in this process, we will strive to solve ESG-related issues and realize a virtuous circle with increasing corporate profits. Along this direction, in the latest issue of the "Mid-term Management Plan", Komatsu proposed to actively promote a structure based on "value creation through innovation", "growth strategy through business reform", and "growth-oriented structure". The growth strategy of the three pillars of “sexual reform”, the realization of the concept of sustainable growth, continuous improvement, determination to innovate, and strive to climb new peaks and create new glories. Editor/Sang Xiaomei