Komatsu-Mitsui Sustainability report 2023

SUSTAINABILITY REPORT 2023

We build trust by growing together

SUSTAINABILITY REPORT

We build trust by growing together

HEALTH AND SAFETY

› 95% favorability rate from our team towards safety and health management, solidifying SSOMA as the highest-rated factor in the workplace climate survey for the third consecutive year.

› 100% of leaders trained in safety leadership; this was achieved with the participation of 12 leaders as trainers.

› +1,000 employees of Komatsu-Mitsui trained in the Rumbo a la Interdependencia (Journey to Interdependence) program for individual contributors.

› Komatsu-Mitsui achieved zero non-conformities in the latest external audit conducted by SGS on our Integrated Management System, complying with ISO 45001, ISO 14001, and ISO 9001 standards. The maturity of our management system, the team's commitment, and the involvement of senior management were particularly highlighted.

EXTRAORDINARY TALENT

› 11.5 hours of training in average per person.

› 86% in level of favorability in work environment.

› 18.2% of employees are covered by collective bargaining agreements.

SOCIAL MANAGEMENT

› 398 graduates from the Technical Education for Communities (TEC) program in partnership with Senati Arequipa, between 2016 and 2023.

› +8,660 hours of internship committed to young people of the Coroccohuayco community, within the influence area of our client Antapaccay. Thus, generating shared value through the Ayni Creciendo Juntos (Growing Together) employability improvement program.

WOMEN’S PARTICIPATION

› By the end of 2023, 19.1% of the workforce was female, and 26% of leadership positions were held by women.

WOMEN’S LEADERSHIP

› 3rd edition of CEO for a day: mentorship provided by the CEO for six months. In 2023, it was offered for the first time to both men and women, with one winner from each group, aimed of preparing them for future leadership positions.

WOMEN IN THE SECTOR

› 19 women enhanced their technical skills by participating in the Talento Warmi, Fuerza que Inspira program, an initiative aimed at recognizing and empowering female talent in our organization’s mining operations.

› 11 women technicians from the Talento Warmi program participated in the assembly of the first 980E-5SE truck, which was entirely assembled by women. The remaining 8 women benefited from theoretical and practical training within the mine.

› We count with an Employee Resource Group (ERG) called Women Empowerment Network (WEN), which since 2023 has been developing at the corporate level promoting gender equality inside and outside the organization.

EMISSION REDUCTION

› 100% of LED lighting has been installed in the operational and administrative areas of our headquarters in Callao to reduce our carbon footprint.

OFFSET OF EMISSION

› The offset of 621.20 tCO2eq has a significant environmental impact, equivalent to the growth of 10,000 tree seedlings over 10 years.

ONGOING TRAINING

› 0 cases of corruption reported through the Ethics Line in 2023.

› 100% of employees trained in AntiMoney Laundering and Counter-Terrorism Financing (AMLCFT).

› ›94 employees trained in customer due diligence.

› 77% of employees trained in the Corporate Compliance System.

› 6 courses on integrity and fair competition delivered by Mitsui & Co., with approximately 9,439 attendees.

SHARED STANDARDS

› 85% increase in the number of reports through our Ethics Line compared to 2022, due to our successful awareness campaign.

Awards 2023

For the first time, we are ranked among the top 100 most responsible companies in the Merco ESG Responsibility Ranking, and we are second in the industrial sector ranking.

We are among the top 100 best companies to work for in the 2023 Merco Talent Ranking.

We are among the top 100 companies with the best corporate reputation according to the Merco Empresas Ranking.

Recognition from Antapaccay to Komatsu-Mitsui for 2nd place in the Fatigue and Drowsiness Prevention Campaign.

1st place in the 2023 Good Labor Practices Awards in the categories of Occupational Health and Safety Risk Prevention, WorkFamily Balance Promotion, and Professional Development and Access to Training, awarded by the Ministry of Labor and Employment Promotion.

Recognition from Anglo-American Quellaveco to Distribuidora Cummins Perú for exceptional leadership and commitment to safety during 2023.

We received the LATAM Business Impact Award from Cummins Inc. for the Niñas con Oportunidades volunteer program.

Corporate Responsibility Business Impact Award from Cummins Inc. for the Access to Water and Sanitation project in Peru.

We are in the top 5 of the Mitsui & Co MVV Global Awards 2023 for the initiative of the world’s first 980E-5SE Komatsu truck assembled entirely by women

Recognition from Antapaccay to Komatsu-Mitsui for 3rd place in the Antapaccay Clean Environment Campaign.

Recognition from Cerro Verde, conveyed through the 2023 Role Elevations Outcome report, for Komatsu-Mitsui's total involvement and commitment to the Role Elevation Program.

Recognition from Anglo-American Quellaveco to Distribuidora Cummins Perú for Correct Environmental Performance.

Recognition from Aldeas Infantiles to Distribuidora Cummins Perú, for the second consecutive year, this time in the category of Future Builder Company.

Recognition from Antapaccay to KMMP in the 2023 Annual Safety Award, in the category of Visible Leadership – Contractor HSE Supervisor.

CEO’s message

[GRI 2-22]

At Komatsu-Mitsui Maquinarias Perú, we are promoters of the nation's growth, driven by our team's relentless efforts and comprehensive solutions and services, fueling Peru's development and transforming lives.

The year 2023 was a positive one for our company, made possible by the hard work and dedication of everyone involved. The year began with challenges, as mining operations were disrupted due to the complex social situation in the southern region of the country. In response, we demonstrated resilience, adapting our work plans alongside our clients to prioritize machinery repairs, contributing to increased productivity by the end of the period. The closing of the year allowed us to exceed our goals, as a result of the contracting promoted by the State to prepare for the El Niño Phenomenon.

Moreover, the excellence of our services continues to yield results. We started the year with the good news of a commercial agreement with Minera Antamina, involving the acquisition of a fleet of 20 Komatsu 980E-5SE haul trucks,

27

YEARS GROWING WITH PERU

each with a 400-ton and the potential purchase of up to 100 additional trucks of the same model. Should this materialize, it would become a historic sales agreement for the mining industry in Peru. Another significant achievement this year has been the renewal of our MARC contract with our client Miski Mayo in Bayóvar, Piura. Initially established for 14 years, this contract has been successfully extended by 6 more years, bringing its total duration to 20 years. Both milestones represent unprecedented global achievements, underscoring our commitment and client's trust

Another significant milestone has been the establishment of KMMP Amazonía, a company in Tarapoto that extends our presence to the country's eastern region. This branch strengthens our footprint across Peru and enhances our ability to deliver services more efficiently.

The future of mining is approaching rapidly, and KomatsuMitsui is preparing to support our clients through this transition. The tecnological development is focused on contributing to the decarbonization, automatization, and digitalization of mining processes. We are committed to helping the mining industry achieve its decarbonization goals and are fully aware of our fleet's impact on emissions. As a company, we are already developing fully electric trucks

and those powered by green hydrogen for the near future. In Peru, we are working on introducing Trolley technology. However, as a country, we still face many challenges, such as the value of data on machinery usage, which will help us understand energy consumption—vital for the efficiency of future energy infrastructure and the productivity of operations, thus achieving smart mining.

Looking ahead, we are confident in what 2024 has in store for us. As the year begins, we will face the significant challenge of integrating with Komatsu Mining Corp, a process that started in November 2023. This integration will enable us to have a single distributor for our entire portfolio, strengthening our value proposition to clients. Furthermore, for 2024, we have planned investments exceeding USD 20 million aimed at improvements and expansions of our facilities, the renewal of rental fleet equipment, and investments in inventory to ensure the availability of parts both at our locations and directly at mining sites.

But we will also continue to generate and share social and environmental value. Our social commitments have been renewed with our key clients through social management plans exceeding USD 100,000. Additionally, we have an ambitious roadmap to reduce emissions by 2030. We are plea-

sed that these efforts are being recognized. A testament to this is our first-time entry into the Merco ESG Responsibility Ranking, where we secured the 59th position in the General Ranking of the 100 Most Responsible Companies of 2023 and achieved second place in the industrial sector—a remarkable accomplishment shared by everyone in the company.

We have outlined a path for significant growth, with the goal of becoming a USD 1 billion company within the next three years. However, more importantly, we hope that the scale of Komatsu-Mitsui will be reflected in the well-being of our people, in our ongoing commitment to our clients and partners, and in the development of the country we believe in and continue to invest in.

The future of mining is getting closer, and Komatsu-Mitsui is preparing to support our clients through this transition.

Komatsu-Mitsui

Perú August 2024

Julio Molina President

Maquinarias

About us

[GRI 2-1] [GRI 2-2]

We are Komatsu-Mitsui Maquinarias Perú S.A. (Komatsu-Mitsui), a socially responsible company, provider of integral solutions, and after-sales services for mining and construction sectors (sales and service of yellow machinery, power generation equipment, and engines) nationwide.

As Komatsu-Mitsui we have the subsidiary company Distribuidora Cummins Perú SAC (DCP).

Komatsu-Mitsui is composed of the following globally recognized shareholder companies:

For the first time, we are ranked among the top 100 most responsible companies in the Merco ESG Responsibility Ranking, and second in the industrial sector. Additionally, we are recognized among the top 100 companies with the best corporate reputation in the Merco Empresas Ranking.

Mitsui & Co. One of the world’s most diversified trading, investment, and service companies.

Komatsu Ltd. World’s leading manufacturer of mining and construction equipment.

Cummins Inc. Global leader in the energy industry and the world’s largest manufacturer of diesel engines over 50 HP.

We strive every day to contribute to the progress of the sectors in which we operate, thereby also contributing to the development of Peru.

OUR MISSION

Deliver excellence and innovative solutions that contribute to the growth and sustainable development of our stakeholders.

OUR VISION

Being recognized for contributing to the success of our customers and generating long-term value.

OUR VALUES Excellence Customer orientation Teamwork Diversity and Inclusion Integrity Health and Safety

OUR STRATEGIC PILLARS Our people KMMP Synergy Generate costumer Profitable and sustainable

It is worth mentioning that at the end of the year, we began reviewing our mission, vision, values, and strategic pillars as part of our mid-term plan for 2024-2026.

Our history

1993

› Harnischfeger International Corporation S.A., Peru Branch, was founded on April 12, 1977, as a company responsible for developing business on the west coast of South America. It has played a significant role in the growth of P&H in Peru, Chile, and Colombia.

1996

› Dicsa Perú SA (MBK 18%)

Started operations with 18% of its shares owned by Mitsui

2000

› Mitsui Maquinarias Perú SA-MMP (MBK 59%)

MBK acquired 59% of Dicsa and changed the name to MMP.

2004

› MMP Started the mining business (Barrick-Lagunas Norte).

2005

› MMP (MBK 100%)

MBK acquired 100% ownership.

2008

Purchase of HO land (USD 9.5MM)

Total area: 38,032 m²

Net area: 35,416 m².

2009

› Komatsu-Mitsui Maquinarias Perú SA-KMMP (MBK 60%, KCC 40%)

Komatsu acquired 40% of MMP, and the name changed to KMMP.

27YEAR GROWING WITH PERU

2012

› On May 1, 2012, all Joy and P&H operations worldwide merged under a single name, Joy Global.

› On May 13, 2012, P&H MinePro Services Perú changed its name to Joy Global (Peru) S.A.C.

2012-14

› Expansion of the Master Rebuild Center (2012-2013).

› Expansion of the Komatsu Rebuild Center Perú (2013-2014).

2015

› In March 2015, CS La Joya began its operations in Arequipa, Peru.

› Land purchases: Pucusana

› (USD 9.7MM).

› Arequipa

› (USD 4.9MM).

2016

› On July 21, Komatsu acquired Joy Global.

2017

› Expansion of the warehouse Callao.

› Storage yard and workshop in Pucusana and Arequipa.

2018

› Social Responsibility Inauguration of SENATI/Komatsu-Mitsui/ Cummins Center of excellence in Arequipa.

› Start of Operations in Pucusana.

2021

› We celebrate 25 years of existence!

› Sustainability: Creation of the sustainability area launch of the sustainability policy and establishment of the sustainability committee.

2011

› Distribuidora Cummins Perú SAC (a subsidiary of Komatsu-Mitsui) Distribuidora Cummins Perú (DCP) was established.

2023

› Integration of KMMP – KMCP.

› We established KMMP Amazonía (KMA) in the city of Tarapoto.

We look to the future with optimism and focus on building sustainable, long-term growth. Our commitment to the country and its people is renewed and remains steadfast.

National Scope

We operate in Peru through a network of 23 branches offices and stores, strategically located throughout the country.

10 branches + 12 stores + 1 headquarters › PRESENCE OF STORE AND BRANCHES

Pucallpa

› PRESENCE IN MINING PROJECT

PIURA

Miski Mayo Mining Company (Bayóvar Mine)

ÁNCASH

Antamina Mining Company

Boroo Misquichilca Mine (Lagunas Norte Unit)

ICA

Shougang APURÍMAC

MMG (Las Bambas Mining Unit)

MOQUEGUA

Southern Copper Corporation (Cuajone Mine) Anglo American (Quellaveco)

Southern Copper Corporation (Toquepala Mine)

Mining projects

CERRO DE PASCO Buenaventura

JUNÍN

Chinalco (Toromocho mining Unit)

CUSCO

Antapaccay Mining Company Constancia Mine (Hudbay)

AREQUIPA

Cerro Verde Mining Company

TACNA

Generate value by delivering excellence and innovative solutions that contribute to the growth and sustainable development of our stakeholders, warranting Our mission

Collaboration and synergy

Komatsu-Mitsui

Gemba 24/7 and field support

Quality, warranty and reliability

Solutions

Our solutions are classified as follows:

New and used equipment sales and rentals. Komatsu and DCP

• Mining trucks

• Shovels

• Machines

DCP

• Engines, power, generation equipment, and turnkey projects

Aftermarket sales: components, parts, lubricants, coolants, PPEs and technological tools: Komatsu and DCP

• Offices and stores

• Mining consignments

DCP

• New engines for equipment and vehicles

• Projects and cost optimization with fleet guard filters

Sales of services: Komatsu and DCP

• Equipment maintenance contracts, assistance, MARC and LPP

• Repair of major components

• Field repair

• Rebuilding of equipment

• Reverse logistics (core)

• Tailor-made training

• RHM and ROM type monitoring service

Focused on our clients, we provide quality solutions that support the optimal development of their projects.

At Komatsu-Mitsui we managed machinery services in three highly specialized divisions. In addition, through PSG (Product Support Group) and CFK (Komatsu Training Center) we provide support in product use and training, respectively.

Mining

We sell equipment, spare parts and components for large-scale mining, as well as provide mainte-

Construction and rental

We supply equipment and spare parts for infrastructure projects

Komatsu Reman Center Perú (KRCP)

We are specialized in repairing Komatsu equipment

At Distribuidora Cummins Perú (DCP), we serve the energy sector and support Komatsu equipment with engines. We offer a wide range of services, including electric generators, filters, spare parts, equipment rental, and onsite assistance. We cover the mining, construction, marine and automotive sectors. DCP also has its own PSG team to provide support in the use of the products.

Represented Brands

Our portfolio, led by Komatsu and Cummins brands, offers quality, innovation and a continuous and specialized after-sales service.

Allied brands

Main brands

› Komatsu is one of the world's leading manufacturers of mining and construction equipment. In Peru, distributed by Komatsu-Mitsui, it has a customer portfolio that includes the main mining companies in the country and the most important construction companies.

› Cummins is a leader in the energy industry and the world’s largest manufacturer of diesel engines over 50HP. In Peru it is distributed by DCP.

Our 2023 results

2023 has been a year of strong financial performance for Komatsu-Mitsui. After the pandemic, we have achieved sustained growth in our financial results, reinforcing our market leadership position.

This success is due to the effort and dedication of our team, as well as our robust, long-term customer-focused strategies. These factors have been crucial in our ability to adapt and succeed in a constantly changing economic environment, providing a solid foundation for our future growth.

› ECONOMIC VALUE GENERATED AND DISTRIBUTED IN 2022 AND 2023 (DOLLARS)

and benefits(4)

Payment to the government(5) 0.01% Community investments(7)

Notes:

(1) Income: involves considering net sales, income from financial investments and sales of assets.

Sustainability

Additionally, reaffirming our commitment to sustainability, we have allocated USD 171,717.27 of the annual budget to critical initiatives that strengthen our efforts across the four strategic pillars: Social, Environmental, Diversity and Inclusion, and Integrity.

Integrating our strong financial performance with sustainability initiatives demonstrates our comprehensive approach to responsible and sustainable growth.

(2) Operating costs: corresponds to general expenses, personnel expenses (training courses and related expenses), subcontracted personnel expenses, administrative expenses, taxes, contributions and other operating expenses.

(3) Provisions: includes provision for credits and net of recoveries.

(4) Remuneration and benefits: this includes compensation, employee profit sharing, health insurance, bonuses and other benefits (mobility refreshments, etc.).

(5) Payment to the government corresponds to income tax.

(6) Payments to Fund Providers: this involves shareholder dividends and interest payments to fund providers.

(7) Community investments: corresponds to deductible and non-deductible donations.

(8) Retained Economic Value: calculated as generated economic value minus distributed economic value. It includes reserves, amortization, and depreciation.

Sustainability: our way of operating

We have implemented a sustainability strategy based on four essential pillars, reflecting our commitment and responsibility to manage the impacts of our operations. Additionally, we direct our actions to actively contribute to 8 of the 17 United Nations Sustainable Development Goals.

Our Sustainability Policy formalizes our commitments and areas of focus in sustainable management, ensuring the alignment of our internal and external stakeholders with our corporate sustainability strategy, which serves as a fundamental axis of our organizational culture and institutional reputation.

We generate value for people in the community and contribute to the development of the communities where we operate.

We promote various projects aimed at Improving our processes to make our operations increasingly environmentally friendly.

We

conduct our operations sustainably, promoting the well-being and progress of our stakeholders.

We promote and maintain an equitable and inclusive work environment where differences among individuals are respected and valued, and we foster a culture of gender equity, with equal opportunities and freedom from any form of discrimination.

We promote the importance of acting with integrity and in line with our corporate values during our daily activities, business, processes, and relationships with our Stakeholders.

Sustainability Committee

It is responsible for the company's sustainability strategy, work plans, the achievement of indicators of its four pillars of performance: environment, social, diversity & inclusion, and integrity, as well as recommending action plans and providing the necessary resources to make it possible.

Also participating in this committee are the sustainability coordinator and the sustainability champions, leaders from different areas of the company who, because of their experience, have been chosen to co-lead the activities corresponding to each pillar of the strategy. They are responsible for planning and deploying the initiatives proposed in their work plans and reporting the results to the Sustainability Committee.

Meetings are held quarterly and serve as formal spaces where commitments are established and rigorously monitored to ensure effective compliance. If it becomes necessary to urgently address or resolve a specific issue related to the Sustainability Plan, an extraordinary meeting may be convened.

The sustainability committee consists of five members of the executive committee:

1. Tomás Martínez Chief Executive Officer (Until November 2023).

KMMP BOD President (Since December 2023).

2. Julio Molina Vice President Komatsu (until the end of November 2023). Chief Executive Officer (Since December 2023).

3. Masafusa Oe Corporate Vice President (until December 2023).

4. Erick Ruiz

General Manager Distribuidora Cummins Perú.

5. Mirtha Rodríguez

Corporate Director, HSSEQ & Sustainability.

Partnership for Sustainability

We establish key strategic alliances to enhance our contribution to sustainable development. These collaborations allow us to amplify our efforts and impact, ensuring integrated growth that benefits both our operations and Peru's development.

Stakeholder Engagement

We maintain relationships with various stakeholders, and the frequency of our contact varies depending on the type of activities we conduct with each of them.

Our stakeholder mapping was updated in January 2023 through a thorough process of dialogue sessions and interviews held with four groups, prioritized based on their importance to the business: customers, suppliers, employees, and the community. During these sessions, issues of highest concern were highlighted: diversity and inclusion, community engagement, and health and safety.

In addition to our websites, we have digital communication channels through our LinkedIn, Facebook, and Instagram accounts.

Customers

Suppliers

Contractors

Shareholders

Employees

Unions

Local

Regulatory

Communities NGO

and

Materiality Analysis

[GRI 2-25] [GRI 3-1] [GRI 3-2]

The materiality analysis was conducted at the end of 2022 and is considered valid for the 2023 reporting period. It included an evaluation of the sustainability context, specific industry and market challenges, current trends, and sector best practices, including initiatives driven by our shareholders. The impact identification process involved our frontline leaders, including the CEO and the Executive Committee. Additionally, we conducted a survey directed at administrative employees and a workshop with operational staff.

There are ten issues identified as high priority that we consider in our management plans:

› LIST OF MATERIAL ISSUES1

ECONOMY AND GOVERNANCE

› Ethical management, compliance, and corporate governance.

› Innovation and adoption of innovative technologies.

› Supply chain management and product quality.

› Business continuity, risk management, and crisis management.

SOCIAL

› Protection of human rights.

› Employees’ health and safety.

› Diversity and inclusion.

› Employee engagement and talent management.

› Community engagement.

1 The details of the definition of our material issues and identified impacts can be found in the annexes.

ENVIRONMENTAL

Comprehensive management in response to and mitigation of climate change.

Integrity Pillar 03 SECTION �

ETHICS AND COMPLIANCE

Commitment to ethical conduct

[GRI 3-3] [GRI 2-26]

Our Code of Ethics applies to all male and female employees. This document establishes the compliance policies that must guide the actions and behavior of our personnel, and it is disseminated from the moment of induction.

Get to know our Code of Ethics

It is important to highlight that we do not make any contributions to political campaigns. This is stipulated in our Anti-Corruption Code of Conduct.

100% of employees who joined in 2023 have signed the Code of Ethics.

100% of suppliers with active contracts have signed the Code of Ethics

› TRAINING ON THE CODE OF ETHICS OR CONDUCT2

93% of the training sessions conducted for employees3

Our company is deeply rooted in strong ethical values and a robust culture of integrity. We ensure that all our business activities , in compliance with national legislation and our ethical principles, uphold the integrity of the brands we represent.

2 To date, we have not

3 Refers

Integrity Committee

Our Integrity Committee oversees compliance with internal policies and relevant legislation. In violation cases, it determines responsibilities, imposes sanctions, and recommends continuous improvement. In situations of non-compliance, the committee may apply corrective actions to employees, business partners, and third parties.

Ethics Line

The Committee receives reports through the Ethics Line, a channel allowing staff and third parties to report behaviors that do not aligned with our values. Reports are investigated by the Investigation Commission, led by the CCO and Legal Director, who present the investigation's findings, recommendations, and action plans to the Integrity Committee, which approves the final decisions.

Our commitment to integrity and transparency has been significantly strengthened during 2023. This is evidenced by the substantial 85% increase in the use of our Ethics Line compared to the previous year. This achievement results from our extensive campaign to promote the Ethics Line channels, which targeted every member of our team across the company.

Two of the four conflict of interest cases reported in 2023 were closed, one validated and the other dismissed. The remaining two cases are currently under investigation⁴. For the closed cases, action plans were developed and have been implemented to date.

68 cases received during 2023. 57 cases closed from 2023. 33 cases resulted in action plans. 38 cases confirmed. 4 As of the publication date of this report in August 2024, this status remains unchanged.

Those who need information about Ethics Line reports, guidelines, or policies related to integrity can contact the Compliance SBU via the mailbox: cumplimiento@kmmp.com.pe

Integrity Ambassadors

In 2023, we had 63 Integrity Ambassadors, the Managers of each Business Unit (BU). These leaders play a fundamental role in continuously strengthening ethical principles among all employees.

63 Integrity Ambassadors in 2023

Compliance Governance

We aim to ensure compliance with regulations and promote honest and legal business relationships. We have implemented two fundamental processes to guarantee comprehensive compliance in our operations: The Anti-Money Laundering and Counter-Terrorism Financing Prevention System (AML/CTF) and the Corporate Compliance System. Both processes cover all Komatsu-Mitsui operations, personnel, and other stakeholders involved in our activities. We assess all our operations based on compliance risks.

Regarding the governance of the AML/CTF system, we have a corporate Compliance Officer and an alternate corporate Compliance Officer, supported by two liaison officers from Komatsu-Mitsui, approved by the Financial Intelligence Unit (FIU-Peru) of the Superintendence of Banking and Insurance (SBS). These officers report directly to the board of directors, the executive presidency, and other high-level governing bodies, with a minimum frequency of quarterly reports.

The governance of the Corporate Compliance System is ensured through a Compliance Officer and a prevention manager, who implement the Prevention Model, the Ethics Line, the Human Rights Due Diligence, and the Final Beneficiary Due Diligence in compliance with applicable legislation.

In terms of prevention, we have various policies and manuals, including the Corporate Compliance Manual, the Corporate Anti-Money Laundering and Counter-Terrorism Financing Prevention Manual, the Anti-Corruption Code of Conduct, the Anti-Money Laundering and Counter-Terrorism Financing Prevention Code of Conduct, the Internal Compliance Regulation, the Due Diligence Manual for Identifying the Final Beneficiary, and the Human Rights Policy, among others.

Our employees and other interested parties can access these policies and regulations in the Integrity section of our websites, detailed below:

Our objective is to ensure compliance with regulations and promote honest and legal business relationships.

Komatsu-Mitsui

http://www.kmmp.com.pe/index.php/politica-integrada/integridad

Distribuidora Cummins Perú

https://www.cumminsperu.pe/integridad/programa-integridad

Komatsu

https://www.komatsu.pe/index.php/programa-de-integridad

Compliance Culture

[GRI 205-2] [GRI 205-3] [GRI 2-17]

In Compliance, we have multiple training programs related to our Anti-Money Laundering and Counter-Terrorism Financing Prevention System (AML/CTF) and the Corporate Compliance System. These initiatives allow us to reinforce and ensure a culture of compliance throughout our operations.

In 2023, we highlighted the update of the Anti-Money Laundering and Counter-Terrorism Financing Prevention Manual and Code of Conduct, incorporating the new guidelines established in the SBS Resolution 789-2018 amendment. Among these is the development of supplier due diligence. Additionally, the new guidelines related to financing activities that will be implemented by Komatsu-Mitsui, such as the registration of operations and alert signals, are included.

Moreover, our headquarters in Amazonia has been included as a new obligated entity under the Anti-Money Laundering and Counter-Terrorism Financing Prevention System, with its operations regulated by FIU-Perú.

During 2023, within the framework of the AML/CTF, 13 training sessions were conducted, including:

7 board members trained in AML/CTF.

100% of employees trained in AML/ CTF.

105 employees trained in Customer Due Diligence.

73 employees trained in Due Diligence and Alert Signals.

To assess potential alerts, we conducted Enhanced Due Diligence procedures in AML/CTF for customers, employees, and suppliers. We also conducted reviews of homologations required by customers. Monitoring was conducted to ensure full compliance with these processes, which could result in improvement plans. Lastly, our Compliance Officer is responsible for reporting any suspicious activity to the Financial Intelligence Unit (FIU).

263 customers received enhanced due diligence.

10 employees received enhanced due diligence.

16 suppliers received enhanced due diligence.

41 homologations approved.

5 monitoring conducted.

In 2023, as part of our Corporate Compliance System, we trained 77% of our employees on topics such as anticorruption, conflict of interest, and human rights (HR) through our annual Act with Integrity course.

Additionally, our Integrity Ambassadors and external experts led various campaigns and online seminars, contributing to raising awareness of these issues among our staff.

Campaigns

480 Ethics Line participants (new hires).

851 Sexual Harassment Prevention participants.

124 Live the Value of Integrity participants.

557 Conflict of Interest participants.

Webinars

183 Sexual Harassment Prevention participants.

421 Conflict of Interest I and II participants.

77% of our employees were trained on topics such as anti-corruption, conflict of interest, and HR.

Finally, our shareholder Mitsui & Co. provided 6 training sessions on diverse topics related to integrity. The participation for each course is detailed in the table.

Thanks to our ongoing training and effective governance of the various lines of defense, we have a robust system in terms of compliance and prevention.

cases of corruption reported through the Ethics Line during 2023.

Human Rights

At Komatsu-Mitsui, we respect and promote the fundamental rights of all individuals. Our business strategy and operations aim to actively contribute to developing a more prosperous, ethical, equitable, and just society based on a sustainability management approach, compliance, and human rights.

ZERO

cases of discrimination reported in 2023.

To reaffirm our commitment to human rights and respect for human dignity, we are committed to implementing and applying due diligence processes to prevent, mitigate, and address adverse human rights risks and impacts, both in our operations and in our value chain, as well as in establishing new business relationships. In 2023, we developed, for the first time, a human rights due diligence process in our operations.

Corporate Governance on Human Rights

We have a Human Rights Policy, which is our main document on this topic. It was published in 2023 through our internal and external channels.

Our Policy sets out guidelines applicable to all our staff and provides a framework for our relationships with collaborators,

customers, suppliers, and society at large. It also defines our human rights due diligence process, which is essential for addressing potential and actual risks that our operations and those of our strategic partners may pose to human rights.

This Policy aligns with major international Business, Human Rights, and Responsible Business Conduct standards, such as the United Nations Guiding Principles on Business and Human Rights and the OECD Due Diligence Guidance for Responsible Business Conduct. We also adhere to the following standards and commitments:

› The Universal Declaration of Human Rights

› The International Covenant on Civil and Political Rights

› The International Covenant on Economic, Social and Cultural Rights

› The International Labor Organization (ILO) Declaration on Fundamental Principles and Rights at Work and its core conventions

› The United Nations Global Compact

› The United Nations 2030 Agenda for Sustainable Development

› Peru’s National Action Plan on Business and Human Rights (2021-2025)

Through this policy, we address the following priority issues for our operations and value chain: Additionally, we have the following policies and procedures for managing human rights within our company:

› KMMP Supplier Code of Conduct.

› KMMP Report Investigation Protocol Manual.

› The prohibition of forced and child labor.

› The right to freedom of association and collective bargaining.

› The protection of personal data and privacy.

› The right to a clean, healthy, and sustainable environment.

› The prohibition of any form of discrimination and harassment.

› Working hours and remuneration in accordance with applicable legislation and regulations.

› The protection of occupational health and safety.

› The right to cultural identity.

› The prohibition of any form of corruption or bribery.

› AML/CTF Manual.

› Corporate Compliance Manual.

› ALEG Ethics Committee.

› Human Resource Management Guidelines.

› KMMP Internal Compliance Regulation.

› KMMP Internal Work Regulation.

› KMMP Anti-Corruption Code of Conduct.

› KMMP Sustainability Policy.

› KMMP Diversity and Inclusion Policy.

› KMMP Sexual Harassment Prevention, Support, and Sanction Policy.

› KMMP Personal Data Protection Policy.

› KMMP Internal Regulation on Health, Safety, and Environment.

› Quality, Health, Safety, and Environment Policy.

› KMMP Information Security Policy.

We have two committees that monitor and assess compliance with proper human rights management.

Sustainability Committee:

Establishes the Human Rights Implementation Plan, which includes creating a risk analysis matrix for the organization, implementing action plans and training, and issuing the human rights policy.

Integrity Committee:

Designs, implements, and monitors, in coordination with the areas responsible for human rights risks, the Human Rights Management Plan. It also takes corrective actions in cases of non-compliance.

Human Rights Risk Management

In 2023, we identified the most significant human rights risks, as well as their causes and consequences throughout our value chain.

We assessed these risks Using collaborative methodologies involving staff, suppliers, and customers and identified the relevant controls. Treatment measures and improvement proposals were presented to the leaders of each area responsible for the risks for validation. Additionally, we conducted compliance and control evaluation workshops with the leaders.

In these areas, we assessed a total of 11 key risks. We also identified five groups requiring special protection that could potentially be affected: women, communities, children and adolescents, older adults, and LGBTIQ individuals.

Priority Issues in Human Rights Risks for Komatsu-Mitsui were as follows:

PRIORITY

ISSUES

› Safety and health

› Labor rights

› Child labor

› Forced labor

› Sexual harassment

› Discrimination

23 people participated in workshops to identify and assess human rights risks across 5 key areas (IT Management, HSE and Sustainability Directorate, Human Resource Management Directorate, Procurement Management, Legal and Compliance Management).

Corporate Culture in Human Rights

We are committed to strengthening our collaborators' and strategic partners' capabilities and training on human rights issues to foster a business culture based on respect for human dignity.

In 2023, as part of our efforts to enhance human rights management, we trained over 10 company leaders on Business and Due Diligence in Human Rights

Report Management

Reporting mechanisms allow us to receive early warnings and address situations that could escalate over time if not appropriately managed. At Komatsu-Mitsui, we encourage all our employees and other stakeholders to report any suspected irregularities or actions contrary to the guidelines established in our Human Rights Policy, ensuring appropriate protection and confidentiality.

Moreover, any form of retaliation against anyone who has reported or participated in investigating a suspected breach of legislation or this policy is prohibited.

Our reporting system, called the Ethics Line, allows reports to be submitted in writing or verbally, even anonymously. Reports are channeled through the following means:

Supervision and Reporting

Additionally, as part of the B+HR Academy Human Rights Training Program in Peru, our strategic security provider, International Private Security, participated in a Due Diligence in Human Rights workshop.

In this 2023 report, we are pleased to present, for the first time, our progress in human rights management. We share our achievements with our stakeholders and reaffirm our ongoing commitment to promoting and respecting human rights, making our progress and learnings available through our official channels and other established means.

Corporate Governance

Komatsu-Mitsui has a solid corporate governance system. Decisions are made by the Board of Directors, who have extensive knowledge in the field, and executed by an Executive Committee with a long history of experience.

Board of Directors

The term of the Komatsu-Mitsui Board of Directors is 3 years. During 2023, it was composed of the following directors:

1. Tomás Eloy Martínez Chairman of the Board Since 1.12.2023

2. Darko Louit Since 01.04.2020

3. Jiro Yamada Since 10.03.2022

4. Genta Murai Since 16.12.2022

5. Luis Enrique Martínez Castro Since 16.12.2022

6. Yasuhiro Kawasaki Since 01.04.2023

7. Yoshida Hirohide Since 01.12.2023

The current Board was formed as mentioned after the departure of:

› Koichi Wakabayashi serving until 31.03.2023.

› Yasuhi Nishiuira, serving until 31.03.2023.

› Jose Néstor Marun, serving until 30.11.2023.

› Masunori Ogawa, serving until 31.12.2023.

directors at the end of 2023. 1 year, 2 months, and 26 days is the average tenure of the members

Each board member has professional studies supporting their extensive market experience. They also have full knowledge of our codes of conduct and compliance manuals and demonstrate an unwavering commitment to the confidentiality of Komatsu-Mitsui's information.

During these sessions, business results are reported quarterly, and topics related to safety, health, environment, sustainability, legal aspects, compliance, AML/CTF, and audit and internal control are addressed.

Executive Committee

[GRI 2-16]

The members of the Komatsu-Mitsui Executive Committee6 are appointed based on their responsibilities within the company. During 2023, the committee was composed of the following executives:

1. Tomás Eloy Martínez

Executive President (until the end of November 2023). Chairman of the Board of KMMP (since December 2023).

2. Julio Molina Vice President of Komatsu (until the end of November2023).

Executive President and CEO (since December 2023).

3. Masafusa Oe Corporate Vice President.

4. Erick Ruiz

General Manager of Distribuidora Cummins Perú.

5. Eduardo Romero CCO and Legal Manager (until October 2023). CCO and Legal Director (since November 2023).

6. Mirtha Rodríguez

Corporate Director of HSSEQ and Sustainability.

7. Manuel Alameda

Corporate Human Resources Manager (until October 2023). Human Resources Director (since November 2023).

The Executive Committee meets weekly and extraordinarily whenever required. Strategic business decisions are discussed, including health and safety, operations, decisions regarding managerial structures, and any significant changes for Komatsu-Mitsui's operations. Additionally, the Committee prepares reports for presentation to the Board of Directors.

Regarding responsibility for managing impacts on the economy, the environment, and people, these functions are delegated to members of the Executive Committee according to their functional area. Reports on sustainability performance are presented to the Board of Directors in each session. In the event of critical stakeholder concerns, these are reviewed by the Executive Committee; no concerns were escalated to the Board of Directors in 2023.

6 Consider that Giannina Monteverde (Chief Financial Officer) was also a member of the Executive Committee until the middle of fiscal 2023. In addition, Ogawa Masunori joined as of December 1, 2023 as EVP Business Support.

Risk management

We work with a robust risk management model that is highly developed and significantly contributes to the company’s internal control system.

01. Definition of strategic objectives. 03. Risk analysis and review of control design and changes in the business model. 05. Keep internal regulations governing risk management up to date.

07. Monitoring of controls as outlined in the annual plan. 09. Monthly reporting to the Audit Committee. 02. Identification of risks. 04. Quarterly visibility of control performance. 06. Communication: monthly informative emails or when risk management is updated 08. Conducting workshops as a preventive activity.

At Komatsu-Mitsui, risk management starts with the involvement of the Board of Directors and CEO, then becomes the responsibility of each manager or director of the business unit or area in subsequent steps.

Identified, assessed, and monitored risks are classified into various categories, including operational, strategic, financial, fraud, cyber, reputational, and external compliance (including regulatory issues). Our risk assessment me thodology is based on an impact-by-probability model (5x5).

In 2023, we conducted 21 awareness workshops for our employees on the importance of internal control in daily activities.

Crisis management

[GRI 3-3]

We have a business continuity plan that allows us to identify significant operational risks, appropriate preparedness opportunities, and recovery procedures to respond to an event that affects critical business functions and could temporarily suspend operations.

Among the potential situations identified are earthquakes, pandemics, fire/explosion, El Niño phenomenon, and Informational Technology (IT) services, where we establish a set of planned activities to ensure the recovery of IT systems in the event of a disaster that could affect the Primary Computing Center of hosting providers.

We also ensure that critical IT services identified by the Company are recovered within established times. We rely on the continuous review of our risks and preventive controls. Finally, we have a crisis committee composed of frontline leaders, which meets weekly during critical situations.

Information security

We manage processes and systems that ensure data confidentiality, integrity, and availability. We implement measures to protect our assets from cyber risks, such as drills designed to identify vulnerabilities and risk profiles, which allow us to strengthen our preventive actions.

Our commitment to information privacy is ongoing. We follow internal guidelines and regulations to safeguard the data entrusted to us by our customers and partners. In line with this commitment, we are continuously working towards meeting the standards of ISO 27001 and obtaining its certification in the near future.

ZERO

information leaks in the last 3 years.

Ensuring operational continuity is a shared goal among all members of Komatsu-Mitsui.

Social Pillar 04 SECTION �

SAFETY AND HEALTH

Occupational health and safety

Komatsu-Mitsui has a solid preventive culture in all its activities, which consists of four elements that must always remain in balance.

Our actions are framed by the Policy on Quality, Safety, Occupational Health, and Environment, which was updated in 2023.

Policy on Quality, Safety, Occupational Health, and Environment. › ELEMENTS OF OUR PREVENTIVE CULTURE

Leadership

This is the driving element. Leadership starts with the involvement of senior management. A preventive culture is led through example. Leaders collaborate with each other to ensure safe and healthy environments.

Values

These include safety and health, acting with integrity, valuing diversity and inclusion, promoting people’s well-being, and fostering excellence and teamwork.

Behavior

Creating a work environment where people feel safe to ask questions, communicate safety risks and ideas for improvement, identify unsafe acts, and report them knowing there is genuine interest in the care of their colleagues.

Environments

Providing a work environment that promotes mutual care and supports an interdependent preventive culture, where we not only take care of ourselves and also of those around us.

Fostering a preventive culture is crucial for preventing accidents, and this requires the commitment of all employees. Our approach focuses on creating a virtuous circle that results in both more efficient and safer operations.

Furthermore, we have a health, safety and environment (HSE) strategy, aligned with the strategies of our parent companies, based on the pillars of HSE Leadership and culture, HSE Operational Compliance and Risk Management.

We have tools like the Responsible Refusal, whereby each collaborator has the right and duty to apply a refusal when he or she identifies working conditions that put his or her life at imminent risk.

Additionally, we have the following initiatives:

› 12 fundamental rules for life: with focus on critical high-risk activities.

› 15 basic safe work guidelines: aligned to Komatsu Ltd. requirements.

› Behavior based safety (BBS): stop, think and act, preventive observations, risk assessments, quality reviews of BBS tools.

› 5S program: Weekly Walk-throughs, cross audits.

› Back to the roots: the ABC of health, safety and environment.

› GEMBA program encourages the presence of leaders in the field.

› Safe driving program, among others.

7 Scope only for Callao Headquarters, not national.

Occupational Health and Safety Certifications

Our management in the area of health and safety has been outstanding, as evidenced by our last external audit, where Komatsu-Mitsui obtained zero non-conformities in the Integrated Management System, complying with ISO 450017, ISO 14001 and ISO 9001 standards. The maturity of our management system, the commitment of the team and the active participation of top management were especially highlighted.

In addition, in the course of 2023, Komatsu-Mitsui’s HSE management was audited under the Joint Working Model (a program managed by Komatsu Holding South America Ltd. that evaluates 18 distributors in the region belonging to the Construction Division), with very satisfactory results. This evaluation considered more than 80 requirements that were reported in a timely manner.

At the end of 2023, our performance indicators reflect the high standards and relevance of safety and health, below the tolerance established by the company.

The main types of occupational injuries to employees and contractors include blunt injuries, sprains and strains. By

2024, we have the challenge and commitment to reduce the number of occupational accidental injuries recorded.

We determined the occupational hazards that pose injury risks using our HIRA (Hazard Identification and Risk Assessment) methodology at the national level, and through a benchmark with Komatsu companies of the region.

By identifying these hazards and their risks, controls are applied to eliminate occupational hazards and minimize risks according to their hierarchy (elimination, substitution, engineering, administrative) for the benefit of our employees. For example, guidelines such as the 12 Fundamental rules for life, responsible refusal, Electrical Safety Council, LOTO Council, Ergonomics Council are reinforced.

Thanks to these measures, we have recorded

cases of occupational diseases among our employees.

These results are accompanied by the positive perception of our employees, since in the last three years the HSE factor obtained the highest score in the work environment survey. Thus, in 2023 we obtained a result of 95% of our team’s favorability of health and safety management.

Milestones of our management

In 2023, we participated in the Responsible Sourcing Program of our client Anglo American Quellaveco, whose objective is to achieve the operational implementation of the Responsible Sourcing Standard. In this line, the evaluation process was based on knowing the level of maturity of the management of environmental, social and governance (ESG) aspects of suppliers selected by the client and their level of alignment with the requirements of the Standard. Our subsidiary Distribuidora Cummins Perú was part of this evaluation, obtaining a score of 97.1% and the qualification of an Advanced maturity. Specifically, in the “Protect health and safety” pillar, we obtained a score of 91.7%, achieving an Advanced level.

We also participated in the Komatsu Safety Survey at the regional level, whose objective was to evaluate perceptions of health and safety in the company, and which covered all employees of Komatsu-Mitsui, Komatsu Mexico, Komatsu Colombia, and Komatsu Panama. As a result, we obtained a positive perception score of 94.7% positioning us as the country with the highest score. The 3 main dimensions to highlight for their percentage of positive perception were Teamwork with 97%, followed by Perception of the value of safety, and Hazard, Risks and Controls, both with 96%.

In 2023, the HSE KMMP National Management Program was approved by the National HSE Committee, where health and safety actions related to leadership and commitment, planning and management, risk assessment, training, inspections, incident investigation, communication and promotion, document control, operational control, emergency preparedness and response, occupational health and hygiene, behavior-based safety, contractor and supplier management, and measurement and follow-up were programmed.

97.1%

score and the qualification of an Advanced maturity level in the Responsible Sourcing Program of our client Anglo American Quellaveco.

94.7%

positive perception score, positioning us as the country with the highest score in the Komatsu Safety Survey at regional level.

In addition, in 2023 we received the following distinctions:

Recognition from the client Antapaccay to KMMP for 2nd place in the Fatigue and Drowsiness Prevention Campaign.

Recognition from the Ministry of Labor and Employment Promotion for 1st place in the Occupational Health and Safety Risk Prevention.

Recognition from the client Cerro Verde, transmitted through the Role Elevations 2023 results report, for KMMP’s total involvement and commitment to the Role Elevation program. In this initiative, through field verifications, such as audits, the safety culture is reinforced.

Recognition from the client Quevalleco to Distribuidora Cummins Perú for its exceptional leadership and commitment to safety during the year 2023.

Recognition from the client Antapaccay to KMMP for Visible Leadership HSE Supervisor

A recognition was given to Rafael Infantes, KMMP HSE Supervisor, in the 2023 Safety of the Year Award in the category Visible Leadership Contractor HSE Supervisor. This award was earned for his strong involvement in the goal of safe production. For this recognition, the client evaluated more than 250 HSE supervisors from the contractor companies.

Safety leadership and culture

Our leadership and preventive culture strategy is based on the Japanese GEMBA concept, which emphasizes the importance of being present where the action occurs. This approach is applied to all company leaders, both operational and administrative, who participate in a GEMBA program throughout the year, which is in line with our “preventive hand” strategy.

In this way, we ensure that every leader who visits the field spends time reviewing health, safety and environment (HSE) issues, which reinforces positive behaviors and strengthens opportunities for improvement. This approach allows us to lead by example.

Leadership training

To provide continuity to the training program initiated in 2022, this year we conducted a second phase of training. This phase is designed to include all new leaders, i.e., those who have recently assumed these positions and did not participate in the previous year’s activities.

Our goal is to ensure that all leaders are trained in the course of this program. In addition, we had expanded the number of collaborators who have received training in the “Toward Interdependence for Individual Contributors” program to more than 1,000 people. We will continue these trainings until 100% of individual contributors are included by 2024.

12

new leaders were trained in safety leadership in 2023.

1,144

Employees were trained in the Toward Independence for Individual Contributors program in 2023.

Phase 1: Leadership in Safety Focuses on managers, team leaders, and supervisors.

100% of leaders trained between 2022 and 2023.

Phase 2: Towards Interdependence Targets staff without formal leadership roles.

87.5% of employees trained between 2022 and 2023.

A satisfaction survey was conducted with the participants of the "Towards Independence" phase, receiving a total of 816 responses. The results were as follows:

Hazard Identification

To detect hazards in our facilities, we use the Hazard Identification, Risk Assessment, and Control Determination procedure (IPERC). For our customers' sites, we follow the procedures they establish.

Through IPERC, leaders along with the company’s employees identify and assess hazards associated with processes, activities, and tasks, as well as the risks derived. If an employee identifies a previously unrecognized hazard, they must report it to their supervisor.

We use the Bluefire platform to report substandard acts and conditions. It is important to note that any employee can report a hazard they identify, and the report will be directed to the appropriate person for resolution.

In case of accidents and incidents, we follow the reporting and investigation procedures under the Comet methodology, globally adopted by Cummins Inc., which consists of three phases: discover, analyze, and act.

Additionally, we use the ERAL (Risk Evaluation Before Work Development) tool when visiting customers where we are not permanently present. This tool is used to plan safety aspects before the visit and to assess risks specific to the client's site upon arrival.

We train our leaders in safe behaviors and practices to strengthen our culture of prevention and safety.

Trainings

National HSE committee of KMMP

The National HSE Committee of KMMP is renewed every two years and is responsible for promoting workplace safety and health, providing advice, overseeing compliance with established regulations, and ensuring the participation and cooperation of employees.

In 2023, the National HSE Committee conducted a total of 12 safety inspections. It is important to note that committee members actively participated in safety discussions, both regarding our own company's teams and that of third parties, in an initiative called "HSE Committee in Action".

This initiative involves the active participation of committee members in safety dialogues with third-party teams (contractors). A schedule was established starting in June 2023 and includes the participation of all 12 primary members. So far, 11 of them have taken part in these important dialogues.

Additionally, the committee held its first decentralized meeting in Trujillo. This event provided a valuable opportunity for closer interaction with our employees and allowed leaders to put the concept of GEMBA into practice.

We have a comprehensive training program in health, safety and environment. These training sessions are designed to consider the identification of specific risks and predominant activities at each site, ensuring that employees receive relevant and adequate training

In 2023, we executed a training program by Business Unit and mining projects. We also developed virtual training for administrative staff and conducted a daily safety dialogue program for the month.

In these learning spaces, we covered topics such as first aid, use and handling of fire extinguishers, handling of chemical products, working at heights, manual handling of loads, hot work, fire prevention, stress prevention and management, among others.

Practice with CO2 Fire Extinguisher, the gas dissolves in the air without leaving residues

At Komatsu-Mitsui, we have established quarterly meetings with the responsible staff of the service providers companies. The meetings serve as a space to share our health, safety, and environmental guidelines, while offering the opportunity for them to share their own improvements or best practices.

During each meeting, we exchange relevant information, such as lessons learned from incidents, and reinforce our 12 Fundamental rules for life. In addition, we provide details on the HSE KMMP standards, enabling suppliers to align their practices with our safety culture. We value their contribution to this common goal and are convinced that we are partners in the pursuit of excellence to achieve a safer and healthier work environment for all.

Occupational health

Occupational health at Komatsu-Mitsui is based on a controlled work environment, compatible health and the promotion of healthy behaviors.

We execute medical surveillance and health promotion activities at all our mining operations and company-owned sites.

Promotion of healthy behaviors and habits through the dissemination of preventive material, establishment of recreational or cultural activities, active breaks, among others.

Control

OCCUPATIONAL HEALTH

Compatible health

Identification, evaluation, monitoring and verification of effectiveness of control measures to ensure zero-harm workplaces.

Timely monitoring of employee health in relation to their working conditions and present risks, through

Dengue prevention

During the health emergency due to the outbreak of dengue fever in 2023, with the Piura region being the most affected, we detected 55 cases among our employees. It is gratifying to note that 100% of them recovered satisfactorily.

Among the prevention actions we implemented are:

› Reactivation of the Tactical Committee.

› Fumigation of facilities on a biweekly basis.

› Remote work for pregnant women.

› Delivery of paracetamol and oral rehydration salts (to the employees in the northern zone).

› Cancellation of trips to the north and jungle of Peru.

› Delivery of repellents and electric repellents for staff in the north and jungle.

› Awareness action: communication of preventive measures and warning signs. Dissemination of videos.

EXTRAORDINARY TALENT

Our team

Thanks to our team, we achieved exceptional results. That is why we consider our people as one of the fundamental pillars of our strategy. We implement different initiatives to foster the personal and professional growth of our talent, promoting a safe, diverse and inclusive environment, where equal opportunities, respect and integrity are valued. In addition, we promote integral wellness and take measures to enable our team to achieve their maximum performance.

As proof of our commitment to our talent, in 2023 we once again formed part of Merco Talento’s ranking of the hundred best companies to work for. On this occasion we were able to move up 5 places compared to 2022.

During 2023, 2.330 employees were part of the team, including trainees, of which 80.9% were men and 19.1% were women.

2,330 employees at the end of 20238

8 Total headcount, at year-end 2023, including trainees.

[GRI 3-3] [GRI 2-7] [GRI 401-1]

› BREAKDOWN OF EMPLOYEES 2023, BY GENDER

› COMPARATIVE LAST THREE YEARS, BY GENDER9

369 1,734 Total 2,103

400 1,767 Total 2,167

416 1,864 Total 2,280

9 Without considering trainees.

Internal development and growth

We trust in the potential of our team, so we foster their growth and development by promoting a merit-based culture. Through a continuous process of motivation, we encourage our team to take advantage of internal opportunities and advance in their careers.

During 2023, we achieved 316 promotions and 310 level changes within the same category, reflecting the success of our individual development and learning programs designed to support our key employees at all levels, from leaders to technicians and administrative staff.

We also foster an environment where effort is consistently valued. During 2023, we conducted 2,171 recognitions through our Qué Buena Chamba program. This program, aligned with our values and competencies, drives continuous team improvement by offering positive incentives. These recognitions strengthen the relationship between leaders and their teams, ensuring their visibility and being executed in meetings and spaces where the celebration is shared. Qué Buena Chamba offers diverse types of recognition, such as “Company to Employee,” “Employee to Employee” and “Boss to Employee,” including categories such as “Wow job,” “I Recognize,” “Yoi Shigoto,” among others.

US$106,480 invested in the development of our employees’ competencies.

26,828

total hours spent on our employee training.

11.5 average hours of training per person.

2,171 awards given through Qué Buena Chamba

Recognizing the importance of leadership in talent management, we have a learning community for leaders CreSER. This program is based on a transformational leadership model, designed to prepare leaders for the challenges ahead, aimed at ensuring business results and the personal and professional development of employees. As part of this initiative, in 2023 our results stand out:

2,976

Integral Management of Technical Talent Program (IMTTP)

GOOD PRACTICE KOMATSU-MITSUI

At Komatsu-Mitsui, we have implemented the IMTTP Program, an initiative that offers an exceptional opportunity to cultivate and strengthen talent in our industry. Through IMTTP, we contribute to increasing employability and technical professionalization.

This program focuses on supporting the professional development of all the company’s technicians, providing technical training, soft skills and safety competencies. Advancing through the distinct levels and passing evaluations allows technicians to access promotions and salary adjustments.

91% of Komatsu’s technicians, a total of 556 people, participated in at least one training course in 2023.

78% of DCP technicians, a total of 246 people, participated in at least one training course in 2023.

After adapting the course offering to the remote mode in 2020, we now offer a hybrid curriculum that provides greater flexibility to participants.

34% of Komatsu’s technicians achieved promotion or level change in 2023 after participating in the IMTTP.

38% of DCP technicians achieved promotion or level change in 2023 after participating in the IMTTP.

Good Labor Practices Contest

Thanks to our management in 2023, we won 1st place in the Good Labor Practices Contest in the Professional Development and Access to Training category. This is a recognition given by the Ministry of Labor and Employment Promotion that seeks to promote national standards of corporate social responsibility in the Peruvian business community.

Performance evaluation

This performance evaluation represents a valuable opportunity to encourage our team to show the development of their skills and the achievement of their goals. Given its importance, we strive to ensure that this evaluation is impartial and based on shared criteria. For this reason, our performance evaluation system is based on development objectives and results, with a focus on productivity and

For administrative staff, the Performance Management Program evaluates both the achievement of results objectives and the development of competencies. The results obtained in these evaluations influence the annual salary review. In the case of technical staff, we organize the IMTTP Gala, which recognizes the fifty employees with the best results.

In addition to performance evaluations, and to promote integral development, we conduct periodic evaluations of soft skills for technical level and 360° evaluations for career line positions.

Work environment and culture

We are convinced that in order to generate value for our customers, it is essential to keep our team motivated and engaged. That is why we are committed to providing the best experience for our employees at all stages of their career with the company.

We foster a positive work environment that encourages participation and initiative. We promote a culture of open, horizontal, transparent and approachable communication, which allows us to connect with our team through various channels, such as regular meetings, communication time out, newsletters, publications in social networks, among others. To support this strategy, we have a team of work climate facilitators who support the implementation of events within the annual climate plan.

To ensure continuous dialogue, we conduct annual measurements and periodic surveys using the Korn Ferry methodology. During 2023, our favorability level was 86%, with a 91% participation rate.

In 2023, we set a work environment goal of 85%. Thanks to our strong commitment to improving the work environment, we managed to beat this goal by reaching 86%. We will continue to strive to ensure a positive and productive work environment for all our employees.

› EVOLUTION OF THE LEVEL OF FAVORABILITY, CONSIDERING THE PERCENTAGE OF PARTICIPATION

Collective bargaining agreement

[GRI 2-30]

We fully respect the right of our employees to exercise their freedom of association. At Komatsu-Mitsui and DCP, we hold monthly meetings with each union leadership to address a wide range of issues of mutual interest.

In 2023, a total of 423 employees were covered by a collective bargaining agreement through the three active unions: The Single Union of Workers of Komatsu-Mitsui Maquinarias Perú SA, the Union of Workers of Komatsu-Mitsui Maquinarias Perú SA – Marc Bayóvar Headquarters, and the Single Union of Workers of Distribuidora Cummins Perú SAC.

› FREEDOM OF ASSOCIATION AND COLLECTIVE BARGAINING

Employees under a collective bargaining agreement in 2023. 423

Percentage of employees covered by bargaining agreements. 18.2%

Well-being

From the KMMP Me Cuida program we contribute to the quality of life of our employees in order to achieve work-family balance. We do this through 4 aspects: physical, emotional, financial and social well-being. As part of our approach, we provide the fo llowing benefits in each of our work pillars:

› Vaccination campaigns

› Nutritional counseling

› Wednesday massages

› Functional and dance with KMMP

› Ophthalmological screening

› Oncological screening

› Annual Preventive Checkup

› Lose to Win 2023

› Promotion in Physical well being according to WHO

Physical

Emotional

› Face-to-face and virtual workshops on several topics according to the results of the recommendations of the psychosocial surveys:

- Importance of mental health care

- Work-family balance

- Emotions management

- Stress and relaxation techniques

› Psychological counseling

› Dissemination of Emotional Well-being topics in KMMP’s different communication channels

BENEFITS

› KMMP Loans and Advances

› Back to School 2023

› Webinars oriented to financial education, i.e., on the proper use of income

› Establish agreements with financial entities and/or commercial establishments that offer preferential rates to our employees: MAF and Primax

Social Financial

› Perú Champs evaluations for the children of our employees’ homes

› Visit of entrepreneurial suppliers to share their healthy products with the staff – relatives of employees.

› Establish agreements with institutions that provide alternatives for collaborators and families

- Sport vacations

- Dental centers: whitening and orthodontics

- Recreational centers

› Activities to be conducted with the participation of family and relatives.

Among our results, the following stand out:

+3,800 doses of vaccines.

+1,100

medical evaluations in the 4 health fairs.

+550 employees who perform hybrid work are granted a monthly economic subsidy from the beginning of the pandemic to date.

+2,200

food subsidies, all those who work in person have 100% subsidized lunch.

We consider that every initiative and every achievement is important because it emphasizes our commitment to take care of ourselves and return to our families safe and sound.

Thanks to our management, in 2023 we achieved: 15% decrease in work absenteeism due to health issues. 76% of employees stated that the company meets their needs.

Good Labor Practices Contest

We highlight that we won first place in the 'Promotion of work-family balance' category of the Good Labor Practices Contest organized by the Ministry of Labor and Employment Promotion.

+306 participants in 3-session psychological counseling.

255 participants and 32 children received scholarships in Perú Champs.

269 beneficiaries in Back to School of S/ 329,600 distributed.

+250

blood donor volunteers.

SOCIAL MANAGEMENT

We contribute to the development of the society

We create value in the nearby communities where we operate, contributing to the growth and development of the people involved. We work to improve their quality of life from a social and economic perspective, always with a focus on the constant care of the environment.

Our social management is aligned with our customers’ commitments. We have documents that reflect the generation of shared value with our stakeholders, such as our sustainability, diversity and inclusion, quality, health, safety, and environmental and human rights policies. These policies encompass and guide our efforts when developing social management plans.

Within the framework of social management, Komatsu-Mitsui adapts to the guidelines and values established by customers, acting as a strategic ally to create synergies that generate a positive impact on communities.

In 2023, coordinated social actions were developed in collaboration with Compañía Minera Antapaccay, Anglo American Quellaveco, MMG Las Bambas and Compañía Minera Miski Mayo.

In the case of Compañía Minera Antapaccay, we focused on activities aimed at training and job inclusion for young people in the community of influence. On the other hand, with Anglo American Quellaveco we implemented a comprehensive social management plan that included social risks control, local purchases, training and hiring of local staff, in addition to the deployment of social projection initiatives, such as the TEC scholarship for 2024. Finally, for MMG Las Bambas, we conducted the renovation of an educational infrastructure in the community of Chumille (Apurimac), in collaboration with a local contractor.

In 2023 we executed the following social projection budgets, for which we consider the contractual commitments with our customers

In relation to Anglo American Quellaveco, during 2023 its social management plan was updated, and the social projection budget is expected to be executed in 2024. Regarding Compañía Minera Miski Mayo, coordination was also conducted in 2023 for implementation in 2024.

Similarly, we allocated a Budget for social contributions such as volunteering and donations, in areas that are aligned with our sustainability pillar.

› TOTAL COST OF SOCIAL CONTRIBUTIONS

Total cost of monetary contributions

S/ 131,194

Total cost of in-kind donations

US$ 59,920

To date, we have not received any complaints from local communities. It is important to note that in the case of mining units, social relations are the responsibility of the owner of the operation.

Complaints from local communities in the last 3 years.

During 2023 our management and participation in the following programs stands out:

Ayni, Creciendo Juntos employability improvement program of our client Antapaccay

We maximize the opportunities offered by our client Antapaccay, through the “Ayni, Creciendo Juntos” employability program, to the young people of their community of influence, and Komatsu-Mitsui provides them with the practical training they need to complete their technical training.

Through this alliance of high social value, in 2023 we received ten trainees from the Coroccohuayco community at our facilities to accompany them in the final stage of their technical training. As part of the agreement, we provided all the facilities, such as housing, food, transportation, and technical knowledge, both theoretical and practical, from our Pucusana headquarters, for two months, so that they can then practice in our operations within the mining project for three more months. The support for this program was managed and coordinated in 2022, and its execution took place from February to July 2023.

10

young people participated in 2023 in practical training at Komatsu-Mitsui’s Pucusana facilities for two months and then at the mining project facilities for three more months.

+8,660

hours of practical training in 2023.

8 young people hired by the company in 2023: 5 young people were hired on a fixed-term contract and 3 renewed internships.

TEC Program (Technical Education for Communities)

GOOD PRACTICE KOMATSU-MITSUI

The TEC program seeks to improve the quality of education of vulnerable young people by ensuring quality technical education opportunities so that they can have a successful labor market integration. In Peru, the TEC program has been implemented since 2016 along with SENATI Arequipa in its heavy machinery maintenance program, with the guidance of Komatsu Ltd. Mitsui & Co and Cummins Foundation.

The program contributes to provide a technical career with a degree on behalf of the nation with the best possible academic quality and constant practical training, at a cost 30% lower than the market, compared to other similar programs.

Antapaccay participated from 2017 to 2019 in the pilot as a financing ally. In 2023, it renewed its participation, after observing the performance results of its graduates. In 2024 an agreement will be signed with Antapaccay, which will last until 2031, providing for a minimum of 36 scholarships and 36 internships.

Between 2016 and 2023, the following achievements stand out:

+2,400

Young people have had the opportunity to pursue technical studies.

10

398 graduates.

180 scholarships awarded.

5 female graduates.

pre-professional internships in our workshops, of which 8 were eventually hired at Komatsu-Mitsui.

99% of employees recommend TEC graduates.

73% of graduates find a respectable job in the first 6 months.

13% are better paid.

GOOD PRACTICE KOMATSU-MITSUI

In 2023, we introduced the fourth edition of our KMMP operator initiative. This project provides an opportunity for those members of the operator community interested in acquiring knowledge or broadening their experience in handing and operating machinery. Participants have access to courses and can take an exam to participate in internships at our headquarters in Pucusana. Those with the best results in the theoretical evaluation are invited to our facilities to gain hands-on experience in equipment operation. Through this community, we are contributing to job placement in the field of machinery operation.

+8,600

members through the Facebook page in 2023.

38 participants to the 9 webinars in 2023.

4 participants in the practical part with equipment in 2023.

The “Aliadas” program is and exclusive workshop for female family members of our employees whose main purpose is to strengthen family ties with Komatsu-Mitsui and unite them with our culture of safety and integrity, promote positive relationships and a sense of belonging in our work community. In 2023, the workshop was held in Piura and 73 women participated.

Volunteering

We strive to create spaces and opportunities for our employees to participate in volunteer activities, allowing them to share our social contribution. Our commitment involves facilitating these activities during working hours, thus supporting the well-being and development of the communities in which we operate. We develop projects aligned with our sustainability pillars, conducted nationwide in collaboration with our strategic allies.

� RESULTS 2023

36 projects implemented.

11,748 volunteer hours.

45 leading teams.

1,044 volunteers.

+7,000 beneficiaries.

44.8% of employees of the company participated in volunteer initiatives.

11 sustainable development goals impacted.

We have an impact at 13 regions and

US$ 131,000

6 approved GRANTS (The Cummins Foundation).

Lima Norte, Lima Este (San Juan de Lurigancho), Lima Sur (Villa El Salvador), Lima Centro (La Victoria), Huaral, Chosica, Cieneguilla, Pucusana, Chilca, Lurín, Pachacamac Callao (Márquez, Ventanilla)

Arequipa (Arequipa, Cerro Colorado)

S/ 159,796.5

Investment in volunteering.

S/ 386,509

Cost of volunteer hours (based on average hourly cost of volunteers during 2023).

Puno (Juliaca)

Cajamarca (Cajamarca)

Junín (Huancayo)

Amazonas (Amazonas)

Cusco (Espinar)

Ayacucho (Ayacucho)

Loreto (Iquitos)

(La Unión, Sechura) (Chiclayo)

La Libertad (Trujillo)

projects successfully executed

1. Cummins Water Works: Water conservation awareness workshops in alliance with the NGO Water.org

2. Cambiando la Ruta Fase 2: Community green space in alliance with the NGO Vida.

3. Greenbelt: Tree planting and community awareness in alliance with the NGO Vida.

4. Cummins Water Works: Train of Trainers in alliance with the NGO Water.org

5. Environmental workshop – Terrestrial ecosystems life workshop in alliance with Peru Champs.

6. National environmental educational playful workshop in alliance with Khana Perú.

7. Upcycling and classroom maintenance workshop in alliance with Khana Perú.

8. Beach cleaning and community awareness in Piura in alliance with Khana Perú.

9. Project 4000+: Solid waste collection at Pachacútec beach, Ventanilla.

10. Project 4000+: Tree planting in Pachacútec, Ventanilla.

11. Getting to know about STEM careers: educational robotics workshop in alliance with SOS Children’s Villages.

12. Education with gender equality: practical workshops on gender equality for children of the NGO Kantaya.

13. Women seeking their vocation: visits by female students to our facilities in alliance with Senati.

14. Youth Can entrepreneurship module: workshops to strengthen soft skills, leadership, and tools for starting a business for adolescents of SOS Children’s Villages.

15. Diversity and inclusion workshop in alliance with Khana Perú: raising awareness among children in Cusco about the inclusion of people with visual impairment.

16. Diversity and inclusion workshop in Alliance with Perú Champs: educational workshop on gender stereotypes.

17. Niñas con oportunidades: ideate and start a business.

18. Niñas con oportunidades: vocational mentoring.

19. Niñas con oportunidades: STEM visits.

20. A day at Cummins: Vocational workshops and tour of our facilities with SOS children’s villages.

21. Cummins Little School: implementation of library Educational Institution 4006 Santa Rosa de América in alliance with A Million Reading Children.

22. Cummins Little School: Recording a video narrating a story. With this contribution, a book was donated per person for the library.

23. Cummins Little School: Readers with a purpose a storytelling and inspirational reviews.

24. TEC Mentoring Program: Interpersonal skills mentoring.

25. TEC Virtual Sessions: Mentoring on safety knowledge, technology and other career related professional skills.

26. Maintenance at NGO Caritas Felices: Creation of “Villas Navideñas” with the girls of the Casa Hogar Caritas Felices.

27. Inspiring with Cummins: Implementation of a recreational area at the Inspirando shelter.

28. Project 4000+: painting of walls in the soup kitchen.

29. Project 4000+: maintenance of a playground.

30. Live the KMMP experience in alliance with Perú Champs.

31. Champs KMMP: Guided tour at our main headquarters for children of employees who benefit from scholarships with Perú Champs.

32. Allies ‘Nos une la familia.’

33. Interviews simulation + CV and LinkedIn mentoring for young people from the Forge Foundation.

34. Juntos y juntas nos hacemos cargo: delivery donations to Juguete Pendiente for communities affected by landslides.

35. Integrity in personal and professional life seminar for young people from the Forge Foundation.

Cross-cutting initiative

36. Solidarity Christmas

Among the initiatives in which our volunteers actively participate, the following stand out:

Girls with opportunities

In Alliance with CARE Perú, we promoted the development of life skills for students from peri-urban and rural areas, contributing to their overall well-being. As part of this program, activities were conducted to strengthen life skills with a focus on personal entrepreneurship, economic empowerment, vocational mentoring, and STEAM visits. We are proud to mention that Cummins INC. gave us the LATAM Business Impact Award thanks to our successful management of this initiative in 2023. Additionally, we achieved the following:

569 beneficiaries from Lima, Lambayeque, Amazonas and Cajamarca.

96 volunteers nationwide. +43 virtual participated leaders.

16 women leaders participated virtually.

Project 4000+

This initiative includes companies from the Mitsui & Co. (Peru), Mitsui & Co. Mobility Latin America, Mitsui Automotriz, Equilibra Perú, Komatsu - Mitsui, Toyota del Perú, Compañía Minera Miski Mayo, MITTA Perú, MASA Equipos Industriales, Bridgestone Mining Solutions Perú y MAF Perú. The purpose of this project is to promote a group and collaboration culture by promoting unity at all levels of the organization and generating a significant impact at a national and international level. As a part of the initiative, 4 volunteer projects were developed, in which Komatsu-Mitsui employees could participate. It is worth noting that these projects were also included in KomatsuMitsui’s corporate volunteering program. Among our achievements, we highlight:

› Painting walls in a soup kitchen.

› Maintenance of a playground.

› Solid waste collection at Pachacútec beach, Ventanilla, recycling 3,240 bottles.

› Planting of 150 trees in Pachacútec.

Access to water and sanitation for Peru, in alliance with Water.org Perú: Cummins Water Works is an initiative launched by Cummins Inc. in 2021, aims to address the global water crisis. Its main objectives are to combat water scarcity worldwide by improving access to potable water and sanitation in the communities where Cummins operates. In collaboration with organizations like Water.org Peru, microcredits have

been provided to vulnerable families living in areas with limited access to water and sanitation, improving their quality of life and training them in the proper use of this resource. A training program has also been conducted for students and families on water conservation to raise awareness about the importance of water and the preservation of water resources. Finally, efforts are being made to restore watersheds and aquatic ecosystems in the areas where Cummins has a presence.

In 2023, our achievements stand out:

352 millions of gallons of water per year in volumetric impact of this initiative.

+184,000 beneficiaries in Arequipa, Piura, Trujillo, and Callao.

49% Were women.

46,000 credits granted.

42 million dollars in invested budget.

US$ 914 average credit. 14 period of months.

It is worth noting that in 2023, the “Access to water and sanitation for Peru” project received the Corporate Responsibility Business Impact Award from Cummins Inc.

Solidarity

Christmas

This is an initiative that has been organized every year since 2021 during the last months of the year. It aims to encourage leadership among employees through a contest of community support initiatives in the context of the Christmas festivities, granting the winning teams funding for the implementation of their social projects. As part of this program, 10 initiatives were developed in our areas of influence, with the participation of 130 volunteers from Komatsu-Mitsui:

› Un encuentro intergeneracional creativo navideño (Huaral, Lima).

› Ponte Verde esta navidad (La Unión, Piura).

› Haciendo el bien y dando felicidad (Arequipa).

› Navidad solidaria en la comunidad de Mamanocca (Espinar, Cusco).

› Mantenimiento Casa Hogar Niño Jesús (Cerro Colorado, Arequipa).

› Regalando sonrisas (Villa El Salvador, Lima).

› Ecocine: una navidad más responsable con el medio ambiente (Cerro Colorado, Arequipa).

› Proyecto de auto-sustentabilidad para el nuevo albergue Can Martín (Cieneguilla, Lima).

› La Navidad no tiene edad, pintemos sonrisas (Pucusana).

› La potencia de tu sonrisa esta Navidad (La Victoria, Lima).

Recognition from SOS Children’s Villages to Distribuidora Cummins Perú, for the second consecutive year, this time in the category of Future Builder Company.

Distribuidora Cummins Perú was recognized by SOS Children's Villages at the "Allies of Childhood" ceremony. This recognition, which we received for the second consecutive year, this time in the category "Future Builder Company," highlights the company's ongoing commitment to childhood and corporate social responsibility initiatives.

PARTNERS OF OUR CLIENTS

Our clients

[GRI 3-3]

We recognize the fundamental role our company plays in our clients’ projects, especially in the mining, construction and energy sectors. Therefore, we have a customer service strategy focused on creating value and adapting to the needs of each business unit. Our offer stands out for its excellence, customer proximity and focus on innovation.

ZERO confirmed reports of non-compliance with safety labeling information in the last 3 years.

Through strong relationships based on mutual trust, we collaborate closely with our clients to enhance their operations in the key aspects of their value chain.

ZERO personal data protection leaks.

As a result of our optimal performance, we have no reports of non-compliance with the information of the products or services we provide to our customers, nor of personal data protection violations.

Active communication

As a company focused on ensuring the optimal performance of machinery and engines in critical projects and operations for our clients, we recognize the importance of providing a service that meets their expectations in terms of timeliness and quality. For this reason, we maintain ongoing communication with our clients, prioritizing the prompt resolution of their needs and concerns.

Particularly in Komatsu-Mitsui's Mining division, we hold meetings called JoiFUL (Joint Follow Up Log), adapted according to the type of client and service provided. These meetings allow us an orderly, structured and documented interaction with the client, in order to follow up on the joint work plans, give details of their progress, identify areas or opportunities for improvement, as well as to have clarity on the people responsible and the date of execution.

We maintain ongoing communication with our clients.

Brand Management

At Komatsu-Mitsui, we have implemented a 24-step methodology to manage client perception of our products. This process begins with client selection through a detailed methodology and analysis. The goal is not merely to sell a product but to help the client achieve their strategic objectives and needs. In other words, we strive to be indispensable to our clients by building a relationship of mutual trust.

We seek to gain a deep understanding of our clients' objectives, needs, and desires, transitioning from a short-term or transactional relationship to a strategic partnership that is long-lasting and mutually beneficial.

As part of our methodology, we conduct interviews and group sessions with our key clients to understand their needs and objectives, and to create an action plan that includes aspects of sustainable development, innovation, and operational excellence.

Among this process, we highlight the formulation of two successful programs in sustainable development: TEC (Technical Education for Communities), which enhances technical knowledge in low-income communities in Arequipa, and AYNI, which improves the employability of students from the TEC program. Additionally, we have been recognized for our contribution to reducing Antapaccay's carbon footprint, through the installation of solar panels in our offices and the purchase of carbon offset credit.

Communication and complaint channels

We offer various communication and complaint management channels to support our relationship with clients. At Komatsu – Mitsui, aligned to innovation, we have developed:

The HAWA platform:

Launched at the corporate level, it is a tool that manages and centralizes suggestions, complaints and claims, helping us to consolidate a culture of continuous improvement aimed at satisfying customer needs.

KOMI virtual assistant with artificial intelligence (AI):

Our virtual assistant KOMI has artificial intelligence, to improve the customer experience, being more intuitive to their needs and available to provide information 24 a day.

Virtual Complaints Book:

In addition to having a physical complaint book, we have made the Virtual Complaint Book available on our website to facilitate access and registration of complaints or claims.

At DCP, we have a chatbot available on Facebook, Instagram and WhatsApp, created to manage automated customer service in the digital environment. This system is integrated with Hola Cummins, our internal platform that facilitates a more efficient follow-up. In addition, on our website, we offer the option of a quoting tool, which provides customers with transparency about our products and pricing. We provide Access to our complaints and claims system on our web pages, complying with the requirements established by Peruvian regulations for access to the digital complaints book.

Our customers’ satisfaction

We conduct annual satisfaction surveys conducted by a specialized third-party company that considers the customers of our 3 divisions: Large Mining, Construction and Komatsu Reman Center Perú (KRCP).

Between 2021 and 2023, we were able to increase the overall customer satisfaction measurement by 7 percentage points, reaching a rating of 85%. In this way, we reinforce our commitment to service excellence and customer focus.

In addition, the Construction division conducts an NPS (Net Promoter Score) satisfaction survey, aimed at customers who have made transactions during the previous month and have not been contacted in the last three months. This methodology ensures a representative and diverse sample of customers.

Our surveys are intended to obtain data on product familiarity, on-time delivery, spare parts availability, price satisfaction, invoicing procedures and service suggestions. These results are classified by geographic region to enable accurate monitoring and the development of relevant action plans.

From Komatsu Reman Center Perú (KRCP), the Administration and Commercial Support area conducts a quarterly review of the satisfaction survey results applied to our 12 main customers in Large-scale Mining, where variables such as communication, quality, time and price of the service are evaluated. During 2023 we changed the way we measure our satisfaction by also using the NPS (Net Promoter Score), aligning ourselves with the evaluation model that other Business Units use.

DCP also conducts an annual NPS (Net Promoter Score) survey for each business unit. These results help us develop action plans to address problem aspects and ensure the continuous improvement of our services.

Miski Mayo Contract

One of the most significant achievements in terms of customer satisfaction and performance is the extension of the MARC contract with Miski Mayo in Bayóvar, Piura. This contract, initially established for 14 years, has been successfully extended for an additional 6 years, which would be a 20-year total duration.

This milestone represents an unprecedented achievement worldwide that demonstrates our commitment and the trust our customers place in us. A notable aspect of this contract is that, through maintenance and repair, we have retained the same fleet of equipment for 14 years, which exemplifies our commitment to the circular economy. This continuity in the use of resources has not only contributed to operational efficiency but has also strengthened the relationship with the client by ensuring consistent and satisfactory performance throughout the two decades of collaboration.

Product testing

We provide our clients with product trials before they commit to a purchase, allowing them to evaluate the quality and our dedication to comprehensive service, which includes maintenance, technical support, and training for their staff. During the trials, Komatsu-Mitsui assumes the short-term risk associated with using the equipment. We take pride in knowing that, after this trial phase, clients can appreciate our capability as solution providers, as well as the advantages of the brands and equipment we market.

Long-term partners

During 2022 and 2023, we conducted a pilot test with four ultra-class trucks of the new model Komatsu 980E-5SE in collaboration with our customer Antamina. This test concluded with the successful acquisition of 20 trucks, in addition to the four-test equipment, which began to be delivered in 2023 and will continue during the first half of 2024. This initial purchase marks the beginning of a potential sale of up to 100 trucks that we could supply to the customer through 2028.

Environmental commitment in our services

The equipment offered by Komatsu-Mitsui stands out not only for its outstanding quality and performance, but also for its innovative approach to emissions reduction. The equipment we are launching in the Peruvian market are distinguished by their efficiency in fuel consumption. Regarding Cummins products, we have engines with reduced emissions that meet the most stringent EPA and Euro IV emissions standards, as well as gas engines for the automotive sector that already meet Euro VI standards, and industrial engines that meet Tier II emissions standards.

930E Truck Wheel Motor Repair Carbon Footprint Compensation

Komatsu-Mitsui seeks to manage, on behalf of our customers, the compensation of greenhouse gas (GHG) emissions from the service we provide from KRCP related to the repair of 930E truck wheel motors. This project has the following stages:

› Product carbon footprint measurement

› Carbon footprint verification

› Carbon credit booking

› Service offering

› Certificates delivery

5 tCO2eq of emissions obtained during the measurement stage.

With the certificate’s delivery, our customers will be able to compensate their Carbon Footprint. In this way, the repair service offered by Komatsu-Mitsui will be carbon compensated.

Low fuel consumption technology

Komatsu equipment marketed by the Construction division is equipped with low fuel consumption technology.

For example, in the case of the PC210-10M0 / PC210LC10M0 excavator, through improved engine management, the factory has achieved optimal coordination of variable engine speed, hydraulic pump and a viscous fan clutch, ensuring exceptional efficiency and precision.

In addition, by developing and producing the main components in its own factories, Komatsu has achieved significant technological advances, enabling us to offer prominent levels of performance and efficiency in a wide range of applications. This innovation not only reduces operating costs, but also contributes to environmental sustainability by reducing fuel consumption and emissions.

The PC210-10M0 excavator consume 20% less fuel than the PC200-8M0 version and 26% less fuel than the PC200-8.

Component reconstruction and repair

At the Komatsu Reman Center Perú (KRCP), a specialized repair center strategically developed as part of our aftersales service for the Komatsu brand, we conduct remanufacturing work in welding and recovery workshops.

These processes allow us to extend the life of the component and reduce repair costs. In addition, our Engineering area defines new reusability criteria to be applied to parts, which allows us to increase the number of remanufactured sub-component parts.

Among the main activities conducted in 2023 were metallizing, honing, balancing, boring, and recovery through welding. As a result of our efforts, there was an 11% increase in the number of remanufactured parts compared to 2022.

› FUEL CONSUMPTION

In 2023, we obtained the following economic results derived mainly from the

INNOVATION IN OUR SERVICES

KRCP 4.0

In 2023, we started our project called KRCP 4.0, which aims to increase the efficiency of our repair processes through the implementation of technology that allows us to obtain real-time data on our critical equipment. This enables us to analyze their performance and generate improvements. We have already implemented this data generation technology in our electric furnace and forklifts, which has allowed us to create optimization actions, such as reducing the use of third-party forklifts by maximizing our own equipment. This project will continue its development in 2024 and will be implemented in other equipment such as bridge cranes, lathes and boring machines.

Remote Monitoring Health (RHM)

During the year 2023, we have been able to provide a differentiating service to our customers who have a telemetry system, conducting real-time monitoring. Two customers with premium level process are Antamina and Chinalco.

The remote monitoring solution blends advanced analytics, tracking tools and expertise to facilitate rapid decision-making, identify inefficiencies and foster optimized mining processes that increase productivity. This system is an integral part of an open, interoperable ecosystem designed to integrate operational systems and technologies with assets to optimize the entire mining operation. Its key features include data-driven decision making, simplified maintenance management and a focus on productivity as a key element.

Our main challenges for 2024 are to increase the number of customers within a premium service model, including the entire EDT and auxiliary fleet.

SUPPLIER MANAGEMENT

Supplier management

Importantly, our relationship with our suppliers plays a fundamental role in our supply chain. They provide us with a wide range of goods and services, mainly related to supplies, assets and third-party services for workshops, maintenance, vehicle rental, among others. Their contribution is fundamental to maintaining the continuity and efficiency of our operations, while at the same time we are committed to maintaining high standards of sustainability throughout our supply chain.

We have a code of conduct for our suppliers:

Code of conduct for suppliers

We consider sustainability criteria in all bidding processes, addressing aspects related to good corporate governance, policies to prevent sexual harassment in the workplace, prevention of money laundering, among others.

Additionally, we conduct consultations related to safety and health during the supplier registration process. This is especially applicable to critical services such as personnel transportation or those involving displaced personnel. These consultations are conducted through the submission of documentation and the signing of a sworn declaration.

For suppliers with active contracts, we request that they sign our Internal Regulation on Safety, Occupational Health, and Environment. This process also helps us reduce the risk of engaging with informal suppliers or those who do not meet our standards in safety, environment, and corporate governance.

Supplier evaluation

We have a Supplier Evaluation and Re-evaluation procedure that applies to local suppliers of goods, services, and imports of fixed and consumable assets for internal use. This process includes stages of performance evaluation, financial evaluation, LAFT screening, as well as ESG criteria and cybersecurity.

Our evaluations are annual for A and B-rated suppliers, and once every two years for C and D13 suppliers. In 2021, we evaluated 491 suppliers. We are currently conducting the evaluation of A and B suppliers for the 2022 and 2023 management.

Labor conditions in the supply chain

In 2022 we visited 4 type A suppliers. Similarly, in 2023 we visited 7 strategic suppliers.

These visits were made to evaluate aspects such as infrastructure conditions, use of machinery, use of personal protective equipment, as well as to gather the supplier's appreciation of our commercial relationship.

13 We consider our suppliers A as strategic, B as necessary, C as operational, and D as opportunistic.

Supplier audits

We conduct audits of our strategic suppliers focused on health and safety issues.

GRI Competitive Business Program

At Komatsu-Mitsui we are committed to promoting the effective integration of our suppliers and contractors in a sustainable global value chain, through the management and dissemination of crucial aspects related to sustainability, in order to facilitate their access to highly competitive markets.

In 2023, 7 of our Small and Medium Entrepreneurs (PyMEs) suppliers participated in the Global Reporting Initiative (GRI) Competitive Business Program. This program provided them with the opportunity to be trained in preparing their first Sustainability Report according to the GRI standard, one of the most widely used sustainability standards globally. By joining this program and preparing their First Sustainability Report, our suppliers could gain the following benefits:

› Strengthen relationships with stakeholders.

› Communicate their ongoing efforts.

› Report their improvements.

› Develop a competitive advantage.

› Adopt a common language with large companies.

› Access more demanding markets.

› Attract investment.

› Enhance their reputation and build greater trust.

DIVERSITY AND INCLUSION

Diversity and inclusion are fundamental elements of our sustainability strategy. We are committed to fostering an inclusive culture through various initiatives that encourage our staff to reach their full potential. In this way, we contribute to a more equitable society where every individual feels valued and respected.

We have a Diversity and Inclusion Policy, which establishes the principles and general action guidelines for our work teams.

Diversity and Inclusion Policy

We ensure an inclusive environment by promoting equal opportunities regardless of gender, age, disability, race, religion, or sexual orientation. For Komatsu-Mitsui, diversity and inclusion are core values that are deeply embedded in our culture.

We have a Roadmap to 2026, where commitments have been established in the following areas of work:

Roadmap to 2026

GOVERNANCE

› Gender mainstreaming in the company.

RECRUITMENT AND SELECTION

› Increasing the percentage of women and retaining female talent through objective and meritocratic development programs.

PREVENTION OF WORKPLACE SEXUAL HARASSMENT

› Strengthen the sexual harassment prevention system within the company.

DIVERSITY

› Promote women's leadership, accessibility for people with disabilities, inclusion of people over 65 and equal rights for the LGBTIQ+ community.

This commitment focusses on the following dimensions:

WORK LIFE BALANCE

› To support employees in balancing their work life and caregiving responsibilities.

PREVENTION OF VIOLENCE AGAINST WOMEN

› To be a company prepared to respond to any situation affecting female employees of the company.

› GENDER APPROACH

› PEOPLE WITH DISABILITIES

› MULTICULTURALISM

› LGBTIQ+

Our commitment to diversity and inclusion is evident in our decision making in recruitment and staff welfare. For example, we consider gender metrics in recruitment, ensuring the presence of at least one woman in the pool of applicants. In addition, we participate in fairs to recruit a diverse population.

Since 2020, we have joined the Aequales community and participated in the PAR Ranking. This has allowed us to measure our commitment to closing gaps and promoting diversity. We are encouraged to see that in 2023, compared to 2021, we moved up more than seventy positions in the ranking, demonstrating the progress in our performance. The next edition of this ranking will be in 2025, for which we are committed to continue improving our performance.

In addition, during 2023, the former CEO Tomás Martínez actively participated as an ambassador in the activities He for She, promoted by the Women in Mining-WIM Peru network. We also participated in the Umalliq Warmi program of WIM Peru.

At the end of 2023, 19.1% of the payroll was composed of female employees and 26% of the leadership was held by women (leaders).

› GENDER DIVERSITY 2023 BY PROFESSIONAL CATEGORY14

women at Professional

women at Operational level

› % OF EMPLOYEES BY AGE GROUPS 2023

% under 30 years old

% between 30 and 50 years old

% over 50 years old

14 Regarding our job categories, we consider within the Management level Directors or heads of Business Units (BU) who report directly to the Executive Vice President, Chief Financial Officer, General Manager, and Executive President. Within the Supervisory level, we include our mana gers, who are leaders not included in the first segmentation. At the Professional level, we consider qualified professionals (Senior Contributors and Individual Contributors) and specialist technicians (Specialist Technicians, Senior Technicians, Technicians Category 1). Finally, at the Opera tional level, we include operational and administrative technicians, such as Technicians Categories 2, 3, and 4, as well as Junior Contributors and Operational staff.

15 The % of employees with disabilities out of the total headcount in 0.1%. Considering only administrative personnel, the % of PCD is 0.2%.

In 2023, we had 2 employees with disabilities15 Due to safety reasons, we cannot include employees with disabilities (PWD) in technical or operational positions.

Diversity and Inclusion Committee

We have a Diversity and Inclusion Committee that meets every two months, with the sponsor being our Executive President. The team is composed of both men and women from various positions and all areas of the company. In each session, progress commitments are defined and

Diversity and Inclusion Committee

1. Julio Molina. KMMP CEO (involved since November in the Diversity and Inclusion Committee as Vice President of Komatsu and since December joined the committee in his new position as CEO.

2. Tomás Martínez. Chairman of the Board KMMP (until November 2023 as KMMP CEO).

3. Mirtha Rodríguez. Corporate Director of HSSEQ and Sustainability.

4. Juan Vistoso. Director of Operations and Services.

5. Erick Ruiz. General Manager DCP.

6. Carolina Shimabukuro. Manager of Administration and Commercial Support.

7. Mauricio Aranda. Director of KRCP.

8. Manuel Alameda. Director of Human Resources.

9. Gisella Manrique. Senior Manager of Internal Audit.

10. Enrico Guerrini. Senior Manager of Sales and Branches.

11. Fiorella Ramo. Talent Specialist.

12. Andrea Neyra. Deputy Manager of Communications and Corporate Affairs.

13. Cinthia Roncal. Head of Purchasing.

14. Brenda Blácido. Sustainability Coordinator.

15. Diana León. Director of Aftermarket Parts and Filters at Cummins.

16. Blanca Mondragón. Regional Manager Cummins.

17. Yenifer Cruz. Support Services Supervisor - BU Operations and Services (member until September 2023).

›

Maternity and paternity leave

At Komatsu-Mitsui, we believe it is important to support our employees during the most significant moments of their lives. We recognize the importance of supporting parents who have recently welcomed new family members. Therefore, in 2023, we granted 107 maternity and paternity leaves.

CEO for 1 day

This program, which began in 2020, was initially aimed at female employees who are not yet in leadership positions but show enormous grownth potential. For the first time, in 2023 it was aimed at both men and women, with one winner for each.

Through a selection process involving leaders from different teams and the Diversity and Inclusion Committee, participants in the mentorship program are chosen. These participants receive mentorship from the Executive President and engage in their activities for six months, acting as if they were responsible for the company’s most important decisions.

The best thing I have enjoyed during this year of being CEO for 1 day is to have accompanied Tomás in his meetings, to have participated in various committees, and learned from him and our other leaders about how they manage and make decisions. One skill I have developed through this program is self-awareness, an important skill in leadership. It now allows me to understand why I take certain actions and how to better manage my emotions.

Tomás is a great mentor; he has been able to see skills in me that I couldn’t see myself. Recently, I have taken on the role of supervisor, and the mentorship has come at the perfect time. It has truly helped me both theoretically and practically. I was able to apply what I learned directly to my work. This mentorship has been an invaluable gift.

Stephanie Apaza, CEO for 1 day, 3rd edition

Jhony Chumpitaz, CEO for 1 day, 3rd edition

Warmi Talent,inspiring strength

Through this program, we seek to promote the inclusion of women in work roles within operational areas, focusing particularly on the assembly of trucks. In 2023, a total of 19 female technicians benefited from the program by receiving both theoretical and practical training within the mine. Of this group, there were 11 who actively participated in the assembly of the first 980E-5SE truck, a significant achievement as it

was assembled exclusively by female personnel. The remaining 8 female employees benefited from theoretical and practical training at the mine.

It is worth mentioning that we are in the top 5 of the MVV Global Awards 2023 of Mitsui & Co. with the initiative First Komatsu 980E-5SE truck assembled only by women in the world.

I would like those women throughout the entire world, not only in Peru, feel the safety, the protection, the feeling of being valued at Komatsu – Mitsui through this project that we have had with the assembly of this first truck.

Employee Resource Group: Women Empowerment Network (WEN)

The Women Empowerment Network (WEN) was launched at the company starting in 2019 with DCP employees.

In August 2023, the WEN Corporativo (Corporate WEN) was launched, in partnership with Komatsu-Mitsui, with the aim of joining forces and continuing to promote gender equality and its impact on the company's employees. At this stage, a total of 10 Komatsu-Mitsui employees joined, and joint leadership was taken on by Carlos Ceballos, Director of Mining Equipment and Parts Sales, and Blanca Mondragón, Cummins Regional Manager.

By the year 2023, the WEN consisted of 68 members, equally composed of 50% women and 50% men. The initiatives were developed to narrow the gender inequality gaps and contribute to the organization's maximum through its four pillars: Development, Attraction, Retention and Communication. Activities included the celebration of Women's Day (aimed at DCP), several webinars on work-life balance, as well as the visibility of markets within the company. Additionally, the company organized a discussion in commemoration of November 25 and gave a soft-skills workshop in partnership with Neurona Reina.

Claritza Carrillo. Warmi Talent, inspiring strength

Prevention of Sexual Harassment in the Workplace

At Komatsu-Mitsui and Distribuidora Cummins we are deeply committed to providing a safe and respectful work environment for all our employees.

In order to prevent and address workplace sexual harassment, we have implemented a specific protocol that focuses on the following areas:

Prevention, Attention and Punishment of Sexual Harassment in the Workplace Policy

In 2023, a total of 6 reports were received, all of which were sanctioned, as our company has zero tolerance for sexual harassment in the workplace. At Komatsu-Mitsui and Distribuidora Cummins, we not only comply with regulations, but we also strive to create an inclusive organizational culture free of sexual harassment.

REGULATIONS PROCEDURES

› We strictly comply with the regulations that establish the investigation procedure for cases of workplace sexual harassment and sexist behavior.

› Our protocol is carefully designed to prevent, address and correct any situation that could be considered sexual harassment.

INTERVENTION COMMITTEE

› We have established the Sexual Workplace Harassment Intervention Committee at Komatsu-Mitsui and Cummins Distribution.

› This committee reviews reports received through the Ethics Line or other channels and takes appropriate measures to ensure the safety of those affected

› Provide support to the victims and witnesses of the investigation.

TRAINING AND AWARENESS-RAISING

› We conduct periodic trainings for our employees to raise awareness about sexual harassment and promote an environment of respect.

› The 5-minute talks, twice a month, are held in areas identified as at-risk.

› Every two years, we provide face-to-face or virtual training to all the company's employees to reinforce the concepts.

MEMORIAL OF “27F”

› At the national level, we commemorate the “27F, Day of the fight against sexual harassment at work” through dynamics and activities that address gender issues.

› We seek to raise awareness among all employees and to promote equality and respect.

Environmental pillar 06 SECTION �

ENVIRONMENTAL MANAGEMENT

Commitment to the environment

[GRI 3-3]

Our company focuses on preventing adverse impacts on the environment and promoting the adoption of our environmental standards by our suppliers and throughout our value chain.

We have a Sustainability Policy and a Quality, Safety, Occupational Health and Environment Policy in which we express our commitments to the environment and which are communicated to our internal and external stakeholders.

In addition, we have a procedure for developing sustainable infrastructure, considering guidelines for energy efficiency, water efficiency and the use of materials with reusable and recyclable potential and with less environmental impact.

We set out a roadmap to the year 2030, detailing our environmental commitments. Our main objectives for 2030 include:

Roadmap to 2030

TO ENSURE 100% COMPLIANCE WITH ENVIRONMENTAL REGULATIONS.

TO BUILD NEW FACILITIES THAT ARE 100% ENVIRONMENTALLY FRIENDLY.

TO REDUCE OUR NATIONAL CARBON FOOTPRINT BY 30%.

TO ACHIEVE A CARBON NEUTRAL BY THE YEAR 2030 AT OUR MAIN FACILITY LOCATED IN CALLAO.

TO REDUCE WATER CONSUMPTION BY 30% AT OUR HEADQUARTERS IN CALLAO.

ZERO DISPOSAL OF NON-HAZARDOUS WASTE LANDFILLS.

Regulatory compliance

We have not had any administrative or sanctioning proceedings or fines against our environmental management.

ZERO

environmental complaints in the last 3 years.

Recognition from the customer AngloAmerican Quellaveco to Distribuidora Cummins Peru for demonstrating correct environmental performance within the activities of UM Quellaveco.

Customer Antapaccay recognizes KomatsuMitsui with 3rd place in the “Antapaccay Limpio” environmental campaign”

Antapaccay recognized Komatsu-Mitsui for winning third place in the “Antapaccay Limpio” environmental campaign. The objective of this campaign was to raise awareness among employees about environmental protection, encouraging them to actively participate in the activities proposed by the client. As part of these actions, used air filters from Komatsu trucks were reused as flowerpots, thus improving the surroundings of the Komatsu-Mitsui offices in Antapaccay. These planters were planted with daisy flowers, a species resistant to the harsh climate at the mine. In addition, Komatsu-Mitsui's HSE supervisors were featured in the client's magazine for encouraging environmental improvements in their areas.

Emissions management

As for our carbon footprint assessment, we conducted two independent studies: one focused on our Callao headquarters and the other covering our nationwide carbon footprint, both with the support of expert consultants.

The following graph refers exclusively to our headquarters in Callao. In 2022, 3,626 tCO2eq of emissions were obtained. Data for 2023 are in the process of being reviewed and verified for reporting.

The following graph shows the measurement of the national footprint in 2022. Data for 2023 is in the process of being reviewed and verified for reporting.

› EMISSIONS 2022 AT THE NATIONAL LEVEL, BY SCOPE

› COMPARISON OF TOTAL EMISSIONS NATIONAL HEADQUARTERS 2021 - 2022

› EMISSIONS CONTRIBUTION 2022 METHOD LOCATION AT NATIONAL LEVEL, BY SCOPE

GOOD PRACTICE KOMATSU-MITSUI

Carbon footprint reduction initiatives and targets

On our path to the year 2030, we have set the following targets for the reduction of our emissions and carbon footprint:

› To reduce the national carbon footprint by 30% (based on the year 2020).

› Achieve carbon neutrality by 2030 at our main plant located in Callao.

4th Star of Peru Carbon Footprint Program

Based on the measurements conducted specifically at our Callao headquarters, the Ministry of the Environment (MINAM) awarded us the 4th Star of Peru Carbon Footprint Program in 2023 for the reduction of greenhouse gases for two consecutive years.

Energy management

At Komatsu-Mitsui, we are committed to leading the way toward a more sustainable and responsible future. In our continuous pursuit of operational and environmental excellence, energy management is at the heart of our strategy.

5'599,429.25 kWh of non-renewable energy consumed in 2023.

At the same time, demonstrating an important drive towards more sustainable energy sources, we recorded a renewable energy consumption of 43,950.05 kWh.

Installation of solar panels at our Pucusana headquarters

At Komatsu-Mitsui, we have implemented significant improvements at our Pucusana site, including the installation of solar panels. These solar panels are not only helping to reduce our environmental footprint by harnessing renewable energy sources but are also improving our energy efficiency. These improvements are beneficial to our environment, and also allow us to move towards greater sustainability in our business practices.

S/ 16,092 of savings generated in 2023 by solar panels in Pucusana.

1+1 Compensar para Conservar (1+1 Compensate to Conserve Program)

We are part of Latam Airlines' 1+1 Compensar para Conservar Program, making us the first company in the entire South American operation to offset our CO2 emissions through the Nii Kaniti Community Forest Management project. This project, led by Indigenous communities in the Peruvian Amazon, covers seven communities of the Shipibo-Conibo and Cacataibo ethnic groups, located near the Ucayali River, and manages an area of 119,837 hectares of tropical rainforest.

Between 2022 and 2023, we have offset a total of

1,457.48 tCO2eq emissions issued by our corporate flights.

621.20 tCO2eq

offset in 2023, generating a significant environmental impact equivalent to the growth of 10,000 tree seedlings over a 10-year period.

LED luminaries in Callao

Headquarter

By 2023, our main headquarters in Callao will have completed the installation of 100% LED lighting in operational and administrative areas. This initiative is reinforced by additional measures, such as encouraging the disconnection of equipment and devices when not in use, temperature control in heating and air conditioning systems, and raising awareness among the people around us.

Water management

[GRI 303-1] [GRI 303-5]

At Komatsu-Mitsui, we strive to lead the way toward a sustainable future, where responsible water management plays a key role. We recognize that water is an essential resource not only for our operations, but also for the communities in which we work.

During 2023 our direct water consumption at the Callao headquarters was 32,150.86 m3.

We strive to lead the way toward a sustainable future.

› TOTAL WATER CONSUMED IN THE LAST 3 YEARS, BY LOCATION

Of the total water consumed, the amount of water reused (WWTP + Recirculation System) was 2,349 m3.

Our water supply comes from the public network. At our plant located in Pucusana, the supply is through a Service Provider Company and we have installed two Wastewater Treatment Plants (WWTP), both built between 2018 and 2019. The water treated in this plant is intended for three purposes: domestic use in toilets for collaborators and collaborators, industrial use for washing components and equipment, and irrigation of green areas. In addition, treated effluents are recirculated to the washing area.

At the Callao plant, wastewater from the washing areas is separated in retention ponds, while domestic wastewater is connected to the sewage system.

We perform quality analyses of our non-domestic wastewater to ensure compliance with the Maximum Allowable Values (MAV) regulation prior to discharge into the sewer system.

At Komatsu-Mitsui, we strive to lead the way towards a sustainable future, where responsible water management plays a key role.

Waste management

We have special containers and classify waste according to its type and capacity to be recovered. Solid waste is delivered to waste management companies accredited by the Ministry of the Environment (MINAM), which transports it to authorized sanitary or safety landfills, issuing the corresponding certificates.

About this report

[GRI 2-1] [GRI 2-2] [GRI 2-3] [GRI 2-14]

Komatsu-Mitsui Maquinarias Perú S.A. (Komatsu-Mitsui) is a company headquartered in Peru and operates nationwide. It has a subsidiary company Distribuidora Cummins Perú S.A.C. (DCP), with the same headquarters and geographical scope.

This sustainability report reports on the management of Komatsu-Mitsui. Komatsu-Mitsui, also referred to as “the company,” includes in its scope its subsidiary DCP, unless otherwise expressly stated. This also applies to reporting, which will be consolidated. In addition, reference

will be made to some initiatives promoted by its shareholders (Komatsu Ltd., Mitsui & Co., Cummins Inc.), as well as the brands that the company represents (mainly Komatsu and Cummins).

Komatsu-Mitsui's Sustainability Report 2023 has been prepared with reference to the GRI standards for the period from January 1, 2023, to December 31, 2023 , except where reference is made to the management of other years.

This is Komatsu-Mitsui's second sustainability report, and it was published in August 2024. This document and its materiality have been reviewed by Komatsu-Mitsui's top management. The company is committed to continuing the reporting practice on an annual basis.

If you have any questions about the information contained in this document, please contact the following e-mail address:

mirtha.rodriguez@kmmp.com.pe

Material issues and impacts

› ECONOMIC AND GOVERNANCE DIMENSION

Ethical management, compliance and corporate governance

Innovation and adoption of modern technologies

Manage, establish and reinforce the Corporate Policies, as well as the Anti-Money Laundering and Anti-Terrorism Financing Prevention System, and the Corporate Compliance System, adopting guidelines, processes and principles that guide the governing bodies for decision-making, ensuring that the company is managed in a transparently with adequate accountability, also considering the interests of its shareholders. Ensure attention to and thorough investigation of ethical reports, guaranteeing the adoption of timely disciplinary sanctions, as well as action plans that reinforce the creation and strengthening of internal controls in order to promote an increasingly robust ethical culture.

Promote the adoption of modern technologies that will help us transform business processes by researching and implementing innovative measures in operations and service, considering our own needs and those of our customers. In this way, we will remain at the forefront of technology, remain competitive and develop strategies to expand our customer base.

(+) Stakeholder confidence due to transparency in the information provided.

(-) Loss of customers due to non-integral conduct.

(-) Affection to the continuity of the business in the face of legal sanctions.

Supply chain management and product quality

Manage risks and opportunities related to the supply chain, through training mechanisms, transfer of internal standards, compliance control, product quality and implementation of international ESG standards throughout the value chain of our employees.

(+) Inclusion of modern technologies that generate less impact on the environment.

(-) Loss of customers for not investing in research and development of products and services.

(+) Increased contribution to the local economy by approving local suppliers.

(-) High rate of non-compliance with agreed deadlines for delivery of machinery and spare parts, which affects customer confidence.

Business continuity, risk and crisis management

Plan business management with a long-term view of the business and foster the resilience of operations by considering the energy transition, contextual risks and disruptive events. This is accompanied by identification and mitigation of key business risks for decision making, including emerging risks, as well as potential crises of the business context, and proactive developing control mechanisms.

(+) Increased guarantee of labor benefits and continuity of work for employees.

(+) Decarbonization of operations.

(-) Affecting business continuity in the event of social upheaval.

Protection of human rights

Promote respect and consideration for human rights in our business operations and ensure stability in our business by identifying, evaluating, preventing and providing an effective human rights system throughout our value chain and stakeholders.

Employee health and safety

Promote a culture of prevention, health protection and comprehensive safety for all personnel, including contractors and third parties involved in business activities. In addition, we seek to reduce the occurrence of occupational accidents in order to comply with international health and safety standards.

Diversity and inclusion Foster a fair work environment by ensuring gender and nationality diversity in our workplaces, equal pay and growth opportunities, where all team members feel safe, valued and encouraged to express their opinions

Employee engagement and talent management

To manage our human resources with integrity and develop programs to improve the skills of our employees and provide opportunities for growth within the organization. In addition, deploy benefit and talent retention plans and programs.

Commitment to the community

Promote and support initiatives and programs that generate positive impacts in the communities where we operate, particularly in education, health, and the environment. Additionally, strengthen the dynamism and growth of the local economy.

(+) Transfer of human rights compliance standards to third-party companies to improve their management of employees and society.

(-) Possible human rights violations of society and employees by third-party security forces.

(+) Creation of a prevention culture among employees and contractors to reduce the percentage of accidents and incidents.

(-) Increase in serious accidents among employees.

(+) Increase in the feeling of inclusion and appreciation among employees, which boosts their motivation and efficiency.

(-) Damage to the company's reputation by being perceived as one that does not guarantee diversity and equal opportunities.

(+) High employee motivation due to the recognition provided by the company, generating a sense of belonging and satisfaction among employees.

(-) Increase in turnover due to lack of employee growth opportunities.

(+) Improvement in the quality of life of populations within the area of influence as a result of the programs promoted by the company.

(-) Potential social conflicts due to failure to meet commitments, whether directly or indirectly (customers we work with). › SOCIAL DIMENSION

› ENVIRONMENTAL DIMENSION

Comprehensive management in response to and mitigation of climate change

Implement strategies for reduction, mitigation, and adaptation to climate change in the management of the environmental components we interact with, ranging from solid waste reduction and circular economy to proper water management and the pursuit of product decarbonization. Additionally, identify climate-related risks and opportunities by analyzing possible scenarios and natural disasters that could affect the viability of the business. Furthermore, implement operational strategies to reduce energy consumption, decrease water usage, and integrate more eco-friendly inputs to help minimize negative environmental impacts.

(+) Introduction of hybrid and electric machines that help prevent environmental pollution.

(+) Reduction of fuel and energy consumption in operations through the implementation of eco-efficiency projects, contributing to environmental quality.

GRI

Content Index

General Contents

GRI 2: 1. The organization and its reporting practices

2-1 Organizational details

2-2 Entities included in sustainability reporting

2-3 Reporting period, frequency and point of contact

2-4 Updating information

2-5 External verification

GRI 2: 2. Activities and employees

2-6 Activities, value chain and other business relationships

2-7 Employees

2-8 Non-employee workers

About us

About this report

About us About this report

About this report

External verification procedure has not been performed.

Our value proposition

Our team

Not applicable. The organization does not have workers who are not employees. GRI 2: 3. Governance 2-9 Governance structure and composition Corporate governance

2-10 Appointment and selection of the highest governance body Corporate governance

2-11 Chairman of the highest governance body Corporate governance

2-12 Highest governance body's role in overseeing impact management Corporate governance

2-13 Delegation of responsibility for impact management Corporate governance

GRI 2: 4. Strategy, policies, and practices

2-14 Highest governance body's role in sustainability reporting About this report

2-15 Conflicts of Interest

2-16 Communication of critical concerns

2-17 Collective wisdom of the highest governance body

2-18 Evaluation of highest governance body performance

2-19 Remuneration policies

2-20 Process for determining compensation

2-21 Annual Total Compensation Ratio

2-22 Sustainable Development Strategy Statement

2-23 Commitments and policies

2-24 Incorporation of commitments and policies

2-25 Processes for remediating negative impacts

2-26 Mechanisms for seeking advice and raising concerns

2-27 Compliance with laws and regulations

2-28 Membership in associations

Corporate governance

Executive Committee

Compliance culture

Confidentiality restrictions

Confidentiality restrictions

Confidentiality restrictions

Confidentiality restrictions

CEO's message

Sustainability: our way of operating

Sustainability committee

Materiality analysis

Material issues and impacts

Commitment to ethical conduct

No significant non-compliance with laws and regulations occurred during the reporting period.

Alliances for sustainability

GRI 2: 5. Stakeholder engagements 2-29 Approach to stakeholder engagement

2-30 Collective bargaining agreements

Material issues

GRI 3: Material issues 2021

3-1: Process for determining material issues

3-2: List of material issues

Ethical management, compliance, and corporate governance

GRI 3: Material issues 2021

GRI 205: Anti-corruption 2016

3-3 Management of material issues

205-1 Operations assessed for risks related to corruption

205-2 Communication and training on anti-corruption policies and procedures

205-3 Confirmed corruption cases and actions taken

Innovation and adoption of modern technologies

Stakeholder relations

Collective bargaining agreements

Materiality analysis

Materiality analysis

Signature ethical conduct Human Rights

Compliance governance

Compliance culture

Compliance culture

GRI 3: Material issues 2021 3-3 Management of material issues Our customers

Supply chain management and product quality

GRI 3: Material issues 2021

GRI 204: Sourcing Practices 2016

3-3 Management of material issues

204-1 Proportion of spending on local suppliers

Supplier management

Supplier management

GRI 308: Supplier Environmental Assessment 2016

308-2 Negative environmental impacts in the supply chain and actions taken Supplier management

GRI 414: Social assessment of suppliers 2016 414-2 Negative social impacts in the supply chain and actions taken Supplier management

Business continuity, risk, and crisis management

GRI 3: Material issues 2021

GRI 201: Economic Performance 2016

Human Rights Protection

3-3 Management of material issues Risk management and Crisis management

201-1 Direct economic value generated and distributed Our results for the year

GRI 3: Material issues 2021 3-3 Management of material issues Human Rights

GRI 406: Nondiscrimination 2016 406-1 Cases of discrimination and corrective actions taken Human Rights

GRI 407: Freedom of Association and collective bargaining 2016

GRI 408: Child labor 2016

GRI 409: Forced or Compulsory Labor 2016

407-1 Freedom of association and collective bargaining Human Rights

408-1 Operations and suppliers with significant risk for incidents of child labor Human Rights

409-1 Operations and suppliers with significant risk of significant risk of cases of forced or compulsory labor Human Rights

GRI 410: Security Practices 2016 410-1 Security personnel trained in human rights policies or procedures Human Rights

Employee health and safety

GRI 3: Material issues 2021 3-3 Management of material issues

GRI 403: Occupational Health and Safety 2018

Occupational safety and health

403-1 Occupational safety and health management system Occupational safety and health

403-2 Hazard identification, risk assessment and incident investigation

403-3 Occupational health services

403-4 Worker participation, consultation and communication on occupational health and safety

Hazard identification

Occupational health

Hazard identification

405-5 Worker training on occupational health and safety Trainings

403-6 Promotion of workers' health

403-7 Prevention and mitigation of occupational health and safety impacts directly related to business relationships

Occupational health

Hazard identification

403-8 Coverage of occupational health and safety management system Occupational safety and health

403-9 403-9 Occupational injuries Occupational health and safety Occupational safety and health

403-10 Occupational diseases and illnesses

Occupational safety and health

Diversity and Inclusion

GRI 3: Material issues 2021 3-3 Management of material issues

and Inclusion

GRI 405: Diversity and Equal Opportunity 2016 405-1 Diversity of governance bodies and employees Diversity and Inclusion Diversity and Inclusion

GRI 401: Employment 2018 401-3 Parental leave Diversity and Inclusion

Employee engagement and talent management

GRI

GRI 401: Employment 2016 401-1 New employee hires and employee turnover

401-2 Benefits provided to full-time employees that are not provided to part-time or temporary employees Well-being

GRI 404: Training and Education 2016 404-1 Average hours of training per year per employee

404-2 Programs to develop employee competencies and transition assistance programs

404-3 Percentage of employees receiving regular performance and career development reviews

Internal development and growth

Internal development and growth

Performance evaluation

Community Engagement

GRI 3: Material issues 2021 3-3 Management of material issues We contribute to the development of the society

GRI 413: Local communities 2016

413-1 Operations with local community engagement, impact assessments, and development programso

413-2 Operations with significant negative impacts - actual or potentialon local communities

GRI 203: Indirect economic impacts 2016

203-1 Infrastructure investments and services supported

Integrated management in response to and mitigation of climate change

GRI 3: Material issues 2021

GRI 303: Water and Effluents 2018

GRI 305: Emissions 2016

3-3 Management of material issues

We contribute to the development of the society

We contribute to the development of the society

We contribute to the development of the society

Commitment to the environment

303-1 Interaction with water as a shared resource Water management Water management

303-5 Water consumption Water management

305-1 Direct GHG emissions (Scope 1)

305-2 Indirect GHG emissions from energy generation (Scope 2)

305-3 Other indirect GHG emissions (Scope 3)

305-5 Reduction of GHG emissions

GRI 306: Waste 2020

Emissions Management

Emissions Management

Emissions Management

Emissions Management

306-3 Waste generated Waste management

306-4 Waste not destined for disposal

management

306-5 Waste destined for disposal Waste management

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