What is the main challenge for the company this year?

The first challenge we have is the integration with KMC. Although we are in the same field and are Komatsu distributors, uniting and bringing together two companies represents a challenge, because there are different cultures, but also several positive points, KMC brings very talented people. We hope to be integrated in the second semester as a single legal entity. This integration occurs due to the same clients, who had the expectation of having a single distributor for the entire Komatsu product portfolio in the country.

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What points will be enhanced with this integration?

That is the second challenge, consolidating the operation. This gives us very important growth in the south. We have a national presence, but in mining, our main workshops are in Callao, with that we serve our clients in the north and south. But KMC interacts mainly with the south, that gives us another pole (to take advantage of), very important for the development of mining in that area of ​​the country. Therefore, we are doubling KMMP’s infrastructure to serve mining.

“At the end of the year there was a push (under construction) to prepare the State for the El Niño Phenomenon.”

How much was your turnover at the end of 2023?

It was a little better than expected. We closed US$634 million in sales as KMMP. It was not only a growth due to mining, but construction was also important. At the end of the year there was a push for the preparation of the State in general for the El Niño Phenomenon, purchases came under the emergency law that were quite positive, in terms of supporting the country in preparation.

After that figure, what is projected for this year?

The expectation is to exceed US$700 million in KMMP, but now we add KMC as an integrated company. The overall expectations are to exceed US$900 million. That means growth above 10%.

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Does this include construction?

These particular purchases for construction by the State were outstanding and, sincerely, we hope that this does not happen again this year, because we do not want there to be disasters. We want to grow with organic sales.

Taking that out of the way, we also expect our construction market to grow next year.

KMMP will also have to balance the production of products in Callao with its workshops in the south, he adds. (Photo: Alessandro Currarino/El Comercio).


Last year, the sale of 20 trucks to Antamina was achieved with a potential purchase of up to 100 units. Are there similar orders for this year?

Surely there are no orders the size of Antamina on the market at the moment, but we are talking to several clients, some of them have to renew their fleet. They are going to be more purchases spread over the next two and three years. In general, they all work in a range of two to eight or nine units.

Is there an expectation to introduce autonomous trucks to the market?

It is easier to include autonomy in a ‘greenfield’ project, but we don’t have them, so it is going to be more complex. Customers are evaluating how they make autonomous pilots. It is a great challenge that we are working with clients, but we have to be patient. They are not easy projects, they are not going to be decided overnight.

“We believe we will be a $1 billion company in the next three years.”

Is it expected, then, to calmly implement Komatsu’s agreement with Toyota to have an autonomous system in light vehicles?

It is to be able to provide the auxiliary equipment that is in the mine with the standard equipment from the factory. Before you had trucks that were from the mine and you had to put special systems on them and train people. Now you are going to buy an autonomous project and you will have the option to tell Toyota to bring the truck ready with autonomous systems from the factory. That van will still be driven by people, but it will come equipped to work in an autonomous environment. That is one of the ways of working with other providers to generate an autonomous ecosystem. The other super important (challenge) is that in the end everything will be united: autonomy, trolley and truck electrification.

Last year they started with a branch in Tarapoto. Are there results already?

The Amazon area has a tax exception. We are present there, but without the tax exception. At the request of the clients, we did an analysis and decided to participate in that market, set up a company and separate a subsidiary, and make it independent of us. We hope that it will bring us a couple of additional points in the general market share of Peru for Komatsu, but the branch is just starting out, its biggest challenge is to consolidate itself in the market. The Amazon area is very important, where certain models have greater sales, for example the 20-ton excavator.

Regarding investments, how are the works going on your facilities in Callao for US$22 million?

Most of Callao’s investments are finishing, I think we are going to complete them in the first quarter. This year’s investment levels are similar, we bought La Joya (KMC service center and workshop located in Arequipa), but we have to do some expansion in the warehouse. An important part of our investments is our rental fleet, close to 300 units of construction equipment. We certainly hope to grow 6%-7% in that fleet. We are also planning not just one year, because now we add KMC. We are making a three-year strategy plan. We believe we will be a US$1 billion company in the next three years.

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