Respect for Employees · Enhancement of welfare benefit services Support for parenting/nursing care Support for life after retirement (DC pension) Promotion System Respect for Employees
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ForIsuzutobeacompanythatisperpetuallygrowing,wehaveestablishedourpolicyforactivitiesas“torespectthehumanrightsanddiversityofouremployees,andtoputinplaceanenvironmentwheretheycanshowtheirskillstothefullaswellasworksafelyandcomfortablysothatIsuzuandouremployeescangrowtogether,”andundertakevariousinitiativesbasedonthispolicy
HR MeasuresTorespondfrombothaspectsoftheexternalenvironment—suchasashrinkingandagingpopulation,reductionintheworkingpopulation,andtheimplementationoflawsrelatedtoworkstylereform–andtheinternalenvi-ronmentwhichseesthefurtherutilizationofdiversehumanresources–includingtheoldergeneration,women,andthedisabled–asanissue,Isuzuwillcontinuetoworkonthefollowingissuesfromtheperspectiveofimprov-ingboththeindividualemployeeandtheorganizationasawhole.
Basic Ideas
Issues for continuation/ strengthening of initiatives Response to new issues
Individual improvement
“New HR treatment system”・Entrenchmentofimple-mentationofevaluation/development/careerplans,etc.(talentdevelopment/deploymentcycle)
Further invigoration of existing workforce・Implementationofmea-suresappropriatetotargetlevelinresponsetocurrentandfuturetalentshortage
Improvement of organiza-tional strengths
Optimal allocation of resources・Matchingofcareerplansandtalentneeds
Mid-career recruitment・Securingofstrategictalentsaccordingtonewprod-ucts/businessareas
Workplace transformation through workstyle reform・Strengtheningofmanage-mentskills/improvementinproductivity
・Introductionofvariousmechanismstomakeiteasiertowork
Promoting diversity in talents・Respondingtoglobaltalents/women/thedisabled
Workstyle ReformIsuzuundertakesworkstylereformthroughthefollowingmeasuresbasedonthepillarsofemployeemotivationandeaseofworking.
Isuzu-onlyWithregardtoinitiativesofHRmeasures,inadditiontocasesrelatedtoHRmeasuresbeingreportedattheManagementMeetingastheyoccur,Admin-istrationDivisionMeetingsareheldregularlytoshareinitiativesandtheirprogressbetweendivisions.AdministrationDivisionMeetingsareattendedbytwoofficers–theAdministrationDivisionExecutiveandActingDivisionExecutive–aswellasexecutivesfromthedivisionanddepartmentmanag-ersoftheGeneralAffairs&HRDepartment,TrainingDepartment,LaborDepartment,andLegalDepartment.Inaddition,theWorkstyleReformPromotionMeetingisheldregularly
withtheAdministrationDivisionExecutiveasitschairpersonandattendedbyexecutivesofthevariousdivisions.
Employee motivation
Measures for improving individuals・NewHRtreatmentsystem・Measurestoinvigorateexistingworkforce
Ease of working
Flexibil-ity
Studying into the introduction of diverse forms of working・Teleworksystem・Non-coreflextime,etc.
Peace of mind
Enhancement of welfare benefit servicesSupport for parenting/nursing careSupport for life after retirement (DC pension)
Promotion System
Respect for Employees
Management Approaches
Industrial health and safety
Utilization of Diverse Human Resources
Personnel Development
Improving Employee Satisfaction
Labor-management Relations
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ISUZU MOTORS LIMITED CSR REPORT 2019Copyright (C) ISUZU MOTORS LIMITED51
AHealthandSafetyCommitteemeetingisheldonceamonthatalloper-ationsites,todiscussmattersconcerningouremployeessuchasindus-trialsafety,roadsafety,healthmanagement,andworkplaceenvironment
System
Plant Health and Safety Management System (Organization)
Plant Executive General Health and Safety Manager
Deputy General Health and Safety Manager
Specialized Health and Safety Managers
Safety Managers
Industrial Physicians
Health Managers
Sanitary Engineering Health Managers
General Manager
Manager / GL
LM
TL Employees Monthly safety meetings, morning assemblies, etc.
Personnel designatedby Plant Executive
Department Health and Safety Representative (Manager/GL/SE)
Health and Safety ManagementManager in Charge
Labor AssociationBranch Operations Department
〈Meeting Structure〉 Plant Health and Safety Committee Chair: General Health and Safety Manager Committee Members: Specialized Health and Safety Managers, Safety Managers, Industrial Physicians, Health Managers, Labor Association Branch Operations Department, Branch Health and Safety Committee Members
〈Meeting Structure〉 Department Health and Safety Committee Chair : General Manager Committee Members: Department Health and Safety Representatives, Managers, LMs, TLs, etc.
IsuzuundertakesavarietyofinitiativestoimplementactivitiesbasedonthepillarsoftheThreeSafetyPrinciples,Isuzu’sFiveSafetyBehaviors,andTenProhibitedItemswhereeachandeveryemployeecanreverttoIsuzu’ssafetyprinciplesandactinwaysthatprioritizetheensuringofsafety.
Basic Ideas
improvement.Wepreparethroughanannualactivitytoreviewthehealthandsafetymanagementplanforthefollowingfiscalyear,andallemploy-eesarenotifiedofthisthroughoursystem.
Three Safety Principles▶Orderandneatness▶Inspectionsandmaintenance
▶Standardoperations
Isuzu’s Five Safety Behaviors▶Presstheredbuttonthemomentyounoticesomethingwrong
▶Workasateambygivingsignalstoeachother
▶Followprocedurescarefullywhensettingup
▶Pauseandcheckbeforetouchinganything
▶Startworkwithaninspectionandfinishworkwithmaintenance
Ten Prohibited Items1. Donottouchworkingmachineryandrotatingobjects.2. Donotremovefittedcovers,hoods,railsorsafetydevices.3. Donotclimbontoorstepoverconveyerbelts,pits,orpallets.4. Donotusegloveswhenoperatingadrillorrotarycutter.5. Donothandlesteelsheetsorchipswithbarehands.6. Donotmakedecisionsatworkwithoutconsultingothers.7. DonotrushupORdownstairs.Donotputyourhandsinyourpockets.Do
notrun.8. Donotsmokewhilewalking.Onlysmokeindesignatedareas.9. Donotwalkunderneathobjectssuspendedfromcranes.10.Donotrusharoundcornersorthroughdoors.
Isuzu Health and Safety PhilosophySafetyisrealizedthroughthecooperationofeveryemployee.1.Keeptheworkplacecleanandtidy2.Anticipateandpreventaccidents3.BeproactiveinmaintaininggoodhealthRespect for
Employees
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Industrial health and safety
Utilization of Diverse Human Resources
Personnel Development
Management Approaches
Improving Employee Satisfaction
Labor-management Relations
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Underactivitiesforthepreventionofoccupationalaccidents,initiativesareunder-takentofurtherheightenawarenessofsupervisorsandemployeesrespectively.Supervisorsreaffirmthatensuringoccupationalhealthandsafetyisthe
foundationofmanagement,andtaketheleadtoimplementhealthandsafetyactivitiesastheirownworkresponsibilities.
Eachandeveryemployeecomplieswithbasicsafetyrulesandactions,andpracticessafetyactivities.
Inaddition,thecontentsoftheSafetyandHealthBooklet—whichhasbeendistributedsofartothedepartments—hasbeenrevised,andmadeintoadatabasetomakeiteasiertoread.
FY2018 Initiatives for Occupational Health and Safety Activities
▶“Neverdo,allow,ormissunsafeacts”▶Strivetodevelopawarenessaboutoccupationalhealthandsafetybybuildingagoodsafetycultureattheworkplacewithhonestcon-versationswhereanythingcanbesaid(strengthencommunicationaddedwithdiversity)
▶“Alwaysfollowrulesanddecisions”forthesakeoffamilyaswellascolleaguesworkingatthesameworkplace
▶Eachandeveryemployeefullyincorporatessafetyactivitiesinhisorherwork,andcarrythemoutseriouslyandproperly
▶Allcolleaguesworktogetherasonetobuildasafeworkplacebasedonastrongdeterminationtoeliminatedangersandhazardsattheworkplace(nohesitationwhenitcomestosafetyactivities)
Main Themes Details of initiatives
Prevention of occupa-tional accidents
・Beingthoroughinstandardoperations(discoveringdiscrepanciesbetweenmanualsandactualoperations,andmakingrevisionsandprovidingguidance)
・Makingproductionequipmentfundamentallysafe(reviewingsafetyfences/coversforequipmentwithbigmovements)
・Entrenchingthepracticeofpointingandcalling(atmorningassemblies,whenwalking,whendrivingpoweredvehicles,andwheninspectingequipment)
・Reducingriskofoperationandequipment(mutualsafetypatrols,riskassessments,etc.)
Prevention of fires and disasters
・Preventingequipmentfires(inspectingelectriccords,drygrinders,dustextractors,furnaces,forgingmachines,etc.)
・Initialresponsetoearthquakes(BCMinitialresponsetraining,strengtheningoffirefightingequipmenttraining)
Traffic safety
・Improvingawarenessabouttrafficsafety(trafficsafetytrainingtowardeliminatingthefourtraffic“evils”)
Promotion of good health and well-being
・Sessionswithindustrialphysiciansforthosewithexcessiveovertimework(responseinaccordancewithlegalamendments)
・Conductofstresschecks
Occupational Health and Safety Initiatives
Implementingpost-operationalriskassessment
Pointingandcalling(whendrivingpoweredvehicles)
Healthmanagementtrainingfordepartment
Respect for Employees
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Industrial health and safety
Utilization of Diverse Human Resources
Personnel Development
Management Approaches
Improving Employee Satisfaction
Labor-management Relations
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Withregardtothehealthmanagementofemployeesandtheirfamilies,Isuzuanalyzesreceipts(medicalexpenses)andhealthcheckdatatoidentifyhealthissuesforprioritization,andplanandimplementhealthcarebusiness(datahealthplan).
ThesearethemainhealthissuesrecognizedbyIsuzuastheinsurer,andwedeployourhealthcarebusinesscenteredonrespondingtotheseissues.
Initiatives for Maintenance and Promotion of Good Health
Main Health Issues Recognized▶Medicalexpensesperpersonforlifestyle-relateddiseasesisincreas-ingsignificantlyforpeopleintheir40sandolder
▶Lowutilizationrateofhealthchecks(specifiedhealthchecks)forfamilymembers(dependents),anddiseasepreventionisfallingbehind
▶Rateofsmokersamongemployeesisextremelyhighcomparedtotheaverage,affectingtheprogressofhealthmaintenanceandpromotion
Healthmanagement,measuresformentalhealth,andotherhealth-relatedissuesarehandledbytheHealthConsultationOfficeundertheGeneralAffairs&HRDepartment.
Ensuringthesafetyofemployeesisthecompany’stop-priorityconcern,andtherearenoshortcuts.IsuzuwillconstantlyworksteadilyonthefocusissuesforFY2019tobuildworkplacesthatproperlyobservesafetyprinci-ples,andatthesametime,activelyworktowardachievingtheplantsafetymanagementtargets.
Future Initiatives
Main Themes FY2014 FY2015 FY2016 FY2017 FY2018Specifichealthcareguidance 709 723 657 796 766Patientsreceivinghealthcheck-ups 5,574 5,251 5,595 5,823 5,868Mentalhealthcounselingusers 120 101 90 96 8124-hourtelephonehealthcounselingusers 214 220 170 148 146Recreationandsportseventparticipants 681 736 844 250 2,439Visitingtheelderlytoprovideguidance 14 10 9 10 12Healthseminarparticipants 46 26 36 36 171Lifestyle-relateddiseaseprevention,promotinggargling&handwashing,walkingchallengeprogram,etc.
1,980 1,973 1,866 1,872 1,662
Usersofthetrainingarea*1 — — — — 925Breastcancerscreening 109 141 — — —Gynecologicalexaminations*2 — — 1,089 1,154 1,200*1UsersoftheISUZUKENPOSQUAREwhichopenedinOctober2018*2InFY2016,werevisedourbusinessestooffertotalsupportforgynecologicalproceduresasanoptionalpartofhealthcheckups.*IncludingIsuzuhealthinsurancesystemdetails
(No.ofpeople)
Respect for Employees
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Isuzurespectsdifferencesbetweenpeoplesuchasage,gender,nationality,levelofdisability,andworkenvironment,andbelievesthatutilizingsuchdifferencescanincreaseemployeemotivationandimprovethecompany’scompetitivenessthroughthecreationofnewideasandvalue.
Basic Ideas
7,460
3207,780
7,7277,570
3843588,111
7,899
3908,2897,928
7,780
4068,186
0
10,000
8,000
6,000
4,000
2,000
2015 2016 2018 20192017Male Female
(No. of people)
(years)
Trends in the Number of Employees *end-of-Marchfigures
176
7,604
7,780
222219
7,8897,709
8,111
205
8,084
8,2897,928
160
8,026
8,186
0
10,000
8,000
6,000
4,000
2,000
2015 2016 2018 20192017Full-time employees Temporary and part-time employees
(No. of people)
(years)
Number of Employees by Employment Type *end-of-Marchfigures
Number of Employees by Region
●Japan 61.4%●Asia 31.0%●Africa 3.8%●NorthAmerica 1.3%●Russia 0.8%●Europe 0.7%●MiddleEast 0.5%●Australia 0.3%●Centraland
SouthAmerica 0.2%
No� of People According to Age Group Distribution (No.ofpeople)
Up to 29 30 - 39 40 - 49 50 and over Total
Male 1,520 1,890 1,900 2,470 7,780Female 132 80 138 56 406Total 1,652 1,970 2,038 2,526 8,186*AsoftheendofMarch2019
Number of Management MembersFY2014 FY2015 FY2016 FY2017 FY2018
No.ofmales(M) 1,416 1,408 1,405 1,377 1,384
No.offemales(F) 28 31 32 34 39
F/Mratio 1.94% 2.15% 2.23% 2.41% 2.74%*AsofJuneeachyear*Excludingsecondedmembers
Respect for Employees
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Isuzu’snewrecruitemploymentpolicytakesintoaccounttheimpactofvariousexternalandinternalenvironmentalfactors.Ourrecruitmenthasbeenstable.Wemaintainlowturnoverbypursuingrecruitmentactivitiesthataremean-
ingfulbothforIsuzuandjobapplicants,aswellasbyprovidinganinternalsystemtoassistnewrecruitsandtrainingprogramstokeepmoralehigh.
Initiatives toward New Employment
No� of New Graduates Recruited (No.ofpeople)Gender FY2014 FY2015 FY2016 FY2017 FY2018
Admin/technicalworker(Undergraduate/Master’sdegree)
Male 116 132 179 191 133Female 9 7 15 9 16
Admin/technicalworker(College/highschoolqualification)
Female 6 15 24 12 5
Technicalworker(highschoolqualification)
Male 74 82 123 117 66Female 1 0 2 4 1
Total 206 236 343 333 221
Employment of Non-Japanese PersonnelJoinedinFY2014 5(4newrecruits)JoinedinFY2015 2(1newrecruit)JoinedinFY2016 7(4newrecruits)JoinedinFY2017 4(2newrecruits)JoinedinFY2018 1(1newrecruit)
Personnel TurnoverFY2014 FY2015 FY2016 FY2017 FY2018
Personnelturn-over(includingretirees)
0.99%(3.1%)
0.97%(2.7%)
0.75%(2.5%)
0.96%(2.7%)
1.21%(3.5%)
IsuzufullyunderstandsthatwomenplayanincreasinglyimportantroleinmakingJapan’sfutureeconomicgrowthsustainable.Atpresent,Isuzuhasabout400femaleemployees,ofwhomapproximately10%areatmanage-mentorexecutivelevel,andwillactivelydevelopandpromotemoreinfuture.Isuzuwillcontinuetoactivelypromoteandrecruitfemalehigh-performers.
Action Plan to Promote Opportunities for Female EmployeesBasedontheApril2016ActonPromotionofWomen’sParticipationandAdvancementintheWorkplace,Isuzuhasdrawnupthefollowingactionplan.
Aspartofourinitiativestoprovideaninclusiveworkplaceenvironment,whereemployeeswithdiverseculturalbackgroundscanworkcomfortably,wehaveon-siteprayerroomsandoffercanteenmenuitemsforthosewithreligiousdietaryrestrictions.
Isuzuhasestablishedasystemtoreinstateretireessothatpeopleover60cancontinueworkingwithus.Thissystemcurrentlyemploysmorethan600retireesatIsuzu.
Promoting Opportunities for Women
▶Makethenumberoffemalemanagers(andexecutives)inFY20201.5timeswhatitwasinFY2014.
▶Ensurethatrecruitsforadministrativeandtechnicalstaffwillhave40%and7%femalepersonnelrespectivelybyFY2020.
Employment of Non-Japanese Personnel
Promoting the Role of Post-retirement Employees
Rehired Retiree Numbers (No.ofpeople)FY2014 FY2015 FY2016 FY2017 FY2018
No.ofpeople 559 578 627 648 661
Respect for Employees
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Wearepromotingtheemploymentofdisabledpersonswithaviewtoachievingasocietywherepeoplesupporteachother,regardlessofdisabili-ties.Toconstantlyexceedthelegalminimumemploymentrateofdisabledpeople,weactivelyrecruitthemnotonlyaftergraduationbutalsomid-ca-reer.Isuzualsoplacesdisabledpeoplenotonlyinadministrativepositionsbutintechnicalworkplacestoo,takingintoaccounteachperson’sdisabilityandbasedonwhatsuitstheiraptitudeandwishes,sothattheycanplayanactiverole.
Developingasustainablesocietyorcompanyrequiresawork-lifebalancethatenableseveryone,regardlessofgender,toworkwithasenseofsatis-factionandfulfillmentwhilehavingtimeforthingslikebringinguptheirchil-drenandnursingtheirrelatives.Isuzuthereforeencourageslessworkingoutofhoursandmoretakingofannualpaidleave.Ithasalsosetupasystemofdifferentkindsofleaveincludingparentalleave,nursingcareleave,andvolunteerleave,aswellasashort-timeworksystem.
Encouraging Employment of People with Disabilities
Legal minimum employment ratePrivate company average
Isuzu employment rate
2.002.00
2.00
1.85 1.97 1.891.82
1.972.20
1.912.052.00
1.941.921.88
0
2.50
2.00
1.50
1.00
0.50
2014 2015 2017 20182016
(%)
(FY)
Trends in Employment of People with Disabilities *FiguresforendofJuneeachyear
Promotion of Work-life Balance
Isuzurespectsthediversityofitsemployees,andsoitstrivestobolsteremploymentprogramstoallowthemtoachieveanoptimalwork-lifebal-ance.Thisincludesparentingandnursingcareleaveprogramsaswellasreducedworkinghours.
Key Programs to Support Employees in Parenting and/or Nursing CareProgram
Childbirth/parenting
ParentingleaveProgram
Leaveperiod UntiltheAprilfollowingthechild’ssecondbirthday
Allowance UptotwiceperchildLeaveforspouse’schildbirth
Threedayswithinatwo-weekperiodofthedateofdelivery
Childcareleave
Eligibility Employeescaringforchildrennotyetinschool
Allowance FivedaysperyearforoneeligiblechildTendaysperyearfortwoeligiblechildren
Reduced-hourprogram
Eligibility UntiltheendofMarchfollowingthechild’sstartingthethirdyearofelementaryschool
Others1.Noupperlimitforapplication2.Theleaveperiodmaybeshortened,extended,
orappliedforininstallments3.Arrangementscanbemadein15-minuteunits
Nursingcare
Nursingcareleave Theperiodforwhichcareisrequired(upto1yearcumulatively)
Nursingcareleaveprogram
Constantcaregivingisnecessary(in-hospitalorhomecare)FivedaysperyearforonepersonrequiringcareTendaysperyearfortwopeoplerequiringcare
Reduced-hourprogram
Eligibility TheperiodforwhichcareisrequiredOthers Arrangementscanbemadein15-minuteunits
Composition of Employees Who Have Taken Leave on the Programs (No.ofpeople)
Gender FY2014 FY2015 FY2016 FY2017 FY2018
Parentingleaveprogram
Male 4 11 2 3 7Female 28 31 27 26 34
Nursingcareleaveprogram
Male 5 4 2 3 3Female 0 1 1 0 0
Reduced-hourprogram
Male 0 0 0 0 5Female 23 26 30 34 29
Future Initiatives
Respect for Employees
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Off-the-jobtrainingconsistsofcoursesawayfromtheworkplace,andissomewhereforemployeestopickupskillstheircompanyneedsandiden-tifythedirectioninwhichtheythemselvesshouldgrow.Thisisbecause,amidallthechangesandcompetitionofglobalization,everyemployeeisrequiredtothinkandactforthemselves.Isuzuhasthereforeexaminedandclarifiedtheskillsneededateachlevel,andbuiltasubstantialtrainingsystemforemployeestoacquiretherightskillsattherighttime.
Basic Ideas
OJTSomewhere to develop
・Learn & develop through work・Try out learned skills & knowledge
Off-JTAbility to develop
・Provides opportunities・Somewhere to become aware
Personal developmentDesire to grow by oneself
・Conquer weaknesses・Bring out strengths
Courses (Off-JT) create opportunities, skills are acquired on-site (OJT)
Support
Conditions of Personnel Development
Respect for Employees
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Isuzu’strainingsystemismadeupofthreeareas:careerdevelopment,skillsdevelopment,andmanagementcapabilitydevelopment.Careerdevelopmentisaimedatnewemployeesandyoungemployees,
andcultivatespersonnelwhocanexpandtheirownexpertiseanddeveloptheircareerbythemselves.Skillsdevelopmenthelpsemployeestoimprovetheirskillsandacquire
theknowledgeandinsighttoplayamoreglobalrole,withafocusontheabilitiesrequiredattheirparticularlevelandposition.Managementcapabilitydevelopmentistrainingaimedatenhancingmana-
gerialabilityandhumanityinordertocultivatethemanagersofthefuture.
Education/Training Scheme
New GS4
Executives
Mid-level employees
Young employees
Newcomers
Skill development Management skill developmentCareer development
The newly employedGS2 follow-up
QCⅡ
Global Communications
OJT
Self-development courses (SD
courses)
Language
GS4 follow-up
GS3 follow-upNew GS3
New MP2
GX2 follow-upNew GX2
GX1 follow-upNew GX1
MP2 follow-upAdvanced-level personnel
MP1 follow-upNew section manager / group leader
MP1 assessmentsNew MP1
Isuzu Training System (Admin & Technical Positions, Executives)
*Thick-borderedboxesaretrainingforselectedemployeesorelectivetraining
Respect for Employees
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Isuzu Technical Staff FY2019 First-half Term (118I) Training ProgramsTS1 TS2 TS3 TS4 TX1 TX2 TX3 TX4
TS1program TS2program TS3program TS4 program TX1 program TX2 program TX3 program
TS4 programFollow-up
TX1 programFollow-up
TX2 programFollow-up
TX3 programFollow-up
TX4 programFollow-up
Managertrainingprogram(MTP)NewLMtrainingprogram
LMexternaltrainingprogramNewTLtrainingprograms1and2
TLexternaltrainingprogramandhands-onproblemsolvingTWI-JItrainerdevelopmentseminarTWI-JItraineradvancedseminar
TWI-JStrainerdevelopmentseminarEmployeeassignmenttrainingprogram
TS2IM&TPM
trainingprogram TS3/4IM&TPMtrainingprogram LM/TLIMtrainingprogram
Tighteningskills
MeasuringskillsAdvancedmeasuringskills
Mechanicalcomponents SequencerHydraulic/atmospheric
pressure AdvancedelectricityI
Basicelectricity AdvancedelectricityIIBasicweldingskills Platingskills
Finishskills MachiningskillsENGassemblyskills
Assembly&disassemblyENGassemblyskills
CESS&materialstableT/Massemblyskills F/Dassemblyskills
*Programsmarkedwithasquare(■)aremandatoryrequirementsforeligibilityforskill-basedpromotion/careeradvancement.
Trends in Training Participation *Trainingparticipants/existingpersonnelEmployee category Gender FY2014 FY2015 FY2016 FY2017 FY2018
Admin&technicalpositions/Executives(no.ofpeople)
Male 30% 1,132/3,743 45% 1,678/3,743 53% 2,087/3,936 44% 1,777/3,997 43% 1,733/3,987Female 32% 99/ 309 36% 111/ 309 47% 165/ 353 41% 149/ 367 38% 145/ 383
Skilledworkers(no.ofpeople)
Male 5% 211/4,335 14% 611/4,335 47% 2,059/4,417 56% 2,462/4,431 27% 1,192/4,392Female 3% 1/ 32 9% 3/ 32 59% 20/ 34 41% 15/ 37 32% 12/ 38
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Fair Evaluation and TreatmentAtIsuzu,wehaveimplementedanevaluationsystemthatincludestheemploy-ee’sindividualwork,role,scaleofcontribution,growthinskills,anddegreeofskillapplicationascriteria.Ourtreatment—basedonfairandequitableevalua-tionthatbringsouttheskillsofeachandeveryemployeetothefullwithoutdiscriminationbyirrationalreasonssuchassocialstanding,birth,race,beliefs,andgender—leadstoimprovementinouremployees’motivation.
Inadditiontogradededucationalprograms,Isuzuprovidesself-motivationcareer-improvementprogramsforemployees,includingSDseminars,onlineEnglishprogramandspeed-learningprograms.
InordertoassureIsuzu’scontinuedgrowth,westrengthengradedtraining(enhanceinductiontraining)soastosteadilyimprovebothindividualemployeesandorganizationalstrengths.
Training▶Developmentbasedonworkexperience
•Basicapproach:OntheJobTraining
▶Linkinglearning,practice,andevaluation
Evaluation and treatment▶Appropriateevaluationandtreatmentoftrainingresults(progressinandapplicationofskills)
▶Compatibilitywithflexibleassignment
Performance Evaluation System
•CompetenceevaluationJob rotation
Career plan▶Structuredtalentdevelop-menttools
▶Clarificationoftrainingpaths▶CoordinationwithOFF-JT/assignment
Assignment▶Flexibleassignment▶Assignmentfromthecompany-wideperspective
▶Coordinationwithcareerplan
Classification scheme•Technicalskillbasedclass
Wage system•Competencebase
Career Development Support
Future Initiatives
Isuzustrivestoenhancetheskilllevelsofemployeesfromtheperspectiveofperpetuatinganddevelopingengineeringskillsbyestablishingagradedtrainingsystemfortechnicalstaff.
Talent Development/Deployment CycleAtIsuzu,theprocessfromtrainingtoassignmenttoevaluationandtreatmentisestablishedasthetalentdevelopment/deploymentcycle.Itisimplementedasamechanismthatindependentlyandsystematicallydevelopstalents.
Skills Transmission and Development
Initiatives by Division[Production Division]❶Forspecialskillsthatareadvancedandrequirelongexperience,eachwork-
placecarriesoutitsownskillstransmissiontrainingwhiletheProductionDivisionasawholeprovidesmoresystematicskillstransmissiontraining.*Gradedtrainingforskilledworkers:Newemployee,young,mid-career,supervisor,etc.
❷IsuzuworkersentertheannualNationalSkillsCompetitionintheiraimtoacquirethehighestskillsinJapan,andhavewonprizesinsuccessiveyears.▶FY2016FightingSpiritPrize:Turning(1person),MechanicalDeviceAssembly(1person)
▶FY2017FightingSpiritPrize:Turning(1person),MechanicalDeviceAssembly(1person)
▶FY2018FightingSpiritPrize:Turning(1person)FightingSpiritPrize:MechanicalDeviceAssembly(1person)
❸Weprovideadvancedskillstrainingandleadertrainingincollaborationwithexternaltraininginstitutions.ThenumberofworkerswhohavepassedtheNationalTradeSkillTesting&Certificationhasdoubledsince2011.Trainingdepartments(includingIsuzuTechnicalHighSchool)havejoinedtogetherwithworkplacestorunstudysessionsandpracticeses-sionsthatsupportfurtherqualificationacquisition.
[Engineering Division]❶Everyyearweformulatecareerplanswithcareergoalssharedbysenior
andjuniorworkers,andimplementvariouscurriculumsforthemtolearnskillsaccordingtotheirlevelthroughtrainingcoursesandOJT.
❷IsuzuconductsadvancedskillstrainingnotonlyattheIsuzuMonozukuriServiceTrainingCenterbutalsoincollaborationwithexternaltraininginstitutionssuchasPolytechnicCenters.
❸Isuzuisworkingtoimprovetest-drivingskilllevels,havingestablisheditsownaccreditationsystemfortestvehicledriving.
HR Performance Evaluation System
Respect for Employees
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Personnel Development
Management Approaches
Industrial health and safety
Utilization of Diverse Human Resources
Improving Employee Satisfaction
Labor-management Relations
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Isuzuworksintenselytoimproveemployeesatisfaction(ES)becauseweconsiderittobeamanagementchallengeintermsofCSRandhumanresourcedevelopment.TheESsurveyisconductedperiodically(everyotheryear)tomonitorchangesinsatisfactionlevelsofIsuzuemployeesbyanalyz-ingfixedpointobservations.Ithasbeenconductedeighttimestodate.Isuzuutilizestheresultsofthesesurveysasvaluabledataforformulating
variouscorporatemeasures,andwillpromotereformstowardfurtherESimprovementinfuture.
Corporate Pension SystemAtIsuzu,the“IsuzuMotorsCorporatePensionFund”,adefined-benefittypecorporatepensionsystem,isineffect.Thissystemprovidescoverageaccordingtoareservefundbythecompanyforthepurposeofsupplement-ingpublicpensionplans,withnocontributionburdensplacedonemploy-ees.Adefined-contributiontypepensionsystemisalsoinoperation,arrangingsystemsforemployeestoliverich,fulfillinglivesafterretirement.
Basic Ideas
Welfare Benefit System
Elective (optional) Corporate Defined-contribution Pension▶No.ofmembers 1,222(asofMarch31,2019)▶Take-uprate 13.8%(targetgroupof8,855employees)▶ContributionsinFY2018:¥208,642,500
Employee Shareholder SystemTheemployeeshareholderclubisawelfarebenefitsystemwhichallowsemployeestoregularlyacquiresharesinthecompanieswheretheyworkaspartofassetformation.Investmentsarededucteddirectlyfromsalariesandbonuses,andtheclubservesasthecontactpointforacquiringcompanyshares.Incentivesaregivenbythecompaniesaccordingtotheamountofcontribution.▶No.ofmembers 2,035(includingsecondedmembers;asofMarch2019)
Life-support System to Meet Employee NeedsCategory Description
WelfareBene-fitSystem
Companyaccommodationforunmarriedemployees,familyaccommodation,holidayfacilities,employeesavingsprogram,employeeshareholdersclub,institu-tionalinsurance,cooperativefunds,long-termcommit-mentawards,etc.
CorporatePensionSystem
Defined-benefitpensionanddefined-contributionpension
Life Plan Seminars to Support Employees in Planning Life Events (by life stage)
Seminar title Target group Description
BarairoseminarEmployeesreachingtheageof58
Providinginformationtoprepareforretirementageandpost-retirementlifeplanning
Asunaroseminar
Employeesreachingtheageof50
Providinginformationonlife-planningformiddle-agedpeopleandmotivationforself-improvement
Himawariseminar
Employeeswhohavereached35,40,and45inage
Encouragingthemtoconsiderfinancialarrangementstosupporthouseholdmanagementthatleverageswelfarebenefitprograms
Respect for Employees
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Improving Employee Satisfaction
Management Approaches
Industrial health and safety
Utilization of Diverse Human Resources
Personnel Development
Labor-management Relations
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Isuzumakeseffortstoensureanenvironmentthatallowsmanagementandemployeestoworkwelltogether.Isuzuhasestablishedfairandsoundlabor-managementrelationships
foundedonmutualtrustbetweenmanagementandemployees,whocoop-eratewellintacklingchallenges.Inparticular,whenimportantmanagementissuesarise,thepartiesdiscussandconsiderthesemattersleveragingthelabor-managementforum,whichisorganizedregularly.Wealsoencourageinvolveddiscussionsonourmanagementpolicieswith
recommendationsbytheTradeUnionbasedonthecurrentworkplacesitu-ations.FortheoperationandreviewofvariousHR/labor-relatedsystemsandprograms,weproceedafterduediscussionsbetweentheemployeesandmanagementbasedoneachparty’sawarenessofissues.Withsuchrelationshipsbetweenlaborandmanagement,wefurtherstrive
toimprovetheeffectivenessofvariousmeasuresaswellastheobjectivityandtransparencyofourcorporatemanagement.Isuzuiscommittedtofurtherdevelopinganenvironmentthatisidealbothfortheemployeesandemployer.
Basic Ideas
Major Labor-management Forums in Practice
Labor-manage-
ment negotiations
Spring negotiations
・Labor-managementnegotiationregardingoveralllifeimprovements・Topic:Wages,one-timepayments,etc.・Corporaterepresentatives:PresidentandDivisionExecutives
Autumn negotiations
・Labor-managementnegotiationrelatedtoimprovementofvariouslaborconditions
・Topic:Variouslaborconditions(systemsandtreatments)・Corporaterepresentatives:AdministrationDivisionExecutive,ActingDivisionExecutive,executives,anddepartmentmanagers
Labor-managem
ent council
Central labor-management council
・Isuzu’stopmostlabor-managementcouncil・Topic:Corporatemanagementpolicies,productivityimprovements,sales,accounting,funds,researchanddevelopment,etc.
・Corporaterepresentatives:PresidentandDivisionExecutives
Specialist labor-management council
・Conductsspecialistlabor-managementcouncilmeetingsrelatedtoproduction
・Topic:Policiesforinitiativesrelatedtoproduction,productivityimprovements,andstateofprogress
・Corporaterepresentatives:Officers,executives,anddepartmentmanagersrelatedtoproduction
Plant labor-man-agement council (regional labor-manage-ment council)
・Meetingsheldmonthlyateachplant・Topic:Detailsrelatedtoproduction,workplaceenvironment,welfareandbenefits,etc.
・Corporaterepresentatives:Plantexecutive,relevantdepartmentmanager,etc.
Labor-management forum
・Facilitatesinformationexchangebetweenlaborandmanagementtocomplementthedifferentlabor-managementcouncils
・ConductedforEngineering,Purchasing,Sales,After-Sales,IndustrialSolutions&PowertraTnBusinessdivisions
・Corporaterepresentatives:DivisionExecutives
Content of the Major Labor-management Forums
First half (April to September)
Second half (October to March)
Company-wide event
Labor-managem
ent negotiations
Spring negotiations
Autumn negotiations
Labor-managem
ent council
Central labor-manage-ment council
Specialist labor-manage-ment council
Plant labor-management council (regional labor-management council)
Labor-management forum
Annual Schedule for Major Labor-management Negotiations and Council Meetings
May:Announce-mentoffinancialinformation
Mid-February to mid-March
Around November
Around November
Mid-May to early June
Toward the end of each month
Around mid-
November
Around end of May
Around mid-June
Around early
December
November: Announcementoffinancialinformation
Respect for Employees
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Labor-management Relations
Management Approaches
Industrial health and safety
Utilization of Diverse Human Resources
Personnel Development
Improving Employee Satisfaction
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