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

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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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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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









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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)









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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









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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









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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









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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









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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









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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




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









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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









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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









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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

Documents