Human Capital Growth Cycle

To realize the vision embodied in ISUZU ID, we have set the goal of being an innovation leader, advancing the world through a combination of reliability and creativity. Achieving this vision depends on every employee adopting a growth mindset—embracing change, taking on challenges, and contributing to progress—and on fostering a culture where individuals can fully demonstrate their abilities and individuality. To support this, we introduced a new personnel system in April 2024.

The concept of this system is to operate a human capital growth cycle with the following elements:

• Opportunities for growth
  Growth through work
  Rewards for growth
• Through this cycle, the Company aims to maximize each employee's growth motivation, allowing employees to grow in their own way and contribute to the realization of ISUZU ID.

This system is planned to be rolled out across the entire Group by fiscal 2027.

HR Performance Evaluation System

Career Development Support

In addition to position-based education programs, Isuzu provides self-development support for employees to develop their careers, such as providing them with access to various business courses and online English conversation training.

Basic Approach to Occupational Health and Safety

Based on Isuzu's health and safety philosophy, we promote business activities with employee safety and health at their heart. The values are universal and remain unchanged at any time and in any environment. Please note that this philosophy applies to all persons employed by Isuzu regardless of their employment status and all employees of all affiliates working on the premises.

Isuzu Health and Safety Philosophy

Occupational Health and Safety Structure

Isuzu Group's safety promotion activities are led by the President and Representative Director, COO, with the Group CRMO overseeing and coordinating these initiatives.

An Occupational Health and Safety Committee meeting is held once a month at all of Isuzu's business sites, where labor and management discuss issues such as industrial safety, traffic safety, health management, and workplace environment improvements. Committee meetings are also held on a departmental basis to smoothly share the discussions held at the Health and Safety Committee meetings. For our domestic subcontractors, we have organizations such as the Isuzu Safety and Health Cooperative Association consisting of our affiliates, and strengthen our cooperation by providing guidance on safety, health, fire control and disaster control through monthly corporate diagnoses. In globalizing our operations, we also hold regular meetings to share information about occupational incidents that have occurred at our domestic affiliates and provide guidance where necessary.

Occupational Health and Safety Efforts

Ensuring employee safety is the top priority for the Company, and Isuzu is diligently and steadily working on key issues to build a workplace that firmly upholds safety principles. Additionally, we actively strive towards achieving the safety management goals of our factories.

Initiatives to Prevent Serious Accidents

Following a series of tragic accidents in 2023 that resulted in fatalities at our production plants and dealership service centers, we are taking decisive action to reinforce our commitment to safety. To ensure such incidents are never repeated, the Isuzu Group has established April 7—the date of one of the accidents—as our annual company-wide Safety Day.

In fiscal 2025, the Fujisawa Plant and the Tochigi Plant undertook various initiatives to reaffirm that safety is our top priority. Our goal is to foster a culture of openness where employees can raise concerns about hazardous areas and safety issues. To this end, directors, led by COO Minami, visited production sites to hear on-site managers discuss safety initiatives and the challenges they face in implementing them, and to provide encouragement to employees.

Initiatives in Risk Assessment

At Isuzu, to reduce disaster risks, when introducing new manufacturing equipment or chemical substances for development, the user department, planning department, and health and safety department work together to conduct risk assessments.
In addition, within existing processes, besides the workplace inspections mandated by regulations, Plant Executives and representatives from each workplace regularly conduct safety patrols to perform risk assessments for any issues such as 'unsafe conditions or behaviors.' By promptly addressing identified issues, we are promoting the creation of a safe workplace.

Expand Experience-Based Safety Training

Based on the idea that differences in job positions, departments, age etc. have nothing to do with safety, Plant Executives of Isuzu go on patrol around their plant and also speak with workers. Additionally, mutual safety patrols are conducted by health and safety personnel appointed to each workplace, along with patrols by Isuzu Motors Labor Unions. These efforts are made to detect potential hazards in advance from various perspectives and to eliminate risks before they can develop. These patrol activities aim to raise the level of health and safety by highlighting unsafe behavior and situations, identifying the good practices being carried out and new findings, and expanding them throughout the Company.

Improving the Workplace Environment (1) : Site Patrol from Multiple Perspectives

At Isuzu, safety is considered the responsibility of everyone, regardless of job position, department, or age. Plant executives conduct regular patrols and engage with workers on site. Health and Safety personnel appointed to each workplace, together with Isuzu Motors Labor Unions, also conduct mutual safety patrols. These activities aim to identify potential hazards from multiple perspectives and address risks before they escalate. The patrols also help raise safety standards by highlighting unsafe behaviors, recognizing good practices, and sharing new insights across the company.

Anti-Disaster and BCM Drills

Our business sites assume many different risks of disaster and conduct anti-disaster and BCM (business continuity management) drills to ensure a quick and proper disaster response. For a drill, a task force is set up and the staff practice evacuation from their respective workplaces. A fire drill is conducted in spaces where a fire could break out. We seek advice from outside consultants to minimize risks and pursue the establishment of a more practical flow of operations by following our measures. Additionally, in anticipation of people having difficulty returning home in the event of a disaster, we are taking measures to ensure the safety of our employees by stockpiling food and water and providing lodging and other facilities.

Basic Approach to Health Management

Driving innovation is essential for us to achieve our PURPOSE: 'Moving the World – for You.' We believe the cornerstone of this innovation is the physical and mental well-being of our employees, empowering them to thrive.
That is why, beyond simply encouraging individual health awareness, we are advancing our health management initiatives. We strive to build an innovative team that excels in employee engagement, fostered through a workplace that is both supportive and fulfilling.

Declaration of Health

Purpose

At Isuzu, the foundation of our business is the health and well-being of every employee. We aim to provide a safe, secure, and rewarding work environment, supporting employees’ physical and mental health so they can work with energy, focus, and a sense of fulfillment. By promoting individual health awareness and health management initiatives, we foster a culture in which employees and the Company grow together, advancing innovation through our vision of "Reliability × Creativity."

Shinsuke Minami
President and Representative Director, COO

Maintaining and Promoting Employees' Health

Employees have regular and special health checks to stay healthy and prevent occupational diseases. Those with a medical finding receive individual guidance and/or a recommendation for a hospital visit. Additionally, we provide support for the return-to-work process and balancing work and personal life for employees on sick leave, and offer individualized support for those working long hours. Our efforts to promote health also include the prevention of infectious diseases and consultation services for expatriates and their accompanying family members.

For health management of employees and their families, we regularly analyze receipts (medical expenses) and health checkup data to identify priority health issues as well as plan and implement health measures.

Helping Employees Who Have Been Ill to Return to Work

Isuzu's support activities are designed for employees to feel secure about returning to work from recuperation. Before an employee returns to work, we conduct a thorough status check and provide support in coordination with occupational physicians, health nurses, workplaces, and labor relations personnel. We also support preparations for returning to work by offering lifestyle guidance, return-to-work training, and utilizing rework facilities (external return-to-work support facilities) as part of our Employee Assistance Program (EAP). After an employee returns to work, we offer continuous follow-up through regular meetings with occupational physicians and health nurses to help ensure that employees can continue their work with confidence.

Basic Approach to Labor-Management Relations

Isuzu respects employees' freedom to associate (or not) and freedom of collective bargaining and strives to create a comfortable working environment through cooperation between labor and management. Isuzu has established fair and sound labor-management relationships founded on mutual trust between management and employees, who cooperate to tackle challenges.

• Key management issues are considered and discussed at labor-management councils and other meetings held regularly between labor and management.
• We also encourage lively discussions on our management policies with recommendations by Isuzu Motors Workers' Union based on the current workplace situation.
• Regarding the operation and review of various HR/labor-related systems and programs, we proceed after thorough discussions between employees and management based on each party's awareness of the issues.

Through such a relationship between labor and management, we further strive to improve the effectiveness of various measures as well as the objectivity and transparency of our corporate management. Isuzu is committed to further developing an environment that is ideal both for the employees and the employer.

Major Labor-Management Forums in Practice

Content of the Major Labor-Management Forums

Labor-management negotiations	Spring labor-management negotiations	Main purpose: Labor-management negotiations regarding overall life improvements Agenda: Wages/bonuses, general working conditions Attendees: President and COO, Division EVPs
	Labor-management study committee	Main purpose: Discussions throughout the year Agenda: General working conditions Attendees: Director of Planning and Labor Affairs, General Manager of HR Service, General Manager of Employee Relations
Labor-management council	Central labor-management council	Main purpose: Discussion on company-wide business activities Agenda: Company management policy, production, sales, accounting, wages, R&D, etc. Attendees: President and COO
	Specialist labor-management council	Main purpose: Specialized labor-management consultations on production activities Agenda: Policies for initiatives related to production, productivity improvements, and state of progress on issues Attendees: Executive Officers, VPs, and General Managers related to production
	Plant labor-management council	Main purpose: Monthly labor-management consultations Agenda: Operating structure, work environment, benefits, etc. Attendees: Plant Executives, relevant department managers, etc.
Labor-management forum		Main purpose: Exchange of opinions between labor and management at the division level Agenda: Policies and issues of each division, workplace voices, etc. Attendees: EVPs, VPs, General Managers, etc. of Divisions