Education/Training Scheme

Isuzu's training system comprises three areas: career development, skills development, and management capability development. Career development is aimed at training and enabling new employees and young employees to expand their own expertise and develop their career on their own. Skills development focuses on the abilities required at different job levels and positions and helps employees to improve their skills and acquire the knowledge and insight necessary to play a leading role globally. Management capability development is aimed at enhancing managerial skills and resourcefulness in order to develop the managers of the future.

Admin & Technical Positions, Executives

Technical Staff

Isuzu Technical High School

Isuzu Technical High School provides education and training program for our new technical employees (trainees) who are high school graduates. There are two courses: a three-month training course and a one-year training course. Both courses emphasize the knowledge, skills, and attitude required from Isuzu technical employees.
Moreover, school instructors to guide the trainees are selected from our employees working in the field. This allows the instructors to review their own operational knowledge, and at the same time to learn how to develop talent. As a consequence, the instructors will also improve.

Theoretical and Practical Training at Isuzu Technical High School

Skills Transmission and Development

Isuzu strives to enhance the skill levels of employees from the perspective of perpetuating and developing engineering skills by establishing a graded training system for technical staff.

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 Improving Job Satisfaction

We will prioritize and actively work toward enhancing the sense of fulfillment all employees experience in their work with the Isuzu Group, positioning the experience of fulfillment as a mission within our corporate philosophy and considering it a significant management issue.
In the Medium-Term Business Plan 2024, we have set a target of achieving a 70% positive response rate for engagement by 2030. We will conduct an annual engagement survey for employees to identify and analyze issues and implement improvement activities, all while working towards becoming Engagement No. 1.

Plant Tour for Employees' Families

To promote understanding of the workplace environment among employees' families and to encourage communication between the workplace and families, we held a plant tour for families.

Previously, these tours were conducted on national holidays when the plant was in operation, but due to positive feedback from employees and their families, we have also started holding them on weekdays during spring break. We have significantly enhanced both the schedule and content of the tours compared to before.

Participants provided positive feedback, such as 'It was good to see people at work' and 'I was asked about work after returning home.'

FY2024 Results: 10 tours held, with 87 families and 254 participants

Basic Approach to the Empowerment of Diverse Talent

Isuzu respects the differences between people such as age, gender, nationality, disability, and work environment, and believes that utilizing such differences can increase employee motivation and improve the Company's competitiveness through the creation of new ideas and value.
We will continue to promote various measures, such as recruiting a diverse workforce including individuals with disabilities and foreigners, and creating a work environment that accommodates those with caregiving or parenting responsibilities.
Additionally, at Isuzu, employees with same-sex partners who have obtained a partnership certificate issued by local governments can access the same internal employee benefits as those with opposite-sex spouses. (This does not apply to certain legal provisions, such as those related to social insurance.)

Promoting Opportunities for Women

We are fully aware that the promotion of diversity and inclusion is an important factor to ensure our sustainable growth and continued contribution to society. At present, Isuzu has about 580 full-time female employees, of whom more than 10% are at the management or executive levels. In addition, in accordance with the Act on Promotion of Women's Participation and Advancement in the Workplace, we have established an action plan. We will continue to actively promote the development and advancement of women, implementing measures to support and enhance their participation in the workplace.

Promoting the Role of Post-retirement Employees

Isuzu has established a system to reinstate retirees so that people over 60 can continue working with us. Currently, about 880 retirees have been employed at Isuzu.

Employment of Non-Japanese Personnel

As part of our initiatives to provide an inclusive workplace environment where employees from diverse cultural backgrounds can work comfortably, we have implemented measures such as setting up on-site prayer rooms and offering menu items for those with religious dietary restrictions.

Local Employment

The Isuzu Group's basic recruitment policy is to hire locals. We actively employ locally in the countries and regions in which we operate. Our overseas Group companies employ 15,951 people, mainly locally-hired workers.

Encouraging the Employment of People with Disabilities

To help build a society where people with and without disabilities can support each other and live prosperous lives, we are actively hiring not only new graduates but also mid-career workers to employ people with disabilities. Isuzu also assigns employees with disabilities not only to administrative positions but to technical workplaces, taking into account their disabilities as well as their aptitudes and wishes so that they can exploit their talents.

Basic Approach to Work Style Reform

The basic approach behind the work style reform that Isuzu is aiming to achieve seeks to nurture workstyles that are suitable for the job while improving productivity. To achieve work style reforms across the entire Company, we actively discuss new measures to address workplace challenges at the Work Style Reform Promotion Meeting and promptly roll them out company-wide.

Realization of Employee-participatory Work Style Reform

At Isuzu, to achieve work style reform reflecting employee opinions, we have organized an employee-led workstyles review team called ISUZUTTO! The discussions from this team are proposed to the Work Style Reform Promotion Meeting and are utilized to implement various work style reforms.

Implemented Measures for Work Style Reform

• Introduction of a telecommuting system
• Elimination of core hours in the flex-time work system
• Flexibility in the accrual and use of annual paid leave
• Expansion of telecommuting options for childcare and caregiving

Promoting a Healthy Work-life Balance

Isuzu's employees are encouraged to take at least 18 days of annual paid leave. Specifically, we promote a culture that encourages taking annual paid leave by sharing data on the number of annual paid leave days taken by each division and examples of related measures with the Isuzu Motors Labor Unions, and working together to advance this initiative. We also promote work-life balance by recommending practices such as setting no overtime days (every Wednesday and Friday) and utilizing telecommuting and flexible work hours.

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.

Serious Accidents During Machine Equipment Cleaning

On April 7, 2023, a tragic accident occurred at Isuzu's Fujisawa Plant, resulting in the death of one employee during a machine cleaning operation. We extend our deepest condolences to the deceased and sincerely apologize to the bereaved family. The accident occurred when the employee entered a machine tool to remove accumulated aluminum shavings and was fatally injured after becoming trapped by the machine's moving parts.

Following this accident, a team was assembled to investigate the root cause and develop countermeasures to prevent a recurrence. In light of this tragedy, Isuzu has implemented measures including strengthening safety systems and organizational structures, enhancing awareness and sensitivity through increased safety patrols and employee education, and improving physical safety measures such as adjusting the safety features of machinery and equipment. Isuzu is committed to prioritizing safety, and all executives and employees will work together to achieve a fundamentally safe workplace.

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

Each workplace has a safety training center for employees to simulate disasters and practice Isuzu's safety principles. Site workers simulate disasters at least once a year so that become more sensitive to hazards. To prevent occupational incidents resulting from human error, we have introduced virtual safety training to deepen employees' awareness of safety. We have been expanding the target audience for virtual safety training and enriching VR content since the previous period to further deter unsafe behavior that cannot be fully addressed through hardware measures alone.

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

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 (2) Use of Drones to Minimize the Risks of Falls that May Result from Work in High Places and Their Utilization During Earthquakes

Inspecting a roof using human workers entails difficulty with frequent inspection and the hazards typical of work in high places. Isuzu has established drone-based roof inspections. The use of drones has not only eliminated the need for workers to climb onto roofs, thereby enhancing safety, but it has also enabled more frequent inspections and the capture of detailed images, contributing to improved work efficiency. Additionally, drones are utilized during disaster prevention and business continuity management (BCM) drills, as they can quickly gather information about the damage within the plant and surrounding areas in the event of an earthquake.

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.

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 introduction of healthy menu items to the menu of staff cafeterias and measures against passive smoking.
Additionally, we are taking a multifaceted approach to global health issues, including HIV/AIDS, dengue fever, rabies, malaria, and tuberculosis. Specifically, we provide health guidance and follow-up examinations based on medical examination results for employees posted overseas and their accompanying family members, hygiene guidance according to the infection situation in the destination country, the recommended vaccinations, local medical information and consultation support, consultation services regarding medical examinations, treatment, and mental and physical concerns while on assignment, as well as visits by industrial physicians to the destination country.

Push Forward with Mental Health-related Measures

Self-care support includes stress checks and subsequent interviews and self-care training for new employees. In addition to establishing a counseling system in the workplace, we provide line care training and counseling to managers based on the results of stress checks. As part of the care provided by occupational health staff, we address daily workplace consultations, make referrals to external agencies when necessary, adjust work conditions in coordination with the workplace, and provide continuous follow-up. Additionally, we utilize EAP^* as an external resource to provide counseling and training.

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 returning 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 returning 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.

Efforts to Help Employees Stay Healthy

With regard to the health management of employees and their families, Isuzu regularly analyzes receipts (medical expenses) and health check data to identify health issues that should be given priority and plans and implements healthcare services (data health plan).

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: 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 the Labor Unions based on the current workplace situation.
• For 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 relationships 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 negotiations	Main purpose: Labor-management negotiation regarding overall life improvements Agenda: Wages/bonuses, general working conditions Attendees: President and Division EVP
	Labor management study committee	Main purpose: A forum for discussion throughout the year Agenda: General working conditions Attendees: General Manager of HR CoE, General Manager of General Affairs & HR Service, General Manager of Employee Relations
Labor-management council	Central labor-management council	Main purpose: To discuss Company-wide business activities Agenda: Company management policy, production, sales, accounting, wages, R&D, etc. Attendees: President
	Specialist labor-management council	Main purpose: Conducts specialist labor-management council meetings related to production Agenda: Policies for initiatives related to production, productivity improvements, and state of progress Attendees: Executive Officer and General Manager related to Manufacturing Division, VIP, General Managers
	Plant labor-management council	Main purpose: Monthly labor-management consultations Agenda: Operating structure, work environment, benefits, etc. Attendees: Plant Executives, relevant department manager, etc.
Labor-management forum		Main purpose: A forum for the exchange of opinions between labor and management at the division level Agenda: Policies and issues of each division, workplace voices, etc. Attendees: EVP, VP, General Managers, etc.