- Sustainability TOP
- Social
- Respect for Employees
Basic Approach
Through its corporate philosophy, ISUZU ID, the Isuzu Group has defined four core elements of its Mission, with a particular emphasis on people, where our goal is to be the leader in employee engagement. In our Medium-Term Business Plan 2024, ISUZU Transformation—Growth to 2030 (IX), launched in April 2024, we outlined our vision and roadmap toward 2030, focusing on the evolution toward human capital management. Building on our ongoing initiatives to respect and support employees, we are now advancing a range of measures to accelerate the transition to a human capital–centered management approach.
Management Structure
The Isuzu Group has been promoting management strategy and human capital strategy in an integrated manner, centered on the CHRO position established in 2025.
Important operational policies and annual plans related to personnel matters are discussed and resolved as appropriate at the Management Meeting and other forums. In addition, as part of building our promotion structure, we established the Talent Committee in 2026. Chaired jointly by the CEO and CHRO, this committee meets regularly to deliberate on the appropriateness of executive positions and the suitability of candidates for executive roles, manage our talent pool, and consider policies for developing future management candidates. Through this framework, with the Talent Committee playing a central role, we aim to achieve highly fair talent management that reflects the intentions of management.
We have also established the HRBP (Human Resources Business Partner) function within the HR Division, serving as a core link between management and the field, to resolve HR and labor-related issues on the ground while taking business strategy into account.
Initiatives
Initiatives in Talent Strategy
The Isuzu Group recognizes that placing the right people in the right roles to realize "IX," ensuring the continuous recruitment and development of talent, and achieving talent management that links individual growth with corporate growth are essential to building an organization where diverse talent can develop their abilities and continue to take on new challenges.
To address these challenges, we have established the following three pillars of our talent strategy:
- Formulating optimal staffing plans and securing talent based on the organizational design needed to realize "IX"
- Embedding HR systems that link individual growth with corporate growth, enabling appropriate placement, evaluation, and development
- Enhancing organizational capability by improving employee engagement
Formulating Optimal Staffing Plans and Securing Talent Based on Organizational Design to Realize "IX"
In addition to designing the organization needed to realize "IX," Isuzu is clarifying the responsibilities, roles, and expected outcomes of each position as part of our HR system reform, and formulating staffing plans accordingly. We are also securing talent through the planned development of next-generation management personnel and by offering externally competitive remuneration levels benchmarked against market standards.
Establishing the HR System
Concept of the HR System
To realize the vision embodied in "ISUZU ID," we have set the goal of being an Innovation Leader, evolving the world with "Reliability x 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, the current HR system was introduced in April 2024. The concept of this system is to operate a human capital growth cycle with the following elements:
- (1) Finding opportunities for growth, (2) growing through work, and (3) being rewarded 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.
We will work to embed the systems and initiatives supporting the evolution toward human capital management across Group companies, taking into account the unique characteristics of each company.
Human Resource Development System
Isuzu offers programs in the five areas of career development, self-development, expertise development, management skills development, and leadership development in order to link individual growth to corporate growth.
- Career development: In order for each employee with diverse insights, abilities, and expertise to maximize his or her potential and realize the career he or she is aiming for, we will provide opportunities for employees to think independently and continuously about their own careers based on the medium- to long-term goals in the form of growth plan sheets. We will also strengthen training programs for new graduates, mid-career hires, and employees who have changed their careers through internal recruitment and other means.
- Self-development: We provide employees with online learning programs that allow them to freely choose their necessary studies and the timing of their courses in order to achieve their medium- to long-term goals set in the career development program.
- Expertise development: Each division is working to strengthen employees' specialized skills in line with their own duties and responsibilities. For skilled workers, we have a program to support step-by-step skill development to strengthen their expertise.
- Management skills development: We provide opportunities to share company-wide common objectives and motivate employees, mainly through one-on-one training and workshops.
- Leadership development: We have introduced a program to strengthen the leadership of Isuzu's future human resources.
Isuzu Technical High School
Isuzu Technical High School provides new employees in production roles with a three-month training program after joining the company, emphasizing the knowledge, skills, and mindset required to work as full members of society, in line with Isuzu's approach to "developing people and manufacturing." Following this initial period, each new employees in production roles undergoes an aptitude test and interview, after which they are placed into one of the following three courses for talent development:
- Early-Selection Course (Workplace Assignment): Trainees quickly acquire the skills needed in their workplace and become immediately productive contributors.
- Trainee Course (Acquisition of Specialized Knowledge): Trainees acquire specialized knowledge and qualifications over approximately one year of education before being assigned to the workplace (hereinafter "trainees").
- National Skills Competition Scholarship Course (Competitor Development Course): While gaining knowledge through the Trainee Course curriculum, participants work to further improve their skills with the aim of competing in the National Skills Competition.
The instructors at Isuzu Technical High School are selected from employees who carry out the work on the front line, and they train the trainees. This gives those employees an opportunity to review their own knowledge of the work and to learn how to develop people, which contributes to their own growth as well. By not only training the trainees to become full-fledged professionals but also improving the related skills of the instructors and passing on manufacturing skills, Isuzu is improving the quality of its products.
FY2026 National Skills Competition
The 63rd National Skills Competition, held from October 17 (Fri.) to 20 (Mon.), 2025, at Aichi Sky Expo (Aichi International Exhibition Center)
Competition Results
Automobile sheet metal section: 1 Silver Prize
Machine assembly section: 1 Silver Prize
Lathe section: 1 Honorable Mention
Skills Transmission and Development
To pass on and develop technical skills, Isuzu has established a training system organized by employee level for employees in production roles and works to raise their skill levels.
- Each workplace undertakes training activities to pass on the special skills that are advanced and require significant experience. In addition, the Manufacturing Division as a whole provides systematic training to pass on skills.
- *Graded training for employees in production roles: New employee, young, mid-career, supervisor, etc.
- Isuzu employees enter the National Skills Competition every year with the aim of acquiring the highest level of skill in Japan, and they consistently place among the top finishers.
- FY2021Silver Prize: Machine assembly (1 person)
Bronze Prize: Automobile sheet metal work (1 person)
Honorable Mention: Automobile sheet metal work (1 person) and machine assembly (1 person) - FY2022Bronze Prize: Machine assembly (1 person), Lathe (1 person)
Honorable Mention: Machine assembly (1 person) - FY2023Honorable Mention: Machine assembly (1 person), Lathe (1 person)
- FY2024Silver Prize: Automobile sheet metal work (1 person)
Honorable Mention: Machine assembly (1 person) - FY2025Gold Prize: Automobile sheet metal work (1 person)
Silver Prize: Machine assembly (1 person) - FY2026Silver Prize: Machine assembly (1 person)
Silver Prize: Automobile sheet metal work (1 person)
Honorable Mention: Lathe (1 person)
- FY2021Silver Prize: Machine assembly (1 person)
- We provide advanced skills training and leadership training in collaboration with external training institutions. The number of workers who have passed the National Trade Skill Testing and Certification has doubled since 2011. The Administration Division and the workplaces will continue to work together to run study sessions and practice sessions to support employees in acquiring qualifications.
- Every year we prepare career plans with career goals shared among superiors and subordinates, and implement training courses with varying curricula and OJT for employees to acquire skills according to their job level.
- Isuzu provides advanced skills training at its own training facility, the Isuzu Monozukuri Service Training Center (MSTC), and in collaboration with external training institutions such as polytechnic centers.
- Isuzu has established its own accreditation system for test vehicle driving with the aim of improving employees' driving skills.
HR Performance Evaluation System
Approach to Evaluation
Under "Rewards for Growth," element (3) of the human capital growth cycle, Isuzu has introduced a system for reviewing employee growth.
Fair Evaluation and Treatment
Isuzu has a system for evaluating each employee on the basis of criteria such as their work, their degree of contribution, their degree of growth, and the extent to which they apply their abilities. We are also shifting toward a system centered on clarifying the responsibilities, roles, and expected outcomes of each position, as well as internal job postings. The evaluation system helps to bring out the skills of each and every employee to the fullest and ensures that they are evaluated in a fair and equitable manner, without discrimination on unjustifiable grounds such as social standing, origin, race, beliefs, or gender. This leads to increased engagement and a heightened desire for growth among employees. We also review and disclose the gender pay gap on an annual basis.
Career Development Support
Isuzu has introduced a "Growth Plan Sheet" to help each employee envision their own career and direction for growth. Using this sheet, we conduct career training and One-on-One sessions with management to support employees in realizing the career they have envisioned for themselves.
In addition, we are shifting from a company-led approach to "development" toward one in which employees take the initiative in their own "self-development." By providing online learning services in partnership with external educational institutions, we support employees' proactive career development and self-improvement.
Enhancing Organizational Capability Through Improved Engagement
To improve engagement, Isuzu introduced a company-wide survey for all employees starting in 2024, enabling us to quantitatively visualize the strengths and challenges within each workplace. Based on the results, employees at each workplace engaged in discussion and took action toward improvement. In addition, in 2025 we designated the engagement of front-line management as a company-wide priority issue. Through direct dialogue with senior management and the creation of a new role to support front-line managers, we have been actively introducing new measures informed by employees' actual voices.
Initiatives to Support a Diversity of Work Styles
Isuzu is working to achieve diverse work styles in order to create an environment in which diverse human resources can play an active role. At the same time, we are working to support work-life balance by establishing personnel policies specifically for employees who are required to balance work with childcare or nursing care.
| Support for diverse work styles | Core-time-free flextime system | System allowing highly flexible working hours with no core time |
|---|---|---|
| Telecommuting | System allowing working in the most suitable location for the type of work | |
| Promoting the use of annual paid leave | Creating an environment facilitating the use of annual paid leave in cooperation with the Isuzu Motors Labor Unions, with a target of at least 18 days per year | |
| Hourly paid leave | System allowing flexible use of annual paid leave in one-hour units | |
| Support for balancing work with childbirth/parenting | Long-term childcare leave | System allowing leave until the end of the April after the child reaches the age of two (may be taken in installments) |
| Leave for spouse's childbirth | Special leave for three days within a two-week period after the birth date | |
| Childcare-related leave | System allowing leave for nursing care of children, etc. until the end of the child's third year of elementary school | |
| Childcare balance support leave | System allowing leave to support balancing work with childcare until the end of the child's third year of elementary school | |
| Short working hours | System allowing the option of shorter working hours until the end of the child's third year of elementary school | |
| Telecommuting for parenting | System allowing employees to work from home from pregnancy until the end of March following the child's completion of the third year of junior high school | |
| Support for balancing work with nursing care | Long-term family care leave | System allowing leave for a period required for nursing care (up to 1 year) |
| Family care leave | System allowing leave for care for family members | |
| Short working hours | System allowing the option of shorter working hours for a period required for nursing care | |
| Telecommuting for nursing care | System allowing the option of telecommuting for a period required for nursing care |
Initiatives to Improve Work Styles in Plant Districts
At Isuzu, working days are set according to an annual working calendar, and national holidays may also be working days. Employees are often forced to take annual paid leave to care for their children because many nurseries are closed on national holidays. In response to requests from those employees, we provide in-house childcare services within the Fujisawa district on workdays that fall on national holidays to support the balancing of childcare and work for the working generation. In addition, since fiscal 2027 we have expanded this program to include after-school childcare for children in the first through third grades of elementary school.
Utilization of Diverse Human Resources
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. 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.
Action Plan for Promoting Opportunities for Female Employees
With the aim of becoming the leader in employee engagement, as set out in our corporate philosophy, ISUZU ID, Isuzu is committed to actively promoting an environment where everyone working at Isuzu can thrive regardless of their background, including their gender, nationality, or work history. To this end, we have established the following action plan.
Plan Duration
3 years (from April 1, 2024, to March 31, 2027)
Goals and Initiatives
Goal 1
Increase the ratio of female managers to achieve a top level in the automotive industry (target of 4.7%).
Initiatives 1
- To support the growth of female employees, implement planned job experiences, One-on-One sessions, and career training in collaboration with each division and human resources.
- Actively promote the attractiveness of our Company's work to women in the recruitment process to reduce the gap in the number of male and female applicants.
Goal 2
Promote understanding for employees balancing work and childcare by achieving a 100% rate of male employees taking childcare leave.
Initiatives 2
- Identify challenges faced by the target group and their managers, and implement measures to allow flexible leave-taking.
- Encourage all eligible employees to take childcare leave and childcare leave days so that they can experience balancing professional and family life during the childcare period.
Promoting the Role of Post-Retirement Employees
Isuzu has established a post-retirement re-employment system and other measures to provide an environment in which employees can continue to contribute after the age of 60.
Currently, more than 800 employees continue to work at Isuzu under the post-retirement re-employment system.
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 policy is to hire locally, and we actively recruit local employees in the countries and regions where we operate. Our overseas Group companies employ 15,503 people, most of whom are locally hired.
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, Isuzu is actively promoting the employment of people with disabilities through both new graduate and career hiring. After joining the Company, we also provide support to help employees settle into their roles through regular interviews, working to create a workplace where diverse talent can put their abilities to use and continue working with peace of mind. Assignments take into account each individual's aptitudes and wishes, as well as their specific disability, and are made across a wide range of fields, including not only administrative roles but also production roles.
Occupational Health and Safety
Basic Approach to Occupational Health and Safety
Based on the Isuzu Health and Safety Philosophy, we promote our activities with the safety and health of employees as the foundation of our business. These values are universal and remain unchanged in any era or environment. This philosophy applies to all persons employed by Isuzu regardless of their employment status, as well as to all employees of affiliated companies working on our premises.
Isuzu Health and Safety Philosophy
Our Policy for Health and Safety Activities
Each one of our employees goes back to the Isuzu Health and Safety Philosophy and gives utmost priority to safety in anything they do. We also work to raise our awareness about safety and health and encourage all employees to work together to ensure safety for all.
Occupational Health and Safety Structure
The Isuzu Group's safety promotion activities are led by the President and CEO, with the CRMO overseeing and coordinating these initiatives.
| Responsible Executive | Naohiro Yamaguchi (President and Representative Director, CEO) |
|---|---|
| Deliberative Body | Special Safety Promotion Committee. In accordance with internal regulations, the committee's activities are submitted to and reported to the Management Meeting and the Board of Directors. |
| Secretariat | CRMO |
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 occupational 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 partner companies, we have established the Isuzu Safety and Health Cooperative Association, made up of those partner companies, and we strengthen our cooperation by providing guidance on safety, health, fire prevention, and disaster prevention through monthly company assessments. As our business has become more global, we also distribute information on accidents occurring in Japan to our overseas affiliates and hold regular meetings with them to share information and provide guidance.
- *Health and safety management is overseen by the officer in charge of the Health and Safety Department, and reports are made as appropriate depending on the nature and urgency of the situation.
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. In addition, we are actively working to achieve the safety management targets set for our plants.
Number of Occupational Accidents for FY2026
| Scope | Injury Category | All Injury Frequency Rate | Lost-Time Injury Frequency Rate | ||
|---|---|---|---|---|---|
| All Injuries*1 | Fatal Injuries | Lost-Time Injuries | |||
| Non-consolidated | 19 | 0 | 3 | 0.73 | 0.11 |
| Domestic*2 | 235 | 0 | 28 | 3.47 | 0.41 |
- *1Lost-time injuries + non-lost-time injuries
- *2ISUZU MOTORS LIMITED and 24 domestic consolidated subsidiaries
Initiatives to Prevent Serious Accidents
Following the tragic serious accidents in fiscal 2024 that claimed the precious lives of employees of the Isuzu Group at the Fujisawa Plant and at dealership service centers, the Isuzu Group has designated April 7 as "Safety Day," so that all employees can reaffirm the importance of safety and renew their strong commitment to it. In fiscal 2026, Shinsuke Minami, COO at the time (2025), sent a safety message video to all Group employees, sharing his thoughts on safety. In addition, "Safety Dialogues," discussions held at each workplace on the theme of "compliance with workplace rules," were conducted. Executives including Mr. Minami also held a memorial service at the "Safety Legacy Hall," established within the Monozukuri Service Training Center (MSTC), before attending safety communication activities at the Fujisawa Plant and Group companies.
Initiatives in Risk Assessment
At Isuzu, to reduce the risk of accidents, when new equipment or new chemical substances are introduced in manufacturing or development, the user department, the planning department, and the health and safety department work together to conduct risk assessments. In addition, within existing processes, besides the workplace inspections required by law, Plant Executives and representatives from each workplace regularly conduct safety patrols and carry out risk assessments to identify problems such as "unsafe conditions and unsafe behavior." By promptly correcting the problems identified, we are promoting the creation of a safe workplace.
Expansion of Experience-Based Safety Training
At every workplace we maintain a permanently installed "safety dojo" where employees can experience simulated accidents relating to the Isuzu safety principles. Employees in operational workplaces undergo a simulated accident experience at least once a year, as part of our efforts to heighten each individual's sensitivity to hazards. In addition, from the standpoint of preventing occupational accidents caused by human error, we have introduced VR safety education as a means of deepening employees' safety mindset. By expanding the range of employees covered by VR safety education and enriching the VR content, we aim to further curb unsafe behavior that physical safety measures alone could not fully address.
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.
A safety patrol in progress
Improving the Workplace Environment (2): Use of Safety Culture Assessments
To foster a culture of safety and track changes in employee awareness, we conduct periodic safety culture assessments. By using third-party evaluations to visualize and analyze the organization's strengths and weaknesses, we are continuously working to strengthen our approach to issues that require attention.
Improving the Workplace Environment (3): Fall Prevention Measures Through the Introduction of Stumble-Resistant Safety Shoes
Aging tends to increase the risk of falls due to factors such as decreased muscle strength, and when an accident does occur, injuries tend to be more severe than among younger employees. We have therefore introduced "stumble-resistant safety shoes" to help prevent occupational injuries and, in turn, to create an age-friendly workplace that is easier to work in. Since their introduction, many employees have said that they are now less likely to trip.
Disaster Preparedness and BCM Drills
Our business sites assume many different risks of disaster and conduct disaster preparedness 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. In these drills we seek advice from outside consultants on reducing risk, with the aim of establishing more practical operational flows. 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.
Health Management
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
Isuzu is committed to health management with the aim of enabling employees to work with vitality, both physically and mentally, and with a sense of purpose, while building a relationship in which employees and the Company continue to grow together.
Declaration of Health
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."
Naohiro Yamaguchi
President and Representative Director, CEO
Structure
Isuzu's health management is promoted under the following structure.
| Chief Promotion Officer | Naohiro Yamaguchi (President and Representative Director, CEO) |
|---|---|
| Promotion Officers | Executive Officers in Charge |
| Promotion Unit | Health & Safety Promotion Dept. (including occupational health staff) |
With the President and Representative Director, CEO as the Chief Promotion Officer, the Health & Safety Promotion Department is taking the lead in promoting health management. To promote health management in each division, we ensure smooth information sharing and collaboration through committee members (at the general manager level) from each region's Health and Safety Committee. We also collaborate with Isuzu Hospital, Isuzu Motors Health Insurance Union, and the Isuzu Motors Labor Union to implement measures in a company-wide effort.
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 health insurance claims (medical cost) data and health checkup data to identify priority health issues as well as plan and implement health measures.
Health Issues and KPIs
Isuzu identifies its health-related challenges based on the results of analysis of health checkup data and other information, and has established various indicators as priority issues to address through corresponding measures.
Strategy Map
To realize the goal set forth in our Health Declaration—"enabling employees to work with a sense of purpose, while building a relationship in which employees and the Company continue to grow together"—we are advancing our initiatives in line with the following health and productivity management strategy map.
Promotion of Mental Health 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.
- *Employee Assistance Program: Assistance by external experts
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. In addition, in the event that an employee is ultimately unable to return to work, we have introduced GLTD (group long-term disability income protection insurance) to provide income protection after they leave the Company, helping to alleviate concerns about income and daily life while providing career support from a range of angles.
Initiatives Related to Global Health Issues
Our efforts to promote health also include training for managers and employees to raise health awareness 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 employees posted overseas and their accompanying family members with health guidance and follow-up examinations based on medical examination results, hygiene guidance according to the infection situation in the destination country, recommended vaccinations, local medical information and support in seeking treatment, and consultation services regarding medical examinations, treatment, and mental and physical concerns while on assignment.
Labor-Management Relations
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 the Isuzu Motors Labor Union based on the current workplace situation.
- Regarding the operation and revision of various HR, labor, and welfare-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. We have also set a maximum limit on overtime hours (in accordance with the Article 36 Agreement (a labor-management agreement required under Japan's Labor Standards Act to permit overtime work) and a labor-management memorandum), and both labor and management jointly monitor this limit to prevent excessive working hours. Isuzu will continue to work together with the labor union to create a better working environment.
Major Labor-Management Forums Held
Content of the Major Labor-Management Forums (FY2026)
| Labor-management negotiations | Spring labor-management negotiations | Main purpose: Labor-management negotiations regarding overall life improvements Agenda: Wages/bonuses, general working conditions Attendees: President, Senior Executive Vice President, EVP of the Planning & Finance Division, EVP of the HR Division |
|---|---|---|
| Labor-management study committee | Main purpose: Discussions throughout the year Agenda: General working conditions Attendees: HR Promotion Director, General Manager of HR Services Dept., General Manager of Fujisawa & Tochigi HR Dept. | |
| Labor-management council | Central labor-management council | Main purpose: Discussion on company-wide business activities Agenda: Company management policy, production, sales, accounting, wages, research and development, etc. Attendees: President |
| 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 |
|
Labor Standards and Working Environment
Isuzu communicates the basic rules and procedures related to work styles to employees, and provides monthly announcements on the appropriate management of working hours. Supervisors also manage working hours on a daily basis through the attendance management system. In addition, we monitor the status of annual paid leave usage and work to promote its use.