About Human Resource Development

Required Human Resources

We are expected to be inspired by our Corporate Philosophy,

continuously contribute to the achievement of our Business Plan and the
realization of lasting company growth with JATCO WAY: T-E-A-M and our
management and technical expertize.

Realization of Mutual Employee & Company Growth

With the aim of realizing the Required Human Resources, managers have
a responsibility to continuously provide growth opportunities while
respecting the diverse backgrounds of each employee.
As for us Jatco employees, let’s all take responsibility for our own
development and maximize the benefit of these growth opportunities.

JATCO Confidential C 1
 GMP
Session 1

JATCO Confidential C
Contents

1. Corporate Philosophy, MTP, MMP Series

2. GMP Overview
3. Revised definition of management
4. General Manager management practice
1. Understanding of external environment / superior policy
2. Vision and strategy development
3. Assignment setting and team formation
5. Review and summary

JATCO Confidential C 3
1. Corporate Philosophy, MTP, MMP Series

Corporate philosophy:
Mission
Vision
JATCO WAY
T-E-A-M

Acumulation of JATCO Midterm

JATCO Direction
Know-how L-B-B

Practice and Continuous

improvement of
Review Management and
organizational skills
Global unification
MMP Series

JATCO Confidential C 4
From now on, it is necessary to improve the management ability and organizational ability more than ever!
JATCO Confidential C 5
1. Corporate Philosophy, MTP, MMP Series

Corporate philosophy:
Mission
Vision
JATCO WAY
T-E-A-M

Acumulation of JATCO Midterm

JATCO Direction
Know-how L-B-B

Practice and Continuous

improvement of
Review Management and
organizational skills
Global unification
MMP Series

JATCO Confidential C 6
1. Corporate Philosophy, MTP, MMP Series

FY17
MMP Follow Up Expansion
FY16 JAPAN Existing Managers
JKE / S, JUS MMP
FY15 JGZ MMP Follow Up
FY13 FY14 JMEX, JGZ, JTL MMP MMP 360
Design JAPAN MMP JAPAN MMP Follow Up JTC EC3

JATCO Confidential C 7
1. Corporate Philosophy, MTP, MMP Series
MMP Series programs & content based on JATCO WAY T-E-A-M
GMP General
Understanding GM role,regular feedback
MMP Manager
series
MMP Follow Up MMP Excellent Manager
Improve own vision & strategy, 360
regular feedback

MMP Competent Manager

er
ag
Management definition & practice,

an
regular feedback
Manager in Transition

M
AMP
Understanding AM role,regular feedback Assistant Manager

CMP
Understanding role,regular feedback Chief

SMP
Understanding role,regular feedback Staff

JATCO Confidential C 8
1. Corporate Philosophy, MTP, MMP Series

Corporate philosophy:
Mission
Vision
JATCO WAY
T-E-A-M

Acumulation of JATCO Midterm

JATCO Direction
Know-how L-B-B

Practice and Continuous

improvement of
Review Management and
organizational skills
Global unification
MMP Series

JATCO Confidential C 9
1. Corporate Philosophy, MTP, MMP Series
MMP Series Concept
1. The purpose is to support the manager's management practices in the field, not teach
mere theory.

2. The session will be conducted according to the manager's annual plan.

3. In the session, avoid one-sided lectures as much as possible, and exchange opinions
among participants as a place to accumulate know-how unique to JATCO

4. Participants should not only improve their own performance and management
practices, but also contribute to the improvement of organizational strength through
active mutual feedback to other participants.

5. In principle, general management skills and knowledge should be acquired by self-

study.

JATCO Confidential C 10
1. Corporate Philosophy, MTP, MMP Series
MMP Series Ground Rules

1. Show a response (such as nodding)

2. Listen carefully to others.

3. When in doubt, ask questions.

4. Take breaks as needed.

5. This program is a “safety shelter”. Discussions in the program are considered private.
Please do not share discussion content outside the program.

JATCO Confidential C 11
Contents

1. Corporate Philosophy, MTP, MMP Series

2. GMP Overview
3. Revised definition of management
4. General Manager management practice
1. Understanding of external environment / superior policy
2. Vision and strategy development
3. Assignment setting and team formation
5. Review and summary

JATCO Confidential C 12
2. GMP Overview
General manager management practice and yearly events are shown below
Yearly process General Manager management practice Yearly events

Understanding of external Vision strategy formulation

environment / superior policy, Global environmental change, global trends ・
Based on the company-wide business plan, formulate your own Development of
Development of vision and department's vision and strategy. Q1 departmental policies,
strategy, setting of issues and Responsible for departmental task setting. agreement with
team formation stakeholders

Manager's ability
development,
Q2
Preparation for next year

While involving other divisions, we will carry out reforms at

Problem solving and ability
development
the division level to improve our organizational capabilities at Reversal in the first half,
System examination of the
the same time as we carry out the tasks this fiscal year. Q3
next fiscal year,
Preparation for next year

Yearly reflection,
Q4 Manager's rating,
Preparation for next year

※ The above table shows the contents of General Manager management practice. At the time of evaluation, work grade definition and competencies of
each company are performed.
※ The above contents are premised on thorough implementation of Jatco's basic system (compliance, duty to consider safety, thorough
implementation of Jatco brand, etc.).

JATCO Confidential C 13
2. GMP Overview
GMP closely supports General Manager management practice & yearly events
GMP
Understanding role, regular feedback

Q1 Q2 Q3 Q4
Vision strategy formulation
General ・ Manager's ability Reversal in the first half,
Development of Yearly reflection,
Manager development, System examination of the
departmental policies, Manager's rating,
yearly next fiscal year,
agreement with Preparation for next year
events Preparation for next year Preparation for next year
stakeholders

Manager's ability development

Creation of department policy

Reflection and mutual feedback

Review of vision strategy and
About manager's vision

Reflection and mutual

department policy
GM in Transition

Competent GM
turning point

Session 3
Session 1

Session 2
Director at

feedback
strategy

One head
manager
JATCO Confidential C 14
2. GMP Overview

Session Objectives
 Revise definition of management, general manager We get an overall
picture of 3 points of management practice and yearly events
 Prepare for senior management practices for the Q1-Q2 events

JATCO Confidential C 15
Contents

1. Corporate Philosophy, MTP, MMP Series

2. MMP Overview
3. Revised definition of management
4. General Manager management practice
1. Understanding of external environment / superior policy
2. Vision and strategy development
3. Assignment setting and team formation
5. Review and summary

JATCO Confidential C 16
3. Revised definition of management

Confirmation of the management situation of this year: Exercise

Please share the management status of this year with the group as well as introd
uce yourself.

 Self-introduction based on pre-distributed “self-introduction sheet” to ea

ch person and group members
 For the second person, please give me first after the first person is over
 Listeners should check their understanding of the other's situation with q
uestions, etc.

◆ Sharing 15 minutes / person, whole sharing 10 minutes

JATCO Confidential C 17
3. Revised definition of management

Checking your current behavior and awareness: exercises

Please check which is your current consciousness and behavior.

 Fill in your own awareness and behavior check sheet

 Please answer in a straightforward manner, not as an ideal form
 Please share the result within the group

◆ Individual work 5 minutes, intra-group sharing 15 minutes, whole s

haring 10 minutes

JATCO Confidential C 18
3. Revised definition of management
Revised definition of management
Management handled by MMP
1.Be sure to achieve organizational goals
2.In order to do so, we will use “resources
(people, goods, money, information, wisdom,
experiences, etc.)”
3."Effective" and "efficiently"
Management needed for department managers
1.Have a medium to long term perspective
2.And have a whole optimal viewpoint
3.Set and achieve organizational goals for the
medium to long term through procuring and
developing resources themselves as well as
utilizing current resources, information and
wisdom
JATCO Confidential C 19
 3. Revised definition of management
General Manager management practice
Yearly process General Manager management practice Yearly events

Vision strategy formulation

Understanding of external Global environmental change, global trends
·
environment · upper level policy, Based on the management plan of the whole company based on the
Q1 Division planning,
Formulation of vision / strategy, plan, formulate its own vision and strategy. Responsible for setting
agreement with
task setting and team formation task assignments.
stakeholders

Managerial capacity
development,
Q2
Preparation for the next
fiscal year

In returning to the first

Problem solving and skill
development
term,
While involving other departments, we will carry out transformation Review the structure of the
Q3
at the department level and improve the organizational strength at the next fiscal year,
same time as this year's task execution. Preparation for the next
fiscal year

Repayment of the year,

Evaluation of manager
Q4 layer,
Preparation for the next
fiscal year

* The above table shows the contents of General Manager management practice. Evaluation is done by each company's job grade definition and competency.
※ The above content assumes Jatko's basic system etc. thoroughly (compliance, safety consideration obligation, JATCO brand thoroughness etc.).

JATCO Confidential C 20
3. Revised definition of management

JTC work grade definition

仕事等級 役割定義
BL3  全社視点からの部門の中期、短期策略策定へ参画および
該当分野のWHATである部戦略の作成、実行
（部長層）  組織のマネジメントおよび組織をまたぐネットワーク構築による課題達成および自らの知識、技術の
伝承
 後継者育成、部下の人財育成および、適材適所の人員配置による組織の活性化

BL1  経営と現場をつなぐ要としての企業戦略理解による組織の方針、リソースのマネジメント
 組織のマネジメントによる課題達成および自らの知識、技術の伝承
 ＰＣＣを通じた部下の成長支援による人財育成および組織の活性化

JATCO Confidential C 21
Contents

1. Corporate Philosophy, MTP, MMP Series

2. MMP Overview
3. Revised definition of management
4. General Manager management practice
1. Understanding of external environment / superior policy
2. Vision and strategy development
3. Assignment setting and team formation
5. Review and summary

JATCO Confidential C 22
4.1 Understanding the External Environment /
Superior Policy
External Environment Check: Exercise
Please write down the following information without looking at it.

 Each of the political issues in the US, Europe, and China affects the auto
mobile industry
 C-A-S-E
 Worldwide sales per year (most recent and expected several years later)
 Jatco Group customers (OEMs currently in transaction)
 JATCO Group's competition (a company that designs, manufactures and s
ells automatic transmissions, etc.)

◆ 5 minutes of personal work

JATCO Confidential C 23
4.1 Understanding the External Environment /
Superior Policy
Confirmation of superior policy: exercise
Please write down the following information without looking at it.

 Corporate Philosophy: Mission, Vision, JATCO WAY T-E-A-M

 Quality policy, environmental policy
 JATCO No. 1 2020
 President policy
 Division (division) vision, mid-term and current term business plan
of division, policies, etc.

◆ 5 minutes of personal work

JATCO Confidential C 24
Contents

1. Corporate Philosophy, MTP, MMP Series

2. MMP Overview
3. Revised definition of management
4. General Manager management practice
1. Understanding of external environment / superior policy
2. Vision and strategy development
3. Assignment setting and team formation
5. Review and summary

JATCO Confidential C 25
4.2 Vision and strategy formulation
Sharing the current vision

What to use Vision of the department you are currently thinking about bringing

 Shared by group 10 minutes / person × 4 people = 40 minutes

JATCO Confidential C 26
4.2 Vision and strategy formulation

Visual field of vision setting

External environment change

Basic skills Upper-level policy

Request from other

Basic mission Today's task departments

1 Recognition of internal 2 Recognition of 3 Recognition of

and external environment organizational mission resources

Aspiration as a four-part
manager

Vision

JATCO Confidential C 27
 4.2 Vision and strategy formulation
Visual field of vision setting: internal and external environment
[Recognition of internal and external environment] ○ External

Social environment ... Environment surrounding companies, movements of markets and industries,
political and economic trends, etc.
Internal environment ... Management philosophy, management policy, management condition, corporate
culture, etc.
○ Inside
Intra-organizational environment ... Issues in business execution, organizational culture and activity, etc.

* It is important not to recognize the environment inside or outside at a specific timing, such as when
selecting an organizational purpose, but to keep an eye on the eyes and grasp the changes on a daily
basis

◆ Exchange of opinions on internal and external environment within the group: 10 minutes *
Benchmark: Exchange of opinions on competitors and suppliers that have been benchmarked over the
last two years.

JATCO Confidential C 28
4.2 Vision and strategy formulation

Vision of Vision Setting: Organizational Mission

[Recognition of organizational mission] ○ Basic mission

　　 T-E-A-M
　　 Management task
　　 Target
　　 Thoughts of the immediate boss
○ Today's task
　　 Issues that require a flexible response due to environmental changes
○ Request from other departments
　　 Today's issues facing related departments

◆ Exchange of opinions on internal and external environments within the group: 10 minutes

JATCO Confidential C 29
4.2 Vision and strategy formulation

JATCO Confidential C 30
30
 4.2 Vision and strategy formulation

Visual field of vision setting: resource recognition

[Recognition of resources] People, goods, money, technology, information

　 Corporate culture
　 Organizational climate
　 Brand etc

Not only what is manifesting these qualities in front of you, but also what is potentially. Also,
consider not only what is present, but what should be developed.

◆ Exchange of opinions on internal and external environments within the group: 10 minutes

　　

JATCO Confidential C 31
 4.2 Vision and strategy formulation
Visual field of vision of vision setting: Desire as director
【 Aspiration as a manager layer 】 What I want to realize as a manager layer

As a manager Take care of yourself

Things I want to do What you are doing

Not "must",
"Thing you want to do" With my own
Things I want to do

What do you really want to do?

Aspiration as
a manager

◆ Exchange of opinions on internal and external environments within the group: 10 minutes

JATCO Confidential C 32
4.2 Vision and strategy formulation
Review of vision

 Look back on your own vision based on the "vision required by your man
ager."
 Reviewing point of view (1) Confirm that you were conscious or not abo
ut the following point of view Recognition of internal and external enviro
nment / recognition of organizational mission / recognition of resources
/ spirit as director layer 2T-EAM point of view Are you

◆ Individual work: 10 minutes Group work: 30 minutes Whole sharing: 10

minutes

JATCO Confidential C 33
4.2 Vision and strategy formulation
Vision reflection 2
Let's look back on the following viewpoints
◆ How to catch the problem ・ How to recognize it
1. Were you able to see the facts without prejudice?
2. Did you refer to other known related information?
3. Have you considered the meaning of what is happening from a higher point of view than the fact level?  
4. In the light of the organizational purpose, have you considered what the essential issues for you are?  
5. By considering not only this fact but also other facts, could you see the structure behind the problem that is happenin
g?
◆ Characteristics of coping choice
A. Were you able to draw clearly what kind of situation you would like to bring the facts into? Also, was it totally optimal  
B. What to cherish and what to avoid
C. How far have you considered the scope of the impact when taking the considered action?  
D. How much thought did you take against the facts 
E. In dealing with facts, is the intention and context of one's management consistent with the whole clearly put?
◆ Individual work: 10 minutes Group work: 30 minutes Whole sharing: 10 minutes

JATCO Confidential C 34
4.2 Vision and strategy formulation
Think about the direction of your
vision
 After looking back on the vision, I think about the directionality of the vision while paying
attention to the field of view regarding the vision as a director. Identify points that you would
like to add in the future, examine the points that need to be heard, and

 Individual work: 10 minutes Group work: 20 minutes Whole sharing: 10 minutes

JATCO Confidential C 35
Contents

1. Corporate Philosophy, MTP, MMP Series

2. MMP Overview
3. Revised definition of management
4. General Manager management practice
1. Understanding of external environment / superior policy
2. Vision and strategy development
3. Assignment setting and team formation
5. Review and summary

JATCO Confidential C 36
4.3 Setting of task and team formation

Your department policy should incorporate your vision. In GMP Session 2,

share the progress of your vision / section policy.

JATCO Confidential C 37
Contents

1. Corporate Philosophy, MTP, MMP Series

2. MMP Overview
3. Revised definition of management
4. General Manager management practice
1. Understanding of external environment / superior policy
2. Vision and strategy development
3. Assignment setting and team formation
5. Review and summary

JATCO Confidential C 38
5. Review and summary

 What I learn in today's session

 Issues for the next time

JATCO Confidential C 39