The Seven Principles of the Mazda Way which are the principle that should be followed when engaging in work, form the basis for human development in the Mazda Group, and as such are involved in the creation of a climate in which employees can enjoy their work.
In April 2008, Mazda condensed seven basic principles and values handed down within the company over time-integrity, basics/flawless execution, continuous kaizen (improvement), challenger spirit, self-initiative, Tomoiku (mutual growth/ success), and One Mazda-and defined these as the Seven Principles of the Mazda Way. These will be spread throughout the whole Group by means of the Mazda Business Leader Development (MBLD) Program, after which it is hoped they will permeate the entire Group and become an inseparable part of everyday work by means of workplace discussions and reviews with superiors.
Sharing and practicing the Mazda Way globally will enable the Group to further mobilize its potential in the future.
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| Integrity: | We keep acting with integrity toward our customers, society and our own work. |
| Basics/ flawless execution: | We devote ourselves to the basics, and make steady efforts in a step by step fashion. |
| Continuous Kaizen (Improvement): | We continue to improve with wisdom and ingenuity. |
| Challenger Spirit: | We set a high goal, and keep challenging to achieve it. |
| Self-Initiative: | We think and act with "self initiative". |
| Tomoiku (mutual growth and success): | We learn and teach each other for our mutual growth and success. |
| One Mazda: | We think and act with the view of "Global" and "One Mazda". |
Program
Management Division
There are three points I am conscious of in order to work efficiently: understanding the essence of what is required, being aware of different ways of thinking, and seeing things from the customer' s viewpoint in order to derive solutions. These were things I had already been telling my staff, and in terms of the Mazda Way they constitute the principles of "Basics/flawless execution" and "Integrity." Thinking of the Mazda Way not as seven concepts to remember, but as principles we need to sort out and digest for ourselves, brings them closer to home.
Mazda aims to be a company staffed by people who enjoy their work.
The Tobiuo (Flying Fish) Human Resources System, established in April 2003, was based on the concept that giving individuals the opportunity to demonstrate their full potential leads to their growth and success, which is linked to achieving our corporate vision.
We are now formulating a Human Development Strategy for the entire Mazda Group with the Mazda Way, set out in April 2008, as its core concept, and are gradually developing a variety of human resource systems and measures.
We are also actively committed to ensuring health and safety, acknowledging diversity in the workplace, and maintaining healthy labor relations, all of which are foundational to employee success. We carry out an employee awareness survey every year, with the results leading to improvements in the workplace environment.
Since 1987, Mazda has carried out employee awareness surveys, which are currently implemented via the Intranet.
Until FY2007 these covered all employees in Mazda alone, but since FY2008 the surveys have expanded to cover Group companies within Japan and overseas. Along with this global expansion the questionnaire were revised to enable employees' understanding and implementation of the Mazda Way to be estimated. There were 11,000 respondents to the FY2008 survey in Japan, and 700 overseas.
The employee awareness survey results were released to division general managers, after which action plans for improvement were formulated and implemented on a divisional basis. The effectiveness of action plans is checked against the results of the following year' s surveys and linked to further initiatives for the implementation of continuous improvement. Specific action plans have included more active communications by such means as notification of divisional policies, thorough implementation, and expansion of opportunities for discussion, and the promotion of business streamlining by reviewing business processes and improving awareness.
In light of the Mazda Way, which forms the basis for human development within the Mazda Group, and the Human Development Strategy, formulated with the Mazda Way at its core, the Mazda Group is currently engaged in collaborative consideration of practical initiatives while maintaining communication between countries and Group companies.
Following on from FY2007, a Global Human Resource Conference with human resources development staff from overseas subsidiaries was held in FY2008, at which participants discussed global-scale initiatives. Monthly telephone conferences are also held with subsidiaries in each country to share the latest information.
In addition, quarterly meetings are held with domestic subsidiaries located in the same area as the Head Office, during which labor issues and human resource measures are discussed.
Mazda is committed to expanding collaborative initiatives with other countries and subsidiaries with a view to exchanges of human resources and their further utilization.
