Mazda provides optional training for all employees, aimed at helping them acquire and improve business skills. The Company also offers ongoing education and training programs aimed at fostering executive-level employees and business leaders.
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Business skills training (group training, e-training)
This program helps all employees gain key business skills, built around the three core elements of technical, conceptual, and human skills. In addition to group courses offered around 30 times a year, since 2001 this course has also been available via e-learning. Based on the departmental training plan, after consultation with superiors, employees may elect to undergo training during working hours.
Business skills training is offered by the HR, Quality Management, and IT Departments.
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GLP (Leading Mazda 21)
The Leading Mazda 21 Program, established in 2002, was partially updated in July 2007 as the Global Leader Program (GLP). Mazda selects elite personnel from Group companies around the world, and through practical activities such as communication with top business leaders, assignment to top regional universities around the world, and engagement as a team with management issues, hones their skills in areas including leadership, broadness of vision, and the ability to think strategically. Through this approach, the program is training the next generation of business operators to take the lead in global business.
- Note: The GLP and MBLD programs are offered worldwide.
Department
By taking part in this training program, I learned the discipline of thinking logically and conveying my meaning accurately, making a habit of addressing my thoughts logically and systematically. I find it incredibly useful when negotiating with Chinese business partners and other outside partners, or composing internal e-mails or business documents. The content of the lectures was highly practical, and I was able to put it to use right away. I could also choose lectures myself to improve specialized knowledge and link the learning process with my career plans. I’m looking forward to taking more training courses, to continue to build up my skill set.
Mazda provides education and training programs in a host of technical fields, both to ensure that its manufacturing spirit and world-leading technologies are transmitted to future generations and to sustain its traditions and sense of passion. We support technical skills enhancement and are committed to training outstanding production staff.
As part of Mazda's systematic training of young engineers, the Company has a two-year specialist program for select employees who are under 21 years old. They are trained to take part in the WorldSkills Competition, which is held at regional, national, and international levels. This training helps technicians improve their skills and raises Mazda's technical levels. Training is conducted by past high achievers at the WorldSkills competition, who strive to pass on their technical know-how.
Since 1962, we have sent 418 competitors to the national and international WorldSkills competitions. At the national level, 32 have won and 165 have been prize recipients. At the international competitions, we have had five winners and 13 prize recipients. In 2008, Mazda employees won gold medals in Sheet Metal Technology and Auto Body Painting, silver in Sheet Metal Technology, and bronze in Auto Body Painting. Three other employees took home awards for fighting spirit.
The Advanced Technical Skills Training course was inaugurated in 1996 to pass on core automotive production skills and to develop outstanding technicians. During the two-year program, one expert trains two apprentices. After completing the course, students are awarded the title of Production Engineering Meister, and receive the Meister badge.
At present, 24 subject courses comprising skills to pass on to new engineers are available in 13 fields: iron casting, die casting, forging, powder alloys, heat treating, machining, engine assembly, axle assembly, transmission assembly, stamping, car body, painting, and vehicle assembly.
In FY2008 five employees completed these courses, with one becoming a Production Engineering Meister, one qualifying as a Hiroshima Prefecture award-winning skilled worker, one as a Contemporary Master Craftsperson, and one receiving the Medal with Yellow Ribbon. This brings the number of employees who have completed these courses between July 1996 and March 2009 to 101, with 48 becoming Production Engineering Meisters, 12 qualifying as Hiroshima Prefecture award-winning skilled workers, 12 as Contemporary Master Craftspeople, and nine receiving the Medal with Yellow Ribbon.
This course teaches arc welding techniques to technicians who want to be Japan's leaders in this field. Alumni of this course since 1982 include seven national champions and 22 award-winners.
Mazda Technical College
Mazda believes that developing human resources is a prerequisite to manufacturing products, and therefore the Company is working hard to train technical employees, a concept that started with Mazda's apprentice system in 1928.
The Mazda Technical College, established in 1988, inherits this tradition as a training institution recognized by Japan's Ministry of Health, Labour and Welfare. The college offers two-year courses to high school graduates and selected employees with the aim of providing students with the basic skills and techniques used in a manufacturing workplace. The college has a curriculum that imparts the basic engineering and technical skills and know-how required in these workplaces. In addition, the college trains students to exert leadership and to be self-reliant and personable team members.
As of April 1, 2009, the college has 127 current students, and a total of 1,238 graduates.
In its determination of compensation, Mazda decided in April 2003 to formulate a compensation and grading system that does not use age or years of service as criteria.
Personnel are graded according to ability level (production and medical staff) and work level (administrative and technical staff), and base salaries and bonuses directly reflect their performance.
| Remuneration system | Linkage ratio | Linkage indicator |
|---|---|---|
| Stock options (Phantom stock) |
Difference between exercise price and market value | Stock price |
| Performance-linked pay | Performance-based pay amount can be adjusted +6.5% to -4% | Finance, sales, brand, quality |
As well as training personnel to be leaders in global business in markets around the world, we are aiming to establish a human resources management system that can deploy Mazda personnel around the world. Each business or headquarters periodically convenes a Human Resources Development Committee with management-level employees as members.
The Human Resources Development Committee discusses evaluations of personnel and their future functions based on the results of career meetings. Furthermore, the committee carries out personnel reassignments based on their influence on individuals' training plans, and on the idea of appointing the right person to the right position.
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