In order to create a corporate environment in which employees can enjoy their work, Mazda promotes human development revolving around the principles of the Mazda Way.
Mazda recognizes that people are its most important resource and aims to be a company staffed by people who enjoy their work. To this end, the Company promotes human resource training based on the Mazda Way principles shared throughout the entire Mazda Group worldwide. Also, the Company has actively implemented a wide variety of measures and initiatives including the Tobiuo (Flying Fish) Human Resources System, which is established to act as a platform for individuals to realize their potential for growth and success.
In FY2008, Mazda summarized seven basic principles and values handed down within the Company over time and defined these as the principles of the Mazda Way.
In FY2010, in order to raise awareness of the Mazda Way in each Mazda employee and promote related changes in behavior, approaches and past experiences that senior executives considered important were introduced through in-house newsletters. Mazda continues to promote measures to ensure that the Mazda Way can easily be put into practice by employees.
The Mazda Group engages in regular communication with all Group companies worldwide, and the entire Group is working together to create further opportunities for interaction among personnel and cultivate a climate based on a shared point of view.
Global PDC (Global Personnel Development Committee)
Discussions among leaders of Mazda Motor Corporation and Group companies on interaction among, and utilization of, personnel in these companies
Regularly scheduled meetings with human resources managers of Group companies
- Regularly scheduled meetings (monthly) with overseas facilities
- Regularly scheduled meetings (quarterly) with domestic Group companies in the same region as the Head Office (Hiroshima)
Employee awareness surveys have been conducted on a continuing basis at Mazda since FY1987. Since FY 2008, these surveys have been expanded to include Group companies in Japan and overseas. (Respondents in FY2010: approx. 23,500 in Japan, approx. 3,300 overseas.)
Employee willingness to work and desire to contribute to the company were as high as in FY2009, and positive responses in relation to work efficiency increased somewhat. However, in reaction to increased employee workloads, there were calls for enhanced teamwork and more support from management.
Results were analyzed within each department and, following feedback, action plans were formulated and implemented as part of continual improvements. With the aim of giving each employee the attention she/he needs and encouraging communication in the workplace, the company is simultaneously introducing a system of on-the-job training coaches, promoting work in small groups, and moving forward with other measures throughout the entire Company.
