Mazda is working on a variety of programs to enable its employees — a diverse range of people with different values and lifestyles — to enjoy their work and find a healthy balance between their work and personal lives. In FY March 2004, Mazda's variety and frequency of use of systems introduced to enable the balancing of work with child-rearing and/or nursing care was recognized, and the company received commendation from the Minister of Health, Labour and Welfare as the most "Family–Friendly Company" in Japan. Also, in FY March 2008, Mazda was awarded the Kurumin certification logo mark in affirmation of its action plan for child–rearing support initiatives, based upon the Ministry of Health, Labour and Welfare's Law to Support the Development of the Next Generation. This award recognized Mazda's effort to promote the balance between work and one's personal life.
Mazda Ace Co., Ltd., a domestic Group company, was awarded the Kurumin certification logo mark in June 2012 in recognition of its pro-active childrearing assistance measures. The Mazda Group will continue its effort to uniformly promote measures for a better work-life balance, including childrearing assistance.
- *Certification status of other domestic Group companies: Mazda Motor Corporation (2007), Mazda E&T (2009), Malox (2011)
| System | Description (as of March 31, 2012) | Started | FY March 2010 | FY March 2011 | FY March 2012 |
|---|---|---|---|---|---|
| Maternal care paid leave | This system allows female employees who are pregnant and have difficulty performing their duties due to morning sickness or other feelings of discomfort to take paid leave for the necessary amount of time. | Aug. 2008 | 31 beneficiaries (793 days) | 28 beneficiaries (810 days) | 72 beneficiaries (734 days) |
| Child-rearing paid leave | This system allows employees to take up to five consecutive working days off, following childbirth or for child-rearing. | Aug. 2008*1 | 1,537 days (375 beneficiaries) Male: 1,185 days (303 beneficiaries) Female: 352 days (72 beneficiaries) |
1,169 days (280 benefi ciaries) Male: 886 days (219 benefi ciaries) Female: 283 days (61 benefi ciaries) |
1,872 days (421 beneficiaries) Male: 1,378 days (327 beneficiaries) Female: 494 days (94 beneficiaries) |
| Child-rearing leave | This system supports unpaid leave for child-rearing for children up to 3 years old. It is possible to take leave in installments. | Jan. 1991 | 167 beneficiaries | 183 beneficiaries (including 8 male) | 201 beneficiaries (including 6 male) Rate of reinstatement after child-rearing leave: 99% Rate of retention after childrearing leave: 99% |
| Nursing care leave | This system allows employees with eligible family members requiring nursing care to take a leave of absence (maximum length of 1 year). | Jan. 1992 | 4 beneficiaries | 4 beneficiaries (including 3 male) | 4 beneficiaries (including 3 male) |
| Special working arrangements for employees involved with child-rearing or nursing | This system allows employees involved with nursing or child-rearing (until end of child's sixth year of primary school) to reduce work hours, be excused from overtime and holiday work, etc. | Apr. 1999 | Employees with reduced working hours For child-rearing: 158 For nursing care: 5 |
Employees with reduced working hours For child-rearing: 196 For nursing care: 5 |
Employees with reduced working hours For child-rearing: 221 For nursing care: 6 |
| Work-at-home system | This system enables employees to perform up to 25% of their work hours at home for the purpose of childrearing or nursing care, or when working at home will raise work efficiency. | Aug. 2008 | 53 beneficiaries | 95 beneficiaries | 70 beneficiaries |
| Special Warm Heart leave system | A paid-leave system covers nursing care for relatives, volunteer work, functions at one's child's school, and infertility treatment. | Aug. 2008*1 | 213 beneficiaries Male: 87 Female: 126 |
278 beneficiaries Male: 113 Female: 165 |
373 beneficiaries (2,815 days) Male: 160 (953 days) Female: 213 (1,862 days) |
| Onsite daycare center: Mazda Waku Waku Kids En | This daycare center was established for employees' children who have not yet entered school. A permanently stationed nurse is available to look after children who become ill. | Apr. 2002 | Preschoolers: 42 | Preschoolers: 42 | Preschoolers: 42 |
| Challenging Career leave | In order to increase future career potential, employees can use this system to take leave for up to three years while attending a school or other training facilities. | Oct. 2003 | 7 beneficiaries | 6 beneficiaries | 5 beneficiaries |
| Leave for employees accompanying a transferred family member | This system allows employees to take a fixed-term leave in order to accompany a spouse who has been transferred, allowing the employee to resume their career at Mazda later on. | Oct. 2003 | 23 beneficiaries | 21 beneficiaries | 23 beneficiaries |
| Re-employment Systems | This system provides an opportunity for former Mazda employees who left the Company due to marriage, child-rearing, nursing care, or other reasons to return to work if they desire. | Aug. 2008 | 2 registrants | 7 registrants | 8 registrants |
| Expert Family System | This system enables interested individuals who meet a certain standard of abilities and experience to be rehired as engineers, advisors to younger engineers (to pass on their knowledge), specialists or in other positions following their retirement at the mandatory retirement age. | Apr. 2006 | 565 hires | 345 hires | 230 hires |
| Super-Flextime Working System | This system was introduced to maximize results by supporting a balance between each employee's private life and working life. It is a flextime system with no set core working hours. | Oct. 2000 | Used at 80% of administrative and engineering field workplaces | Used at 80% of administrative and engineering field workplaces | Used at 80% of administrative and engineering field workplaces |
| Go Home Early Campaign | By streamlining operations, the Company has reduced the long working hours for divisions not directly connected with production. Examples of this initiative include no-overtime days and setting mandatory lights-out times. | Sep. 2007 | Ongoing | Ongoing | Ongoing Average overtime hours: 16.1 hours (per month) |
| Paid Leave for JICA Activities | Employees participating in Japan International Cooperation Agency (JICA) volunteer activities are entitled to take paid leave for these activities. | Apr. 2007 | － | － | － |
| Mazda Flex Benefit System | This is a selective benefit system. Individual employees can seek the type of assistance that most suits them by choosing from a number of preset benefit options within the points they have. Livelihood support, capacity development, childrearing, nursing care, social contributions, hobbies, etc. |
Oct. 2001 | All employees | All employees | All employees |
| Benefit program to support employees' environmental protection and social contribution activities | As part of the Mazda Flex Benefit System, employees can apply their points toward compensation of the costs incurred during volunteer activities they perform. This system is also extended to employees who take a leave of absence to participate in JICA activities. |
Oct. 2001 | 7 instances 101,000 yen |
7 instances 202,200 yen |
9 instances 265,200 yen |
| Promotion of planned use of paid leave | Labor and management cooperate to streamline and standardize work processes, helping to create an environment in which employees take the initiative in planning for and using their paid vacation days (vacation may be taken in 0.5 day increments). | Ongoing | Rate of vacation day use: 67% Average of vacation days taken: 12.5 days |
Rate of vacation day use: 77% Average of vacation days taken: 14.5 days |
Rate of vacation day use: 84% Average of vacation days taken: 15.9 days |
- *1Operated under a different system before August 2008
The Mazda Mutual Aid Union has its foundations in the spirit of mutual assistance for all members.*2 Funded by mutual membership fees (from both members and the Company) as well as special contributions from the Company, this organization provides various types of assistance to its members and their families.
Marriage and Childbirth Support
- Payments of gift money for marriage and childbirth ¥15,000 is paid upon marriage, and ¥5,000 per child is paid upon childbirth
Long–Term Care Support
- long–term care leave payments
¥30,000/month will be paid to members who take leave under the long–term care leave system - Family long–term care relief payments
¥50,000/year will be paid to members whose spouse is in a state requiring long–term care (as defined by the Ministry of Health, Labour and Welfare) for a continuous period of one year or more
Education Support
- Educational expenses loan
A loan of up to ¥1 million per child (deferred loan) will be offered when a member's child enters university graduate/undergraduate studies, junior college, or a vocational or technical school - Payment of subsidies for raising disabled children
¥50,000/year will be paid in support of child development to members whose child possess a grade 2 disability or higher
Support During Disasters, etc.
- Payments of money as condolence following a disaster
Up to ¥160,000 will be paid in condolence if a member or his/her parents' home is adversely affected by a disaster - Emergency loan
A loan of up to ¥500,000 (deferred loan) will be offered to members who are in mourning, hospitalized, on leave from work for injury/sickness, the victim of a disaster, etc.
Other Support
- Injury/sickness leave payments, long–term medical relief payments, and injury/sickness leave special payments
¥5,000 will be paid each time a member takes leave of one month or more for injury or sickness
¥30,000/month will be paid for a long–term (three months or more) period of leave (if long–term leave results in the member not receiving his/her bonus, the member will receive a special payment of up to ¥100,000) - Financial aid for advanced medical treatment
- Monetary condolence gifts and farewell gifts, financial support for survivor's pensions funds and scholarship pension funds, etc.
- *2Directors and regular employees, as well as those approved by the governing board.
