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.
To deepen understanding of various measures to help employees achieve a better life-work balance, the Company provides explanations in management skill training programs, and in the section "Compass for Work and Rewards of Employees" on the Intranet about support measures designed for each life event.
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*1 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.
In April 2014, Mazda and Mazda Logistics joined the Iku-Men Company Alliance (alliance of company management supporting iku-men, i.e., male who are actively involved in the care of their children), which was established under the initiative of Hiroshima Prefecture, in order to promote male participation in child care.
- *1Kurumin logo certification status of domestic Group companies: Mazda Motor Corporation (2007), Mazda E&T (2009), Mazda Logistics(2011), Kurashiki Kako (2011), Mazda Ace (2012).
Human Resources Office
Human Resources Office
Nakayama: When we had our fourth baby, our other three children were still small. So I took child-rearing leave for about two months to ease the burden on my wife immediately after childbirth. Through this period of leave, I experienced how hard housework was and at the same time I was able to broaden my communication with my children and the social network in my neighborhood. It was a good opportunity for me to see myself from a different viewpoint outside my work-oriented lifestyle. After returning to work, I feel I have become more able to care about other people than before. I think Mazda offers good programs to support a work-life balance. It would be beneficial to further cultivate an atmosphere to encourage more employees to use these programs.
[Comment from supervisor]
Shigemura: Before and after the leave, he proactively established cooperative relationships with other members, which facilitated smooth work performance. After returning to work, he pays more careful attention to others, showing improvement in collaborating with others. There may be other employees who want to use this program but hesitate to do so. To enable many employees to use the child-rearing leave system without hesitation and to make further improvement, we will promote standardization of work procedures and the development of multi-skilled workers.
|System||Description (as of March 31, 2014)||Started||FY March 2012||FY March 2013||FY March 2014|
|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||72 beneficiaries (734 days)||30 beneficiaries (740 days)||41 beneficiaries (1,026 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*2||1,872 days (421 beneficiaries)
Male: 1,378 days (327 beneficiaries)
Female: 494 days (94 beneficiaries)
|1,944 days (433 beneficiaries)
Including 6 non-regular employees
Male: 1,419 days (332 beneficiaries)
Female: 525 days (101 beneficiaries)
|2,200 days (487 beneficiaries)
Including 6 non-regular employees
Male: 1,681 days (381 beneficiaries)
Female: 519 days (106 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. (Legal requirement: Up to one year old.)||Jan. 1991||201 beneficiaries (including 6 male)
Rate of reinstatement after child-rearing leave: 99%
Rate of retention after childrearing leave: 99%
|226 beneficiaries (including 9 male)
Rate of reinstatement after child-rearing leave: 100%
Rate of retention after child-rearing leave: 100%
|242 beneficiaries (including 6 male)
Rate of reinstatement after child-rearing leave: 98%
Rate of retention after childrearing leave: 100%
|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). (Legal requirement: up to total of 93 days per eligible family member.)||Jan. 1992||4 beneficiaries (including 3 male)||7 beneficiaries (including 2 male)||7 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. (Legal requirement regarding work hour reduction: until the child reaches 3 years old.)||Apr. 1999||Employees with reduced working hours
For child-rearing: 221
For nursing care: 6
|Employees with reduced working hours
For child-rearing: 256
For nursing care: 2
|Employees with reduced working hours
For child-rearing: 246
For nursing care: 4
|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||70 beneficiaries||52 beneficiaries||53 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.
"Volunteer work" here refers to the following:
|Aug. 2008*2||373 beneficiaries (2,815 days)
Male: 160 (953 days)
Female: 213 (1,862 days)
|309 beneficiaries (1,539.5 days)
Male: 115 (551 days)
Female: 194 (988.5 days)
For nursing care for relatives: 267 beneficiaries (1,171.5 days)
Including 19 non-regular employees
Male: 102 beneficiaries (489.5 days)
Female: 165 beneficiaries (682 days)
|309 beneficiaries (1,935 days)
Male: 122 (738 days)
Female: 186 (1,197 days)
For nursing care for relatives
264 beneficiaries 1,469 days)
Including 22 non-regular employees
Male: 108 beneficiaries (673 days)
Female: 156 (796 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: 47||Preschoolers: 47|
|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||5 beneficiaries||2 beneficiaries||2 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||23 beneficiaries||28 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||8 registrants||10 registrants||2 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||230 hires||185 hires||275 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|
|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||9 instances
|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: 84%
Average of vacation days taken: 15.9 days
|Rate of vacation day use: 73%
Average of vacation days taken: 14 days
|Rate of vacation day use: 77%
Average of vacation days taken: 14.7 days
- *2Operated under a different system before August 2008.
The Mazda Mutual Aid Union has its foundations in the spirit of mutual assistance for all members.*3 Funded by mutual membership fees (from both members and the Company) as well as special contributions from the Company, this organization provides a range 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
(If payment continues for more than three months, ¥100,000/month will be paid for the months after first three months)
- 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
- 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, caring for family members, under infertility treatment, etc.
- 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.
- *3Executives and regular employees, as well as those approved by the governing board.