Recognizing that people are its most important management resource, Mazda created the "Tobiuo (Flying Fish) Human Resources Management System." Mazda recruits, trains and rewards employees based on this system, which is designed to create an environment enabling self-directed activity and oriented toward employee independence and success.
The Tobiuo (Flying Fish) Human Resources Management System was established in April 2003 with two main objectives: 1) provide the appropriate jobs and environments where each employee can demonstrate their best performance and 2) support their "career development" and "performance" in connection with the realization of our cooperation vision.
This system emphasizes how we can improve the individual capabilities of each employee, and involves three main parts: 1) a transfer and career formation support system that provides assistance to enable choice and self-realization; 2) a support system to review working conditions and vacations and to promote balance between work & one's personal life; and 3) an evaluation system to achieve the best match of people, work and rewards.
- HR Management System "Tobiuo"
Mazda is developing programs to foster employees' growth, so all employees can achieve self-realization and make suitable career choices.
Career Meetings
To encourage regular and formal communication between employees and their supervisors, Mazda has introduced periodic career meetings for all employees.
The Tobiuo HR Management System assumes people will become highly motivated to demonstrate their full potential and achieve their goals only after fully understanding their roles and responsibilities.
Career meetings are a way for employees and their supervisors to set individual work goals and review achievements, as well as to communicate personal ambitions. Results of employee opinion polls taken yearly show that these measures are successful and lead to increased employee motivation.
The "Career Meeting" has two major objectives.
■ To discuss how you can develop.
- To confirm your vision for the future, abilities (knowledge, experience and skill) that you want to develop through your current job and your efforts toward their realization.
- To confirm your abilities (knowledge, experience and skill) and efforts, and confirm how far you develop your attitude and make improvements.
■ To discuss how you can perform
- Set goal(s) and confirm the level of achievement.
- Feedback about assessment results and agree on task(s) for future job assignments.
Challenging Career (In-House Recruitment and Free Agents)
In January 2004, Mazda established the Career Challenge System (in-house recruitment and free agent scheme) to assist employees' career development. In-house announcements publicize the work experience and skills required by the Company when it is recruiting personnel. Free agents (FAs) are employees who use FA declarations to publicize their capabilities and work experience within the Company. This enables them to seek additional challenges in new fields or divisions, based on their career experiences.
Together with the career meetings, these systems broaden the possibilities and options for employees to develop their careers.
Training and Education
Mazda has a variety of training and development programs to assist employees in career development and skills improvement.
![[CLOSE-UP] Career Development also a One Mazda Approach](img/02_cl_01.gif){kind=small}
Europe Leadership Program, IMD, Lausanne, Switzerland
The Mazda Group employs 39,000 people around the world, and all of its Group companies in Japan and overseas share the idea that assisting employee growth contributes to the Company's growth.
For example, at Mazda Motor (China) Co., Ltd., we feel that understanding each other's cultures is an important part of our transition to local management. Therefore, we conduct cross-cultural training and other sessions twice a year for on-site Japanese and local employees. In January 2008, in Europe we commenced a 10-month Europe Leadership Program that provides management-level staff with leadership and teamwork training. We are cooperating with the Institute for Management Development (IMD) in Lausanne, Switzerland, to provide support in improving employees' capabilities.
Also, we have established the uniquely named Dojo training facility at AutoAlliance (Thailand), which offers programs for technical employees aimed at enabling employees to pass on their skills to less experienced staff. We are also using a company skill proficiency system, which is rare in Thailand, and in FY2007 we started a new technical competition. These opportunities have led to improvements in employees' skills, expertise and motivation.
MESSAGE
Attending Cross-Cultural Training and Understanding (China) Courses
More than two years have passed since I was posted to Shanghai, and I thought that I had a reasonable understanding of Chinese people and their culture. However, after attending a cross-cultural training and understanding course, I realized that I still had much to learn.
It is important that Japanese staff on transfer and the local Chinese staff share the same point of view, so dialog is important.
Takashi Fujiwara
Customer Service Department
Mazda Motor (China) Co., Ltd.
Participating in the cross-cultural training and understanding courses was a very valuable experience. In particular, I was impressed with the team management and with interdepartmental communications, which are the core elements of advances in Japanese business. I understood now the content that I learned, and as a member of One Mazda, I would like to provide services ensuring full customer satisfaction.
Zhang XiaoNan
Customer Service Department
Mazda Motor (China) Co., Ltd.
A Skills Transmission Program Trainer (Thailand)
When I worked on the production line, I felt very strongly that I wanted to advance my technical skills to improve product quality, and so I jumped at the chance when I heard that the Company was recruiting trainers for a program that passed on skills on to others.
I trained at a Japanese factory and now work as a trainer. In addition to improving employees' technical skills, I feel that this system helps raise the level of expertise in the factory.
Saharat Boonmang
AutoAlliance (Thailand) Co., Ltd.
Mazda provides optional training for all employees, aimed at helping them acquire and improve their business skills. The Company also offers ongoing education and training programs aimed at fostering executive-level employees and business leaders.
- Representative clerical and engineering research system
| Program | Objectives and outcomes |
|---|---|
| Business skills training (group training, e-training) |
This program helps all employees gain key business skills. Based on the departmental training plan, after consultation with superiors, employees may elect to undergo training during working hours. |
| 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, dispatches them to top regional universities around the world. Through this approach, the program is training the next generation of business operators to take the lead in global business. |
| Mazda Business Leader Development (MBLD) | This program focuses on the current situation and future directions for the Company, with the objective of getting employees to feel a sense of unity in meeting common goals. In place since 2000, the program develops leaders who have a comprehensive understanding of the Group. This program has become a part of Mazda's corporate culture, and we plan to continue it. |
Note: GLP and MBLD are global.
Mazda conducts 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 train engineers in this spirit.
Skill Olympics Training Program
As part of Mazda's systematic training of young engineers, the Company has a two-year specialist program for selected 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 407 competitors to the national and international WorldSkills competitions. At the national level, 30 have won and 160 have been prize recipients. At the international competitions, we have had five winners and 13 prize recipients. In November 2007, the 39th WorldSkills competition was held in Shizuoka Prefecture, at which Japan's representative, a Mazda employee, won the gold medal in Sheet Metal Technology.
Advanced Technical Skills Training Course
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.
Between July 1996 and March 2008, 96 employees completed these courses, with 47 becoming Production Engineering Meisters, 11 qualifying as Hiroshima Prefecture award-winning skilled workers, 11 as Contemporary Master Craftsmen, and eight receiving the Medal with Yellow Ribbon.
Welding Skills Training Program
This course teaches arc welding techniques to technicians who want to be Japan's leaders in this field. Alumni of this course include seven national champions and 22 award winners.
Mazda Technical College
Mazda Technical College
Mazda believes that developing human resources is a prerequisite to manufacturing products, and therefore the Company is working hard to training technical employees, a concept that started with Mazda's apprentice system in 1928.
The Mazda Technical College, established in 1988, is a training institution recognized by Japan's Ministry of Health, Labor 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 be self-reliant and personable team members.
Compensation and Grading System
In its determination of compensation, Mazda has decided on a compensation and grading system that does not have age or years of service as criteria.
Personnel are graded according to ability levels (technicians and medical) and work levels (clerical and engineering), and base salaries and bonuses directly reflect their performance.
- Remuneration Systems Linked to Corporate and Divisional Performance
| Remuneration system | 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% | Interest, business, CS |
Personnel Development Committee
As well as training personnel to be leaders in global business in markets around the world, we have established a personnel management system that can deploy Mazda personnel around the world. Each business or headquarters periodically convenes a Personnel Development Committee with management- level employees as members.
The Personnel 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.
