Initiatives with Employees 1

Basic Approach to Human Resources

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 resources training based on the Mazda Way principles that are shared throughout the entire Mazda Group worldwide. Also, the Company has established Group-wide human resources policies and measures along with promotion of various initiatives.

Mazda Way

In FY March 2009, Mazda summarized seven basic principles and values handed down within the Company over time and defined these as the Mazda Way. In FY March 2016, examples of best work practices conducted within the Company were shared to encourage the implementation of such practices, in order to raise awareness of the Mazda Way in each Mazda employee and promote related changes in behavior. Mazda continues to promote measures to ensure that the Mazda Way can easily be put into practice by employees.

Seven Principles of the Mazda Way

    We keep acting with integrity toward our customers, society, and our own work.
    We devote ourselves to the basics, and make steady efforts in a step by step fashion.
    We continue to improve with wisdom and ingenuity.
    We set a high goal, and keep challenging to achieve it.
    We think and act with “self initiative.”
    We learn and teach each other for our mutual growth and success.
    We think and act with the view of “Global” and “One Mazda.”

Group-wide Human Resources Policies

Mazda engages in regular communication with Group companies worldwide, and each Group company is working together to create further opportunities for interaction among personnel and cultivate a climate based on a shared point of view.
Overseas Group companies have established a system to conduct management strongly rooted in local communities. By appointing locally hired personnel as managers and above, the Company makes global efforts to create a comfortable working environment tailored to the culture of each country and region.


Global Personnel Development Committee*1

Mazda is aiming to provide medium- to long-term training for employees to become leaders in every field of global business and ensure their optimal positioning and performance. Top managements of Mazda Motor Corporation and its Group companies discuss and decide the development and exchange plan for individual personnel in these companies.

Regular Meetings with Human Resources Managers of Group Companies
  • ■ Bimonthly regular meetings with overseas regions
  • ■ Biannual global human resource meetings with the managements in charge of human resources of major overseas bases
  • ■ Half-yearly meetings with domestic Group companies located on the premises of the Head Office (Hiroshima)

Rate of locally hired personnel assigned to management-level in overseas Group companies


Employment rate in FY March 2016


*1 The Personal Development Committee (PDC) comprises four committees: PDC1 and Global PDC, which cover personnel in domestic and overseas global companies; PDC2, which covers the personnel in middle management of Mazda Motor Corporation; and PDC3, which covers employees of Mazda Motor Corporation excluding PDC1 and PDC2 level.

Global Personnel Exchange and Employment

Mazda implements short- and medium-term human resources exchanges throughout the Group as a whole, through the Global PDC (Global Personnel Development Committee) and other measures, to enable a diverse range of employees to succeed on the global stage regardless of their country of origin or place of employment.
In Japan, Mazda promotes the initiative to enhance the Group’s collective strength, by such arrangement like the company briefing sessions with the Group companies jointly. In overseas countries/resions, each of the Group companies employ the personnel suited to each country and region, conducting a unique recruitment procedure respectively.

Short-term Personnel Exchange Program

This program is mainly designed for employees in mid-level positions, with the aim of developing human resources who can be immediately effective in global business settings. Suitable employees in the Head Office are exchanged with their counterparts in overseas regions to gain opportunities for overseas business experience for a short term (three to six months). In the six years from FY March 2011, when the program commenced, to FY March 2016, a total of 21 employees were exchanged.


Enhancing Brand Value and Promoting to Create Workplace Environment Where We could be Proud of

I am working at employee relation and general affairs department in MPMT, transmission plant in Thailand and I especially put weight on the employee engagement. On the third anniversary of establishment, I arranged edification by a Buddhist priest for all employees based on the proposals from our employees. The theme was “How to make a unity happy workplace.” Although MPMT is an emerging site with only 4-year history, I will continue to enhance brand value based on Mazda Way and promote to create a workplace environment where employees could be proud of.

Pilailak Akaradamrongchai
Employee Relation and General Affairs Department
Mazda Powertrain Manufacturing (Thailand) (MPMT)

Realization of Diversity

Mazda respects the diversity of its employees, and the Company aims to foster a corporate climate in which every employee can express his/her individuality while working alongside others to contribute to the Company and society. Mazda also works 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.

Increasing the Employment and Range of Opportunities for Female Employees*

Through enhancement of measures promoting work-life balance and other initiatives, Mazda is striving to cultivate a workplace in which women can work comfortably, with the ratio of female employees steadily increasing.
Mazda has already set*2 the goal of increasing the number of female middle managements and above to three times the figure as of March 31, 2014 by 2020. To achieve this numerical target, the Company has promoted initiatives according to the voluntary action plans. Recently Mazda submitted these voluntary plans to the authority concerned as the business owner’s action plans, based on the Act of Promotion of Women's Participation and Advancement in the Workplace. In the future, Mazda will continue to draw up and implement individual development plans for female candidates for middle and above management positions and also further promote the opportunities for female employees, by improving training and promoting female employees recruitment.

*2Mazda Promoting Active Participation of Female Employees

Employment for Those with Special Needs*

Mazda steadily and continuously recruits employees with special needs, considering that each employee can demonstrate his/her best performance. In support of a comfortable working environment for employees with special needs, Mazda has established the Physical Challenge Support Desk for consultations.
In FY March 2016, the Company started to employ mentally challenged people. In March 2014, Mazda was certified as an Ai Support Company/Organization under the Ai Support campaign*3, by Hiroshima Prefecture. The Company participates in this campaign with the aim of helping realize a society where all people can live in harmony and in comfort, regardless of whether they are with or without special needs.
Mazda has also registered itself with the “special support school employment support unit Hiroshima”*4 to carry out the internship program for mentally challenged students, as part of its collaboration with the local community to promote employment of people with special needs.

*3 ”Ai” is Love in English. The Ai Support campaign is intended to certify companies and organizations that recommend their employees to read the textbook “Let’s Learn about and Live with People with Special Needs,” and to participate in Ai Supporter training programs.
*4 A program to promote the employment of special school students through collaboration between local companies and Hiroshima Prefecture.

Promoting Re-Employment of the Elderly, and Passing on Expertise, Skills, and Know-How*

Mazda is actively re-employing retired former employees to help them share their expertise, skills, and know-how with younger employees.
Efforts are being made to create a work environment that is fulfilling yet able to balance work and personal life through measures such as reduced work hours and shorter days.
Starting in FY March 2014, Mazda has introduced a system to ensure the continued employment of all post-retirement employees who wish to continue working, in response to the revised Act on Stabilization of Employment of Elderly Persons, which took effect in April 2013.

Systems to Enable Limited-Term Employees in Manufacturing Operations to Become Fulltime Employees and Mazda Workers’ Union Members*

Mazda is implementing ongoing measures toward the achievement of a workplace in which limited-term employees can feel fulfilled with their work.
A system has been put in place for limited-term employees who have worked for one year or more at Mazda in becoming full-time employees.
In addition, limited-term employees who have worked for six months or more and had their contracts renewed can become members of the Mazda Workers’ Union. Through these and other initiatives, the Company is cultivating a sense of oneness among employees with different employment styles as it aims to cultivate a vibrant environment where employees can enjoy their work.

* Initiatives at Mazda Motor Corporation

Employee Data (as of March 31, 2016)*5

  Number of Employees Average Age*8 Average Years of Employment*8





Non-consolidated *6 Male 9,725 9,928 39.9 17.1
Female 656 1,292 36.7 13.5
Total 21,601 39.6 16.8
Consolidated*7 Total 46,398

*5 Subject to independent third-party assurance
*6 The “Non-consolidated” numbers exclude the number of employees dispatched to Mazda Motor Corporation from other companies, but include the number of Mazda Motor Corporation employees dispatched to other companies.
*7 The “Consolidated” numbers exclude the number of Mazda Group employees dispatched to companies outside the Group, but include the number of employees dispatched to Mazda Group companies from outside the Group.
*8 Exclude the number of employees hired under the Expert Family system.


   FY March 2014 FY March 2015 FY March 2016
Number of female employees hired 95 117 144 
Number of female managers
(assistant manager and above)
149 162 173 
Number of female managers
(middle management and above)
20 24 29 
Percentage of female managers*9
(assistant manager and above)
3.8% 4.0% 4.3% 
Percentage of female managers*10
(middle management and above)
1.5% 1.7% 2.0% 
Number of male managers
(middle management and above)
1,343 1,392 1,409 
Number of workers aged 60 and over
(Expert Family)
1,240 1,114 1,067 
Percentage of employees with special needs*11 1.98%
(Legal rate: 2.0%)
(Legal rate: 2.0%)
(Legal rate: 2.0%)
Number of employees with special needs*11 279 287 295 
Average age of managers 51.1 51.5 51.9 
Employee turnover rate*12 3.5% 3.6% 3.1% 
Number of new graduates hired
(University, college and high school graduates)
Male 133 215 459 
Female 50 66 87

*9 Number of female managers (assistant manager and above)/ Number of managers (assistant manager and above)
*10 Number of female managers (middle management and above)/ Number of managers (middle management and above)
*11 Average number in each fiscal year
*12 Exclude the number of employees hired under the Expert Family system.

Percentage of female new graduates hired (from FY March 2015 to FY March 2017)



FY March 2015

FY March 2016

FY March 2017

Administrative 33% 36% 35%
Engineering 15% 6% 11%
Production 6% 11% 10%