CSR

Initiatives with Employees 2

Best Match of People, Work and Rewards

Mazda has put in place a system to ensure that each employee understands their work evaluation results and ability level assessments, and feels that their growth and performance are appropriately reflected in their compensation.
Specifically, since 2003, instead of using gender, age, nationality, or years of service as criteria, employees are graded according to their ability level (production and medical staff) and work level (administrative and engineering staff), so that individual employee’s performances are directly reflected in their base salaries and bonuses.
In wage determination, Mazda is in compliance with local laws and regulations in each region both in Japan and overseas, considering industry standards.

Average yearly salary

(Non-consolidated)

  FY March 2014 FY March 2015 FY March 2016
Total 6,290,000 yen 6,704,000 yen 6,812,000 yen

Average salary by gender

(Non-consolidated, in April 2016)

  Male Female
Middle management and above positions 635,509 yen 599,520 yen
General employees 308,937 yen 293,812 yen

Choice and Self-Accomplishment

Mazda provides various opportunities for employees to take the initiative in setting their own growth and performance goals and doing their best to achieve them, so that ultimately, such efforts will bring great results to the Company. Mazda offers a range of education and training programs to assist employees in developing their careers and improving their skills according to their job types and positions. These programs are for Mazda and its Group companies in Japan and overseas to manufacture and sell products of the same quality in all countries and regions, by sharing the same objectives.

Education/training results in FY March 2016

(Non-consolidated)

Average days of training per person 8.1 days/year
Average training cost per person 128,600 yen/year
Number of employees that received training 19,500 employees/year
Major Education and Training Programs
Name of education and training program Duration, frequency, etc. Target Objective Content of training Remarks
Mazda Business Leader Development (MBLD) Once a year All Group employees in Japan and overseas Cultivation of business leaders who have a company-wide perspective To discuss the Company’s current situation and future directions Commenced in 2000. The program of FY March 2016 (MBLD #12) was to discuss the theme “Practices for Brand Value Enhancement” in company-wide (including Group companies).

Global Business Leader Program

As needed

Employees selected from Mazda Group companies around the world

To hone skills in areas including leadership, broadness of vision, and the ability to think strategically, and train the next generation of business operators to take the lead in global business

The program features practical activities such as communication with top business leaders and engagement as a team on management issues.

Inaugurated in FY March 2016
Human Resource Development at Global Production Sites As needed Management and production staff at overseas production sites To provide basic training by level to employees working at overseas production sites ■ Management training
■ Supervisor education program
■ Technical skills training
■ Karakuri Kaizen training
Training by level* As needed Administrative and engineering staff* To encourage employees to reconfirm their roles at each level, and consider how they can help improve the organizational strength of the Company. ■ Training for third-year employees
■ Training for band 6 employees
■ Training through communication between departments for band 5 employees
Each training program is designed to promote changes in the employees’ ways of thinking, through group discussion among members from different departments
Management skill training* When newly appointed Newly appointed senior managers, new band 5 employees (assistant manager level)* To develop trainees’ awareness and sense of responsibility as managers and urge them to acquire a companywide perspective, thereby altering their mindset toward their own roles Mazda Way, CSR, compliance, internal controls, personnel management, human rights, safety and health, etc.
Production Leader Training Program* As needed Foreman/Assistant Foreman/Team Leader candidates* To develop trainees’ abilities to recognize and resolve problems, management improvement skills, and leadership capabilities and other skills required to work as a leader at each level. ■ Super leader training
■ Senior leader training
■ Team leader training
■ Junior leader training
WorldSkills Competition Training Program* Two years per employee Selected employees in the production field who are under 21 years old* ■ Systematic training of young engineers
■ Training participants to compete in the regional, national and international WorldSkills competitions
Employees are trained in special skills so as to participate in the WorldSkills competition Training is conducted by past high achievers at the WorldSkills competition.
Advanced Technical Skills Training course* Two years per employee Selected highly skilled employees* To preserve the advanced technical skills necessary for manufacturing and hand them down from one generation of craftspeople to the next Twenty-four courses comprising skills to pass on to new engineers are available in 13 fields: iron and casting, die casting, casting, powder alloys, heat treatment, machining, engine assembly, axle assembly, transmission assembly, press, chassis, painting, and vehicle assembly ■ Inaugurated in FY March 1997
■ 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.
Welding Skills Training Program* As needed Welding technicians* ■ To train technicians to compete in the regional and national competitions
■ To promote the growth of individual technicians, pass on skills within Mazda and raise standards
Specialized training is conducted with the goal of sending welding technicians to complete in the national championships

* Initiatives at Mazda Motor Corporation


WorldSkills Competition Results

Results of FY March 2016

  • The 53rd National Annual WorldSkills Competition
  • Gold, silver and bronze medals in Sheet Metal Technology : 1 of each
  • Gold medal in Car Painting : 1

Cumulative Results since 1962

  • Number of contestants from Mazda : 482
  • International competition winners :  6
  • International competition prize recipients :  28
  • National competition winners :  41
  • National competition prize recipients :  203

Data Related to the Advanced Technical Skills Training Course

Cumulative Results since 1996

  • Number of employees completing the course : 129
  • Production Engineering Meisters : 61
  • Hiroshima Prefecture award winning skilled workers : 16
  • Contemporary Master Craftspeople : 13
  • Medal with Yellow Ribbon recipients : 15

Welding Skills Training Program

Cumulative Results since 1982

  • National competition winners : 9
  • Prize recipients : 33

Employee Engagement Survey

Employee Engagement surveys have been conducted on a continual basis at Mazda since FY March 1988. These surveys are intended to identify employees’ work motivation and the conditions in the environment supporting such motivation, and the results are used to make further improvements. Since FY March 2009, these surveys have been expanded to include Group companies in Japan and overseas.
The survey results are reported to top managements of Mazda and its Group companies at home and abroad, and the major contents are disclosed to employees. The results for each division/company are fed back to its management-level members, who are thereby encouraged to develop improvement plans as part of the PDCA (plan-do-check-act) cycle.


Examples of Improvement Measures at Workplaces Based on Survey Results
  • ■ Organizing divisional town hall meetings (for explanation of strategies/policies and holding discussions) and meetings with senior management
  • ■ Promoting idea sharing and strengthening teamwork by activating small-group activities

Percentage of Positive Responses in Global Employee Engagement Survey Results in FY March 2016

(Consolidated)

  FY March 2014 FY March 2015 FY March 2016
I would like to work at Mazda/Mazda Group companies as long as possible. 79% 78% 79%
I make efforts to develop my knowledge or skills at work for which I am responsible as a professional. 77% 77% 77%
I feel motivated to go beyond my formal job responsibility. 74% 74% 75%
I understand the relationship between my job and this company's strategy and goals. 71% 70% 71%
I try my best to exceed the expectations of customers and stakeholders at work by putting myself in their position. 74% 74% 75%
I consider how I can act or behave in line with Mazda's brand philosophy and vision. 60% 61% 63%
I propose and implement ways of working that enable me to realize Mazda's brand philosophy and vision. 54% 57% 58%