Structural Reform Plan

Management Policy

Management Policy

Structural Reform Plan

In February 2012, Mazda announced Structural Reform Plan, in order to address changes in external environment and ensure future growth.

Structural Reform Plan

(1) Business innovation by SKYACTIV TECHNOLOGY

(2) Accelerate further cost improvement through Monotsukuri Innovation

(3) Reinforce business in emerging countries and establish global production footprints

(4) Promote global alliances

(1) Business Innovation by SKYACTIV TECHNOLOGY

SKYACTIV

SKYACTIV TECHNOLOGY drives not only technology reforms but will also result in structural reforms of Mazda´s business itself.
Distinctive design and class-leading products based on outstanding environmental and safety performance improve brand value and become a key for Sales Method Innovation which promotes sales at the price without discounting in global markets.
In addition, SKYACTIV achieves cost improvements based on Monotsukuri Innovation to generate profits even under strong-yen environment.

- Introduce 8 models which fully adopt SKYACTIV, and Increase sales mix of SKYACTIV products to 85% or higher by fiscal year ending March 2016

picture

(2) Accelerate Further Cost Improvement through Monotsukuri Innovation

- Project to achieve original targets for cost improvement and efficiency improvement by Monotsukuri Innovation

- Aim at improving vehicle costs by 30%

(3) Reinforce Business in Emerging Countries and Establish Global Production Footprints

- Reinforce business in emerging markets through further initiatives

China

・Establish consistent production and sales framework (Change our equity in CFMA)

Start local production of SKYACTIV

Expand sales network for 400,000-unit sales structure

 (Accelerate to open outlets in in-land areas and open areas in coastal regions)

Increase outlets : 365 outlets (End 2011) -> 600 outlets (End 2015, plan)

Expand product line-up : local production models 6 -> 10 models

Russia

Establish local production footprints

  Signed Agreement with Sollers to Establish a Joint Venture Manufacturing Company in Vladivostok, Russia

  Sales volume : 50,000 units or more (to be achieved by FY March 2016)

ASEAN

Local production model : 3 models (FY3/2012) -> 6 models (FY3/2016, plan)

Sales volume : 55,000 units (FY3/2012) -> 150,000 units (FY3/2016, plan)

Share : 2.4% (CY2011) -> 4.7% (CY2015, plan)

Number of outlets : 236 outlets (End 2011) -> 330 outlets (End 2015, plan)

Thailand : Studying capacity expansion at AutoAlliance (Thailand)

Central & South America

Construct vehicle and engine assembly plants in Mexico (Operation starts in FY March 2014)

  Strengthen sales performance in North America and Central and South America by utilizing FTA, etc. for vehicles to be produced in Mexico

Studying entry into Brazilian market

- Accelerate to establish production footprints highly resistant to exchange fluctuations

- Overseas production ratio is projected to rise to 50%

picture

(4) Promotion of Global Alliances

To reinforce Mazda Brand, strongly promote business and technology alliances

1. Actively pursue alliances for product, technology and production opportunities to increase portfolio, drive efficiencies and share expertise

2. Offer Mazda products and technologies including SKYACTIV powertrains to OEM´s for mutual benefits

Target

(FY March 2016)

Global sales 1.52 million units
Operating profit ¥230 billion
ROS 7% or higher

[Exchange rate assumptions US dollar : ¥100, Euro ¥135]