Initiatives With Employees - Mazda

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133 Mazda Sustainability Report 2013
■ 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 resource
training based on the Mazda Way principles that are shared throughout the entire Mazda
Group worldwide. Also, the Company has actively implemented a wide variety of measures and
initiatives including the Tobiuo (Flying Fish) Human Resources System, which is established to
act as a platform for individuals to realize their potential for growth and success.
■ Mazda Way
In FY March 2009, Mazda summarized seven basic principles and values handed down within
the company over time and defi ned these as the Mazda Way.
In FY March 2013, the information sharing of approaches and past experiences that senior
executives considered important through intranet, which began in FY March 2012, was
continued, 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. a
■ Group-wide Human Resources Policies
Mazda engages in regular communication with Group companies worldwide, and the 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.
Mazda CSR Management Environmental Protection Social Contributions Customer Satisfaction Respect for People
Initiatives with
Employees
In order to create a corporate environment in which employees can
enjoy their work, Mazda promotes personal development revolving
around the principles of the Mazda Way.
■ INTEGRITY
■ BASICS/FLAWLESS EXECUTION
■ CONTINUOUS KAIZEN
■ CHALLENGER SPIRIT
■ SELF INITIATIVE
■ TOMOIKU
■ ONE MAZDA
a Seven Principles of the Mazda Way
Measures
Global PDC (Global Personnel Development Committee)
Discussions among leaders of Mazda Motor Corporation and its Group companies on
interaction among, and use of, personnel in these companies
Regular meetings with human resources managers of Group companies
■ Regular meetings (monthly) with overseas regions
■ Quarterly meeting with domestic Group companies located on the premises of the
Head Offi ce (Hiroshima) b
b Regular meeting with the representatives
in charge of personnel from domestic Group
companies
134 Mazda Sustainability Report 2013
Mazda CSR Management Environmental Protection Social Contributions Customer Satisfaction Respect for People
■ Employee Engagement Survey
Employee Engagement surveys have been conducted on a continual basis at Mazda since
FY March 1988.*1
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. The survey results are disclosed to employees through the Intranet.
Examples of Improvement Measures
● Organizing divisional town hall meetings (for explanation of strategies/policies and holding
discussions) and meetings with senior management c
● Promoting idea sharing and strengthening teamwork by activating small-group activities
■ Tobiuo (Flying Fish) Human Resources System
Mazda uses the Tobiuo Human Resources System to provide the appropriate jobs and
environments where each employee can demonstrate their best performance and to support
their development and success.
Specifically, a wide variety of human resource measures are actively deployed based on the
system’s three pillars of “Choice and Self-Accomplishment,” “Promote Balance between Work
and Life,” and “Best Match of People, Work and Rewards.”
Global Survey Results in FY March 2013 (Excerpts)
● I make efforts to develop my knowledge or skills
at work.
● I feel motivated to go beyond my formal job
responsibility.
● I understand the relationship between my job
and this company's strategy and goals.
Percentage of
positive responses
81%
76%
67%
c Town hall meeting (Human Resources Offi ce)
*1 Since FY March 2009, employee engagement surveys
have been expanded to include Group companies in
Japan and overseas.
Employee success
Development and performance
of each employee
Mazda success
Realization of the
corporate vision
Choice and Self-Accomplishment
Promote Balance Between Work & Life
Best Match of People, Work and Rewards
People are able to show their
initiative as they are matched
with positions that suit their
abilities, and thus produce results.
There is the opportunity to
choose jobs or environments
where I can fully display my
abilities.
The energetic spirit of employees
is reflected in their work and
products, allowing customers to
truly feel the brand (power) of
Mazda.
I can have a very productive day
every day, actively enjoying both
work and play.
Active players can be rewarded
according to the level of their
contribution.
My contribution is fairly and
directly reflected when rewards
are determined.
The Three Pillars of Tobiuo
135 Mazda Sustainability Report 2013
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.
■ Career Meetings
At Mazda, opportunities for formal communication are provided for all employees through one-onone career meetings between supervisors and their staff, held four times a year. The things that
employees should do, the specifi c targets and broad goals expected by supervisors are combined
with the employees’ personal goals as well as the things they hope to, and can achieve, enabling
supervisors and their staff to understand each other and proceed to set common targets. Based on
the Mazda Way, they refl ect on their work accomplishments and personal initiatives and efforts in
order to encourage personal development and successful performance. d
In addition, supervisors are required to take coaching training so that they can successfully
motivate employees at these career meetings.
Competency Evaluation System
Mazda has established the Competency Evaluation System, in which the work skills of
administrative and engineering staff are evaluated once a year.
Based on the seven principles of the Mazda Way, a subjective evaluation is carried out to assess the
work skills that individual employees are expected to improve (competency evaluation items), from
the employees’ own perspectives and from the perspectives of their supervisors and subordinates/
colleagues/partner companies (multi-dimensional feedback). Feedback on the evaluation results is
given to employees by supervisors at the career meetings, at which they discuss future issues to
be addressed.
The competency evaluation system is used as an effective tool for supporting employees’ personal
development and successful performance. The evaluation results are used as a reference for
effective company-wide positioning of personnel.
■ OJT Coach System
Mazda has introduced the OJT (on-the-job-training) coach system for all new employees in
administrative and engineering positions since FY March 2012. Typically a senior employee
who shares a workplace with the new hire is assigned as an OJT coach providing the job
related advices to each new hire. The purposes of this system are to train new employees,
foster the coach’s growth, and energize the workplace.
■ Career Challenge (In-House Recruitment / FA) System
In-house recruitment and the FA(free agent) system are available as a part of the career
development assistance for employees. e
■ Education and Training
Mazda offers a range of education and training programs to assist employees in developing
their careers and improving their skills.
In particular, the Company offers a wide variety of technical skills enhancement programs
to ensure that the Company’s spirit of manufacturing innovation endures, to sustain the
handing down of leading technologies and techniques to future generations, and to maintain
its traditions and sense of passion. f g
■ Mazda Technical College (Two-Year Course)
Mazda Technical College, approved by the Ministry of Health, Labor and Welfare, is an inhouse education institution offering courses to high school graduates and selected employees
in order to cultivate human resources that can play a central role in manufacturing at Mazda.
Those who complete the two-year program are assigned to production and manufacturing
related divisions, and thrive at various manufacturing sites and in a range of situations.
● Number of present students: 102 (as of April 1st, 2013)
● Total number of graduates (among present employees): 1,284 (from April 1988 through
March 2013)
Mazda CSR Management Environmental Protection Social Contributions Customer Satisfaction Respect for People
Choice and Self-Accomplishment
Main Themes of Career Meetings
Discussions to encourage personal
development:
Confi rm vision of future upon accomplishment
of goals, determine abilities to refi ne through
work and activities to undertake, monitor rate
of improvement
Discussions to encourage performance:
Determine work-related targets, confi rm
progress toward meeting targets, share
current and future issues
d In-house recruitment
A system where the Company releases details on
occupational experience and skill requirements
for the specific assignments so that the
appropriate employees are able to apply for a
particular job
FA (Free Agent) System
A system where employees release their abilities
and career history via the FA Declaration in order
to challenge the job in a different fi eld of work or
department using their accumulated skills and
experience
e Technical skills training programf
Education/training results (target: Mazda
Motor Corporation employees)
Average days of training per
person 0.63 days/year
Number of employees that
received training 2,629 employees/year
* Only conducted by the Mazda Education Center is calculated
g 136 Mazda Sustainability Report 2013
Mazda CSR Management Environmental Protection Social Contributions Customer Satisfaction Respect for People
Company-wide Competency Development System
Major Education and Training Programs
Ad va nc ed te ch ni ca l sk ills
tr ai ni ng co ur se W
el di ng s ki lls
tr ai ni ng p ro gr am Te ch nic
al Ol ym pic
s tra
ini
ng pr og ram
Administrative/engineering staff
Role training
Training for newly
appointed senior
managers
Training for new
band 5 employees
(assistant manager level)
Selected training
Nominated training
Training for future
business leaders
(Global Leader Program)
(GLP)
Quality
improvement
seminar
Training by level Role training
Plant work experience
Sales work experience
Service work experience
Training for new employees and mid-career hires Training for new employees and mid-career hires
Administrative/engineering
and production staff
MBLD
First Cascade
MBLD
Middle Cascade
MBLD
Second Cascade
MBLD
Third Cascade
Pr eov er se as a ss ig nm en t t
ra in in g Production staff
Optional and nominated training Selected training
Provision of information regarding further studyCorrespondence courseassistance program
System that supports the
attainment of qualificationsSupport system for self-improvement
Training for newly
appointed foremen
Communication between
departments
Training for band
6 employees
Training for the
third-year employee
Management lectures
Training for newly
appointed assistant
foremen
Training for newly
appointed team leaders
Super leader
training
Senior leader
training
Team leader training
Junior leader
training
Mazda Technical
College
Work training
advisor
National technical
accreditation
Automobile
mechanic
In-house technical
accreditation
Training
implemented by
various divisions
within the Company
WorldSkills Competition Results
FY March 2013 Results
The 50th National Annual WordSkills Competition
Silver medal in Autobody Repair 1
Gold, silver and bronze medals
in Sheet Metal Technology 1 of each
Silver medal in turnery 1
Bronze medal in Car Painting 1
Cumulative Results since 1962
Number of contestants from Mazda 463
International competition winners 6
International competition prize recipients 26
National competition winners 36
National competition prize recipients 189
Data Related to the Advanced Technical
Skills Training course
Cumulative Results since 1996
Number of employees completing the course: 124
Production Engineering Meisters: 58
Hiroshima Prefecture awardwinning skilled workers: 14
Contemporary Master Craftspeople: 13
Medal with Yellow Ribbon recipients: 11
Welding Skills Training Program
FY March 2013 Results
Prize recipient: 1
Cumulative Results since 1982
National competition winners: 8
Prize recipients: 27
Name of education
and training program
Duration,
frequency, etc. Target Objective Content of training Remarks
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 company-wide perspective, thereby
altering their mindset toward their own roles
Mazda Way, CSR, compliance, internal controls, personnel
management, human rights, safety and health, etc. ー
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 ー
Global Leader
Program (GLP) 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, study at top
regional universities around the world, and engagement
as a team with management issues.
Established in 2002 as The Leading Mazda 21
Program, it was updated in 2007 as the Global
Leader Program (GLP).
Training by level As needed Administrative and engineering staff
To encourage employees to reconfi rm 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.

WorldSkills
Competition Training
Program
Two years per
employee
Selected employees in
the production fi eld 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 fi elds: iron and casting,
die casting, forging, powder alloys, heat treatment,
machining, engine assembly, axle assembly, transmission
assembly, press, chassis, painting, and vehicle assembly.
Inaugurated in 1996
• 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 compete in the national
championships.

137 Mazda Sustainability Report 2013
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 help employees achieve a better
life-work balance, the Company explains these measures in management skill training programs, and
offers explanations on the Intranet about 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 certifi cation logo mark in affi rmation
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. h
Promotion of Work-Life Balance
Mazda CSR Management Environmental Protection Social Contributions Customer Satisfaction Respect for People
Kurumin logo markh
*1 Certification status of other domestic Group companies:
Mazda Motor Corporation (2007), Mazda E&T (2009),
Mazda Logistics(2011), Kurashiki Kako (2011), Mazda
Ace (2012)
TOPICS WorldSkills Competition Training Program
The WorldSkills Competition Training Program is designed to train young employees in the
production field, who have been selected through a highly competitive screening process, to
improve not only their technical skills, but also their physical and mental strength, aiming at
winning the WorldSkills Competition. To sustain the concentration required to do the best work
at a skills competition, which takes a whole day, contestants must enhance all their physical,
mental and technical capabilities. Under the WorldSkills Competition Training Program, trainees
work hard under the guidance
of their coaches, from morning
till night every day for two years.
In FY March 2011, a female
employee was selected to join the
Program for the first time. In FY
March 2013, the three contestants
who participated in the car
painting category for preparing
the competition were all women.
After retiring as contestants, the
Program participants often become
coaches to train their successors.
The WorldSkills Competition
Training Program thus also serves
as a venue for improving human
resource development skills.
At the National Annual WorldSkills Competition held in
October 2012, contestants from Mazda won a total of
seven medals (one Gold medal, three Silver medals, two
Bronze medals, and one Medallion for Excellence).
Takashi Nakajima, a Gold medalist in the sheet metal
technology category (back row, second from the right),
received the Medallion for Excellence at the International
WorldSkills Competition held in July 2013.
138 Mazda Sustainability Report 2013
Mazda CSR Management Environmental Protection Social Contributions Customer Satisfaction Respect for People
Major Measures to Maintain Work-Life Balance and Diversity in the Workplace
System Description (as of March 31, 2013) Started FY March 2011 FY March 2012 FY March 2013
Maternal care paid leave
This system allows female employees who are pregnant and
have diffi culty performing their duties due to morning sickness
or other feelings of discomfort to take paid leave for the
necessary amount of time.
Aug. 2008 28 benefi ciaries (810 days) 72 benefi ciaries (734 days) 30 benefi ciaries (740 days)
Child-rearing paid leave This system allows employees to take up to fi ve consecutive working days off, following childbirth or for child-rearing. Aug. 2008*
1
1,169 days (280
benefi ciaries)
Male: 886 days (219
benefi ciaries)
Female: 283 days (61
benefi ciaries)
1,872 days (421
benefi ciaries)
Male: 1,378 days (327
benefi ciaries)
Female: 494 days (94
benefi ciaries)
1,944 days (433 benefi ciaries)
Including 6 non-regular
employees
Male: 1,419 days (332
benefi ciaries)
Female: 525 days (101
benefi ciaries)
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. Jan. 1991
183 benefi ciaries (including
8 male)
201 benefi ciaries (including 6
male)
Rate of reinstatement after
child-rearing leave: 99%
Rate of retention after
childrearing leave: 99%
226 benefi ciaries (including 9
male)
Rate of reinstatement after
child-rearing leave: 100%
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).
Jan. 1992 4 benefi ciaries (including 3 male)
4 benefi ciaries (including 3
male)
7 benefi ciaries (including 2
male)
Special working
arrangements for employees
involved with child-rearing or
nursing
This system allows employees involved with nursing or childrearing (until end of child’s sixth year of primary school) to
reduce work hours, be excused from overtime and holiday work,
etc.
Apr. 1999
Employees with reduced
working hours
For child-rearing: 196
For nursing care: 5
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
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 effi ciency.
Aug. 2008 95 benefi ciaries 70 benefi ciaries 52 benefi ciaries
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:
- Social welfare (welfare services for children, for
elderly people and for people with disabilities, etc.)
- Environmental protection (forest preservation,
recycling activities, etc.)
- Interaction and cooperation with communities
(participation in community events, support for
activities of children’s associations, crime prevention
activities, etc.)
- International friendship activities (welcoming home
stay guests, interpretation service, etc.)
- Health and medical volunteering (health care
instructions, donor activities, etc.)
- Disaster relief
- Acquisition of qualifi cations, skills and knowledge that
are useful in volunteer activities
- Support for sports activities (sports coaching,
organizing sports events, etc.)
* Note that activities related to specifi c political and
religious beliefs are not included in volunteer work.
Aug. 2008*1
278 benefi ciaries
Male: 113
Female: 165
373 benefi ciaries (2,815
days)
Male: 160 (953 days)
Female: 213 (1,862 days)
309 benefi ciaries (1,539.5
days)
Male: 115 (551 days)
Female: 194 (988.5 days)
For nursing care for relatives:
267 benefi ciaries (1,171.5
days)
Including 19 non-regular
employees
Male: 102 benefi ciaries (489.5
days)
Female: 165 benefi ciaries (682
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: 42 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 6 benefi ciaries 5 benefi ciaries 2 benefi ciaries
Leave for employees
accompanying a transferred
family member
This system allows employees to take a fi xed-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 21 benefi ciaries 23 benefi ciaries 23 benefi ciaries
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 7 registrants 8 registrants 10 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 345 hires 230 hires 185 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 fl extime system with no set core working hours.
Oct. 2000
Used at 80% of
administrative and
engineering fi eld
workplaces
Used at 80% of
administrative and
engineering fi eld workplaces
Used at 80% of administrative
and engineering fi eld
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 Benefi t System
This is a selective benefi t system. Individual employees can seek
the type of assistance that most suits them by choosing from a
number of preset benefi t 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
Benefi t program to support
employees’ environmental
protection and social
contribution activities
As part of the Mazda Flex Benefi t 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 7 instances202,200 yen
9 instances
265,200 yen
7 instances
147,000 yen
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:
77%
Average of vacation days
taken: 14.5 days
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
*1 Operated under a different system before August 2008.
139 Mazda Sustainability Report 2013
Mazda CSR Management Environmental Protection Social Contributions Customer Satisfaction Respect for People
■ Mazda Mutual Aid Union
The Mazda Mutual Aid Union has its foundations in the spirit of mutual assistance for all
members.*1 Funded by mutual membership fees (from both members and the Company) as
well as special contributions from the Company, this organization provides various types of
assistance to its members and their families.
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 refl ected in their compensation.
Specifi cally, instead of using gender, age 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 refl ected in their
base salaries and bonuses. i
■ Personnel Development Committees
Mazda is aiming to provide mid- to long-term training for employees to be leaders in every fi eld
of global business and ensure their optimal positioning and performance. Each area of business
operations or each division periodically convenes a monthly meeting with management-level
members.
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
● 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
defi ned by the Ministry of Health, Labour and Welfare) for a continuous period of one year
or more
Education Support
● 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, etc.
Other Support
● 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 longterm 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.
Best Match of People, Work and Rewards
Employee
Mazda Motor
Corporation
Average (male
and female)
¥5,728,000
Average yearly salary (March 31, 2013)i
*1 Directors and regular employees, as well as those approved
by the governing board.
140 Mazda Sustainability Report 2013
Mazda respects the diversity of its employees, and the Company aims to foster a corporate climate
in which every employee can express his or her individuality while working alongside others to
contribute to the Company and society. A message from the Company president on diversity is
delivered to all employees every year during Human Rights Week in December.
■ Employment for Those with Special Needs
Mazda steadily and continuously recruits employees with special needs, considering that each
employee can demonstrate their best performance. In support of a comfortable working environment
for employees with special needs, Mazda has established the Physical Challenge Support Desk for
consultations.
Physical Challenge Support Desk
● Consultations are conducted for employees with special needs by a special career counselor
regarding their work-related concerns, and helping to ensure a workplace environment that
facilitates productive work (through devices to convert spoken words into text, partially
automatic doors, etc.).
● Holds Physical Challenge Networking Events through the collaborative effort of employees
and management in order to provide opportunities for employees with same special needs to
introduce their work content or consult each other on worries and problems. Held regularly to
promote awareness and realizations that lead to energetic and positive efforts. j
● Created the Physical Challenge Guidebook*1, which provides general knowledge on disabilities, so
as to deepen understanding of people with special needs, and implement appropriate measures
with the aim of creating a work environment in which employees with special needs can thrive.
● Promotes obtaining relevant certifi cations, and attending training sessions so that people in the
workplace can provide further support for employees with special needs.
Career counselors for employees with special needs*2: 27 (as of April 2013)
Job Supporters*3: 5 (as of April 2013) Sign-language interpreter: 1 (as of April 2013)
■ Increasing the Employment and Range of Opportunities for Women
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.
■ 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 fulfi lling 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 for
Stabilization etc. of Employment of Older Persons etc., which took effect in April 2013.
■ Limited-Term Employees in Manufacturing Operations
Mazda is implementing ongoing measures toward the achievement of a workplace in which limitedterm 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, which prioritizes them over regular
applicants 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.
■ Global Employment Opportunities
Mazda implements short- and medium-term human resource 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. Also, each of the overseas regions and other Group companies
conducts a unique recruitment procedure in order to secure global and diverse human resources.
Realization of Diversity
Mazda CSR Management Environmental Protection Social Contributions Customer Satisfaction Respect for People
*1 A guidebook to be used when accepting people with special
needs, providing information on the characteristics of each
disability and considerations upon hiring.
*2 A qualifi cation certifi ed by the Ministry of Health, Labour and
Welfare. Counselors provide general workplace and lifestyle
consultations and guidance for individuals with special needs.
*3 A person undergoing education and training to become a
Hiroshima Prefecture-appointed regular workplace support staff
member for employees with special needs.
Physical Challenge Networking Eventj
Employee Data (as of March 31, 2013)
Number of Employees Average
age
Average
years of
employmentProduction / medical
Administrative
/ engineering
Nonconsolidated
Male 9,827 9,623 40.1 16.1
Female 661 1,175 35.2 12.4
Total 21,286 39.7 15.8
Consolidated Total 37,745 ― ―
* The number of employees dispatched to other locations is included in
the “Nonconsolidated” numbers.
FY March
2011
FY March
2012 FY March 2013
Number of female
employees hired 87 118 124
Percentage of female
employees 8.1% 8.3% 8.8%
Number of female
managers (assistant
manager or above)
111 125 133
Number of female
managers (senior manager
or above)
18 21 21
Percentage of female
managers*1 (assistant
manager or above)
2.9% 3.2% 3.4%
Percentage of female
managers*2 (senior manager
or above)
1.4% 1.6% 1.6%
Number of male managers
(senior manager or above) 1,301 1,324 1,318
Number of workers aged
60 and over (Expert
Family)
1,533 1,381 1,084
Percentage of employees
with special needs*3 1.95% 1.93% 1.92%
Number of current
employees with special
needs*3
261 266 256
Average age of managers 49.7 50.2 50.9
Number of new
graduates hired
(University, college
and high school
graduates)
Male 286 412 415
Female 51 85 101
*1 Number female managers assistant manager or above)/Number
managers assistant manager or above)(percentage of all managers)
*2 Number female managers(senior manager or above)/Number managers
(senior manager or above)(percentage of all managers)
*3 Average number in each fi scal year
141 Mazda Sustainability Report 2013
Under its Safety and Health Creed, Mazda is working to develop people, workplaces, and
mechanisms that ensure the safety and health of the people who work at Mazda. Since FY
March 2012, domestic Mazda Group companies have been implementing the Group’s second
three-year plan, called the “One Mazda Movement for an Enjoyable Workplace.”
■ General Safety and Health Committee
Mazda has established the General Safety and Health Committee, whose members include
management executives (executives responsible for safety and each division’s general
managers) and labor representatives (Mazda Workers’ Union leaders). Committee members
meet to discuss and decide each year’s action plan and priority measures concerning safety
and health.
Occupational safety and health activities extend to all domestic companies in the Mazda Group.
The person in charge at Mazda Motor Corporation participates as an observer to the Safety
and Health Committee meetings of domestic Mazda Group companies to share information,
observe and provide guidance to the workplace, support education activities, etc.
■ Safety and Health Management System (SMS)
Mazda implements voluntary and continuous safety and hygiene management through its
Safety and Health Management System. This system reduces the potential risks for workrelated accidents and enhances overall levels of safety and hygiene standards.
Contents of the Management System Initiative
Mazda performs risk assessments to prevent accidents before they happen. The Company
also implements management system audits and evaluations to support the appropriate
implementation of the system. These processes are part of the PDCA (plan-do-check-act) cycle,
which Mazda applies on an ongoing basis.

● Performed audits for all applicable divisions and departments (27 organizations, 125
departments)
Risk Assessments
Since FY March 2006, Mazda has conducted risk assessments at all facilities to determine
potential dangers and risks in manufacturing, product development, administration, office operations
and other processes, in order to determine suitable countermeasures. Through these efforts
the Company reviews and identifi es risks each year, improving the level of workplace safety.
Safety Record
Since Mazda began to introduce safety measures, its incident rate has gradually decreased.
Since 2010, Mazda’s occupational accident frequency has been lower than the average of the
14 members of the Japan Automobile Manufacturers Association (JAMA). In recent years,
however, the Company has occasionally experienced accidents that cannot be predicted by
risk assessment. A theme of the future is consideration of how to anticipate and reduce such
accidents.
■ Education and Training Concerning Occupational Safety and Health
Mazda conducts safety and health training within the Company, the domestic Group companies
and with suppliers (Toyukai Cooperative Union*1).
Contents of main educational and training programs at Mazda Motor Corporation
● Safety and health training prescribed by the Occupational Safety and Health Law is
provided (information provided to domestic Group companies and suppliers)
● Prediction trainer training, with the aim of achieving zero accidents
● Capacity-building training for dangerous or hazardous work engaged persons like forklift
operation
● Newly appointed safety and health managerial and supervisory personnel
● Practical fi rst aid training on AED use
Main educational and training programs for domestic Group companies and suppliers
● Safety and health management
● Training to enhance the skills of safety and health management and supervisory
personnel
● Training for work-related risk prediction and traffi c risk prediction
Mazda CSR Management Environmental Protection Social Contributions Customer Satisfaction Respect for People
Safety and Health Creed
For workers, safety and health are essential assets.
Our people are our most valuable resource, and
we are committed to keeping them safe.
One Mazda Movement for an Enjoyable Workplace
The Second Three-Year Policy: Realize a proactive
and enjoyable workplace by accomplishing safety
and health activities initiated by individuals and
divisions.
Slogan: Safety and health first in One Mazda, 24
hours a day!
* Five key areas: safety, hygiene, health, fi re prevention, road traffi c.
* Indicates working environment measurement results and working
environment evaluation results.
Assessment Classifi cation 3: improvement is necessary (improve to
reach Classifi cation 2 or 1)
Assessment Classifi cation 2: needs attention (work toward reaching
Classifi cation 1)
Assessment Classifi cation 1: good condition (maintain current state)
One Mazda Movement for an Enjoyable Workplace
The Second Three-Year Plan
We will create enjoyable workplaces based on safety
and health by implementing the Safety and Health
Creed.
Preventing accidents by attaining zero risk in fi ve key
areas* based on the safety management system
1. Management and employees will work as a team
to encourage individuals to proactively minimize
safety risks and improve safety skills.
2. Mazda will make efforts focused on employee
satisfaction and aim to prevent any further
hazards that fall under Working Environment
Assessment Classifi cation 3*.
3. Mazda will systematize its activities to
support mental health and achieve lifestyle
improvements, and promote independent health
management by individuals and workplaces.
4. Mazda will expand global safety and health
activities, and encourage improvements
throughout the Group.
Incident Rate*
2008 2009 2010 2011 2012
Mazda’s ratio of lost time due to accidents
Mazda’s total frequency rate
JAMA’s ratio of lost time due to accidents
JAMA’s total frequency rate
0.0
0.2
0.4
0.6
0.8
1.0
(Year)
0.87
0.55
0.18
0.13
0.12 0.14
0.11 0.02
0.07
0.12 0.10
0.10
0.65 0.53
0.28
0.32
0.76 0.78 0.76
0.63
*1 The Toyukai Cooperative Union consists of 64 vehicle parts
and equipment companies that are direct or indirect trading
partners with Mazda, and is a union organization that
actively engages in initiatives with a constant awareness of
the need to put “quality fi rst.” It was founded in 1952 by
Mazda and 20 collaborating companies that have trading
relationships with the Company, with the aim of promoting
friendly relations among members and improving welfare,
as well as developing a system for cooperating with Mazda.
The Company offers advice and support to this group from
a safety viewpoint by introducing safety information and
inviting safety training provided by Mazda.
Occupational Safety and Health
* Accident frequency, measured as the number of casualty fi gure per
million person-hours worked.
142 Mazda Sustainability Report 2013
Mazda CSR Management Environmental Protection Social Contributions Customer Satisfaction Respect for People
■ Awards Concerning Occupational Safety and Health
FY March 2012: 2 employees received the Green Cross Award from the Japan Industrial Safety
and Health Association (JISHA).
FY March 2013: 1 employee received a commendation from the Minister of Health, Labour
and Welfare as a foreman who provided excellent safety instructions.
Mazda is promoting Company-wide health improvement activities to maintain and enhance
the health of Company employees emphasizing on reduction of health risks by conducting
health checkups, and recognizing as priority issues on mental health measures, lifestyle
improvements, aging countermeasures and health maintenance support overseas. Similar
activities are promoted and supported at domestic Group companies.
■ Health Checkups
In addition to legally prescribed health checkups for all employees, Mazda carries out
comprehensive medical checkups covering a variety of areas for employees when they reach the
ages of 30 and 35, and when they pass the age of 40. Furthermore, starting in FY March 2013
the Company has conducted complete physical checkups, including gastroscopy and abdominal
ultrasonography, for employees when they reach the ages of 54 and 58. Based on the results
of these health checkups, the Company also promotes health by offering personal guidance and
health education by Company doctors and nurses in order to protect employees’ health. k
■ Mental Health Measures
In 2003, Mazda declared its commitment to active cooperation between labor and
management to promote employees’ mental health in the Warm Heart Declaration. In addition,
the Mazda Warm Heart Plan was formulated and is being implemented on an ongoing basis.
● A consultation by Company doctors and nurses
● Seminars for managers, and other employees
● Stress diagnoses known as “vitality checkups” to assess the conditions of individuals and
the organization
● Support for employees who have taken time off to get back to work

● Labor and management cooperated to establish the Mental Health Project and construct
a Company-wide support system (2007)
● Mazda has introduced occupational stress diagnoses known as “vitality checkups” for all
employees to reveal individual and organization-level risks. Based on the results of these
diagnoses, each division takes initiatives in promoting workplace improvements (Implemented
annually since 2008)
● Mental health training for managers is conducted on an ongoing basis. An “Advanced
Course” involving applications of the basic training implemented in 2008 has been
launched in 2009 (74 participants in FY March 2013)
● Self-care seminar targeting third-year employees (Implemented annually since 2010) (114
participants in FY March 2013)
● Mental health training on demand of the workplace (265 participants in FY March 2012)
● Support for employees working in the affected areas by the Great East Japan Earthquake:
a wide variety of support provided, including health support using physical condition
check sheets and interviews via the Internet, and the distribution of first-aid kits to
dealers (2011)
● Mazda distributes copies of “Genki Tsushin,” a healthcare bulletin that provides
employees with useful hints on self care, to help them live a healthy and lively life (Published
once a month since November 2012)
Health Checkup Data (FY March 2013)
Percentage of employees receiving health
checkups: 100%
Number of comprehensive medical checkups
(ages 30, 35, 40 or more): 11,560
(Breast cancer and uterine cancer
examinations are available upon request.)
Number of general regular medical checkups
(excluding the above): 17,092
Number of specific medical checkups: 2,000
Number of overseas medical checkups: 376
Number of people receiving personal guidance
on the basis of health checkup results
(including specific health guidance): 637
k Health Maintenance and Improvement
143 Mazda Sustainability Report 2013
■ Measures to Prevent Lifestyle-Related Diseases l
Non-Smoking Measures
Mazda has set a target of reducing the percentage of smokers in the Company to 29.0% or lower (by
the end of March 2014), and to this end, offers full individual support and promotes a nonsmoker
friendly environment. Since 2003, Mazda has had a Company-wide smoke-free day, which has been
implemented once a month since FY March 2011. In addition, the Hofu Plant has undertaken a
voluntary initiative, establishing one smoke-free day per week.
Thanks to these efforts, the smoking rate has seen a continuous decline at Mazda.
Lifestyle Improvements and Preventing Metabolic Syndrome
In April 2008, specific medical checkups and healthcare guidance became mandatory, and the
Company has launched programs offering specifi c medical guidance (for both individuals and groups)
by nurses and trainers. In FY March 2013, individual guidance was provided to 541 employees.
Walking to Improve Health
Mazda promotes walking, with the goal of having 50% or more of employees achieving 10,000 steps
a day. Specific measures include: the “10,000-step Challenge” (with the goal of walking 10,000
steps a day), which is held for indirect employees; providing tools on the Company Intranet that
help employees record the distances they walk, thus increasing their interest in walking, in order to
support improvements in employee health; establishment of an in-house walking course; and the
Interval Fast Walking training exercises.
Furthermore, the Company promotes walking through the Eco-Walk Commuting Program (with
allowance payment).
 
As part the Health and Hygiene Month activities conducted in October every year, Mazda has
held the Interval Fast Walking training exercises using the in-house walking course since 2011.
These exercises are intended to improve participants’ leg strength and muscle endurance, by
teaching a walking method in which alternately fast and slow walking is repeated every few
minutes. In FY March 2013, approximately 300 employees participated in the event held on
October 2 and 3. m
Encouraging Healthy Eating
Starting in FY March 2010, a new type of healthy meal that is low calorie, low salt, and uses
high-fi ber ingredients, is being offered as a regular part of the Company lunch menu. It is also
applied to dietary instruction of specifi c health guidance.
Receiving the Award of the Minister of Education, Culture, Sports, Science and Technology,
for Being an Excellent Organization Promoting Physical Fitness, in FY March 2013
In FY March 2013, Mazda received a commendation from the Minister of Education, Culture,
Sports, Science and Technology as a company that had strived to improve health and nutrition
and promoted sports and recreation (physical fi tness promotion campaign) in local communities
and workplaces, achieving outstanding results. n
Mazda CSR Management Environmental Protection Social Contributions Customer Satisfaction Respect for People
Interval Fast Walking training exercises (Top:
Head Offi ce, bottom: Ujina Area)
m Mazda received the Award of the Minister
of Education, Culture, Sports, Science and
Technology, as an excellent organization
promoting physical fi tness
n l Data on Measures to Prevent Lifestyle-Related
Diseases (FY March 2013)
Percentage of employees who smoke:
30.3%
Number of employees receiving nicotine
patches / guidance: 39
Walking
Number of participants in the
“10,000-steps Challenge”/ Percentage
of employees who achieved 10,000 steps
per day: 8,607/47.0%
Mazda Active Walking
Smile Course (2,000 km/year):
532 participants
Steady Course (2,500 km/year):
9,671 participants
Speedy Course (3,000 km/year):
237 participants
144 Mazda Sustainability Report 2013
■ Health Risk Measures
Preventing Health Problems and Accidents Due to Overwork
In April 2003, Mazda initiated a system where Company doctors and nurses conduct interviews
with employees who work more than a certain amount of overtime and offer guidance to
prevent potential sickness resulting from overwork.
In July 2007, Mazda started a No-Overtime Week system in which these employees are
prohibited from working overtime and from working on holidays. The Company has also
introduced a health status check tool called the SEE Check*1, which comprises health checks of
members by supervisors.
Prevention of Falling Accidents and Measures to Help Aging Employees
Mazda has independently developed and introduced performance safety tests and fun
exercises to prevent falling accidents and protect aging employees in production divisions. In
comparisons between pre-introduction and post-introduction periods among employees 50
years of age or older, balance and alertness have improved. In divisions not directly connected
to production, “Zoom-Zoom Stretching Exercises” for the maintenance and enhancement
of sense of balance and leg strength is being implemented at each workplace so as to help
workers develop healthy bodies and prevent falling accidents.
As the measures for aging of society, these initiatives are gaining attention in the occupational
health fi eld: information on the initiatives has been provided to the Japan Safety & Health
Association, and research results have been presented at the National Institute for Occupational
Safety and Health (NIOSH) in the United States. In addition, a large number of inquiries are
being received from both Japan and overseas. o
System for Health Maintenance Support Overseas
For employees on overseas assignment, Mazda carries out health checkups before they leave
Japan and provides healthcare instructions after they return to Japan. While employees
are working overseas, Mazda offers consultations via e-mail, telephone and the Internet
to support their health maintenance, from the time they leave Japan to the time of their
return. Moreover, every time a new overseas project is launched, the Company makes efforts
to reduce the anxiety of assigned employees, by obtaining information on the healthcare
situation of the relevant country, and showing specifi c measures to be taken when a health
problem arises there.
In recent years, for employees assigned to work in an emerging country, Mazda has offered
on-site healthcare consultations limited to the setup period of a production site. Company
medical staff members are dispatched to the local site, where they are involved in early
detection of, and responding to health problems through face-to-face communication.
Mazda has a standing labor agreement with the Mazda Workers’ Union. The Company has a
shared outlook on the direction of its business operations and aims to build relationships in
which everyone thinks and works together to contribute to all stakeholders. In addition, Mazda
regularly exchanges information and engages in active discussions with the Federation of All
Mazda Workers’ Unions, composed of the labor unions of all domestic Group companies, and
make every possible effort to maintain positive labor relations. p
*1 Confi rmation of sleeping habits (Are you sleeping enough?),
eating habits (Are you eating well?), and life enjoyment (Are
you fi nding time for hobbies and enjoying life?).
Zoom-Zoom Stretching Exerciseso
Labor and management leaders shake handsp
Mazda CSR Management Environmental Protection Social Contributions Customer Satisfaction Respect for People
Industrial Relations

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