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Specific Policies for Human Resources Training Mazda strongly believes that a company is only as good as its people. We are committed to developing and improving the skills and careers of each of our employees, and are constantly rolling out new human resources training programs at all levels and in all areas. Company-wide skills development program during FY2004 Administrative / technical staff Administrative, technical and production staff Production staff Role training Training for selected individuals Leading Mazda 21 Optional training Group training e-learning MBLD First Cascade Required training Elective training and training for selected individuals Optional training Training for newly-appointed senior managers Training for future business leaders MBLD Middle Cascade Training for staff newly appointed to assistant manager Mid-level employees cross-industry training Group training: 19 courses e-learning: 9 courses MBLD Second Cascade MBLD Third Cascade Pre-overseas assignment training Management training (formerly plant managers’ training) Basic training for first four years after entering Mazda Employees are required to take two subjects from the available optional training courses each year (including e-learning) for the first four years after they are hired. They may also choose to take the two courses below. Sales work experience Training for new employees Plant work experience Follow-up training for new employees Training for newly-appointed section managers Training for newly-appointed assistant section managers Training for newly-appointed team leaders Super-leaders training Senior leaders training Junior leaders training Training for newly-appointed employees and employees hired mid-career Advaced technical skills training course Mazda Junior College Welding Skill Training Program Technical Olympics Trainig Program "Work training advisor" "National technical accreditation" "Automobile mechanic" "In-company technical accreditation" "Training implemented by various" divisions within company Support system for self-improvement System that supports attainment of qualifications Correspondence Course Assistance Program Language courses Provision of information regarding further study Glossary: 1 Glossary: 2 Administrative / technical staff Employees engaged in planning, finance, marketing, sales, administration and human resources are known as 'administrative', while those engaged in research, development, design, production and plant management are known as Production staff Employees engaged in production-related tasks such as forging, pressing, painting, machine assembly, body assembly, maintenance, inspections, etc. Social & Environmental Report 2005
Activities as a corporate citizen Respecting and energizing people Our company-wide training and education program, MBLD, began in July 2000, based on an understanding that if our employees are able to excel at what they are good at, Mazda will be able to overcome any difficulties it might face. 'Change or Die was the first theme of MBLD', and MBLD has the following three objectives: MBLD Objectives To develop business leaders at each level of seniority To reform corporate culture and traditions Implementation schedule and themes for MBLD Implementation schedule Theme MBLD #1 (2000) Change or die. Drive for results MBLD #5 First Cascade To ensure that top management policies permeate through to all employees MBLD#22001 MBLD#32002 Rekindle the Spark. Mastering Execution New Products Success and Business Growth MBLD #5 began in December 2004, taking 'One Mazda' as its keyword, with the purpose of ensuring that our long term strategies and the Mazda Momentum business strategy (the two-year mid-term plan – see page 77 for details) permeate the whole company, and that our employees are motivated to see the attainment of these objectives. MBLD is distinguished by its philosophy that excellent leaders are also excellent teachers, and we therefore ask people recognized as good leaders to communicate to their subordinates in their own words. This process allows the next generation of teachers to come up through the ranks, and develops leaders at every level who have a bigger picture of the whole company. This system allows participants to also begin to see themselves as leaders in the situations within which they find themselves, and facilitates employees beginning to understand their own situations in the light of the company as a whole, and therefore beginning to develop solutions. Progressing in reforming our corporate culture: numbers of people answering 'yes' to our survey questions 80 60 40 20 MBLD #5 Middle Cascade Do you understand how the company is doing at the moment, and the direction in which it is trying to go Do you think Mazda is working towards change Do you feel you can to work towards changing yourself Do you think the people around you are working towards change Do you think that Mazda employees have high levels of morale and motivation Do you think that walls between departments are being lowered 0 Before starting program 1 2 3 4 MBLD has helped many Mazda employees to understand how the company is doing, and to help work towards its objectives. Mazda is making sure progress towards achieving a more consistent, stronger corporate culture. At the same time, because a high proportion of employees seem to feel that the walls between departments are rising instead of falling, we have introduced the challenge of 'One Mazda', to reduce these walls, with the implementation of MBLD #5. MBLD#42003 MBLD#52004 MBLD #5 roll-out (December 2004 – June 2005) 1st Cascade Middle Cascade 2nd / 3rd Cascade Understanding. Enhancement & Flawless Execution of 2003 Business Plan Proceed to Second Phase of Revival and to One Mazda Managers and staff managers (900 participants) General employees (16,800 participants) The views of an MBLD Leader / Teacher A good opportunity to review identity of one's own division within the company Production Control & Logistics Division Tatsuyuki Masuda Staff ranked as division general managers and above, plus representatives of main subsidiaries (290 participants) At MBLD #5, I participated in the Middle Cascade, and was able to learn about the long-term strategies of Mazda and about Mazda Momentum (see page 77), as well as hearing directly from the company president. I was then given the opportunity to become a leader / teacher for the Second and Third Cascades, and communicate that information to my own division members. When communicating with them, I was aware that it is not enough to merely repeat what you have been told as though it's some sort of message-relaying game, but to consider carefully how those long term strategies and the Mazda Momentum relates to each of the jobs done by members of this department, and to communicate it in such a way that they understand. In order to do this, I had to understand the company-wide policies much more deeply, and consider how they relate to the issues our division is facing. Time is limited, so it was difficult to do this properly, but it gave me the opportunity to review the identity of the Production Control & Logistics Division, and I think it helped me to grow personally. Glossary: 3 Glossary: 4 Glossary: 5 Leading Mazda 21 In the human resources development program designed for senior management, we aim to develop next-generation leaders who are able to take a global view of the future and make strategic decisions. During 2004, we implemented a program of three such courses in which 60 people Self-improvement support We have several systems in place, including the Mazda Flex Benefit system and some scholarships, to support employees who wish to further their own training through taking qualifications and becoming accredited for their Creation of information site 'Manaboard' We have put up an intranet site known as Manaboard, which provides comprehensive information regarding the education and training programs available within the company, and allows employees to apply for such programs. It is also the portal for our e-learning programs, and we are working to ensure in-company awareness is raised so that employees find it an easy environment to utilize. Social & Environmental Report 2005
Page 2 and 3:
Note from the Editors From this yea
Page 4 and 5:
Social & Environmental Report 2005
Page 6 and 7:
Dialogue : CSR efforts by the Mazda
Page 8 and 9: HISTORY & SPIRIT OF MAZDA The Histo
Page 10 and 11: Corporate Vision and CSR Activities
Page 12 and 13: Report on the Paint Shop Fire at th
Page 14 and 15: Report on the Paint Shop Fire at th
Page 16 and 17: The Challenges Facing Automobile Ma
Page 18 and 19: New model Premacy - full of Mazda i
Page 20 and 21: Developing Cars with a View to our
Page 22 and 23: Responding to the Diversity of our
Page 24 and 25: Towards a Safer Automotive Society
Page 26 and 27: Developing and Popularizing Vehicle
Page 28 and 29: Creating Easy to Recycle Cars The c
Page 30 and 31: Reduction in Environmental Substanc
Page 32 and 33: Customization projects Our Group co
Page 34 and 35: Helping Customers to Use their Cars
Page 36 and 37: Activities as an Automobile Manufac
Page 38 and 39: Building a new environmental manage
Page 40 and 41: Environmental Auditing To verify th
Page 42 and 43: Environmental Activities Promotion
Page 44 and 45: Environmental Accounting Mazda has
Page 46 and 47: A State-of-the-Art Clean Factory, t
Page 48 and 49: Efforts to Help Prevent Global Warm
Page 50 and 51: Reducing Wastes To most effectively
Page 52 and 53: Green Purchasing Mazda recognizes t
Page 54 and 55: Activities as a Corporate Citizen S
Page 56 and 57: Career Meetings Mazda starts from t
Page 60 and 61: Building Creative People At Mazda,
Page 62 and 63: Promoting a Work-Life Balance At Ma
Page 64 and 65: New challenges for safety and healt
Page 66 and 67: Activities as a Corporate Citizen S
Page 68 and 69: Mazda's Community Services Committe
Page 70 and 71: Examples of Mazda's service in the
Page 72 and 73: The Mazda Foundation and its Activi
Page 74 and 75: Management Systems that Ensure Trus
Page 76 and 77: Corporate Ethics and Compliance Maz
Page 78 and 79: Risk Management At Mazda, we are co
Page 80 and 81: Economic Sustainability Report Heal
Page 82 and 83: Company Outline Company Outline Com
Page 84 and 85: Site report: Hiroshima Region [Hiro
Page 86 and 87: Site report: Hofu Plant [Nishinoura
Page 88 and 89: Third-Party Opinions Masataka Adach
Page 90 and 91: Item 4. GRI Content Index Definitio
Page 92: Issued by: Global Communications Pl
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