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At Mazda, we recognize that our success depends on the leadership and skills of all employees working at our Japanese facilities and throughout the world. To succeed in a “borderless economy” and competitive global environment, Mazda is developing an “international management” team.
To enable our people for the future, we continue to institute measures to upgrade people skills. In March 1997, we introduced a new personnel system focused on securing capable employees, accelerating promotion and improving use of inherent abilities. In September 1999, to accelerate opportunities and reward female employees for their performance, we promoted approximately one third of female employees, giving them enhanced roles and responsibilities. As a result of a revision to the Labor Standard Act last spring, which allows women to work night shifts, we started to place female factory workers at the final assembly lines. Previously, female employees worked solely as inspectors or assemblers of parts and components. In June 2000, the Ministry of Labor recognized Mazda as one of three companies in the Chugoku District for these efforts to promote female labor capabilities. |
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We are committed to building an organization which promotes professional growth and diversity of leadership. We have laid the groundwork to introduce a new personnel system based on ability in contrast to Japan's historically predominant seniority system. This comprehensive system aims to provide equal opportunities for career development of all capable employees regardless of gender or age.
Last October, Mazda established the Leadership Development Department within the Personnel and Human Development Division. Efforts underway include the development of training programs targeting the advancement of leadership skills of directors and managers as well as training to instill a global perspective in the daily work roles of all employees.
In July 2000, the Company launched the Mazda Business Leader Development (MBLD) program-a major undertaking aimed at developing business leaders throughout the organization. The initiative began with an unprecedented three-day offsite meeting of more than 180 senior managers. Beginning in August, the management team will conduct two-day offsite meetings with more than 10,000 Mazda employees at all levels.
The objective of MBLD is to educate employees with a comprehensive understanding of the realities and challenges we face; impart our vision and management direction; and promote leadership across all levels of the company to make Mazda a stronger and more agile organization.
To understand the future, employees must comprehend and support our vision, our strategies and short-term tactics that will allow us to achieve our long-term goals. Efforts to drive understanding and, in turn, inspire commitment throughout the Company of the need for positive change are firmly linked to understanding personal and professional needs that will enable our people to build an even stronger organization. “Enabling our people for the future” is one of our priority goals. We will continue to implement various measures to create a vital corporate culture through communication, education and utilization of each employee to his or her fullest potential. |
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| Enabling our people for the future has been one of the most important initiatives taken during the year. In addition to implementing progressive personnel policies, Mazda launched the MBLD program to develop business leaders throughout the organization. As a customer-driven company, Mazda promotes an innovative and dynamic corporate environment to realize the success of our people as well as the creation of superior products and services now and in the future. |
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