Mazda expands measures to enhance work-life balance

The enriched personnel system offers more flexibility through measures to address the balance between an employee’s work and childcare and/or care for family members. These measures will enable Mazda to actively support the development of its employees’ careers.

Mazda has long been among the leading companies in Japan for policies that promote a healthy work-life balance and the effective utilization of female employees. The company abolished the “clerical staff” and “career staff” job classifications in 1999. In 2000, Mazda introduced the “super-flextime” system, which allows employees to plan and manage their working time without fixed office hours. In 2002, Mazda set up the industry-first “Waku-Waku Kids En” in-house daycare center, available to employees with pre-school aged children. This was followed in 2003 by the introduction of nursing leave which far exceeds legal requirements.

Due to policies such as these, Mazda was recognized as a “Family Friendly Company” when it won Japan’s Minister of Health, Labour and Welfare’s “Excellence Award” for its work-life balance system in 2003. This award acknowledged the various efforts Mazda had made to encourage a flexible approach which allowed employees to choose working styles which suited them most.

Furthermore, in 2007, Mazda was awarded the “Kurumin” certification mark in affirmation of its action plan for childrearing support initiatives, based on the Japanese government’s Law to Promote Measures to Support the Development of the Next Generation. These awards are among many positive evaluations from government authorities recognizing Mazda’s human resources initiatives.

Mazda believes that employees – male or female – who are caring for children or family members would like the option of continuing their careers without compromise, and that the opportunity to continue their personal growth adds to the competitiveness of the company. By newly introducing these 10 measures, Mazda endeavors to create a positive working environment which supports each employee’s personal growth so they can reach their full potential.

“These expanded work-life balance policies will enhance working conditions and further address the broad range of Mazda employees’ needs. Going forward, Mazda will continue its ‘mutual learning’ staff training efforts which deepen a shared awareness and understanding among our staff. This will help us realize a vibrant and diverse organization where employees in different positions in the company and at various life stages will be able to follow long-term career paths,” said Mazda’s Executive Officer and General Manager in charge of Human Resources, Minoru Mitsuda.

Credits: Jarvis