Mazda 2015 Annual Report Download - page 12

Mazda has been implementing the initiatives of the Structural
Reform Plan, which was announced in February 2012, to over-
come an adverse external environment and set a steady
course for future growth. Business innovation through
SKYACTIV has proven successful, with a steady pace of growth
in sales and profit since 2012. Nevertheless, we believe there
is still room for improvement in each of the key areas.
With this in mind, Structural Reform Stage 2, the new mid-
term plan that will cover the three-year period beginning with
the March 2017 fiscal year, is intended to take the initiatives of
the Structural Reform Plan to the next stage, to maintain
steady growth in unit sales and achieve “qualitative growth”
through improved business efficiency in each of the areas of
products, sales, production, and finance, to fully enhance our
brand value. Specifically, we will continue to evolve SKYACTIV
products and introduce new models to maintain volume
growth, while strengthening our business base in areas includ-
ing brand value, our sales network, and global production
efficiency. In addition, we will implement global integrated
planning that encompasses development, manufacturing, and
sourcing to achieve optimal common architectures, and we
will develop and begin introducing even more efficient and
higher-performance SKYACTIV GEN2 (Generation 2) models.
We will also build a firm financial base, which will lead to an
improved dividend payout.
This special feature outlines the main initiatives under
Structural Reform Stage 2.
Structural Reform Stage 2
Aiming for qualitative growth and brand value improvement
SPECIAL FEATURE
Mazda Annual Report 2015
10
Growth Strategy
Structural Reform Plan
(2013–2016)
Change of business structure
by structural reforms
Further sustainable
growth
Qualitative growth /
Brand value improvement
Structural Reform Stage 2
(2017–2019)
Next Mid-term Plan
(2020–)
Product and R&D•
Continuous evolution of SKYACTIV products
• Develop and introduce GEN2 models
• Full-scale
introduction of
GEN2 models
• Enhance electric drive system
Brand and Sales • Start right-price sales, volume growth
and brand value improvement • Drive reforms at sales frontline to ensure penetration of sales strategy • Volume growth by significant product enhancement
Global production • Reinforce production capacity in Mexico,
Thailand, Russia, Malaysia, etc. • Support sales growth by maximizing plant utilization • Expand production capacity for quantitative growth
Strengthen
financial structure
• Shift to profitable earnings structure
even under strong-yen environment
• Recover financial base and resume
dividends
• Establish strong financial structure
• Raise dividend payout ratio
•
Improve both growth and profit
• Improve capital efficiency and
ROE
GEN1
GEN2
■ Sales volume ■ Revenue Operating income ratio
Notes:
1. GEN1 = SKYACTIV Generation 1; GEN2 = SKYACTIV Generation 2
2. Decisions for further growth under the next mid-term plan (from the March 2020 fiscal year) that will follow Structural Reform Stage 2 will be made during the period covered by
Structural Reform Stage 2, based on changes in the business environment.
(Years ended March 31)
2015201420132012 2016
(Forecast)
2017
(Forecast)
2018
(Forecast)
2019
(Forecast)
2020
(Forecast)
2021
(Forecast)
1.49
million
units
1.25
million
units
1.65
million
units
Over
7%
6.7%
(1.9
)%
3.3
trillion
yen
2.0
trillion
yen
3.7
trillion
yen
CONTENTS
Foundations Underpinning
Sustainable Growth
Introduction
Review of Operations
Corporate Data
Message from Management