Mazda Canada embraces a people-centric philosophy

Zoom-zoom. Krista Tzanopoulos, senior specialist, corporate communications, at Mazda Canada, was driving a Mazda long before she began to work for the car company at its headquarters in Richmond Hill. Looking for a career change from her previous background in human resources, she applied for a role as a brand development specialist in late 2021.

“It sounded like a really cool opportunity to combine my interests in learning and development and marketing at a company I already believed in,” says Tzanopoulos. “I’ve been here for almost three years now, and feel that I’m absolutely in the right place to be starting my career.”

Right from the beginning, she was impressed with Mazda’s people-first culture that intentionally fosters diversity, equity, and inclusion (DEI). The company established its internal DEI committee in 2019 and partnered with the Canadian Centre for Diversity and Inclusion in 2021 – initiatives created to help all employees reach their full potential.

“The culture here is very inclusive and supportive,” says Tzanopoulos. “We openly share ideas and I appreciate that our differences are viewed as strengths that enhance our team’s success.

"The people that support me here are next level,” she adds. “Having people in your corner cheering you on and making sure that your wins are recognized and celebrated is the best feeling.”

Sandra Lemaitre, director, public relations and corporate affairs, says the people-centric philosophy is deeply ingrained in Mazda's culture, inspired by “omotenashi” – translated as Japanese hospitality.

"At Mazda, we have a shared mission and purpose to create exhilarating experiences for others. Part of how we accomplish this is by investing in our people,” says Lemaitre, who has been with Mazda for nearly 20 years. “We believe that if leaders take care of their people, they in turn will take care of our customers.”

That people-first mentality is also reflected in Mazda's focus on employee wellness – mental, physical, and financial. The company has structured programs to support employees and foster connection, whether it’s for organizing fun activities, such as puppy yoga, or a live cooking demonstration hosted by one of the employees.

The company’s flexible work policy, created in collaboration with employees, is another key. Today, 90 per cent of Mazda Canada’s nearly 200 employees are on hybrid schedules.

“Most employees have the flexibility to work as much or as little from the office as they want,” says Lemaitre. “It’s really the best of both worlds. Everyone works differently, so it provides them the ability to work in ways that are effective for them. It also helps improve work-life balance, while still having in-office time for meetings and collaborative work.”

Additionally, Mazda recently chose to define its corporate social responsibility to be more intentional in its corporate giving and have a bigger impact on the communities it serves. After collaborating with employees, retailers and leadership, the company decided to focus on empowering youth through education and removing barriers to STEAM opportunities (science, technology, engineering, arts, and math) for youth from under-represented communities.

“It’s not just the company giving back,” says Lemaitre. “We’re always looking for ways for our employees to get involved, whether it’s by supporting a back-to-school backpack drive for students in need, attending fundraising events, or volunteering their time.”

“It speaks to me – that Mazda invests in the future,” says Tzanopoulos, who spends her Monday evenings as a volunteer tutor and mentor for Pathways to Education, one of Mazda’s community partners. “We wanted to choose a cause that’s people-centric and speaks to what we stand for. Investing in the leaders of tomorrow is the perfect connection for our organization.”

This article appeared in the magazine announcing this year's Greater Toronto’s Top Employers winners, published December 3, 2024 in The Globe and Mail. This article was prepared with the financial support of the employer, which reviewed but did not write its contents.