Hiroshima, 18 March 2025. Mazda Motor Corporation today unveiled its strategy to enhance its electrified future, reinforcing its commitment to deliver the joy of driving for customers worldwide.
At a Mazda Multi-Solution Briefing Session held in Tokyo, President and CEO Masahiro Moro, and members of his leadership team, announced three key components that will enable the company to flexibly address the electrification era through its 2030 management policies:
1. Lean Asset Strategy: Mazda will improve its competitiveness by optimising investments in batteries and other areas, reducing the expected 2 trillion-yen investment to around 1.5 trillion-yen through collaboration and partnerships. By utilising existing assets and forming strong partnerships, Mazda aims to maintain quality and maximise expertise while reducing costs in areas such as electric/electronical architecture, hybrid system, and battery and thermal management. This has already been successfully demonstrated through the partnership with Changan Automobile, as well as with other technology partners like Toyota, Denso and BluE Nexus.
2. Mazda Multi-Solution Strategy: Mazda will continue to provide customers with the right powertrain sources, ensuring great driving experiences for years ahead. This strategy will ensure that Mazda's vehicles are equipped with the most suitable powertrain options by market, whether internal combustion engines, hybrids, or battery EVs, tailored to different driving environments and customer needs.
3. Mazda Monozukuri Innovation 2.0: Driven by the rapid progression of intelligence technologies and increasingly complex products, Mazda will evolve its model-based development to improve flexibility, efficiency, and speed. By combining internal combustion engines and electrification technologies, including battery EVs, Mazda aims to achieve significant operational efficiencies by 2030. This approach will expand the use of model-based development across the entire supply chain, ensuring more efficient development and production.
