Diversity & inclusion are our driving force
#TeamMAHLE is diverse - and we see that as a great advantage. As an internationally operating Group, diversity and equal opportunity are part of MAHLE’s identity and are firmly established in our corporate values. We value our workforce—irrespective of gender, gender identity, nationality, ethnic origin, religion or ideology, disability, age, and sexual orientation or identity. We promote the diversity and inclusion of the different experiences and backgrounds of our employees and see this as an opportunity: through diversity and inclusion, we can increase our innovative performance and support our business targets as ONE MAHLE team.
Already in 2016 MAHLE signed Germany’s Diversity Charter and made an official group-wide commitment to fostering diversity and implementing corresponding initiatives.
Our commitment - "Let´s shape an inclusive environment for a diverse workforce"
Message from Regional CEO
„Diversity & Inclusion are essential elements for the development of the automotive industry. MAHLE’s technologies continue to innovate in diverse ways to support mobility around the world. The driving force behind this is "the unique strengths of every employee." A workplace environment where employees with diverse values, experiences, and backgrounds can fully demonstrate their strengths is what fosters innovation and drives MAHLE’s growth. Through the promotion of Diversity & Inclusion, we will continue to refine MAHLE’s unique strengths and move forward in creating a workplace that shapes future mobility.
Yasuhiro Kinoshita, President & MAHLE Group East Asia President
We shape diversity & inclusion in action
George. I
Powertrain & Charging
Technical Development (DX) Function
Yamagata Plant
Joined MAHLE in 2016
Driving digital transformation across manufacturing operations
After studying Aerospace Engineering in Romania, I moved to Japan to pursue more advanced expertise and completed both my Master’s and PhD in Aeronautics and Astronautics. After joining MAHLE, I worked in R&D and predevelopment engineering, where I was involved in new product and process development, validation activities, as well as driving new initiatives and coordinating the overall direction of multiple product development projects. I later expanded my experience to include casting and production engineering at the plant level, contributing to operational improvements as well as productivity and quality enhancements.
Currently, I am responsible for establishing digital infrastructure across multiple manufacturing plants in Japan as the Head of Smart Factory Group. My work includes integrating IT (information systems) and OT (operational technology such as manufacturing equipment and shop-floor control systems), leveraging data and analytics, managing CAPEX, ensuring security, and supporting the deployment of core systems. Through these activities, I aim to enable more efficient and sustainable manufacturing operations.
What I find most rewarding is not the technology itself, but the value it brings to the shop floor. I am motivated by driving improvements that are grounded in real operational needs and contribute meaningfully to daily work.
Bringing together perspectives to guide better decisions
In my current role, I work closely with people across different levels of the organization, from shop-floor operators to management and executive leadership, to move projects forward. Within the team as well, members come from diverse backgrounds, ranging from highly experienced professionals to younger colleagues early in their careers.
In such an environment, I have come to realize that combining different areas of expertise and perspectives leads to more accurate decision-making and more effective outcomes. For instance, even when a solution is initially shaped from a data or technical standpoint, discussing it in the context of actual operational conditions helps refine it into a form that truly works in practice. Rather than simply identifying an optimal solution, I see real value in the process of continuously shaping ideas into something that can function sustainably on the shop floor.
In smart factory and production engineering initiatives, team members bring a wide range of strengths—such as expertise in data and systems, deep knowledge of shop-floor processes, and the ability to drive change. By drawing out these strengths early and aligning the direction of the team, we can develop solutions that are both meaningful and sustainable. Through these experiences, I have come to recognize that diversity is not just about differences, and it is a key factor in achieving better decision-making as an organization.
Creating connection and technical strength through dialogue
Looking ahead, I aim to contribute to building an environment where people with diverse backgrounds and working styles can fully leverage their individual strengths. To achieve this, it is essential to embrace different perspectives and ways of thinking as a starting point, and to deepen mutual understanding through open dialogue. As a manager, I see it as a key responsibility to connect differences in expertise, generations, and cultural backgrounds, and to create conditions where each person’s strengths can be fully expressed.
At the same time, even as digitalization advances, I believe that technology should always remain a means to support people, not an end in itself. By staying close to the realities of the shop floor and bridging people and technology, I aim to foster an environment where both individuals and teams can grow together.
Yuya. Y
Thermal & Fluid Systems
Quality Management Function
Moka Plant
Joined MAHLE in 2013
Leveraging cross-functional experience to support quality at mass production
After completing my graduate studies in materials engineering, I joined MAHLE as a design engineer for one of its products, the carbon canister. I subsequently gained experience in advanced development, where we explore new technologies, as well as in production engineering, where we prepare manufacturing processes for new products. I am currently part of the Quality Assurance department.
After transferring to Quality Assurance, I worked in a team responsible for ensuring that quality-related rules and processes are properly followed and continuously improved. I am currently responsible for final quality verification before mass production begins as Head of Preventive Quality, Thermal & Fluid Systems East Asia.
In my current role, I focus on establishing systems and processes that ensure new products can be manufactured consistently and reliably at scale. I also lead the team involved in building these frameworks. In addition, as a Project Quality Engineer (PQE), I oversee quality across all phases of product development—from design to production—checking whether potential risks exist, whether quality standards are met, and whether each stage is ready to move forward. When necessary, I make decisions and provide guidance for improvements.
By leveraging my experience in design, production engineering, and quality assurance, I enjoy looking at the entire development-to-production process and thinking about where issues might arise and how they can be prevented in advance. I find it especially rewarding when a product successfully transitions into mass production and manufacturing operations run smoothly, knowing that I have contributed to delivering reliable products to the market.
Different perspectives come together to build better quality
In product development projects, I collaborate with cross-functional team members from design, production engineering, and quality assurance. Because each function has its own expertise, the way people view challenges and the aspects they prioritize can differ significantly.
For example, design focuses on whether a product works as intended, production engineering considers whether it can be manufactured consistently and efficiently on the shop floor, and quality assurance ensures that all standards and requirements are met. While perspectives may differ, bringing these viewpoints together allows us to uncover risks and issues that might otherwise go unnoticed. By understanding the reasoning behind each perspective and engaging in open discussions, we are able to reach more fundamental solutions, which ultimately leads to improved product quality.
Within my current team as well, members come from diverse backgrounds and levels of experience. Exposure to different ways of thinking enables us to identify insights that would be difficult to reach individually and make more well-rounded, confident decisions. Through these experiences, I have come to realize that diversity is not merely about differences—it is a key driver of better quality.
Creating an environment where everyone can leverage their strengths
Looking ahead, I aim to create an environment where people with diverse backgrounds and experiences can consistently perform while making the most of their individual strengths.
Today, it is increasingly important to ensure that work processes are accessible and understandable to everyone, regardless of their level of experience. To achieve this, I believe in organizing and sharing ways of working and decision-making approaches within the team, while also investing in continuous development and learning. Providing this kind of foundation helps individuals feel confident in their roles and perform at their best.
At the same time, fostering a culture where people can rely on and support one another when needed is essential. A workplace where individuals can both contribute their strengths and collaborate effectively is one where diverse talent can truly thrive.
Going forward, I will continue working to balance an open environment where different perspectives are shared naturally with the need for high-quality decision-making, and to further strengthen our team’s overall capabilities.
Ken. S
Powertrain & Charging
Machining Function
Tsuruoka Plant
Joined MAHLE in 1989
Drawing on broad experience to support and strengthen the team
Since joining MAHLE, I have built my career primarily on the shop floor in the machining process. I started by working directly on production lines, and through experience in line support, production preparation, and equipment changeover, I have been involved in a wide range of operations, including serving as a team leader for automated and manual production lines.
In my current role as a team leader, I am responsible for overseeing production progress, planning and coordinating daily operations, as well as developing and assigning team members. I lead the team to ensure that operations run smoothly and efficiently.
What I find most interesting about my work is interacting with a diverse group of team members and discovering different ways of thinking and working. Even within the same task, individuals bring different ideas and perspectives, and being exposed to these differences helps broaden my own thinking.
Another source of motivation is seeing team members grow over time. Watching them gradually build their skills and take on more responsibility is highly rewarding. It is especially meaningful to see how what I have taught is applied in their daily work, leading to increased confidence and ultimately contributing to the performance of the entire team. This process of individual growth translating into team strength is one of the most fulfilling aspects of my role.
Building team unity through the way we engage with each other
Our team is made up of members with diverse cultural and personal backgrounds, which makes day-to-day communication especially important. Because of these differences in upbringing and values, I make a conscious effort to communicate thoughtfully and from the other person’s perspective. For this reason, I value not only work-related discussions but also conversations about daily life, hobbies, and cultural backgrounds. Getting to know each other in this way helps naturally build trust and makes communication smoother. In fact, opportunities such as sharing meals and spending time together outside of work have strengthened relationships and contributed to a greater sense of unity within the team.
I also try to adapt how I train and support each team member based on their individual needs. For example, when working with members whose first language is not Japanese, I speak more slowly, use simpler expressions, and demonstrate tasks in practice whenever possible. By adjusting my approach in this way, I believe I am helping to create an environment where everyone can work with confidence. Through these daily efforts, I believe that taking the time to understand each individual’s background and perspective, and communicating accordingly, leads to stronger team cohesion and mutual trust.
Creating a workplace where everyone can connect naturally
I would like to continue expanding communication across the entire team in my role as a team leader. In a manufacturing environment, close collaboration with other departments is essential to keep operations running smoothly. For that reason, I believe it is important to foster an environment where people can connect easily—not only within the team, but also across different departments.
To support this, I place importance on creating an atmosphere where people can speak to one another comfortably in their day-to-day interactions, regardless of team or position. By encouraging open communication across boundaries, collaboration between teams becomes smoother, allowing the organization as a whole to perform more effectively. Moving forward, I would like to continue working together with my team members to build an even better workplace.
Tsugumi. T
Thermal & Fluid Systems
Manufacturing Function
Nogata Plant
Joined MAHLE in 2012
From being a team member to taking on a role that drives the team forward
After graduating from an industrial high school, I joined MAHLE with the desire to quickly start working on the shop floor and apply what I had learned. I was also strongly attracted by the opportunity to be part of the first generation at the newly established Nogata plant and contribute to its launch.
After joining the company, I underwent approximately seven months of training at the Moka plant before transferring to Nogata. There, I began working as a member of the assembly line, gaining hands-on experience and building a solid foundation in manufacturing through my daily work. I am now working as a deputy team leader, where my responsibilities have expanded to include production planning and the development of team members. Transitioning from being taught to teaching others has also broadened my perspective on how I contribute to the team.
Since becoming an deputy team leader, I have also been involved in molding processes in addition to assembly, which required me to learn an entirely new area from scratch. Although I initially found it challenging, I gradually built my understanding with support from my colleagues. As a result, I have developed the ability to think about the production process as a whole, gaining a broader perspective on the shop floor.
What I find most interesting about my work is that the results of my efforts are reflected clearly in numbers. For example, improvements in line setup or process optimization directly lead to increased productivity and quality, making the impact visible. When I served as a leader in a short-term improvement project, I collaborated with members from various departments, and seeing the results of our efforts reflected in performance outcomes was particularly rewarding.
In addition, being involved in training team members has been another source of fulfillment. Seeing others acquire new skills, grow in their roles, and express appreciation along the way brings a strong sense of achievement. I find it especially meaningful that my contributions can support both individual growth and the overall performance of the team.
Connecting people to strengthen the team
I make a conscious effort every day to bridge communication between the shop floor and management. While various opinions and challenges emerge on the shop floor, I do not simply pass them along. Instead, I think through how things can be improved and how challenges can be addressed, and then share these ideas.
To do this effectively, I believe it is essential to understand each individual’s situation and perspective. I make it a point to listen carefully to team members through daily communication. I also try to create an environment where everyone feels comfortable speaking up by actively engaging with them and making it easy to ask questions.
In particular, for newly joined team members, I focus on helping them avoid proceeding with work while unsure of what to do. I use photos and actual samples to make processes easier to understand intuitively, and I introduce them to other team members so they have multiple people they can turn to for support.
Through these daily efforts, even small concerns or mistakes are more likely to be shared, which contributes to maintaining both quality and safety on the shop floor. I believe that engaging with each individual and connecting the team as a whole is a key part of supporting a well-functioning workplace.
Turning the voice into better ways of working
Looking ahead, I aim to continue strengthening my connection with the shop floor in my role as a Deputy Team Leader, while contributing to creating a more comfortable and supportive working environment. Since many team members are close in age, there are many opportunities for them to share small observations and thoughts from their daily work openly with me.
By incorporating these insights, I aim to think through better ways of working and translate them into improvements that enhance the overall work environment of the team. To do this, it is important for me to remain approachable and easy to talk to, and to stay engaged with others as part of the team while contributing to continuous improvements on the shop floor.
Haolin. J
Powertrain & Charging
Engineering Function
Tsuruoka Plant
Joined MAHLE in 2022
From design to the shop floor, contributing to the core of manufacturing
After completing my graduate studies in mechanical engineering, I joined MAHLE in 2022 and began my career in the casting technology group within production engineering. Through hands-on experience, I gradually deepened my understanding of manufacturing processes and am currently working in the engineering group at the Tsuruoka plant.
My current role focuses on the design of molds used in piston production. Based on drawings and 3D data, I develop designs in accordance with company standards, while also taking into account factors that directly impact product quality. These include casting conditions, designing mechanisms to smoothly release gas trapped inside the mold, and optimizing cooling to ensure consistent product quality. In this way, mold design plays a critical role in determining the final outcome of the product.
I am also actively involved in technical collaboration with overseas locations, supporting design-related discussions, aligning specifications and approaches, and assisting with technical challenges. In these interactions, I leverage my background to act as a bridge, facilitating smoother communication between teams.
One of the most rewarding aspects of my work is seeing a product take shape through the mold I have designed and recognizing how my ideas are reflected in its quality. Knowing that the improvements and considerations made during the design phase directly influence the final product gives me a strong sense of accomplishment and fulfillment.
Changing how I communicate transformed how I work
At the beginning of my career, I was excited about applying the mechanical engineering knowledge I had gained in Japan to real-world manufacturing. I was also motivated by the opportunity to collaborate with overseas locations as part of a global organization.
At the same time, I initially found it challenging to adapt to the way work is carried out on the shop floor, particularly in terms of communication and day-to-day work processes. I was also concerned about whether I could meet the required level of accuracy and speed without prior hands-on experience in mold design.
A turning point came from advice I received from my supervisor regarding communication with overseas teams. At the time, my focus was mainly on conveying information accurately. However, I came to realize the importance of explaining things in a way that is easy for the other person to understand, from their perspective.
Since then, I have made a conscious effort to adjust my communication style by considering the other person’s background, how much knowledge they have, and the situation they are working in. As a result, communication has become smoother, misunderstandings have decreased, and overall workflows have improved.
Working with people from different cultures and perspectives has helped me become more aware of how my communication is received by others, and I feel that this has gradually transformed the way I approach my work.
Expanding my perspective while growing into my role
Working at MAHLE, I have come to realize that engaging with colleagues from diverse backgrounds naturally broadens the way I think. In my daily work as well, receiving input from different perspectives often leads to new approaches and better ways of moving forward.
Currently, I make a conscious effort to actively take in these different viewpoints, organize them in my own way, and apply them to my design and proposals. I want to develop the ability to think flexibly and make decisions that are not limited to a single perspective, but adapted to each situation.
Looking ahead, I aim to further develop my mold design skills and achieve a higher level of precision in my work. At the same time, I hope to contribute as a team member by bringing in new perspectives, working collaboratively with others to create better products. Through continuous experience in my daily work, I plan to gradually expand my responsibilities and deepen my role within the team.
Pengfei. Z
Thermal & Fluid Systems
Industrialization Function
Kawagoe Office
Joined MAHLE in 2023
Thinking about “how to make” and turning ideas into reality
After completing my graduate studies in materials engineering, I joined MAHLE with the desire to apply my knowledge to real-world manufacturing. Since then, I have been working in production engineering, supporting the preparation for mass production of new products.
My responsibilities include preparing production equipment, molds, and tools, as well as considering how the product should be manufactured and what kind of equipment is most suitable. I also create documents that outline the procedures and key points required for stable production, and work on identifying potential risks in advance to prevent issues before they occur. In addition, I am involved in solving production-related challenges and handling cost-related tasks.
The role of production engineering is to think about “how to make a product” and bring that concept to life on the shop floor. I find great satisfaction in seeing the methods and systems I have worked on being applied in practice and ultimately taking shape as finished products.
Learning from differences to find better solutions
Before joining the company, I was excited about the opportunity to apply the materials engineering knowledge I had gained at university to real-world manufacturing. At the same time, I had concerns about the gap between research and practical work, whether I would be able to consider not only technical aspects but also workability and safety as a production engineer, and whether I could adapt to working in an environment with different cultures and values.
However, with the support of my supervisors, senior colleagues, and people on the shop floor, I was able to gradually develop a better understanding of how work is actually carried out in practice and how decisions are made. Being in an environment where I could easily ask questions and seek advice helped ease my concerns over time.
Through my work, I have come to realize that technical feasibility alone does not define the best solution. A truly optimal approach is one that can be performed safely, efficiently, and consistently in the production environment. In reality, manufacturing requires consideration of multiple aspects, including ease of operation, safety, and quality—not just technical performance.
Since people involved in the process have different roles and perspectives, what they focus on can vary. That is why incorporating input from members with diverse viewpoints—such as design, production engineering, and the shop floor—is essential. By aligning and integrating these perspectives, I feel that we are able to develop solutions that are both practical and sustainable, and truly rooted in the realities of the workplace.
Turning differences into strength to build together as a team
What I appreciate most about joining MAHLE is the supportive environment that allows me to grow with confidence. I can easily consult with my supervisors and senior colleagues, and I am able to learn while working on a daily basis. I also value the culture where diverse perspectives and backgrounds are respected, making it easy to share my ideas openly.
In such an environment, I have come to enjoy working with people from different backgrounds. Even when facing the same challenge, individuals often focus on different aspects. By discussing and exchanging ideas, our perspectives expand, leading to more thoughtful approaches and well-grounded solutions.
Going forward, I aim to continue embracing different perspectives and ideas, working collaboratively with others to find the best solutions. By doing so, I hope to serve as a bridge between the shop floor and technology, and contribute to creating better products.
How we promote diversity & inclusion
To create a workplace where every employee feels comfortable and can perform at their best, MAHLE promotes Diversity & Inclusion through a variety of initiatives.
Specifically, we hold internal events and actively share information to ensure that employees understand D&I and recognize its value. Building on this foundation, we continuously integrate D&I into business processes and carry out initiatives that raise employee awareness, with the goal of creating an environment where everyone can do their best in the workplace.
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