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CSR Initiatives

Mazda CSR

CSR Targets for FY March 2015

(Self-assessment key ○: Accomplished, △: Nearly accomplished, ×: Not accomplished)

ISO 26000
core subjects
Items FY March 2014 Self assessment FY March 2015
Targets Results Targets
6.2
Organizational governance
1 CSR management ①Establish initiative items and targets based on issues identified from ISO26000.
②Continue to raise CSR awareness based on results of Employee Engagement surveys.
①Established CSR targets for FY March 2014, disclosed these targets in Mazda Sustainability Report 2013, and began implementing the PDCA (plan-do-check-act) cycle with relevant divisions in the Company. ②Continued raising employees' CSR awareness making use of Employee Engagement surveys results, through training by level*1 (24 times) and CSR information sharing (37 times). ①Discuss the key areas to conform with the G4 Guidelines and prepare for disclosure of the discussion process.
②Continue raising CSR awareness based on results of Employee Engagement surveys.
2 Corporate governance Maintain and strengthen corporate governance framework, including newly established companies in emerging markets. Made preparations for setting up audit committees at newly established companies in Mexico, Russia and Malaysia. Operate and maintain corporate governance framework, including newly established companies in emerging markets.
3 Stakeholder engagement Continue and strengthen stakeholder engagement. Executed stakeholder engagement initiatives in various forms at scheduled frequency. Continue and strengthen stakeholder engagement.
4 Risk management Identify various internal and external risks and continue activities to minimize such risks. Identified foreseeable risks and continued executing activities to minimize such risks. The major activities are below:
·Formed disaster self-defence-organizations to prevent against earthquake and tsunami risks, and checked and improved early response.
·Maintained security services and changed the rules more suitable, to cope with risks of confidential information leakage.
Identify various internal and external risks and continue activities to minimize such risks.
6.3
Human rights
1 Respect for human rights ①Continue activities to raise awareness of human rights, such as training by level and Human Rights meetings.
②Clarify support for the Universal Declaration of Human Rights and the International Labour Organization (ILO) Declaration on Fundamental Principles and Rights at Work.
①Executed the following activities as scheduled, to raise awareness of human rights:
Training by level, human rights meetings, e-learning for managers to prevent power harassment, etc.
②Clarified support for both declarations, in Mazda Sustainability Report 2013, etc.
①Continue activities to raise awareness of human rights, such as training by level and human rights meetings. ②Continue support for the Universal Declaration of Human Rights and the International Labour Organization (ILO) Declaration on Fundamental Principles and Rights at Work.
2 Achieving of diversity Continue to respect the diversity of employees
①Continue and evolve training and effective development of top management in each region.
②Formulate measures to enhance the skills of female employees by supporting reinstatement after child- rearing leave through training etc, so as to make effective development of female employees.
③Maintain and improve the percentage of employees with special needs.
①Formulated plans for successor candidates for presidents or vice presidents of consolidated Group companies, shared the plans among senior management, and continued and evolved systematic training and development of human resources.
②Completed discussion of measures to support female employees who have taken time off to get back to work, and established a foundation for formulating plans for next fiscal year.
③Improved the percentage of employees with special needs through strengthened recruitment efforts, however not reaching the legally required level yet.
FY March 2014: 1.98% (improved 0.1 percentage point from 1.88% in FY March 2013)
Continue to respect the diversity of employees.
①Continue and evolve training and effective development of top management in each region.
②Establish a target for the number of female managers and formulate a plan for training female managers.
③Achieve the legally required percentage of employees with special needs (2.0%) and promote employment of intellectually/mentally-challenged people.
3 Due diligence Start the survey of human rights initiatives throughout the supply chain. Conducted surveys of 500 suppliers in Japan and overseas about the system to carry out CSR initiatives, including human rights and operational status of these initiatives. Figure out the status of human rights initiatives throughout the value chain and continue surveys of these initiatives.
6.4
Labour practices
1 Industrial relations Maintain sound labor relations in each of regions, based on the legislation, culture, and labor practices in respective countries. Maintained sound labor relations in each region. Maintain sound labor relations in each region, based on the legislation, culture, and labor practices in respective countries.
2 Work-life balance Improve the quality of initiatives through reviews of various measures and implementation. Improved quality of work-life balance initiatives by taking the following actions:
·Regarding the planned use of paid leave, all employees achieved the target agreed between management and labor (all employees should use five or more days of paid leave)
·Joined the Iku-Men Company Alliance (alliance of companies supporting men who are actively involved in the care of their children), established under the initiative of Hiroshima Prefecture, to promote men's participation in child care.
·Reviewed the rules for the no-overtime day (held once a month) for manufacturing employees and changed it to set on a day when they work day shift rather than night shift from the viewpoint of supporting employees' private activities after work.
Improve the quality of various measures further better work-life balance
3 Occupational safety and health Promote activities based on the Safety and Health Management System.
①Continue risk assessment.
②Continue internal audits.
③Maintain the current workplace accident occurrence ratio, which is the lowest level in Japan.
①Continued risk assessments in each area.
Particularly in the manufacturing areas, risk assessment was made for each work process to facilitate in-depth risk management.
②Reviewed internal audit items, and strengthened items concerning fire and disaster prevention.
③Maintained the workplace accident occurrence ratio, which was the lowest level in Japan.
Total frequency rate*2: 0.40 (ranked 4th among 14 JAMA companies).
Promote activities based on the Safety and Health Management System.
①Continue risk assessment.
②Review audit items based on the audit results in FY March 2014, and update and optimize the audit check sheets.
③Maintain the present workplace accident occurrence ratio, which is the lowest level in Japan.
4 Human resource development Maintain and improve dissemination of the Mazda Way, based on career meetings and other opportunities. Maintained and improved dissemination of the Mazda Way, by taking the following actions:
·Used the Mazda Way Dialogue Guide in each step of a career meeting.
·Distributed the Workplace Communication Materials (every other month).
·Held Mazda Way training by level.
·Held Mazda Way training for trainees from overseas regions.
·Maintain and improve dissemination of the Mazda Way, based on career meetings and other opportunities.
·Enhance individual employees' capabilities and their strength as a team, toward enhancing the Mazda brand value.
6.5
The environment
1 Energy- and global-warming-related issues Mazda Green Plan 2020
2 Promoting resource recycling
3 Cleaner emissions
4 Environmental management
6.6
Fair operating practices
1 Compliance ①Ensure compliance and improve the level of compliance awareness through continuous awareness-raising activities.
②Ensure compliance at Mazda Group companies by continuous support through provision of education materials, timely information, etc.
①Executed in-house awareness-raising activities as scheduled, including a compliance seminar (once a year), training upon hiring (every month), and training by level.
②Provided support for five group companies through provision of education materials (every month), timely information, etc.
①Ensure compliance and improve the level of compliance awareness through continuous awareness-raising activities, etc.
②Ensure compliance at Mazda Group companies by continuous support through provision of education materials, timely information, etc.
2 Fair transactions ①Ensure full compliance with Mazda Supplier CSR Guidelines and continue follow-up.
②Revise the Mazda Supplier CSR Guidelines to correspond to conflict minerals regulations, and start surveys of major purchasers.
①Revised the Mazda Supplier CSR Guidelines to clarify Mazda's vision not to use conflict materials, and requested suppliers to comply with both existing and revised provisions in the Guidelines.
②Conducted surveys of 500 suppliers in Japan and overseas about the system to implement CSR initiatives and about the operation status of these initiatives.
①Ensure full compliance with Mazda Supplier CSR Guidelines and continue follow-up.
②Continue surveys of major purchasers to correspond to conflict minerals regulations.
3 Information management ①Ensure information management through continuous awareness-raising activities.
②Promote and strengthen information security measures.
①Continued activities to raise awareness of information management at training by level (24 times).
②Introduced global information exchange/sharing services with a high-security level, as planned.
①Ensure information management through continuous awareness-raising activities.
②Promote and strengthen information security measures.
4 Protection of intellectual property Promote activities to protect intellectual property.
①Strengthen the management system of overall intellectual property.
②Continue awareness-raising activities to instill respect for intellectual property law.
①Strengthened rights acquisition activities to broadly protect the designs and technologies, and held the annual management review (Intellectual Property Committee) regarding the management status.
②Continued the following awareness-raising activities:
·Intellectual property rights training by level (17 times)
·Sharing of relevant examples via company-wide notifications (twice)
·Intellectual properties checkup when intellectual property-related contracts were concluded
Promote activities to protect intellectual properties
①Continue strengthening the management system of overall intellectual properties (redevelop the framework for overall intellectual property education).
②Continue awareness-raising activities to instill respect for intellectual property law.
6.7
Consumer issues
1 Quality Products Develop products that embody the following attributes of the Mazda brand, in line with the principles of "Sustainable Zoom-Zoom."
·Driving pleasure as well as outstanding environmental and safety performance
·Jinba-Ittai (oneness between car and driver) driving performance that appeals to all five senses and increases the driving pleasure each time the driver gets behind the wheel
·Insightful, thoroughly thought-out functionality
·An unrivaled design direction full of raw energy, honed by the precision of Japanese aesthetics
·Robust reliability and excellent craftsmanship
Embodied the attributes of the Mazda brand in line with the principles of "Sustainable Zoom-Zoom" (described in the Targets field) in New Axela/Mazda3, and introduced it into the market. Develop next-generation products that further evolve the following attributes of the Mazda brand, in line with the principles of "Sustainable Zoom-Zoom."
·Driving pleasure as well as outstanding environmental and safety performance
·Jinba-Ittai (oneness between car and driver) driving performance that appeals to all five senses and increases the driving pleasure each time the driver gets behind the wheel
- Insightful, thoroughly thought-out functionality
·An unrivaled design direction full of raw energy, honed by the precision of Japanese aesthetics
·Robust reliability and excellent craftsmanship
Sales and services Sell products and offer services to provide a value realizing a circle of smiles for keeping on growing through a life with Mazda, which makes you feel you always "want to continue choosing" Mazda. Conducted activities to meet the needs and expectations of customers, as planned, in the sales and services areas. Sell products and offer services to provide a value realizing a circle of smiles for keeping on growing through a life with Mazda, which makes you feel you always "want to continue choosing" Mazda.
2 Safety Products and raising customers' safety awareness ①Expand the introduction of i-ACTIVSENSE, which is a series of advanced safety technologies, developed in line with Mazda Proactive Safety, the Company's safety philosophy.
②Obtain high ratings in new car assessment programs (NCAPs) of respective countries.
①Introduced i-ACTIVSENSE to the New Axela/Mazda3.
②Awarded the highest ratings in new car assessment programs (NCAPs) of respective countries*3.
[J-NCAP 5☆]CX-5, Atenza
[Euro-NCAP 5☆]Mazda6, New Mazda3
[US-NCAP 5☆]CX-5, New Mazda3
[US-IIHS TSP+]CX-5, Mazda6, New Mazda3
①Expand the introduction of i-ACTIVSENSE, which is a series of advanced safety technologies, developed in line with Mazda Proactive Safety, the Company's safety philosophy.
②Obtain high ratings in new car assessment programs (NCAPs) of respective countries.
6.8
Community involvement and development
1 Corporate citizenship activities Continue to implement programs based on each region's local community contribution policy. Continued or newly launched programs based on each region's local community contribution policy (about 420 programs). Implement programs based on each region's local community contribution policy.
2 Contribution to the realization of a sustainable society ①Continue efforts to resolve social issues and proactive disclosure of Mazda's social contribution activities.
②Establish a program effect evaluation index.
①Made efforts to resolve social issues through social contribution activities. The results of these efforts were disclosed in the Sustainability Report. Also, in Japan, disclosed the efforts through the social contribution activity report (published nine times a year), the Letter from MAZDA (published four times a year), SNSs (social networking services), etc.
②Established a program effect evaluation index incorporating both social and corporate (Mazda Group) perspectives.
①Continue efforts to resolve social issues and proactive disclosure of Mazda's social contribution activities.
②Start implementing the PDCA (plan-do-check-act) cycle based on the program effect evaluation index.
  • Among the seven core subjects of ISO 26000, regarding "The environment," Mazda has promoted initiatives to address various environmental issues, in accordance with the Mazda Green Plan 2020 Mid-Term Environmental Plan, which is already in place.
  • *1Training by level for new recruits, mid-career hires, new band 5 (assistant manager level) employees and newly appointed managers.
  • *2Accident frequency, measured as the number of casualty figure per million person-hours worked.
  • *3Listed here are model names used in the applicable countries: Atenza/Mazda6, Axela/Mazda3.

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