About Mazda's CSR
*1 Mazda revised its Corporate Vision in April 2015, with the following objectives, aiming to be recognized as a corporate group gaining sincere trust of its stakeholders.
・Clarify the attributes of the Mazda brand, and make concerted efforts across the Mazda Group to realize the Corporate Vision.
・Promote the Group-wide dialogue process to share, understand and agree the goal of the Corporate Vision through the continuous thorough discussions.
・Closely link the Corporate Vision to our daily business activities.
Mazda aims to achieve its Corporate Vision through the actions of each individual, based on the Mazda Way. While striving to meet the requests and expectations of all of Mazda’s stakeholders, each employee pursues CSR initiatives in the course of their daily business activities. In this way, Mazda contributes to the development of a sustainable society.
Areas of CSR Initiatives
Referencing the Charter of Corporate Behavior issued by the Japan Business Federation (Nippon Keidanren)*2, etc., Mazda classifies and evaluates its CSR initiatives. The areas of CSR initiatives are periodically reviewed and revised in the light of issues in the business activities of the automotive industry and Mazda, as well as social issues to which stakeholders attach particular importance. The most recent review was made in July 2016, by which the Company defined the following as the key areas of its CSR initiatives: Customer Satisfaction, Quality, Safety, Environment, Respect for People, and Social Contributions.
*2 Mazda actively supports the Charter of Corporate Behavior issued by the Japan Business Federation (Nippon Keidanren).
Areas of CSR Initiatives
■ Commitment to customers
■ Establishing stable product quality
■ Safety initiatives based on the three viewpoints; vehicles, people, and roads and infrastructure
■ Environmental management, efforts regarding product and technology development, efforts regarding manufacturing and logistics, recycling, biodiversity, communication, etc.
Respect for People
■ Initiatives with employees (including occupational safety and health)
■ Activities based on the three pillars (environment and safety performance, human resources development, and community contributions), etc.
CSR Promotion Organization
Each department carries out its operations based on goals and plans formulated with an understanding of the policies and guidelines determined by the CSR Management Strategy Committee, which the president chairs, and in cooperation with other Group companies. In FY March 2016, the Board of Directors held discussions on issues concerning sustainability.
CSR Management Strategy Committee
Deliberate the CSR activities that are expected of Mazda from a global perspective, in consideration of changes in social environment.
- ■ Establishment of CSR targets for FY March 2016 and follow-up of the progress in CSR efforts
- ■ Performance evaluation of the mid-term environmental plan (Mazda Green Plan)
- ■ Reviewing and identifying key areas of CSR initiatives (materiality)
- ■ The present status of social needs and trends regarding CSR and the results of external evaluations of CSR initiatives
Set operational targets and plans for the medium and long term, and for each fiscal year, and implement these targets and plans.
CSR Strategy Core Team
Discuss in advance proposals to be made to the CSR Management Strategy Committee and propose guidelines for specific activities based on policies set by the CSR Management Strategy Committee.
History of the CSR Structure
|FY March 2005||
■ Began company-wide CSR initiatives
|FY March 2008||
■ Mazda evaluates its CSR initiatives in the six areas referencing the Charter of Corporate Behavior issued by the Japan Business Federation (Nippon Keidanren), etc.
|FY March 2009||
■ Integrated CSR initiatives and management
|FY March 2010||
■ Promoted initiatives both globally and across departments
|FY March 2013||
■ CSR Targets established
|FY March 2014||
■ Started study to review and identify key areas of CSR initiatives (materiality)
FY March 2015 –
■ Disclosed the process of reviewing and identifying materiality
FY March 2017
■ Disclosed the results of the materiality review, and the items that were identified
Process of Reviewing and Identifying Key Areas of CSR Initiatives (Materiality)
Based on the GRI Sustainability Reporting Guidelines Version 4 (G4)*3, starting in FY March 2014, Mazda has been implementing the four-phase process (Step 1 – Step 4) to identify the key areas of its CSR initiatives (materiality), reviewing the social issues that the Company should address.
In identifying materiality, Mazda reflected the external opinions of experts and various other stakeholders, while taking into account opinions both from management and relevant divisions. As a result, in July 2016 the CSR Management Strategy Committee approved the new materiality, and the information is disclosed in this report in accordance with the Core option of the G4 guidelines.
During the materiality identifying process, Mazda has also referenced the Sustainable Development Goals (SDGs)*4 adopted by the United Nations. In the future, Mazda will continue to review materiality on a regular basis, while being conscious to various issues inside and outside the Company.
*3 GRI: the Global Reporting Initiative, which provides the guidelines for CSR information disclosure.
*4 Announced in September 2015. SDGs call on United Nations member nations to mobilize efforts to achieve sustainable development, by accomplishing such targets as ending poverty and hunger, ensuring access to affordable and clean energy, combating climate change, and promoting peaceful and inclusive societies between 2015 and 2030. SDGs comprise 17 goals with 169 targets.
Mazda Group’s Key Areas of CSR Initiatives (Materiality) (As of July 2016)*5
*5 For the definition of each item, see the 46 specific standard disclosure aspects specified in the G4 guidelines.
*6 Expectation to Mazda group and automotive industry
*7 Risk and opportunity for Mazda
(As of July 2016)
* The item in each category is listed in G4 guidelines order.
[Step 1] Extraction of social issues
Extract aspects of greatest importance from among the 46 specific standard disclosure aspects specified in the G4 guidelines, from the following perspectives, and clarify the scope of expected impact (boundary) of each aspect.
- ■ Social issues in the business activities of the automotive industry and Mazda
- ■ Social issues to which stakeholders attach particular importance or that have substantive influence when stakeholders evaluate Mazda
[Step 2] Prioritization (Conduct interviews with external experts)
Evaluate the importance of the social issues extracted in Step 1, grade them and show the graded scores by mapping according to the following two axes, so as to identify the aspects with greatest importance (the status was reported to CSR Management Strategy Committee.)
- ■ Horizontal axis: Significance of Mazda group impacts (graded by Mazda’s relevant divisions, from such viewpoints as the possibilities for existing risks and opportunities at Mazda, and the significance of their impact)
- ■ Vertical axis: Influence on stakeholders (graded by external experts and institutional investors, from such viewpoints as the relationship with the business activities of the automotive industry and Mazda, and of the possibilities for having impact)
[Step 3] Validation
Reconfirm the validation of the boundaries of aspects identified in Step 2 based on the business plan, etc. The CSR Management Strategy Committee approved the validation in July 2016.
[Step 4] Disclosure of identification results and development of PDCA cycle (disclosed in Mazda Sustainability Report 2016)
Disclose the materiality aspects identified in Steps 1-3 and the management reporting results (Mazda disclosed them for the first time in the Mazda Sustainability Report 2016. Continuously collect the opinions of stakeholders inside and outside the Company and carry out periodic reviews, so as to develop the PDCA (plan-do-check-act) process.
Opinions from External Experts on Future Issues for Mazda
- ・In identifying materiality, it is important to indicate “how the Company considers today’s social issues, how the Company attempts to realize a sustainable society, and how the Company contributes to the realization of such a society.” I hope that this report will describe these points in an easy-to-understand manner.
- ・Ethical procurement and ethical consumption are attracting growing attention. In the future, it will become increasingly important for the Company to assess its suppliers regarding their environmental and labor practices.
- ・I would like to advise Mazda to communicate to its stakeholders with sincere attitude toward achievement of the Sustainable Development Goals (SDGs), even if the number of items undertaken by the Company is still small.
- ・Mazda is recommended to strengthen its existing approach of focusing on its unique initiatives that differentiate itself from others.
Experts and specialists who offered their opinions (in alphabetical order)
- Mr. Eiichiro ADACHI (Research Chief / Head of ESG Research Center, The Japan Research Institute, Limited)
- Ms. Yukiko FURUYA (Executive Director, Nippon Association of Consumer Specialists)
- Ms. Mika TAKAOKA (Professor at the College of Business, Rikkyo University)
Development of PDCA Cycle in Line with CSR Targets
Mazda has established its CSR targets for each year starting in FY March 2014. In establishing these targets, CSR initiatives are reaffirmed in accordance with the seven core subjects of the ISO 26000 social responsibility guidelines, and each division envisions the ideals that Mazda aims to achieve in the future, and summarizes them in these targets. The results for FY March 2016 as well as the targets for FY March 2017, which were established taking into account the process of identifying materiality, were approved by the CSR Management Strategy Committee. Mazda will continue to implement the PDCA (plan-do-check-act) process, so as to carry out CSR management in line with global standards.
External Evaluations of CSR (as of June 1, 2016)
Mazda identifies key external ratings and evaluations both from within Japan and overseas. By analyzing the results, Mazda evaluates its own initiatives. Mazda continuously makes active efforts to disclose information by responding to both domestic and global surveys and evaluations, such as those by socially responsible investment (SRI) and environmental, social and governance (ESG) rating organizations.
■ Inclusion in the FTSE4Good Index series since March 2011.
An SRI index developed by the FTSE Russell, a fully-owned by the London Stock Exchange Group.
■ Inclusion in the STOXX Global ESG Leaders Index since September 2013.
STOXX is a global-index-development company located in Switzerland. Mazda is also selected in the sub-index of social criteria in “STOXX Global ESG Social Leaders.”
■ Inclusion in the Ethibel EXCELLENCE Investment Register since October 1, 2013.
Forum ETHIBEL is a Belgium-based non-profit organization that promotes socially responsible investment (SRI) and CSR in Europe.
■ Inclusion in the MSCI Global Sustainability Index since June 2015.
An SRI index developed by MSCI (Morgan Stanley Capital International). The indexes include companies with high ESG rating in their industry sectors.
THE INCLUSION OF Mazda Motor Corporation IN ANY MSCI INDEX, AND THE USE OF MSCI LOGOS, TRADEMARKS, SERVICE MARKS OR INDEX NAMES HERIN, DO NOT CONSTITUTE A SPONSORSHIP, ENDORSEMENT OR PROMOTION OF Mazda Motor Corporation BY MSCI OR ANY OF ITS AFFILIATES. THE MSCI INDEXES ARE THE EXCLUSIVE PROPERTY OF MSCI. MSCI AND THE MSCI INDEX NAMES AND LOGOS ARE TRADEMARKS OR SERVICE MARKS OF MSCI OR ITS AFFILIATES.
■ Inclusion in the Morningstar Socially Responsible Investment Index (MS-SRI) since January 2008.
The first SRI index developed in Japan.
■ In the CDP Japan 500 Climate Change Report 2015, Mazda’s carbon disclosure score was 98 (out of 100), with its performance score rated in Band B.
On behalf of 822 institutional investors with assets of US$95 trillion*8 the CDP organization conducts research and discloses information to better understand the risks and opportunities posed by climate change.
|Fund Name (Nickname)||Advisor|
|Sompo Japan Green Open (Buna-no-Mori)||
Sompo Risk Management & Health Care Inc.
|SRI Japan Open (Good Company)||Japan Research Institute|
|Nikko Eco Fund||The Goodbankers Co., Ltd.|
|Asahi Life Socially Responsible Investment Fund (Asu-no-hane)||Vigeo|
|Mitsubishi UFJ SRI Fund (Family Friendly)||The Goodbankers Co., Ltd.|
*8 As of February 2016.
*9 Mutual funds whose investment criteria focus on corporate social responsibility (CSR).
Raising Executive and Employee Awarenesss
Mazda endeavors to deepen awareness and understanding of CSR among all its executive officers and employees, and to promote the undertaking of CSR initiatives in the course of their daily business activities. The level of employees’ CSR awareness is confirmed through Global Employee Engagement Survey.
To ensure constant improvement of the CSR awareness level, Mazda will continue a range of initiatives.
Global Employee Engagement Survey (Positive Answer Percentage)
|FY March 2014||FY March 2015||FY March 2016|
Being socially responsible (a good "corporate citizen")
Examples of Awareness-Raising Activities
- ■ Implementation of a lecture delivered by an external expert on the theme of “ESG evaluation attracting the attention of investors with a long-term perspective,” for executive officers and divisional general managers (including general managers of independent departments)
- ■ Distribution of the Mazda Sustainability Report to Group companies in Japan and overseas
- ■ Particular training and enlightenment for specific issues including quality, environment, human rights and compliance
- ■ Publication of CSR-related articles in the 2016 January, February, and March issues of Gijutsu Tsushin (technical notification), a monthly journal for service staff at dealerships in Japan
- ■ Implementation of CSR training programs by level (lecture type training and group discussions for a total of around 1,190 participants, including new recruits, mid-career hires, new band 5 (assistant manager level) and newly appointed managers)*10
- ■ Communication about CSR efforts via the Company's Intranet and the in-house newsletter My Mazda, on an as needed basis *10
Results of Group Discussion Surveys in FY March 2016 (around 750 participants)
*10 Unconsolidated activities of Mazda
CSR Promotion throughout the Entire Value Chain
In cooperation with suppliers and dealerships, Mazda has established a CSR initiative promotion system throughout the entire value chain. The Company places emphasis on dialogues with stakeholders, to ensure that its CSR initiatives not only comply with international rules as well as the laws and regulations of each country/region, but also respect local history, culture, and customs.
Striving to Further Accumulate CSR Knowledge and Experience to Be Utilized for My Work in the Future
I have been dispatched to Mazda Motor Corporation from Mazda Engineering & Technology Co., Ltd., an affiliate. I am engaged in CSR management primarily about environmental initiatives, while widely learning about the entire Mazda Group’s CSR initiatives and activities. I am working as a lecturer of CSR training programs for employees. Together with other team members, I also work to prepare environmental education materials to be used at each workplace. Through these efforts, I am trying to improve the understanding of CSR in general throughout Mazda. I am steadily mastering my present jobs one by one, envisioning myself working as the environmental management leader after returning to Mazda Engineering & Technology Co., Ltd. in the near future.
CSR & Environment Department