CSR

CSR Targets for FY March 2016

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

ISO 26000 core subjects

Items FY March 2015 Self- assessment FY March 2016
Targets Results Targets
6.2
Organizational governance
CSR management 1. Discuss the key areas to conform to the G4 Guidelines and prepare for disclosure of the discussion process.
2. Continue raising CSR awareness based on results of Employee Engagement surveys.
1. Discussed key areas to conform to the G4 Guidelines, and prepared for disclosure of the details in and progress of the discussion process.
2. Improved the scores of Employee Engagement survey results, by implementing training by level*2 and disseminating in-house information on CSR.
1. Disclose the results of discussions on key areas to conform to the G4 Guidelines.
2. Continue raising CSR awareness based on results of Employee Engagement surveys.
3. Identify the current situations, to reinforce CSR initiatives on a global basis.
Corporate governance Maintain and operate corporate governance framework, including newly established companies in emerging markets. ・ Set up audit committees at newly established companies in Mexico and Malaysia.
・ Made preparations for setting up audit committees at newly established companies in Russia and South Africa.
Maintain and operate corporate governance framework, including newly established companies in emerging markets.
Stakeholder engagement Continue and strengthen stakeholder engagement. Executed stakeholder engagement initiatives in various forms, as planned. Continue and strengthen stakeholder engagement.
Risk management Identify various internal and external risks and continue activities to minimize such risks. Identified foreseeable risks and executed the following activities:
・ Drew up action plans to respond to earthquakes, tsunami and other disasters, and implemented activities to address various problems.
・ Checked the possibility for backing up each supplier, its locational conditions and business continuity response, to prepare for the expected Nankai Trough Earthquake.*1
・ Took measures, such as training and facility improvement for entrance management, in order to strengthen security and information management.*1
Continue activities to identify and minimize various internal and external risks, including holding discussions on suppliers’ risk countermeasures (to share information regarding high-risk parts and materials with suppliers).
6.3
Human rights
Respect for human rights 1. Declare support for the Universal Declaration of Human Rights and the International Labour Organization (ILO) Declaration on Fundamental Principles and Rights at Work.
2. Continue activities to raise awareness of human rights, such as training by level and human rights meetings.
Executed the following activities as scheduled, to raise awareness of human rights:
1. Clarified support for both declarations, in the Mazda Sustainability Report 2014, etc.
2. ・ Training by level, human rights meetings, e-learning for newly appointed managers and general employees to prevent power harassment, etc.*1
・ Applied Mazda working regulations and other policies as well as materials for human rights meetings to Group companies in Japan and overseas.
1. Declare that Mazda will continue supporting international initiatives, including the Universal Declaration of Human Rights and the International Labour Organization (ILO) Declaration on Fundamental Principles and Rights at Work.
2. Encourage Group companies/suppliers to use materials and manuals designed for Mazda’s human rights awareness-raising activities, such as training by level and human rights meetings.
Achieving of diversity Continue to respect the diversity of employees.
1. Continue and evolve training and effective development of top management in each region.
2. Establish a target for the number of female managers and formulate a plan for training female managers.
3. Achieve the legally required percentage of employees with special needs (2.0%) and promote employment of intellectually/ mentally-challenged people.
1. Held monthly Global Personnel Development Committee meetings, and continued and evolved systematic training and development of management.
2. Established a target for increasing the number of female managers by 2020 to three times the number at the end of FY March 2014, and announced the target via Mazda’s official website and the website of the Japan Business Federation (Nippon Keidanren).*1
3. Achieved the legally required percentage of employees with special needs (2.0%) and started discussions regarding employment of intellectually-challenged people.*1
Continue to respect the diversity of employees.
1. Continue and evolve training and effective development of top management in each region.
2. Steadily implement plans for training female managers, toward achieving the target number of female managers.*1
3. Continue to achieve the legally required percentage of employees with special needs (2.0%) and promote employment of intellectually/mentally-challenged people.*1
Due diligence Figure out the status of human rights initiatives throughout the value chain and continue surveys of these initiatives. Figure out the status of human rights initiatives throughout the value chain and conducted surveys of these initiatives, as planned.
・ Conducted surveys of 52. local suppliers on the status of their CSR initiatives.
・ Provided advance guidance to employees dispatched to overseas Group companies on local religions and customs.
・ Performed follow-up and took measures to deal with all the consultations received at the Human Rights Counseling Desk and the Female Employee Counseling Desk.
・ Checked the information disseminated inside and outside the Company for human rights infringements.
Continue surveys and follow-up of the status of human rights initiatives throughout the value chain.
6.4
Labour practices
Industrial relations Maintain sound labor relations in each region, based on the legislation, culture, and labor practices in respective countries. ・ Continued to provide advice to management of each region on a global basis, to maintain sound labor relations (resulting in no collective labor disputes) Maintain sound labor relations in each region on a global basis, based on the legislation, culture, and labor practices in respective countries.
Work-life balance Improve the quality of various measures for further implementation of work-life balance ・ Regarding the planned use of paid leave, all employees achieved the target agreed between labor and management (all employees should use seven or more days of paid leave).*1
・ Increased the number of no-overtime days during summer in manufacturing divisions.*1
Improve the quality of various measures for further implementation of work-life balance*1
Occupational safety and health Promote activities based on the Safety and Health Management System.
1. Continue risk assessment.
2. Review audit items based on the audit results in FY March 2014, and update and optimize the audit check sheets.
3. Maintain the present workplace accident occurrence ratio, which is the lowest level in Japan.
1. Surveyed/identified dangerous or hazardous factors and then conducted activities to remove/reduce these factors, resulting in about 90% reduction of high-risk factors.*1
2. Reviewed audit items in each division.
3. Total frequency rate*3: 0.46, ranked 5 in the industry (and ranked 5th among 14 JAMA companies).*1
1.○
2.○
3.△
Promote activities based on the Safety and Health Management System.
1. Continue risk assessment and improvement activities based on the assessment results.*1
2. Update the audit check sheets and continue system auditing.*1
3. Achieve Japan’s lowest-level workplace accident occurrence ratio, and expand the scope covered by the workplace accident occurrence survey of Group companies.
Human resource development 1. Maintain and improve dissemination of the Mazda Way, based on career meetings and other opportunities.
2. Enhance individual employees’ capabilities and their strength as a team, toward enhancing brand value.
1. ・ Held career meetings with 93.7% of applicable employees, to reflect on their work accomplishments, etc. based on the Mazda Way.*1
・ Distributed the Workplace Communication materials (every other month) to disseminate the Mazda Way.*1
2. Conducted workplace discussion activities as part of the MBLD across the Company (including Group companies) to implement brand value management.
Strengthen initiatives to promote understanding of brand value management and its practice, and check the progress of these initiatives.
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
Compliance 1. Ensure compliance and improve the level of compliance awareness through continuous awareness-raising activities, etc.
2. Ensure compliance at Mazda Group companies by continuous support through provision of education materials, timely information, etc.
1. Held a compliance seminar, training by level and other in-house awareness-raising activities.*1
2. Provided support for all distributors and other Group companies in Japan through provision of education materials and timely information, etc.
1. Ensure compliance and improve the level of compliance awareness through continuous awareness-raising activities, etc.*1
2. Ensure compliance at Mazda Group companies by continuous support through provision of education materials, timely information, etc.
Fair transactions 1. Ensure full compliance with Mazda Supplier CSR Guidelines and continue follow-up.
2. Continue surveys of major purchasers to correspond to conflict minerals regulations
1. Ensured full compliance with the Mazda Supplier CSR Guidelines, and conducted surveys of 52 local purchasers about their compliance status.
2. Held briefing sessions for 84 suppliers with which Mazda and MMVO have ongoing business relationships, regarding the surveys of conflict materials. Conducted a pilot survey regarding the use of conflict materials
1. Continue to require suppliers to comply with Mazda Supplier CSR Guidelines and to conduct surveys on the operation status of CSR initiatives of a greater number of suppliers.
2. Reinforce surveys of applicable suppliers to correspond to conflict minerals regulations.
Information management 1. Ensure information management through continuous awareness-raising activities.
2. Promote and strengthen information security measures.
1. Continued activities to raise employees’ awareness of information management, through training by level, e-learning, etc.*1
2. Reminded employees of the risks of confidential/ personal information leakage.*1
1. Develop tools and procedures to facilitate smooth internal control for information management.
2. Continue to strengthen entrance/exit controls to ensure information security.*1
Protection of intellectual property Promote activities to protect intellectual properties
1. Continue strengthening the management system of overall intellectual properties (redevelop the framework for overall intellectual property education).
2. Continue awareness-raising activities to instill respect for intellectual property law.
1. ・ Joined a patent agreement organization to reduce litigation risks.*1
・ Improved and strengthened in-house training (held training for employees of all development-related divisions and newly appointed managers) *1
2. Provided training to foster greater respect for intellectual properties of Mazda and other parties.*1
Promote activities to protect and make effective use of intellectual properties
1. For protection of Mazda’ intellectual properties:
Continue strengthening the management system of overall intellectual properties, and promote rights acquisition activities. (Aim to increase the number of patent applications by 20% to 1,000.)
2. For protection of intellectual properties of other parties:
Continue strengthening awareness-raising activities in line with brand value management, so as to eliminate improper use of other parties’ intellectual properties. (Prevent unauthorized use of works belonging to other parties, by increasing and improving communication materials.)*1
6.7
Consumer issues
1 Quality Products 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
Embodied the attributes of the Mazda brand in line with the principles of “Sustainable Zoom-Zoom” in new Demio/Mazda2. and new CX-3, 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. 1. Shared Mazda’s strategies and concepts for brand value enhancement with distributors and dealers in major markets.
2. Confirmed the progress of safety initiatives in major markets, in light of evaluations by customers and third-party organizations.
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 1. Expand 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.
2. Obtain high ratings in new car assessment programs (NCAPs) of respective countries.
1. Introduced i-ACTIVSENSE into new Demio/Mazda2 and new CX-3.
2. Obtained high ratings for Mazda’s four major models in safety performance evaluations in Japan, Europe and the US.
1. Further evolve, and expand 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.
2. Obtain high ratings in new car assessment programs (NCAPs) of respective countries.
6.8
Community involvement and development
Corporate citizenship activities (“Social Contribution Version*4) Implement programs based on each region’s local community contribution policy. Continued or newly launched programs based on Mazda’s basic policy on initiatives and each region’s local community contribution policy (about 400 programs). Implement programs based on Mazda’s basic policy on initiatives and each region’s local community contribution policy.
Contribution to the realization of a sustainable society (“Social Contribution Version*4) 1. Continue efforts to resolve social issues and proactive disclosure of Mazda’s social contribution activities.
2. Start implementing the PDCA (plan-do-check- act) cycle based on the program effect evaluation index.
1. Made efforts to resolve social issues and proactively disclosed relevant information (through the Sustainability Report, etc, and began publishing the English version of the social contribution activity report).
2. Inaugurated the Mazda Social Contribution Prize as a commendation system to recognize outstanding social contribution activities, based on the program effect evaluation index, thereby starting implementation of the PDCA (plan-do-check-act) cycle.
1. Continue efforts to resolve social issues and proactive disclosure of Mazda’s social contribution activities.
2. Continue to implement 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.

*1 Initiatives at Mazda Motor Corporation (FY March 2015 results and FY March 2016 targets).
*2 Training by level for new recruits, mid-career hires, new band 5 (assistant manager level) employees and newly appointed managers.
*3 Accident frequency, measured as the number of casualty figure per million person-hours worked.
*4 Mazda Sustainability Report 2015 [Social Contribution Version]