Mazda CSR

About Mazda's CSR

Corporate Vision

*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

Basic Approach

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.

Six Areas

Referencing the Charter of Corporate Behavior issued by the Japan Business Federation (Nippon Keidanren)*2, etc., Mazda evaluates its CSR initiatives in the six areas of Customer Satisfaction, Environmental Protection, Social Contributions, Respect for People, Compliance and Information Disclose.

  • ■ Customer Satisfaction: Offering customers a vehicle ownership experience that exceeds their expectations, through every touch point
  • ■ Environmental Protection: Along with being an urgent issue for humanity, this is the highest priority issue for automakers
  • ■ Social Contributions: Contributing to local communities as a good corporate citizen
  • ■ Respect for People: The foundation of society, including the human resource development that is the foundation of Mazda’s corporate activities
  • ■ Compliance: Observance of laws and regulations as well as initiatives in line with the Corporate Ethics Code of Conduct
  • ■ Information Disclosure: Disclosing information in an appropriate and timely manner

*2 Mazda actively supports the Charter of Corporate Behavior issued by the Japan Business Federation (Nippon Keidanren).

Six Areas of CSR Operations

Customer Satisfaction ■ Commitment to customers (quality, products, sales, and customer service)
■ Safety initiatives, etc.
Environmental Protection ■ Energy- and global-warming-related issues
■ Promoting resource recycling
■ Cleaner emissions
■ Environmental management, etc.
Social Contributions ■ Raising environmental/safety awareness
■ Fostering next-generation human resources
■ Contributing to local communities as a corporate citizen, etc.
Respect for People ■ Initiatives with employees
■ Respect for human rights, etc.
Compliance ■ Internal controls
■ Ensuring appropriate transactions
■ Promoting and thoroughly implementing the Corporate Ethics Code of Conduct, etc.
Information Disclosure ■ Actively disseminating information about CSR initiatives in the Mazda Group
■ Engaging stakeholders
■ Disclosing financial statements, 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.



CSR Management Strategy Committee

Deliberate the CSR activities that are expected of Mazda from a global perspective, in consideration of changes in social environment

■ The topics discussed by the Committee in FY March 2015 included: establishment of CSR targets for FY March 2015 and follow-up of the progress in CSR efforts, performance evaluation of the mid-term environmental plan (Mazda Green Plan), the present status of the social needs and trends regarding CSR and the results of the external evaluations of CSR.

Each Department

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 CSR Committee established ■ Began company-wide CSR initiatives
FY March 2008 CSR Promotion Department established as a permanent structure ■ 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 CSR Committee reorganized as the CSR Management Strategy Committee ■ Integrated CSR initiatives and management
■ Reinforced global perspective
FY March 2010 CSR & Environment Department established as a permanent structure ■ Promoted initiatives both globally and across departments
■ Former CSR Promotion Department reorganized as a supervising compliance body and renamed as the Compliance Administration Department
FY March 2013 CSR Targets established, etc. ■ Started to implement the PDCA cycle to promote CSR initiatives based on ISO 26000
■ Compliance supervision functions transferred to the Office of General & Legal Affairs
FY March 2014 Started study to review and identify key areas of CSR initiatives (materiality) ■ Commenced a review referencing Specific Standard Disclosures specified in the G4 guidelines
■ Started to conduct interviews with interested parties in the Company and with external experts and specialists
FY March 2015 Disclosed the process of reviewing and identifying key areas of CSR initiatives ■ Continued to conduct interviews with interested parties in the Company and with external experts and specialists

Review and Identify of Key Areas of CSR Initiatives (Materiality)

Based on the GRI Sustainability Reporting Guidelines Version 4 (G4), starting in FY March 2014, Mazda has been implementing the four-phase process (Step 1 – Step 4) to review and identify key areas of its CSR initiatives (materiality).
In FY March 2015, the Company carried out two steps (Step 1 to Step 2) of the process.
Mazda aims to be in line with the G4 guidelines in the future by taking into account opinions both from management and relevant divisions, while reflecting the opinions of customers and other various stakeholders as well as experts and specialists.

Process of Reviewing and Identifying Materiality

[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 and institutional investors)

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.)

  • ■ Vertical axis: Importance for Mazda (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)
  • ■ Horizontal axis: Importance for 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 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 will confirm the validation.
[Step 4] Disclosure of identification results and Development of PDCA Cycle (to be disclosed in the Mazda Sustainability Report 2016)

Disclose the materiality aspects identified in Steps 1-3 and the management report in the Sustainability Report. Continuously collect the opinions of stakeholders inside and outside the Company and carry out periodic reviews, so as to develop PDCA (plan-do-check-act) process.

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 2015 and the targets for FY March 2016 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, 2015)

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) rating organizations.

■ Inclusion in the FTSE4Good Index series since March 2011.
An SRI index developed by the FTSE Group, a fully-owned subsidiary of the London Stock Exchange.


■ 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 in June 1, 2015.
An SRI index developed by MSCI (Morgan Stanley Capital International). The indexes include companies with high ESG rating in their industry sectors.

MSCI Global Sustainability Index


■ Inclusion in the STOXX Global ESG Leaders Index since September 2013. Mazda is also selected in the sub-index of social criteria in “STOXX Global ESG Social Leaders”. STOXX is a global-index-development company located in Switzerland.


■ Inclusion in the Morningstar Socially Responsible Investment Index (MS-SRI) since January 2008.
The first SRI index developed in Japan.

■ In the CDP (formerly Carbon Disclosure Project) Japan 500 Climate Change Report 2014, Mazda’s carbon disclosure score was 87 (out of 100), with its performance score rated in Band B.
On behalf of 822 institutional investors with assets of US$95 trillion*3 the CDP organization conducts research and discloses information to better understand the risks and opportunities posed by climate change.


  • ■ In the CDP’s report on automobile manufacturers’ environmental data analysis*4 (announced in February 2015), Mazda was ranked fourth among automobile manufactures around the world, for its excellent measures to meet the regulations of each country.
  • ■ Mazda is selected to major socially responsible investment (SRI) funds*5 in Japan.
Fund Name (Nickname) Advisor
Sompo Japan Green Open (Buna-no-Mori) Sompo Japan Nipponkoa Risk Management
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.

*3 as of February 2015.
*4 This was the first in a series of in-depth sector analyses by the CDP. A total of 14 automotive manufacturers, which were actively participated in the Climate Change Report, were analyzed, taking into account the emission regulations in Europe, the United States and China.
*5 Mutual funds whose investment criteria focus on corporate social responsibility (CSR).

Raising Employee Awareness

Mazda endeavors to deepen awareness and understanding of CSR among all its 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 2013 FY March 2014 FY March 2015

Being socially responsible (a good "corporate citizen")

56% 58% 59%
Examples of Awareness-Raising Activities
  • ■ 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 2015 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 1,030 participants, including new recruits, mid-career hires, new band 5 (assistant manager level) and newly appointed managers)*6
  • ■ Communication about CSR efforts via the Company's Intranet and the in-house newsletter My Mazda, on an as needed basis *6

Results of Group Discussion Surveys in FY March 2015 (around 470 participants)

Results of Group Discussion Surveys in FY March 2015 (around 470 participants)

*6 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 communication 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.

Examples of Environmental Activities


Offering CSR Training Useful for Employees’ Daily Operations Considering the Important Trends Inside and Outside the Company

I am working as a lecturer of CSR training programs for employees.
In view of Mazda’s latest initiatives and the environmental changes inside and outside the Company, I periodically review and revise the content of the training programs.
I always try to illustrate my points using specific examples when delivering lectures, to help individual participants have an image of the relationship between their own daily work and CSR initiatives, thereby enhancing Mazda’s corporate and brand value.
By teaching others, I have also been able to deepen my own understanding of CSR, and become more motivated to participate in volunteer activities.
I will continue my steady efforts to offer high-quality CSR training, with a heightened and broad perspective.

Junichi Ono CSR & Environment Department

Junichi Ono
CSR & Environment Department