Stakeholder Engagement

Approach to Stakeholder Engagement

Mazda clarifies key responsibilities and issues that the Mazda Group should accomplish, through dialogue with stakeholders which are important for a company’s sustainable development*1, and carries out daily business activities while making efforts for improvement.
Mazda has defined its key stakeholders, including its customers. To ensure effective communications with respective stakeholders, Mazda implements the PDCA (plan-do-checkact) cycle, using the frequencies of providing opportunities for key dialogue and information disclosure as the indicators. The results obtained are reported to the relevant departments or committees and used for planning and improving Mazda’s daily business activities.

*1 Parties who are directly or indirectly related to the business of the Mazda Group

Key Stakeholder Relationships and Opportunities for Key Dialogue and Information Disclosure in the Mazda Group’s CSR Initiatives

Key Stakeholders
Mazda Group’s Key Responsibilities and Issues Opportunities for Key Dialogue and Information Disclosure (Frequency)
  • ● Improving customer satisfaction
    ● Providing safe, reliable and attractive products and services
    ● Appropriate disclosure and explanation of information regarding products, services and technical terms
    ● Providing customer support in a timely and appropriate manner
    ● Appropriate management of customer information

  • ● Establishment of call centers (always)
    ● Mazda Official Website and social media (always)
    ● Day-to-day sales activities (always)
    ● Customer satisfaction surveys (as needed)
    ● Holding events (as needed)
    ● Interviews with customers (as needed)
    ● Meetings with Mazda vehicle owners (as needed)

Shareholders and investors
(see the website for shareholders and investors*2)

  • ● Timely and appropriate information disclosure
    ● Maximizing corporate value
    ● Strict exercise of voting rights (at the general meeting of shareholders)
    ● Active investor relations activities

  • ● Website for shareholders and investors (always)
    ● Publication of the asset securities report and the quarterly financial reports (four times a year)
    ● Publication of the summary of financial results (four times a year)
    ● Quarterly presentation of financial results (four times a year)
    ● Publication of shareholder reports (twice a year, Japanese only)
    ● Holding ordinary general meetings of shareholders (once a year)
    ● Publication of the Annual Report (once a year)
    ● Publication of corporate governance reports (as needed)
    ● Presentations and plant tours for investors (as needed)

Business partners

  • ● Suppliers
  • ● Domestic dealerships
  • ● Overseas distributors
  • ● Fair and equitable trading
    ● Open and transparent business opportunities
    ● Support for requests for collaboration on CSR implementation
    ● Appropriate disclosure and sharing of information

  • ● Hotlines linking Mazda with dealerships (always)
    ● Day-to-day purchasing activities (always)
    ● Supplier communication meetings (once a month)
    ● Conferences with representatives of dealerships (once a year)
    ● Conferences with supplier executives (once a year)
    ● Commendation of outstanding suppliers and dealerships (once a year, respectively)

  • ● Respect for human rights
    ● Choice and self-accomplishment
    ● Promoting a healthy work-life balance
    ● Optimum matching of people, work and placement
    ● Promotion and improvement of employee health and safety
    ● Promotion of diversity
    ● Mutual understanding and trust between labor and management

  • ● Labor-Management Council (as needed)
    ● Direct communication with senior management (MBLD) (as needed)
    ● Global Employee Engagement Survey (as needed)
    ● Career meetings (four times a year)
    ● Career Challenge System (in-house recruitment and "Free Agent") (as needed)
    ● Group and optional training (as needed)
    ● Lectures (as needed)

Global society and local communities

  • ● Community people
  • ● Government and administrative agencies
  • ● NGOs/NPOs
  • ● Experts and specialists
  • ● Educational institutions
  • ● Respect for local cultures and customers
    ● Prevention of workplace accidents and disasters
    ● Activities contributing to local communities (including cooperative work)
    ● Disaster-relief activities in regions in which Mazda does business
    ● Compliance with laws and regulations
    ● Payment of taxes
    ● Cooperation with government policies
    ● Cooperative work and support in search of solutions to global social issues
    ● Foundation activities

  • ● Opening to the public of the Mazda Museum and plant tours (always)
    ● Execution of social contribution activities and participation in and promotion of volunteer activities (as needed)
    ● Dialogue through economic and industry organizations (as needed)
    ● Interaction/exchange of views with the local community (as needed)
    ● Response to hearings, information disclosure, etc. (as needed)
    ● Dialogue, cooperation and support through collaboration of industry, academia and government (as needed)

Next generation people

  • ● Consideration for the environment
    ● Energy-/ global-warming-related issues
    ● Promoting resource recycling
    ● Cleaner emissions
    ● Environmental management

  • ● Holding and participating in environmental events (as needed)
    ● Setting targets and reporting the results under Mazda Green Plan 2020, midterm environmental plan (once a year)

*2 shareholders and investors