Occupational Safety and Health

Under its Safety and Health Creed, Mazda is working to develop people, workplaces, and mechanisms that ensure the safety and health of the people who work at Mazda. Since FY March 2015, Mazda and its domestic Group companies have been working on the three-year plan.
For overseas Group companies, Mazda shares safety and health management methods, with taking the laws and regulations as well as labor practices of the countries and regions into account. Through these activities, the entire Mazda Group is working to steadily develop people and workplaces that emphasize safety and health.

Safety and Health Creed

For workers, safety and health are essential assets.
Our people are our most valuable resource, and we are committed to keeping them safe.

One Mazda Movement for an Enjoyable Workplace The Third Three-Year Plan

Policy: Realize a proactive and enjoyable workplace*1 by accomplishing safety and health activities initiated by individuals and divisions.

Slogan: Safety and health first in One Mazda, 24 hours a day

How to think or proceed :
1. Fostering human resources who go back to the basics, observe rules, and behave in a safe manner
2. Strengthening activities to prevent serious disasters and accidents, by predicting and preparing for possible risks
3. Building up a corporate culture that promotes activities in which all employees participate, and which encourages them to advise and praise each other

*1 Proactive and enjoyable workplace: A workplace where intensive problem-solving activities are implemented, taking into account the division’s characteristics, and where individual employees work as a team harmoniously led by their manager, so that individual employees and the organization are both invigorated.

General Safety and Health Committee

Mazda has established the General Safety and Health Committee, whose members include management (executive officer in charge of safety, general managers of each division and independent department) and labor representatives (Mazda Workers’ Union leaders*2). The committee members meet to discuss each year’s action plan and priority measures concerning safety and health. Based on the decision made by the committee, division/independent department general managers take the lead in promoting occupational safety and health activities taking into account the work characteristics and risks of each workplace.
For Group companies in Japan and overseas, the committee shares information on its activities, observes and provides guidance to each workplace, and supports education activities, etc.

*2 Membership is around 90% of Mazda employees.

Safety and Health Management System (SMS)

Mazda implements voluntary and continuous safety and hygiene management through its Safety and Health Management System. This system reduces the potential risks for workrelated accidents and enhances overall levels of safety and hygiene standards.

Contents of the Management System Initiative

Mazda performs risk assessments to prevent accidents before they happen. The Company also implements management system audits and evaluations to support the appropriate implementation of the system. These processes are part of the PDCA (plan-do-check-act) cycle, which Mazda applies on an ongoing basis.

<FY March 2016 Internal Audit Results (Mazda Motor Corporation)>

  • ■ Performed audits for all applicable divisions and departments (28 organizations, 128 departments)
Risk Assessments

Since FY March 2006, Mazda has conducted risk assessments at all facilities to determine potential dangers and risks in manufacturing, product development, administration, office operations and other processes, in order to determine suitable countermeasures. Through these efforts the Company reviews and identifies risks each year, improving the level of workplace safety.

Safety Record (Accident Frequency Rate)

In FY March 2016, both the total accident frequency rate and the lost-time accident frequency rate declined from the previous year.
The risk assessment process has promoted physical safety and health measures related to machinery and/or operation conditions. As a result, the number of equipment-related accidents, such as being caught in or between machinery, has been on the decline. On the other hand, accidents resulting from unsafe human behavior account for a large portion of occupational accidents. Notably, an increase in the number of falling accidents has become a matter of concern. In FY March 2017, as in the previous year, Mazda will continue to strengthen and promote measures to prevent falling accidents by encouraging employees to perform stretching exercises to enhance their leg strength.

Accident Frequency Rate*3

Lost-time accident frequency rate: The number of lost-time accidents in Mazda Corporation per million person-hours worked.
Total accident frequency rate: The number of lost-time and non-lost-time accidents in Mazda Corporation per million person-hours worked.

*3 Subject to independent third-party assuarance


Initiatives to Prevent Falling Accidents

To prevent falling accidents, Mazda seeks to improve not only working environments, but also employees’ physical strength, taking the characteristics of their work into consideration.
As the measures for aging of society, these initiatives are gaining attention in the occupational health field: information on the initiatives has been provided to the Japan Safety & Health Association, and research results have been presented at the National Institute for Occupational Safety and Health (NIOSH) in the United States.
[In production divisions] Mazda has originally developed and introduced the test for safe-operation ability and fun exercises. Consequently balance and alertness have improved among employees 50 years of age or older.
[In divisions not directly connected to production] “Zoom-Zoom Stretching Exercises” for the maintenance and enhancement of sense of balance and leg strength is being implemented at each workplace so as to help employees develop healthy bodies and prevent falling accidents.

Education and Training Concerning Occupational Safety and Health

Mazda provides safety and health education and training within the Company and Group companies in Japan and overseas, and through suppliers (Toyukai Cooperative Union*4). As part of group-wide efforts to develop safe, healthy and pleasant workplaces, Mazda conducts mutual personnel exchange programs to share information with persons in charge of safety in overseas production sites, based on first-hand understanding of each other’s present conditions.

※4 The Toyukai Cooperative Union consists of 62 vehicle parts and equipment companies that are direct or indirect trading partners with Mazda, and is a union organization that actively engages in initiatives with a constant awareness of the need to put “quality first.” It was founded in 1952 by Mazda and 20 collaborating companies that have trading relationships with the Company, with the aim of promoting friendly relations among members and improving welfare, as well as developing a system for cooperating with Mazda. The Company offers advice and support to this group from a safety viewpoint by introducing safety information and inviting safety training provided by Mazda.

Contents of Education and Training Programs Concerning Occupational Safety and Health (FY March 2016)



Number of training

Safety and health training prescribed by the Occupational Safety and Health Law


(including 727 from Group companies and suppliers)

Training for achieving zero accidents
(prediction trainer training, etc.)


Capacity-building training for dangerous or hazardous work engaged persons
(forklift operation, etc.)


Training for safety and health managerial and supervisory personnel
(for newly appointed personnel)


Practical first aid training
(including AED use)


Continued Improvement in Occupational Health

To realize a safe and pleasant working environment, Mazda strives to reduce employees’ risks of suffering an accident or disease, through the efforts for heat alleviation focusing on countermeasures against heat stroke, and for risk assessment of chemical substances.


“Jonetsu-Dojo Training Camp” for Managers/Supervisors*5 to Improve their Sense of Humanity

The Hiroshima Plant has worked to nurture “managers/supervisors who can protect their staff” since FY March 2015. In addition to conventionally implemented activities (such as work process standardization, education and training), the plant holds the “Jonetsu-Dojo Training Camp,” a live-in training program aimed to develop conscience-based management capabilities. The program participants are trained to enhance their personnel magnetism and management skills, so that they can establish favorable human relationships in the workplace, care for their staff as if they were their family, but impose tough guidance on them when necessary. This program provides participating managers/supervisors with opportunities to share best practices from other companies. The program also provides communication training to express what they think in their own words, reconsidering their expectations and encouragement for their staff and colleagues.

*5 Managers, assistant managers, etc.

Countermeasure Work for Buildings Containing Asbestos

Each of these buildings underwent remedial maintenance work in 2006 in accordance with Japan’s Ordinance on Prevention of Health Impairment due to Asbestos. The buildings have been subject to regular maintainance, with visual inspections conducted by third-party experts quarterly and asbestos concentration levels measured twice a year. Recently Mazda was instructed by the Hiroshima Central Labour Standards Inspection Office to enhance its countermeasures in buildings posing a risk of exposure to asbestos dust. Mazda takes the request in good faith and will enhance and speed up countermeasure efforts.
Levels of asbestos in the affected buildings are comparable to those in the atmosphere and far below the legal standard. Workers undergo regular check-ups, which have not found any adverse effect from exposure to asbestos.

Mental Health Measures*

In 2003, Mazda declared its commitment to active cooperation between labor and management to promote employees’ mental health in the Warm Heart Declaration, and formulated the Mazda Warm Heart Plan. In 2007, labor and management, including managements, respective divisions, Company doctors and occupational health nurses, and the Mazda Worker’s Union, cooperated to establish the Mental Health Project and construct a Company-wide support system.

Consultation System

Mazda has established a system to provide consultations by Company doctors and health advisors. Not only for employees at Mazda Head Office, but also for employees dispatchhed to other companies in Japan and overseas, the Company offers on-site healthcare consultations, and consultations via video-conference system to support their health maintenance.

Education and Training

Mazda holds listening skills training and advanced training targeting newly appointed managers, and the self-care seminar targeting third-year employees, on a regular basis. The Company also offers training by division on demand of the workplace. In addition, information is periodically provided to managers regarding the important points of mental health measures.

Number of Participants in Mental Health Training


  FY March 2014 FY March 2015 FY March 2016
Training for newly appointed managers 202 152 171
Training for managers
360 55 54
Training for thirdyear employees
(Self-care seminar)
136 232 299
Training by division
(at the division’s request)
405 312 213
System for Supporting Employees Returning to Work

The Company is also making efforts to support employees who have taken time off from work not to be absence again by improving measures to support them in getting back to work. The measures are such as the reduce work hour system, a system of allowing them to return to workplaces on a trial basis, and follow-up consultations after their reinstatement.

Vitality Checkups (Investigation of Occupational Stress)

Prior to the legislation requiring companies to implement the stress check system (that came into effect in December 2015), in 2008 Mazda introduced occupational stress diagnoses known as “vitality checkups” for employees to reveal individual and organization-level risks. Employees use the results of individual diagnoses to grasp and manage their own health conditions. The result for organization-level is shared with the respective divisions. Based on the results of these diagnoses, each division takes initiatives in promoting workplace improvements to prevent mental health problems.

Vitality Checkups (Results of brief investigation of occupational stress)


FY March 2014 FY March 2015 FY March 2016
95 93 93

Conducted since 2008 using the Brief Job Stress Questionnaire prepared by the Ministry of Health, Labour and Welfare (MHLW). The above figures show the comprehensive risk value of Mazda Motor Corporation calculated when the national average value (announced by the MHLW) is assumed to be 100. (A smaller value indicates a smaller risk.)

Measures to Prevent Lifestyle-Related Diseases*

To alleviate and prevent lifestyle-related diseases, including metabolic syndrome, Mazda carries out various activities, such as non-smoking measures, promotion of walking, and holding seminars on these themes.

Promotion of Non-Smoking Measures

Mazda has set a long-term target of reducing the percentage of smokers in the Company to 25%. To achieve this target, Mazda offers full individual support and promotes a nonsmokerfriendly environment. A Company-wide smoke-free day has been implemented once a month. In addition, the provision of outside smoking areas is promoted to prevent passive smoking.

Promotion of Walking

To help employees improve their health, Mazda promotes various measures to encourage walking. These include:

  • ■ Eco-Walk Commuting Program (with allowance payments)
  • ■ “10,000-step Challenge” (with the goal of walking 10,000 steps a day), which is held for indirect employees
  • ■ Mazda Active Walking, for which tools on the Company Intranet are provided to help employees record the distance they walk
Physical Management Seminars (Sarted in 2015)

Mazda holds seminars for employees of 31 years of age (in the year following the comprehensive medical checkups for those reaching the age of 30), aiming at “improving the practical skills to improve their lifestyles” and “preventing metabolic syndrome.” Using external sports gyms, these seminars provide participants with opportunities to listen to lecture (about dietary habit) and to actually experience exercises and relaxation (these seminars are jointly held with the Mazda Health Insurance Society.)

Encouraging Healthy Eating

Starting in FY March 2010, a new type of healthy meal that is low calorie, low salt, and uses high-fiber ingredients, is being offered as a regular part of the Company lunch menu. It is also applied to dietary instruction of specific health guidance.

* Initiatives at Mazda Motor Corporation

Data on Measures to Prevent Lifestyle- Related Diseases


    FY March 2014 FY March 2015 FY March 2016

Antismoking promotion activities


Percentage of employees who smoke

30.6% 30.5% 30.6%
Number of employees receiving nicotine patches / guidance 16 13 25
Walking activities Number of participants in the “10,000-steps Challenge”/ Percentage of employees who achieved 10,000 steps per day 8,706
Number of participants in Mazda Active Walking ■ Smile Course (2,000 km/year)
■ Steady Course (2,500 km/year)
■ Speedy Course (3,000 km/year)