Risk Management

Mazda makes continuous efforts to identify and reduce various internal and external risks in accordance with the Basic Policy on Risk Management, Risk Management Regulations, and other related internal regulations, so as to ensure continuous, and stable progress of business activities.
Among the risks identified, considering the level of importance, individual business risks are managed by the department in charge of that business area while company-wide risks are handled by departments that carry out business on a company-wide basis. These departments manage the risks appropriately, following the PDCA cycle.
In the event of an emergency, such as a natural disaster or situation that creates serious managerial consequences, Mazda takes appropriate measures in reference to its internal regulations, including establishing an emergency response taskforce when necessary.
Risk management is further enhanced by the Risk Compliance Committee, where key agenda items are established annually and the risk management status in each department is confirmed/ evaluated.
Moreover, to prevent suspension of its businesses from causing a serious impact on society, Mazda has been developing measures to be prepared for possible future large-scale earthquakes, such as the expected Nankai Trough earthquake.

Risk Management Structure in Normal Times

Risk Management Structure in Normal Times

Emergency Risk Management Structure

Emergency Risk Management Structure

For incidents that fall outside the scope of existing risk management organizations and require a coordinated interdepartmental response, the executive officer in charge of risk management will consult with the president, establish an emergency response taskforce, and appoint a general manager for this taskforce.

■ For details of business risks, see summary of financial results for FY March 2015 (pp. 6–9).

Basic Policies of Risk Management


With the advance of IT and globalization and the growing awareness of environmental issues and compliance with the law, the environment surrounding the company’s activities is rapidly changing, and it can be expected to change even further in the future. In order to realize this “Corporate Vision,” it is necessary to specifically address these changes in the environment and minimize the potential risks that threaten to interfere with the continuous, safe furtherance of our business activities. The company must also create a system that will allow a rapid recovery when abnormal or emergency circumstances occur and gain the strong trust from our customers, shareholders and the community. The entire Mazda Group shall address risk management and work toward becoming a company that can truly be trusted.


In the following ways, Mazda shall strive for Enhancement of Corporate Value and Harmony with the Community thereby realizing the company’s “Corporate Vision.”

  1. 1. Ensure the health and safety of all those who make up the Mazda Group as well as local citizens
  2. 2. Maintain and increase the trust from the community
  3. 3. Make appropriate use of the tangible and intangible corporate assets of the Mazda Group
  4. 4. Secure interests of the stakeholders, earn their trust and meet their expectations
  5. 5. Support the functions of the organization and seek a rapid restoration of business activities at the time of abnormal circumstances or emergencies

Action Plan

All corporate officers and all employees shall have responsibility for carrying out risk management based on the awareness that risk exists in every facet of business activities. Risk management shall be addressed from all angles at every stage of operations.


Risk management activities shall be divided into two types:

  1. 1. Continuous efforts to prevent and mitigate potential risks existing in everyday duties and the promotion of the proactive use of these activities (risk management).
  2. 2. Minimization of damage resulting from crisis and rapid recovery (crisis management).

Scope of Application

  1. 1. Shall include the control of all types of business risk.
  2. 2. Shall apply to the entire Mazda Group including subsidiaries and related companies.

Response to Accidents and Other Emergencies

Mazda has been systematically undertaking preparatory measures for major earthquakes since FY March 2004. Examples of such “hardware” and “software” measures include quake-proofing buildings and facilities, and raising embankments, as well as maintaining emergency-contact networks, organizing self-disaster-defense teams, developing response manuals, selecting tsunami evacuation areas, and carrying out evacuation drills. Moreover, disaster drills are held annually both jointly with the fire authorities and solely by Mazda’s self-disaster-defense teams to confirm initial response to an emergency.
Further, based on lessons learned from the Great East Japan Earthquake, Mazda has communicated to all employees the procedures for initial responses and manuals for operating self-disaster-defense teams, which were newly clarified in FY March 2014, with the aim of confirming and reviewing the precautions and initial responses in each workplace. Steady efforts to enhance both “hardware” and “software” aspects of emergency readiness will continue in preparation for the Nankai Trough Earthquake or other large earthquakes and tsunami associated therewith.

Number of participants in drills at Mazda Head Office

Drill for disaster response, firefighting and first aid (using AED) in preparation for an earthquake, tidal wave, etc.

  FY March 2013 FY March 2014 FY March 2015
Participants 15,900 18,200 18,700