STAKEHOLDER ENGAGEMENT

Basic Approach

Through engagement with stakeholders, who are important to the Company’s sustainable development, Mazda seeks to clearly define the key responsibilities and issues for the Mazda Group as it carries out daily business activities while making efforts for improvement. To ensure effective communication with customers and other stakeholders, the Company has defined major stakeholder groups and determined the frequencies of providing opportunities for engagement and information disclosure for each group. The information obtained through engagement activities is reported to the relevant departments or committee meetings attended by the Company’s management and used for planning and improving the Company's daily business activities. In the brand value management activities that the Company has been promoting in earnest since 2013, the Company is pushing ahead with various initiatives, aiming to continue to grow as a corporate group that earns the trust of all its stakeholders. By establishing indicators for its relationships with stakeholders, the Company is implementing a plan–do–check–act (PDCA) cycle.

Initiatives

Stakeholder Engagement

Stakeholder Relationships and Opportunities for Engagement and Information Disclosure

Major Stakeholder Group Mazda Group’s Major Responsibilities and Issues Major Opportunities for Engagement and Information Disclosure (frequency)

Customers
  • Improvement of customer satisfaction
  • Provision of safe, reliable, and attractive products and services
  • Appropriate disclosure and explanation of information regarding products, services, and technical terms
  • Provision of customer support in a timely and appropriate manner
  • Appropriate management of customer information
  • Establishment of call centers (regular)
  • Mazda official website and social media (regular)
  • Day-to-day sales activities (regular)
  • Customer satisfaction surveys (occasional)
  • Holding events (occasional)
  • Interviews with customers (occasional)
  • Meetings with Mazda vehicle owners (occasional)

Shareholders and other investors

Investors
  • Timely and appropriate information disclosure
  • Maximization of corporate value
  • Respect for voting rights (at the general meeting of shareholders)
  • Active investor relations (IR) activities
  • Website for shareholders and other investors (regular)
  • Publication of the asset securities report and the semi-annual financial reports (two times a year)
  • Publication of the summary of financial results (four times a year)
  • Quarterly presentation of financial results (four times a year)
  • Presentations and plant tours for investors (occasional)
  • Ordinary general meetings of shareholders (once a year)
  • Publication of corporate governance report (occasional)
  • Publication of integrated report (once a year)

Business partners

  • Suppliers
  • Domestic dealerships
  • Overseas distributors
  • Fair and equitable trading
  • Support and requests for collaboration in promoting sustainability
  • Open and transparent business opportunities
  • Appropriate disclosure and sharing of information
  • Hotlines linking Mazda with dealerships (regular)
  • Conferences with representatives of dealerships (once a year)
  • Commendation of outstanding suppliers and dealerships (once a year)
  • Day-to-day purchasing activities (regular)
  • Conferences with supplier executive officers (once a year)
  • Supplier communication meetings (once a month)
  • Supplier meetings (once a year)
  • Production trend briefing meetings (once a month)

Employees
  • Respect for human rights
  • Provision of opportunities for choice and self-actualization
  • Promotion of a healthy work-life balance
  • Optimal matching of people, work, and treatment
  • Promotion and improvement of employee health and safety
  • Mutual understanding and trust between labor and management
  • Promotion of diversity
  • Labor-Management Council (occasional)
  • Direct communication with senior management (Mazda Business Leader Development program, occasional)
  • Global Employee Engagement Survey (occasional)
  • Career meetings (four times a year)
  • Career Challenge System (in-house recruitment and "Free Agent" programs, occasional)
  • Group and optional training (occasional)
  • Lectures (occasional)
  • Website for employees (regular)

Global society and local communities 　

  • Community members
  • Government and administrative agencies
  • NGOs/NPOs
  • Experts and specialists
  • Educational institutions
  • Respect for local cultures and customs
  • Prevention of workplace accidents and disasters
  • Activities for 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 (regular)
  • Social contribution activities and participation in and promotion of volunteer activities (occasional)
  • Communication through economic and industry organizations (occasional)
  • Interaction/exchange of views and cooperation with local communities (occasional)
  • Response to hearings, information disclosure, etc. (occasional)
  • Communication, cooperation, and support through industry–academia–government collaboration (occasional)
  • Communication through donations, public endorsements, and aid (occasional)

Future generations (environment)
  • Consideration for the environment
  • Response to energy- and global warming-related issues
  • Resource recycling
  • Pollution prevention
  • Environmental management
  • Organization and participation in environmental events (occasional)
  • On-site lectures on the environment (occasional)

Dialogue with Shareholders and Investors

In its pursuit of continued growth and the enhancement of corporate value over the medium to long term, Mazda promotes investor relations through timely and appropriate disclosure of information to shareholders and investors and through constructive dialogue. The officer who oversees finance will have overall responsibility for dialogue with shareholders under CEO and CFO's leadership, and the financial planning department (investor relations department) will be in charge. To enhance dialogue, they will cooperate with departments in charge, including the Corporate Planning & Development Division, the Corporate Communications Division, and the Corporate Services Division, and create a framework for the proper provision of information.

In addition to general meetings of shareholders, the Company holds quarterly briefings on financial results to explain its business results and other activities. The Company is working to increase opportunities for dialogue in both financial and non-financial areas by holding business briefings for securities analysts, institutional investors, and individual investors. The Company endeavors to disclose information in a timely manner by posting notices of the general meetings of shareholders, financial results information, information on medium-term management plans, securities reports, corporate governance report, integrated reports and other information on the Company website. The Company also discloses information on its dialogue with shareholders and investors. Opinions from shareholders and investors will be relayed to the board of directors or the management team as necessary by the officer who oversees finances. Based on dialogues and opinions, the Company is expanding information disclosure.

【Statics from FY March 2025】

Events Number Main Attendees from Mazda
Financial Results Briefings 4 Representative Director, President and CEO; Representative Director, Senior Managing Executive Officer and CFO; Senior Managing Executive Officer
Product and Technology Briefings, Plant Tours, and Test Drive Events 4 Representative Director, President and CEO; Representative Director, Senior Managing Executive Officer and CTO; Managing Executive Officer; Executive Officer
Business Briefings and Small Meetings 6

Representative Director, President and CEO; Representative Director, Senior Managing Executive Officer and CFO; Director and Senior Managing Executive Officer and CSO; Senior Managing Executive Officer; Executive Officer
Overseas Investors Visits for Dialogue (incl. Online Meetings) 4 Representative Director, President and CEO; Representative Director, Senior Managing Executive Officer and CFO; Senior Managing Executive Officer
Participations in Conferences Organized by Securities Firms 6 Representative Director, Senior Managing Executive Officer and CFO; Senior Managing Executive Officer; Managing Executive Officer
Briefings for Individual Investors 3 Executive Officer; General Manager of Financial Services Division
Dialogues Number Main Attendees from Mazda
Dialogues with Investors 250

Representative Director, President and CEO; Representative Director, Senior Managing Executive Officer and CFO; Director and Senior Managing Executive Officer; Senior Managing Executive Officer; Managing Executive Officer; Executive Officer; IR Group
Dialogues with Analysts 100 Representative Director, President and CEO; Representative Director, Senior Managing Executive Officer and CFO; Director and Senior Managing Executive Officer; Senior Managing Executive Officer; Managing Executive Officer; Executive Officer; IR Group

Main themes and concerns of the dialogues

Recent Financial Results
  • Details and progress of cost reduction and fixed cost reduction activities
  • Sales status and profit contribution of new products such as Large products
  • Demand and sales trends in major markets such as the U.S.
  • Impact of and response to U.S. tariff policy / response to environmental regulations
Medium- to Long-Term Strategies
  • 2030 Management Policy Phase 1 achievements and Phase 2 initiatives
  • Multi-Solution Strategy and Lean Asset Strategy
  • Profitability of battery EVs, SKYACTIV-Z a new engine under development
ESG
  • Roadmap toward carbon neutrality
  • Initiatives to strengthen human capital and reform the corporate culture
  • The board's effectiveness and advice and recommendations from outside directors
Others
  • Initiatives to enhance corporate value
  • Capital strategy and capital allocation
  • Policy on shareholder returns

Information Exchanges and Dialogue with Suppliers

Mazda proactively offers opportunities for communication with suppliers to ensure that the Company can work in close concert with them in promoting sustainability and risk management initiatives. Seeing all its suppliers as important business partners, the Company takes steps to promptly brief suppliers on medium- to long-term business strategies and on matters related to sales and production, and arranges opportunities for information exchanges and dialogue on a regular basis. As part of such efforts, the Company also organizes seminars with the aim of enhancing awareness of environmental and other sustainability initiatives. In addition, the Company also maintains close liaisons with supplier-managed purchasing cooperative organizations.*1 In the constantly changing operating environment, the Company will maintain close communication with all suppliers as it strives to achieve mutual prosperity.

 

【Statistics from FY March 2024】

  • Six information exchange meetings with purchasing cooperative organizations involving a total of 245 companies
  • Once monthly production trend briefing meetings with Toyukai Affiliated Corporation*2(Explanations and information sharing regarding changes in production plans due to natural disasters or semiconductor procurement issues)

*1 Purchasing cooperative organizations are autonomous management organizations comprised of suppliers that have a certain degree of transactions with the Company with the purpose of strengthening relationships between the Company and its suppliers as well as promoting mutual growth and prosperity. The procurement amount from member companies of Yokokai and Yoshinkai accounts for approximately 90% of the Company's total procurement volume.

*2 Established in 1952 as a voluntary organization by 20 collaborating companies having trading relationships with Mazda (then Toyo Kogyo Co., Ltd.), Toyukai Affiliated Corporation currently has a membership consisting of 63 companies. While sharing information with one another and with the Company and deepening cross-industrial exchange primarily through various committee activities, these member companies continue constant efforts to hone their skills.

Communication with Dealerships

Mazda works to provide all its dealerships in Japan and overseas with information on medium- and long-term management strategies, products, and services in a timely manner, and also makes proactive efforts to collect information from dealerships.

Opportunities for Communication with Distributors and Dealerships in Japan

Participants Frequency Objective / Contents
Conferences for dealership representatives

Representatives of dealerships and Mazda

directors

 Once a year Communication of Mazda policies
Mazda Dealership Association in Japan executive board of directors’ meeting Executive board members and others from Mazda Dealership Association in Japan Twice a year

Exchange of opinions concerning sales strategies, product planning,

used car policies, services, quality concerns, and other topics

Mazda Dealership Association in Japan

committees

Committee members from Mazda Dealership

Association in Japan and Mazda representatives

 As needed

Opportunities for Communication with Overseas Group Companies and Distributors

Participants Frequency Objective / Contents
Product launch events

Representatives from major overseas bases in

theUnited States, Europe, China, Australia, etc.

 Irregular basis

Global sharing of information and exchanging of opinions regarding

product launches
Global brand events

Representatives from major operation bases in

the United States, Europe, China, Australia, Japan, etc.

 Twice a year Meeting of representatives of major regions to build common understanding and consensus on brand strategies and share initiatives

Distributor events (regions other than Europe,

North America, China, Taiwan, and Japan)

Representatives from Southeast Asia, Central and

South America, Middle East, and Africa regions

 Once or twice a year

Explanations and information sharing regarding businesses, product

launches, and brand value management

 

Executive Officer and Employee Awareness Raising

Mazda endeavors to raise awareness and understanding of sustainability among all its executive officers and employees and to promote the undertaking of sustainability initiatives in the course of their daily business activities. The level of employees’ sustainability awareness is confirmed through the Global Employee Engagement Survey and training programs instituted by level. To ensure constant improvement of the sustainability awareness level, the Company will continue a range of initiatives.

 

Examples of Awareness-Raising Activities

  • Implementation of sustainability training programs by level (lecture-type training and group discussions)
  • Organization of seminars on ESG targeting executive officers (occasional)

 

【Statistics from FY March 2024】

Administration of level-based training programs to 1,885 employees (non-consolidated basis)

Communication through Mazda's Sustainability Website

Mazda's sustainability website is compiled in accordance with GRI Reporting Principles for Defining Report Content with the aim of informing stakeholders on Mazda’s sustainability initiatives. Opinions regarding the website’s content obtained from stakeholders are communicated to executive officers and the employees responsible for their division’s contribution to the website, and are utilized for designing the next year’s initiatives and for determining the information to be disclosed.