STAKEHOLDER ENGAGEMENT

Basic Approach

Mazda is promoting brand value management activities with the aim of exercising its corporate philosophy and continuing to grow as a corporate group that earns the trust of all its stakeholders. Brand value management is the philosophy of providing value that resonates with customers and other stakeholders to form emotional bonds that contribute to long-term relationships for driving improvements in brand value and ultimately corporate value. Guided by its brand value management philosophy, Mazda will continue diligent efforts to improve its value while also practicing proactive engagement with stakeholders. The information gained through such engagement will be relayed to the respective divisions or reported at meetings attended by officers so that it can be used in planning day-to-day operations and in facilitating improvement activities.

Initiatives

Opportunities for Engagement with Stakeholders and Information Disclosure

To ensure effective communication with stakeholders, the Company has defined major stakeholder groups, clarified its responsibilities and duties in relation to each group, and determined the frequencies of providing opportunities for engagement and information disclosure for each group.

Major Stakeholder Group Responsibilities and Duties Major Engagement and Information Disclosure Opportunities (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 of 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 and overseas dealerships
  • Fair and equitable transactions
  • Open and transparent business opportunities
  • Support and requests for collaboration in promoting sustainability
  • Appropriate disclosure and sharing of information
  • Hotlines linking Mazda with dealerships (regular)
  • Conferences with representatives of dealerships (once a year)
  • Commendation of outstanding suppliers (once a year)
  • Commendation of outstanding 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
  • Fostering of understanding and acceptance of corporate philosophy
  • Respect for human rights
  • Mutual understanding and trust between labor and management
  • Promotion of diversity
  • Provision of safe and comfortable workplace environments
  • Promotion of a healthy work–life balance
  • Optimal matching of people, work, and treatment
  • Provision of opportunities for choice and self-actualization
  • Blueprint organizational culture reform program (occasional)
  • Connection Salon events for cross-division and cross-rank networking (once a month)
  • Lectures (occasional)
  • Opportunities for two-way communication with the CEO (occasional)
  • Internal communication sites for employees (regular)
  • Labor–Management Council (three times a year)
  • Global Employee Engagement Survey (twice a year)
  • 360-degree evaluations of management (twice a year)
  • Career meetings for discussing growth and contributions with supervisors (four times a year)
  • Open application systems and internal career consulting programs (occasional)
  • Group and optional training (occasional)
Global society and local communities
  • Community members
  • Government and administrative agencies
  • NGOs and 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 IR 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 the leadership of the CEO and CFO, and the financial planning department (IR 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 reports, 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 are relayed to the Board of Directors or the management team as necessary by the officer who oversees finances. Based on these 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 Chief Technology Officer (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 Chief Strategy Officer (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
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 those in the large product group
  • Demand and sales trends in major markets such as the United States
  • 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 and 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 Communication with Suppliers

Mazda believes that all its suppliers are important business partners, and we therefore proactively offer opportunities for communication with suppliers to ensure that the Company can work in close concert with them in promoting sustainability and risk management initiatives. 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 communication on a regular basis. As part of such efforts, the Company also organizes seminars with the aim of enhancing awareness of sustainability and environmental, social, and governance (ESG) issues. 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 2025】

  • Six information exchange meetings with purchasing cooperative organizations involving a total of 240 companies
  • Once monthly information exchange meetings with Toyukai Affiliated Corporation*2 (information sharing regarding production trends and sustainability and ESG issues)

*1 Purchasing cooperative organizations, which include Yokokai and Yoshinkai, 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
Venue Participants Frequency Objectives and Details
Conferences for dealership representatives Representatives of dealerships and Mazda officers Once a year Communication of Mazda policies
Mazda Dealership Association in Japan executive board of directors' meetings Executive board members and others from Mazda Dealership Association in Japan Twice a year Exchange of opinions concerning sales strategies, product planning,
used vehicle 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 Distributors and Dealerships Overseas
Participants Frequency Objectives and Details
Product launch events Representatives from major overseas bases in the United States, Europe, China, Australia, etc. Irregular basis Global sharing of information and exchanging of opinions regarding product launches
Global brand events Representatives from major bases in the United States, Europe, China, Australia, Japan, etc. Twice a year Common understanding and consensus building on brand strategies and sharing of information on initiatives
Distributor events 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

Employee Awareness Raising

Mazda endeavors to raise awareness among all its executive officers and employees to enable them to undertake sustainability initiatives in the course of their daily business activities. The level of sustainability awareness is confirmed through the Global Employee Engagement Survey and training programs instituted by rank, and initiatives are implemented to ensure constant improvement in the sustainability awareness level.

Examples of Awareness-Raising Activities

  • Preparation of sustainability website and Mazda Sustainability Report (once a year)
  • Implementation of sustainability training programs by rank (occasional)
  • Organization of seminars on ESG targeting officers (occasional)

【Statistics from FY March 2025】

  • Administration of rank-based training programs to 1,013 employees (non-consolidated basis)

Communication Through Mazda's Sustainability Website

Mazda's sustainability website is compiled in accordance with Global Reporting Initiative (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.