Based on the opinions of experts and various other external stakeholders as well as opinions from both management and relevant divisions, we identified the social issues that the Mazda Group should address, which were compiled and disclosed as key issues (materiality) in July 2016. Amid the growing worldwide interest in environmental, social, and governance (ESG) issues seen in the subsequent years, expectations from stakeholders became more specific and the social environment affecting the Mazda Group underwent some changes. In response to these changes, the Company commenced a review of its materiality themes in FY March 2018. Through this review, in 2021 we identified the social issues that the Mazda Group should address through its business and clarified and disclosed the relationship between these issues and the Sustainable Development Goals (SDGs) and targets adopted by the United Nations. Then, in response to the updates to the medium-term management plan and Management Policy up to 2030 announced in November 2022, Mazda once again reviewed its materiality theme.
MATERIALITY
Identification and Review of Materiality Themes
In addition, we have updated the targets for directly operated factories and offices in Japan for FY March 2031 contained in our targets related to the materiality theme of endeavoring toward carbon neutrality by 2050.
Materiality Review and Identification Process
In reviewing its materiality themes, Mazda took into account two perspectives. The first was the perspective of stakeholders in reference to the SDGs adopted by the United Nations and the details of surveys conducted by global ESG rating organizations. The second perspective was the importance to the Mazda Group in relation to, for instance, business initiatives for enacting the Management Policy up to 2030.
Step 1: Selection of social issues
To select social issues from the stakeholders' perspective, Mazda analyzed and clarified what investors and the global society expect of the Company from the details of surveys conducted by global ESG rating organizations. As for the importance to the Mazda Group, specific issues described in the Management Policy up to 2030, "Sustainable Zoom-Zoom 2030", and the Company's securities report were analyzed when selecting social issues.
Step 2: Evaluation of impact and prioritization of social issues
Mazda identified potential priority issues to be tackled by evaluating the social issues selected in Step 1 according to two axes: Impact on stakeholders*1 and impact on the Mazda Group.*2 The Company also clarified the themes to be addressed from a long-term viewpoint by correlating these themes with the 169 targets of the SDGs.
Step 3: Validation
To validate the priorities of themes identified in Step 2, discussions were held with management to reach a consensus regarding the priorities.
Step 4: Disclosure of materiality themes
A specific action plan is currently being prepared to ensure steady implementation of the materiality themes identified in Steps 1-3 and follow up on the progress. The materiality themes that Mazda recently identified and an action plan that will be formulated henceforth will be disclosed to stakeholders. By periodically evaluating and revising the materiality themes and plan, Mazda will implement a plan-do-check-act (PDCA) cycle.
*1 Expectations for the Mazda Group and the automotive industry
*2 Risks and opportunities for the Mazda Group
Eight Materiality Themes and Related Initiatives
Eight materiality themes | Social issues | Initiatives, targets, and related statistics | Relevant SDG goals | |
---|---|---|---|---|
Earth | Endeavoring toward carbon neutrality by 2050 | Climate change issues | 【Initiatives】
【Targets】
【Statistics from FY March 2025】
|
|
Promoting resource circulation | Increase in demand for resources and rising amount of waste Water resources issues (Circular economy) | 【Initiatives】
【Targets】
【Statistics from FY March 2025】
|
| |
People | Uplifting the mind and body | Changes in values regarding mental and social health | 【Initiatives】
|
|
Strengthening human capital | Decline in the labor force Globalization of the market and diversification of customer needs (Diversity, equity, and inclusion) | 【Initiatives】
【Targets】
【Statistics from FY March 2025】
|
| |
Society | Realizing an automotive society that offers safety and peace of mind | Fatal road traffic accidents | 【Initiatives】
【Targets】
|
|
Creating a system that enriches people's lives | Declining population, falling birthrate and aging society, and concentration of population in urban centers Traffic jams and congestion in urban areas and expansion of rural areas where no public transportation is available (MaaS) | 【Initiatives】
|
| |
Common to Earth, People, and Society | Improving quality | Quality issues | 【Initiatives】
|
|
Exploring partnerships for co-creation with others | Once-in-a-century transformation (CASE technologies) | 【Initiatives】
|
|
*1 Sites including Mazda's Head Office and Hiroshima Plant (Aki-gun and Hiroshima City in Hiroshima Prefecture), Hofu Plant (Hofu City, Yamaguchi Prefecture), and Miyoshi Plant (Miyoshi City, Hiroshima Prefecture)
*2 Scope 1 and Scope 2 figures are for Mazda Motor Corporation, 20 domestic consolidated subsidiaries, 10 domestic equity-method affiliates, 24 overseas consolidated subsidiaries, and four overseas equity-method affiliates. Scope 3 figures are for applicable consolidated subsidiaries and equity-method affiliates.
*3 Model plants are pilot plants where new measures are tested ahead of implementation at other facilities.
*4 Figures are for Mazda Motor Corporation (non-consolidated basis).
*5 Figures are for Mazda Motor Corporation, 20 domestic consolidated subsidiaries, and 10 domestic equity-method affiliates.