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Inspiring People through Cars Sustainable with the Earth and Society

Akira Marumoto
Representative Director,
President and CEO
Mazda Motor Corporation

Contributing to the achievement of sustainable economic growth and solving social issues

In the automotive industry today many social issues surround us, such as global climate change and road traffic safety. For all of us to be able to live vibrantly and sustainably on earth, the responsibility of businesses is to provide products and services that benefit the earth and society through innovation to achieve sustainable economic growth and solve social issues.

番茄社区安卓下载As Mazda’s Corporate Vision states, we wish to “brighten people’s lives through car ownership,” and “offer cars that are sustainable with the earth and society to more people.” In keeping with this vision, in 2017 we announced “Sustainable Zoom-Zoom 2030”, to show our roadmap and vision leading up to the year 2030, for the development of technologies and infrastructure that will help resolve issues faced by the earth, society and people. I am confident that “Sustainable Zoom-Zoom 2030” will also contribute to achievement of the Sustainable Development Goals (SDGs).

Formulating the Medium-Term Management Policy by envisioning our ideal for the Mazda Brand

Mazda will celebrate the 100th anniversary of its founding in 2020. I see it as my responsibility to lay the foundation for Mazda’s sustained development over the next 100 years. To ensure that Mazda continues to thrive and develop, we must prize our uniqueness and co-create that uniqueness with others. I believe co-creating with others will sustain Mazda’s uniqueness.

番茄社区安卓下载With this in mind and as a milestone to mark the beginning of our next 100 years, we envisioned our ideal for the Mazda brand in the decade from 2030 to 2040. To realize that ideal, we prepared a Medium- Term Management Policy covering the next six years, during which time we will fully introduce the newgeneration product lineup that has begun with the Mazda3 launched in 2019. In formulating the Medium- Term Management Policy, we first reviewed the Structural Reform Plan and Structural Reform Stage 2, took a fresh look at our strengths and weaknesses as a company, and took into account the external environmental factors affecting the automotive industry as a whole. We then defined three priority areas in which we need to focus our business resources and efforts as well as the direction of the initiatives in each area.

IDEAL FOR 2030-40

Defining the three priority areas and the direction of initiatives in each area

The first of the three priority areas is “Investment in unique products and customer experience” to further enhance brand value. We will maintain and strengthen our investment in unique products and technologies, one of our key strengths, and in enhancing the customer experience. We will also strive to increase the number of customers who understand the value Mazda offers to support sales growth. The second is to “curb expenses that depreciate our brand value.” We will drastically curb spending on incentives, qualityrelated issues and other outgoings that can depreciate brand value. The third is “investment in the areas in which we need to catch up.” Specifically, we will invest in areas in which we have so far not made sufficient headway and where we need to catch up. These include (1) optimal production structure that support local production for local consumption (as with our new joint venture plant that is due to begin operations in 2021 in the United States), (2) infrastructure for connectivity and sharing services, (3) strengthening alliances with other OEMs to adapt to CASE* trends in the future, (4) our employees and their working environments, (5) shareholder returns, and (6) SDGs & CSR-related initiatives. Moving forward, we will implement concrete measures guided by this policy. We will make continuous efforts to take up the challenge of attaining our targets for FY March 2025 and our longer-term “ideal” for the brand, seeking sustained growth and enhancement of corporate value over the medium and long term.

* An acronym signifying new trends in the automotive industry, including connected technologies, autonomous driving, shared services, and electrification.

Direction of Initiatives Based on the Medium-Term Management Policy

Promoting CSR to contribute to achievement of the SDGs

番茄社区安卓下载To address social issues and contribute to achieving the SDGs in the course of our daily business activities, we have included “SDGs & CSR-related investment” in the Medium-Term Management Policy. We will strengthen investment in safety and the environment, in order to combat climate change and enhance road traffic safety, priority issues for all automobile manufacturers. At the same time, we will promote activities to help enrich people’s lives by capitalizing on Mazda’s technologies and other resources.

One such initiatives is the testing of a shared mobility service utilizing connectivity technologies, which began in December 2018 in Miyoshi City, Hiroshima Prefecture. Recent years have witnessed the dilapidation of public transportation systems in depopulated areas in the mountainous regions of Japan, and this has made it harder for the elderly and disabled to get around. Through this testing, with an eye on future shared mobility, Mazda aims to build a social contribution model that will support regional revitalization and enrich lives in the region by offering safe, secure and unrestricted mobility to people everywhere. In cooperation with local residents and governments, the Company is working to develop an environment that enables more effective use of cars and connectivity technologies, so as to encourage human interaction and create connections between drivers participating in the testing and people in each local community.

番茄社区安卓下载To deal with social issues on a global basis, in January 2018, Mazda signed the United Nations Global Compact, and in May 2019, declared its support for the recommendations from the Task Force on Climaterelated Financial Disclosures (TCFD), set up by the Financial Stability Board (FSB). While securing coordination among international organizations, local governments and companies, we will push forward with CSR initiatives to contribute to achievement of the SDGs.

Aiming to be a brand that is connected to all stakeholders by the strongest of bonds

With vehicles sold in more than 130 countries and regions worldwide and manufacturing operations in seven, Mazda has a social responsibility to many stakeholders. Together with our customers, business partners, local communities, employees and all other stakeholders, we will work hard to realize our shared dreams. As they make these efforts with us, we want to enable them to feel alive, proud of their connection with Mazda, and emotionally attached to the brand. That will make Mazda into the brand we want it to be, connected to all stakeholders by the strongest of bonds. I pledge to value dialogue with our stakeholders as we strive to realize our corporate vision and achieve sustainable growth for both Mazda and society. We will continue to work wholeheartedly to grow as a company that is truly trusted by our global stakeholders, and inspire people through cars that are sustainable with the earth and society.