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Economic Sustainability Report Healthy finances are vital in order to continue to facilitate the development of society, and to play our role as a responsible company. FY 2004 marked the final year in our Millennium Plan, which was implemented to introduce growth through product launches, and we have achieved consistent business growth during each of the four years, and achieved our highest level of operating profits ever during FY 2004. Business conditions during FY 2004 Revenues (consolidated) Since the introduction of the Mazda6/Atenza during May 2002, we have continued to launch new-generation products to market, based on our brand message of 'Zoom-Zoom'and following the guidelines of our Millennium Plan, which aimed for growth through product launches. The results of our efforts have been positive, with a gradual trend upwards until FY 2004, the final year of the plan, in which our consolidated wholesales reached 1.104 million (up 3% on the previous year), and our net sales reached 2.6956 trillion yen (an increase of 5% on the previous year). At the end of March 2005, we also achieved our targeted 25% reduction in costs, so that in FY 2004 we were able to produce operating income of 82.9 billion yen (up 18% on last year) as well as income before tax of 73.8 billion yen (up 37%) and net income for the period of 45.8 billion yen (up 35%). (Unit: 100 million yen) 20,158 20,949 23,645 25,747 26,956 Converted to show 12-month figures Outline of long-term vision and Mazda Momentum In our FY 2004 mid-term accounting report, issued on November 9, 2004, we specified our long-range vision, which includes an outline of how we expect the company to look in 10 years' time, as well as a roadmap for maintaining our current growth, while creating a basis for strong future growth. This mid-term plan is known as 'Mazda Momentum'. Profits 00 01 02 03 04 April-March LONG-TERM VISION An automotive company that is respected and trusted by customers and other stakeholders which: Delights customers by providing leading-edge products and services with unique Mazda creativity reflecting Japanese heritage Has a scale enabling global competitiveness unit: 100 million yen Operating income Net income 407 580 339 731 458 241 192 Commitments undertaken within the Mid-term Plan 'Mazda Momentum' 88 FY 2006 Consolidated Wholesales 1.25 million units Operating Profit over 100 billion yen Net Debt / Eguity Ratio below 100% 00 01 02 03 04 298 1,552 April-March Mazda Momentum Key Initiatives Reinforce Research & Development Strengthen Key Markets Enhance Global Efficiercies and Synergies Leverage Human Resources Social & Environmental Report 2005
Management systems that ensure trustworthy corporate governance Revenue breakdown by region (FY 2004) Unit: 100 million yen Europe 6,342 23.5 Other 4,540 16.8 North America 7,617 28.3 Japan 8,453 31.4 Situation regarding shares and IR Report regarding shares As of March 2005, Mazda’s shareholder structure was as shown below, and dividends were paid based on the state of the business environment and business results during each period. Mazda aims for stability in the payment of its dividends. After FY 2004, with the achievement of our highest ever level of operating income, we decided to increase our dividend in order to share the rewards with those shareholders who have always supported our work, with the proposal for this being accepted at our General Meeting of Shareholders in the end of June 2005. Net income per-share and dividends Distribution of shareholders Securities companies 0.5 Other foundations and companies 6.1 Government / local authorities 0.01 Unit: yen Net income per-share Dividends per-share 37.6 Individuals 16.6 Overseas foundations and companies 39.8 27.8 19.8 Financial institutions 37.0 0 7.2 2 2 2 00 01 02 03 04 126.9 Capital investment (consolidated) (FY 2004) R&D cost (consolidated) (FY 2004) 3 FY Unit: 100 million yen 679 908 Total outstanding shares (For the year ended March 31,2004) Report regarding IR 1,223,911,682 shares We took the following measures to communicate with our shareholders. We make every attempt to make sure that our shareholders (investors) understand our policies, by setting our meetings on days when the maximum number of shareholders can attend, and avoiding extremely busy days and aiming for maximum access to information. In addition to this, we do not restrict our answers to questions to the scope regulated by law, but attempt to answer all questions, as best we can without compromising corporate secrecy. Total assets (consolidated) (FY 2004) Shareholder's equity (Consolidated) (FY 2004) 17,678 2,678 We publish an annual report in English, Japanese and Chinese, as well as constantly improving our IR website, in order to offer timely disclosure of information. From FY 2004 onwards, we have begun an IR News email service to individual investors. Social & Environmental Report 2005
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Note from the Editors From this yea
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Social & Environmental Report 2005
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Dialogue : CSR efforts by the Mazda
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HISTORY & SPIRIT OF MAZDA The Histo
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Corporate Vision and CSR Activities
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Report on the Paint Shop Fire at th
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Report on the Paint Shop Fire at th
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The Challenges Facing Automobile Ma
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New model Premacy - full of Mazda i
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Developing Cars with a View to our
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Responding to the Diversity of our
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Towards a Safer Automotive Society
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Developing and Popularizing Vehicle
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Creating Easy to Recycle Cars The c
Page 30 and 31: Reduction in Environmental Substanc
Page 32 and 33: Customization projects Our Group co
Page 34 and 35: Helping Customers to Use their Cars
Page 36 and 37: Activities as an Automobile Manufac
Page 38 and 39: Building a new environmental manage
Page 40 and 41: Environmental Auditing To verify th
Page 42 and 43: Environmental Activities Promotion
Page 44 and 45: Environmental Accounting Mazda has
Page 46 and 47: A State-of-the-Art Clean Factory, t
Page 48 and 49: Efforts to Help Prevent Global Warm
Page 50 and 51: Reducing Wastes To most effectively
Page 52 and 53: Green Purchasing Mazda recognizes t
Page 54 and 55: Activities as a Corporate Citizen S
Page 56 and 57: Career Meetings Mazda starts from t
Page 58 and 59: Specific Policies for Human Resourc
Page 60 and 61: Building Creative People At Mazda,
Page 62 and 63: Promoting a Work-Life Balance At Ma
Page 64 and 65: New challenges for safety and healt
Page 66 and 67: Activities as a Corporate Citizen S
Page 68 and 69: Mazda's Community Services Committe
Page 70 and 71: Examples of Mazda's service in the
Page 72 and 73: The Mazda Foundation and its Activi
Page 74 and 75: Management Systems that Ensure Trus
Page 76 and 77: Corporate Ethics and Compliance Maz
Page 78 and 79: Risk Management At Mazda, we are co
Page 82 and 83: Company Outline Company Outline Com
Page 84 and 85: Site report: Hiroshima Region [Hiro
Page 86 and 87: Site report: Hofu Plant [Nishinoura
Page 88 and 89: Third-Party Opinions Masataka Adach
Page 90 and 91: Item 4. GRI Content Index Definitio
Page 92: Issued by: Global Communications Pl
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