Murata and People
Responsibility to and Actions Concerning Employees
Supporting employee growth and respecting diversity
At Murata, we regard CS and ES* as important values, and we seek to realize innovation through continuous emphasis and improvement in the areas. To us, CS means “continuing to create and provide value that is recognized by the customer.” And ES means that “every employee achieves satisfaction and continuing growth through the performance of their work duties.” We strive to be a company in which these goals can be realized in employees’ jobs daily. We will continue to foster diverse environments and implement a range of initiatives toward the cultivation of this type of corporate culture.
* CS and ES
Generally speaking, CS means “customer satisfaction,” and ES means “employee satisfaction.” At Murata, however, we define CS as “creating and providing value” and ES as “motivation and growth.”
Recruitment and education of human resources
Recruitment of human resources
Murata seeks to recruit personnel who sympathize with our Company Philosophy and who think for themselves and act independently, perform their jobs in a way that involves the people around them and value teamwork, challenge themselves to realize ambitious goals, are conscientious and will keep at a job until it is finished, and value speed in their work. Which of these elements will be stronger depends on the person, and we believe that this contributes to diversity. In addition, to enable us to recruit diverse human resources, we seek out individuals who are full of vitality, and we actively engage in mid-career recruitment.
We have set a female employee ratio target for recruiting new graduates for engineering career-track positions of at least 10%. By conducting a variety of recruitment activities specifically searching for female recruits, such as conducting “Seminars for Rikejo” (Rikejo is a woman who majors in science.) and distributing “Pamphlets for Rikejo” at various universities and holding job fairs with only female recruiters, we achieved a ratio of 13.4% for women in technical positions in fiscal 2020.
Human resource development
At Murata, we see the fostering of human resources as our most important management objectives and we make efforts in this area on an ongoing basis. We have formulated a policy for fostering human resources as a pillar of theseefforts, and we are working to ensure that the policy becomes entrenched in the company. We provide our employees with education and work opportunities that enable each individual to make the most of their strengths and unique characteristics and maximize their innate talents and abilities. Based on this policy, we offer a variety of human resources development programs and support for career formation.
Policy for fostering Human Resources
By heightening three abilities – the ability of the individual to be nurtured, the ability of superiors and the work environment to nurture, and the ability of the company to cultivate and develop – we will realize a corporate culture of mutual nurturing and development.
- The ability of the individual to be nurtured: The desire for independent growth in all of our employees
- The ability of superiors and the work environment to nurture: A nurturing mindset, management ability
- The ability of the company to cultivate and develop: Support to heighten the above two abilities.*
*The “ability of the company to cultivate and develop” refers to the provision of support to heighten both the “ability of the individual to be nurtured” and the “ability of superiors and the work environment to nurture.”
For example, we are conducting initiatives including hierarchy-based training, optional training, selective training, occupational training, and personal development programs in order to support the “ability of the individual to be nurtured.”
In addition, to support the “ability of superiors and the work environment to nurture,” we are conducting initiatives including training to enhance management ability. By means of these initiatives, we are seeking to further cultivate a corporate culture in which every individual is able to utilize their strengths and distinctive characteristics and maximize their innate talents and abilities.
Example of initiative conducted to heighten the “Ability of the individual to be nurtured”
Promotion of global talent management
Due to the expansion of production and mergers and acquisitions (M&A) outside of Japan, the ratio of employees outside of Japan has reached 60%. Accordingly, it has become our urgent mission to strengthen human resources development not only in Japan, but also globally. Consequently, we have held global human resources meetings since fiscal 2013 in order to discuss andexecute various measures including promotion of talent management along with staff in charge of human resources at offices outside of Japan.
- Setting Global Leadership Competency (GLC)
Clarify required competencies for global leaders for Murata
- Establishing leadership development programs for the next generation
Creating a structure in which matters regarding development of leaders t are shared throughout the world with programs at the Head Office and each region
Participation by employees from all over the world in programs at the Head Office
- Introducing global unified evaluation system for managers
Introducing a system that incorporates GLC in order to instill a culture that values human resource development
Going forward, we will continue to disseminate GLC as globally shared human resource requirements while applying it to global human resource development and allocation of the right people in the right positions.
Examples of initiatives conducted to heighten the “Ability of superiors and the work environment to nurture”
Initiatives to enhance management ability
Murata actively conducts initiatives aimed at enhancing the management ability of its managers. One of these is Murata Management Basic (MMB) training, a program spanning approximately eight months that involves group training and repeated practice in the actual workplace. Members of our management team from across the entire range of job types and departments in the Murata Group participate. In addition to teaching participants the basics of management, the aim of the program is to strengthen mutual bonds between participants by encouraging them to discuss a variety of issues. The program was initiated in 2008 and, as of the end of FY2019, had provided training to a total of 1,526 participants. We are also holding workshops at various locations in order to deepen understanding of the importance of developing a mindset that recognizes that the responsibility for fostering management candidates is their own, and of consciously providing subordinates with work and encouraging self-reflection and introspection.
Support for career formation that utilizes the individual’s distinctive characteristics
At Murata, we have established mechanisms enabling employees possessing a diverse range of value systems, experiences, and abilities to think independently about their own careers.
We offer young employees a “Career Formation Program.” We conduct career interviews and provide opportunities for employees and the company to think together along the axes represented by the employee’s future job and individuality. Based on the results, we conduct job rotation, enabling the employees to expand their abilities by enlarging their perspectives and networks and gaining new experiences in a new workplace.
Furthermore, for mid-level employees, we have introduced a personnel management system by contribution course. In this system, each person’s expected contribution (management, specialist personnel, etc.) is made clear, and evaluations and development are realized in accordance with that contribution. For employees at the middle level or above, we will conduct annual career workshops to enable these employees to think independently about what work means to them and their ideal vision of themselves, and to take action to move toward those goals, and we will provide career interviews with company career counselors to employees who so desire. By these means, we will encourage these employees to think for themselves about how they can utilize their own strengths and natural abilities to continue contributing to the company’s performance; it will help them to continue expanding and developing those strengths and natural abilities.
Results for career workshops for core employees
|Number held||Number of participants|
※Results for Murata Manufacturing
Developing world-class engineers
For Murata, the basis of research and development is vertical integration of technologies. While engineers are specialists in their unique technological areas, they are also required to gain extensive knowledge in other related fields.
As an educational program aimed at improving the skills of its engineers, Murata offers engineering education courses.
Our top in-house engineers in each field act as instructors and cooperate in offering standard, basic, and specialist courses, thereby supporting the development of engineers. In addition, by holding in-house lecture meetings led by visiting lecturers, Murata also provides engineers with opportunities to be exposed to advanced technical information from outside the Murata Group as well as academic information. Large numbers of engineers from throughout Murata’s locations in Japan take the engineering education courses, which help them to develop their own abilities. In the future, we also intend to increase the availability of engineering education courses throughout our offices.
Global personnel rotation
Anticipating future overseas expansion of our business, Murata is increasing its employment of human resources globally. We are advancing the active utilization of these human resources, and in FY2007 we established a job rotation system that seeks to put the right person in the right place on a global level. This system places employees in Murata locations other than their local region. As of FY2019, the system had rotated a total of 876 people.
Murata’s job rotation system not only increases the motivation of the employees and assists in their development, but also contributes to creating the groundwork to enable us to tackle management issues with Murata worldwide working as one.
Promotion of diversity and inclusion
Seeking to realize innovation through a diverse workforce
Diversity and inclusion at Murata means the acceptance and utilization not only of diversity in terms of visible characteristics such as gender, age, and race, but also of traits such as thought, knowledge, experience, and viewpoint. We believe that this approach leads to greater growth of the individual, and hence of the company, which is the sum of the individuals that make it up.
Based on the slogan “Innovator in Electronics,” shared by all Murata employees, Murata is advancing diversity and inclusion, seeking to realize further innovation, the creation of new products through novel ideas and free thinking, through the application of diverse human resources.
Efforts to promote diversity and inclusion
At Murata, we are promoting diversity and inclusion along three axes: “activities to entrench diversity and inclusion,” “diversity of management styles,” and “implementation of measures to support diverse human resources.”
|Activities to entrench diversity and inclusion||
|Diversity of management styles||
|Implementation of measures to support diverse human resources||
*M-DIP is a committee established by Murata Manufacturing in 2016 in order to enable us to make full use of the diverse knowledge,abilities, and viewpoints possessed by our employees. Applications for membership on the committee are called for within the company. Among the activities for the promotion of diversity and inclusion conducted by the members of the committee are the establishment of websites, the holding of lecture meetings, and the organization of meetings to promote dialogue.
Expansion of opportunities for women
Until the present, Murata has recruited diverse human resources, expanded initiatives including a system supporting the realization of work-life balance, and supported the creation of environments and the implementation of career formation initiatives that allow the independent development and utilization of the diverse abilities possessed by individual employees. Going forward, with inclusion as one of the pillars of our efforts alongside diversity and independence, we will foster an organizational culture and awareness that accept different viewpoints and ways of thinking, allowing them to mutually ignite each other’s creativity in order to realize growth for and promote innovation by each individual. We are working to realize greater prominence for the expansion of opportunities for female employees within this framework. To enable this, our Action Plan for the Promotion of Women’s Participation and Advancement in the Workplace has established increased recruitment of female employees, increased number of female leaders, support for career formation, and the promotion of variation in ways of working as important targets for the next three years, and we are working toward their realization.
Main Measures and Results of the Second Action Plan for the Promotion of Women’s Participation and Advancement in the Workplace
|Increased number of female leaders||
|Support for career formation||
|Promotion of variation in ways of working||
Employment of physically challenged
Murata is in agreement with the concept of “normalization” of the disabled, which holds that it is desirable for the physically challenged and the able-bodied to both be of use to society, with no distinction made between them. Based on this principle, we are working to expand our employment of the physically challenged and to improve our working environment from this perspective.
In addition to our recruitment of new graduates, Murata is also continuously engaged in recruiting mid-career personnel, and we are making efforts to create spaces in which the physically challenged and the able-bodied are able to work together. Initiatives that are conscious of social contributions are not limited to internal hiring, but also extend to the external hiring environment. We are examining and implementing a variety of initiatives aimed at increasing the rate of hiring people who have physical disabilities
Enhancing the job satisfaction of our older employees
Murata Manufacturing has programs in place to enhance the job satisfaction of our older employees and offers opportunities to these employees to think about their careers independently. Career Management Training, which employees receive when they turn 50, helps them to take stock of the experience, skills, and strengths they have developed up to that point, and to formulate a “second career plan” based on their personal values and how they wish to develop. After the training, a career supporter (company career counsellors) interviews these employees and then provides personal support for developing their second careers.
In addition, we have introduced an in-house application system that provides older employees with opportunities to utilize their knowledge and experience at work.
This system allows Murata organizations to call for applications from personnel with knowledge and experience in specific areas of work. It also targets people who wish to come back to work with Murata. Our aim is to make use of the expertise possessed by and to ensure that it is passed on within the company, and to provide workplaces in which older individuals are able to continue to work with satisfaction even after their retirement.
Entrenchment of Management Philosophy that connects diverse individuals
By promoting diversity and inclusion, we believe that Murata will display strengths based on the distinctive characteristics of each individual employee. At the same time, in order to ensure that these diverse strengths resonate and generate innovation, it is more important than ever to ensure that all employees share the values that Murata has cultivated.
At Murata, beginning with training sessions organized by our executives, in which they act as lecturers to discuss Murata’s Management Philosophy (Company Philosophy), we are engaged in a variety of efforts to deepen understanding of our Company Philosophy on a global basis, for example by providing materials to promote mutual discussion in the workplace and holding workshops in all locations. In addition, when we welcome new employees who have just been hired or who have joined the Group through M&A, etc., we begin by generating a feeling of connection with Murata’s Corporate Philosophy in each individual as a member of the Murata team, making efforts to create the groundwork that will enable us to incorporate the diverse backgrounds of each individual in the practice of Murata’s Management Philosophy.
Creating workplaces that promote work satisfaction
Seeking to create mentally and physically healthy environments in which diverse human resources are able to flourish
At Murata, we want our employees not only to simply to perform their jobs, but also, by through their roles in their families and in the local community, to grow as people and cultivate and attain a rich understanding of humanity and of their own careers. We recognize that the provision of an environment in which each individual employee can realize work-life balance and create value on the basis of mental and physical health is essential to the realization of these goals. In order to both increase productivity and support the realization of work-life balance, we are actively introducing systems that allow flexible ways of working, providing our employees with the choice of a diverse range of working styles.
Main support systems (Murata Manufacturing)
In response to the Act on Advancement of Measures to Support Raising Next-Generation Children, we have introduced a variety of systems that go beyond the requirements of the law in order to support the realization of work-life balance and career continuity.
|Reduced working hours for childcare||A pregnant employee or an employee with a child of up to their sixth year of elementary school (up to the end of the relevant fiscal year) may reduce their working day by up to two hours.|
|Reduced working hours for nursing care||Employees caring for a family member in need of nursing care may reduce their working day by up to two hours.|
|Reduced work week for nursing care||Employees caring for a family member in need of nursing care may work a four-day week.|
|Support for early return from childcare leave||When employees with a child of less than one year of age return from childcare leave, they are granted special leave of eight days if the child is less than six months of age, and four days if the child is between six months and less than one year of age.|
|Paid vacation based on half-hourly units||
|Leave for nursing sick children||
|Leave for emergency school closure||When the school, grade, or class of a child who has not completed elementary school is canceled, employees are granted three days of leave per year for one child and six days per year for two or more children.|
|Leave when spouse is giving birth||When an employee’s spouse will give birth within one week, or, following the birth of the child, until the child is one year of age, the employee is granted special paid leave of 10 working days (which can be divided into up to three segments).|
|Leave when spouse is being dispatched overseas||Leave of up to three years can be granted to an employee who wishes to accompany a spouse being relocated overseas.|
|Multipurpose accumulated leave||Annual paid leave that has not been taken for two years can be accumulated in two-day units and taken for the purposes of personal refreshment, volunteering, provision of nursing care, treatment of illness, childcare, etc.|
|Daycare support system||Introduction of “care list” for employees who have children of less than elementary school age when both parents work.Provision of subsidy for daycare expenses.|
Promoting work style innovation
In order to ensure Murata’s sustainable expansion in the future, it is essential to increase productivity and create an environment that allows value creation during appropriate working hours in a manner that is healthy for the minds and bodies of employees. We believe that we can create an environment that allows fulfilling participation by personnel with diverse attributes by promoting a work style that does not rely on excessive overtime. In order to do this, we conducted a range of initiatives including conducting working hours and health management training for executives and managers, introducing a remote work system to increase productivity, implementing labor and workplace reform measures, and holding workplace meetings to promote dialog about work style.
Additionally, in April 2019, we opened the Kaede nursery in Nagaokakyo City and the Murata Yumenomori nursery in Izumo City as company-run nurseries. They are aimed at supporting a smooth return to work for employees who took maternity or childcare leave, and supporting diverse work styles for employees who wish to work while raising their children.
Children’s visit days
Based on our Action Plan for the Advancement of Measures to Support Raising Next-Generation Children, in order to support the healthy development of the children who will form the next generation, we hold events in which employees’ children are invited to visit the company at all of our worksites. Through the experience of seeing their parent at work and touring their parent’s workplace, we are trying to give children a real sense of “work,” and to instill a feeling of gratitude toward their working parents.
Building stable relationships based on mutual trust
The Japanese Electrical Electronic & Information Union has member labor unions within Murata Manufacturing.
Recognizing that labor disputes can be resolved through mutual understanding and trust, on the basis of dialogue between parties, we strive for corporate development and for the realization of stability in employees’ lifestyles from the standpoint of both labor and management. Labor-related systems and standards are set, changed, and reviewed through discussions with the labor unions, and are carried out on a basis of mutual agreement. At domestic Group companies with no labor unions, there are organizations that represent employees known as employee associations, to which every employee other than management belongs. In addition to holding discussions and exchanging views with top management, these groups facilitate communication among employees. Meetings are held at appropriate times to explain labor-related systems and standards to management and newly appointed officers, who do not belong to unions or employee associations.
Safe and secure work environment and health management
Employee health and safety (Occupational health and safety)
Occupational health and safety
We promote health and safety activities to create a workplace environment that enables employees to feel secure while doing their job. The number of workplace accidents has fluctuated since fiscal 2017, but the overall trend has been flat. We are aware of need for improvement in the safety education for the rapidly increasing number of employees and better management oversight of our rapid business expansion from several M & As. These are issues that must be tackled as a company.
Therefore, we will work to create safe and secure work environments with safety as the highest priority, raise employee awareness of hazards, and form organizations that ensure safety. Specifically, we will roll out measures across a range of perspectives, such as fostering a safety culture by holding management technical conferences (including health and safety), taking a health management approach, and reviewing risk assessment systems, improving health and safety education systems, reviewing risk assessment systems, conducting safety evaluations with external consultants, and training the next generation of health and safety managers to enhance the safety literacy of each individual. We aim to create a safety-first workplace environment and increase employees’ sensitivity and awareness through a duty to consider safety borne by all executive and management levels, as well as a duty of self-insurance borne by employees themselves.
Health and safety management
As mechanisms to prevent workplace accidents, the Murata Group uses the lessons learned from past accidents to prevent similar accidents, and verifies that operations can be conducted safely by carrying out safety inspections in relation to factors including the actual positioning of personnel and lines of flow on site, for example when completing a new building. In addition, we are conducting risk assessments that we utilize in accident prevention by identifying hidden risks in a range of daily operations at each of our worksites, evaluating the potential seriousness of accidents in advance, and examining and implementing countermeasures.
System for oversight of health and safety by our board of directors
Murata has appointed a Vice President/Director to be responsible for health and safety, and we have established a health and safety oversight system under which the Board of Directors holds discussions whenever matters for deliberation in regard to health and safety arise.
Murata Group health and safety initiatives: targets and results
In principle, the Murata Group is conducting health and safety initiatives with the realization of zero accidents as its target. As part of these efforts, we have established and are currently operating Health and Safety Committees at each of our worksites to deliberate on measures to ensure safety.
Fiscal 2019–2021 mid-term goals
●Serious accidents resulting in death or residual disability: Zero
●Annual work-related accident rate per 1,000 people: No more than 1.60
Occurrence of serious accidents in fiscal 2019 and responses
In fiscal 2019, we did not experience any fatal accidents or serious accidents that resulted in employees with permanent disabilities, as was also the case in fiscal 2018. We will continue efforts to prevent serious work-related accidents by implementing risk-reduction measures based on risk assessments and ensuring thorough control measures by issuing company-wide notifications and conducting in-house safety patrols.
Ensuring that every employee around the world is healthy in body and mind and is enthusiastic about work is the foundation of Murata’s future growth. Thus, we are implementing the following measures.
About the Health Management Plan
Amidst changing business conditions, we formulated the Murata Health Management Plan in fiscal 2019 and are taking action in order to sincerely engage in contributing to the mental and physical health of our employees, the foundation of our business.
In Japan, we worked to secure full-time industrial physicians, and at present,we employ 15 of them. Furthermore, we finished integrating the Health Insurance Societies and created a collaborative health environment. Starting with the President’s Health Statement, we aim to create a workplace that is considerate of the health of employees and their families and ease of work. Central initiatives are building a health management system, implementing and evaluating health measures based on scientific analysis, enhancing stress management, and increasing health literacy.
About the Murata Health Statement
We aim to be a company that achieves healthy growth by maintaining and improving the mental and physical health of our employees and their families,
Building a health management framework
We established the Health Management Department and the Company-wide Health and Safety Promotion Committee as core management bodies, and they support the health management activities of responsible offices and Health and Safety Committees at each worksite.
Furthermore, we will ensure further efficiency of health programs and improved health services by continuing to ensure sufficient industrial health staff, enhancement of health collaboration with the integrated Health Insurance Societies, and active utilization of external resources.
Implementation and evaluation of health measures
We have identified 12 “Murata health risk factors,” and we will collect and analyze data for each worksite. We will conduct effective measures based on Murata’s five health fundamentals* while remaining mindful of the health management principle that the mental and physical health of employees leads to improved productivity.
Furthermore, we are mindful of our workforce who have high risk of health conditions, the rate of people taking time off for mental health reasons, work productivity, and health literacy, as key performance indicators (KPIs) for the realization of health management, and we will promote various measures to improve these.
* Health fundamentals: Basic health initiatives
Intellectual property rights of employees
Murata has a reward system regarding new technologies developed by employees.
See below for details.