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Murata will create a continuous cycle of social value and economic value by balancing profit creation with the contribution to realizing a sustainable society, creating and continuing to provide value to customers and society through innovation, and reinvesting the profits generated to further create value. Moreover, by actively tackling social issues, we will also strengthen the competitiveness of our business.
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Contribute to solving social issues through our business
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Initiatives on social issues through business activities overall
E：Environment
Strengthening Murata’s response to climate change Use of sustainable resources Preventing pollution and managing chemical substances
S：Social
Secure and safe workplace and health management Respect for human rights and diversity Coexistence with local communities
G：Governance
Appropriate business transactions Business continuity management (BCM) Information security
With our external environment changing rapidly and our business expanding recently, it is becoming increasingly important to have each employee think independently, make decisions, and take quick actions with an awareness of the significance of Overall optimization and responding to changes. We will be aiming to make our organizational administration more conducive to motivation and growth by emphasizing the three components of autonomy, collectiveness, and evolution.
Announce and share in an appropriate and timely manner management-related information, including management environment and conditions and medium-to long-term policies
Assume that the management environment will always be changing and enhance the intelligence function so we will move forward while responding to change
Depend on supervisors of each department, as well as corporate functions that make company-wide decisions, to keep departments from being individual silos (optimizing their individual performance).This will both support the autonomy of each site and ensure appropriate governance
At a time when the environment is changing drastically, we should not be passive, but rather prepare by hypothesizing what might happen in the future, then practice change-responsive business management, which flexibly corrects its course in response to change. Each function and organization continually gathers information on future changes, discusses them, takes action, and monitors, raising their sensitivity to environmental changes and strengthening their ability to respond to them.
At Murata, we define digital transformation (DX) as an initiative that enables people and organizations (business processes) both inside and outside Murata to connect digitally and freely and make processes shorter, faster, and visible, thereby continually driving to dramatically increase customer value and competitiveness, and we will accelerate the initiatives for the transformation.
We will establish an organization that promotes the strategy for company-wide DX and works with the executing organization to realize our vision in the domains to strengthen and core fields, accelerating the overall digitalization.
*ECM/SCM: Engineering Chain Management/Supply Chain Management
Increase per-hour productivity by continually investing in digital infrastructure and making full use of digital. Encourage use of data, connect business processes to each other, and create new value. Also contribute to Layer 3 portfolio domain. By executing and practicing these things, we will foster a corporate culture of ongoing transformation.
Increase business process value with big data and AI
Use data to realize the desired state of our business processes
Create value with an end-to-end perspective
Digital infrastructure
Create new value
Rationalize/shorten time
Make full use of existing tools
Automate routine business processes
Enhance quality of communication
Growth Strategy 1: Deepen core businesses and promote evolution of business models