Murata's human resource strategy
Global Vision for individuals and the Organization
Murata will continue embracing challenges with peers, cherishing individual interests, to continue creating innovations.
- Individuals will take on interesting challenges more autonomously, exerting individual abilities.
(Always be an Innovator)
- The organization will embrace even greater diversity, leveraging individual strengths as a driving force to deliver interesting value.
(Ignite People’s Innovative Spirits)
Murata aims to become the Global No. 1 Component & Module Supplier by creating a virtuous cycle through an organic interaction between individuals and the organization fulfilling their respective roles.
The “Virtuous Cycle between Individuals and the Organization” Model
A model that produces a virtuous cycle for both individuals and organizations (“virtuous cycle model”) is the “practice of autonomous and decentralized organizational management,” a management transformation that Murata aims to achieve in Vision 2030. Autonomous and decentralized management seeks autonomy, evolution, and collectiveness in both individuals and the organization. The virtuous cycle model identifies the respective roles and expectations of individuals and the organization. By everyone understanding what it means and acting on it, we can make our organizations and human capital even stronger.
Murata’s Innovations for Realizing Global No. 1 Component & Module Supplier
Creation of innovation that captures the trend of electronics is essential to become the Global No. 1 Component & Module Supplier. Individuals and the organization will need to pursue new ideas beyond extensions of conventional thoughts and take on challenges while polishing our existing strengths. Being an “organization where diverse individual abilities are employed” and an “organization that works as one toward a goal” at the same time in harmony is Murata’s challenge for the future to build on its unique strength.
Global core themes and disclosed indicators for individuals and the organization
Individuals take on interesting challenges, and organizations leverage these to create value. This creates a virtuous cycle between individuals and organizations, leading to transformation into highly dynamic and creative entities. To this end, Murata sets the following three global core themes:
Related KPIs for each core theme
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*1
Number of employees with global work experience: A cumulative number of domestic and overseas employees that have experienced transfers and training at overseas locations as well as global experience through remote assignment.
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*2
Ratio of women in managerial positions: Murata Manufacturing alone.
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*3
Management executive candidate preparation rate: Ratio of the number of successor candidates in the pool to the number of management executive positions.
Reasons for establishing these KPIs
Number of employees with global work experience
Global business experience helps improve individual abilities and strengthen organizational collaboration. Creating new ideas and concepts through exchange between human resources with diverse values is essential for Murata’s global business presence.We will promote future-oriented, global allocation and development of human resources, transitioning global business experience from something special to the norm, in order to execute our unique organizational power and create innovation.
Ratio of women in managerial positions
In order to achieve Vision 2030, we need to adapt to diversifying business models and changes in market and customers. In addition to our existing sense of unity, it is vital to bring out diverse individual powers to enhance our organizational capabilities. We at Murata emphasize ensuring that all people of different genders or backgrounds can enhance their abilities through experience and are given opportunities for growth, by creating an organization where employees can execute their unique competence.
Management executive candidate preparation rate
Since Murata’s founding, its management has demonstrated leadership to ensure that its business adapts to changes over time. In achieving Vision 2030, we recognize the continuous cultivation of next-generation management leaders as an important management issue. In order to keep creating innovation while responding to the intensifying environmental changes, we will step up our support for further growth, including the provision of opportunities for diverse experiences from an early stage.
Positive response rate in employee survey (Employee engagement, Cross-organizational sharing of ideas and resources)
To widely cultivate innovation individually and organizationally, it is essential that each employee feels their work is challenging and fulfilling and keeps growing. Murata defines this as “engagement” and is promoting efforts to translate employees’ growth to the entire organization’s growth. Individual employees need to be able to find interesting challenges, communicate them, and organically connect with each other. This helps expand the circle of challenge within the organization. As a result, their interesting challenges become the key to establishing a virtuous cycle of value creation in the organization.