At Murata, we regard CS and ES* as important values, and we seek to realize innovation through their improvement. 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 on a daily basis. We will continue to foster diverse environments and implement a range of initiatives towards 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 values 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 employment.

We have set a female ratio target for recruiting new graduates for career-track positions. By conducting a variety of recruitment activities specifically targeting female recruits, such as conducting “Seminars for Rikejo(Rikejo is womam who majors is science.)” at each university, distributing “Pamplets for Rikejo,” and holding “job fair” with only female recruiters, we achieved a ratio of 16.1% for technical and 55.8% for clerical positions in fiscal 2019. Because we have been able to stably recruit women with a ratio of at least 40% for clerical positions, we have determined that we are beyond the phase in which initiatives should be implemented with a set target. Going forward, we will promote initiatives by focusing on recruitment targets for female students in technical positions.

Promoting career formation that allows utilization of the distinctive characteristics of every individual

At Murata, we provide our employees with education and working opportunities that enable each individual to make the most of their strengths and distinctive characteristics, and maximize their innate talents and abilities. Based on our Policy for fostering Human Resources, we offer a variety of human resources development programs and support for career formation.

Policy for fostering Human Resources and human resources development programs

At Murata, we see the fostering of human resources as our most important management agenda, and we make efforts in this area on an ongoing basis. We have formulated a Policy for fostering Human Resources as a pillar of these efforts, and we are working to ensure that the policy becomes entrenched in the company.

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 (Presentation of forums and opportunities) *

*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, in order 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 andacquisitions outside of Japan, the ratio of employee soutside 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 and execute 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 leader development programs for the next generation
    Creating a structure in which matters regarding leader development is 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, which 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 while practicing management. The program was initiated in 2008 and, as of the end of FY2018, had provided training to a total of 1,368 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.

In-house Training System for Development of Human Resources (PDF: 540KB)

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 towards those goals, and we will provide career interviews with company career counsellors 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, and 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
FY2016 13 Approx. 900
FY2017 26 Approx. 1,200
FY2018 34 Approx. 1,500
※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 domestic network 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 at our overseas offices.

Global personnel rotation

Anticipating future overseas expansion of our business, Murata is increasing its employment of human resources overseas. 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 dispatches local employees at overseas bases to Japan or to affiliates in other countries. As of FY2018, the system had rotated a total of 517 people.
Murata’s job rotation system not only increases the motivation of the dispatched 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 sex, age and race, but also of invisible characteristics such as thought, knowledge, experience and viewpoint. We believe that this approach leads to greater growth in the individual, and hence in 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.
Number of Employees by region

Efforts to promote diversity and inclusion

At Murata, we are promoting diversity and inclusion along three axes: “Activities to entrench diversity and inclusion,” “Promotion of understanding among management personnel,” and “Implementation of measures in response to individual attributes.”

  Main initiatives
Activities to entrench diversity and inclusion
  • Holding of training programs organized by executive officers on the themes of diversity and inclusion
  • Establishment of M-DIP (Murata Diversity & Inclusion Plaza) *
Promotion of understanding among management personnel
  •  Holding of in-house lecture meetings
Implementation of measures in response to individual attributes
  • Implementation of Action Plan for Act on Promotion of Women’s Participation and Advancement in the Workplace
  • Career training and counseling for seniors  etc.
*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 of 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

Up to 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 spark off each other 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 Act on 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 towards their realization.

Action Plan for the Act on Promotion of Women’s Participation and Advancement in the Workplace (PDF: 168KB)

Results of the Action Plan for the Act on Promotion of Women’s Participation and Advancement in the Workplace (2016 to 2018)

Increased recruitment
  • Increased proportion of female employees in total number of new graduates recruited
    Targets: Engineering: 10%  Administrative: 40%
    Results (FY2019): Engineering: 16%  Administrative: 56%
  • Holding of seminars for female university students and provision of information regarding employment to female university students
Support for career formation
  • Reform of systems to provide opportunities for advancement to employees on childcare or nursing care leave
  • Career education for young and mid-level employees
Promotion of variation in ways of working
  • For details of systems in place in this area, please see “Creating workplaces that promote work satisfaction.”
Murata supports wider roles for women
We are supporting the advancement of women

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, such as a farm-work employment service for people who have physical disabilities.

Changes in the percentage of physically challenged personnel employed by Murata Manufacturing

Enhancing motivation of older employees

Murata Manufacturing has programs in place to enhance motivation among 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 seniors 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 both in Japan and at overseas Group companies. 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 resonance 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 do not want our employees simply to perform their jobs, but also, by playing 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 is able to 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) can 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 are able to 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 are able to 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
  • In addition to annual paid vacations, employees are granted one day’s worth of paid vacation able to be taken in 30-minute units per year
  • Can be used in conjunction with half-day paid vacations
Leave for nursing sick children
  • When employees need to nurse a sick child or children of elementary school age, they are granted special leave of five days per year in the case of one child, and 10 days per year in the case of two or more children
  • Available when nursing a sick child, and also during temporary closure of the child’s school
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 that 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 Act on 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 towards 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 in order to explain labor-related systems and standards to management and newly appointed officers, who do not belong to unions or employee associations.

Employee health and safety (Occupational health and safety)

Occupational health and safety

We have been promoting health and safety activities in order to create a workplace environment that enables employees to feel secure doing their job. Although the number of workplace accidents has decreased since fiscal 2017, it has not been a large decrease. We are aware that our inability to keep up with safety education for the rapidly increasing number of employees and insufficient management oversight due to rapid business expansion through plural M&As are issues that must be tackled as a company.

Therefore, going forward, we will roll out measures from a range of perspectives, such as fostering a safety culture by holding health and safety conferences and taking a health management approach, improving health and safety education systems, reviewing risk assessment systems, conducting safety evaluations through external consultants, and training the next generation of managers. We aim to create a safety-first workplace environment and increase employees’ sensitivity to danger through a duty to consider safety borne by executive and management levels, as well as a duty of self-insurance borne by employees, themselves.

Fukui Murata Manufacturing Murata Safety (MS) Center: Experience-based danger training

Changes in the Frequency of Workplace Accidents (Murata Manufacturing and Domestic Affiliates)

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 2018 and responses

In fiscal 2018, we did not experience any fatal accidents or serious accidents that left employees with permanent disabilities. 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.

Health management

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, in order to sincerely engage in contributing to the mental and physical health of our employees, who are the foundation of our business.

In Japan, we worked to secure full-time industrial physicians, and at present, we employ 14 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, as they are the foundation supporting our value-creation process, while being mindful of Murata’s prized company philosophy.

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 have listed the proportion of people with a high risk of health conditions, the rate of people taking time off for mental health reasons, work productivity, and health literacy, as 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

Intellectual property rights of employees

Murata has a reward system regarding new technologies developed by employees. Employees are rewarded under certain conditions, such as when a patent application is filed, a patent is granted, a patent is used internally, or Murata receives a patent royalty payment.
In evaluating patents, a review is undertaken by an "Invention Reward Reviewing Committee." There is also a rule to accept objections from the employees against the review, in order that a fair evaluation is ensured. Please note that, in fiscal 2018, in consideration of patent use both inside and outside Murata, a total of 925 employees were rewarded under the system.