Murata's human resources

Achieving a virtuous cycle between individuals and the organization

Basic approach

<Approach>

The realization of a virtuous cycle model begins with fostering understanding and agreement with the management philosophy, which lies at the core of Murata’s organizational and human capital. This remains the most important factor for its success. Further, in order to evolve into an organization where employees can take part in spirited discussions while applying their diverse individual capabilities, we will strengthen communication by creating opportunities to share successful cases, providing places for dialogue, and building systems and initiatives that promote such communication. In addition, while advancing system reforms and improving the organizational environment, we will foster a culture and climate that connects the virtuous cycle of innovation.

<Core initiatives>
  • Reinforcement of organizational foundations (autonomy, evolution, and collectiveness at each workplace)
  • A foundation for embracing and leveraging change and diversity
  • Secure and safe workplace and health management

See the following page for more information on our basic approach and major initiatives for human resource management.
Link: Human resource management

Reinforcement of organizational foundations (autonomy, evolution, and collectiveness at each workplace)

Establishing a variety of career paths

To increase our competitiveness as “Murata, a technology and manufacturing leader” by anticipating changes in the business environment, we actively develop and utilize personnel with diverse qualifications and skills as part of our efforts to establish an environment that enables employees to thrive in line with our business portfolio. Specific efforts include the fiscal 2019 development of multi-track career paths that expand non-managerial careers for career-track employees who engage in core operations on a global basis. For general-duties staff who are primarily responsible for manufacturing and operational improvement, in fiscal 2023, we expanded applicable positions to which general-duties staff in manufacturing can switch when applying for a specialized technical position, as well as established new grades that allow operational general-duties staff to gradually transition into regional career-track positions, thereby enhancing career path opportunities. To empower employees to envision and pursue medium- to long-term career paths without being constrained by their current location or type of work, we support our employees’ autonomous career development through both personnel systems and dialogue within each organization and workplace.

Career-track personnel
Employees with advanced expertise and experience who contribute to the business will also be appointed to managerial positions alongside conventional management roles.

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General-duties staff
Employees can select whether to continue working as general-duties staff or transition into a career-track or specialized technical position.

Image of General-duties staff
<Career transition statistics for general-duties staff in Japan>
New position after transition FY2023 FY2024 FY2025
Specialized technical position 253 284 300
Regional career-track position 370 113 143

“Expert introduction service” to promote internal co-creation

The expert introduction service was launched in April 2024 to promote the creation of new innovations across and beyond organizations and divisions. In this service, mediators called coordinators seek out and connect to experts from within the company who can help solve the user’s issues. Nowadays, knowledge and know-how are contained within an individual or an organization due to the increasing number of employees and the proliferation of remote working. This prevented the effective application of findings accumulated by everyone in the company. As a measure to maximize the knowledge that each individual and organization possess, this service is designed to create a framework that allows people to casually connect, facilitating information sharing. Currently this service is still in its internal permeation phase, but it is beginning to turn out unexpected collaborations between divisions and other organizations. The network of diverse people is also expanding the opportunities for personal interests and hobbies to benefit the business. Murata also has other services and communities that bring people together in many divisions. These services aim to nurture a co-creation culture within the company, where people collaborate wherever possible.

Expert Referral Service image

A foundation for embracing and leveraging change and diversity

Promoting D,E&I through M-DIP

To build a foundation for embracing and leveraging change and diversity, Murata promotes diversity, equity, and inclusion (D,E&I). To foster D,E&I climate by employee-driven initiatives, we established the Murata Diversity & Inclusion Plaza (M-DIP) as part of our efforts to promote D,E&I, and we are continuously working on cross-organizational and cross-site activities. Starting from Murata Manufacturing in 2016, the group composed of switching volunteer members has now been active for seven terms, and a total of 148 individuals have contributed over that time. Since the 7th term, the group has welcomed participation from affiliates in Japan, expanding the scope of activities with more diverse knowledge, abilities, and perspectives. With the owner as the human resources officer, the activities are reflected in its operations through dialogue with the management.
As one of our core management issues, Murata aims to “achieve innovation, leveraging diversity.” To this end, we promote activities under the M-DIP mission of “creating more workplaces where people can bounce different views and ideas off each other and accept one another.”
Murata’s strength comes from over 20 volunteer members who gather every year.

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Initiatives for fostering opinion diversity

At one workplace, while the members had good relationships with each other, they haven't reached a state where they can discuss different views and opposing opinions and accept each other. To break through this issue, they started activities called “bouncing off opinions” in order to improve the quality of discussions.
Specifically, the members took a graphic recording course to learn methods to improve the quality of discussions and established a state where everyone can share the same vision through group work. Then the members brainstormed ideas and drafted discussion rules to create an environment where “members bounce different views and opinions off each other and accept one another” and created a rule check chart. The chart is applied to small-team debates and various other efforts tailored to different workplaces.

Secure and safe workplace and health management

CS and ES are the most important values at Murata, and we believe that these are the foundation for employees’ health and wellness in secure and safe workplaces.

By solidifying this foundation, we will increase the value of our human capital. Based on Vision2030, we have defined what Murata wants to be in 2030 with regard to secure and safe workplace and health management, as "each employee can work while feeling that they are healthy in a safe workplace." All people working in Murata should have a healthy mind, body, and relationship with people and society. In the workplace, employees should be able to concentrate on their work without worries, and experience few near-miss accidents.

Link: Secure and safe workplace and health management