Murata places great emphasis on employee satisfaction. Based on a policy of respect for human rights and fair treatment of employees, we have created a workplace environment in which our employees can display their abilities in a safe and healthy environment.

Respect for Human Rights

Human Rights and Labor Policies

We (Murata Manufacturing Co., Ltd. and the member companies of the Murata Group) have formulated a CSR Charter, which provides standards to be observed by all individuals working for Murata. Recognizing that human rights are both universal and an important element in business, and that respect for human rights is a social responsibility in the quest to realize sustainable business activities, we have established “Human Rights and Labor Policies”, and with respect for humanity as our guiding principle, we will make every effort to respect and protect human rights. If any problem arises against these Policies, we will take appropriate corrective actions.

We expect all of the companies and individuals involved in our supply chains to support the intent of these Policies, and to act to fulfill their social responsibility.

  1. Respect for fundamental human rights:
    We will respect the cultures, religions, customs, and histories of all countries and the fundamental human rights guaranteed by constitutions, laws, and regulations, and we will protect and never violate these fundamental human rights.
  2. Prohibition of inhumane treatment:
    We will not tolerate cruel and inhumane treatment, including any type of abuse or harassment.
  3. Prohibition of forced labor and child labor:
    We will not have any involvement with forced labor or child labor at any stage of our business activities.
  4. Prohibition of discrimination:
    We will eliminate discrimination from employment, and realize equal opportunity and fair treatment.
  5. Respect for workers' rights:
    We will observe global standards, and, based on the laws of the countries in which we conduct our business activities, we will respect the activities of workers' organizations, and strive to realize open communication based on mutual trust.
  6. Guarantee of appropriate employment conditions (working hours and wages) :
    We will observe global standards, and appropriately arrange working hours, holidays, and leaves within the scope stipulated by the laws and regulations of the countries in which we conduct our business activities. We will fully observe all wage-related laws in paying wages, and we will not unjustly reduce wages.

Creating a Workplace Environment and Personnel System Free from Discrimination

Based on "Human Rights and Labor Policies", Murata has established a working environment and personnel system free from discriminatory treatment based on race, beliefs, gender, religion, nationality, disease, or other reasons.
Moreover, to raise employee awareness of these issues, our graded training programs include human rights education content. Throughout the Murata Group's offices and plants, both in Japan and overseas, child and forced labor are strictly prohibited.

*To abolish child labor, we have identification check during employment for preventions.
No child labor incident was reported so far.
No of child labor Incidents for the last 5 years
2012 2013 2014 2015 2016
0 0 0 0 0

Fostering Human Resources

Self-selected Career Paths according to Aptitude

Seeking to make the most of every individual’s personal strengths and characteristics, Murata provides its employees with opportunities to utilize their skills and strengths to the maximum and to make choices with consideration of their own career paths.

For younger employees, we offer a career development program featuring deployment in diverse roles at various locations, enabling them to plan their careers in line with their personal skills. For employees on a general management career path in their fourth year of work for Murata, we have established a system enabling the formulation of a plan for a new career direction, based on their own desires and consultation with superiors, and a system enabling a change of position for a period of two years for the purpose of personal education. In addition, we have also instituted a system of "in-house staff recruitment" whereby employees can select their career tracks themselves.

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. Murata will assist employees at the middle level or above 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 developing those strengths and natural abilities.

In the future, while responding to the changes of the times and the demands from society, Murata will continue striving to make improvements for the development of a work environment that allows each and every employee to make a significant contribution.

Supporting Skills Advancement at Every Career Step

Murata aims to foster people who are self-motivated, who value customer satisfaction, who display individuality and a pioneering spirit, and who are skilled at cooperating with fellow employees. In doing so, we are seeking to enhance the three capacities related to the fostering of human resources as stipulated by our human resource development policy, established in 2008: The capacity to "grow" in the individual, the capacity to "foster" in the workplace, and the capacity to "nurture" as a company.

Looking at our level-based training programs, we focused on management competence in order to enhance the capacity to "foster," and we engaged in activities that included workplace follow-up. We also continued a factory workshop for new recruits of approximately six months in duration, held to enhance the capacity to "grow. "

We are also strengthening "Elective Training" to help individuals build their basic skills as businesspeople and "Select Training" to foster business leaders.

Status of Education and Training Systems

Uncovering New Potential through Job Rotation 

Murata Manufacturing Personnel & Industrial Relations Department confirms new employee assignments by taking a second look at each new employee's suitability and desires after one year of assignment on the job.

Moreover, Murata Manufacturing incorporates job and workplace rotation in its career development program for young employees in all occupations. Exposure to different duties and workplaces is intended to help employees discover aptitudes and strengths that they were not aware of, and to have employees apply to their future work the expertise and perspectives gained through the various jobs, workplaces and human relations encountered.

In-house Staff Recruitment System-Emphasizing Voluntary Career Selection 

Murata has implemented an in-house staff recruitment system, with the aim of creating a corporate culture that has the spirit of challenge and independence, by giving employees the opportunities to choose their own career paths. This system also enables the Company to rapidly deploy personnel and structure its organization to meet business needs. 

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-About 20 Employees Sent Abroad Each Year in the Overseas Training Program

In 1981 Murata introduced its Overseas Training Program, which sends young employees abroad. The program seeks to give employees a chance to experience life and work overseas early in their careers, so as to foster engineers and businesspeople who can think and act with an international perspective. The program offers employees a variety of opportunities, including conducting research at overseas universities and research institutions, receiving language training in the U.S. or China, and receiving practical training at overseas affiliates.

The program sends 20-30 employees overseas every year. Employees are selected for the program by recommendation or by calls for applications. In fiscal 2014, the program will continue to foster human resources with an international perspective, able to act on the global stage.

Moreover, to promote the appropriate global placement of personnel, in 2007 Murata established a rotation system for sending overseas employees to the Head Office in Japan and local affiliates in other countries.

This rotation system, which has sent an accumulated total of more than 320 employees as of fiscal 2016, not only enhances the motivation of the dispatched employees themselves, it also encourages a borderless flow of people in each country, helping pave the way for Murata employees across the globe to act in concert toward achieving a singular goal.

To accelerate such developments, we are planning a personnel system suited to global personnel rotation.

Employee Perspective

Number of Employees by Region
Masamichi Andoh

Organic Functional Devices Dept. New Products & Business Division. Murata Manufacturing Co., Ltd. General Manager

Opening the "Door to the Future"

A research theme that I submitted to the first "Door to the Future" project was selected for implementation, and I found myself working on a technological research and development project that was a first for both Murata and myself.

At first, I was fighting a lonely battle. But thanks to all the support that I received, an organization began to grow little by little. This organization developed into the Organic Film Devices Business Dept., which has 25 members of staff, in fiscal 2015. The members of our team have worked as one, and we have taken the first steps towards the establishment of a successful business, having brought the product that we developed to the market. We are of one mind in working every day to further expand this business.

As a system that offers opportunities to employees wishing to establish new businesses within Murata, "Door to the Future" is also a "Door to your Dreams," which gives every employee a tremendous chance.

Equal Opportunities and Workplace Diversity

An Open Attitude toward Diversity, in an Organization of Diversity

In accordance with our company slogan “Innovator in Electronics,” which is shared by all employees, Murata seeks to encourage further innovation (the creation of new things based on novel ideas and unfettered concepts) by diverse employees through the promotion of diversity and inclusion.

We have created systems, such as a childcare support system, that have enabled us to hire diverse personnel and those personnel to continue working, and we have provided support for the creation of working environments and the formation of career paths that enable every employee to independently develop and utilize their diverse abilities.

In the future, we will foster a workplace culture and an awareness among employees that is accepting of different ideas and perspectives, and allows these ideas to be put to use and to spark off each other, making it possible for every employee to grow and to generate innovation.

Number of Employees by Region Number of Employees by Region

Expansion of Opportunities for Women

Murata has worked hard to support the recruitment and the continued employment of highly talented personnel, without consideration of gender. As a result, there is almost no difference between our male and female employees in terms of years of continued employment with the company. In the future, seeking to further promote the success of our female employees, we intend to make even greater efforts to provide opportunities for active career development and the creation of an environment enabling female employees to play larger roles. In addition, we have established a Diversity and Inclusion Initiatives Committee to help ensure that all employees are able to succeed irrespective of their gender. The committee studies the ideal conditions to promote success, and implements activities seeking to entrench those conditions within the company. Our Action Plan in relation to the Act for the Promotion of the Success of Female Employees has established the following major goals for a three-year period commencing in fiscal 2016: Increased recruitment of female staff; the implementation of measures to ensure that female employees are able to actively form their careers and grow, even if there are major events in their lives, or they face restrictions due to factors in their daily lives; and the promotion of diverse working modes and the creation of an environment that enables female employees to display their abilities to a greater extent. We will push ahead with a variety of measures, including the establishment of relevant systems and the conducting of education programs, looking towards the realization of these goals. In 2017, we established a leave system for employees who have returned to work early from childcare leave, which offers, among other benefits, regular health checks and immunization for children.
Murata supports wider roles for women
Murata supports wider roles for women
Murata Manufacturing co., Ltd. Employees' percentage

Employment of Physically Challenged

Based on a philosophy of treating all members of society equally, Murata is committed to expanding employment opportunities and improving the workplace environment for the physically challenged.

In addition to taking on physically challenged new graduates, Murata has long had a policy of accepting mid-career hires. We have surpassed the legal minimum for the percentage of disabled persons employed in the total workforce in each of the last five years.

Proportion of Physically Challenged Employed at Murata Proportion of Physically Challenged Employed at Murata

Localized Hiring and Employment at Overseas Units

We believe we play a role in the development of the electronics industries in, and contribute to the economic growth of, each of the 24 countries and regions worldwide in which our offices and subsidiaries are located. Localized hiring and employment are part of that commitment.

In line with our expansion of overseas businesses, we have increased hiring of personnel in the China and the wider Asia region. To encourage better deployment of local talent, we are systematically committed to localization.

For all regular employees hired locally by overseas facilities, from young employees to senior management, we provide management training to ensure a shared commitment to Murata's principles and to foster the knowledge and skills needed for their realization.

Managers hired at overseas bases are sent to Japan for management training
Managers hired at overseas bases are sent to Japan for management training
Head office 36名 Fukui 11名
Yasu 13名 Anamizu 1名
Yokaichi 1名 Toyama 4名
Tokyo 1名 Tome 2名
Sabae 1名
Total 70
Staff Members Hired at Overseas Bases Dispatched to Work at Murata business locations in Japan

Enhancing Motivation of Older Employees

Murata Manufacturing has a program in place to enhance motivation for older employees. 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 (an internal career counselor for older employees) interviews these employees and then provides personal support for developing their second careers.

Murata Manufacturing has introduced an in-house staff recruitment system to provide work opportunities that make use of the knowledge and experience accumulated by older employees.

Retired employees are also subject to consideration under the system, which is intended to recruit personnel with knowledge and experience relating to designated tasks in each organization of the Company. The idea is to capitalize on the expertise of older employees who can hand that expertise down within the Company, and to provide a workplace where employees can continue doing rewarding work after reaching retirement age.

Creating a Relaxing Working Environment

Support for Striking a Balance between Work and Family Life

Every employee has a home and a family that are the foundations of their livelihood, and, regardless of gender, every employee has an obligation to them. Murata believes that by establishing an environment that allows its employees to enhance not only their work but also their home foundation, its employees will manifest their aptitudes and continue to perform well. We have put in place various support systems so that both men and women are able to progress in the development of their careers while being involved in such activities as child-bearing, child-rearing, and care-giving.

In response to the enactment of Japan's Law for Measures to Support the Development of the Next Generation, we formulated an action plan from April 2005 that includes improving maternity leave and short-time employment arrangements, introducing special leave for infertility treatment and providing support to encourage fathers to be involved in raising their children. A considerable number of employees have used these support systems. Consequently, we have been recognized as a business that meets the basic requirements of the Law for Measures to Support the Development of the Next Generation, and were awarded the Second Kyoto Prefecture Award for Support for Child-rearing.

Since fiscal 2008, we have held a "Children's Visiting Day" on which employees' children are invited to the workplace of their parents. The goal is to have children directly sense the activity called "work" by letting them see their parents working and the workplace. From 2009, we contracted with an external company and established a child-minding support system for employees with children of elementary school age or below whose spouse also works. We also have a system under which employees with children are able to reduce their working hours by up to two hours per day; from 2010, we will expand the employees to whom this system applies from those with children up to their third year of elementary school to those with children up to the age of graduation from elementary school. In 2012, we launched a Mothers' Committee at each of our worksites, thereby creating opportunities for female employees who are balancing child-rearing and work to expand networks among themselves and share their concerns and know-how. In 2016, we established a leave system enabling employees to accompany their spouses overseas when the spouses are relocated for work, in order to enable them to continue their careers. We also offer a short-day system that allows employees to shorten their working hours for the purpose of providing care, enabling them to balance work with care provision. In 2017, we established a short-week system to supplement this system, enabling employees providing care to work four-day weeks. Going forward, in addition to continuing the initiatives that we have established up to the present, we will further our efforts, for example by verifying the effectiveness of our measures and expanding systems, and introducing a support menu to enable employees to continue their careers and maintain their skills while taking maternity or childcare leave.

In order to promote active use of the work-life balance systems, we will formulate guidelines and make improvements to the contents of the systems.

Introduction of Discretionary Work Plan (MIP System)

From 2010, in addition to our existing discretionary work plan for technical specialists, we have introduced the Murata Increasing Productivity System as a new discretionary work plan, this time for planning duties. The aim of the new system is to realize increased productivity by means of a self-directed work style, and at the same time to thoroughly implement health management and attempt to prevent the normalization of long working hours. Applicants for eligibility state their case to the Personnel & Industrial Relations Dept., which makes the final decision on whether they qualify, based on the perceived necessity of vesting in the applicant decision-making powers concerning the execution and duration of the work.

Paid Time off in Hourly Units

Under a system begun in October 2011, employees at Murata Manufacturing and its affiliates are able to take paid time off in hourly units. As working styles, lifestyles and values become more diverse, our purpose is to enhance the convenience and flexibility of paid time off and to support and promote work/life balance, especially for those raising children or providing care for family members. Under this program, employees can still receive pay while taking the equivalent of a day off on top of their existing number of paid holidays each year; the only difference is that this additional time off can be taken in hourly units.

Building Stable Relationships Based on Mutual Trust

The Japanese Electrical Electronic & Information Union has member labor unions within Murata Manufacturing and certain subsidiaries. All employees, excepting management, of all these companies are members of the unions.

We strive for corporate development from the standpoint of labor and management, and for stability in employee lifestyles, recognizing that labor disputes can be fundamentally resolved through mutual understanding and trust. 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 subsidiaries with no labor unions there are employee associations or similar organizations, to which every employee outside of management belongs. These groups discuss and exchange views with top management and facilitate communication among employees. Meetings are held from time to time, to explain labor-related systems and standards to management and newly appointed officers, who do not belong to unions or employee association

Using Paid Leave to Support Self-Fulfillment and Self-Development

In addition to the legally mandated annual paid leave systems, Murata has established two other systems: special paid leave for self-fulfillment and special leave to support self-development. The former system allows employees to save two days of annual paid leave per year from the portion that would have expired if not taken after two years and apply the accumulated leave toward relaxation, volunteer work, care for the elderly, nursing, medical treatment, child raising or similar purposes. The latter system supports individual career advancement by paying 30% to 100% of base salary to employees who take time off work to focus on studying or to take courses overseas with the aim of obtaining required certifications.

Measures to Prevent Sexual Harassment and Power Harassment-Training Workshops for Senior Staff Members

Sexual harassment is a breach of Company policy and a serious human rights violation that lowers employee motivation by degrading workplace environments. Seeking to maintain comfortable workplace environments free from such acts, we have formulated a Basic Policy on Preventing Harassment that clearly states that we do not tolerate sexual harassment or power harassment, etc., that we will take decisive action in the case of incidents of harassment, and that we will protect the rights and the privacy of victims of harassment.

In addition, we hold harassment workshops for senior staff members. The workshops show specific examples to clearly elucidate the definition and forms of harassment, measures to prevent occurrence, the handling of victims and perpetrators, and the actions each employee should take.

The Workplace Environment that We Strive For

At Murata, we regard CS and ES as important values in management. For Murata, CS means creating and providing value recognized by our customers, and ES means that employees working at Murata have motivation and are shining brightly as working professionals. We want to be a company in which these values can be realized in our day-to-day work. Until now, we have put a variety of initiatives into practice in order to foster this sort of corporate culture.

Employee surveys have shown that the values and the culture that we sought to establish have taken root.

In the future, we will strive even more to achieve a workplace in which every employee is conscious of CS and ES in their own work on a routine basis, which means a workplace in which CS and ES are realized autonomously.

CS and ES
Generally speaking, CS means "customer satisfaction," and ES means "employee satisfaction." At Murata, however, we translate CS as "creating and providing value" and ES as "motivation and growth."

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 2016, in consideration of patent use both inside and outside Murata, a total of 1570 employees were rewarded under the system.

Employee Health and Safety (Occupational Health and Safety)

Occupational Health and Safety Policy

In March 2016, Murata issued the EHS and Disaster Prevention Guidelines, which contain guidelines regarding occupational health and safety for the entire company, and we are striving to provide our employees with a workplace environment in which they find it easy to do their jobs.  

Murata Group EHS and Disaster Prevention Guidelines

As one means of putting into practice the company policies that form our management philosophy, the Murata Group will work as one in advancing measures to reduce our environmental burden (E), measures to ensure health and safety (H/S), and disaster prevention measures.

  1. We will comply with laws and regulations and ensure that we observe agreements that have been made with related bodies, etc.
  2. We will work to realize the following goals through the corporate activities of the Murata Group.
    (1) Reduction of environmental burden
    ・Reduction of business-related environmental burden
    ・Prevention of environmental contamination
    (2) Preservation of health and safety
    ・Elimination of work accidents
    ・Creation of safe and healthy working environments
    (3) Promotion of disaster prevention measures
    ・Elimination of fires
    ・Minimization of damage due to natural disasters
  3. We will create an EHS and Disaster Prevention Management System, and work for its constant improvement.
  4. We will publish these guidelines both within and outside the company.

Introduction of Occupational Health and Safety Management System

We have introduced occupational health and safety management systems at all of our domestic and overseas worksites, and we are working to constantly improve our health and safety performance.

OHSAS18001 Certification Status

Health Management

We believe that the ability of all Murata employees to flourish in their positions with strong motivation and a feeling of physical and mental health is directly related to the creation of new value for our company. Based on this thinking, and in accord with our Shaze (Murata Philosophy) , with a belief that the health and safety of everyone who works for Murata is our top management priority, we are working to create safe and comfortable working environments and to maintain and improve our employees’ physical and mental health throughout our entire organization.

Responses to Lifestyle Diseases and Those at Risk

As the risk of lifestyle-related diseases increases, efforts towards their improvement and prevention are becoming a significant task.

At Murata, we have incorporated specific items in the categories covered by regular medical check-ups to facilitate cancer diagnoses, making it possible for employees to receive cancer screenings during check-ups.

In addition, we are also working to enhance our follow-up of the results of these medical examinations. Industrial physicians and health staff actively offer employees guidance on the maintenance of health and promote disease prevention, and, based on the results of regular medical check-ups, recommend employees at particularly high risk to receive an examination at a medical institution. They also offer group seminars and consultations for employees whose findings show abnormalities.

Responses in the Area of Mental Health

At Murata, we are advancing our efforts in the area of mental health with the four types of care recommended in the Ministry of Health, Labour and Welfare’s Guidelines for Supporting the Mental Health of Employees in the Workplace as our guidelines.
To ensure the mental health of our employees, we conduct mental health care based on self-care and line care, and industrial psychiatrists offer consultations and respond in cases in which employees are experiencing mental health problems.
In addition, we contract an external consultation organization (an EAP organization) that offers consultations to employees and their families by telephone or email, or dispatches counsellors for face-to-face consultations.
We have also introduced a "Return to the Workplace" program, which provides support to employees who have taken leave as a result of mental health problems, assisting them in adapting to the work environment and in returning to their normal jobs at an early stage, and we are responding to the requirement for stress checks that went into law in December 2015.

Health Consultations

As part of our efforts to maintain and improve our employees’ health, we offer everyday emergency response, and industrial physicians and health staff are available for health consultations and to provide health-related information.

Efforts to Maintain and Improve Employee Health

We provide support to encourage employees to pay attention to their own bodies, and to manage their health. In addition to seminars focused on preventing lifestyle-related diseases, we offer a variety of events with the aim of maintaining and improving our employees’ health, including light exercise classes, physical fitness measurements, balanced diet classes, support for quitting smoking, and measurement of vascular age, bone density, and body composition.
運動教室の様子 An exercise class

Tackling the Issue of Long Working Hours

Long working hours can cause a variety of health problems, including brain and cardiac disorders. In an effort to prevent damage to our employees’ health and to ensure that they are able to use their full abilities in a state of physical and mental health, we require employees who work more than a specified number of hours per month to receive check-ups from our industrial physicians and health staff, including mental health checks.

Certification as a "White 500" Company for Outstanding Health and Productivity Management

The Ministry of Economy, Trade and Industry has established a system under which large companies that consider their employees’ health management from a business management perspective, and that engage in strategic efforts on this basis, are recognized as "White 500" companies, indicating outstanding health and productivity management. In February 2016, Murata was certified as one of these companies.