CSR Activities: Targets and Results

Murata commits itself to continual improvement in priority theme areas through the implementation of a broad range of measures.

Environment

Murata commits itself to continual improvement in priority theme areas through the implementation of a broad range of measures.

Results for fiscal 2017 environmental targets and social targets, medium-term targets for fiscal 2016 to fiscal 2018, and targets for fiscal 2018

○: Achieved Δ: Nearly achieved ×: Not Achieved

Item Targets for FY2017 Results for FY2017 Achievement FY2016 to FY2018 medium-term targets Targets for FY2018
[1] Environmental considerations in our products Verify (provisional) rules for the calculation of degree of contribution to reduction of CO2 emissions (Provisional) rules for the calculation of degree of contribution to reduction of CO2 emissions were verified for all Murata products. Establish evaluation methods for the amount of contribution to CO2 emission reduction at the usage stage of our products Establish evaluation methods for the amount of contribution to CO2 emissions reduction at the usage stage of our products
[2] Global warming countermeasures Reduce CO2 emissions by at least 1% against the previous fiscal year CO2 emissions were reduced by 3.8% against the previous fiscal year. Reduce total greenhouse gas emissions in FY2018 to 1.2 million ton CO2 or less Reduce total greenhouse gas emissions in FY2018 to 1.2 million ton-CO2 or less
[3] Saving resources and recycling -Waste Improve FY2017 waste emissions per unit of real production by 1% (compared to FY2011 to 2015 average)
  • Waste emissions per unit of real production increased by 13% against the average figure for FY2011-2015.
  • Measures were implemented to reduce the volume of waste emission from a new process producing a high volume of waste.
× Improve average waste emissions per unit of real production in FY2016 to FY2018 by 3% (compared to FY2011 to FY2015 average)
Continue to work in FY2018 toward the achievement of our medium-term FY2016-2018 target (Improve average waste emissions per unit of real production in FY2016 to FY2018 by 3% [compared to FY2011 to 2015 average])
[4] Saving resources and recycling -Water
Improve water usage in FY2017 per unit of real production by 1% (compared to FY2011 to FY2015 average)
  • Enhance rainwater discharge management in order to reduce pollution risk.
  • Water usage per unit of real production was improved by 19% compared to the FY2011 to FY2015 average.
  • A survey was conducted in order to determine the status of rainwater discharge management, and management methods were proposed.
  • Improve average water usage per unit of real production in FY2016 to FY2018 by 3% (compared to FY2011 to FY2015 average)
  • Develop measures to establish assessment methods for and reduce water risks
  • Continue to work in FY2018 toward the achievement of our medium-term FY2016-2018 target (Improve average water usage per unit of real production in FY2016 to FY2018 by 3% [compared to FY2011 to FY2015 average])
  • Establish assessment methods for water risks, and deploy measures to reduce water risks

6th Environmental Action Plan

Item FY2016 to FY2018
[1] Environmentally considerate products Establish technique to evaluate contributions to reducing CO2 emissions when our products are being used
[2] Global warming countermeasures Limit total greenhouse gas emissions in FY2018 to no more than 1.2 million t-CO2
[3] Saving resources & recycling (1) Waste Reduce FY2016-FY2018 average waste emissions per unit of net production by 3% (compared to FY2011-FY2015 average)
(2) Water
  • Reduce FY2016-FY2018 average water use per unit of net production by 3% (compared to FY2011-FY2015 average)
  • Establish technique to evaluate water risk and take measures to reduce it

Society

Results for fiscal 2017 social targets, medium-term targets for fiscal 2016 to fiscal 2018, and targets for fiscal 2018

○: Achieved Δ: Nearly achieved ×: Not Achieved

Item Targets for FY2017 Results for FY2017 Achievement
FY2016 to FY2018 medium-term targets
Targets for FY2018
[1] Corporate Governance By continuing to establish internal controls, achieve a record of zero major incidents involving compliance with laws and regulations, our company statutes, internal regulations, etc. ・We continued to establish internal controls, and achieved a record of zero major incidents involving compliance with laws and regulations, our company statutes, internal regulations, etc. Realize sustainable growth by improving the transparency of management and the effectiveness of auditing, in an aim at increasing Murata's corporate value Realize sustainable growth by improving the transparency of management and the effectiveness of auditing, in an aim at increasing Murata's corporate value Continue and improve timely and appropriate information provision to executives and further invigorate discussions of strategy in board meetings
Implement efficient audits and promote expansion of internal controls at newly established bases and M&As in order to respond to our global expansion. Of our new domestic and overseas bases and M&As, we provided support for the establishment of internal controls and conducted follow-up surveys at four bases, working to promote the expansion of internal controls.

Continue to establish internal controls, and achieve a record of zero major incidents involving compliance with laws and regulations, our company statutes, internal regulations, etc.
Implement efficient audits and promote expansion of internal controls at newly established bases and M&As in order to respond to our global expansion.
[2] Promoting compliance Promote entrenchment of compliance awareness
  • Issue regular information regarding compliance promotion activities on an ongoing basis (12 times/year)
  • Conduct compliance verification tests and surveys
  • We issued an email magazine regarding compliance knowledge once a month (12 times/year).
  • With October as Compliance Enhancement Month, we conducted compliance verification tests and surveys in-house and at affiliates.
Permeate compliance awareness
  • Disseminate information over the intranet, such as on the latest trends in regard to compliance and various laws and regulations, and continue to conduct comprehension tests and surveys, in an aim at raising employee awareness
Entrench compliance awareness
  • Continue to regularly disseminate information regarding compliance promotion activities (12 times/year)
  • Conduct compliance verification tests and surveys
Implement compliance education
  • Hold group discussions using timely case method, etc.
With October as Compliance Enhancement Month, we conducted group discussions at Murata workplaces and the workplaces of affiliated companies, using compliance-related cases in which judgment was difficult, including ethical dilemmas.
Implement compliance education
  • Plan and continue implementing education and enlightenment activities that aim at broadly raising the general level of knowledge and awareness in regard to compliance
Implement compliance education
  • Hold group discussions using timely case method, etc.
Strengthen the foundation of global compliance
  • Flexibly rebuild and appropriately operate ongoing system for implementing the "Basic Policy for Prevention of Cartels and Bribery" based on specific circumstances in specific countries and regions.
  • Establish and utilize PDCA frameworks in order to promote compliance
  • We conducted e-learning programs concerning cartels and bribery at Murata and domestic affiliates. We advanced study of and development of a monitoring system for control processes to prevent cartels.
  • At overseas sales bases, we introduced education and awareness programs and made progress in obtaining personal commitments to compliant practices by establishing control processes and conducting e-learning programs, and  Formulating and distributing guidelines and manuals, etc. to assist in preventing cartels.
  • We conducted surveys of the status of compliance in new affiliates acquired by M&A, and advanced preparations for the introduction of control processes.
  • We advanced the introduction and upgrading of control processes for the prevention of bribery in manufacturing bases in the ASEAN region.
Strengthen the foundation of global compliance
  • Continue to supervise and guide the operation of ongoing system for implementing the "Basic Policy for Prevention of Cartels and Bribery" in overseas subsidiaries through cooperation with overseas headquarters
  • Develop the PDCA cycle for more effective and highly transparent compliance promotion activities by including a process to verify and approve the annual plan and the results of global compliance education, monitoring, etc., which is reported by the Secretariat at the Compliance Promotion Committee that is held twice a year
Strengthen the foundation of global compliance
  • Flexibly rebuild and appropriately operate ongoing system for implementing the "Basic Policy for Prevention of Cartels and Bribery" based on specific circumstances in specific countries and regions, and utilize system to monitor, audit and instruct.
  • Develop the PDCA cycle for more effective and highly transparent compliance promotion activities by including a process to verify and approve annual plans for global compliance promotion activities and the results of their implementation.
[3] Strengthening risk management Continuously review, on a company-wide level, measures to prevent risks that might affect business continuity and measures to reduce losses in the event of the manifestation of one of these risks. Enhance efforts in relation to countermeasures, for example by conducting training programs.
We continued to implement company-wide surveys regarding risks that might affect business continuity, and clarified items that should be enhanced in our countermeasures. As one of these items, we conducted BCP training in response to a projected earthquake, and identified points for improvement in our measures to prevent the manifestation of risks that might affect business continuity and reduce losses.
Ensure that the PDCA for risk management at the corporate level functions effectively, and permeate the concept of risk management as a part of day-to-day operations Focus on the emergence of new risks as a result of changes in the business environment at the global level, and continue to respond. In addition, in relation to measures to prevent the manifestation of the main existing risks that might affect business continuity and reduce losses in the event of their manifestation, continue to conduct BCP training once a year, judge its effectiveness, and make improvements as necessary.
[4] Society and community
With regard to Murata’s ongoing participation in science and environmental education for children, forest preservation activities, and local community events, in addition to enhancing the content of programs, expand activities to the global level.
At our domestic and overseas bases, we continued to participate in activities that are strongly rooted in the local community, including science and environmental education for children, forest preservation activities, local cleanup activities, and community events.
Realize the philosophy of our Founder, "Wanting the presence of Murata to be the pride of that area … for Murata to be a company that is a source of joy" at a global level
  • Continue to support the fostering of human resources that will lead us into the future by conducting science and environmental education for children.
  • Continue to conduct activities that are deeply rooted in the local community and that make a contribution, including greenification of worksites, forest preservation activities, and participation in local community events.
  • Expand activities that contribute to society on a global level.
[5] Suppliers Proceed with verification of status of compliance based on defined CSR procurement standards. Advance efforts to maintain and improve content of standards together with suppliers. We defined CSR procurement standards to function as targets, and established them as company regulations. In addition, together with suppliers we established mechanisms for the maintenance and improvement of systems based on these standards. Complete confirmation of the status of CSR compliance by major suppliers Create and effectively implement in-house mechanisms for regular verification of the status of CSR compliance at suppliers. In addition, advance efforts to maintain and improve the details of these mechanisms together with suppliers.
Continuously advance the expansion and timely updating of production site parts and materials databases that can be referred to in the event of a disaster. In addition, make efforts to ensure the effective use of the databases, for example by systematizing the procedures for verification of damage occurring in the event of a disaster. We continuously advanced efforts to expand production site databases. In addition, we reconsidered procedures, actions to be taken, etc. when a disaster occurs, and revised our in-house rules to enable more effective use of mechanisms. Introduce and implement stable purchasing with lower risk by further expanding the targets of procurement risk management to matters other than disasters and accidents Implement training based on systematized actions to be taken when a disaster occurs, and make efforts to establish more practical procedures for action and improve the level of proficiency. In addition, expand activities to reduce risks other than disasters for some products.
[6] Employees
  1. Continue activities to entrench diversity and inclusion at Murata
    • Activities to increase awareness (messages from top management, holding of in-house lecture meetings, etc.)
  2. Make efforts to ensure the possibility for active career formation and growth
    • Continue to advance activities to promote autonomous career design / change in awareness in relation to ways of working: Conduct activities to increase awareness among management-level employees, promote awareness of career autonomy from an early stage, continue to conduct career training
  3. Make efforts to promote advancement of female employees
    • Review possibility of reconsideration of opportunities to receive tests for career advancement during childcare leave, etc. and reconsideration of evaluation procedures
  4. Support career opportunities for seniors
    • Hold career management training courses (nine times), hold career interviews

  1. Promotion of diversity and inclusion

    Messages from top management and other activities to increase awareness
    • We continued meeting group (M-DIP) activities with team members who were appointed based on application in July 2016; we planned measures to promote entrenchment (posters, websites, lecture meetings, etc.), which will be implemented in FY2018
  2. Efforts to ensure the possibility for active career formation and growth
    • We conducted career training (11 times) and career seminars (25 times) for regular employees
    • We held career seminars for management-level employees (six times)
    • We revised the content of hierarchy-based education for middle-level employees with a  focus on career autonomy
    • We conducted career interviews with employees who so desired
  3. Efforts to promote the advancement of female employees
    • We reformed our system in order to provide opportunities to take career advancement tests to employees on childcare or nursing care leave
    • In order to promote male involvement in childcare, we expanded the number of days of maternity/childcare leave available to spouses to 10
  4. Support for career opportunities for seniors
    • We conducted career management training and held career interviews (nine times, with 169 participants)
    • We established a work matching system (an in-house open application system)
  • Introduce measures toward the awareness of career autonomy for each job
  • Implement efforts toward realizing diversity in ways of working
  • Implement efforts toward promoting the participation of men in childcare
  • Aim at the proportion of women in management trainee positions for new graduates being 10% with technical jobs and 40% with clerical jobs, and implement measures to that end
  1. Continue activities to entrench diversity and inclusion at Murata
    • Continue meeting group activities and implement entrenchment activities in order to promote diversity and inclusion (holding of in-house lecture meetings, establishment of in-house webpages, etc.)
  2. Make efforts to ensure the possibility for active career formation and growth
    • Continue to promote autonomous career design / change in awareness in relation to ways of working: Conduct activities to increase awareness among management-level employees, promote awareness of career autonomy from an early stage, continue to conduct career training, conduct career interviews that promote career transformation
  3. Make efforts to promote advancement of female employees
    • Implement efforts toward promoting the participation of men in childcare
  4. Support career opportunities for seniors
    • Hold career management training courses (11 times), hold career interviews
    • Conduct training in relation to provision of support for career opportunities for seniors
  1. Continue activities to entrench diversity and inclusion at Murata
    • Activities to increase awareness (messages from top management, holding of in-house lecture meetings, etc.)
  2. Make efforts to ensure the possibility for active career formation and growth
    • Continue to advance activities to promote autonomous career design / change in awareness in relation to ways of working: Conduct activities to increase awareness among management-level employees, promote awareness of career autonomy from an early stage, continue to conduct career training
  3. Make efforts to promote advancement of female employees
    • Review possibility of reconsideration of opportunities to receive tests for career advancement during childcare leave, etc. and reconsideration of evaluation procedures
  4. Support career opportunities for seniors
    Hold career management training courses (nine times), hold career interviews
    • Establish a "Management System on Human Rights and Labor"
    • Conduct training regarding harassment and workers’ rights for all employees
    • Continue to implement human rights education (Hierarchy-based education)

Conduct human rights/labor audits at business partners (temp companies, contractors, etc.)
  • We put the "Management System on Human Rights and Labor" into operation
  • We conducted human rights and harassment education for employees
  • We continued to conduct human rights education for new employees
  • We continued to conduct human rights and labor audits at business partners
  • We complied with customers’ CSR audits and responded effectively to any problems that were indicated
  • Firmly establish a "Management System on Human Rights and Labor" , and effectively implement the PDCA cycle in setting goals, extracting and improving problem through risk assessment, measuring and evaluating performance in committees, conducting management reviews, etc.
  • Introduce company-wide education once a year from FY2016 in regard to harassment, human rights, and labor, in order to increase employee sensitivity to those issues
  • Entrench the Management System on Human Rights and Labor
  • Conduct training regarding harassment and workers’ rights for all employees
  • Continue to implement human rights education (Hierarchy-based education)
  • Conduct human rights/labor audits at business partners (temp companies, contractors, etc.)
  • Enhance system for support of work-life balance
  • Hold workplace visit days for employees’ children (Once)
  • Identify issues and continuously review effective responses.
  • We held workplace visit days for employees’ children
  • We expanded the scope of eligibility for leave to nurse a sick child to employees raising children up to the sixth grade of elementary school (the end of the relevant fiscal year). Previously, leave had been restricted to employees raising children up to elementary school age.
  • Conduct investigation into and analysis of the conventional "work-life balance" support system, and consider a review of the system toward effective utilization once
  • Conduct investigation into and analysis of the conventional "work-life balance" support system, and consider a review of the system toward effective utilization once problems are identified
  • Aim further at fostering awareness of "work-life balance" support among employees and at the workplace
  • Continue to support the wholesome development of children, who will lead the next generation
  • Improve work-life balance support handbook
  • Hold workplace visit days for employees’ children
  • Identify issues and continue to examine effective responses.
  • Continue to advance measures to promote the entrenchment and sharing of Murata’s Company Philosophy
  • Promote workshops for sharing of the Philosophy organized by each base
  • Incorporate Company Philosophy education in domestic hierarchy-based training programs
  • Continue hiring foreign employees
    New graduates: 5 people
  • Promote acceptance of foreign employees on loan
    FY2017: 50 people
  • Conduct education to respond to global expansion (strengthening English language and Chinese language ability)
  • Conduct one set each of training programs to strengthen English language and Chinese language ability
  • Promote entrenchment of Company Philosophy
    In Japan: We promoted the holding of workshops considering the Company Philosophy to coincide with the anniversary of Murata’s founding
    Overseas: Workshops to promote sharing of the Company Philosophy continued to be organized by bases
  • We incorporated Company Philosophy education in hierarchy-based training programs
  • Results for acceptance of foreign employees on loan
    FY2017: 57 people
  • Employment of foreign employees
    FY2018: 12
  • We conducted education to respond to global expansion (strengthening English language and Chinese language ability)
  • We conducted one set each of training programs to strengthen English language and Chinese language ability


  • Ensure that the score on items related to "sharing the Philosophy" in an FY2017 employee survey is better than that of FY2015
  • Continue to hold Philosophy workshops
  • Continue promoting the hiring of foreign employees and the acceptance of foreign employees on loan, and work toward further diversity in management
  • Aim at further strengthening the language skills of employees (English, Chinese) , and develop personnel who can play an active role globally
  • Continue hiring foreign employees and implement various related measures
    -Accept foreign interns
    -Conduct Japanese-language training programs for foreign prospective employees
    -Conduct company brand PR at selected schools in order to increase motivation to seek employment with Murata
FY2018: 110 people
Improve tools for support of self-development
  • Zero incidence of serious work-related accidents
  • Number of serious work-related accidents: 2
  • We rebuilt our safety management system by means of the establishment of a company-wide Safety Promotion Committee and the periodic holding of liaison meetings for safety-related personnel throughout the company.
  • We conducted safety awareness education and introduced a lockout system company-wide.
  • "Zero" incidence of serious work-related accidents
  • Realize zero incidence of serious work-related accidents and reduce accidents both accompanied by lost work time and not accompanied by lost work time by 50% against FY2014.
  • Promote health and safety activities that are rooted in the worksite and incorporated in daily practice
  • Assess ongoing implementation of activities in FY2017 and work to reduce the incidence of work-related accidents by means of the following measures.
①Introduce external health and safety consultants
②Implement health and safety measures focused on work experience, form of manifestation of accident, and employee classification
③Eliminate breaches of compliance with the Industrial Safety and Health Act by reforming the OHS Compliance Evaluation Table
④Examine potential for company-wide introduction of “pointing and calling” activities
⑤Implement health and safety audits tailored to worksites acquired in M&A