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CSR

CSR Management

CSR Management (Targets/Plans and Results)

CSR Management (Targets/Plans and Results)

 

Muratec and its Stakeholders

What makes Muratec’s corporate activities possible is the relationship of trust between its various stakeholders—the customers, suppliers, vendors, employees and their families, the regional environment, and local communities—as well as with society as a whole.
 
In order to continue functioning as an entity trusted and needed by all our stakeholders, we will endeavor to justify their confidence and expectations in us, and in other words meet the demands society makes through our corporate activities.

Primary Challenges

We conduct activities based on specific action plans by establishing the theme and targets for each CSR challenge.
In the future as well, we will strive to make continuous improvements by employing various management approaches to achieve these targets.

Targets/Plans and Results

[Result: (evaluation)]・・・✓=Achieved, △=Partially achieved, ✕=Unachieved
Global Environment
  • Environmental management system
    Targets and results for the fiscal year ended in March 2021
    •  Implement company-wide environmental training and internal auditor training courses on a regular basis.
      【Result:✓】Implemented company-wide environmental e-learning courses, in which 4,468 employees participated in total.
    • Conduct communication meetings with the central environmental office and site environmental offices on a continuous basis.
      【Result:✓】 Conducted communication meetings with the central environmental office and site environmental offices to share challenges with site offices three times.

    Targets and results for the fiscal year ending in March 2022

    • Implement company-wide environmental training and internal auditor training courses on a regular basis.
    • Conduct communication meetings with the central environmental office and site environmental offices on a continuous basis.
  • Reduce the environmental impact in business activities
    Targets and results for the fiscal year ended in March 2021
    • Work to reduce total CO2 emissions per unit production.
      【Result:✓】 The total CO2 emissions is reduced by 7% compared to the fiscal year ended in March 2018 (base year).
    • Work to reduce water resource usage per unit production.
      【Result:✓】 The water resource usage per unit production is reduced by 16% compared to the fiscal year ended in March 2018 (base year).
    •  Work to reduce total amount of waste generated per unit production
      【Result:✓】The total amount of waste generated is reduced by 33% compared to the fiscal year ended in March 2018 (base year).
    •  Work to reduce VOC emissions per unit production.
      【Result:✓】The VOC emissions per unit production is reduced by 11% compared to the fiscal year ended in March 2018 (base year).

    Targets and results for the fiscal year ending in March 2022

    •  Reduce the total CO2 emissions by 18% compared to the fiscal year ended in March 2018 (base year) by 2030
    •  Reduce the water resource usage per unit production by 3% compared to the fiscal year ended in March 2018 (base year) by 2030
    • Reduce the total amount of waste generated by 5% compared to the fiscal year ended in March 2018 (base year) by 2030
    •  Reduce the VOC emissions per unit production by 3% compared to the fiscal year ended in March 2018 (base year) by 2030
  •  
Suppliers
  • Promotion of CSR in the supply chain
    Targets and results for the fiscal year ended in March 2021
    • Conduct activities that enable suppliers and vendors to continuously deepen their understanding of and respect for human rights.
      【Result:✓】 Provided seminars to encourage a deeper understanding of respect for human rights to vendors and communicated with organizations that supervise foreign technical intern trainees on a regular basis.
    • Continue to enhance information sharing with suppliers in order to avoid the risks related to parts procurement in the supply chain.
      【Result:✓】 Conducted CSR questionnaire surveys for suppliers and 106 suppliers responded. Also, worked with suppliers to check the status of the environmental impact and BCP activities.

    Targets and results for the fiscal year ending in March 2022

    • Conduct activities that enable suppliers to deepen the understanding of respect for human rights on a continuous basis.
    • Continue to enhance information sharing with suppliers in order to avoid the risks related to parts procurement in the supply chain.
Employees
  • Improvement of work-life balance
    Targets and results for the fiscal year ended in March 2021
    • Hold a labor management session on a regular basis.
      【Result:✓】 Held online explanatory meetings twice since it was difficult to hold explanatory meetings in person due to Covid-19 pandemic, and 136 employees participated. Other than mentioned above, held a separate attendance management session for the Tokyo branch in cooperation with the Tokyo branch general affairs group, which 57 employees attended.
    • Work to record working hours objectively on a continuous basis in order to ensure appropriate working hours by taking measures such as increasing the number of offices and plants that have the entrance and exit control system installed.
      【Result:✓】 People in charge of human resources have been able to check logs on individual personal computers since December 2020.
    • Review remote working systems and related systems to support flexible ways of working.
      【Result:△】Remote working became popular under the Covid-19 pandemic, however, system to support flexible ways of working is still continued to be considered.
    • Continuously work to encourage employees to take paid leave and achieve the following two targets in order to comply with the new law that mandates use of paid leave:
      1) the rate of paid leave use needs to reach 70% or higher in the fiscal year ending in March 2022
      2) all employees need to use 5 or more days off as annual paid leave this fiscal year.
      【Result:△】 The rate of paid leave utilization decreased compared to the previous year. All employees of Murata Machinery Group achieved to take five days or more of paid leave a year.

    Targets and results for the fiscal year ending in March 2022

    • Hold a labor management session on a regular basis.
    • Work to record working hours objectively on a continuous basis in order to ensure appropriate working hours.
    • Make efforts such as hearing survey on working hours in cooperation with the general affairs of offices and plants, aiming to reduce long working hours.
    • Review remote working systems and related systems to support flexible ways of working.
    • Continuously work to encourage employees to take paid leave and achieve the following two targets in order to comply with the new law that mandates use of paid leave:
      1) the rate of paid leave use needs to reach 70% or higher in the fiscal year ending in March 2022.
      2) all employees need to use 5 or more days off as annual paid leave this fiscal year.
  • Promotion of diversity and inclusion (a comfortable workplace for workers from diverse backgrounds)
    Targets and results for the fiscal year ended in March 2021
    • Conduct the fourth phase of the D&I promotion project at Muratec Head Office to continue to promote D&I.
      【Result:✓】Provided opportunities to improve understanding of LGBTQ by implementing LGBTQ e-learning courses and creating Ally stickers.
      Conducted the fourth phase of the D&I promotion project to promote D&I at Muratec Head Office.
    • Conduct harassment prevention seminars for managers.
      【Result:✓】Conducted harassment prevention seminars for managers, in which 570 employees participated.
    • Conduct follow-up sessions for graduates (first to third terms) of WLP (Women's Leadership Program), which we have implemented on a continuous basis to develop women leaders.
      【Result:✕】 Follow-up sessions for first to third term graduates of WLP (Women's Leadership Program) to develop women leaders was postponed to next year due to COVID-19 pandemic.
    • Introduce meetings between male employees with newborns and their supervisors to develop a corporate culture that encourages men to participate in childcare.
      【Result:✓】 Introduced "Childcare Support Meetings" between male employees with newborns and their supervisors to develop an environment that encourages men to participate in child-rearing.
    • Continue to conduct reintegration support seminars.
      【Result:✓】 Conducted seminars regarding the support system for balancing work and family-life online, in which 17 employees participated.

    Targets and results for the fiscal year ending in March 2022

    • Follow conduction of the action plans of the third and fourth phases of the D&I promotion project to continue to promote D&I corporate wide.
    • Conduct harassment prevention seminars for managers on a continuous basis to promote creation of harassment free workplaces.
    • Conduct follow-up sessions for first to third term graduates of WLP (Women's Leadership Program) to develop women leaders and support their further career.
    • Conduct reintegration support seminars for both of male and female employees to encourage men to participate in child-rearing.
    • Conduct online seminars with a theme of caregiving to support a good balance between work and caregiving.
    • Consider and re-examine a pleasant working environment for LGBTQ employees on both hardware and software aspects.
  • Ensure occupational health and safety
    Targets and results for the fiscal year ended in March 2021
    • Provide training on self care and line care (care overseen by line managers) on a continuous basis to prevent mental health problems.
      【Result:✓】Conducted stress management e-learning courses for employees in their first year as self care training, in which 415 employees participated. Conducted a labor management session as line care training, in which 132 employees participated. Conducted a feedback training on the result of the stress check for managers, in which 61 employees participated.
    • Increase the number of business units that conduct activities for improving the work environment based on the result of the stress checks.
    • [Result:△] Continued to conduct projects for improving the work environment based on the result of the stress checks at the same department as last year.
    • Conduct health seminars in order to raise health awareness and improve lifestyle habits.
    • [Results:✓] Conducted online RIZAP seminars for all employees, in which 240 employees participated. Implemented health e-learning courses, in which 4842 employees participated.
    • Acquire ISO45001 certification at Inuyama Plant, Ise Factory, and Toyohashi Office.
      [Results:✓] Acquired ISO45001 certification at Inuyama Plant, Ise Factory and Toyohashi Office.
    • Work to prevent infection by vaccination, etc., on a continuous basis.
      [Results:✓] Increased one more site which offers influenza vaccination. Added measles antibody test as a regular health checkup item, which 4376 employees underwent.

    Targets and results for the fiscal year ending in March 2022

    • Provide training on self-care and line care (care overseen by line managers) on a continuous basis to prevent mental health problems.
    • Conduct health seminars in order to raise health awareness and improve lifestyle habits.
    • Encourage to visit a clinic or hospital as a follow-up for those who have some findings in the regular health checkup for early detection and treatment of diseases.
    • Acquire ISO45001 certification at Minokamo site of Murata Tools, an affiliate company located in Inuyama Plant.
    • Work to prevent infection by vaccination, etc., on a continuous basis.
Communities
  • Support the development of the next generation through business activities
    Targets and results for the fiscal year ended in March 2021
    • Support industry-government-academia collaboration projects and hold manufacturing classes.
      【Result:✓】Supported industry-government-academia collaboration projects and held manufacturing classes at offices and plants.

    Targets and results for the fiscal year ending in March 2022

    • Support industry-government-academia collaboration projects and hold manufacturing classes.
Corporate Governance
  • Maintain ethical standards
    Targets and results for the fiscal year ended in March 2021
    • Conduct internal compliance seminars for compliance committee members.
      【Result:✓】 Conducted internal compliance seminars for compliance committee members, in which 111 employees participated in total.
    • Conduct governance audits and then hold opinion exchange meetings to provide guidance for correcting problematic audit results.
      【Result:✓】 Conducted governance audits and then held opinion exchange meetings to review and share important points during the self-assessment.

    Targets and results for the fiscal year ending in March 2022

    • Provide training courses on compliance on a continuous basis. (implement e-learning courses twice a year, post articles on compliance monthly and conduct seminars)
    • Introduce a compliance consciousness survey questionnaire, and build a framework for analysis and improvement of the activity outcomes.
    • Work to activate internal communications by internal compliance committee members and offices. (Conduct seminars for and hearing from committee members)
    • Conduct internal governance audits and provide guidance for correcting problematic audit results.
  • Improve the risk management system
    Targets and results for the fiscal year ended in March 2021
    • Conduct tabletop/practical exercises across business units, offices and plants including group companies.
      【Result:✓】 Implemented BCP e-learning courses at the head office, Inuyama Plant and at Ise Factory, in which 3,451 employees participated in total. Also, completed the introduction of BCP to Kisshoin Factory.
    • Continue to share our thoughts about BCP with suppliers.
      【Result:✓】 Conducted Web seminars on BCP for 22 suppliers, based on the BCP questionnaire survey conducted in the previous year. Also conducted questionnaire surveys for 109 suppliers and 105 suppliers responded (response rate: 96%).

    Targets and results for the fiscal year ending in March 2022

    • Conduct exercises across business units, offices and plants including group companies to improve the effectiveness of BCP.
    • Continue to share our thoughts about BCP with suppliers.
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