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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

Global Environment
  • Environmental management system
    Targets and results for the fiscal year ended in March 2020
    • Implement company-wide environmental training and internal auditor training courses on a regular basis.
      [Result] Implemented company-wide environmental e-learning courses, in which 4,217 employees participated in total.
    • Conduct communication meetings with the central environmental office and site environmental offices to share challenges with site offices.
      [Result] Conducted communication meetings with the central environmental office and site environmental offices three times.
    Targets and results for the fiscal year ending in March 2021
    • 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 regular basis.
  • Reduce the environmental impact in business activities
    Targets and results for the fiscal year ended in March 2020
    • Reduce the CO2 emissions per unit production by 15% compared to the fiscal year ended in March 2011 (base year) by 2020.
      [Result] Reduced by 17%
    • Reduce the water resource usage per unit production by 5% compared to the fiscal year ended in March 2011 (base year) by 2020.
      [Result] Reduced by 33%
    • Reduce the total amount of waste generated per unit production by 5% compared to the fiscal year ended in March 2011 (base year) by 2020.
      [Result] Increased by 23%
    • Reduce the VOC emissions per unit production by 10% compared to the fiscal year ended in March 2011 (base year) by 2020.
      [Result] Reduced by 60%
    Targets and results for the fiscal year ending in March 2021
    • Work to reduce total CO2 emissions.
    • Work to reduce water resource usage per unit production.
    • Work to reduce total amount of waste generated.
    • Work to reduce VOC emissions per unit production.
Customers
  • Quality improvement
    Targets and results for the fiscal year ended in March 2020
    • Work to achieve the product quality expected by customers on a continuous basis and promote automation and robotization at each production site to fulfill steady supply responsibilities.
      [Result] Worked to achieve the product quality expected by customers on a continuous basis and promoted automation for production at each plant.
    Targets and results for the fiscal year ending in March 2021
    • Work to achieve the product quality expected by customers on a continuous basis and continue to promote automation and digitalization at each production site to fulfill steady supply responsibilities.
Suppliers
  • Promotion of CSR in the supply chain
    Targets and results for the fiscal year ended in March 2020
    • Provide seminars on CSR and BCP for suppliers and vendors and conduct audit and guidance to promote 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.
    • Conduct CSR questionnaire surveys for suppliers on a regular basis.
      [Result] Conducted CSR questionnaire surveys for suppliers and 117 suppliers responded.
    • Share the status of the environmental impact and BCP activities with suppliers on a regular basis.
      [Result] Worked with suppliers to check the status of the environmental impact and BCP activities on a continuous basis.
    Targets and results for the fiscal year ending in March 2021
    • Conduct activities that enable suppliers and vendors to continuously deepen their understanding of and respect for human rights.
    • 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 2020
    • Hold a labor management session on a regular basis.
      [Result] Held a labor management session six times in total at Muratec Head Office, Inuyama Plant, and at MMC※ Shiga Factory and MMC Oita Factory, in which 222 employees participated.
    • Steadily increase the number of offices and plants that have entrance and exit control systems installed in order to ensure appropriate working hours.
      [Result] Installed the entrance and exit control system at Inuyama Plant.
    • Implement the hourly paid leave system to support flexible ways of working.
      [Result] Implemented the hourly paid leave system in June 2019. Implemented the work and therapy support system in April 2019, which three employees utilized.
    • Continuously work to improve the rate of paid leave use by encouraging employees to take paid leave in order to comply with the new law that mandates use of paid leave.
      [Result] Complied with the new law that mandates use of paid leave and all employees who reached the expiration date at the end of March 2020 took five or more days off across all group companies.
    Targets and results for the fiscal year ending in March 2021
    • 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 by taking measures such as increasing the number of offices and plants that have the entrance and exit control system installed.
    • 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.

      ※Muratec Mechatronics Co., Ltd.
  • Promotion of diversity and inclusion (a comfortable workplace for workers from diverse backgrounds)
    Targets and results for the fiscal year ended in March 2020
    • Implement the D&I promotion project on a continuous basis in order to encourage a deeper understanding of D&I.
      [Result] During the third phase of the D&I promotion project, managers at the Inuyama Plant acted as the project members who worked to promote D&I by taking measures against challenges at each office and plant.
    • Continue to implement WLP (Women's Leadership Program) in order to develop women in positions of leadership.
      [Result] 19 women joined WLP as members of the fourth term.
    • Conduct a tripartite meeting as a trial where a male employee, his wife, and his supervisor participates with a purpose of promoting men’s participation in child-rearing.
      【Result】 As a first step, prepared for a meeting between male employees and his supervisor. Will conduct trial and official meetings in the fiscal year ending March 2021 or later.
    • Conduct reintegration support seminars to support the career development of women returning from maternity leave.
      [Result] Conducted support seminars for balancing work and childcare at the head office and Inuyama Plant.
    Targets and results for the fiscal year ending in March 2021
    • Conduct the fourth phase of the D&I promotion project at Muratec Head Office to continue to promote D&I.
    • Conduct harassment prevention seminars for managers.
    • Conduct follow-up sessions for graduates (first to third terms) of WLP (Women's Leadership Program), which we have implemented on a regular basis.
    • Introduce meetings between male employees with newborns and their supervisors to develop a corporate culture that encourages men to participate in childcare.
    • Continue to conduct support seminars for balancing work and childcare.
  • Ensure occupational health and safety
    Targets and results for the fiscal year ended in March 2020
    • Expand the scope of sharing and disclosing safety information in order to prevent occupational injuries.
      [Result] Started to use cloud services to share occupational injuries and traffic accidents among offices and plants in real time.
    • Provide training on self-care and kine care (care overseen by line managers) on a continuous basis to prevent mental health problems.
      [Result] Implemented stress management e-learning courses for employees in their first year, in which 170 employees participated. Also conducted consultation sessions regarding the organizational stress check diagnoses for each business unit, in which 12 business units participated.
    • Increase the number of offices and plants that conduct activities for improving the work environment.
      [Result] Continued to conduct projects for improving the work environment based on the result of the stress checks.
    • Conduct health seminars in order to raise health awareness and improve lifestyle habits.
      [Result] Conducted eating habits seminars at the head office and Inuyama Plant in order to raise health awareness and improve lifestyle habits, in which 261 employees participated. Also conducted sleep seminars at Ise Factory and MMC Shiga Factory, in which 89 employees participated.
    • Launch the support system for balancing work and treatment.
      [Result] Launched the support system for balancing work and treatment.
    Targets and results for the fiscal year ending 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.
    • Increase the number of business units that conduct activities for improving the work environment based on the result of the stress checks.
    • Conduct health seminars in order to raise health awareness and improve lifestyle habits.
    • Acquire ISO45001 certification at Inuyama Plant, Ise Factory, and Toyohashi Office.
    • 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 2020
    • 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 2021
    • 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 2020
    • Conduct compliance seminars and e-learning courses on a regular basis.
      [Result] Implemented compliance e-learning courses, in which 12,426 employees participated in total. Also conducted compliance seminars at Ise Factory, MMC Oita Factory, and Osaka Office, in which 99 employees participated in total.
    • Conduct internal governance audits on a regular basis and 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 2021
    • Conduct internal compliance seminars for compliance committee members.
    • Conduct governance audits and then hold opinion exchange meetings to provide guidance for correcting problematic audit results.
  • Improve the risk management system
    Targets and results for the fiscal year ended in March 2020
    • 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 3,574 employees participated in total. Also completed the introduction of BCP at MMC Shiga Factory and started the introduction of BCP at MMC Oita Factory.
    • Share our thoughts about BCP with suppliers.
      [Result] Visited 10 suppliers individually based on the BCP questionnaire survey conducted in the previous year and exchanged opinions on BCP. Also conducted questionnaire surveys for 113 suppliers and 110 suppliers responded. (Response rate of 97%)
    Targets and results for the fiscal year ending in March 2021
    • 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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