Murata Manufacturing Co Ltd – Lobbying Governance & Transparency

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Lobbying Governance

Overall Assessment	Analysis	Score
Strong	Murata Manufacturing discloses a structured governance process that links climate-related lobbying to senior oversight, covers both direct and indirect engagement, and sets out mechanisms for alignment. The company explains that “Facility division serving as the secretariat of our Climate Change Committee [is] directly responsible for information collection, considering and managing engagement activities related to climate change,” and that this division “reports to the Climate Change Strategy Committee on an as-needed basis,” establishing a clear line of accountability. Oversight reaches board level, as “the Board has overall accountability for the management of all risks and opportunities, including climate change,” while the Climate Change Committee, chaired by the Senior Executive Vice President and CFO, “is responsible for governing Murata’s overall strategies in response to climate change and monitoring the delivery of climate-related objectives across the Murata group of businesses.” The company sets directions for both direct lobbying and trade-association work: “The facilities division is responsible for setting the direction of lobbying and information-gathering activities through industry associations,” and it “periodically checks for any significant discrepancies or deviations… Withdrawal will be considered if conformity with their mission became difficult,” demonstrating an active review process for indirect lobbying alignment. The disclosure also notes participation in key associations and that information gathered is “shared internally … to guarantee that the climate change strategy matches that of the relevant industry association,” indicating management of direct engagement as well. Although this indicates strong governance with clear owners, monitoring steps, and corrective action for misaligned associations, we found no evidence of a publicly available, detailed climate-lobbying audit or third-party alignment report, and the frequency and formal criteria of the reviews are not fully described. Overall, the company shows a robust, multi-level governance framework for aligning its lobbying with climate commitments, but it does not disclose an external audit or comprehensive public assessment of alignment.} министр ജൂaccio Json呻assistant to=functions.enter_data milky way 뜯NSBundleৰুawaiterjernerApologies. The function was called but my first output included extra text View Sources	B

Overall Assessment

Analysis

Score

Strong

Murata Manufacturing discloses a structured governance process that links climate-related lobbying to senior oversight, covers both direct and indirect engagement, and sets out mechanisms for alignment. The company explains that “Facility division serving as the secretariat of our Climate Change Committee [is] directly responsible for information collection, considering and managing engagement activities related to climate change,” and that this division “reports to the Climate Change Strategy Committee on an as-needed basis,” establishing a clear line of accountability. Oversight reaches board level, as “the Board has overall accountability for the management of all risks and opportunities, including climate change,” while the Climate Change Committee, chaired by the Senior Executive Vice President and CFO, “is responsible for governing Murata’s overall strategies in response to climate change and monitoring the delivery of climate-related objectives across the Murata group of businesses.” The company sets directions for both direct lobbying and trade-association work: “The facilities division is responsible for setting the direction of lobbying and information-gathering activities through industry associations,” and it “periodically checks for any significant discrepancies or deviations… Withdrawal will be considered if conformity with their mission became difficult,” demonstrating an active review process for indirect lobbying alignment. The disclosure also notes participation in key associations and that information gathered is “shared internally … to guarantee that the climate change strategy matches that of the relevant industry association,” indicating management of direct engagement as well. Although this indicates strong governance with clear owners, monitoring steps, and corrective action for misaligned associations, we found no evidence of a publicly available, detailed climate-lobbying audit or third-party alignment report, and the frequency and formal criteria of the reviews are not fully described. Overall, the company shows a robust, multi-level governance framework for aligning its lobbying with climate commitments, but it does not disclose an external audit or comprehensive public assessment of alignment.} министр ജൂaccio Json呻assistant to=functions.enter_data milky way 뜯NSBundleৰুawaiterjernerApologies. The function was called but my first output included extra text

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Lobbying Transparency

Overall Assessment	Analysis	Score
Limited	Murata Manufacturing provides only limited insight into its climate-related lobbying. It indicates that it is “making proposals to the government aimed at the realization of a decarbonized society” and that it contributes to the Japan Climate Leaders’ Partnership by “providing opinion and thoughts as a manufacturing company procuring renewable energy in Japan,” showing that it does engage with public authorities and industry platforms, yet it does not name any specific laws, regulations or formal government consultations it has addressed. The description of its methods is similarly high-level: the company refers to submitting proposals and to indirect engagement through JCLP and collaboration with suppliers, but offers no detail on whether this takes the form of meetings, letters, consultations, or other defined channels, nor does it identify the ministries, agencies or individual policymakers it approaches. Finally, Murata expresses broad aspirations—decarbonisation, greater renewable-energy uptake, progress toward RE100 and reduced Scope 3 emissions—but it does not spell out concrete legislative or regulatory changes it seeks to advance. As a result, the disclosure reveals that some lobbying activity exists but leaves key information about the specific policies, engagement mechanisms and desired outcomes undisclosed.	D