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MRA, the asset management company of United Urban, supports the Group HR Strategy of the Marubeni Group, a sponsor, which is formulated based on the idea that human resources are treasures, and aims to create the “HR Ecosystem” in which each employee is encouraged to generate new values.
The key terms here are “Human Capital with High Social Value,” “Diversity & Inclusion,” and “Culture of Individual Development and Productivity.” We aim to build the “HR Ecosystem” as a place where “Human Capital with High Social Value” creates new value, “Diversity & Inclusion” increases value creation, and “Culture of Active Participation and Connectivity” provides open innovation in order to bring together internal and external ideas.
MRA provides training programs for our employees which are designed to strengthen their capacities and abilities so that each employee can work with a high level of professional expertise.
In addition, MRA seeks to improve profitability of properties in UUR’s portfolio by welcoming personnel from the Marubeni Group with broad experience and expertise in real estate investment, asset management, and finance.
Please follow the link below for the details of the Marubeni Group’s HR ecosystem.
The management of a J-REIT requires a combined expertise developed in finance and real estate business. In order to achieve better performance, MRA has secured talents with advanced knowledge and distinguished experience in each field. Examples of the measures are as follows:
| Real Estate / Architecture | Accounting / Finance / Others |
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As shown in the table below, MRA provides all of our employees including contract workers with various training programs which they are required to take in a holistic manner depending on their job category and responsibilities.
In addition, MRA’s all employees including contract workers are eligible to take professional training programs to improve their skills, such as an intelligent training program on real estate business and a practical training program on real estate research and real estate transactions, all of which are facilitated by external professionals. As to training programs on compliance, all of our employees including contract workers take an annual intensive course provided by external experts on legal compliance and appreciation for social norms to be thorough and conflicts of interest to avoid.
| 2016 | 2017 | 2018 | 2019 | 2020 | 2021 | 2022 | 2023 | |
|---|---|---|---|---|---|---|---|---|
| Average hours participated in training programs per officer or employee (April to March of every year) |
7.8 | 11.7 | 13.3 | 13.1 | 6.0 | 12.5 | 12.8 | 16.4 |
| Ratio of officers and employees participated in professional training programs (January to December of every year) |
88.8% | 100% | 100% | 100% | 100% | 100% | 100% | 100% |
| Ratio of officers and employees participated in training programs focused on sustainability (January to December of every year) |
32.5% | 40.8% | 100% | 100% | 100% | 100% | 100% | 100% |
MRA evaluates and reviews the performance of all employees (including contract employees).
Performance evaluation system emphasizes an approach of assessing employees' new challenges in order to appropriately qualify outstanding employees and help them forsee their future careers more clearly, and review their work attitude from both performance and behavioral aspects. Performance evaluation is based on a degree of achievement of goals and its process, while behavior evaluation sees whether employees have acted in accordance with his or her role. In addition, the evaluation system ensures fairness and objectivity with multiple evaluators involved.
MRA holistically reviews the HC system, including the performance evaluation mentioned above, as needed. The HC system has been entirely revised in 2020 and 2024.
In the evaluation process, employees set individual goals at the beginning of fiscal year based on the MRA goals and review their scope and responsibilities of job through interviews with their supervisors. At an interim meeting, employees reflect progress of the targets and modify them with their supervisors accordingly. At an year-end meeting, employees report their accomplishment to their supervisors and receive feedback and evaluation results from them. Also, they share activities and prospective career path for the following year and beyond. MRA incorporates the results of the evaluations in compensations of each employee. In addition, we support them in building their careers by providing a variety of experiences and opportunities for transfers and secondments.
Through these HC related systems, MRA aims to raise self-reflection and mutual understanding/satisfaction, promote awareness reforms and growth among employees, and foster human resources capable of playing an active role both inside and outside the company.