INDEX
Human Rights & Better Work Environment
Policy
MRA declares in our Sustainability Policy that we respect human rights, do not tolerate inhumane treatment including discrimination, forced labor and child labor, respect and mutually accept each person’s individuality, and aim to establish an organization in which each individual participates and realizes his or her full potential. Also, we state that we value workers’ rights and constantly strive to ensure a safe, healthy workplace and create a favorable working environment.
For more details, please refer to the Sustainability Policy.
Raising Awareness of Human Rights, Labor Standards and Working Environment
To ensure our employees are fully aware of policies relating to human rights, labor standards and working environment, MRA understands that communication with our employees is indispensable. MRA therefore organizes a variety of settings of communication on a regular basis. Moreover, when new employees join the company, they always receive material and explanations relating to the rules of employment, personnel evaluation system, and benefits program. MRA also provides an environment that enables this information to be viewed at any time by posting it on our intranet.
Actions for Diversity and Inclusion, Equality of Opportunities and Eliminating Discrimination
Respecting human rights, complying with labor standards, proactively creating a favorable working environment and fulfilling our social responsibilities, MRA aims to foster diversity and inclusion, equality of opportunities and achieve the elimination of discrimination within our employees. Specifically, MRA treats employees fairly and equitably at every opportunity, including recruitment, hiring, promotion/demotion, leave privileges, vacation time, etc.
MRA is working on a work-style reform and striving to create a favorable working environment in order to prevent our employees working long hours, improve their work-life balance and encourage flexible work-style upon various personal life events.
Specifically, MRA has already introduced various systems that may be used by male and female employees alike, including a flexible working hours system, remote work system, parental leave before and after childbirth, childcare leave, nursing-care leave, family-care leave, a shortened working hours program for employees raising children or nursing family members and an annual paid vacation program that may be taken in units of hours or half-days.
To ensure the viability of these initiatives, MRA declared in February 2019 that “in order to improve our employees’ work-life balance, the company as a whole works on a work-style reform, so that it would become an employee-friendly company where it is easy to take time off,” and it was recognized by the Governor of Tokyo as a Tokyo Work-Style Reform Declaration Company.
Furthermore, MRA has a committee pursuing our employees’ health and safety as well as a comfortable working environment and holds meetings once a month. Both the employees and the employers serve as members of the committee and strive to improve the working environment through periodical discussion on a wide range of related matters, including prevention of health problems, implementation of health education and restricting long working hours.
Employees at MRA
| 2018 | 2019 | 2020 | 2021 | 2022 | 2023 | |||
|---|---|---|---|---|---|---|---|---|
| Full-time Officers & Employees (Note 1) | Male | 43 | 43 | 46 | 47 | 48 | 48 | |
| Fixed-term employees | 0 | 1 | 3 | 2 | 3 | 2 | ||
| Female | 30 | 32 | 34 | 38 | 38 | 37 | ||
| Fixed-term employees | 0 | 1 | 0 | 1 | 0 | 0 | ||
| Female ratio | 41.1% | 42.7% | 42.5% | 44.7% | 44.2% | 43.5% | ||
| All | 73 | 75 | 80 | 85 | 86 | 85 | ||
| Fixed-term employees | 0 | 2 | 3 | 3 | 3 | 2 | ||
| Employees who took maternity/childcare leaves (Note 2) | 3 | 1 | 3 | 2 | 2 | 2 | ||
| Employees who opted for shorter work hours (Note 2) | 3 | 7 | 5 | 3 | 4 | 4 | ||
| Turnover (Note 3) | 9 | 3 | 3 | 3 | 7 | 8 | ||
| Turnover ratio (Note 4) | 12.3% | 4.0% | 3.8% | 3.5% | 8.1% | 9.4% | ||
| Managers (Note 5) | Male | 33 | 27 | 26 | 28 | 24 | 25 | |
| Female | 8 | 8 | 9 | 10 | 7 | 7 | ||
| All | 41 | 35 | 35 | 38 | 31 | 32 | ||
| New employees (Note 6) | Male | 6 | 9 | 7 | 2 | 2 | 6 | |
| Female | 2 | 2 | 4 | 4 | 4 | 2 | ||
| All | 8 | 11 | 11 | 6 | 6 | 8 | ||
| Average years of service | Male | 5.2 | 4.6 | 5.2 | 6.1 | 6.7 | 6.1 | |
| Female | 6.6 | 7.1 | 9.0 | 8.0 | 8.4 | 8.8 | ||
| All | 5.8 | 5.7 | 6.8 | 6.9 | 7.5 | 7.3 | ||
| Usage of paid leaves per year per employee | (No. of days) | 12.1 | 12.7 | 9.8 | 12.8 | 12.9 | 14.8 | |
| (Ratio) | 65.6% | 70.2% | 53.7% | 69.4% | 72.4% | 74.5% | ||
| Distribution of age group (Note 7) | Under 30 | 2.7% | 1.4% | 5.4% | 10.0% | 8.3% | 9.3% | |
| Aged 30 to under 50 | 79.5% | 80.8% | 75.7% | 72.5% | 72.7% | 66.3% | ||
| Over 50 | 17.8% | 17.8% | 18.9% | 17.5% | 19.0% | 24.4% | ||
| Foreign employees (Note 7) | Male | 0 | 0 | 0 | 0 | 0 | 0 | |
| Female | 1 | 1 | 1 | 1 | 1 | 1 | ||
| All | 1 | 1 | 1 | 1 | 1 | 1 | ||
| Directors, exclusive of auditors, inclusive of non-executives (Note 7) | Male | 5 | 5 | 5 | 5 | 5 | 5 | |
| Female | 0 | 0 | 0 | 0 | 0 | 0 | ||
| All | 5 | 5 | 5 | 5 | 5 | 5 | ||
- Full-time officers and employees. As of the end of March every year. Aggregate method of the fixed-term employees was changed in 2021.
- Number of employees who are taking as of the end of March every year.
- Total numbers from April to March every year; exclusive of leaves due to retirement age or end of transfer assignment.
- Turnover rate = Total # of turnover for a subject fiscal period÷ # of all full-time officers and employees as of the end of March every year.
- Chief Manager and above.
- From April to March every year.
- As of the end of March every year.
Engagement Survey
Conduct every year since 2018 covering all employees including contract workers to monitor employee satisfaction.
| 2018 | 2019 | 2020 (Note) | 2021 | 2022 | 2023 | 2024 | |
|---|---|---|---|---|---|---|---|
| Survey period | November 2018 | November 2019 | January 2021 | September 2021 | September 2022 | September 2023 | September 2024 |
| Survey group (All employees including contract workers, etc., excluding those who take temporary leaves, etc.) |
58 | 63 | 79 | 81 | 77 | 80 | 76 |
| Effective response rate | 94.8% | 96.8% | 100% | 98.7% | 100% | 100% | 100% |
| Job satisfaction/Company satisfaction (marks out of 5) |
3.1 Total satisfaction was only scored. |
3.3/3.2 | 3.3/3.2 | 3.4/3.4 | 3.3/3.2 | 3.4/3.1 | 3.4/3.1 |
| Employees who had a performance feedback and a career consultation with their superiors | 100% | 100% | 100% | 100% | 100% | 100% | 100% |
- Survey company was changed.
Support for Flexible Workstyle
Based on the results of employee satisfaction surveys and other factors, we have implemented the following improvement measures.
- Arrange infrastructure for remote working.
- Introduce the systems for flexible working, short-hour working and taking annual paid holidays by hour.
- Promote work-life balance, career continuity for all employees as well as business continuity.
- Install the focus space.
- Increase the open space and booth for chats and meetings
Focus Space
Open booths and closed booths were installed to further improve efficiency and quality of work by MRA’s employees.
This has allowed employees to choose a place to work according to the assigned task, bringing about changes to their mindset.
Closed booths are used when MRA’s employees working at the office have a remote meeting with clients or co-workers working from home. By bringing in their own laptop, the employees can work with two monitors in the closed booths.
Open Space and Booth for Chats and Meetings
To foster more constructive communication and collaboration, MRA has offered more meeting space options to our employees by setting up open relaxing meeting spaces, instead of traditional ones divided by partitions.
Subsidy Program for Communication Activities
All MRA employees including contract workers are eligible for the subsidy program aimed at facilitating communication among employees to foster connections, promote wellness, appreciate culture, and enhance work-life balance.
Bonus
Bonuse of employees (exclusive of employees from Marubeni and its group companies) is linked to the distribution per unit of United Urban, etc.
Employee Stock Purchase Plan
Since 2019, all employees including contract workers are eligible to acquire a fixed amount of United Urban’s units through a cumulative stock investment program provided by a brokerage company in a constant manner. As a part of welfare services, we aim to provide support on mid- to long-term asset-building and increase awareness of United Urban’s growth.
Benefit package
| All employees | ||
|---|---|---|
| Full-time employees | Contract workers | |
| Social insurances (nursing care insurance, employees pension insurance, employment insurance, worker’s compensation insurance) | ◯ | ◯ |
| Benefit program (Benefit Station) | ◯ | ◯ |
| Maternity leave | ◯ | ◯ |
| Childcare leave (until a child turns 1 year old) | ◯ | ◯ |
| Leave for nursing care | ◯ | ◯ |
| Medical checkup | ◯ | ◯ |
| Wellness program (grants for heal screening) | ◯ | ◯ |
| System for employees to acquire investment units from their monthly salary | ◯ | ◯ |
| Support program for acquiring/maintaining credentials | ◯ | ◯ |
| Retirement package | ◯ | × |