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Diversity & Inclusion, Wellness

Human Rights & Better Work Environment

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.

DFF Inc.

Employees at MRA

Employees at MRA

This table can be viewed by scrolling sideways.
2017 2018 2019 2020 2021 2022
Full-time Officers & Employees (Note 1) Male 47 43 43 46 47 48
Fixed-term employees 1 0 1 3 2 3
Female 29 30 32 34 38 38
Fixed-term employees 1 0 1 0 1 0
Female ratio 38.2% 41.1% 42.7% 42.5% 44.7% 44.2%
All 76 73 75 80 85 86
Fixed-term employees 2 0 2 3 3 3
Employees who took maternity/childcare leaves (Note 2) 2 3 1 3 2 2
Employees who opted for shorter work hours (Note 2) 4 3 7 5 3 4
Turnover (Note 3) 2 9 3 3 3 7
Turnover ratio (Note 4) 2.6% 12.3% 4.0% 3.8% 3.5% 8.1%
Managers (Note 5) Male 38 33 27 26 28 24
Female 6 8 8 9 10 7
All 44 41 35 35 38 31
New employees (Note 6) Male 3 6 9 7 2 2
Female 3 2 2 4 4 4
All 6 8 11 11 6 6
Average years of service Male 5.3 5.2 4.6 5.2 6.1 6.7
Female 6.2 6.6 7.1 9.0 8.0 8.4
All 5.6 5.8 5.7 6.8 6.9 7.5
Usage of paid leaves per year per employee (No. of days) 12.7 12.1 12.7 9.8 12.8 12.9
(Ratio) 70.7% 65.6% 70.2% 53.7% 69.4% 72.4%
Employees at age 60 or over (Note 7) Male 0 0 1 1 2 3
Female 0 0 0 0 0 0
All 0 0 1 1 2 3
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
  • Note 1:Full-time officers and employees. As of the end of March every year. Aggregate method of the fixed-term employees was changed in 2021.
  • Note 2:Number of employees who are taking as of the end of March every year.
  • Note 3:Total numbers from April to March every year; exclusive of leaves due to retirement age or end of transfer assignment.
  • Note 4: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.
  • Note 5:Chief Manager and above.
  • Note 6:From April to March every year.
  • Note 7:As of the end of March every year.
DFF Inc.

Engagement Survey

Engagement Survey

Conduct every year since 2018 covering all employees including contract workers to monitor employee satisfaction.

2018 2019 2020 (Note) 2021 2022 2023
Survey period November 2018 November 2019 January 2021 September 2021 September 2022 September 2023
Survey group
(All employees including contract workers, etc., excluding those who take temporary leaves, etc.)
58 63 79 81 77 80
Effective response rate 94.8% 96.8% 100% 98.7% 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
Employees who had a performance feedback and a career consultation with their superiors 100% 100% 100% 100% 100% 100%
  • Note:Survey company was changed.
DFF Inc.

Support for Flexible Workstyle

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.

Open booths (left) and closed booths (right)
Open booths (left) and closed booths (right)
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.

Booth for chats and meetings (Left) and Increase the open space (right)
Booth (Left) and Standing tables space (right)

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.

Subsidy Program for Communication Activities
DFF Inc.

Bonus

Bonus

It is fully linked to the EPU of United Urban (Exclusive of employees from Marubeni and its group companies).

DFF Inc.

Employee Stock Purchase Plan

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.

DFF Inc.

Benefit Package for Employees

Benefit Package for Employees

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 ×
DFF Inc.