Society
One of TRIM’s corporate principles is that “each officer and employee shall act as a professional with sincerity and a sense of responsibility, and TRIM believes that if officers and employees exercise highly specialized expertise achieved through personal growth, it will lead to the sustainable growth of TRIM and Japan Prime Realty Investment Corporation (JPR), which entrusts management of its assets to us.
Based on this philosophy, TRIM supports the self-fulfillment of its employees by advocating the creation of a work environment where each employee will be respected as an individual and will be able to work in a meaningful and rewarding job and demonstrate their abilities to the fullest. In addition, TRIM makes efforts for the fair and appropriate evaluation of the employees by considering both the process and outcomes to boost their long-term cultivation, in addition to pursuing their short-term results.
- Human capital development
- Creating a rewarding workplace environment
- Health and Work-life balance
- Social (personnel-related) data
Human capital development
TRIM fully supports employees' attitudes to take on challenges based on the idea that its workforce is its greatest management resource. TRIM has developed an education and training system that is required for its employees to apply their expertise, expand their sustainability and improve their self-management skills, and engages in human capital development to enable all employees to fully exert their expertise and realize the creation of higher added value and new value as professionals in real estate investment management.
Human resources strategy
TRIM creates recruitment plans based on the business environment and the growth of the organization. It strives to hire talented new human resources from outside the company and cultivates professionals who espouse integrity and responsibility. We receive highly specialized human resources with experience and expertise in real estate investment and management on a secondment basis from our sponsor Tokyo Tatemono, enabling the securing of advanced operational capabilities.
Additionally, to ensure that each employee can display their capabilities at every stage of their life and career, we strive to develop a pleasant workplace environment and improve our welfare programs. These measures have helped us grow as an organization and enhanced our operational capabilities.
Human capital development
Our employees are our most valuable management resources. Their development is crucial for the growth of TRIM and the improvement of its operational capabilities. TRIM provides rank-based training tailored to the human resources and skills required for each grade to develop human resources that have advanced capabilities and skills.
Training system diagram and training completion data
| Grade | Vision for personnel | Main skills |
|---|---|---|
| A | Lead the pursuit of achievements as a professional representing the company in an area of responsibility. | ･ Management strategic ability ･ Ability to reform business ･ Organizational ability ･ Ability to cultivate successors |
| B | Perform a high level of duties both qualitatively and quantitatively as a highly skilled professional and play a central role in pursuing achievements in an area of responsibility. | ･ Management skills ･ Ability to formulate strategies ･ Teaching and cultivation skills |
| C | Contribute to the achievements of a team to which the employee belongs as a core member in the execution of operations within a certain range. | ･ Problem-solving ability ･ Leadership development ･ Basic management skills ･ Communication skills |
| D | Assume responsibility for executing operations as a person in charge of operations within a certain scope. | ･ Problem finding and solving ability ･ Ability to improve operations ･ Ability to accomplish operations ･ Communication skills |
| E | Support superiors in the execution of operations as an assistant. | ･ Business processing ability ･ Ability to write sentences well ･ Basic actions and attitude |
| Related data | Fiscal 2018 (Apr. 2018-Mar. 2019) |
Fiscal 2019 (Apr.2019-Mar. 2020) |
Fiscal 2020 (Apr.2020-Mar. 2021) |
Fiscal 2021 (Apr.2021-Mar. 2022) |
Fiscal 2022 (Apr.2022-Mar. 2023) |
|---|---|---|---|---|---|
| Annual total of hours spent on education and training* | 835 hours | 683 hours | 839 hours | 755.5 hours | 1,518 hours |
| Hours spent on education and training per employee* | 20.4 hours | 16.3 hours | 17.5 hours | 15.7 hours | 29.0 hours |
| Training expenses per employee* | 58,567 yen | 60,963 yen | 63,946 yen | 26,967 yen | 87,024 yen |
| Ratio of executives and employees receiving education and training* | 100.0% | 100.0% | 100.0% | 100.0% | 100.0% |
Human resources management program
Development of junior employees
Newly hired employees are expected to receive various training programs which reflect TRIM’s corporate philosophy and systems required for work, upon joining the company. We have also introduced an advisor system to help new employees gain knowledge and skills, and to improve their motivation. Senior employees who have undergone specialized training are assigned as advisors, as part of our efforts to provide a comfortable work environment for new employees through help with various work-related tasks.
New employee training (Tokyo Tatemono Group)
As the Tokyo Tatemono Group, the sponsor of TRIM, operates a diverse range of businesses, it has developed an organization capable of demonstrating the synergy of the Group to customers and other stakeholders.
We believe that to demonstrate Group synergy, it is essential to first foster awareness as a fellow entities within the Group, learn about the businesses of each Group company, and build deeper interpersonal relationships. As part of this, joint Group training is conducted for junior employees. Through exchanges such as induction training held immediately after joining the company and sports events, a range of joint training programs have been prepared for employees up to their third year, aiding in the building of interpersonal relationships that will facilitate Group synergy.
Development of mid-career employees
To foster a culture of self-directed learning among mid-career employees, in addition to elective training we provide various programs including those offered in conjunction with universities and other learning institutions, and training programs involving exchanges between other industries. This has created a system where mid-career employees can think about and select the knowledge and skills they need.
Manager training
For management-level employees, we offer programs including evaluator training, and also have managers take outside courses to improve their strategic perspectives and management skills.
With the aim of continually producing human resources who will manage the company in future generations, TRIM maintains a leader development program that incorporates development plans for top management.
Training programs
In addition to the rank-based training programs above, TRIM offers various training programs to increase people’s capabilities, including outside expert-led training to increase people’s capabilities and improve specialized knowledge.
Job specific development training program
TRIM invites outside instructors to provide regular training at its expense to help its workforce improve their practical capabilities and develop high-level skills as experts. The training programs include company-wide programs, a training program for CAD, a computer-aided drafting tool, offered by the Asset Engineering Department, and a presentation training program offered by the Financial and Investor Relation Department. Officers participate in the presentation training program. The main training programs are shown in the chart below.
| Name | Outline | Implementation Timing | Expense provided by TRIM |
|---|---|---|---|
| Due diligence training | A major think tank delivers lectures about addressing risks related to the acquisition and sale of properties and due diligence regarding real estate, including appraisal and the preparation of engineering reports. | Unspecified (at least once a year) |
〇 |
| Real estate market training | A major think tank delivers lectures about the economic environment, rental market conditions and market forecasts. | February and August | 〇 |
| Real estate professional training | A major real estate company delivers lectures about real estate securitization practices, social conditions and trends in construction costs. | Unspecified | 〇 |
Dispatch for overseas training
Tokyo Tatemono, the main sponsor, intends to develop human resources who are capable of handling the businesses that the company operates globally. In doing so, it provides overseas training programs aiming to develop the global-mindedness among employees. Going forward, it will continue to move forward with initiatives supporting the growth of the human resources who are willing to take on challenges to create new value, whether they are working in Japan or overseas.
Support for acquisition of certifications
TRIM proactively supports all employees (including contract workers -note that we do not hire part-time workers) in developing skills in order to demonstrate strong expertise. Support includes covering expenses for attendance at seminars and training at least twice a year to improve workforce skills. Senior managers give interviews to employees on taking seminars and developing their careers and use this for guidance and career development.
TRIM provides support such as covering the expenses for the acquisition of ARES Certified Master certification and other qualifications and expenses for personal development. As of the end of March 2023, TRIM employees held the following qualifications.
| Real estate transaction specialist | 37 employees |
|---|---|
| ARES Certified Master | 15 employees |
| Real estate appraiser | 3 employees |
| First-class architect | 3 employees |
| Certified public accountant | 1 employees |
| Securities Analysts Association of Japan | 4 employees |
- Scope of applicability: all employees including supervised contract employees (TRIM has no part-time employees or unsupervised contract employees)
Creating a rewarding workplace environment
TRIM believes that balancing work and life by reviewing employees' working hours will lead to higher productivity and satisfaction. TRIM promotes creating a pleasant workplace considering the work-life balance so that all employees will be able to fully exert their potential.
Employee satisfaction survey
TRIM believes that employees are among its key stakeholders and improving their satisfaction is essential to its sustainable growth. For this reason, we periodically conduct surveys of all employees on a broad range of topics such as the workplace environment, health issues including mental health, educational support, remuneration and personnel measures. The results of the survey are reported to the management team and feedback is provided to employees to improve the workplace environment.
Employee satisfaction survey scores
| 2018 | 2019 | 2020 | 2021 | 2022 | |
|---|---|---|---|---|---|
| Average employee satisfaction (ratio of those who answered "satisfied") |
71.4% | 67.6% | 84.2% | 73.2% | 71.7% |
| Response rate of employee satisfaction survey | 92.1% | 95.0% | 93.0% | 97.6% | 92.0% |
Examples of improvement (2022)
In light of the results of the employee satisfaction survey, the following improvements have been made to the work environment.
Introduction of adviser system
To facilitate the acquisition of knowledge and skills new employees need to do their work and to maintain and raise their motivation, we have introduced a system where senior employees give them advice on how to do their jobs, and treat them to lunch and social gatherings.
Establishment of new cafe space
With the COVID-19 pandemic reminding us of the need for communication, a new cafe space was set up at the request of employees, offering opportunities for communication between officers and employees.
Enhancement of training framework
Measures were implemented in response to requests from questionnaires for greater support for skills development, including introduction of a new training system and expansion in the company share of training expenses.
Employee awards program
TRIM has established an awards program to recognize members of its workforce with notable achievements. By presenting awards, TRIM fosters a corporate culture that raises the motivation of each member of the workforce and encourages them to work with an enterprising spirit.
Human capital retention rate measures (Introduction of a long service award system, etc.)
In recent years, Japan's falling birth rate and aging population and the retirement en masse of the baby boomer generation have led to a decrease in workers, giving rise to the issue of labor shortages. Meanwhile, the drain of talent represents a major risk for an asset management company. TRIM is working to improve its retention of talent through measures designed to prevent people from leaving and increase the retention rate such as the enhancement of welfare programs and the creation of a comfortable office environment. One such initiative is the establishment of a long service award system to award members of the workforce for long service with leave of between 5 and 10 days and financial incentives.
New employees (introduction of adviser system)
TRIM has introduced an adviser system as part of building an environment that encourages new employees to become attached to their workplace and demonstrate their skills at an early stage. To facilitate the acquisition of knowledge and skills new employees need to do their work and to raise their motivation, their predecessors in the same department give advice on how to do the jobs, how to communicate with others, etc. TRIM also covers expenses for periodical lunch meetings and gatherings to develop a comfortable environment for new employees to demonstrate their skills at an early stage.
Goal Management, Evaluation and remuneration
Basic approach
We believe that remuneration that is based on appropriate evaluations improves employee motivation and has a big impact on the acquisition, development and retention of talented human resources. At TRIM, we have established a system ensuring that all employees regularly take part in interviews with their supervisors. To promote fairness, TRIM adjusts its company-wide multilevel evaluations and evaluation levels. Each employee is informed of their evaluation results. TRIM has implemented a remediation system that allows employees to challenge their evaluations.
Initiatives
TRIM has introduced a mechanism to reflect its business plans in the business goals of each individual in order to link individual goal achievement with the realization of TRIM plans (goal management system). TRIM personnel managers properly manage everything from goal setting to performance evaluation in an effort to enhance the accuracy of personnel management.
In addition, supervisors and subordinates periodically update one another on goals and the status of their achievement as part of effective goal management practice, and integrated skill development for each employee based on their history to date is also facilitated.
All employees of TRIM, including supervised contract employees, are interviewed three times a year by their supervisors for performance evaluations. The interviews are annual goal-setting interviews in April, interim interviews to determine progress in August, and annual evaluation interviews in February of the following year. Interviews serve a greater purpose than simply communicating annual evaluations. Each employee and their supervisor share the employee’s strengths and areas for improvement to promote development. The supervisors who evaluate employees have opportunities to receive training in evaluation to ensure fair evaluation and guidance.
Bonuses are paid twice a year, in summer and winter, based on each employee’s achievement of goals.
Labor-management relations
TRIM believes that the prosperity of JPR and TRIM lies in good relationships between the management and employees. As part of its efforts to create a workplace with good communication, TRIM holds exchange meetings between the management and employees every six months to provide an opportunity for direct dialogue between the management and all employees. Since its founding, TRIM has never taken measures similar to layoffs or restructuring and has never experienced labor issues such as strikes.
Introduction of Employee Stock Purchase Plan (ESPP)
TRIM introduced an employee stock purchase plan (ESPP) to align the interests of TRIM officers and employees with those of JPR unitholders and to raise employee awareness of improvement in JPR’s performance and JPR’s continued stable growth. TRIM also provides incentives to employees who join the plan to encourages employees to join and uses the plan as part of employees’ welfare benefits.
- Scope of applicability: all employees including supervised contract employees (TRIM has no part-time employees or unsupervised contract employees)
Respect for human rights and the prevention of harassment
TRIM believes that the basic attitude we should have in an environment full of opportunities to interact with people who have different ways of thinking and values is to accept each other without denying the opinions of the other person and to interact with respect and dignity. TRIM eliminates harassment such as discrimination and abuse as the footing for an environment where employees can work enthusiastically. The Tokyo Tatemono Group and TRIM promote awareness-raising and the acquisition of knowledge to eliminate discrimination and prevent harassment through compliance training.
Diversity, Equity and Inclusion (DEI)
Policy and Approach
Amid the falling birthrate, aging society and declining working age population, the utilization of women and senior generations in the workforce is an important part of realizing a sustainable society. Moreover, an organization made up of diverse human resources is better able to provide services based on broad viewpoints and make decisions from diverse perspectives than an organization mostly made up of similar individuals.
The Tokyo Tatemono Group has identified "Diversity & Inclusion" as one of its materialities and formulated a Human Resource Policy that includes creating a fulfilling, rewarding workplace in which employees can experience growth and feel satisfaction from their work. TRIM also recognizes the importance of diversity and inclusion, and embraces a policy of respecting the diverse values, abilities and lifestyles of each human resource while employing a range of measures to maximize their potential.
We believe that creating an environment in which a diverse range of human resources devote themselves to their duties without running up against barriers, and in which everyone can experience job fulfillment and succeed under fair conditions will give rise to new innovations and services that take the diverse perspectives of stakeholders into account, and lead to the growth of TRIM.
Structure
The Tokyo Tatemono Group has established a Health Management and Diversity Promotion Group in the Personnel Department of Tokyo Tatemono. TRIM coordinates with departments in charge of labor affairs at Tokyo Tatemono and Group companies to implement various measures. Measures are pursued in a way that spans the Group to ensure that a diverse range of human resources can continually take on the challenge of growth without running into barriers.
Note that at TRIM, the Representative Director is the ultimate decision maker on DEI matters, while the General Manager of the Finance and Administration Division, who oversees personnel matters, is responsible for execution. TRIM regularly calculates the percentage of managers that are women and the number of diversity training hours, and a third party reviews this data. The status of the implementation of initiatives and the reviewed data are reported to the Sustainability Committee. The committee then verifies and reports the status and data to the TRIM Board of Directors and JPR Board of Directors for further review.
Targets and KPIs
(Target) Ratio of female managers of 10% or more in 2030
(Target) 70% or more of annual paid leave taken (every year)
・Dissemination of the Human Rights Policy: Annual Training and Other Measures
・ Cost of training and training hours per employee
・ Percentage of employees receiving health checkups
・ Overtime hours per employee
・ Employee satisfaction survey response rates and average satisfaction level
・Number of New Employees (by gender)
・Number of Employees Using the Reemployment System (number of employees who are 60 or older)
・Number of employees taking childcare/family care leave
・Number of Employees Using Ehorter Working Hours
Measures
TRIM pursues initiatives promoting the success of women so that they can fully demonstrate their own values, abilities and individuality while feeling motivated in their jobs. To develop a comfortable workplace environment, we have established various programs that enable employees to continue their careers while adapting to changing life events, and also promote the hiring of a diverse range of human resources.
In addition to leave systems catering to pregnancy and childbirth, we have established leave systems for childcare and family care that can be used by all employees regardless of gender.
Improving the DEI knowledge of TRIM officers and employees is important for ensuring the success of diverse human resources, and outside instructors are brought in to conduct DEI training, including training on the DEI policies of the Tokyo Tatemono Group, to increase raise officers and employees’ DEI awareness.
In addition, TRIM has introduced a reemployment system for the continued employment of employees aged 60 and over who wish to continue working, as part of efforts to develop an environment in which senior workers can continue to succeed by utilizing their work experience, knowledge and skills even after reaching mandatory retirement age.
Resent initiatives
・DEI Training (training using videos, all employees including officers)
・Diversity training (in-person training, all employees including officers)
・Career design training (in-person training, female employees)
・Diversity management training (in-person training, officers and managers)
| Related data | Fiscal 2018 (Apr. 2018-Mar. 2019) |
Fiscal 2019 (Apr.2019-Mar. 2020) |
Fiscal 2020 (Apr.2020-Mar. 2021) |
Fiscal 2021 (Apr.2021-Mar. 2022) |
Fiscal 2022 (Apr.2022-Mar. 2023) |
|---|---|---|---|---|---|
| Number of employees using the reemployment system | 0 | 1 | 2 | 2 | 2 |
Health and Work-life balance
TRIM understands that the mental and physical health of employees is the starting point for the sustainable development of TRIM and JPR. The health of employees is essential for increasing productivity and creativity, and TRIM is committed to the development of internal systems and the improvement of the workplace environment and will actively support the promotion of health among employees and their families.
Prevention of prolonged working hours
As part of efforts to create a healthy working environment, TRIM works to prevent chronic or continuous long hours of work as well as to thoroughly abide by labor-related laws. TRIM implements measures that include the proper management of the working status of all employees and the provision of instructions for improvement as needed while reporting to the management team.
| Related data | Fiscal 2018 (Apr. 2018-Mar. 2019) |
Fiscal 2019 (Apr.2019-Mar. 2020) |
Fiscal 2020 (Apr.2020-Mar. 2021) |
Fiscal 2021 (Apr.2021-Mar. 2022) |
Fiscal 2022 (Apr.2022-Mar. 2023) |
|---|---|---|---|---|---|
| Overtime hours per employee (monthly) | 10.7 hours | 12.5 hours | 10.0 hours | 13.8 hours | 14.4 hours |
Holiday system
It is important for employees to have sufficient rest and gain vitality for work to exert their full capacity and produce business results. TRIM believes that it is very important that employees take holidays to generate higher added value. TRIM works to increase the ratio of paid leave taken by developing a work environment where employees can easily take paid leave by improving their operational efficiency, and encourages them to take long-term paid leave by providing them with seasonal holidays, in addition to ordinary annual paid leave.
TRIM has also developed a system for enabling employees with chronic diseases to play an active role by introducing the sick leave system, so that they can take a leave of absence for hospital visits and medical treatment with peace of mind.
| Related data | Fiscal 2018 (Apr. 2018-Mar. 2019) |
Fiscal 2019 (Apr.2019-Mar. 2020) |
Fiscal 2020 (Apr.2020-Mar. 2021) |
Fiscal 2021 (Apr.2021-Mar. 2022) |
Fiscal 2022 (Apr.2022-Mar. 2023) |
|---|---|---|---|---|---|
| Ratio of paid leave taken | 83.2% | 70.8% | 68.2% | 69.5% | 76.3% |
- A sick-leave system was introduced in 2018.
Welfare programs and recipients
| Directors | Regular employees |
Contract employees |
Outline | |
|---|---|---|---|---|
| Paid leave system | 〇 | 〇 | 〇 | |
| Congratulation and condolence leave system | 〇 | 〇 | 〇 | |
| Menstrual leave system | 〇 | 〇 | 〇 | |
| Public leave system | 〇 | 〇 | 〇 | |
| Sick leave | 〇 | 〇 | 〇 | Employees can take up to ten days of annual leave for medical treatment or doctor’s appointments. |
| Season leave | 〇 | 〇 | 〇 | Employees are encouraged to take a consecutive five-day leave by combining up to three days off with their annual paid leave. |
| Childcare leave, child nursing care leave | 〇 | 〇 | 〇 | |
| Family care leave | 〇 | 〇 | 〇 | |
| Short working hour system | 〇 | 〇 | 〇 | |
| Staggered work hours system | 〇 | 〇 | 〇 | |
| Telework system | 〇 | 〇 | 〇 | |
| Defined contribution pension plans | 〇 | 〇 | － | |
| Investment unit accumulative investment system (Employee Stock Purchase Plan) |
〇 | 〇 | 〇 | |
| Long service award system | － | 〇 | － | Employees receive special leave and a grant according to their length of service (five years minimum and every five years thereafter). |
| Congratulation or condolence payment system | 〇 | 〇 | 〇 | |
| Partnerships with companies providing welfare services | 〇 | 〇 | 〇 | |
| Provision of satellite offices | 〇 | 〇 | 〇 |
- TRIM has no part-time employees or unsupervised contract employees.
Healthcare
Recognizing that management of employees' health is a crucial issue, TRIM fully subsidizes and recommends health checkups and influenza vaccinations. TRIM is also focusing on improving health through prevention and early treatment including measures to avoid lifestyle diseases and increase metabolism, treatment to help employees quit smoking, and dental checkups.
In terms of mental healthcare, TRIM has also established a health helpline giving employees easy access to counseling at any time.
TRIM was recognized by the National Federation of Health Insurance Societies (Kenporen) in Tokyo, receiving Silver certification as outstanding health organizations under the Health & Productivity Management Outstanding Organizations Recognition Program.
Certified under the 2024 Certified Health & Productivity Management Organizations Recognition Program
In cooperation with Tokyo Tatemono Group, TRIM is expanding the establishment of an environment where its officers and employees can continue to work in healthy ways. Recognized for these activities, the company was certified under the 2024 Certified Health & Productivity Management Organizations Recognition Program conducted by the Ministry of Economy, Trade and Industry.
The Certified Health & Productivity Management Organization Recognition Program honors large-scale and small- and medium-scale companies that are conducting excellent health management based on the initiatives for regional health problems and the health promotion initiatives noted by Nippon Kenko Kaigi.
Achievement of Healthy Company Declaration Silver Certification
TRIM has been certified Silver in the Healthy Company Declaration program by the Japan Health Insurance Association since 2019. The Healthy Company Declaration refers to a company’s commitment to promoting health throughout the organization. To obtain Silver certification, a company must declare its commitment to providing medical check-ups to all employees, utilizing the results of those check-ups, creating a healthy work environment, and supporting employees in improving their diet, exercise routine, and mental health. The company must also help its employees stop smoking.
TRIM has installed devices to measure blood vessel age and grip strength. It provides healthy Smart Meal lunches to employees.
Development of office environment
TRIM believes that a comfortable office environment is necessary for employees to maximize their performance. TRIM advocates the development of workplaces that are conducive to work by, for instance, placing plants in every office and providing communal areas incorporating a café booth to encourage communication among employees. Through the improvement of ICT in the company, TRIM has enabled the use of computers anywhere in the office, which helps raise work efficiency. It has also reduced the use of paper resources by making meetings paperless and created other effects.Social (personnel-related) data (collection period: April through March)
Social (personnel-related) data
Some social data contained in this report have been assured by LRQA to ensurethe the reliability of the data reported. The types and values of applicable data are marked with an asterisk (*).
Collection period: April through March
| Data Related to Employee | Fiscal 2018 | Fiscal 2019 | Fiscal 2020 | Fiscal 2021 | Fiscal 2022 |
|---|---|---|---|---|---|
| Number of full-time directors* | 5 | 3 | 3 | 3 | 3 |
| Male | 5 | 3 | 3 | 3 | 3 |
| Female | 0 | 0 | 0 | 0 | 0 |
| Number of employees (regular/contract)* | 41 | 42 | 45 | 48 | 54 |
| Ratio of regular employees against all employees* | 90.2% | 92.9% | 95.6% | 90.0% | 90.7% |
| Number of regular employees* | 37 | 39 | 43 | 43 | 49 |
| Male | 32 | 33 | 34 | 32 | 38 |
| Female | 5 | 6 | 9 | 11 | 11 |
| Number of contract employees* | 4 | 3 | 2 | 5 | 5 |
| Male | 0 | 1 | 1 | 2 | 2 |
| Female | 4 | 2 | 1 | 3 | 3 |
| Number of employees seconded from other companies* | 11 | 11 | 9 | 8 | 10 |
| Male | 11 | 10 | 8 | 7 | 9 |
| Female | 0 | 1 | 1 | 1 | 1 |
| Ratio of female employees* | 22.0% | 21.4% | 22.2% | 29.2% | 25.9% |
| Ratio of female executives* | 0.0% | 0.0% | 0.0% | 0.0% | 6.3% |
| Ratio of female directors* | 0 | 0 | 0 | 0 | 0 |
| Average length of service* | 6 years and 3 months |
7 years and 3 months |
7 years and 2 months |
7 years and 0 month |
7 years and 5 month |
| Male | 6 years and 0 month |
6 years and 10 months |
6 years and 9 months |
7 years and 3 months |
7 years and 4 months |
| Female | 6 years and 8 months |
8 years and 4 months |
8 years and 4 months |
6 years and 7 months |
7 years and 6 months |
| Number of new hires* | 5 | 2 | 5 | 10 | 4 |
| Male | 3 | 2 | 4 | 6 | 3 |
| Female | 2 | 0 | 1 | 4 | 1 |
| Number of employee turnover* | 1 | 1 | 0 | 6 | 1 |
| Male | 1 | 0 | 0 | 6 | 0 |
| Female | 0 | 1 | 0 | 0 | 1 |
| Employee turnover rate* | 3.3% | 3.6% | 0.0% | 12.5% | 1.8% |
| Ratio of paid leave taken* | 83.2% | 70.8% | 68.2% | 69.5% | 76.3% |
| Ratio of employees receiving health checkups* | 100.0% | 100.0% | 100.0% | 100.0% | 100.0% |
| Annual total of hours spent on education and training* | 835 hours | 683 hours | 839 hours | 755.5 hours | 1,518 hours |
| Hours spent on education and training per employee* | 20.4 hours | 16.3 hours | 18.7 hours | 15.7 hours | 29.0 hours |
| Ratio of executives and employees receiving education and training* | 100.0% | 100.0% | 100.0% | 100.0% | 100.0% |
| Training expenses per employee* | 58,567 yen | 60,963 yen | 63,946 yen | 26,967 yen | 87,024 yen |
| Ratio of receiving sustainability training* | - | 72.7% | 93.0% | 52.0% | 94.7% |
| Overtime hours per employee (monthly)* | 10.7 hours | 12.5 hours | 10.0 hours | 13.8 hours | 14.4 hours |
| Male | 12.9 hours | 14.5 hours | 10.7 hours | 15.4 hours | 16.7 hours |
| Female | 5.2 hours | 7.5 hours | 8.0 hours | 10.1 hours | 9.6 hours |
| Number of employees taking childcare leave* | 0 | 0 | 0 | 0 | 0 |
| Number of employees taking long-term nursing care leave* | 0 | 0 | 0 | 0 | 0 |
| Number of employees working reduced hours* | 2 | 2 | 0 | 0 | 0 |
| Average employee satisfaction (ratio of those who answered "satisfied") | 71.4% | 67.6% | 84.2% | 73.2% | 71.7% |
| Response rate of employee satisfaction survey | 92.1% | 95.0% | 93.0% | 97.6% | 92.0% |
- The above data include results of five years from fiscal year 2018 (April 1, 2018, through March 31, 2019) through fiscal year 2022 (April 1, 2022, through March 31, 2023).
- Training-related data includes all employees including supervised contract employees. TRIM has no part-time employees or unsupervised contract employees.