Initiatives for Society

JPR and TRIM have relationships with a broad array of stakeholders including unitholders, tenants, PMs, local communities and TRIM employees. JPR and TRIM will engage in business with sincerity and a sense of responsibility to build good relationships with stakeholders that last for a long time.

Initiatives on Behalf of Tenants

Realizing better customer satisfaction (CS) should create opportunities to invite new tenants as well as to continue contracts with existing tenants.
JPR believes that the quickest way to enhance CS is to directly hear the requests and comments of tenants and users and reflect them in the facilities and services. Based on this belief, JPR takes a variety of measures.

Considerations Given to Security and Service

JPR provides high-quality services in consideration of safety and security of all the people who use the properties. By doing so, JPR works to enhance tenant satisfaction.

Keeping composed even in emergency
Disaster emergency response system

  • Utilize the disaster manual
  • Establish the disaster emergency response system

Preventing accidents caused by human errors
Enhanced safety at parking lots

  • Prepare safety standards for parking lots
  • Understand the current status and check conformity to the standards
  • Install, review and replace equipment
  • Securely explain how to use to managers and users

Greetings with a Smile
Improvement of staff manners

  • Prepare a manual for manners
  • Check staff manners periodically

Always kept clean
Raising levels of cleaning

  • Utilize cleaning check sheets
  • Periodically check the cleaning crew

Comfortable indoor space
Replacement of air-conditioners

  • Conduct strategic replacement based on the results of the CS surveys
  • Exercise energy-saving effects
  • Enhance comfort for people within the building

Making arrangements for seasonality
Performance at the entrance

  • Conduct three times (spring, summer and winter) a year
    Installation of flowers at the entrance (spring)
    Preparation of strips of paper conveying wishes with tenants at the Tanabata festival (summer)
    Decoration for Christmas (winter), etc.

Periodic CS Surveys

JPR periodically conducts CS surveys and inspections to check the level of its tenant services for each building.Based on the inspection results, discussions are held to identify the issues and countermeasures for each building, with an aim to continuously enhance the services offered by JPR as a whole.
The surveys are consigned to a think tank, a third-party organization, to secure fair assessment results.

Changes in CS Survey Results

Based on the survey results, JPR addresses the requests from tenants as quickly as possible, endeavoring to improve the issues.
Through these continuous responses to tenants, their overall satisfaction (average) has been steadily enhanced.
* The 2020 CS Survey is postponed or cancelled due to the spread of COVID-19.

Changes in CS Survey Results

[ Overview of the 2019 CS survey ]
Average value with 4 points being the highest
Survey period : May-June 2019
Surveyed building : 42 building with 508 tenant
Questionnaire item : management and administration, responses to tenants, crime prevention and safety, emergency responses and environmental preservation, etc.

Inspection Flow Chart for CS

JPR shares information on the results of tenant questionnaires and the results of PMs' inspection of issues with building managers (BMs) to improve the issues.

Inspection Flow Chart for CS

PM:property manager(leasing management)
BM:building manager(building management)

Initiatives to Improve the Management Level (Commendation System of the JPR Best Performance Award)

JPR commends the BMs at an excellent management level as a model for other properties by implementing the JPR Best Performance Award based on the results of a CS (tenant satisfaction) survey and the recommendations of the PMs. Because this award is given based on tenant satisfaction, it serves as a significant incentive for the BMs to increase tenant satisfaction. In the buildings that received the Award, the BMs tend to actively express opinions to improve the management level in many cases, suggesting that their motivation has increased.
In addition, because tenant satisfaction is high in buildings that have received the Award, excellent services and efforts in the buildings will be shared with the BMs of other properties, which leads to an improvement in the management level of the entire portfolio.

Recipients of JPR Best Performance Award 2019

The Best Performance Award 2019 was given to JPR Ichigaya Bldg. The management staff always build good relations with tenants and excel at managing the building. As a result, tenant satisfaction is high, leading to fewer problems. When simultaneously dealing with construction work on the changeover of retail unit tenants and the departure of tenants, the staff facilitated difficult events flexibly. The building also scores consistently high in tenant satisfaction surveys and, for these reasons, JPR Ichigaya was the winner.
The special award was given to Kanematsu Bldg. and Kanematsu Bldg. Annex, which are highly rated every year despite stringent management requirements, and to JPR Ueno East Bldg. for its quick response to problems and well-organized management. The special award was also given to JPR Hakata Bldg., Yakuin Business Garden and JPR Naha Building, which were highly rated for their staff's attitude toward work and the high standard of management.

Best Performance Award

JPR Ichigaya Bldg.

JPR Ichigaya Bldg.

The special award

Kanematsu Bldg.

Kanematsu Bldg.

The special award

Kanematsu Bldg. Annex

Kanematsu Bldg. Annex

The special award

JPR Ueno East Bldg.

JPR Ueno East Bldg.

The special award

JPR Hakata Bldg.

JPR Hakata Bldg.

The special award

Yakuin Business Garden

Yakuin Business Garden

The special award

JPR Naha Bldg.

JPR Naha Bldg.

Safety and Security Initiatives

JPR believes that its primary responsibility is to ensure the safety of tenants and users and provide facilities and services that are comfortable and safe to use. Continuous and comprehensive efforts are required in order to provide safe, secure and high-quality services. Drawing on the expertise of its sponsors, JPR views safety the top priority in operating its properties.

Improving safety and security

JPR and TRIM manages its facilities appropriately in accordance with its Operation and Maintenance Manual to provide peace of mind to all tenants and customers. For management of parking lots, which have high risk when it comes to safety, JPR has developed its own in-house safety standards that are more stringent than the standards required by law, and pursues continuous risk reduction through regular inspections and reviews at each property. The majority of accidents that occur in parking lots are accounted for by human error, so JPR is further promoting risk reduction by sharing detailed safety information with users.

Earthquake- and disaster-prevention initiatives

Since the Great East Japan Earthquake in 2011, there has been increased concern about the earthquake resistance of buildings. JPR is adopting measures to minimize damage and ensure rapid recovery in order to ensure business continuity and enable sustained growth in the event of unforeseen circumstances such as a natural disaster or epidemic. Furthermore, JPR considers earthquake risks when buying properties and does not acquire buildings that fail to meet certain earthquake-proofing standards.

Disaster-prevention and business continuity planning (BCP) measures

TRIM has established crisis management procedures and a business continuity plan and is making ongoing efforts to prepare for unforeseen circumstances such as natural disasters.
In developing BCP, the probability of a crisis occurring, its impact, and the difficulty of responding to it are evaluated and measures selected accordingly. As part of BCP, an action plan has been formulated in order to take appropriate steps regarding essential business and critical factors when responding to a disaster. In the event of an emergency situation, crisis response headquarters will be set up, and preparations have been made to preserve assets and ensure the rapid deployment of countermeasures, with the primary goal being to protect the lives of people.

Conducting regular disaster prevention and business continuity planning (BCP) drills

In order for BCP to be used effectively in an emergency situation, regular drills alongside ongoing workforce education are essential.
As part of disaster prevention drills, TRIM regularly conducts BCP drills to encourage collaboration and cooperation between officers and employees and to increase understanding. TRIM also shares any issues identified through the drills and strives to improve emergency preparedness.

business continuity planning (BCP) drills

business continuity planning (BCP) drills

FY 2019 drill

Conducting disaster-prevention training

With increasing attention being focused on the importance of earthquake- and disaster-preparedness, regular disaster-prevention training and awareness activities are being conducted at buildings owned by JPR for the purpose of ensuring user safety, reducing damage, maintaining business activities, and helping people in the community in the event of an earthquake. Moreover, in properties with many foreign-affiliated tenants, steps have been taken to provide emergency announcements in English and measures suited to user characteristics have been implemented. TRIM is also striving to improve its response capabilities and conducts regular trainings to increase the speed at which information about property damage will be collected in the event of an earthquake occurring directly below the Tokyo area.

Using PML Values in Preparation for Earthquake Risks

PML means Probable Maximum Loss, or the maximum amount of loss by earthquakes.
ML indicates the degree of damage to a building caused by an assumed earthquake of maximum magnitude (possible once every 475 years), presented as the proportion (%) of the expected restoring cost against the price to re-acquire the building (replacement cost). The lower the percentage, the lower the amount of loss. JPR checks the earthquake resistance performance and the PML value when determining whether to acquire a property, and will not acquire it if the property does not meet certain standards. For the earthquake resistance performance and the PML value of individual properties in the portfolio, please check the Property Data Book.

Shakes by the Great East Japan Earthquake Attenuated at Shinjuku Center Bldg.

Supported by Taisei Corporation, the sole general contractor among sponsors of J-REITs, JPR installed 288 axial force controlling oil dampers at Shinjuku Center Building in 2009. The installation represented the first countermeasure against long-period earthquake ground motion for existing ultra-skyscraper buildings in Japan.
When the Great East Japan Earthquake occurred, this countermeasure minimized the damage to the building, reducing maximum distortion by 22% and maximum acceleration by 29%. At Toh-Ten-Koh, a Chinese restaurant on the top floor, the damage consisted of a small number of broken plates. This is an example where preliminary measures minimized the damage.

long-period earthquake

Countermeasures against Long-Period Earthquake Ground Motion Won the 20th BELCA Award

The BELCA (Building and Equipment Long-Life Cycle Association) Award is a program to select and recognize exemplary buildings and structures among those that are properly repaired and maintained or have undergone excellent renovation work. Shinjuku Center Bldg. received the 20th BELCA Award (in the long life domain).

BELCA Award

Local Community Initiatives

Cooperation with sponsors in urban redevelopment

In large-scale redevelopment, JPR promotes the reasonable, sound and high-level use of land in cities and the renewal of urban functions by developing highly aseismic buildings and public facilities such as parks, squares and streets. JPR has a track record of acquiring more than 70% of the sponsor pipeline, which mainly consists of large-scale properties redeveloped by the sponsors, and large-scale redevelopment properties make up 43.5% of the portfolio.
Major large-scale redevelopment properties in the portfolio are as follows.

The Otemachi Tower

The Otemachi Tower
36.0 billion yen

Olinas Tower

Olinas Tower
31.3 billion yen

Shinjuku Center Bldg.

Shinjuku Center Bldg.
21.0 billion yen

Tokyo Square Garden

Tokyo Square Garden
18.4 billion yen

Local Community Initiatives

At JPR and TRIM, it is believed that developing the communities where properties are located will enhance the value of JPR's assets. As a good real estate owner, JPR strives to engage in dialogue with local residents, offer its land and facilities as venues for people to interact, and establish roots in the community.

Example property: Tokyo Square Garden

Tokyo Square Garden has received excellent evaluations from impartial third parties as an eco-friendly building. The Kyobashi-no-oka (a multi-layered greening space extending from first to fourth floors to approximately 3,000 square meters) provides a relaxing environment in the Kyobashi area, which has very little green space. Meanwhile, the Kyobashi Environment Station, which works to reduce CO2 emissions in the surrounding area, houses multilingual medical facilities and child-rearing support facilities as a well providing the following social features:

  • Serving as temporary facilities to shelter stranded people
  • Serving as warehouses to store supplies during disasters
  • Providing emergency power supply in the event of power failure
  • Providing barrier-free access walkways
  • Providing support programs for sustainability-driven start-ups

Example property: Tokyo Square Garden

Example property: Oval Court Ohsaki Mark West

As part of its interactions with building tenants and local residents, satsuma-imo potatoes have been cultivated on the roof of Oval Court Ohsaki, organized mainly by the building's management association. During the height of summer, the plants sprout and cover the roof. Through transpiration and heat-shielding, the leaves help to alleviate the heat island effect. In addition, "Green Potato" harvesting sessions are held to collect potatoes grown on the roof, with building tenants and children from neighborhood daycares taking part in the activity. Some of the harvested potatoes are cooked in the building's cafeteria and served at a dinner for the participants, who greatly appreciate it.

Example property: Oval Court Ohsaki Mark West

Example property: Yume-ooka Office Tower

Through the management association, Yume-ooka Office Tower, in collaboration with other condominium owners, provides financial support to set up illuminations in winter for the enjoyment of local residents. To celebrate the event's 20th anniversary in 2016, the Yume-ooka Festival was held at the rooftop garden. It was attended by around 6,000 people, including local residents and building tenants. In addition, the building has undertaken various activities to support the community, including providing display areas for fire-prevention awareness posters created by children from the ward, a bloodmobile station, and an event venue for use by community development groups.

Example property: Yume-ooka Office Tower

Morning Clean-up Activities

TRIM, together with Tokyo Tatemono Co., Ltd., its main sponsor, periodically conducts cleanup activities in the Nihonbashi, Yaesu and Kyobashi area, where its head office is located. Recently, more than 200 volunteers primarily from the Tokyo Tatemono Group have participated in volunteer activities in an effort to improve the look of the area.
TRIM will continue to make contributions to regional communities through exchanges with local residents and town beatification activities.

Morning Clean-up Activities

Morning Clean-up Activities

Sanno Matsuri

Sanno Matsuri is a festival at Hie Shrine. In the Edo period, it was one of the few festivals called Tenka-Matsuri that were watched by the shogun. This festival is one of the three great festivals in Japan, together with Osaka Tenjin Matsuri and Kyoto Gion Matsuri.
Partly because it is held every other year, Sanno Matsuri is a major festival. The mikoshi (portable shrine) of Kyobashi 3-chome, where Tokyo Square Garden owned by JPR is located, also parades through the town during this festival.
Officers and employees of TRIM, which is a member of the Tokyo Tatemono Group as the sponsor, participate in the festival and warm it up with people from the local neighborhood association.

Sanno Matsuri

Sanno Matsuri

Workforce Initiatives

One of the corporate beliefs of TRIM is that "each officer and employee shall act as a professional with sincerity and a sense of responsibility." TRIM believes that if the officers and employees exercise their advanced expertise through personal growth, it will lead to the sustainable growth of JPR and TRIM.
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

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 capital development programs

TRIM has systemized rank-based training in line with the skills necessary for each grade and position from the standpoint of the medium- and long-term development of employees and engages in career development according to the duties, rank and the development of the future management team. TRIM also provides its independently produced training programs every year on subjects with strong social demand such as compliance and ESG.

GradeVision for personnelMajor abilities to executeRank-based job trainingOverall trainingIndividual training
Rank-based trainingSkill training
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
Designate human and conceptual skills training for each grade. Our training (compliance training and ESG training) ・ e-learning (required and optional)
・ Training to acquire qualifications
・ Specialized courses
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
・ Management training
・ Evaluation training
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
・ Leadership training
・ Management assessment
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
・ Communication training
・ Leadership assessment
E Support superiors in the execution of operations as an assistant. ・ Business processing ability
・ Ability to write sentences well
・ Basic actions and attitude
(Independence)
GradeVision for personnelMajor abilities to execute
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
GradeMajor abilities to executeOverall trainingIndividual training
Rank-based trainingSkill training
A Designate human and conceptual skills training for each grade. Our training (compliance training and ESG training) ・ e-learning (required and optional)
・ Training to acquire qualifications
・ Specialized courses
B ・ Management training
・ Evaluation training
C ・ Leadership training
・ Management assessment
D ・ Communication training
・ Leadership assessment
E (Independence)

Job specific development training program

TRIM proactively supports all employees in developing skills in order to exercise strong expertise. Support includes covering expenses for attendance at seminars and trainings at least twice a year and periodically providing internal training using e-learning. TRIM also manages the status of attendance at training sessions and uses it for guidance and career development.
It covers the expenses for the acquisition of ARES Certified Master certification and other qualifications.
As of the end of March 2020, TRIM employees held the following qualifications.

Real estate transaction specialist 34 employees
ARES Certified Master 13 employees
Real estate appraiser 4 employees
First-class architect 2 employees
Certified public accountant 1 employee
Securities Analysts Association of Japan 4 employees
Related dataFiscal 2017
(Apr. 2017-Mar. 2018)
Fiscal 2018
(Apr. 2018-Mar. 2019)
Fiscal 2019
(Apr.2019-Mar. 2020)
Annual total of hours spent on education and training 748 hours 835 hours 683 hours
Hours spent on education and training per employee 19.2 hours 20.4 hours 16.3 hours
Ratio of executives and employees receiving education and training 100.0% 100.0% 100.0%

Personnel system

TRIM places importance on the development and demonstration of skills of all employees, and has established regulations for the personnel system in an aim to treat its workforce fairly and to develop human resources. With enhanced fairness and transparency in personnel evaluation based on achievements, TRIM presses ahead with creating a work environment where employees can exert their capabilities as professionals while setting higher individual goals. To ensure the fairness of evaluations, TRIM conducts multi-step evaluations and carries out the company-wide adjustment of evaluation levels. In addition, every employee is notified of evaluation results and can raise any objections or seek a correction. The evaluator conducts interviews with employees every three months to share thoughts on their expected roles that are appropriate to their skill development stages as well as actual achievements. TRIM uses the interview as an important opportunity for promoting skill development while presenting the evaluation more satisfactorily. At the same time, TRIM provides the evaluator with evaluation training to ensure fair evaluation and guidance.

Employee satisfaction survey

TRIM believes that employees are stakeholders closest to TRIM and improving their satisfaction is essential to its sustainable growth. Accordingly, TRIM conducts annual surveys of all employees on a wide range of matters such as workplace environment, physical and mental health issues, educational support, treatment and personnel policies. The results of the survey are reported to the management team and feedback is provided to employees to improve the workplace environment.

Employee awards program

TRIM has established an awards program to recognize employees with notable achievements. By presenting an award, TRIM fosters a corporate culture that raises the motivation of each employee and encourages them to work with an enterprising spirit.

Work-life balance

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.

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 dataFiscal 2017
(Apr. 2017-Mar. 2018)
Fiscal 2018
(Apr. 2018-Mar. 2019)
Fiscal 2019
(Apr.2019-Mar. 2020)
Overtime hours per employee (monthly) 13.2 hours 10.7 hours 12.5 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 in fiscal 2018, so that they can take a leave of absence for hospital visits and medical treatment with peace of mind.

Related dataFiscal 2017
(Apr. 2017-Mar. 2018)
Fiscal 2018
(Apr. 2018-Mar. 2019)
Fiscal 2019
(Apr.2019-Mar. 2020)
Ratio of paid leave taken 89.1% 83.2% 70.8%

Health and Comfort

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.

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.

Related dataFiscal 2017
(Apr. 2017-Mar. 2018)
Fiscal 2018
(Apr. 2018-Mar. 2019)
Fiscal 2019
(Apr.2019-Mar. 2020)
Ratio of employees receiving health checkups 100.0% 100.0% 100.0%

Information gathering and point of contact for grievances and requests (helpline)

TRIM offers a system to address compliance violation reporting, grievances and consultations pertaining to all employees (including part-time workers and contractors), and to properly handle them.
HR personnel interview each employee annually and listen to grievances and requests, such as personnel affairs and relationships in the workplace, as well as health and family issues. The HR Department provides support for problems that require a response. In addition, when a serious problem is found, such as a compliance violation, it will be reported to the Compliance Office and will be handled in accordance with the Compliance Provisions.
TRIM has the Compliance Office as a point of contact with which employees can consult regarding work issues. In accordance with the Internal Reporting Provision, an external point of contact has also been set in place. All employees (including part-time and contractors) may use the internal reporting system for requesting a fair investigation to correct improper conduct, such as compliance violations. The provision also prescribes the protection of privacy for the reporter and the prevention of workplace environment deterioration, such as disadvantageous behavior and retaliatory behavior targeting the reporter. For the reported conduct, the provision obliges proper corrections, recurrence prevention measures and punishment, under the direction of the president and the auditor.

Individual interviews with employees

All employees have an interview with a personnel officer once a year. The interview provides an opportunity to ask the employee about a wide range of topics, including any complaints or requests in relation to the workplace or workplace relationships, problems with their health or family, and any future career aspirations. It is helpful for the provision of support to the employee after the interview and for improving the workplace environment.

Development of office environment

TRIM believes that a comfortable office environment is necessary for employees to fully perform. TRIM advocates the development of workplaces that are conducive to work, putting plants in every office and providing communal areas and rest areas, and making drinks and snacks available to encourage communication between employees. Meanwhile, through its use of ICT, TRIM has enabled the use of computers anywhere in the office, has improved work efficiency and has reduced paper resources by moving to paperless meetings.

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.

Diversity

TRIM respects the diversity of all employees regardless of nationality, gender, age, values and attributes, and is creating an environment where employees can succeed to achieve medium-to long-term growth and enhance corporate value.

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.

Promoting the empowerment of women

TRIM considers the diversity of employees as an essential theme for sustainable growth and is striving to respond to the various needs of employees. In addition, TRIM is promoting the creation of a workplace environment where female employees wishing to succeed in work can fully exert their individuality and skills.

Related dataFiscal 2017
(Apr. 2017-Mar. 2018)
Fiscal 2018
(Apr. 2018-Mar. 2019)
Fiscal 2019
(Apr.2019-Mar. 2020)
Number of employees taking childcare leave 2 0 0
Number of employees working reduced hours 2 2 2

Empowerment of seniors

TRIM works to create an environment in which seniors will continue to have active roles utilizing their work experience, knowledge, skills and such after their retirement, by introducing the reemployment system, which allows employees who wish to work after their retirement at 60, to be continuously employed.

Data Related to Employees

Data Related to EmployeesFiscal 2017Fiscal 2018Fiscal 2019
Number of full-time directors 5 5 3
Male 5 5 3
Female 0 0 0
Number of employees (regular/contract) 39 41 42
Ratio of regular employees against all employees 94.9% 90.2% 92.9%
Number of regular employees 37 37 39
Male 31 32 33
Female 6 5 6
Number of contract employees 2 4 3
Male 0 0 1
Female 2 4 2
Number of employees seconded from other companies 13 11 11
Male 12 11 10
Female 1 0 1
Ratio of female employees 20.5% 22.0% 21.4%
Ratio of female executives 0.0% 0.0% 0.0%
Ratio of female directors 0 0 0
Average length of service 6 years and 10 months 6 years and 3 months 7 years and 3 months
Male 6 years and 7 months 6 years and 0 month 6 years and 10 months
Female 7 years and 5 months 6 years and 8 months 8 years and 4 months
Number of new hires 1 5 2
Male 1 3 2
Female 0 2 0
Number of employee turnover 2 1 1
Male 2 1 0
Female 0 0 1
Employee turnover rate 7.7% 3.3% 3.6%
Ratio of paid leave taken 89.1% 83.2% 70.8%
Ratio of employees receiving health checkups 100.0% 100.0% 100.0%
Annual total of hours spent on education and training 746 hours 835 hours 683 hours
Hours spent on education and training per employee 19.1 hours 20.4 hours 16.3 hours
Ratio of executives and employees receiving education and training 100.0% 100.0% 100.0%
Ratio of executives and employees receiving sustainability training - - 72.7%
Overtime hours per employee (monthly) 13.2 hours 10.7 hours 12.5 hours
Male 14.1 hours 12.9 hours 14.5 hours
Female 9.1 hours 5.2 hours 7.5 hours
Number of employees taking childcare leave 2 0 0
Number of employees taking long-term nursing care leave 0 0 0
Number of employees working reduced hours 2 2 2
  • The above data is for FY2017 (from April 1, 2017 to March 31, 2018), FY2018 (from April 1, 2018 to March 31, 2019) and FY2019 (from April 1, 2019 to March 31, 2020).

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.

Initiatives Aimed at Unitholders/Investors

Efforts are made to disclose timely, accurate information that is useful to unitholders and investors as well as to enhance communication through briefings and active participation in events.

Information disclosure

Recognizing that thorough information disclosure has a significant impact on the development and success of the real estate investment trust securities market, one of JPR's management principles is to "earn the trust of society and unitholders through highly transparent fund management based on timely, appropriate information disclosure and proactive IR activities." To put this principle into practice, JPR strives for the disclosure of impartial information including information required to be revealed based on timely disclosure rules as well as other information judged to be useful to investors in making investment decisions.

Status of IR-related activities

In addition to timely information disclosure, JPR strives for the provision of a wide range of content on websites, including statutory disclosure documents, press releases, financial information (financial statements, earnings summaries, briefing materials for analysts, and videos of results briefings), characteristics and performance status of managed assets, and information aimed at private investors.
Moreover, each time financial results are announced, a briefing on the operating status or financial outlook of the portfolio is held for institutional investors and lenders based in Tokyo and other interested parties, aimed primarily at securities analysts. In addition, around 100 to 120 individual meetings are held with Japanese and international institutional investors both in Japan and overseas. In addition to the holding of individual meetings with foreign investors, focusing mainly on North America, Europe, and Asia, JPR also actively participates in conferences held by securities companies.
Furthermore, results briefings are held for 200 to 300 private investors in Tokyo and two major cities in other regions of Japan each time financial results are announced and JPR is actively involved in private investor seminars held by the Association for Real Estate Securitization, the Tokyo Stock Exchange, securities companies, and others.