Society

Health and Safety

Securing and maintaining a working environment where employees can work in a healthy and safe manner is the foundation and important issue for a better workplace and business development. We have established a code of conduct and a basic safety and health policy related to the workplace environment, and are promoting the creation of a better workplace.

Health and Safety Basic Policy

Comply with safety and health laws and internal standards, and strive for further safety and health management.
Demonstrate "safety first" through actions and work to establish the practice of "do not injure or cause injury"
Clarify the causes of hazards and accidents in the workplace, implement risk assessments that determine the priority of countermeasures, and promote the creation of safe and comfortable workplaces from "zero accidents" to "zero risks."
In order to prevent health problems due to overwork and mental health problems, we will improve hygiene management and promote measures to ensure the health of our employees.
We will deepen communication with all employees and carry out health and safety activities with the participation of all employees.

Health and Safety Management System

At the Tohoku LIMEX Factory and Yokosuka circular factory, we hold a monthly health and safety meeting, which is mandatory for all employees, including the factory manager, and a health and safety committee, which includes industrial physicians, safety managers, and health managers.At the health and safety meeting, we decide on basic policies and annual goals, discuss health and safety education, traffic safety, and disaster prevention, and all participants discuss and implement measures to improve cases of danger in daily work that have been shared in advance by each person in charge.

Safety and Health Training

In order to raise the awareness of safety and health among employees, we provide trainings related to the basics of safety and health, laws, management systems, the role of safety and health promoters, and measures to prevent health problems at new employee training and safety and health meetings. All employees who work at the factory take first-aid training to raise safety awareness even for non-specialized workers.

Safety and Health Meeting
Safety and Health Committee
First aid training

Circular People Management

TBM's vision, "Leveraging the past to create the future. Sustainable circular innovation even 100 years from now," embodies our desire to continuously create businesses that allow people to coexist with the Earth, rather than continuing to operate while destroying it. To realize this vision, TBM aims to be a company that "develops people who envision the future and take on challenges." Circular People Management (CPM) is our approach to building people and an organization that will enable TBM to be such a company.
At CPM, we believe that what's important for TBM today is "continuously creating a space where inspiration naturally spreads." Our inspiration lies in the process of each individual challenging themselves to fulfill our Mission, "Bridging today and the future we want.," while working towards our Vision with various colleagues centered around the TBM Compass. As long as we continue to challenge ourselves, the various relationships surrounding us (among TBM members, between us, our customers, and our products, between our products and the environment) will continue to change, and we will continue to transform. However, we are able to continue challenging ourselves thanks to the many people who empathize with and have expectations for TBM's Vision, who get involved with us, support us, and give us many opportunities to challenge ourselves together. The sense of accomplishment, sense of presence, and sense of sharing that arises through challenges are inspiration, and by talking about that inspiration, being stimulated by the inspiration of our colleagues, and stimulating others, we continue to create new challenges. At CPM, we are working to keep this kind of chain reaction going. Based on this way of thinking, the management team and the People & Culture Department are at the forefront of organizational development and talent development.

Place creation and human resource development

① Create a place

Once a month, we hold a company-wide meeting called "Same Boat Meeting" to share TBM's management and business status, as well as the challenges and achievements of our members with all employees. Questions and opinions are shared on the spot or provided as feedback later, expanding the scope of each individual's personal involvement. In addition, we have established mechanisms to share inspiring experiences and values at various levels, such as deepening understanding of TBM's current situation and future at a large-scale company-wide meeting called "TBM CAMP" once a year, and making presentation materials from new employees available for all employees to view.

② Develop people who lead CPM

To encourage the transformation of the General Manager himself and to help him grow into a person who can create more inspiring experiences both inside and outside the company as the business grows, we regularly hold meetings with external business leaders to discuss TBM's management and business challenges. In addition, to enable on-site management to demonstrate leadership and promote the growth of their members, we hold a monthly management meeting where managers gather to discuss human resources and organizational issues.

③ Understand member engagement

We conduct employee surveys twice a year to assess the state of the organization and its people, including the degree to which our corporate philosophy is understood. The overall TBM results are made public throughout the company, and based on the departmental results, each department and the HR department work together to implement initiatives for a better organization. In addition, we also identify the need for individual interviews at the same time as the employee survey, and by arranging interviews with the HR department or an industrial physician for those who request them, we support each individual's career development and challenges.

D&I

We established a D&I team in September 2018, formulated a roadmap, and are implementing initiatives in collaboration with internal divisions and other companies. With the TBM Compas, we respect each other's "differences" such as gender, gender identity and sexual orientation, age, family structure, origin, disability, illness, language, nationality, ethnicity, religion, etc. We believe in the potential of relationships with people, and are working to create an organization where each individual can demonstrate their full potential. At TBM, we regard D&I as an essential management initiative, share the status of D&I promotion within the company, and take swift action.

D&I Policy

With the community

TBM would like to actively engage in dialogue and cooperation with stakeholders in order to realize the future we want. We introduce our efforts with local communities where TBM's business sites are located, and our efforts to promote sustainability within the startup industry to which we belong.

With the local community

TBM has had a strong commitment to reconstruction support since its founding, stemming from the experience of its representative, Yamazaki, who went to the disaster-stricken areas immediately after the Great East Japan Earthquake and was involved in providing supplies and other support. The Shiroishi Plant (demonstration plant) and the Tohoku LIMEX Plant, which manufacture LIMEX, were built in Miyagi Prefecture, one of the prefectures affected by the disaster, with the aim of revitalizing the region through job creation. In the construction of the Shiroishi Plant, TBM received support from the Ministry of Economy, Trade and Industry's Innovation Hub Location Promotion Project "Subsidy for the Development of Advanced Technology Demonstration and Evaluation Facilities, etc." in 2013, and in the construction of the Tohoku LIMEX Plant, TBM was selected for the Ministry of Economy, Trade and Industry's "Subsidy for the Location of Companies that Create Employment in Areas Affected by Tsunami and Nuclear Disaster (Support Project for Location of Manufacturing Industries, etc.)" in 2016. Through regular employment that allows for long-term employment, TBM aims to cultivate human resources who can play an active role from Tohoku to all of Japan, and further to countries around the world that have problems with plastics, water resources, and forest resources, while realizing LIMEX products that will have an impact on the world.
As part of our efforts to build bridges to the future, we are focusing on nurturing and supporting the next generation. As an organization that endorses the Ministry of Education, Culture, Sports, Science and Technology's "Declaration for Promoting Children's Experiential Activities," we are promoting experiential activities for children who will play a key role in creating a sustainable society. Our Tohoku LIMEX Plant and Yokosuka circular factory accept factory tours from local schools, and we also actively conduct outreach classes on environmental issues for elementary, junior high, and high school students, as well as participate in career experience events.

In addition, since cooperation with neighboring communities and businesses is particularly essential in material circulation initiatives, we are actively working together as shown in the examples below.

Kanagawa Upcycling Consortium (only in Jappanese)

Recycling plant in Yokosuka City

Sustainability in the startup industry

It is said that the number of startups is increasing that solves environmental and social issues as engines for growth, but there are not many opportunities enough to share knowledge and consult with each other yet. We believe that the existence of such opportunities will accelerate the resolution of environmental and social issues, and are actively committed to promote sustainability in the startup industry.

サステナビリティ特化型ベンチャーコミュニティ（City Lab Ventures）の企画運営
インパクトスタートアップ協会への参画
J-Startup Impactへの選定