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Social Aspects

To realize sustainable business management, development, and to achieve our mission and vision, we believe that it is essential to address the social aspects in relation to our stakeholders. We conduct business in compliance with the social aspects stated in our Code of Conduct and aim to grow with local communities by contributing to solving social issues through our business.

Upon discussion in the Sustainability Committee, we have selected priority themes for customers, employees and local communities; securing product safety and providing information, customer information management, occupational safety and health, human resources, diversity & inclusion, and coexistence with the community and creating fans.

By evaluating the performance and the social impact of our business activities in FY 2020, we will plan specific actions for material issues related to external stakeholders in addition to the entire company including the headquarters and plants, and will strive to make holistic improvements in our social impacts.


・Securing product safety and provision of information

・Customer information management


・Occupational Health and Safety


・Diversity and Inclusion (D&I)

Local communities

・With local communities


Securing product safety and provision of information

Recognizing that a sense of trust and reliability by customers will be created upon the safety of LIMEX products, we see product safety as the foundation of our business activities.

We have set an additional policy for “product safety” and “product environmental friendliness” based on the statement in our Code of Conduct. Under the lead of the R&D and Manufacturing Division, we are continuously working on improving the product safety and information disclosure regarding the safety of our products.

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Customer information management

One of our main products is business cards, and we believe that proper management of our customers’ personal information is the foundation of our business. To protect personal information, we obtained permission to use Privacy Mark from the Japan Information Economy and Society Promotion Association on January 22, 2014. We educate the staff members who deal with customers’ personal information about the protection of personal information.

Number of accidents related to violation of customer privacy and consultation on customer data loss

  2018 2019 2020
Total Number 1 0 0


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Basic Data

  2018 2019 2020
Total Shiroishi Total Shiroishi Total Shiroishi Tagajo
No. of Employees 96 41 139 59 200 59 50
  Female 19 2 26 3 37 3 9
Male 77 39 113 56 163 56 41
Average Age 34.8 37.3 37.6
Maternity Leave * 0 1 1
Childcare Leave * 0 1 1

(End of Year) [persons**]
* No. of employees who took the leave
** except Average Age

Occupational Health and Safety

Securing and improving the working environment for employees to work healthily and safely is the foundation of our business and thus a material issue. We have established the Code of Conduct related to the working environment and safety and health basic policies.

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Safety and health promotion system

At the Shiroishi Plant and Tagojo Plant, two kinds of monthly meetings are held in relation to health and safety. One is the Safety and Health Meeting, which requires the participation of all employees including the plant manager. Another is the Safety and Health Committee, which includes an industrial physician, safety managers, and health managers.

At the Safety and Health Meeting, basic policies and annual goals are determined, training and traffic safety and disaster prevention related to health and safety are discussed, and countermeasures are considered by all participants to take in cases where there is a case at risk in daily operations shared in advance by each person in charge.

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Education related to safety and health

In order to raise employees' awareness of safety and health, a new employees training and the Safety and Health meetings, etc. are held to provide information on the basics of health and safety, laws and management systems, the role of safety and health promoters, and measures to prevent health problems. All employees at the plant take rescue courses to raise safety awareness even for a non-specialist.

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The Safety and Health Meeting
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The Safety and Health Committee
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The Safety and Health Committee

Accidents and injuries

Zero incidents with lost workdays have occurred for consecutive 1,000 days at Shiroishi Plant on April 21, 2020. Total number of work incidents and commuting injuries at the Shiroishi Plant and Tagajo Plant are as follows.

  2018 2019 2020
Shiroishi Tagajo* Shiroishi Tagajo* Shiroishi Tagajo
Incidents 0 - 0 - 0 0
Number of
Lost Workdays
0 - 0 - 0 0
Number of
0 - 0 - 0 0
*Tagajo Plant started operation in October 2020


Our people are one of our most important elements to our business. We seek to hire talents with diverse expertise and support our people to develop their skills and expertise. The activities to empower ourselves as a team are also our priority.

People Development

We are introducing a people development system in each site and hold meetings to promote the corporate philosophy and conduct training for the development of technical skills.

We consider the Shiroishi Zao Plant a forefront base for people development in terms of manufacturing operation. Since the start of its operation in Shiroishi in 2015, onboarding training, legally required training, expertise and technical training have been provided to the members at the Shiroishi Plant.

Diversity and Inclusion (D&I)

We believe that “Diversity & Inclusion” (D&I) is an important contributor to enhance productivity and promote innovation. We commit to understand a variety of differences between people working together and respect each other.

We established D&I team in September 2018 with the aim of creating an environment where not only our employees, but everyone involved in our business can work lively and demonstrate high performance. The D&I team has formulated a roadmap and implements initiatives in cooperation with internal departments and partner companies etc.

<D&I Roadmap >

2021: Engaging the management team and managers

- Training the management team and managers
- Dissemination of our approach inside and outside the company
- Understanding the current situation of the company by external evaluation
- Creating opportunities to understand and sympathize with "differences"
- Creating a foundation to become a public company

2022: Promotion of institutionalization and KPI improvement

- Creating a system that does not cause problems due to "differences"
- Developing better HR dashboard
- Increasing the ratio of female employees and managers

2023: Promotion of D&I in manufacturer startups

- Creating a culture and system where "difference" becomes "strength"
- Realization of employee composition close to population composition
- Sharing learnings through D&I promotion

Action1: “D&I Newsletter”

Since November 2018, we have been issuing “D&I Newsletter,” which is a platform to share knowledge on gender, ethnicity, religion, etc., so that every employee can raise their interest in D&I and take considerate action.

Action2: Internal events

The D&I team organizes internal events where our employees can have an opportunity to feel and understand a concept of D&I and discuss it together. We aim to ensure inclusive workplaces where differences are welcomed and respected, and employees can find a sense of fun in diversity.

International Women's Day
We have been holding an internal event to deepen understanding of women on the occasion of the International Women's Day in March since 2019. As one of the actions to reflect gender equality in everyday activities, all TBM members signed the UN-led campaign "HeForShe".

We held a learning session on LGBT+ where members learned and discussed on LGBT+ in 2019.

Local communities

With local communities

Job creation for revitalization of disaster-affected areas

TBM chose Miyagi Prefecture which was one of the most affected areas by the Great East Japan earthquake and tsunami on March 11, 2011 as a location for our first plant: Shiroishi Plant. By establishing and operating our plant at Shiroishi City, we strive to revitalize the area by job creation for the people in the affected areas. These activities are largely driven by the CEO Yamasaki's strong hope in supporting the restoration of the seriously affected areas. For the Shiroishi Plant, TBM received generous support from the Ministry of Economy, Trade and Industry (METI) through "Subsidy for advanced technology demonstration and evaluation facility development" in 2013.

In 2016, TBM was selected to be subsidized by METI with the objective of job creation in the tsunami and nuclear disaster-affected areas. Construction of the second plant started in Tagajo City, Miyagi Prefecture in August 2019, and zero accidents occurred during the construction period from August 26, 2019 to October 4, 2020. Since the first day of operation on October 5, 2020, we have achieved 60 consecutive disaster-free days. (As of December 31, 2020)

Our CEO Yamasaki envisions providing an aid where he says; “For the children who received the earthquake disaster aid from foreign countries, I would like them to contribute to foreign countries through knowledge and skills gained at the plants in Miyagi when they grow up, in the same way they received generous help in the time of the earthquake.”

To realize this vision, we will provide not part-time jobs, but full-time jobs, so that the employees can develop their skills in the long term. From Tohoku to Japan, and to the countries with water shortage and deforestation issues, we aim to have positive impacts on those areas by LIMEX products along with our skilled human resources.

Socio-economic compliance

Number of Violations of Socio-economic Compliance is as follows.

  2018 2019 2020
Total Number 0 0 0

Reporting guideline and period :
*Reference guidelines : GRI Standard
*Reporting period:
FY 2018: April 1, 2018 - December 31, 2018
FY 2019: January 1, 2019 - December 31, 2019
FY 2020: January 1, 2020 - December 31, 2020