English_SustainabilityReport2025

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TBM Sustainability Report 2025 2 Table of Contents Introduction 04 Corporate Philosophy 05 Top Message 07 Interview with an Outside Director 09 TBM Summary Business Overview 12 Business Overview - Summary 13 TBM Business Overview 18 Group Business Overview Sustainability Promotion 21 CSuO Message 23 Path to Social Impact (Logic Model) 24 Interview with a Sustainability Advisor 26 Materiality 27 Value Creation Process 28 Sustainability Management 29 Material Issue #1 Building an Organization and Developing People who Continuously Challenge 36 Material Issue #2 Achievement of TBM Pledge 2030 40 Column｜What is LCA ? Appendix 48 Company Profile 49 Corporate Logo 50 External Evaluations and Initiatives 51 Report’s Information and Revision History Databook 53 E (Environment) 57 S (Social) 59 G (Governance) Editorial Policy Reporting Boundaries • TBM Co., Ltd. • Bioworks Co., Ltd. (GHG emissions only) Reporting Period Fiscal Year 2024 (Jan 1, 2024 - Dec 31, 2024) Note: Information not limited to the fiscal year is included. • Publication Date: June 2, 2025 • Reporting Frequency: Annually Referenced Guidelines • Ministry of the Environment "Environmental Reporting Guidelines (2018 Edition)“ • Guidance for Information Disclosure and Dialogue in Capital Markets for Impact Companies • International Integrated Reporting Framework • GRI Standard GRI content index can be viewed here: https://tb-m.com/doc/GRI_standard_table_2025_en.pdf Contact TBM Co., Ltd. Sustainability Division [email protected]

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TBM Sustainability Report 2025 5 Continuing To Be an Entity That Embodies Sustainability Top Message Bridging Today and the Future We Want This is our mission. The future we want to reach doesn't just arrive on its own. We believe that we can only reach the future we want by having a strong will, envisioning it, taking on challenges, and creating it ourselves. Right now, a giant river flows before us. Dark, muddy water crashes violently, blocking our path. People stop, give up, and spend their days there, unaware that if they crossed the river, they could reach a wonderful world. If the era we live in is this side of the river, and the other side is the ideal future we should aim for, then our job is to build a bridge across that river. Even if it takes an immense amount of time. Even if it’s not easily understood. Still, if we can finish building that bridge, we can contribute to the happiness of humanity for 10, or even 100 years to come. That is our job. Embodying Sustainability In 2024, Japan and various parts of the world were once again struck by what can only be described as abnormal heat. Disasters caused by localized torrential rain and heatwaves occurred frequently, severely impacting our lives. It was a year that once again forced us to recognize that climate change is no longer a "future risk" but a "current reality.“ Amidst this, our role has become increasingly important and clear. Since our founding, we have continued to take on the unconventional challenge of "creating alternatives to plastic and paper from stone." In addition to developing and spread LIMEX and recycled materials, we are evolving into uncharted territory for humanity, such as building a resource circulation platform and even turning CO₂ into a resource. Now that the word "sustainability" is commonly used, we want to be a team that not only "advocates" for it but "embodies" it. The foundation of our sustainability lies in materials that are inherently environmental solutions and in embedding a circular system into society that takes responsibility for products "after use." For Our Colleagues If asked, “Why are you doing TBM?” I would answer, “For ourcolleagues." Since founding TBM in 2011, I have fortunately been able to meet many wonderful members. Not only the members who joined TBM, but also those outside the company who sympathize with TBM and fight alongside us. Moving towards the future we want to reach with these colleagues is my joy. Introduction /

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TBM Sustainability Report 2025 6 Precisely Because There Is No Precedent, We Will Create Precedents Top Message Create new value for society, and create the future In 2024, TBM steadily built a track record, not only by advancing its materials and products but also by establishing resource circulation platforms through co-creation with local governments and companies. And now, our business domain is expanding beyond Japan to Asia, Europe, and other parts of the world. Tackling unprecedented challenges is not easy. However, it is precisely for this reason that we want to create those "precedents" and present new future options to society. We want to continue to be the ones who "initiate change" rather than follow. Action on environmental and social issues can no longer wait. That is why we will continue to take on challenges with speed and courage. Beyond the Comfort Zone: Take the Responsibility, and Win This is our slogan for 2025. It is a declaration of our intention to not settle for the status quo, but to dare to choose challenge and change, and to carve out the future of our organization and society with our own hands. Instead of confining ourselves to individual roles, each one of us will “take on" matters as a "concerned party," act without fear of failure, and create breakthroughs while growing. We believe that the accumulation of these efforts will lead to our "win" – that is, a future where we can provide new value to society. This spirit is the very DNA of TBM as a startup. For our people, and to meet the expectations of society, we have always thought, acted, sometimes attacked, sometimes defended, and walked a balanced path. Introducing new technologies and materials to the world that are not yet fully understood by society requires extraordinary patience and courage. For companies like ours, so-called "deep tech" with innovative technologies that help solve social issues, it takes time to see results. That is why we must continue to communicate our aspirations and value carefully and consistently. To All Our Stakeholders It would be our greatest pleasure if this journey of ours resonates with your hopes for "what if it could be like this" and your belief that "the future can be changed," and if we can become partners moving forward together. We hope you continue to look forward to our challenges. TBM Co., Ltd. Representative Director and CEO Nobuyoshi Yamasaki Introduction /

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TBM Sustainability Report 2025 7 Organizational Culture That “Values People" Is Challenging For Better Future Interview with an Outside Director We interviewed Ms. Yoshie Usuba, an outside director of TBM who has extensive knowledge of sustainability and organizational development, about her impressions of TBM's employees and organization, memorable episodes, discussions at the Board of Directors, engagement with local communities and consumers, and her expectations for improving corporate value. Q. What are your impressions of TBM’s employees and organization? We live in an era of unpredictability and uncertainty, often referred to as VUCA. However, TBM has many individuals who possess a strong will and a future- oriented mindset, and who are willing to confront themselves while taking on the challenges of societal change. The straightforward gaze of your employees conveys a sincere sense of mission. This is likely because TBM's organizational culture and values are deeply rooted. The stance of "professionals with ambition" gathering and tackling socially impactful businesses with both meticulousness and speed is prominent. I feel that TBM's culture of acting not merely from a rational business perspective but from a vision of a "better future" and a purpose ("reason for being") in response to environmental issues and societal demands forms the foundation of TBM's sustainability. Q. Do you have any memorable episodes at TBM? I would like to share a story from "TBM CAMP," an annual internal event where all employees gather. There was a moment when the CEO shed tears in front of the employees. I was deeply impressed by his self-disclosure, speaking from the heart with words like, "It's okay to fail, but let's take on the challenge together." The honest attitude of the top management, demonstrating trust in employees through words and actions, embodied a strong organizational culture and psychological safety. Furthermore, it was impressive how the philosophy and practice of "valuing people," such as producing documentary videos featuring individual employees and designing opportunities for dialogue, are linked to fostering a sense of responsibility for "valuing the future of society and stakeholders." I feel that these accumulated efforts are the source of TBM's uniqueness and social trust. Q. How do you feel about the discussions at the Board of Directors and governance? Reports are made after careful preparation, analysis, and planning in management meetings, so sincere and transparent discussions are expected at the Board of Directors. For example, when questions are raised in advance from an ethical perspective, accurate answers are provided. I also feel that opinions discussed at the Board of Directors are thoroughly verified and reflected in actual management decisions for improvement. I trust that external perspectives are organically integrated into management decision- making in the process where proposals regarding research and development and the direction of the circular business are shared and incorporated into strategies. I have the impression that TBM values dialogue to "think together and build the best" rather than limiting governance to a mere control function. Introduction /

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TBM Sustainability Report 2025 8 Expectations For Ethical Transformation Combining Ethics and Strategy Interview with an Outside Director Q. What role should TBM play in its involvement with consumers and local communities? I feel that TBM should further strengthen its ability to communicate by connecting the "reality of the actual site" with "social significance." For example, at the Yokosuka Circular Factory, employees are working with their hands and supporting circulation while facing various difficulties daily. Conveying the reality of the site – “when separated it's a resource, when mixed it's waste" – in a visible way to consumers and citizens should create understanding and empathy for resource circulation. I have expectations for the creation of intergenerational learning and thinking opportunities about ethical consumption together with the local community. I hope that TBM's initiatives will expand into co-creative relationships that "build the future together.“ Q. What are your expectations for TBM in terms of improving corporate value? I believe that the essence of improving corporate value lies not only in numbers but in "how much trust and need society places in the company." Within that, my greatest expectation for TBM is the further evolution of value creation originating from the idea that human resources are assets. TBM is a company that not only presents answers to social issues through materials and technology but also promotes sustainability with a business model that combines ethics and strategy. This requires diligent and sincere manufacturing, as well as a consistent vision and action as an organization. I sincerely hope that all TBM employees will further enhance their presence both domestically and internationally as leaders of "ethical transformation." I truly wish for TBM's vision to challenge the very nature of how companies operate. Yoshie Usuba 1982: Joined Ginza Sony Showroom, Sony Enterprise Co., Ltd. 1984: Founded MC Planning, a freelance announcer group 1996: Founded MC Planning Co., Ltd., Representative Director (present) 2018: Director, Japan Ethical Initiative (present) 2022: Appointed Director, TBM Co., Ltd. (present) Introduction /

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TBM Sustainability Report 2025 15 Background of the Demand for Resource Circulation There is a worldwide demand for a shift to a "circular economy," which reduces the consumption of natural resources and lessens the environmental burden. In Japan, efforts to use resources without waste have continued for many years since the "Basic Act on Establishing a Sound Material-Cycle Society" was enacted in 2000. In 2018, the "Fifth Basic Environment Plan" proposed the concept of "Regional Circular and Ecological Spheres," where regions complement and support each other with resources. The upcoming "Sixth Basic Environment Plan" also indicates a direction towards reducing the use of natural resources and the amount of waste by utilizing regional resources. On the other hand, competition for resources is intensifying worldwide due to economic growth and population increase. The difficulty in obtaining necessary resources due to the COVID-19 pandemic and the situation in Ukraine has refocused attention on the importance of securing and efficiently using resources domestically and in neighboring regions. Against this backdrop, the Ministry of Economy, Trade and Industry compiled the "Growth-Oriented Resource- Autonomous Economy Strategy" in March 2023. For Japan, which relies on imports for resources, circulating resources domestically also presents an opportunity for economic growth. Furthermore, there is the issue of plastic waste. Japan generates 7.69 million tons of plastic waste annually, approximately 70% of which is incinerated. Additionally, stricter international treaties have made it difficult to export waste plastic overseas, increasing the demand for domestic recycling and resource recovery. Resource Circulation Business Business Overview Another core business is the resource circulation business. There is a global demand for a transition to a circular economy, which achieves economic growth while curbing the consumption of natural resources and reducing environmental impact. TBM aims to establish a new model for resource circulation, expand it globally, and realize a sustainability revolution. ※ Source: 2023 Status of Production, Waste, Recycling, and Disposal of Plastic Products - Material Flow Chart (Japan Plastics Waste Management Institute) Business / Breakdown of Treatment and Disposal of Total Waste Plastic Generation in 2023

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TBM Sustainability Report 2025 16 Four Businesses of Resource Circulation Business Overview 1. Recycling Plant Operation In the recycling plant operation business, we launched the world's first Factory in Yokosuka City, Kanagawa Prefecture, in 2022, capable of automatically sorting and recycling waste plastics and used LIMEX products. Until now, recycling has mainly focused on post- industrial recycling (PIR), which reuses materials generated during product manufacturing processes. However, we aim to expand post-consumer recycling (PCR), which recycles used products as new materials. Precisely because PCR is not easy, we are refining our technology and operations to achieve high-value- added resource circulation. 2. Resource Circulation Production In the resource circulation production business, we purchase waste plastics and recyclable resources for a price and sell them to end-users and recyclers who need them. Building a network with emission sources and securing various types, quantities, and qualities of materials leads to competitiveness. 3. Resource Circulation Platform The resource circulation platform business provides a service that matches sellers (emission sources) of recycled materials with buyers (procurement sources) on a digital platform. Leveraging the knowledge gained from transactions with partner companies in the buying and selling of recycled materials and the strength of field sales, this initiative visualizes traceability and environmental impact on a digital platform and supports the efficient buying and selling of recycled materials. 4. Development and Sales of Recycled Materials and Products In the development and sales of recycled materials and products business, we collaborate with partner companies and the Yokosuka Circular Factory to create products using recycled materials requested by customers. There are many complex elements required, such as the optimal physical properties for the product and the color and quantity desired by the customer. However, we consider this to be a very promising business in terms of increasing the added value of recycled materials. Business /

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TBM Sustainability Report 2025 18 Bioworks Co., Ltd. Group Overview Bioworks develops, manufactures, and sells modified polylactic acid compounds (PlaX ) and products. Business Overview Bioworks Co., Ltd. is a material creation company that manufactures and sells "PlaX," a plant-derived next- generation synthetic fiber made from polylactic acid, with the vision of "Empowering Creators, Inspiring Wearers: A New Ecosystem for a Sustainable Fashion Future." Since its founding in 2015, based on the knowledge accumulated through research and development of polylactic acid, it expanded into the fiber business from 2021. As a material that plays a part in breaking away from petroleum-derived raw materials in the fashion industry, it is attracting attention from fiber companies and brands both domestically and internationally, and its adoption has begun. What is PlaX ? PlaX is a new material that overcomes the challenges of conventional PLA by adding a plant- derived additive origcinally developed by Bioworks to "polylactic acid (PLA)," a biomass material made from renewable resources such as sugarcane. Specifically, it features improved durability, heat resistance, and dramatically improved dyeability, enabling its use in fields where PLA was previously considered difficult to use. This PlaX is a plant-derived material that contributes to the realization of carbon neutrality. It has the versatility to be used as an alternative to petroleum- derived synthetic resins and fibers and can achieve both a reduction in environmental impact and product functionality. A major feature is that it can be made into fibers; PlaX spun into yarn can be processed into various fabrics such as knits and wovens. By adjusting the knitting method and blending with other materials, textures such as hand feel, texture, water absorption/quick drying properties, and stretchability can be freely designed. It also possesses new functionalities derived from lactic acid, such as antibacterial properties, which were not available in conventional synthetic fibers. Currently, fabrics using PlaX are highly valued for their ability to achieve both functionality, such as antibacterial and deodorizing properties and comfort, and sustainability, primarily in the apparel industry where demand for environmentally friendly products is increasing. They have been adopted by many domestic and international brands and manufacturers. Business / MKtoU emmi MARGARET HOWELLL BeBe Fillot de bebe reduction Tartine et Chocolat emmi YVON INED N.vague White Mountaineering 2nd Mori Museum TRUNK(HOTEL) RHYTHM&BALAMCE SHIPS human woman

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TBM Sustainability Report 2025 19 Activities of Bioworks Group Overview Mass Production of PlaX Filament Started, Expanding to a Wide Range of Applications such as Sports and Outdoor. In partnership with a Taiwanese spinning manufacturer, we have commenced mass production of filament of PlaX , a plant-derived next-generation synthetic fiber. This enables its use in functional jersey materials, for which petroleum-derived synthetic fibers like polyester were conventionally suitable, and the popularization of PlaX in new product applications such as sports and outdoor apparel is expected. In Taiwan, we aim to mass-produce over 10 tons of filament within the year and will accelerate global expansion to meet future global demand. "OEKO-TEX® STANDARD 100" Certification Acquired PlaX staple fiber and filament fiber have obtained "OEKO-TEX® STANDARD 100" certification as "Annex 6 Product Class I (products for babies and toddlers up to 3 years old)," a testament to the world's highest level of safe textile products. In Europe, where sustainability-related regulations are becoming stricter, information registration obligations for chemical substances targeting the entire supply chain, led by REACH regulations, are expanding, and safety assessment standards are also becoming more rigorous. Particularly for textile products, as they come into direct contact with human skin, companies and consumers demand information disclosure regarding the use of harmful chemical substances. Bioworks Sustainability Vision We have established a Sustainability Vision to visualize our commitment to the future. Centered on PlaX , we will build a new ecosystem that accelerates a circular and decarbonized society, contributing to the sustainability of the fiber and apparel industries and the planet. Furthermore, to realize our Sustainability Vision, we have also released the "Progress Report 2025"*. * The “Progress Report 2025” can be viewed here: https://bioworks.co.jp/uploads/sites/2/Progress-Report_ENG.pdf Business /

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TBM Sustainability Report 2025 21 Creating a New "Normal" and Bridging Today and the Future We Want CSuO Message Creating a New "Normal“ TBM upholds the mission of "Bridging today and the future we want." The "future we want" that we aim for is a sustainable society, an organization that continues to innovate, and the self-fulfillment of each member. What I want to achieve at TBM is to create a new "normal" – a business that truly contributes to the environment and society. We will internalize environmental and social issues that have been externalized until now into our business and generate value. And we will make sustainability the engine of growth. We want to present this way of being for a company both domestically and internationally. Through the challenges of "developing sustainable materials" and "creating a circular system," we will show society a new path that replaces conventional options. Role of a Dedicated Sustainability Team TBM's sustainability initiatives have several major characteristics. One is that sustainability is positioned as a "company-wide theme," and all departments, including product development, sales, procurement, manufacturing, and back office, work in collaboration. We act under the common understanding that "our sustainability leads to the sustainability of society as a whole.“ Another characteristic is that, despite being a startup, we have a dedicated sustainability team. This structure enables us to not only engage in dialogue with external parties, disclose information, and respond to ESG evaluations, but also to promote sustainability in an agile manner. Many of this team's initiatives are deeply rooted in our products. Our products themselves are a means of solving environmental problems, and we have also internalized their circular schemes and life cycle assessments. In other words, the essence of TBM is not just its philosophy, but its "implementation capability" to make it work as a business. I believe our uniqueness lies in pursuing sustainability not merely as "added value to products" but as the "raison d'être of the products themselves." Sustainability /

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TBM Sustainability Report 2025 22 "Cleaning Our Own Backyard" and Expanding Our Sense of Personal Responsibility CSuO Message Cleaning Our Own Backyard What I value in promoting sustainability is, first and foremost, "cleaning our own backyard." In other words, as an organization that supports customers' sustainability initiatives, if we propose to customers, "Let's use materials with low environmental impact," or "Let's respond together to requests for GHG emission disclosure," then I believe we ourselves should first take the lead in practicing it. I believe that by tackling various challenges step-by-step from the ground up, we can foster honest dialogue with external stakeholders. Expand a sense of ownership For me, pursuing sustainability means expanding my sense of ownership. It is about not just the present, but the future; not just what's visible, but what's unseen. By broadening this sense of personal responsibility across time, geography, and structural divides, I believe we can rectify the distortions we have externalized. Precisely because I am in a privileged position, I want to start by expanding my own scope of ownership. My aspiration is to create a world where many people's sense of ownership has, perhaps unknowingly, spread wide. Strengthening Collaboration with Our Suppliers In 2024, we revised and newly established policy documents that form the basis of our activities, such as our Code of Conduct and Human Rights Policy. It was a year of re-strengthening the foundation of our activities to make it stronger and more unwavering. Among these, we significantly revised our procurement policy and supplier code of conduct and asked our suppliers to agree to the new supplier code of conduct. As a result, we were able to receive consent forms from all suppliers targeted this time, marking a major step forward. A Single Drop in a Great River, Causing Change Many of our challenges are in uncharted territory. The path is by no means easy. At times, we may feel a sense of powerlessness at the steepness and endlessness of the journey. At such times, I recall the phrase "a single drop in a great river." By maintaining the will and pride of being a single drop that will create a great swell towards the future we want to reach, we can continue to challenge, practice, and change. We believe that sustainability is not a "static ideal" but a "dynamic endeavor.“ A single drop in a great river becomes a great swell by joining hands with diverse companions. We will continue to build a bridge to the future we want to reach, together with all our stakeholders. TBM Co., Ltd. Executive Officer, CSuO General Manager, Sustainability Department Tokuro Hatori Sustainability /

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TBM Sustainability Report 2025 23 TBM Sustainability Report 2025 23 Our Partners Society Our Customers The World We Aim For Path to Social Impact (Logic Model) With our mission "Bridging today and the future we want," TBM centers its efforts on two main businesses: the LIMEX business and the resource circulation business. We aim to achieve a "sustainability revolution" – realizing an affluent society by changing societal values, curbing global temperature rise, and achieving a circular society that reduces the use of depletable resources. Furthermore, in addition to our impact on society, we also want to contribute to the growth of our stakeholders, such as customer companies and partner companies, through our business, thereby revitalizing regional economies. Reduction in use of highly depletable resources in society Securing excellent human resources Activity Input Output Outcome Realization of a Sustainability Revolution Reduction in use of highly depletable resources in business activities Development, manufacturing, and sales of new materials Expansion of resource circulation business New material products including LIMEX products Products using recycled materials Market expansion and enhancement of products/services Creation of new growth opportunities and collaborations Sustainable growth of business Human Resources, Capital, Production Facilities, Technology Curbing temperature rise (within 1.5°C compared to pre- industrial levels) Maintenance and improvement of living standards by securing resources Revitalization of regional economy Sustainable growth of business Building networks with partner companies and local governments Improved corporate image Improved ESG evaluation Fostering values to naturally choose products with low environmental impact Reduction of GHG emissions in business activities Reduction of GHG emissions in society Recruitment of partner companies and local governments Sustainability /

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TBM Sustainability Report 2025 24 Great Surprise and Respect for Rapid Evolution Interview with Sustainability Advisor TBM will celebrate its 14th anniversary in August 2025. We invited Mr. Kenji Fuma, CEO of Neural Inc. and our sustainability advisor, to the TBM Tohoku LIMEX Factory to discuss our current position and future prospects. Q. What were your impressions of the Tohoku LIMEX Plant? The first thing that surprised me was the "cleanliness" of the factory. It wasn't just about superficial tidiness like being well-organized; I could sense that meticulous consideration had been given from the structural design stage to measures against dust, noise, and occupational accident risks. I feel this is evidence that the company's policies and culture have permeated the workplace. Furthermore, the well-maintained factory tour route and thorough implementation of safety measures clearly demonstrated confidence and sincerity, premised on showing the facility to others. I can understand why this plant is positioned as a "mother plant." I felt it was at a level that could be fully proud of as a model case for future production bases to be deployed both domestically and internationally. Q. How have your impressions of TBM changed since you first encountered the company? I first encountered TBM amidst heated discussions about issues like charging for plastic shopping bags. At that time, the emergence of LIMEX, a limestone- derived alternative to plastic, was truly an "unconventional new star" for the industry, and frankly, it was difficult to evaluate in the initial stages. This was because there were many "unknowns" in terms of the material's environmental performance and the reliability of its supply chain. However, I have been greatly surprised and impressed by the rapid evolution TBM has shown in the years since. The business domain have expanded from merely providing materials to resource circulation. The work is steadily taken on increasing the transparency of their manufacturing processes and supply chain. In particular, the establishment of a mass production system for recycled materials in Yokosuka should be highly evaluated as a major step from a linear economy to a circular economy. Kenji Fuma Graduated from the University of Tokyo, College of Arts and Sciences (Major in International Relations). Completed Master's program at Harvard University Graduate School of Arts and Sciences (Major in Sustainability). Completed MBA program at Thunderbird School of Global Management. Founded a sustainability management and ESG finance advisory company in 2013 and currently holds that position. Serves as an outside director and advisor for TSE Prime listed companies and major financial institutions, as well as an advisor for numerous startup companies and venture capitals. Has served as an expert committee member for the Ministry of the Environment, Ministry of Economy, Trade and Industry, Ministry of Agriculture, Forestry and Fisheries, etc. Specially Appointed Professor at Shinshu University's Green Society Co-creation Organization. Author of "Super Introduction to Carbon Neutrality" (Kodansha), "Understanding the State of the Earth in 2030 with Data" (Nikkei Publishing), "ESG Thinking" (Kodansha), and others. Editor-in-chief of the news site "Sustainable Japan." Sustainability /

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TBM Sustainability Report 2025 25 Expectations for Growth as a Globally Competitive Sustainability Company Interview with Sustainability Advisor Q. How do you view TBM's strengths? I see two main strengths in TBM. First, its material design philosophy is consistently oriented towards a circular model. While starting from limestone, a non- renewable resource, the process of how to collect, recycle, and implement it is beginning to be incorporated both technologically and in business terms. Second is the combination of a global perspective and steady on-site capabilities. While they have a track record of adoption overseas in countries like Vietnam, India, and South Korea, the fact that they are also conducting sales activities themselves rather than relying solely on distributors shows a strong will to "cultivate the market with their own hands." This is an extremely important stance for popularizing new materials in the world and a major strength in overseas expansion. Q. Please tell us about our challenges and your expectations for the future. TBM's challenges can be broadly categorized into two areas. The first is the integration of sustainability into its manufacturing processes, including the supply chain. The sustainability of the material itself does not necessarily equate to the environmental and labor sustainability of raw material production and manufacturing processes. That is why TBM needs to strengthen its management systems for environmental footprints and human rights risks at manufacturing sites and in the upstream supply chain. The high standards of the Tohoku LIMEX Factory are a hopeful sign, but how this will be expanded to all domestic and international sites, as well as the supply chain, will be key in the future. The second is the strengthening of external communication. While LIMEX's name recognition has increased, its "true value" and its significance as a "material embodying a circular structure" are not yet widely known. Particularly for consumers and environmental groups in Europe and the US, large corporations that works on sustainable procurement, and investors and financial institutions, a clear story backed by data and credible third-party evaluations are necessary. Adoption examples and endorsements by global companies will be key to future leaps. Furthermore, ensuring supply chain transparency is also extremely important. While efforts to obtain consent from upstream suppliers for the code of conduct are commendable, it is essential to create a situation where they can externally communicate a "supply chain they can be proud of" based on this. To be globally recognized as a sustainable brand, a message solely focused on "Japanese-ness" has its limits. A global perspective and communication skills that can compete on the same level by international standards are indispensable. TBM is a company that aims for a fundamental approach to social issues, not merely limiting itself to material development. The path ahead is challenging, but that is precisely what makes it such a valuable endeavor for society. I look forward to your growth into a globally recognized sustainability company. Sustainability /

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TBM Sustainability Report 2025 26 Material Issues Materiality We have consolidated "the most important issues to be resolved by 2030" into two areas and defined them as our material issues. To continue creating value by contributing to the resolution of environmental and social issues, we reviewed our materiality in 2024 from the perspectives of both improving the capabilities that are the source of our activities and the impact we aim to have on the environment and society. Material Issue Identification Process While broadly referencing sustainability guidelines and other resources, and incorporating matters mentioned in past dialogues with stakeholders, we extracted and evaluated environmental and social issues in which TBM is involved considering the above definition. Through internal discussions, we determined our material issues, and the aspects included therein. Commitment to SDGs Through our efforts towards material issues, we aim to contribute to solving the social issues defined by the "SDGs (Sustainable Development Goals)." Our Material Issues #1 Fostering an organization and individuals that continuously take on bold challenges Circular People Management Embodying the TBM Compass Happiness and growth of members Diversity & inclusion Foundation Building Safety, health, and disaster prevention Risk management and compliance Corporate Governance Effectiveness Securing Opportunities for Further Challenges Gaining trust from stakeholders including customers Maintaining financial soundness #2 Achievement of TBM Pledge 2030 Go Carbon Negative Reduction of GHG emissions Increase in GHG emission reduction contributions Go Circular Promotion of LIMEX and increase in resource circulation Contribution to global resource circulation Meaningful Innovation New technology development for future generations New businesses and partnership development Involvement in rule-making Advocacy for behavior change Sustainability /

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TBM Sustainability Report 2025 27 Aiming for Sustainable Growth and Impact on Environment and Society Value Creation Process TBM is challenging new ventures, primarily centered around its LIMEX and Resource Circulation businesses. In the LIMEX business, TBM is dedicated to spreading LIMEX, an innovative material from Japan that uses limestone and calcium carbonate derived from atmospheric and exhaust CO2 as its main raw materials, serving as an alternative to paper and plastic. The Resource Circulation business focuses on developing technologies and systems for recycling waste plastics and used LIMEX. Propelling these initiatives are over 300 employees with diverse backgrounds and expertise, more than 250 patents and intellectual properties, and the technological prowess generated from this combination of talent and IP. TBM leverages these technological capabilities and partnerships with those who share its vision to globally accelerate efforts toward realizing a decarbonized and circular society. ※ Figures are as of the end of Dec 2024. TBM Compass Inputs Improvement of Corporate Value Outputs Outcomes（Impact on Environment and Society) Material Issue #2 Achievement of TBM Pledge 2030 Financial Capital • Cumulative amount raised: 42.8 billion yen Manufacturing Capital • Tohoku LIMEX Factory • Yokosuka Circular Factory Intellectual Capital • Number of patents held: 253 • Technology Center • Recycling plant operation know-how Human Capital • Number of employees: 312 • Diverse backgrounds and expertise Social and Relationship Capital • Number of customers: 10,000+ • Number of partner companies: 750+ • Number of Resource Recycling Council members: 230 Business Activities New Business Resource Circulation Business LIMEX Business Material Issue #1 Fostering an organization and individuals that continuously take on bold challenges Creation of new business opportunities with partner companies Support for transition to a circular society Environmentally friendly products Reduction of GHG emissions Reduction in use of depletable resources Realization of a circular society Financial Capital • Expansion of financial base Manufacturing Capital • Expansion of factory facilities • Improvement of productivity Intellectual Capital • Increase in patents held • Accumulation of know-how through challenges Human Capital • Increase in employees • Improvement of engagement • Improvement of skills • Accumulation of experience through challenges Social and Relationship Capital • Increase in number of customers/partners • Increase in number of Resource Recycling Council members Sustainable growth of business Sustainability /

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TBM Sustainability Report 2025 28 Management Based on Sustainability Sustainability Management To integrate sustainability into both management decision-making and business execution, TBM promotes initiatives through close collaboration among the Sustainability Committee, the Sustainability Division, and each department and site. Sustainability Management Structure TBM has established the Sustainability Division as the team responsible for planning and executing measures to promote sustainability. In collaboration with each site, department, group company, and overseas locations, new measures are taken every year. Sustainability Committee TBM has established a Sustainability Committee as an advisory body to the Representative Director and CEO. Meanwhile, significant initiatives related to sustainability promotion are also deliberated by and executed under the oversight of the Board of Directors. External advisors also attend the Sustainability Committee, providing a wide range of advice and recommendations. Main Agenda Items for 2024 • Establishment and operation of an environmental management system • Monitoring of the sustainability goals "TBM Pledge 2030“ • Initiatives regarding GHG reduction contribution • Review of materiality • Code of Conduct, Human Rights Policy, Environmental Policy, Procurement Policy • Supplier Code of Conduct • Human resource development system Initiatives to Permeate Sustainability We are implementing various initiatives to deepen each employee's understanding of sustainability and further promote these efforts. Main Initiatives • New graduate training and onboarding training • Department-specific sustainability training • Regular sustainability newsletters Board of Directors Representative Director and CEO Compliance Committee Management Meeting Divisions Sustainability Committee Appoint/ Dismiss Appoint/ Dismiss Report/Propose Report/Propose Report/Propose Instruct/ Consult Instruct/ Supervise Report Members • Representative Director and CEO • Executive Officer and CSuO （Chairperson） • Each Division （depending on agenda） • Outside Advisor • Sustainability Division（Secretariat） Sustainability / Sustainability Management Structure

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TBM Sustainability Report 2025 29 For the Member Happiness and Growth Material Issue #1 Circular People Management Embodying the TBM Compass The TBM Compass is a collective term for our corporate philosophy system, consisting of our Mission, Vision, and Values. It is also set at the departmental and team levels according to the characteristics of their work and teams and is regularly reviewed in 1-on-1 meetings with managers. In personnel evaluations, it is set as a behavioral evaluation item and serves as a criterion for commending employees who embody the TBM Compass, thus taking root as a basis for judgment for each employee. Engagement Survey TBM conducts an engagement survey once a quarter. The results of the survey are used as an indicator of member happiness and sense of growth and are utilized in daily management and organizational operations. Happiness and growth of members TBM regards happiness and growth of members as one of the most important items to achieve. We believe that the sense of fulfillment, accomplishment, and growth gained through challenges contributes to members’ happiness. Opportunities for challenge are provided regardless of age or position, and the number of members appointed as project leaders at a young age or speaking at overseas events is increasing year by year. Internal Training Our internal training system is implemented for each employee level. • General Manager/Department Head Training: 12 times a year • Deputy Department Head/Manager Training: 12 times a year • New Graduate Training: Approximately 1 month after joining the company • Onboarding Training: 3 days after joining the company ※ More details about our members and organization are introduced in "Times Bridge Media.” (Japanese only) External Evaluation CSA Award We received the "CSA Award - Companies Creating Next-Generation Talent Recommended for People in their 20s" sponsored by en Foundation. We were recognized for our culture that allows even those in their 20s to take on challenging tasks in important positions. Sustainability /

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TBM Sustainability Report 2025 30 Aiming for an Organization Where Everyone Can Thrive Material Issue #1 Circular People Management Diversity and Inclusion (D&I) TBM aims to respond to diverse business needs and co-create a sustainable society with various stakeholders by fostering an organizational culture that respects diversity and establishing relevant systems. D&I Policy The D&I Policy was established in 2022. TBM respects differences such as gender, gender identity and sexual orientation, age, family structure, origin, disability, illness, language, nationality, ethnicity, and religion. Believing thoroughly in the potential of human interaction, we aim to be a team where everyone can demonstrate their maximum abilities. Female Managers As of the end of December 2024, the ratio of female employees is 27.9%, and the ratio of female managers is 10.9%. Based on the Act on Promotion of Women's Participation and Advancement in the Workplace, we aim for a female manager ratio of 15% or more by the end of 2026. We will expand career development support measures through 1-on-1 meetings and thoroughly disseminate internal systems that support balancing work and childcare. Promoting Men's Participation in Childcare In 2024, the percentage of male employees taking parental leave was 58%, and the average number of days taken was 45. Based on the Act on Advancement of Measures to Support Raising Next-Generation Children, we aim for the percentage of male employees taking parental leave to be 50% or more by 2026. We are working to disseminate the system internally and promote understanding among superiors. Internal Training, etc. Regarding D&I, we conduct training for new graduates and mid-career hires when they join the company. In addition, We are working to raise internal awareness through various communications, including D&I Month and International Women's Day. We recognize that the stable employment of people with disabilities and the appointment of foreign national employees are current challenges, and we will continue to focus on further promoting D&I. External Evaluation D&I Award 2024 In 2024, our efforts to date were recognized, and we received Advance Certification at the D&I Award. PRIDE Index 2022 We received Gold certification in the "PRIDE Index," an evaluation index for initiatives related to sexual minorities such as LGBT+. 58%(+18%) Percentage of male employees taking parental leave 11%(+1%) Percentage of female managers 45days(＋32days) Average days of parental leave taken by male 2.4％(＋0.6%) Employment rate of people with disabilities Sustainability / Figures in parentheses indicate year-on-year difference.

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TBM Sustainability Report 2025 31 Safety Initiatives Material Issue #1 Foundation Building Safety, Health, and Disaster Prevention At TBM, we believe "safety takes precedence over everything," and we are working to improve our occupational safety and health management system. Top Message In July 2024, a top message regarding occupational health and safety was issued. In this message, the Representative Director and CEO conveyed to all employees that realizing a workplace environment where everyone can work safely and with peace of mind is the top priority for accomplishing our mission. Occupational Health, Safety, and Disaster Prevention Promotion System TBM holds a monthly Health and Safety Committee (or Safety Committee) meeting at each site, as well as a company-wide Health, Safety, and Disaster Prevention Committee meeting four times a year. At these meetings, examples from each site are shared, and the entire company works in coordination to promote occupational health, safety, and disaster prevention. Occupational Accidents In 2024, there were 8 occupational accidents (excluding commuting accidents), of which 3 were lost-time injuries. Analysis of accident factors revealed that 5 cases, the highest number, occurred during responses to equipment trouble. We will take measures such as creating procedures for troubleshooting and improving/updating equipment, and will implement corrective actions and ensure through notification to achieve zero occupational accidents. Health Checkups In addition to health checkups at the time of hiring and regular health checkups, TBM conducts necessary health checkups for employees engaged in legally stipulated work at factories and other locations. The regular health checkup attendance rate for 2024 was 94%. We will continue to aim for a 100% checkup rate and strive for an environment where members can work healthily. 8(▲3) Occupational Accidents 93%(▲1%) Health checkup attendance rate Health, Safety, and Disaster Prevention Committee Health, Safety, and Disaster Prevention Officer （Executive Officer in charge of People & Culture Office） Health, Safety, and Disaster Prevention Secretariat Legal Compliance, Hygiene, Disaster Prevention （People & Culture Office, Labor Affairs） Occupational Accident Prevention （Sustainability Division, Quality Assurance Division） Tohoku LIMEX Factory General Manager Yokosuka Circular Factory General Manager Other Business Sites General Manager Managers/ Promoters Managers/ Promoters Managers/ Promoters Sustainability / Figures in parentheses indicate year-on-year difference. Top message regarding occupational health and safety

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TBM Sustainability Report 2025 33 Building a Foundation for Business Continuity Material Issue #1 Foundation Building Risk Management and Compliance Chemical Substance Management TBM established a chemical substance management manual in April 2024, clarifying risk assessment procedures and implementing measures to reduce safety and environmental risks. In response to the 2024 revision of the Industrial Safety and Health Act, we have acquired data on new chemical substances, conducted risk assessments, and completed all necessary measures. Quality Assurance TBM conducts design reviews (DR) at each stage of product development to confirm design details. We have established a system where products are examined from various perspectives, including sales, marketing, cost, technology, production systems including supply chains, quality, safety, and the environment, and only products that meet strict conditions are sold. Compliance Promotion System TBM positions compliance as an important item in its basic management policy. Based on the TBM Code of Conduct and work rules, we require all officers and employees to comply with laws, ordinances, regulations, etc., and to act based on high ethical standards, striving for sincere and fair management and business execution. In addition, we have established a Compliance Committee as a system to promote compliance initiatives. This committee takes preventive and corrective measures against acts by officers and employees that violate laws, etc., as well as instructions, orders, instigation, coercion, permission, approval, or acquiescence to such acts. In fiscal 2024, there were no serious compliance violations. Compliance Training TBM conducts company-wide compliance training regularly every year. In 2024, training was conducted on the following items, and the participation rate was 100%. • Harassment • How to interact with public officials • Trade secrets Harassment Consultation and Compliance Whistleblowing Desk TBM operates internal contact points for harassment inquiries and a whistleblowing channel based on our compliance regulations. These are available to all employees, including contract, part-time, temporary staff, and even former employees. When information is submitted through the whistleblowing channel, we ensure the privacy of the informant is protected and that no disadvantageous treatment occurs. The Compliance Committee handles all such responses. Supplier Code of Conduct Regarding the Supplier Code of Conduct, which was revised in 2024, we sent consent forms for the code to 23 major suppliers and received responses indicating consent from all suppliers. Product Development Process Product Planning Development Prototyping Factory Prototyping Mass Production Prototyping Initial Mass Production Regular Mass Production DR0 Planning Review DR１ Prototype Review DR2 Prototype Review DR3 Prototype Review DR4 Mass Production Review Sustainability /

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TBM Sustainability Report 2025 34 To Gain Trust from Society Material Issue #1 Foundation Building Corporate Governance Effectiveness We believe it is essential to improve corporate governance and enhance social credibility. Diversity in the Board or Directors Our Board of Directors is composed of diverse members, including outside directors, female directors, and foreign national directors. To enhance transparency and elevate a sense of ownership among all employees, resolutions from Board meetings are shared internally with everyone, except for certain specific topics. Board of Directors The Board of Directors decides on important matters for the company and supervises the execution of duties by directors. Based on the Board of Directors Regulations, meetings are held in principle once a month, and extraordinary meetings are held as necessary, to resolve matters stipulated by laws and the Articles of Incorporation, as well as important management matters. The appointment of directors is made at a general meeting of shareholders by a majority vote of the shareholders present who hold at least one-third of the voting rights of shareholders entitled to exercise voting rights. The chairperson of the Board of Directors shall be a director designated in advance by the Board of Directors. If no one is designated by the Board of Directors, the chairperson is determined by a majority vote of the directors present. Audit & Supervisory Board Members / Audit & Supervisory Board The Audit & Supervisory Board meets in principle once a month, and extraordinary meetings are held as necessary. As needed, they conduct hearings on the current state of operations, review minutes of important meetings and approval documents and other important documents and investigate accounting books and documents for the head office and each business site. Audit & Supervisory Board Members also attend Board of Directors meetings in accordance with the Audit & Supervisory Board Audit Regulations, and if there is a risk that the execution of duties by directors violates laws or the Articles of Incorporation and lacks legality, they report to the Board of Directors. Accounting Auditor The accounting auditor conducts audits based on the Companies Act for the head office, factories, and other necessary sites. 63%(+3%) External Director Ratio 25%(+5%) Female Director Ratio Directors and Auditors（As of Mar 2025） Gender External Directors Nobuyoshi Yamasaki Male Koji Sakamoto Male Takashi Kobayashi Male Tadato Kataji Male 〇 Minoru Sugimori Male 〇 Yoshie Usuba Female 〇 Eiko Nakazawa Female 〇 Lee Jung Hwan Male 〇 Auditors Koichi Kato Male 〇 Masaru Mizuno Male 〇 Daiki Takada Male 〇 Sustainability / Figures in parentheses indicate year-on-year difference. Shareholders Meeting Accounting Auditor Board of Auditors Board of Directors Appoint/ Dismiss Appoint/Dismiss Appoint/Dismiss Internal Auditor Representative Director and CEO Compliance Committee Management Meeting Divisions Sustainability Committee Cooperate Audit Appoint/ Dismiss Report Propose/Report Report/ Propose Instruct/ Consult Report Internal Control and Business Execution System Cooperate Propose/Report Instruct/Supervise Appoint and Dismissal

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TBM Sustainability Report 2025 35 Engagement with Stakeholders Material Issue #1 Acquiring a Ticket for Further Challenges Gaining Trust from Stakeholders including Customers We believes that the trust of a wide range of stakeholders, including customers, employees, shareholders, investors, suppliers, residents, government agencies, and local governments, is indispensable for realizing our mission. We strive to earn and expand this trust through communication. Dialogue with Employees We hold a "Same Boat Meeting" once a month for all employees to share information on the management situation and business progress. In addition, at the "TBM Camp" held once a year, employees from all sites gather to deepen their understanding of the corporate philosophy and business strategy and enhance their sense of unity through dialogue with management and each other. Dialogue with Business Partners In December 2024, each employee acted as a host to welcome approximately 500 guests who support our business activities. We held a "Gratitude Gathering" to express our daily gratitude, reflect on 2024, and pledge to make a leap forward in 2025. We received many voices of great expectation for the world TBM aims for. We also conduct factory tours, accepting 37 groups at the Tohoku LIMEX Factory and 148 groups at the Yokosuka Circular Factory. Dialogue with Local Communities In addition to classes for junior high school students at the Tohoku LIMEX Factory, we conduct on-site classes using LIMEX as a theme at elementary school, deepening students' understanding of the importance of sustainability and our business. Dialogue with Shareholders and Investors In addition to general meetings of shareholders, we hold meetings as needed to strive for understanding of our business and earn trust. Maintaining Financial Soundness TBM operates by utilizing funds entrusted to us by shareholders, supplemented by subsidies and bank loans. To ensure that not a single yen of these vital funds is wasted, we employ a pre-approval system for all expenditures and enforce rigorous financial management. Sustainability /

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TBM Sustainability Report 2025 36 Aiming for a Decarbonized Society Material Issue #2 Go Carbon Negative The TBM Pledge 2030 was formulated as a goal towards realizing our mission of "Bridging today and the future we want.“ We have set the following two goals: ・Go Carbon Negative ・Go Circular Here is the progress regarding Go Carbon Negative. Reduction of GHG Emissions Under “Go Carbon Negative”, we aim to reduce GHG emissions, with the following numerical targets: 1. Reduce direct emissions from TBM (Scope 1 and Scope 2) to zero. 2. Reduce emissions from our supply chain (Scope 3) to zero. Regarding 1, because of introducing renewable energy, etc., emissions in 2024 were 329 t-CO2eq, a 73% reduction compared to 2020. On the other hand, regarding 2, there was a 474% increase compared to 2020. This significant increase is influenced by the inclusion of values for fabless (outsourced manufacturing) products, the Yokosuka Circular Factory, and the Maar business, which were not included in the 2020 figures. Increase in GHG Emission Reduction Contribution Under “Go Carbon Negative”, we aim to contribute to the reduction of GHG emissions in society through the provision of products and services and aim to minimize GHG emissions throughout the lifecycle of our products and services. In 2024, our GHG emission reduction contribution was 11,494 t-CO2eq, a 33% increase compared to the previous year. This is equivalent to the annual emissions of approximately five Tokyo Domes in terms of volume. 11,494 ton-CO2eq（+33%） GHG Emissions Reduction Contribution* 73% reduced Scope 1・Scope 2 Emissions compared to 2020 474% increased Scope 3 emissions compared to 2020 Sustainability / Figures in parentheses indicate year-on-year difference. 0 500 1,000 1,500 2,000 2020 2021 2022 2023 2024 2030 Scope 1・2 Emissions （Market based） Scope 1 Scope 2 Unit：t-CO2-eq Target in ２０３０ 0 40,000 80,000 120,000 160,000 2020 2021 2022 2023 2024 2030 Scope 3 Emissions Unit：t-CO2-eq Target in ２０３０

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TBM Sustainability Report 2025 37 Initiatives Towards a Decarbonized Society Material Issue #2 Go Carbon Negative LimeAir Bag Adopted for Guest Room Trash Bags at APA Hotels LimeAir Bag, a plastic bag using LIMEX, has been adopted for trash can liners used in guest rooms at accommodation facilities operated nationwide by APA HOTEL Co., Ltd. Under the theme "Always a Pleasant Environment," the company is engaged in environmental measures, advocating the "APA Comfort & Environment Declaration" to create a comfortable society for people and the earth. By switching from conventional polyethylene bags to LimeAir Bag, it is expected to reduce the use of petroleum-derived plastics by approximately 21% annually and GHG emissions by approximately 21%. LIMEX Pellet Adopted for KANEYO SOAP's "KANEYON" Cleanser Bottles LIMEX Pellet manufactured by TBM has been adopted for the bottles of "KANEYON" cleanser by KANEYO SOAP co., ltd. We received recognition for the environmental performance of LIMEX Pellet, which is expected to reduce plastic usage, and its economic merit of suppressing cost increases. Compared to conventional plastic bottles, it is expected to reduce plastic usage by approximately 31% and GHG emissions by approximately 14%. Production of 1 million bottles is planned for the first year, and the adoption of LIMEX Pellet for other products is also anticipated. LIMEX Sheet Adopted for Tapestries at “KITCHEN ORIGIN" and "Origin Bento“ LIMEX Sheet has been adopted for campaign tapestries used indoors and outdoors at “KITCHEN ORIGIN" and "Origin Bento" operated by ORIGIN TOSHU Co., Ltd. It is used in approximately 400 stores in the Kanto and Kinki regions. LIMEX Sheet is excellent in durability and water resistance, so it can be used in various environments such as outdoors and around water. In addition, compared to general synthetic paper tapestries, it is expected to reduce the use of petroleum-derived plastics by approximately 10% and GHG emissions by approximately 26%. * These are estimated approximate values and not guaranteed values. Numerical values may change depending on manufacturing conditions, etc. Also, GHG(greenhouse gas) emissions and the number of petroleum-derived plastics used may fluctuate due to future grade additions or changes, etc. GHG emissions approx. 14% reduced* Plastics approx. 31% reduced* GHG emissions approx. 10% reduced* Plastics approx. 26% reduced* GHG emissions approx. 21% reduced* Plastics approx. 21% reduced* Sustainability /

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TBM Sustainability Report 2025 38 Initiatives Towards a Decarbonized Society Material Issue #2 Go Carbon Negative LIMEX-based Sealant Film for Food Packaging Adopted by Ishii Food Sealant film for food packaging using LIMEX has been adopted for Ishii Food Co., Ltd.'s "Region and Season" series, starting with "Hamburger Steak with Tomato Sauce (Cabbage Roll Style) using Miura Cabbage from Kanagawa" from February 2024, and "Hamburger Steak using New Onions from Shirako Town" from May 2024. This sealant film uses LIMEX Pellet in part of the film, making it possible to reduce the volume of petroleum-derived plastics used and GHG emissions while maintaining functional properties comparable to conventional plastic films. Sales of CR LIMEX Using Carbon Capture and Utilization Technology Launched We have launched sales of CR LIMEX, a low-carbon material utilizing carbon recycling technology, which was announced at the Annual Meeting of the World Economic Forum (Davos Conference) in 2024. We have already obtained a domestic patent for this material development and have achieved advanced practical application of CO2 fixation technology. While promoting the popularization of conventional LIMEX, which primarily uses mineral-derived calcium carbonate as its main raw material, TBM is also promoting the popularization of CR LIMEX through CO2 fixation technology and developing new applications, while simultaneously aiming to create carbon credits. LIMEX Sheet Adopted for TOPPAN's Decorative Sheets for Building Material LIMEX Sheet has been adopted as a base material for decorative sheets for building material applications by TOPPAN Inc., marking the first case of a decorative sheet using LIMEX Sheet. As part of TOPPAN's environmental initiatives in the building materials field, they are considering switching from petroleum-derived plastics to environmentally friendly materials for decorative sheets mainly used in the residential sector. In this context, the environmental performance of LIMEX Sheet, which can suppress GHG emissions and reduce the use of petroleum-derived plastics, was evaluated, leading to its adoption. * These are estimated approximate values and not guaranteed values. Numerical values may change depending on manufacturing conditions, etc. Also, GHG(greenhouse gas) emissions and the number of petroleum-derived plastics used may fluctuate due to future grade additions or changes, etc. GHG emissions approx. 9% reduced* Plastics approx. 40% reduced* GHG emissions approx. 24% reduced* Plastics approx. 26% reduced* GHG emissions approx. 34% reduced* Plastics approx. 34% reduced* Sustainability /

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TBM Sustainability Report 2025 39 External Initiatives and External Evaluations Material Issue #2 Go Carbon Negative External Initiatives Science Based Targets initiative (SBTi) TBM has set science-based targets for reducing greenhouse gas emissions to achieve the goal of limiting global average temperature rise to 1.5°C and has obtained SBTi certification. The Climate Pledge TBM has signed "The Climate Pledge," launched by Amazon and Global Optimism, and has pledged to achieve net-zero carbon by 2040. GX League The GX League is a place for companies to collaborate with the government and academia with a view to achieving carbon neutrality by 2050 and social transformation. TBM has expressed its endorsement of the GX League's basic concept. Climate Change Initiative We endorse the declaration "Joining the forefront of the world's efforts to decarbonize from Japan" and aim to realize a decarbonized society by promoting the popularization of LIMEX. External Evaluations CDP CDP is an international non-profit organization that requests environmental information disclosure. It is utilized as an information infrastructure for investors and companies to understand environmental risks and make sustainable management decisions. Currently, all TSE Prime Market listed companies are requested to respond, and TBM has also been voluntarily responding every year since 2017. In 2025, we were certified with a B score, the third highest out of eight levels, in both "Climate Change" and "Water Security." EcoVadis EcoVadis is an international rating agency that evaluates corporate sustainability initiatives. Based on four themes – Environment, Labor & Human Rights, Ethics, and Sustainable Procurement – it scores corporate social responsibility (CSR) activities and provides them as evaluation reports. This evaluation is an important factor in building trust with business partners and customers, and many companies around the world utilize it as a criterion for selecting business partners. In 2025, TBM received a Commitment Badge. *EcoVadis evaluation results can be viewed by clicking the badge or from the QR code. Science Based Targets イニシアティブ（ SBTi ）とは｜ WWF ジャパン Sustainability /

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TBM Sustainability Report 2025 40 To Pursue the Possibility of Reducing Environmental Impact Column｜What is LCA ? LCA (Life Cycle Assessment) is a method for quantitatively evaluating the environmental impact of a product or service throughout its entire life cycle or a part thereof. This method quantifies greenhouse gas emissions and other factors, providing a basis for sustainable decision-making. In our Go Carbon Negative activities, it is crucial to assess the environmental impact of our products as objectively as possible. Therefore, TBM places strong emphasis on LCA efforts. Why TBM Engages in LCA Founded in 2011, TBM has challenged social issues by developing materials with reduced environmental impact. Quantitatively assessing environmental impact underpins these efforts. TBM conducts LCA (Life Cycle Assessment) for its products and services, adhering to the ISO 14040 series, to identify opportunities for environmental impact reduction. Internalizing LCA was a crucial step, especially as we aimed to balance the need for rapid development with the highly confidential information required for product composition and manufacturing processes. Progress of LCA Promotion In 2018, we started internalizing LCA. In cooperation with the Japan Environmental Management Association for Industry (JEMAI) and the Sustainable Management Promotion Organization (SuMPO), we have been working to incorporate LCA into all processes from development to sales. Since 2022, we have participated in the LCA Society of Japan's research groups on "Calculation of GHG Reduction Contribution" and "Considering Plastic Recycling II," reflecting the latest LCA knowledge in our business while collaborating with academia. Strengthening Expertise and External Communication TBM is actively enhancing its expertise both internally and externally. In 2024, an employee obtained the "LCA Expert" qualification through the "LCA Expert Training Program" organized by SuMPO, expanding our internal knowledge base. In November of the same year, we presented at "EcoBalance 2024," hosted by the Institute of Life Cycle Assessment, Japan (ILCAJ). Alongside other companies participating in the LCA Japan Forum's study group, we presented our achievements in GHG emission reduction contributions from our LIMEX and Resource Circulation businesses, sharing our initiatives with both industry peers and a broader audience. Sustainability /

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TBM Sustainability Report 2025 41 Advanced Internal-PCR Initiatives To further advance the LCA of our LIMEX products, we developed our own Internal-PCR (Product Category Rules) in 2024 and secured approval from SuMPO. This initiative, aiming for industry-wide standardization, was one of the first approval cases under this system. As a result, we have strengthened our ability to quantitatively and objectively demonstrate the environmental value of our products, leading to increased customer trust and a more compelling appeal regarding environmental impact reduction. Fostering an LCA-Driven Organizational Culture TBM is actively implementing internal training to establish LCA as a common language throughout our organization. The Development Department is building a system to conduct preliminary LCAs during product design and reviewing LCA results at development process gates. The Manufacturing Department explains how production processes influence LCA outcomes, helping employees connect daily improvement activities with environmental impact. Meanwhile, the Sales Department receives training on how to articulate environmental value using LCA, making LCA a foundation for decision-making and customer proposals. Through case study sharing and workshops, we aim to enhance company-wide LCA literacy, striving for a culture where value creation from an environmental perspective is deeply ingrained. Environmental Performance Labeling To accurately communicate the environmental impact of our materials and products—scientifically and quantitatively assessed by LCA—to businesses and consumers, we adhere to the Environmental Labeling Guidelines set by Japan's Ministry of the Environment for information disclosure. We've also established brand guidelines and require prior review for the use of the LIMEX logo mark and other elements, ensuring a robust system for appropriate environmental labeling. Environmental Label for Products with Over 50% Inorganic Material (by weight): This label can be used on products that incorporate LIMEX, our newly developed material, and contain over 50% (by weight) of inorganic materials like calcium carbonate in their overall composition. Environmental Label for Calcium Carbonate-Blended Materials with Reduction Potential: This label is for materials we provide that contain calcium carbonate. It can be displayed when the anticipated reduction effects in plastic usage and greenhouse gas emissions (including CO₂) meet specified usage conditions. LCA as an Organizational Culture Column｜What is LCA ? Sustainability /

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TBM Sustainability Report 2025 43 Initiatives Towards Achieving a Circular Society Material Issue #2 Go Circular Collaboration with Shimizu Corporation: Re- manufacturing Traffic Cones from Recycled Materials In collaboration with Shimizu Corporation, we have re- manufactured traffic cones from recycled materials with the aim of promoting a circular economy at construction sites. This initiative is a collaborative project realized after we were selected as a participating company in Shimizu Corporation's 2022 accelerator program, "SHIMZ NEXT." We collected waste material from exterior wall protective films used at the construction site of a logistics facility in Sagamihara City, Kanagawa Prefecture (constructed by Shimizu Corporation), recycled it at our Yokosuka Circular Factory, and produced 500 traffic cones from these recycled materials. These traffic cones are now being used at the completed logistics facility. Turning Empty "CreCla" Water Bottles into Ballpoint Pens We collected and recycled empty bottles from "CreCla," a bottled water delivery service operated by NAC Co., Ltd., and re-manufactured them into ballpoint pens through material recycling. Utilizing the DPP* of "Maar Recycled Material Procurement," our platform for procuring recycled materials and raw materials with traceability information, we worked to highlight environmental and circularity aspects by visualizing the recycled material content and traceability from raw materials to the re-manufactured products. The ballpoint pens are scheduled to be donated to educational support facilities in Japan and overseas. * DPP (Digital Product Passport) is an electronic record that provides access to the entire product lifecycle, from raw materials to recycling. It collects data on manufacturing and its supply chain, shares it across the entire value chain, and aims to facilitate the purchasing of products and materials based on this information. Sustainability /

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TBM Sustainability Report 2025 44 Enhancing Brand Value and Expanding Business Alliances Material Issue #2 Go Circular New technology development for future generations Intellectual Property Management At TBM, we view intellectual property as the "foundation of technology for future generations," and we are strengthening its management system to strategically leverage our patent rights and other intellectual property. We continuously conduct qualitative evaluations of our owned rights, which establishes a system to maximize value from existing technologies and to focus management resources on high-value innovations. Furthermore, we are centralizing intellectual property information, digitizing application and approval workflows, and internalizing some outsourcing procedures. These efforts enable us to quickly understand rights information and expedite decision- making. Through these initiatives, we aim to maximize our products' technological and brand value, accelerate innovation, and continuously enhance corporate value. Development of New Businesses and Business Alliances Partnership with BYWILL to Promote Carbon Credit Creation and Use for Carbon Neutrality We have formed a business alliance with BYWILL, Inc., a company dedicated to promoting carbon credit utilization to advance regional decarbonization across Japan, aiming to contribute to the nation's carbon neutrality goals. Leveraging the expertise and services in "circulating environmental and economic value" that both companies have cultivated through their businesses, we will collaborate on initiatives to invigorate the carbon credit and resource circulation markets. Strategic Business Alliance with Forcetec for a Circular Economy We have formed a strategic alliance with Forcetec, Inc., aligning with their 'power of circulation' philosophy and their IoT smart waste bin, SmaGO. SmaGO drives multi-layered social impact by enhancing urban environments, optimizing waste collection, and reducing CO2 emissions through integrated community efforts. Our partnership will jointly accelerate the adoption of eco-friendly products like LIMEX and expand SmaGO installations via mutual referrals and agency sales. ※ LIMEX Sheet is used for the wrapping sheet of FORCETEC Inc.'s IoT trash can "SmaGO," and "LimeAir Bag" is used for its garbage bags. 253(+24) Number of Patents Held (Domestic & Overseas) 52(±0) Number of Countries with Patent Protection Sustainability / Figures in parentheses indicate year-on-year difference.

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TBM Sustainability Report 2025 45 Expanding Collaborations with Local Governments Nationwide Material Issue #2 Go Circular Collaboration with Local Governments TBM collaborates with local governments across Japan to promote the resource circulation of plastics and the utilization of environmentally friendly materials such as LIMEX. In 2023, TBM was featured in the environmental category of "100 Startups with a Track Record of Collaboration with Government," a document produced by the Ministry of Economy, Trade and Industry (METI) for government officials. Most recently, we have initiated new collaborations and partnerships with Tagajo City in Miyagi Prefecture, Toyota City in Aichi Prefecture, and Izumisano City in Osaka Prefecture. We will continue to further promote collaborations with local governments, aiming for the realization of a sustainable society. Comprehensive Partnership Agreement with Tagajo City for Sustainable Urban Development We have signed a comprehensive partnership agreement with Tagajo City for sustainable urban development. We will strengthen initiatives, including countermeasures against global warming, aimed at achieving a "Zero Carbon City," and promote sustainable urban development where the economy, society, and environment create a virtuous cycle through business matching with local companies and entrepreneurs, and the creation of new businesses. Demonstration Experiment with Toyota City Utilizing "Maar Recycled Material Procurement“ We have commenced a demonstration experiment with Toyota City utilizing "Maar Recycled Material Procurement," a platform we provide that supports the procurement of recycled materials and raw materials. As an initiative of the "Toyota City Connected Society Demonstration Promotion Council," in which TBM participates, we aim to support the stable procurement and sales of recycled materials for companies within Toyota City, thereby contributing to the development of regional industries by building an infrastructure for resource circulation. Entrusted by Izumisano City with a Circular Economy Promotion Demonstration Project In Izumisano City, we aim to collect PET bottle caps, which were previously disposed of as container and packaging plastic, at elementary schools and city hall service counters, and utilize them as raw materials for new products. Towards Izumisano City's goal of waste reduction and recycling, we will build a regional resource circulation model to advance the resource circulation of waste plastics. Sustainability / 2024: Comprehensive Partnership Agreement with Tagajo City on Sustainable Urban Development 2025: Collaboration with Toyota City on a Demonstration Experiment Utilizing the Recycled Material Platform "Maar Recycled Material Procurement" 2025: Selected to Undertake Izumisano City's Circular Economy Promotion Demonstration Project 2018: Mutual Cooperation Agreement with Sabae City and Keio University Graduate School of Media Design, Aiming to Contribute to SDGs 2021: Comprehensive Partnership Agreement with Kyotango City for Sustainable Urban Development where Economy, Society, and Environment Circulate Virtuously, and Contributing to SDGs 2019: Partnership Agreement with Yokohama City for Circular Innovation 2022: Obtained Ministerial Certification under the Act on Promotion of Resource Circulation for Plastics ("New Plastics Act"), in collaboration with Yokosuka City 2019: Comprehensive Partnership Agreement with Hayama Town, Kanagawa Prefecture, for the Utilization of Environmentally Friendly Materials

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TBM Sustainability Report 2025 46 Collaboration with Partners and External Communication Material Issue #2 Go Circular Involvement in Rulemaking Activities of the Resource Circulation Council The Resource Circulation Council (a general incorporated association) is an organization that collaborates with leading companies such as startups, SMEs, and large corporations, as well as local governments, experts, ministries, and related organizations, to promote the circular economy and climate change countermeasures. It was established in August 2023, and TBM operates its secretariat. The number of members, which was 110 at the end of 2023, reached 230 as of the end of December 2024. In 2024, we conducted online seminars for members, tours of material recycling factory, and distributed email newsletters, providing opportunities for members to interact. We also promoted collaboration with government agencies and external organizations to support members' new business creation and network expansion. Communication to Promote Behavioral Change Our members have taken the stage at various events, continuously communicating our philosophy and the world we aim to create. Our main speaking engagements in 2024 were as follows: J-Startup Hour (Hosted by Ministry of Economy, Trade and Industry, February 22, 2024) Impact Forum (Hosted by Impact Consortium, May 16, 2024) Sushi Tech Tokyo 2024 Global Startup Program (Hosted by Tokyo Metropolitan Government, May 15-16, 2024) VIVA TECHNOLOGY 2024 (Hosted by PUBLICIS GROUPE / Groupe Les Echos Le Parisien, May 22-25, 2024) The 6th International Conference on Carbon Recycling 2024 (Hosted by Ministry of Economy, Trade and Industry, NEDO, October 11, 2024) EcoBalance 2024 (Hosted by Institute of Life Cycle Assessment, Japan, November 4-6, 2024) Matching Pitch 2024 (Hosted by Cabinet Office, November 28, 2024) 230(+120) Membership of the RCC 17 Speaking Events engaged Sustainability / Figures in parentheses indicate year-on-year difference.

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TBM Sustainability Report 2025 50 External Evaluations and Initiatives Appendix Recent External Evaluations J-Startup Impact Selected by the Ministry of Economy, Trade and Industry as one of 30 companies expected to serve as role models for impact startups that aim to solve social and environmental issues, realize new visions, and achieve sustainable economic growth simultaneously. Tokyo Financial Award 2023 Received the award in the ESG Investment category at the "Tokyo Financial Award 2023," hosted by the Tokyo Metropolitan Government, as a company excelling in the promotion of ESG investment and the practice of SDGs. TiE Global Award TBM and our Representative Director & CEO, Mr. Yamasaki, received the "Sustainability Excellence Award" at the "TiE Global Award," a U.S.- originated business award where recipients are selected based on their global impact and potential for future contributions. External Initiatives To solve global-scale issues and realize a sustainable society, TBM endorses and participates in various domestic and international initiatives, actively playing a role in problem-solving as a member of global society. World Economic Forum (Davos Meeting) TBM participates as a member of the World Economic Forum's Unicorn Community. Through active exchange of opinions with other companies, we propose solutions to global-scale challenges. Keidanren (Japan Business Federation) Towards the realization of a sustainable society, we accelerate our global business development, build networks with member companies and organizations, and actively participate in Keidanren's activities. Impact Startup Association TBM has been a full member of the Impact Startup Association since its establishment. Together with other member companies, we aim to both solve social issues and achieve sustainable growth. ロゴ画像 1 官民によるインパクトスタートアップ育成支援プログラム「 J-Startup Impact 」を設立 | J-Startup Appendix /

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TBM Sustainability Report 2025 54 GHG Emissions: Calculation Method of Scope 3 ESG Data E（Environment） CalculationMethod Category 1 Purchased Goods and Services GHG Emissions = Σ { (Quantity or monetary data of purchased or acquired products/services) × (Emission Intensity*) } * Based on Inventory Database IDEA Ver3.2. Some heavy calcium carbonate is calculated independently based on the Inventory Database IDEA Ver3.2, while CCU calcium carbonate reflects the supplier's actual emissions Category 2 Capital Goods CO2 Emissions = Σ { (Price of newly acquired capital goods (Construction cost)) × (Emission Intensity*) } * Emission Factor Database for calculating greenhouse gas emissions through the supply chain (Ver3.1) (Ministry of the Environment) Category 3 Fuel- and Energy- related Activities CO2 Emissions = Σ { (Quantity data of energy purchased) × (Emission Intensity*) } * Based on Inventory Database IDEA Ver3.2 Category 4 Upstream Transportation and Distribution CO2 Emissions = Σ { (Ton-kilometers of transport) × (Emission Intensity*) } * Based on Inventory Database IDEA Ver3.2. Domestic transport is assumed to be 500 km, and maritime transport is assumed to be 4,781 km Category 5 Waste Generated in Operations CO2 Emissions = Σ { (Waste treatment/recycling amounts by type and disposal method) × (Emission Factor by type and method*) } * Based on Inventory Database IDEA Ver3.2. Emission factors are set by waste type and disposal method Category 6 Business Travel CO2 Emissions = (By mode of transport) Σ { (Travel expense reimbursement) × (Emission Intensity*) } * For transport modes, based on Emission Factor Database for calculating greenhouse gas emissions through the supply chain (Ver3.1) (Ministry of the Environment). For accommodation, based on Inventory Database IDEA Ver3.2 Category 7 Employee Commuting CO2 Emissions = (By mode of transport) Σ { (Travel expense reimbursement) × (Emission Intensity*) } * Based on Emission Factor Database for calculating greenhouse gas emissions through the supply chain (Ver3.1) (Ministry of the Environment) Category 8 Upstream Leased Assets (Not Relevant) TBM does not own upstream lease assets, so this category is deemed not relevant Category 9 Downstream Transportation and Distribution CO2 Emissions = Σ { (Ton-kilometers of transport) × (Emission Intensity*) } * Based on Inventory Database IDEA Ver3.2. Domestic transport is assumed to be 500 km, and maritime transport is assumed to be 4,781 km Category 10 Processing of Sold Products (Not Relevant) Many of our products are intermediate materials, making it difficult to obtain reliable data on end product customers and uses. Following WBCSD's guidance on GHG emissions calculation and reporting in the chemical industry, which states that due to the diversity of applications and customer composition, it is difficult to obtain reliable figures, chemical companies are not obligated to report Scope 3 Category 10 emissions; hence, this category is deemed not relevant Category 11 Use of Sold Products (Not Relevant) The products we sell do not require energy during use, so there are no GHG emissions during usage. Therefore, this category is deemed not relevant Category 12 End-of-Life treatment of Sold Products CO2 Emissions = Σ { (Waste treatment/recycling amounts by type and disposal method) × (Emission Intensity by type and method*) } * Based on Inventory Database IDEA Ver3.2. It is assumed that 50% of the shipment volume is general waste and the remaining 50% is industrial waste incinerated Category 13 Downstream Leased Assets (Not Relevant) TBM does not own downstream lease assets, so this category is deemed not relevant Category 14 Franchises (Not Relevant) TBM does not have a franchise business, so this category is deemed not relevant Category 15 Investments (Not Relevant) Our main business is not in finance, so this category is deemed not relevant Databook /

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TBM Sustainability Report 2025 58 Working Conditions / Occupational Health and Safety / Intellectual Property ESG Data S（Social） *1 Average values for frequency rate and severity rate. Source: Ministry of Health, Labour and Welfare, "Survey on Industrial Accidents (Establishment Survey [establishments with 100 or more employees] and General Construction Industry Survey).“ *2 Source: Japan Federation of Industrial Waste Management and Recycling Associations, "Status of Occupational Accidents in the Industrial Waste Management Industry (June 2024)." Unit 2020 2021 2022 2023 2024 Working Condition Average Monthly Overtime Hours Hours - - 14.7 14.9 15.0 Annual Paid Leave Utilization Rate % - 55 63 63 65 Average Number of Days Taken Days - 7.2 8.0 8.1 8.3 Childcare Leave Female Childcare Leave Ratio % - - 100.0 100.0 100.0 Average Number of Days of Childcare Leave (Women) Days - - 212 127 156 Male Childcare Leave Ratio % - - - 40.0 58.3 Average Number of Days of Childcare Leave (Men) Days - - - 13 45 Occupational Health and Safety Number of Occupational Accidents Cases 1 2 3 16 8 Of which: Fatalities Cases 0 0 0 0 0 Of which: Lost-time Injuries Cases 1 0 0 0 3 Frequency Rate - 3.48 0.00 0.00 0.00 5.10 (Manufacturing Industry Avg., Companies w/ 100+ Employees)*1 - (1.21) (1.31) (1.25) (1.29) (1.30) （General & Industrial Waste Management Industry Avg., Companies w/ 100+ Employees）*2 - (6.95) (7.36) (6.52) (6.42) (6.65) Severity Rate - 1.00 0.00 0.00 0.00 0.15 （Manufacturing Industry Avg., Companies w/ 100+ Employees）*1 - (0.07) (0.06) (0.08) (0.08) (0.06) （General & Industrial Waste Management Industry Avg., Companies w/ 100+ Employees）*2 - (0.48) (0.17) (0.51) (0.18) (0.16) Regular Health Checkup Rate % - - - 94 93 Stress Check Participation Rate % - - - 86 83 Intellectual Property Number of Patents Held (Domestic & Overseas) Patents 121 140 181 229 253 Number of Countries with Patent Protection Countries 41 44 46 52 52 Databook /