CORPORATE RESPONSIBILITYREPORT 2022

Contents

CONTENTS

Commitment

CR Strategy & Governance Structure

Highlights

Material Issues & Three Strategic Pillars

Our People

Contents2

Our People

36

About This Report

- Diversity & Equal Opportunity

38- A Rewarding Workplace43- Talent Development

46- Employee Safety & Health49

3Commitment4- Message from the CEO5

- Message from CR Committee Chairperson

7- Supporting International Initiatives

9

CR Strategy & Governance Structure 

11- Corporate Responsibility Strategy

12- CR Governance Structure

13

Highlights14- Accelerating Initiatives for Upholding Human Rights 15- Further Strengthening Relationships with Stakeholders 16- Protecting People from COVID-19

17

Material Issues & Three Strategic Pillars

18- LIXIL’s Material Issues

19- Global Sanitation & Hygiene

21- Water Conservation & Environmental Sustainability

28- Diversity & Inclusion

31

Environment53- Environmental Management 

55- Climate Change Mitigation and Adaptation

58- Water Sustainability

61- Circular Economy

63

Environment

Customers & Supply Chain

SocietyWEB* The following items are disclosed on our website.
Click on a title to be directed to the relevant page.
- External Evaluations & Awards- Action Plan & KPIs
- ESG Data (human resources, environment, other)- GRI Content Index- Disclosure based on TCFD recommendations- Reducing Environmental Impact of Product Lifecycle 65

Customers & Supply Chain

67- Responsible Supply Chain Management

69- Product Safety & Quality

72- Customer Satisfaction

75

Society77- Human Rights

79- Stakeholder Engagement

87- Community92

LIXIL Corporate Responsibility Report 2022

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Contents

Commitment

CR Strategy & Governance Structure

Highlights

Material Issues & Three Strategic Pillars

Our People

Environment

Customers & Supply Chain

Society

ABOUT THIS REPORTABOUT THIS REPORTLIXIL is committed to providing prompt and transparent

Reporting Period

Please click the link below for data on human resource anddisclosure in order to earn the long-term trust of our

We updated and published CR-related information forenvironmental performance and other relevant topics.

stakeholders and achieve sustainable growth that benefits

FYE2022 (from April 1, 2021 to March 31, 2022) on Julysociety. We advance our Corporate Responsibility (CR)29, 2022. We plan to update the report for the next fiscal

activities by establishing lasting relationships with ouryear in July 2023.

Reference GuidelinesWEB

ESG Datastakeholders through appropriate disclosure, reporting, andCoverage• Global Reporting Initiative (GRI) Standards

We disclose information on our CR activities through ourThis report covers the CR activities of LIXIL as well as the• Task Force on Climate-related Financial Disclosures

website as shown below. We also update details and news

LIXIL group of companies. The definitions of the terms used

(TCFD) recommendations

items relating to initiatives for the latest fiscal year from timein the text of this report are as follows:

dialogue.

to time on our sustainability website.
LIXIL: LIXIL and its group companies
LIXIL in Japan, in Japan (depending on the context):
Excluding group companies

CR Information Disclosure* You can find content indices for each of the guidelines on the following
websites.

WEB

GRI Content Index

WEB

Disclosure based on TCFD recommendations

EMENA: Europe, the Middle East and North Africa

Independent Practitioner’s Assurance Report

Click on a title to be directed to the relevant website.

Financial● Annual Securities Report*

Reports

Non-financial● Corporate Responsibility Reports● ESG Databook● Integrated Reports● Corporate Governance Reports● Investor Relations● Sustainability Information

Websites

Please refer to the following website for ESG data andexternal assurance of these data.
WEB

ESG Data

Please direct queries on this report to:WEB

To Link to Our Site or for Other Questions and Comments● Corporate Governance Information* Please refer to our Supplementary Data Book for details of our consolidated financial statements.

LIXIL Corporate Responsibility Report 2022

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Contents

01
COMMITMENT

Commitment

CR Strategy & Governance Structure

Highlights

Material Issues & Three Strategic Pillars

Our People

Environment

Customers & Supply Chain

Society

COMMITMENT
LIXIL is committed to improving the quality of people's lives, by delivering safe andcomfortable products and services through responsible and sustainable innovations.

Message from the CEO
Message fromCR Committee Chairperson
Supporting International Initiatives

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Contents

01
COMMITMENT

Commitment

CR Strategy & Governance Structure

Highlights

Material Issues & Three Strategic Pillars

Our People

Environment

Customers & Supply Chain

MESSAGE FROM THE CEO

Kinya Seto

LIXIL is tackling social issues through our business
operations in order to pursue our corporate purpose to

Message from the CEO
Message fromCR Committee Chairperson
Supporting International Initiatives

Societymake better homes a reality for everyone, everywhere.

Director,
Representative Executive Officer, President, andCEO

We are also delivering on a comprehensive Corporate
Responsibility (CR) Strategy that contributes to the
Sustainable Development Goals established by the United
Nations and which provides value beyond financial
results to stakeholders, ensuring the long-term viabilityof our business. Contributing to solving complex social
issues and working with diverse stakeholders presents
opportunities for value creation and lays the groundworkfor our sustainable growth. Furthermore, to ensure that
our LIXIL employees at the heart of these activities canachieve their full potential, we are focused on building
an inclusive culture where diverse employees canthrive, promoting flexible work styles, and enhancing theemployee experience.

Contributing to Environmental Conservation
through Our BusinessJapan, over 90% of existing homes do not meet current

purification technology and tackling the global sanitation

As the consequences of climate change and otherenergy-efficiency standards. LIXIL can improve thechallenges, through SATO and other initiatives.

environmental issues intensify, at LIXIL, we believeenergy efficiency of these homes with our high-insulation

In addition, LIXIL is promoting the use of recycledthat we can have a meaningful impact on reducing the

products, which will significantly contribute to Japan’smaterials in aluminum and resin sashes and developing

environmental burden of society through our products

decarbonization. As public awareness of the importanceand commercializing sustainable materials made fromand services as well as through our business activities.

of such energy savings in housing is still low in Japan, we

waste plastic and wood. These initiatives facilitate thealso engaged in advocacy activities in FYE2022.

circular use of resources, reducing our environmental

To combat climate change at its source requires afundamental shift in our working and living environment.
LIXIL is committed to being a leader in this area. In

Regarding water sustainability, we are making a
critical impact by providing safe water through our water

footprint and thereby contributing to the reduction ofgreenhouse gases.

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Contents

Commitment

CR Strategy & Governance Structure

Highlights

Material Issues & Three Strategic Pillars

Our People

01

Environment

Customers & Supply Chain

SocietyTransforming Our Workstyle

COMMITMENT

Providing flexible working arrangements is critical toachieving an inclusive environment. LIXIL has beentransforming how employees work through digitization,

Message from the CEO

with the pandemic further increasing the demand for

Message fromCR Committee Chairperson

flexible work arrangements. Amid intensified competition
for top talent, companies are expected to provide a

Supporting International Initiatives

work environment where employees can reach their fullpotential, develop their careers, and feel fulfilled at work.
For office-based employees, LIXIL has moved away fromtraditional ways of working, enabling employees to choose
where, when, and how they work to match their individual
lifestyles. This has empowered employees while also
bringing an increased focus on productivity and efficiency.
LIXIL will not return to the ways of working seen preCOVID-19. In August 2022, we will be moving our head
office to a smaller office befitting our new workstyle.
The new head office is designed not as the place wherecolleagues are expected to work but instead as a place for
Through these activities, we are making steady progress

people through our products and services, irrespective

toward achieving our Environmental Vision 2050, whichof their age, gender, and level of disability, leveraging theaims to achieve net-zero carbon emissions and preserve

knowledge and perspectives of our diverse workforce.

water and natural resources in operations, housing, andlifestyle solutions for future generations by 2050.

We are taking a people-centric approach and establishingan inclusive culture and building an organization wherea diverse workforce thrives. Through these measures, weFostering an Inclusive Culture

are working to achieve sustainable diversity that leads toinnovation and customer-centricity. We believe it is vital to

LIXIL has established Diversity and Inclusion as a corecreate an inclusive environment where employees feel thatpillar of our CR Strategy, supporting us to deliver on our

they are treated fairly and that they matter to LIXIL and to

purpose. We strive to improve the quality of life for all

monitor and support the well-being of each employee.

human connection, communication, and collaboration. In
addition, the relocation and sale of land and buildings ofthe current head office will reduce head office operating
costs and improve capital efficiency.
At LIXIL, we remain committed to contributing to society
through our business activities. Partnering with various
stakeholders, we will continue to aim to make better
homes a reality for everyone, everywhere.

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Contents

01

Commitment

CR Strategy & Governance Structure

Highlights

Material Issues & Three Strategic Pillars

Our People

Environment

Customers & Supply Chain

Society

MESSAGE FROM CR COMMITTEE CHAIRPERSONCOMMITMENT

and compliance matters, the key areas of LIXIL’s humanrights issues identified in FYE2021, the human rights due
diligence process, the commitment to reducing human rights

Message from the CEO

risks through this process, and the concern-raising system.

Message fromCR Committee Chairperson

Furthermore, to identify potential human rights risks at
LIXIL, we conducted a company-wide human rights survey

Supporting International Initiatives(including indirect employees) and obtained a response rateof approximately 60%. We also identified trends by region,organization, age, and other factors, as well as trends byhuman rights issue.

Global Sanitation & Hygiene
Our social business SATO continues to gather momentum.

Jin Song Montesano

SATO product shipments exceeded 1 million units globallyfor the third consecutive year. We are thus on track to deliver

Director, Executive Officer, Executive
Vice President, Human Resourcesand General Affairs, Public Affairs,
Investor Relations, External Affairs,
and Corporate Responsibility,
and Chief People Officer

on our ambitious goal of improving the lives of 100 million
people through safe sanitation and hygiene by 2025.
To tackle the global sanitation challenge, in FYE2022,
we focused on corporate partnerships to facilitate change
at scale. The new Partnership for Better Living with United

In FYE2022, we made significant progress in further

Enhancing the Protection of Human Rights

States Agency for International Development (USAID) aims
to accelerate the implementation of SATO and impact

embedding sustainability across our business andstrengthening our impact globally by offering environmentally

During the past year we have also revised our Human Rights

at least 2 million more people in the next five years. The

friendly products that cater to the needs of diverse consumers.

Principles. LIXIL is committed to respecting the human rights

scope of activities and regions of our MAKE A SPLASH!

In line with the revision of the Corporate Governance Code inof all stakeholders and regularly update our policy to become

global partnership with UNICEF was expanded to three ofJapan, we reviewed the composition and governance of oura better protector of human rights. Last year’s revisions

the world’s most populous countries: India, Indonesia, andCR Committee, which has led to more substantive and active

include more detailed descriptions of the governanceNigeria. SATO products are now in homes, schools, anddiscussions on sustainability as part of management strategy.

structure overseen by the executive officer in charge of legal

public institutions in more than 45 countries worldwide.

LIXIL Corporate Responsibility Report 2022

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Contents

Commitment

CR Strategy & Governance Structure

Highlights

Material Issues & Three Strategic Pillars

Our People

Environment

Customers & Supply Chain

Society

01
COMMITMENT
Message from the CEO
Message fromCR Committee Chairperson
Supporting International Initiatives

In the EMENA region, we expanded coverage of

To ensure water sustainability, we are monitoring andcompetitive advantage. By pursuing inclusion as our goal,

GROHE’s Energy for Life CRM campaign to 13 countries,

tracking our overall production consumption without

we believe diversity will be the natural outcome. Driving

driving further contribution to the MAKE A SPLASH!

compromising performance across all brands to reduce

inclusion will allow us to integrate more diverse knowledge

global partnership. We also opened 12 additional schools

water and energy consumption. We are also expanding

and perspectives, better catering to the needs of ourin 2021 under the GROHE Installer Vocational Training

our line-up of touchless faucets, water-saving toilets, anddiverse customer base.

and Education (GIVE) program. The program also helps

other products equipped with water- and energy-saving andTo effect this change, we have enhanced our global

develop skilled installers who can solve local sanitationwater-purification technologies that enhance environmental

people policies, adding talent acquisition guidance toproblems and improve the living conditions of many.

value of water across our global water brands.

ensure that bias is removed from the hiring process andEven in the US, over 2 million people lack access toPursuing a circular economy, we continue to expand

attract more diverse talent. Our talent management hasbasic sanitation. LIXIL has provided an innovative andour Cradle to Cradle Certified® product portfolio. We are

been strengthened with mentoring programs, D&I training,sustainable wastewater treatment solutions to tackle thealso working on a “product passport” in the form of aand the identification of female talent through our People

sanitation challenges in Lowndes County in Alabama. The

standardized Environmental Product Declaration (EPD),

and Organizational Development (POD) process.

Alabama model has the potential to be scaled and help

which increasingly are being requested in several markets

those who lack basic plumbing across the US.

in Europe (i.e. France and Nordics).

Water Conservation & Environmental Sustainability

risks and opportunities for us, and our environmental

We also launched five Employee Resource Groups

divisions, business units, and management are working

targeted to strengthen links amongst employees based on

LIXIL is committed to being a leading company in

together to promote our strategies and measures

shared characteristics, backgrounds, or life experiences

reducing environmental impact. To achieve oureffectively. To further strengthen our efforts, weand implemented a fully flexible working arrangement.

Environmental Vision 2050, we are focusing on Climate

established the Environmental Strategy Committee in

Such initiatives to build an inclusive environment have

Change Mitigation and Adaptation, Water Sustainability,

November 2021 and plan to announce our Environmental

also contributed to driving inclusion in our workforce.

and Circular Economy.

Strategy that highlights our medium-term strategy andWe recognize that environmental issues can be both

To mitigate climate change, we are increasingly
switching to renewable energy and reducing overall

sets a clear direction towards achieving our Environmental
Vision 2050 in FYE2023.

energy consumption in our plants, logistics centers, andsales offices. We also launched our high-performance

Listening to our employees is another critical elementfor LIXIL. We updated our employee survey, LIXIL VOICE,
to be able to track critical drivers of Employee Experience.

At LIXIL, our CR Strategy is core to delivering on our
corporate purpose. We are confident that we can live our
purpose and create a positive impact for our stakeholders

Diversity & Inclusion

through executing our strategy.

window TW and fully remodeled all our sashes for new
construction in Japan, as solutions to support Japan’s

We have been on a journey to embed D&I within theGreen Growth Strategy for achieving CO2 neutrality byorganization not only because it’s the right thing to do

2050 through reducing emissions from housing.

but also for its strategic value to strengthen our long-term

LIXIL Corporate Responsibility Report 2022

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Contents

01
COMMITMENT
Message from the CEO
Message fromCR Committee Chairperson
Supporting International Initiatives

Commitment

CR Strategy & Governance Structure

Highlights

Material Issues & Three Strategic Pillars

Our People

Environment

Customers & Supply Chain

Society

SUPPORTING INTERNATIONAL INITIATIVESLIXIL’s Purpose is to “make better homes a reality foreveryone, everywhere.” To bring our purpose to life throughSustainable Development Goals

our operational activities, we are driving a range of R&D and

LIXIL reflects the SDGs approach in our CR Strategy. To help

other initiatives to help resolve global sanitation and hygiene

achieve the SDGs as part of our business, we focus on the

problems as well as other social and environmental issues.

three pillars of our CR Strategy: Global Sanitation & Hygiene,

To meet and exceed society’s expectations for LIXIL, wemust take active leadership as a global company of pioneering

Global Sanitation & Hygiene

Water Conservation & Environmental Sustainability, andDiversity & Inclusion.

water and housing products. We will continue to support and

In July 2021, we participated as a private company

implement the Ten Principles of the United Nations Global

representative in the United Nation’s High-level Political

Compact (UNGC), and provide our expertise in areas ofForum on Sustainable Development (HLPF) and talked

sanitation to help create safe and healthy living spaces for all,about the unique sustainable innovation generated by ouras envisioned in the Sustainable Development Goals (SDGs).

SATO Toilet Solutions intended for use in emerging markets,
as well as the importance of collaboration for improving

Commitment to the UN Global Compact

Three Strategic Pillars andTheir Relevance to the SDGs

Water Conservation &Environmental Sustainability

global sanitary environments.
LIXIL was recognized in the 2nd Japan SDGs Awards for

LIXIL signed the UNGC in July 2013 in full support of the

our contribution to solving sanitation and hygiene problems

principles set out in the framework.

through our SATO business and by working with non-In order to help implement the UNGC Ten Principles in
the four areas of human rights, labor, environment, and anti-

governmental organizations (NGOs) and international bodies
to raise broader awareness of sanitation issues.

corruption, in FYE2022 we shared information with other

Diversity & Inclusion

parties as a member of Global Compact Network Japanworking groups (supply chain, environmental management,
training to instill the GC within the company, CSV, reporting,
SDGs, and human rights due diligence).
WEB

United Nations Global Compact

CR

Three Strategic Pillars (P18)

PDF

Details about our winning at
the 2nd Japan SDGs Awards (503KB)WEB

UN Sustainable Development Goals

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Contents

Commitment

CR Strategy & Governance Structure

Highlights

Material Issues & Three Strategic Pillars

Our People

Environment

Customers & Supply Chain

Society01
LIXIL x SDGs NEXT STAGE

LIXIL SDGs Ambassador

In December 2020, we launched LIXIL x SDGs NEXTIn December 2020, we appointed former Japan national

STAGE to further accelerate action on the SDGs infootball team player Atsuto Uchida as the LIXIL SDGs

Message from the CEO

partnership with our stakeholders, which include

ambassador under the LIXIL x SDGs NEXT STAGE.

Message fromCR Committee Chairperson

customers, business partners, local governments andDuring his NEXT STAGE after retiring as an athlete,residents, shareholders and investors, international

Uchida is looking to help tackle global issues and create aorganizations, NGOs, and non-profit organizations.

more habitable world for the next generation through his

COMMITMENT

Supporting International Initiatives

The project is especially focused on strengthening

help achieve the SDGs, we convey information about thecurrent situation with regards to toilets and handwashinghabits around the world and relevant initiatives, and havealso donated ¥700,000 to our MAKE A SPLASH! global
partnership with UNICEF.
WEB

The LIXIL x SDGs NEXT STAGE ambassador
Atsuto Uchida’s activity report (Japanese only)

activities as the LIXIL SDGs ambassador.

partnerships with LIXIL customers, the next generation, andIn FYE2022, Uchida also participated in a special class at

CR

Cool de Peace Project (P90)business partners. To that aim, we disseminate information

Iwamatsu Kita Elementary School in Fuji City, Shizuoka as partCR

MAKE A SPLASH! (P89)and hold events and campaigns related to the SDGs andof the Cool de Peace project, an awareness-building activity

LIXIL initiatives. We also post awareness-building videos andfor preventing indoor heatstroke and improving protection

other materials on social media and YouTube.

from the sun, and helped deepen children’s understanding.
In addition, the Atsuto Uchida’ SDGs School! programon YouTube conveys information on various themes, suchas sanitation and hygiene issues, climate change, anduniversal design.
Furthermore, as part of the Sanitation and Hygiene Action
Project with Atsuto Uchida donation campaign designed toEndorsing the Task Force on Climaterelated Financial Disclosures
In March 2019, LIXIL announced our support for the Task
Force on Climate-related Financial Disclosures (TCFD). In
FYE2020, we participated in TCFD Consortium consisting of
supporters in Japan. We also conducted a proactive scenario
analysis for some of our businesses under the support
program provided by Japan’s Ministry of the Environment.

WEB

In FYE2022, we further expanded our target

LIXIL x SDGs NEXT STAGE (Japanese only)

businesses and analyzed the opportunities and risks,
while also proceeding to form countermeasures. We
will strive to disclose information according to the
TCFD recommendations.
WEB

Disclosure based on TCFD recommendations

Conveying SDGs-related information on YouTube

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Contents

02

CR STRATEGY &GOVERNANCESTRUCTURE
CR Strategy

Commitment

CR Strategy & Governance Structure

Highlights

Material Issues & Three Strategic Pillars

Our People

Environment

Customers & Supply Chain

Society

CR STRATEGY &GOVERNANCE STRUCTURE
Based on our CR Strategy, we seek to resolve social issues through our business
operations. We have set up a governance structure that enables us to take strategic
action on those issues.

CR Governance Structure

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Contents

02

CR STRATEGY &GOVERNANCESTRUCTURE

CR Strategy & Governance Structure

Commitment

Highlights

Material Issues & Three Strategic Pillars

Our People

Environment

Customers & Supply Chain

Society

CORPORATE RESPONSIBILITY STRATEGY
LIXIL’s Corporate Responsibility (CR) Strategy outlines threedevelop safe, comfortable products and services. By being

core pillars of activity representing the most pressing global

committed to the strategy, we aim to achieve LIXIL’s Purpose

year based on action plans and KPIs determined to coincide

We confirm the progress and results of each initiative every

issues relevant to our business. To drive positive change into “make better homes a reality for everyone, everywhere.”with our material issues as we strive to achieve our goals.

each area, we are leveraging our expertise and businessscale to pursue responsible and sustainable innovation andCR

LIXIL's Material Issues (P19)

LIXIL's Purpose

CR Strategy

Make better homes a reality for everyone, everywhere

CR Governance Structure

Three strategic pillars

Global Sanitation & Hygiene
Promote and enable access to safe andhygienic sanitation practices, especiallyfor women and girls, while preventing theharmful transmission of diseases for children

Material
issuesPriority

Water Conservation &Environmental Sustainability

Diversity & Inclusion

Conserve water, energy, and other natural resources
utilized in and by LIXIL products and services, including inthe supply chain, production, distribution, and during end use

Leverage the knowledge and perspectives of a diverse
workforce as a key driver of growth and innovation,and improve quality of life for all people through our products andservices, irrespective of their age, gender, and the level of disability

Sanitation for All

Zero Carbon and Circular Living

Inclusive for All

By 2025, improve the livelihood of 100 million people
through sanitation and hygiene initiatives

By 2050, achieve net-zero carbon emissions, preserve waterand natural resources in operations, housing and lifestylesolutions for future generations to become a leading company
in environmental sustainability

By 2030, embed a culture of inclusion across LIXIL and achieve key
gender equity goals. Leverage the knowledge and perspectives of adiverse employee base as the driving force for growth and innovation,
contributing to making better homes a reality for everyone, everywhere• Climate Change Mitigation
and Adaptation• Water Sustainability• Circular Economy• Diversity & Inclusion• Global Sanitation & Hygiene• Environmental Impact of
Product Lifecycle• Environmental Management

Material issues that are labeled as“Priority”represent our three strategic pillars. We are promoting our CR activities with a focus on these material issues.

The foundation of our CR activities
High
Medium• Product Safety• Customer Satisfaction• Employee Safety & Wellbeing• Talent & Development• Ethics & Integrity• Human Rights• Corporate Governance• Risk Management• Information Security• Tax Transparency• Responsible Marketing & Advertising• Supply Chain Management• Stakeholder Engagement

LIXIL’
s CR activities are based on promoting ethical business activities through initiatives designed to address the material issues (high and medium priority) described above.

LIXIL Corporate Responsibility Report 2022

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Contents

02

CR STRATEGY &GOVERNANCESTRUCTURE

Commitment

CR Strategy & Governance Structure

Highlights

Material Issues & Three Strategic Pillars

CR Governance Structure

Environment

Customers & Supply Chain

Society

CR GOVERNANCE STRUCTURE
senior leaders appointed to the committee.

LIXIL holds quarterly Corporate Responsibility (CR) Committee

updates and decisions made in the CR Committee to their

meetings to ensure strategic action on sustainability issues.

respective functions to facilitate action. Information is also

In order to ensure a prompt and appropriate responseshared at the CR Committee from other related committees

included defining the KPI monitoring and tracking processes

that are deeply involved in CR activities.

for material issues that were updated in FYE2021, risk

across the whole of LIXIL, CR Committee members

Recent discussion in FYE2022 at the CR Committee

assessment processes, creating a workplace and society thatIn FYE2022, the structure and function of the CR

comprise executive officers and leaders from corporate
CR Strategy

Our People

Committee was rearranged to reflect revisions made by thefacilitate active participation of people with disabilities, andThe executive officer in charge of CR reports the results ofTokyo Stock Exchange to Japan’s Corporate Governancegeneral progress and policies relating to human rights due

CR Committee discussions and deliberations to the Board of

Code and ensure ultimate oversight of sustainability issues

diligence and TCFD, etc.

Executive Officers, enabling necessary decisions to be made.

by our Board of Directors. The position of the CR Committee

The executive officers and functional leaders, who are in

as a venue for encouraging cross-divisional discussion of

we have introduced stock-linked compensation that helps

charge of promoting CR initiatives, also then communicate

policies and measures has been strengthened, with moreencourage their contribution to improving the company’sfunctions and our business units.

Regarding the compensation system for executive officers,

medium- to long-term corporate value, including environmental,social and governance (ESG) factors. For officers who are
Board of Directors
Approval and supervision of strategy as CR policy

expected to improve the company’s value over the medium- tolong-term, including from an ESG perspective, the ratio of stock-

Reportlinked compensation to total compensation is set higher based

Board of Executive Officers
Formulation and approval of strategy and policyon the deliberation of the Compensation Committee.

ReportCorporate Responsibility Committee(Chair: Executive officer responsible for CR)
Human
Resources

Legal/Compliance

Comms/CR

IR

FinanceTechnology/Quality/Environment

Board of Directors
OfficeMaketing/Digital/IT

Business Units
CR-related taskforces
Executive officers leading:
LIXIL Water Technology
LIXIL Housing Technology
LIXIL International

Executive officers and leaders in charge

・Human Rights Due Diligence Task Force, etc.
・Progress reports to CR Committee

Report, share information, coordinate

SATO Advisory Board

As of March, 2022

Environmental Strategy Committee

Diversity & Inclusion (D&I) Committee

Coordination with other committees connected to CR and ESG, management and tracking of commitments in CR priority initiative fields.

LIXIL Corporate Responsibility Report 2022

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Contents

03
HIGHLIGHTS

Commitment

CR Strategy & Governance Structure

Highlights

Material Issues & Three Strategic Pillars

Our People

Environment

Customers & Supply Chain

Society

HIGHLIGHTSThis chapter provides an overview of our key initiatives and theirresults for FYE2022.

Accelerating Initiatives for
Upholding Human Rights
Further Strengthening
Relationships with Stakeholders
Protecting People from COVID-19

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Contents

03
HIGHLIGHTS

Commitment

CR Strategy & Governance Structure

Highlights

Further Strengthening
Relationships with Stakeholders
Protecting People from COVID-19

Our People

Environment

Customers & Supply Chain

Society

ACCELERATING INITIATIVES FOR UPHOLDING HUMAN RIGHTS
Respect for human rights forms the foundation of LIXIL

Survey Outline

business and sits at the very core of our CR activities. Based• Timing: November 2021

on the LIXIL Human Rights Principles, we have identified• Scope: All employees working at LIXIL Corporation and its

seven key issues as focus areas for mitigating potential
Accelerating Initiatives for
Upholding Human Rights

Material Issues & Three Strategic Pillars

group companies (including indirect employees)

human rights risks in order to promote initiatives to uphold• Survey items: 23 items relating to LIXIL’s key human rights issues

human rights.

• Method: Online survey (response rate: 57%)

Revised Human Rights Principles

Main Analysis Results

In FYE2022, we revised the Human Rights Principles that

The rate of positive responses*1 to our human rights

we had formulated in FYE2016 to strengthen our efforts

initiatives was very high at an overall average of 85%.

to uphold human rights. We conducted the revisions by

Meanwhile, we also received a few negative responses inconsidering the global trends, international standards, andsome areas. The following trends were identified as issues

the criteria used by ESG-rating agencies, as well as the key

that could result in potential human rights risks.

human rights issues, current conditions, and challenges• By region: Japan exhibited a lower positive response rate

within LIXIL itself. Our Human Rights Due Diligence Task

*2

• By age group: The older the employee and the longer they

be included in our Human Rights Principles. The revised

have been working for the company, the lower the positive

principles have been approved by the Board of Executive

response rate

item for more details on the revision process and content.
CR

Human Rights (P79)

Conducting Human Rights Risk Assessmentsof All Employees
LIXIL is using several methods in our human rights due

Initiatives (examples)

Conduct and strengthen
training, workshops,
etc. to improveunderstanding of
human rights (including
promoting understandingof the concern-raisingsystem and labor union
activities)

・Awareness-building activities and training
relating to compliance, information
security, D&I, etc.
・Conveying human rights-related
information on internal social media
・We also plan to implement human rights
education to coincide with World Human
Rights Day and hold seminars withoutside experts.

Strengthencommunication andinitiatives relating tocareer development

・Empowering women in the workplace
・Expanding systems to enable greater
workstyle flexibility and support
employees at different life stages
・We are also reforming our human resources
systems to encourage a more growthoriented mindset, establish a commitment
to meritocracy, and promote D&I.

Strengthen measures
to optimize working
hours and prevent
overwork, encourage
employees to takepaid leave

・Providing information on time
management, etc.
・Expanding frameworks for paid leave andencouraging employees to use them・We also plan to strengthen ourmanagement training programs given
the important role that managers playin building a comfortable workplacefor employees.

than in other markets

Force led the examination of the elements that need to

Officers and signed by the CEO. Please refer to the following

Plans to remediate risk

• By job position: The positive response rate was lower
among general staff compared to management staff• By employment type: Business operations with a greaternumber of non-permanent employees showed a lower
positive response rate
*1 When respondents selected “Agree” or “Slightly agree.”*2 When respondents selected “Disagree” or “Strongly disagree.”diligence to identify and mitigate potential human rights

Future Plans
We will continue to monitor LIXIL’s key human rights
issues through our biannual LIXIL VOICE employee opinion

risks. In FYE2021, we conducted a human rights risk survey

Plans to Remediate Risk

survey. We also plan to conduct additional assessments toof all staff at leader level or higher in departments closely

We have formulated plans to mitigate potential human rights

facilitate a more detailed analysis of any issues identified as

linked to the key human rights issues. Then, in FYE2022,

risks identified in the survey and are implementing the following

potentially high risk in the employee survey. Through these

we conducted a survey of all global employees (including

remedies. Please refer to the following item for more details.

efforts, we aim to enhance our understanding of the issues

indirect employees).

CR

Remediation (P84)and formulate a solid response.

LIXIL Corporate Responsibility Report 2022

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Contents

03
HIGHLIGHTS

Commitment

CR Strategy & Governance Structure

Highlights

Further Strengthening
Relationships with Stakeholders
Protecting People from COVID-19

Our People

Environment

Customers & Supply Chain

Society

FURTHER STRENGTHENING RELATIONSHIPS WITH STAKEHOLDERSIn FYE2022, we strove to strengthen our relationship withstakeholders through the following initiatives. Please also
refer to the following item.

Accelerating Initiatives for
Upholding Human Rights

Material Issues & Three Strategic Pillars

CR

Stakeholder Engagement (P87)

ESG Briefing

Expanding Our Partnership with UNICEF

Strengthen Information Disclosure Based on
TCFD Recommendations

In 2018, LIXIL and UNICEF formed the MAKE A SPLASH!
global partnership to help advance Global Sanitation & Hygiene,

LIXIL strives to ensure the prompt and transparent information

one of LIXIL’s strategic pillars. The partnership combines thedisclosure to earn the long-term trust of our stakeholders andtwo organizations’ complementary strengths to build viable

continue to grow sustainably together with society.
We announced our support for the Task Force on Climate-

Following our first briefing focused on ESG in April 2021,

sanitation and hygiene markets serving more people by

we held our second ESG Briefing online in May 2022,

expanding the availability, affordability, and quality of goods

related Financial Disclosures (TCFD) in March 2019, and wewith our CEO, Chairperson of the CR Committee, and two

and services. In addition to developing market-driven programs

now disclose environmental information based on the TCFD’s

independent outside directors taking the stage. Entitleddesigned to help children and families stop open defecation

recommended disclosures. In FYE2020, we conducted scenario“Transformation for Impact,” we explained the paradigm

and access affordable and appealing solutions, we are offering

analysis of LIXIL Housing Technology (LHT) window sash/door

shift in our business strategy and reform-focused initiatives.

sanitation education, building supply chains, nurturing talent,and zero-energy house (ZEH) promotion businesses based on

and conducting advocacy with government bodies.

the 2019 support program provided by Japan’s Ministry of theRegarding the environment, we explained our governancesystem, the results of scenario analysis in line with the TCFD

So far, we have reached 2.9 million people in communities

Environment to help companies performance scenario analysis

recommendations, our targets and progress updates, andin Ethiopia, Kenya, and Tanzania. Building on theseof climate-related business risks and opportunities in line withinitiatives to reduce environmental impact, all of which areachievements, in November 2021, we announced our

TCFD recommendations.

aimed at addressing various risks and opportunities posed byexpansion to reach children and families living in India,

climate change and other external changes. Regarding social

Indonesia, and Nigeria, three of the most populous

based on TCFD recommendations. We extended the scope of ouraspects, we explained our initiatives and human resources

countries. In addition, the scope of activities of the

scenario analysis to include LIXIL Water Technology (LWT) Japan

strategies for building a more inclusive culture, and thepartnership will also expand, focusing on:

and LXIL International, conducted risk and opportunity analysis,achievements of our SATO business in the global sanitation and• Sanitation and hygiene demand generation activities,

and devised countermeasures. We also launched a web page inhygiene field. On the governance front, we explained how thedesign and supply of solutions based on user needs

June 2022 to disclose more detailed information on this analysis

supervisory frameworks and functions of the Board of Directors

and preferences

and the countermeasures.

had evolved and how the Nomination Committee had enhanced
its governance. We also engaged in dialogue with stakeholders
by responding to questions during the Q&A session.

In FYE2022, we worked to strengthen information disclosure• Leveraging financing for local suppliers and consumers
and ultimately supporting the growth of sanitation

WEB

Disclosure based on TCFD recommendations

economies in emerging markets• Supporting the formation of policies and regulations basedon national targets and strategies

WEB

2022 ESG Briefing

CR

Stakeholder Engagement (P91)CR

Leveraging Global and Local Partnerships to Maximize
Community Value (P26)

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Contents

03
HIGHLIGHTS
Accelerating Initiatives for
Upholding Human Rights

Commitment

CR Strategy & Governance Structure

Highlights

Material Issues & Three Strategic Pillars

Our People

Environment

Customers & Supply Chain

Society

PROTECTING PEOPLE FROM COVID-19
Protecting the Safety of Our Employees

As a company that prides ourselves on supporting sanitary

COVID-19. Going forward, we will prepare for the commercial

environments and healthy living, LIXIL was quick to establish

deployment of SATO Tap while also promoting handwashinga global team to help overcome the COVID-19 pandemic

and hygiene activities to help prevent the spread of COVID-19

We are promoting work-from-home and other flexible

and put various countermeasures in place to protect ourthrough our partnership with UNICEF.

working systems, encouraging the use of digital tools tocustomers, employees, and local communities.
In FYE2021, we formulated a global framework that

Further Strengthening
Relationships with Stakeholders

outlines organizational guidelines in a new normal

Protecting People from COVID-19

environment, and are updating it as appropriate.

CR

SATO Tap (P24)

Protecting the Safety of Our Customers

improve internal communication, and conveying advice
and guidance on how to prevent the spread of infections.
Our manufacturing sites also introduced flexible working
systems and enhanced hygiene management. We also

We provide products with touchless functions and high

pay a COVID-19 allowance to employees. In FYE2022, thetransformation in working styles, digitalization, productventilation performance, products that support teleworking,allowance was granted to front-line employees who work indevelopment, and globalization based on the various needs

online showroom customer services, and information on how

plants or other premises or interact directly with customers.

that have emerged during the pandemic.

to improve housing ventilation.

We are also pursuing initiatives that relate to theDeveloped SATO Tap Handwashing Station

Protecting the Safety of Our Communities
We are working to develop products that help prevent the
spread of COVID-19 around the world as well as donating

Our SATO Tap handwashinghygiene products and equipment to local communities andstation, developed in 2020

raising awareness of hygiene habits.

as a means of preventing
the spread of COVID-19, cangenerate a stable but frugal
flow with minimal water using
water contained in a PET
bottle and gravity.
In FYE2022, approximately
370,000 SATO Tap
handwashing stations were
donated in 11 countries
across Africa and East andSouth Asia to provide ameasure of protection from

SATO Tap handwashing station usinga plastic bottle

Navish Hands-Free touchless faucet

Employee volunteers worldwide create and donate hygiene products

LIXIL Corporate Responsibility Report 2022

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Contents

04
MATERIAL ISSUES &THREE STRATEGICPILLARS

Commitment

CR Strategy & Governance Structure

Highlights

Material Issues & Three Strategic Pillars

Our People

Environment

Customers & Supply Chain

Society

MATERIAL ISSUES &THREE STRATEGIC PILLARS
We have identified material issues that we, our stakeholders, and society in general consider to be of the highest
importance for achieving sustainable growth and improving our corporate value. We put a particular focus on our
three strategic pillars, selected from among the material issues as areas where we can have the greatest impact.

LIXIL’s Material Issues● Global Sanitation & Hygiene● Water Conservation &Environmental Sustainability● Diversity & Inclusion

LIXIL Corporate Responsibility Report 2022

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Contents

04
MATERIAL ISSUES &THREE STRATEGICPILLARS

Commitment

CR Strategy & Governance Structure

Highlights

Material Issues & Three Strategic Pillars

Our People

Environment

Customers & Supply Chain

Society

LIXIL’S MATERIAL ISSUESLIXIL has identified material issues that we, our stakeholders,Material Issues Selection Process

and society in general consider to be of the highest
importance for achieving our company’s sustainable growthand improving corporate value for driving progress on

LIXIL’s Material Issues

sustainable development. We are working to resolve these● Global Sanitation & Hygiene

issues through our business activities while monitoring the● Water Conservation &Environmental Sustainability

progress against our goals.

● Diversity & Inclusionand evaluating issues from both a risk and opportunity

Selection of
the issues• Selection of candidate issues based on the evaluation criteria by ESG-rating organizations (DJSI and MSCI), as

IDENTIFY• Define the impact of each issue based on the weighting of evaluation criteria

well as essence from global standards such as SASB, GRI and SDGs

LIXIL’s material issues are determined by selecting

perspective using the process outlined on the right, taking

Discussion on
the issues
DISCUSS• Discussion at Corporate Responsibility Committee, focusing on candidate issues• Interviewing with business units and corporate functions

into consideration LIXIL’s Purpose, Value Creation Process(VCP), management direction, Corporate Responsibility (CR)Strategy and other business strategies, stakeholder needs
and expectations as well as current social circumstances andDetailed evaluation of
the issues

issues. We review these material issues to accommodate any

REFINE• Detailed evaluation of the selected issues at executive level• Selection of key issues and prioritization based on the above feedback and the impact on society and LIXIL• Approval at Board of Executive Officers

changes in LIXIL’s immediate environment or society at large.

Positioning of the Material Issues

Following the above process, we will continuously review the material issues.

Our material issues are deeply linked to our VCP, which
creates value for stakeholders and broader society basedon LIXIL’s Purpose and available resources, as well as to ourbusiness strategies and CR Strategy. To learn more about theconnection between the CR Strategy and our material issues,
please follow the link below.

CR

CR Strategy (P12)

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Contents

04
LIXIL’s Material Issues● Global Sanitation & Hygiene

CR Strategy & Governance Structure

Highlights

Material Issues & Three Strategic Pillars

Material Issues Selected in FYE2021
In FYE2021, we reviewed the material issues selected in
FYE2016 and selected 20 new material issues based on theabove-mentioned process. We categorized these issues into thefollowing priority levels in terms of degree of risk as weighted
by ESG-rating organizations and their impact on LIXIL, ourstakeholders, and society at large.

Priority

MATERIAL ISSUES &THREE STRATEGICPILLARS

Commitment● Priority:
Areas in which LIXIL is able to proactively exploit our uniqueinitiatives should be strengthened in view of stakeholder needs.

● Diversity & Inclusion● High:Areas that should be addressed from the perspective of
responding to stakeholder needs and appropriately managing
risks to ensure business continuity.
● Medium:
Areas requested by stakeholders and that should beHighappropriately addressed as the basis for our business activities.
Material issues that are labeled as “Priority” are deeply

Three pillars of our CR Strategy

Society

Climate Change
Mitigation and Adaptation

To meet the urgent need to address climate change, we will further reduce greenhouse gas emissions from our businessprocesses, products, and services and provide solutions to allow people to better adapt.

Water Sustainability

As a leading company in the water-related product industry, we help achieve global water sustainability by tackling issues such as
the improvement of access to safe drinking water and the depletion of water resources so that people can get the most out of thewater they use.

Circular Economy

To use limited resources more sustainably, we promote circular manufacturing practices that consider the entire product lifecycle,
from raw material procurement through to manufacturing, product use and disposal.

Environmental Impactof Product Lifecycle

LIXIL can contribute to reducing environmental impact throughout its products’ lifecycle because they are used for a long periodof time in people's lives.
We will strengthen environmental management and compliance, including management of waste and chemical substances.

Diversity & Inclusion

We promote a culture of diversity and inclusion. We are seeking to leverage the knowledge and perspectives of a diverse employee
base as the driving force for growth and innovation and to develop products and services that contribute to improving the qualityof life for everyone, everywhere.

Product Safety

We will improve product quality and safety throughout their lifecycle based on the belief that quality is the key to earning the trustof customers and society.

Customer Satisfaction

We will pursue customer satisfaction from the perspectives of both professional users and end users so that our customers enjoy
amazing experiences in every aspect of their lives.

Employee Safety & Wellbeing

We promote health management for greater corporate value by prioritizing the safety of all employees.

Talent & Development

Employees are the driving force behind the value creation. With that in mind, we will engage in systematic human resource
development and support proactive career development of individual employees.

Ethics & Integrity

We will build and maintain a culture of compliance where all employees and executives are proud to engage in daily businessactivities based on high corporate ethics.

Human Rights

We position the respect for human rights as a fundamental requirement for business continuity. We are committed to promoting businessactivities that consider the human rights of all stakeholders, following international human rights principles.

Supply Chain Management

We identify risks during procurement and promote stable supply and responsible procurement of products through cooperation with suppliers.

Corporate Governance

We will continue to enhance our corporate governance structure. We expressly separate the functions of business execution
and supervision to enable executive officers to make management decisions quickly and decisively while securing managementtransparency.

Risk Management

We identify risks that affect business activities, and define particularly important risks as those to be managed with priority. We
then manage risks for the entire company by having risk owners share and report the status of responses.

Stakeholder Engagement

LIXIL believes that its business activities are supported by a large number of stakeholders. We will contribute to improving thequality of life and solving social issues through active engagement with each stakeholder.

related to the three pillars of our CR Strategy. We will continue toaccelerate our CR activities with a focus on these material issues.

Customers & Supply Chain

Global Sanitation & Hygiene

strengths to greatly help solve issues and have a significant● Water Conservation &Environmental Sustainability

Environment

We seek to promote and enable access to safe and hygienic sanitation practices, especially for women and girls, while preventing
the harmful transmission of diseases for children. The SATO brand is LIXIL’s primary driver of R&D and business operations totackle this challenge as it is tailored to the characteristics and needs of individual markets, including infrastructure, income levels,and environmental restrictions.

Environmental Management

positive impact on stakeholders and society. Areas where

Our People

Global Sanitation & Hygiene

Diversity & Inclusion

CR

CR Strategy (P12)

MediumWater Conservation &Environmental Sustainability

Information Security

To ensure the efficient and stable execution of business activities, we will update core systems, strengthen the management of
personal information, and establish a system to ensure cyber security.

Tax Transparency

We strive to ensure tax transparency and implement appropriate tax payments.

Responsible Marketing & Advertising

We seek to provide appropriate information about our products and services.

LIXIL Corporate Responsibility Report 2022

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Contents

04
MATERIAL ISSUES &THREE STRATEGICPILLARS

Commitment

CR Strategy & Governance Structure● Diversity & Inclusion

Our People

Environment

Customers & Supply Chain

Society

Promote and enable access to safe and hygienic sanitation practices, especially for women and girls,
while preventing the harmful transmission of diseases for children.

Highlights

LIXIL’s Material Issues● Water Conservation &Environmental Sustainability

Material Issues & Three Strategic Pillars

GLOBAL SANITATION & HYGIENE

Social Issues● Global Sanitation & Hygiene

Highlights

People living
without a toilet

1.7

billionpeople(1 in 5)ProgressThose regularly
defecating outdoors

494 million
people

6.5 million units of SATO products to date

TargetShipped

Sanitation for All

Used in overBy 2025, improve the livelihood of 100 million
people through sanitation and hygiene initiatives

Improved the lives of

45 countries
35 million people

Our Journey: Past and Future

Set up the SATO Businessdivision, which focuses onsanitation solutions

2016

2017

Launched Toilets for All project(2017-2019)2018

MoU with JICA

2019
Team Splash employee
donation program

Developed handwashingstation SATO Tap

2020
MAKE A SPLASH! with LIXIL
Owners Club donation
program for club members

Target:Improve thelives of 100
million people

Launched Partnership for
Better Living 5-year
collaboration with USAID

2021
Energy for Life donation
campaign in 13 countries
in the EMENA region

2025
Expanded MAKE A SPLASH!
sphere of activity to six countries

Launched MAKE A SPLASH! global partnership with UNICEF

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Contents

04
MATERIAL ISSUES &THREE STRATEGICPILLARS

Commitment

CR Strategy & Governance Structure

Highlights

Situation on the Ground

Material Issues & Three Strategic Pillars

Our People

Our Strategy

Environment

Customers & Supply Chain

Society

the desired impact through product innovation alone. SATO
uses a comprehensive approach that extends to the training

An estimated 1.7 billion people, or about one-fifth of the

Global sanitation and hygiene is one of LIXIL’s threeof local masons and entrepreneurs, and to the development

global population, live without access to safe, sanitary toilets,

strategic pillars for addressing urgent global issues underof reliable local manufacturing and distribution capabilities

and approximately 494 million people regularly defecate

our corporate purpose to “make better homes a reality forunder our Make-Sell-Use business model. We also pursue

in the open. The human cost is devastating with over 700

everyone, everywhere,” and is positioned as a priority among

imaginative outreach methods for raising awareness ofchildren under five dying daily from diarrheal diseases

our material issues. We have set out to improve sanitation

global sanitation and hygiene challenges among people incaused by unsanitary living conditions. Roughly 2.3 billion

and hygiene for 100 million people around the world byurban and rural areas with the most urgent needs. This is apeople, or one in three of the global population, lack basic

2025 through the introduction of innovative and affordable

work in progress, but, thanks to our newly extended global● Global Sanitation & Hygiene

handwashing facilities at home, increasing the risk of

toilet and hand hygiene solutions.

partnership with UNICEF, our formalized partnership with

● Water Conservation &Environmental Sustainability

rampant infectious disease, such as COVID-19.

● Diversity & Inclusion

LIXIL’s Material Issues

The lack of safe, clean toilets and handwashing facilities is

Our SATO brand is the primary driver for achieving our

the United States Agency for International Development

ambitious goal. Originally launched with a single product, SATO

(USAID), and links with Japan International Cooperationa crisis crippling opportunities for growth and development

now offers a diverse line of affordable, durable, and innovative

Agency (JICA) and other NGOs, local manufacturers,

across entire regions. Lack of access to sanitation also leaves

toilet and hygiene products and accessories. SATO Toilet

and retailers, we are now pressing ahead with our 100

people, especially women and girls, exposed to the danger of

Solutions, Connection Systems, and SATO Tap are tailored tomillion target and building sustainable frameworks thatanimal attacks and sexual assault while seeking somewhere

the specific characteristics and needs of each region, and arehelp improve sanitary environments and quality of life andmore private to defecate and contributes to the gender gap

designed to empower people everywhere so they can have aempower rural entrepreneurship.

in education when girls who have started menstruating feelbetter every day life and a brighter future. SATO’s affordable

reluctant to attend classes. Global economic losses fromsolutions are complemented by value-added products that help

poor sanitation in 2015 were estimated at $223 billion.*1

further improve the quality of life over time, while also creating a

A 2021 report from WHO and UNICEF on the Sustainable

market demand for products higher in the pyramid.

Development Goals (SDGs) No. 6 (Clean water and

SATO’s innovative sanitation and hygiene solutions are

sanitation) called for a quadrupling of progress to achieve thebeing used in increasing volumes in over 45 countries

ambitious targets for 2030, including Target 6.2.*2 To achieve

worldwide, earning wide praise. However, we cannot achievethis, we need renewed collaboration between governments,
non-governmental organizations (NGOs), private companies,
and various other sectors in tackling sanitation and hygiene
issues. And that is precisely what we set out to do.
*1 2016 True Cost of Poor Sanitation Survey by Oxford Economics,
WaterAid, and LIXIL*2 “Progress on household drinking water, sanitation and hygiene
2000-2020” by WHO/UNICEFWEB

The True Cost of Poor Sanitation

Regional Issues and Solutions
RegionIssue

Solution

Features

Rural and urban areas

Many households andschools lack toilet facilities

SATO Toilet Solutions• Low price• Simple installation• Water-efficient
flushing

Regions without basic
handwashing facilities

Lack of water supply,
handwashing facilities, andwater resources

SATO Tap• Affordable• Compact• Portable• Uses small amount ofwater• Easy to operate

LIXIL Corporate Responsibility Report 2022

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Contents

Commitment

04

CR Strategy & Governance Structure

Material Issues & Three Strategic Pillars

Highlights

Our People

Customers & Supply Chain

Society

SATO Toilet Solutions

MATERIAL ISSUES &THREE STRATEGICPILLARSSATO Toilet Solutions are a range of simple and aspirational,

Bangladesh, received a grant from the Bill & Melinda Gates

yet affordable, toilets and connection systems designed

Foundation. Production and sales began in the country –for use in rural and urban areas lacking access to

SATO’s first market – in 2013.

reliable sanitation. Flushing requires less than one liter

SATO products are currently manufactured in six countriesof water, using a counterweight trapdoor that otherwiseof Asia and Africa. Approximately 6.5 million units* have beenremains closed to reduce odors and prevent insects,

distributed to 45 countries, contributing to better sanitation for● Global Sanitation & Hygienesuch as flies, from spreading bacteria. The original SATO

an estimated 35 million people (as of June, 2022).

● Water Conservation &Environmental Sustainability

model, developed based on the needs of communities in*The number of SATO products shipped to date.

LIXIL’s Material Issues● Diversity & Inclusion

Environment

How SATO toilets work

User relieves themselves

42

Countries Where SATO Toilet Solutions Are Used
43

SWITZERLAND

ARMENIA

42

39

17

29

25
35

13

16
36 7
21

32

34
11 15 30
3

41

Belize

3

Benin

4

Bhutan5

Bolivia

6

Brazil7

Burkina Faso

8

Cambodia9

Cameroon

10 Democratic

Republic of
the Congo

1
27

44

33

31

20

19

40

45

Bangladesh

18

37

9
10

6

12

8

5

2

User pours water into
the pan, which opens
the trap and flushes
the waste

4

24

2

1

28

23

22

14

26
38

16 Guinea-Bissau

22 Madagascar

28 Nepal

34 Rwanda

40 Tanzania

11 Cote d'lvoire

17 Haiti

23 Malawi

29 Niger

35 Senegal

41 Uganda

12 Djibouti

18 India

24 Mali

30 Nigeria

36 Sierra Leone

42 U.S.A.

13 Ethiopia

19 Indonesia

25 Mauritania

31 Papua New Guinea

37 Somalia

14 Fiji

20 Kenya

26 Mozambique

32 Peru

38 South Africa

15 Ghana

21 Liberia

27 Myanmar

33 Philippines

39 Tajikistan

The counter-weight trap
door closes to keepodors and flies away

43 Uzbekistan
44 Vietnam
45 Zambia

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Contents

04
MATERIAL ISSUES &THREE STRATEGICPILLARS

Commitment

CR Strategy & Governance Structure

Highlights● Global Sanitation & Hygiene● Water Conservation &Environmental Sustainability● Diversity & Inclusion

Our People

Environment

Customers & Supply Chain

Society

SATO Tap
SATO Tap was developed in FYE2021 as an affordable

areas with the most urgent need, production started in India

with COVID-19. He recognized the urgent need tohandwashing solution for use in the home or local

with an existing network of partners in the SATO business, asdevelop solutions for households which lack water, soap,

community to help prevent the spread of COVID-19. Sincewell as in Tanzania.

handwashing facilities, and effective handwashing habits. To

FYE2021, we have used SATO Tap to raise awareness of
LIXIL’s Material Issues

Material Issues & Three Strategic Pillars

Since its launch 370,000 units were donated by LIXIL toensure SATO Tap could be used across different regions, ourthe importance of hygienic practices in various regions and

11 countries in Africa, East Asia, and South Asia throughproduct development team focused on local needs and end-

to improve accessibility to handwashing, ultimately helping

our partnerships with UNICEF and other NGOs in theuser perspectives, such as the need for simple materials andprevent the spread of infectious diseases.

wake of the pandemic. Following investment by LIXIL in

production methods, and affordable pricing.

SATO Tap uses water in a plastic bottle of various shapes

manufacturing capabilities in Africa and India, SATO Tap

SATO Tap is now being used across underserved

and sizes and uses gravity to release a minimal but stable

is now ready to be offered as a commercial product. The

communities to promote affordable and sustainable

water flow. As little as 100ml is needed for each hand wash,

outlook for commercial sales is positive, as market testing

handwashing. For example, in India, LIXIL joined forces

which is 90% less water than needed with a traditional

resulted in half of those surveyed saying they would preferwith JICA to convey the importance of handwashing in ruraltap. With a plastic base and nozzle that can easily be

to have more than one tap in their home, while potential

areas, schools, and hospitals through Achhi Aadat (Goodmanufactured, its simplicity helps keep production costs andcustomers in water-scarce regions pointed to the low water

Habits) Campaign, a series of animation-enhanced lectures

retail prices low. Plastic bottles are typically easy to accessconsumption as a major selling point.

and hands-on SATO Tap experience sessions.

and, as the SATO Tap promotes their reuse, this product also

SATO Tap was conceived by an employee involved inWEB

Sato Tap

helps reduce plastic waste. To quickly deliver the product todeveloping SATO Toilet Solutions while he was infected

VIDEO

Sato Tap

SATO Tap handwashing station using a plastic bottle

Awareness-building activities in India (photo credit: JICA)

Handwashing practice using the SATO Tap stations (photo credit: JICA)

LIXIL Corporate Responsibility Report 2022

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Contents

04

Commitment

CR Strategy & Governance Structure

Highlights

Our People

Environment

Customers & Supply Chain

Society

Nurturing Human Capital and Rural
Entrepreneurship through SATO Operations

upgrade toilets and handwashing facilities in 145 schools

to reach a broader range of customers’ needs and create a

In addition to product innovation, we collaborate with local

parents and surrounding communities. We are seeking tosustainable social business. These include the traditional

manufacturers and NGOs to build regional production

engage public and private partners to scale up the project,

SATO Pan for constructing latrines, the Flex Pan for morecapacity and sales systems, and nurture local human

influence toilet design, and ensure inclusivity with a broader

affordable retrofit, and the SATO Stool to help engage

capital to maximize the benefits and impact of SATO

range of toilet solutions.

children, older people, or people with physical challenges.

product installations. We do this through our Make-Sell-● Global Sanitation & Hygiene

SATO’s Connection Systems for offset pit latrines, the I-Trap

Use business model that seeks to create sustainable local

run by USAID in Uganda encourages urban workers to● Water Conservation &Environmental Sustainability

and the V-Trap, enable rapid installation and make it easier

sanitation economies by fostering rural entrepreneurship,

convey sanitation improvements when visiting their ruralto achieve safely managed sanitation.

generating regional employment, and facilitating continuous

hometowns, and uses outreach programs and social media

local improvements.

campaigns to teach local residents how to use the SATO Pan

MATERIAL ISSUES &THREE STRATEGICPILLARS
LIXIL’s Material Issues● Diversity & Inclusion

Diverse Products Tailored to Local Needs

Material Issues & Three Strategic Pillars

We now offer an increasingly diverse range of SATO products

In India, for example, where the government promoted
a twin-pit system, we developed the V-Trap toilet system to

The training of local masons and plumbers who install

across Africa by March 2023, reduce sanitation-related
infections for students, and spread awareness among

The Sons and Daughters of the Soil (SODAS) campaign

to upgrade open pit toilets. A 2021 user survey suggested

address local problems of clogging and time-consuming

SATO toilets is key. To date, more than 19,000 people,

SATO toilets are the product of choice for affordable,

installation. By replacing the traditional, fixed approach toincluding women and young people, in India, Uganda,

accessible, and durable sanitation and USAID estimates

installation with an adjustable V-shaped unit that also uses

Nigeria, Tanzania, and other countries have participated in

750,000 people will benefit from the campaign.

our unique trap door, the V-Trap toilet enables fast, reliable

free training programs designed in conjunction with NGOs

Our Gram Vaani campaign in India uses interactive voice

installation of a twin-pit latrine. That, when combined withand international organizations. These training programs arerecording to transmit stories that emphasize the importancea SATO toilet, reduces the risk of clogging and requires

generating improvements in toilet installations and income.

of good sanitation and the impact of SATO products to regions

approximately 80% less water per flush than conventional

We have also started leveraging digital platforms not only towith little or no internet connectivity. This is an illuminating

toilets. Twin-pit latrines built with SATO are an affordable andcontinue mason training during the pandemic, but also to

example of how we are seeking to increase awareness among

effective way to achieve safely managed sanitation in India,

drive demand for rural mason marts and for our local retailers

the hardest-to-reach consumers in an extremely low-touch,and in broader markets.

and partners as we seek to engage more people in greatest

low-cost way.

need of improved sanitation in rural and urban communities.

Inventive Hygiene Education Improves
Sanitation for Broader Communities
We pursue targeted projects that also help radiate greaterawareness and wider use of toilets and hand hygiene solutions
Installing V-Trap toilet

VIDEO

How V-Trap Works

across broader communities.
Our School Toilet Enhancement Program (STEP) aims to

A training session in Uganda

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Contents

Commitment

CR Strategy & Governance Structure

Highlights

Material Issues & Three Strategic Pillars

Our People

Environment

Customers & Supply Chain

Society04
MATERIAL ISSUES &THREE STRATEGICPILLARS
LIXIL’s Material Issues

Leveraging Global and Local Partnerships
to Maximize Community ValueFYE2021 to provide a webinar on global sanitation andPartnerships are essential for maximizing the impact of ourhygiene to government officials involved in public healthsanitation and hygiene products and marketing and sales

from five African countries.

activities. We benefit from the strengths of various globalorganizations, specialist organizations, NGOs, and businessWEB

MAKE A SPLASH!

● Global Sanitation & Hygiene

partners to help us tailor products, build local production

USAID● Water Conservation &Environmental Sustainability

and network hubs, and drive market demand through skills

Building on the Memorandum of Understanding (MoU)

training, sales promotion, and awareness building.

signed in October 2020, LIXIL and the United States Agency● Diversity & Inclusion

Thanks to our partnership work with the agency, JICA
officially recognized LIXIL as a JICA-SDGs Partner for ourefforts to help achieve the SDGs.
WEB

JICA-SDGs Partners: List of certified organizations(JICA website) (Japanese only)for International Development (USAID) launched a new

UNICEF

five-year cooperative agreement, the Partnership for Better

In FYE2022, LIXIL expanded our MAKE A SPLASH! global

Living (PBL), in October 2021 to improve sustainable access

BRAC, PSI, and Other NGOs

partnership with UNICEF to tackle the sanitation challenge

to basic sanitation for two million people by 2026 throughWe work with experienced NGOs, such as Bangladesh

in India, Indonesia, and Nigeria, three of the world’s mostthe deployment of SATO toilets and SATO Tap handwashing

Rural Advancement Committee (BRAC) in Bangladesh

populous countries. This expansion complements the original

stations in up to 11 countries in sub-Saharan Africa andand Population Services International (PSI) in Kenya, topartnership launched in FYE2019 which reached 2.9 million

Asia. The PBL is LIXIL’s first direct partnership with USAID,

build the value chains that enable SATO installation, topeople in Ethiopia, Kenya, and Tanzania. The partnership

who will co-invest $10 million.

lobby governments to promote sanitation measures, and toaims to collaborate on new product lines, leverage financing

receive feedback on product development.

to support local sanitation economies, and to support policy

JICA

and regulations that strengthen the sector.

LIXIL signed an MoU with JICA, the incorporated

Toilet Board Coalition

administrative agency that coordinates official development

LIXIL is a member of the Toilet Board Coalition, a global

driven campaign to ensure universal toilet access by

assistance for the Government of Japan, to cooperate on thealliance of public and private sector partners that aims to2025. In India, we installed SATO toilets under UNICEF’s

goals of improving sanitary environments and securing safe

develop sustainable solutions to the sanitation crisis. As#FlushTheVirus campaign to support healthcarewater in emerging countries. This is the first cooperative

co-founder of the Toilet Board Coalition, we have served

professionals during the COVID-19 pandemic. We alsoendeavor between a private company and JICA in this field,

as chair, and we are now assisting with the running of thecollaborated on SATO Tap prototype tests in Bangladesh,

and we intend to accelerate progress by leveraging ourorganization, mentoring entrepreneurs who tackle sanitation

India, Tanzania, Kenya, and Ethiopia, enabling us tomutual strengths. Since FYE2021, we have been working

problems, and engaging in advocacy.

commercialize the product based on feedback from potential

together in India to raise awareness of hygienic practices

users and retailers.

such as handwashing. We also collaborated with JICA in

In Tanzania, we have been cooperating on a government-

LIXIL Corporate Responsibility Report 2022

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Contents

04
MATERIAL ISSUES &THREE STRATEGICPILLARS

Commitment

CR Strategy & Governance Structure

Highlights

Together with Japanese Customers

Material Issues & Three Strategic Pillars

Our People

External Recognition

Environment

Customers & Supply Chain

Society

Designing Toilets for the Future以下に差し替え：

LIXIL is partnering with customers in Japan to broaden

In December 2018, LIXIL received the Deputy-Chief’s

LIXIL believes that everyone should have access to safe sanitation

understanding of sanitation and hygiene issues and together

Award, given by Japan’s Minister of Foreign Affairs, at theand hygiene. With a team of specialists in technology, design,

help improve sanitary environments in emerging countries.

2nd Japan SDGs Awards. LIXIL’s efforts to tackle sanitationand product development, LIXIL is leading the creation ofissues, including the development of SATO products

experimental new toilet systems across multiple initiatives.

In FYE2020, we donated a portion of the sales ofintegrated shower toilets to the Toilets for All Project under

and the solving of challenges throughout the value

our MAKE A SPLASH! global partnership with UNICEF.

chain, as well as advocacy in collaboration with NGOs

Foundation in 2018 on a household “reinvented toilet,” and is● Global Sanitation & Hygiene

Approximately ¥26 million in donations to UNICEF has

and international bodies, have been recognized throughcontributing to the next phase of this initiative in collaboration● Water Conservation &Environmental Sustainability

been used to build the infrastructure to help install safe andvarious awards. Most recently, we are recognized for thewith Georgia Tech University under the G2RT Project. The off-gridsanitary toilets and to raise awareness of hygiene issues ininnovative new SATO Tap launch.

system is designed to safely treat human waste on site, without● Diversity & Inclusion

local communities.

LIXIL’s Material Issues

We also launched an initiative in November 2020
whereby we donate ¥10 to MAKE A SPLASH! for every

LIXIL began collaborating with the Bill & Melinda Gates

the need for transport or later treatment. The first units from the• Deputy-Chiefs’ Award given by Japan’s Minister of Foreign
Affairs, 2nd Japan SDGs Award

consortium are in pilot testing.
SATO is researching the use of inexpensive treatment solutions

purchaser of a LIXIL product who registers as a member of• Time’s Best Inventions of 2020 (SATO Tap)

for pit latrines to complement the SATO portfolio of products,

the LIXIL Owners Club.

• Fast Company World Changing Ideas: Finalist for

creating a platform for more solutions for safely managed

We also convey information relating to global sanitationand hygiene issues through our website and a YouTube

Pandemic Response and Developing-World Technology
categories (SATO Tap)

sanitation in rural and peri-urban communities.
LIXIL is piloting innovative sanitation and water efficiency

channel as part of our LIXIL x SDGs NEXT STAGE activities

solutions in the US where two million people live without

designed to help achieve the SDGs together with LIXIL

basic access to sanitation. Building on the successful startcustomers, business partners, and children that will form

to an initial pilot of treatment technologies in rural Alabama,

the next generation in Japan. In FYE2022, LIXIL’s SDGs

LIXIL announced the establishment of LIXIL Public Partners

ambassador Atsuto Uchida, a former Japan national teamto strengthen collaboration with the public sector including

football player, led the Sanitation and Hygiene Action Project

exploring ways to scale this pilot to new communities and to testwith Atsuto Uchida during which he introduced the current

additional solutions.

situation with regard to sanitation and hygiene and LIXIL’s
initiatives in a video. We made a donation to the MAKE ASPLASH! campaign based on the number of views.
CR

MAKE A SPLASH! (P89)CR

LIXIL Owners Club (P76)CR

LIXIL x SDGs NEXT STAGE (P10)

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Contents

04

Commitment

CR Strategy & Governance Structure

LIXIL’s Material Issues

World energy
consumption● Diversity & Inclusion

Our People

Environment

Customers & Supply Chain

Society

Conserve water, energy, and other natural resources utilized in and by LIXIL products and services across the value chain fromprocurement through production, distribution, end use, and product disposal.

Social Issues● Water Conservation &Environmental Sustainability

Material Issues & Three Strategic Pillars

WATER CONSERVATION & ENVIRONMENTAL SUSTAINABILITY

MATERIAL ISSUES &THREE STRATEGICPILLARS● Global Sanitation & Hygiene

Highlights

Highlights
Progress30%

is consumed inbuildings(residential: 22%, non-residential: 8%)

Those likely toexperience water
stress by 2050

4billionpeople(Over 40% of global population)

Global resource
consumption

Doubleby 2050

CO2 emissions from operational activities

17.4%
reduction

TargetZero Carbon and Circular Living

CO2

FYE2019(Base year)

By 2050, achieve net-zero carbon emissions, preserve water and natural resources inoperations, housing and lifestyle solutions for future generations to become a leading
company in environmental sustainability

FYE2022

Target:50%
reduction

FYE2030(Target)Scope: LIXIL Corporation and its group companies (production and non-production bases inJapan and production bases outside Japan). Excluding companies divested during theperiod covered by the above data.

Our Journey: Past and Future
Developed a company-wide
environmental management
and promotion system

2016

2017

Formulated Environmental
Sustainability Principles andEnvironmental Vision 2030

Our GHG reduction
targets wereapproved as SBTs

2018

Formulated LIXIL Environmental
Vision 2050
Endorsed the Task
Force on Climate-related
Financial Disclosures(TCFD)

2019

Announced the Plastics
Action Statement

2020

Joined RE100* Excluding use-phase emissions from products that indirectly consume energy such as during water heating.

2021

2022

Environmental
Committee
reestablished as
Environmental
Strategy Committee

Targets:
・Reduce CO2 emissions from operational
activities by 50% v. FYE2019
・Reduce CO2 emissions from supply
chains by 30% v. FYE2019*

2030

2050

Updated medium-termclimate targets

LIXIL Corporate Responsibility Report 2022

Goal:
Net-zerocarbonemissions28

Contents

04
MATERIAL ISSUES &THREE STRATEGICPILLARS
LIXIL’s Material Issues

Commitment

CR Strategy & Governance Structure

Highlights

Situation on the Ground

Material Issues & Three Strategic Pillars

Our People

The 2015 Paris Agreement seeks to keep the rise in global

The LIXIL Environmental Vision 2050, which was compiled

average temperature well below 2°C above pre-industrial

in FYE2020, declared a commitment to Zero Carbon

levels, and aims to limit that rise to 1.5°C. To achieve this,and Circular Living and made the material issues (1)-the world must reduce CO2 and other greenhouse gas(3) on the left as focus areas for realizing the vision. As

emissions to net-zero by 2050.

a springboard for promoting these focus areas, we havebeen striving to reduce environmental impact throughout● Global Sanitation & Hygiene

today do not have access to safe drinking water. By 2050, overthe product lifecycle (4) and to strengthen our company-● Water Conservation &Environmental Sustainability

40% of the world’s population won’t have access to necessary

wide environmental management (5). By 2050, we aim

water supply due to the depletion of water resources.

to achieve net-zero carbon emissions and preserve water

Furthermore, global resource consumption is expected to

Customers & Supply Chain

Society

LIXIL Environmental Vision 2050

In addition, an estimated 800 million people around the world● Diversity & Inclusion

Environment

and natural resources in operations, housing and lifestylemore than double by 2050. To help change this situation,

solutions for future generations to become a leading

the world is gradually shifting from a one-way economy,

company in environmental sustainability.

which mines resources, makes products in large quantities,
and eventually discards them, to a circular economy thatcloses resource loops.

Our Strategy

Three Focus Areas to Achieve Our Vision

CLIMATE CHANGE MITIGATION AND ADAPTATION
Achieve Net-Zero GHG Emissions through Our Business Operations, Products, and Services

In order to realize LIXIL’s Purpose of “making better homesa reality for everyone, everywhere,” we have determined
Water Conservation & Environmental Sustainability as oneof the strategic pillars of our CR Strategy and positioned thefollowing five areas as priority material issues.

WATER SUSTAINABILITY
Enhance the Environmental Value of Water Resources by Saving, Circulating, and Purifying Water(1) Climate Change Mitigation and Adaptation(2) Water Sustainability(3) Circular Economy(4) Environmental Impact of Product Lifecycle(5) Environmental ManagementCR

CIRCULAR ECONOMY
Help Transition to a Circular Economy and Preserve Natural Resources for Future Generations

LIXIL’s Material Issues (P19)

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Contents

04
MATERIAL ISSUES &THREE STRATEGICPILLARS

Commitment

CR Strategy & Governance Structure

Highlights

Material Issues & Three Strategic Pillars

Our People

Three Focus Areas to Achieve Our Vision

Environment

Customers & Supply Chain

Society

Initiatives to Achieve Our Vision

Climate Change Mitigation and Adaptation

Circular Economy

The energy consumed by LIXIL products during their end-

LIXIL uses a variety of resources, including metals, timber,in our five-year medium-term environmental plan throughuse phase is the major source of CO2 emissions in theresin, and ceramics. In order to use limited resources

FYE2021 by pursuing energy-saving activities at our plants andlifecycle of LIXIL products and services, from raw material

more sustainably, we promote circular manufacturing

offices, promoting technological development aimed at greater

procurement through to product disposal. At LIXIL, we strive

energy efficiency, and using renewable energy. We are also

● Global Sanitation & Hygiene

practices that consider the entire product lifecycle, fromto reduce our environmental impact and aim to achieve

raw material procurement through to manufacturing,

actively promoting the recycling of waste in order to reduce● Water Conservation &Environmental Sustainability

net-zero CO2 emissions by 2050 by offering eco-conscious

product use, and disposal. We are also pursuing initiatives

waste at our production sites worldwide, and we have seen

products and services.

based on the LIXIL Plastics Action Statement to reduce

particularly significant improvements in recycling rates in Asia.

LIXIL’s Material Issues● Diversity & Inclusion

LIXIL has managed to reduce CO2 emissions from operational
activities by a much larger degree than originally targeted

We also seek to provide products and services that canhelp alleviate the damage caused by rising temperatures,the amount of plastic used, recycle plastic, and develop
alternative materials.

Formulating New Medium-Term Targets

increased rainfall, major typhoons, and other natural
disasters brought about by climate change in order toadvance climate adaptation.

PDF

LIXIL Plastics Action Statement (1.3MB)

In FYE2022, we pursued initiatives in each of the three focus
areas based on single-year targets and also analyzed anddiscussed the formulation of new medium-term targets inWater Sustainability

each area, which then enabled us to compile new mediumterm targets*1 in the area of climate change mitigation andAs a leading company in the water-related product industry,

adaptation. By FYE2031, we aim to reduce CO2 emissions

providing products such as toilets, kitchen systems, pre-from our operational activities (Scope 1 and 2) by 50%

fabricated bathrooms, and faucets, LIXIL strives to help

compared to FYE2019 and to reduce CO2 emissions form

achieve global water sustainability so that people can get the

supply chains (Scope 3) by 30%*2 compared to the same year.

most out of the water they use.

We are working to determine medium-term targets for

To that aim, we seek to create additional environmental

water sustainability and circular economy in FYE2023.

value for water by encouraging the use of water purification
consumption, such as water-saving toilets and faucets,*1 Currently preparing for SBT revalidation of the renewed targets(as of July 29, 2022).
*2 Excluding use-phase emissions from products that indirectly
consume energy such as during water heating.

and smart water controllers. At sites that use water for

Activity details:

technologies and products and services that reduce water

manufacturing, we take appropriate steps to improve water
efficiency, recycle water, and manage wastewater.

CR

Environment (P53)WEB

LIXIL Sharpens CO2 Mid-term Targets in Roadmap to
Climate Neutrality

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Contents

04
MATERIAL ISSUES &THREE STRATEGICPILLARS

Commitment

CR Strategy & Governance Structure● Diversity & Inclusion

Our People

Environment

Customers & Supply Chain

Society

Leverage the knowledge and perspectives of a diverse workforce as a key driver of growth and innovation.
Improve quality of life for all people through our products and services, irrespective of their age, gender, and the level of disability.

Highlights

LIXIL’s Material Issues● Water Conservation &Environmental Sustainability

Material Issues & Three Strategic Pillars

DIVERSITY & INCLUSION

Social Issue● Global Sanitation & Hygiene

Highlights

1 in 5 people

ProgressMany of those will be living inelderly-only households

aged 60+ by 2050

Ratio of new female graduate and post-graduate hires
Scope: LIXIL Corporation in Japan

TargetResultInclusive for All

Result

100

53.8%

80
60

TargetBy 2030, embed a culture of inclusion across LIXIL and achieve key gender equity goals.
Leverage the knowledge and perspectives of a diverse employee base as the driving force for
growth and innovation, contributing to making better homes a reality for everyone, everywhere.

Over

50%

40

30.5

20
0

FYE2020

Our Journey: Past and Future
Made the Diversity
Declaration

2012

2013

Determined LIXIL Universal Designconcepts and policy

Made LIXIL Diversity & Inclusion
Declaration

2017

2018

Established company-wide UD
Strategy Task Force to promote
development of universal design
products and services

Set up the Global D&I
department

2019

・Issued the D&I Statement
・Established the D&I
Committee

2020
Releaseddisaster-conscious
Resilience Toilet

53.8

47.9

Updated the D&I
Strategy2021
Released DOAC, afront door electric
opening system

FYE2021

FYE2022

Targets:
・Percentage of female directors
and executive officers: 50%
・Percentage of female managers
across LIXIL: 30%
・Maintain gender parity in new
graduate recruitment in Japan

2030
Released the
KINUAMI U bathing
assistance foam
shower

LIXIL Corporate Responsibility Report 2022

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Contents

04
MATERIAL ISSUES &THREE STRATEGICPILLARS
LIXIL’s Material Issues● Global Sanitation & Hygiene● Water Conservation &Environmental Sustainability● Diversity & Inclusion

Commitment

CR Strategy & Governance Structure

Highlights

Situation on the Ground

Material Issues & Three Strategic Pillars

Our People

Environment

Customers & Supply Chain

Society

Promoting D&I

By 2050, one in five people are projected to be over the

In FYE2018, LIXIL published our D&I Declaration. In

The D&I Strategy has been updated to incorporate newage of 60, with most of them living either alone or with theirFYE2020, we set up our Global D&I Department, which

focused targets and measures for achieving gender equity.

spouse only. Approximately 15% of the world’s population

is tasked with developing common global measures for

In FYE2022, we formulated an action plan to achieve thosetoday also live with some degree of disability, and this rate is

promoting D&I. Then, in FYE2021, we established the D&I

targets, and we are gradually implementing measures that

increasing every year. Creating a sustainable society requires

Committee, which consists of our CEO and other executive

incorporate D&I perspectives into our talent development

providing opportunities for people of all ages and abilities to

officers and leaders. To further promote D&I acrossand improvement of workplaces.

play an active role in society.

our organization, we also conducted a D&I survey of all

Our Strategy
LIXIL is committed to providing products and services that

We are also focusing on creating workplaces that make it easieremployees in FYE2021, and used the results to gain a clear

for employees with disabilities to play an active role in order tograsp of the current situation and any issues and to update

help achieve our ultimate aim of embedding culture of inclusion.

our D&I Strategy.

CRmeet the diverse needs of customers in order to realize

Diversity & Equal Opportunity (P38)

our goal of making better homes a reality for everyone,
everywhere. To achieve sustainable growth by ensuring atruly customer-centric approach and realizing innovationthat meets diverse needs, we believe it is important to

By 2030, embed a culture of inclusion across LIXIL and achieve key gender equity goals.

build inclusive environments that enable a diverse range of
employees to demonstrate their true potential. To that aim,

Enhanced gender equity acrossleadership roles by 2030:

we actively promote diversity and inclusion (D&I).
Our D&I Strategy seeks to embed a culture of inclusion• 50:50 for Board & Executive Officers• 30% female managers across LIXIL• Maintaining gender parity in new graduate recruitment (Japan)** Excluding our group companies.

across LIXIL and to achieve gender equity by 2030. We are also
focusing on creating workplaces where people with disabilities
feel empowered as another key D&I promotion pillar.
We aim to leverage the knowledge and perspectives of adiverse workforce to provide universal design (UD) products andservices that help improve the quality of life of various people

Key Actions to Enhance D&I and Achieve Targets from FYE2022 Onward:
Talent Development• Accelerate creation of a deep bench for senior roles and managers

Talent Acquisition• Set targets and implement unbiased processes for talent acquisition• Conduct market sweep for qualified talent• Build and promote Employer Value Proposition

Inclusive Environment• Create more inclusive work environment with policies• Create transparency and momentum on the importance of D&I• Build Employee Listening Strategy• Update HR policies and processes to reflect business strategy based on D&I

worldwide, regardless of age, gender, or ability/disability.
To help realize a sustainable society in which all people
feel valued and empowered, we also conduct awarenessbuilding activities to promote understanding of people withdisabilities and collaborative research with universities.

LIXIL Corporate Responsibility Report 2022

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Contents

04
MATERIAL ISSUES &THREE STRATEGICPILLARS

Commitment

CR Strategy & Governance Structure

Highlights

Material Issues & Three Strategic Pillars

Our People

Environment

Customers & Supply Chain

Society

Promoting Universal Design
LIXIL UD Concepts and Policies

Stronger Communication of UD Concepts

LIXIL researches and develops products based on UD concepts and policies.

LIXIL has strengthened digital communication to ensure we
provide the right information about our UD concepts andproducts to customers and business partners. We did this byrevising our UD website in December 2020 and launching a

Easy tounderstandpublic toilet information site in March 2022.

Intuitive
Clear purpose

LIXIL’s Material Issues● Global Sanitation & Hygiene● Water Conservation &Environmental Sustainability

The UD website has separate pages for end users andbusinesses to make it easier to access the information they

Easy to use

Safe & secure

Easy to executeand operate
Flexible

Considerate of
all peopleChild-friendly

need. We are also working on improving accessibility andusability by introducing font and contrast settings that areeasy to read, intuitive design, and the alt attribute to specify
alternative text for images that can’t be displayed, making● Diversity & Inclusion

Easy to lovethe site easier to navigate for a broader range of people

Can be used fora long time
Encourages smiles

including people with disabilities or older people.

LIXIL Universal Design Policy

Easy to understandEasy to use

Intuitive

Clear purpose• Detectable by anyone• Can be properly recognized• Uncomplicated• Multi-sensory information, such as sight, hearing, and touch

Easy to execute and operate

Flexible• Simple to operate• Uses shapes and dimensions that support body movement and posture• Able to adapt along with changing physical capabilities andgrowing or aging families• Uses layouts that follow the natural flow of movement• Able to select or add necessary functions• Ensures space needed to operate

Safe and secure

Considerate of all peopleChild-friendly• No physical or financial loss from incorrect use• Designs that consider children’s needs• Minimal damage from accidents

Easy to love

Can be used for a long time

Encourages smiles• High quality to support long-term use• Beautiful, pleasant designs• Easy to look after and keep clean over a long time

• Demonstrates its functional beauty with every use

WEB

LIXIL universal design (Japanese only)• Designed to adapt to individual ways of living

LIXIL Corporate Responsibility Report 2022

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Contents

04
MATERIAL ISSUES &THREE STRATEGICPILLARS

Commitment

CR Strategy & Governance Structure

Highlights

Promoting UD in Living Spaces

Material Issues & Three Strategic Pillars

Our People

KINUAMI U: Bathing Assistance Foam Shower

Environment

Customers & Supply Chain

Society

Promoting Inclusive Public Toilets

NITTO CERA Corporation, a LIXIL subsidiary, has started

DOAC Front Door Electric Opening Systemselling the KINUAMI U foam shower to hospitals and nursing

LIXIL aims to realize a public toilet system that everyone can

LIXIL launched the DOAC front door electric opening

homes across Japan since December 2021.

use comfortably and with peace of mind to help solve one ofsystem in September 2020. DOAC enables people to lock

Assisting with bathing is one of the heaviest tasks of nursing

and unlock and open and close their front door withoutcare work because it includes lathering soap, washing the care

touching it using a remote control. This enables people withrecipient’s body, and rinsing with hot water. KINUAMI U candisabilities, older people, and others to get in and out of the

reduce the caregiver’s workload by producing large amounts

Accessible Mobile Toilet● Global Sanitation & Hygienehouse easily. In September 2021, we achieved the world’sof soft, warm foam that envelops the care recipient’s whole

LIXIL and Toyota Motor Corporation have jointly developed● Water Conservation &Environmental Sustainability

first “hands-free operation” of a front door by adding new

body to wash them. KINUAMI U also makes care recipients

Mobile Toilet that wheelchair users can use with greater easefunctions that support voice control as well as tap control

feel comfortable and less reluctant about being seen duringwhen outside the house. The toilet is loaded onto a vehicle● Diversity & Inclusion

using smartphones.

bathing since their whole body is wrapped in warm foam.

so it can be installed anywhere when necessary. Installing

LIXIL’s Material Issues

the biggest barriers to achieving an inclusive society, namely
public toilets.

DOAC was developed in our Business Incubation Center,

LIXIL introduced a crowdfunding marketing method

these vehicles at event venues that typically don’t provide

a business division tasked with developing entirely new andtogether with NITTO CERA to work on the development ofenough barrier-free toilets, such as sports events, helps

unique high value-added products and services. Our teamKINUAMI U. This generated much higher-than-expected

increase the range of places wheelchair users can go. This

adopted an inclusive design approach when developing thisfundraising income, and also helped us understand its

initiative is helping to realize a society that enables everyone

product, interviewing various wheelchair users and inviting

high demand in the nursing care sector. Following trial

to go where they want to go and do what they want to do,potential interested users to act as advisors from the early

operations, we started selling the KINUAMI U to hospitals

irrespective of their level of ability or disability.

design stage.

and nursing care facilities across Japan.
Our aim going forward is to provide more people with safeand reliable care situations.

WEB

DOAC (Japanese only)WEB

KINUAMI U (Japanese only)WEB

Other examples of LIXIL’s UD products and services(Japanese only)

PDF

Mobile Toilet (Japanese only) (600KB)

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Contents

04
MATERIAL ISSUES &THREE STRATEGICPILLARS

Commitment

CR Strategy & Governance Structure

Highlights

Material Issues & Three Strategic Pillars

Our People

Gender-Neutral Toilets That Enable People to Choosewith accompanying infants. We also prepared two types of

Their Preferred Stall

private spaces: a nursing space and a calm-down space.*

LIXIL installed an inclusive toilet facility in the LIXIL Tokyo
headquarters in FYE2020.
The facility enables everyone to select freely which toilet
they want to use, irrespective of such categorizations as

Environment

Customers & Supply Chain

Society

Promoting Broader Understanding of Diversity
Aiming to create a universally accessible society that* Calm-down space: A space to come to block out outside noise andcalm your feelings. A place to calm or preempt any sense of panic. We
envisage this space could be used by people with developmental or
intellectual disabilities, mental health issues, or dementia for example.

enables diverse groups of people to live invigorating lives
while respecting those around them, LIXIL offers education
programs for elementary school students.

man, woman, adult, child, able-bodied person, or person

At our Universal Run: Sports Prosthetic Limb Experience

with disabilities. The pods of different cubicles offer gender-

Class program held at elementary schools throughout Japan,● Global Sanitation & Hygiene

neutral toilet options that respond to diverse needs andchildren learn about universal design by experiencing● Water Conservation &Environmental Sustainability

ease the difficulties faced by transgender users who have towearing a prosthetic limb designed for sports use and bychoose between public toilets for men or women.

talking with prosthetic limb users about their lives.

LIXIL’s Material Issues

We also hold our Universal Design: Good for One, Good

● Diversity & Inclusion

for All, Good for a Lifetime program, where LIXIL employees
create their own teaching materials and visit elementary
schools to conduct lessons on universal design for children.
The program is designed to highlight examples of universal
design in nearby streets and individual homes to deepen
students’ understanding of diversity in terms of gender, age,
PDF

LIXIL PARK (Japanese only) (440KB)

nationality, and ability and disability, and encourage them to

WEB

withCUBE (Japanese only)

think what they can do and how they can act on it.

Information Platform: LIXIL Public Toilet Lab
Public Toilets That Are Easy for Anyone to Use

In March 2022, we set up the LIXIL Public Toilet Lab on

LIXIL built a suite of LIXIL PARK toilets for use by the public

our UD website to curate information on public toilets. The

from July to September 2021. The toilets, which used our

website digs deep into the issue of toilet access from thewithCUBE portable booths to facilitate the flexible creation

perspectives of human rights and the SDGs. We intend toof private spaces in any location, were segregated according

use it as a tool for conveying LIXIL’s ideas and proposals

to function, not gender, based on the concept of “peace ofrelating to public toilets and considering the best options

mind and comfort for all.” LIXIL PARK represented a new

together with specific toilet users.

kind of public toilet proposal by displaying five types offunction-specific unisex toilet cubicles designed to serve theWEB

LIXIL Universal design (Japanese only)

CR

Universal Run: Sports Prosthetic Limb Experience Class (P91)differing needs of wheelchair users, ostomates, and people

WEB

LIXIL Public Toilet Lab (Japanese only)CR

LIXIL’s Outreach Classes (P94)

LIXIL Corporate Responsibility Report 2022

35

Contents

05
OUR PEOPLE

Commitment

CR Strategy & Governance Structure

Highlights

Material Issues & Three Strategic Pillars

Our People

Environment

Customers & Supply Chain

Society

OUR PEOPLE
We strive to respect the individuality of all employees
and create a rewarding working environment.

Diversity & Equal Opportunity
A Rewarding Workplace
Talent Development
Employee Safety & Health

LIXIL Corporate Responsibility Report 2022

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Contents

05

Commitment

CR Strategy & Governance Structure

A Rewarding Workplace
Talent Development
Employee Safety & Health

Our People

Material Issues & Three Strategic Pillars

Environment

Customers & Supply Chain

SocietyHighlights
TargetBuild a strong corporation and workplace where all employees can achieve their fullest potential.

Diversity & Equal Opportunity

OUR PEOPLE
Diversity & Equal Opportunity

Highlights

Talent Development
Programs for training next-generation leaders

Ratio of new female graduate
and post-graduate hires

Number of participants

100 ( % )80

ResultTarget

53.8%

Over

58

60

50%

*

40

57
47.9

30.5

53.8

Over
50.0

Result1,532
people20
0

FYE2020

Scope: LIXIL Corporation’s bases in Japan* Achieved our 30% target for FYE2021 and set a new target of■ Ratio

50% for FYE2022 onward.

FYE2021

FYE2022

Number

FYE2022(Target)

(% )
90
83

Result

84 %

1200

1,265

1,329

FYE2020

FYE2021

900
600
300
0

Scope: LIXIL Corporation’s bases in JapanFYE2022

Employee Safety & Health

A Rewarding Workplace
Employee opinion surveys
Response rate

1,532

1500 (people)

77

LTIFR*1

1.5(Directly and indirectly hired employees)

1.2

84
80

75

77

0.41

60

Sep. 2020

Jan. 2021

Sep. 2021

Scope: LIXIL Corporation and its group companies. Covers direct employees.
* The LIXIL Heartbeat survey was conducted every two years through FYE2020 but was replaced by the LIXIL VOICE biannual survey in FYE2021.

1.31

1.2

1.21

0.44

0.42

0.41

FYE2020

FYE2021

FYE20220.9

Result

68

1.2

0.6

0.54

0.3
0

FYE2019
LIXIL

Industry average (Japanese manufacturing)*2

Scope: Covers directly and indirectly hired employees and contractors at production and non-production bases in Japan and production bases outside
Japan (excluding some bases) across LIXIL Corporation and its group companies. Regarding companies divested in FYE2022, covers the results
through the month before divestment.
*1 LTIFR (Lost Time Injuries Frequency Rate): Number of occupational injury cases involving days away from work / Total working hours × 1,000,000*2 Source: Ministry of Health, Labour and Welfare's "Survey on Industrial Accidents (Surveys on establishments (with 100 or more employees) andgeneral construction)"

LIXIL Corporate Responsibility Report 2022

37

Contents

05
OUR PEOPLE
Diversity & Equal Opportunity
A Rewarding Workplace
Talent Development
Employee Safety & HealthCommitment

CR Strategy & Governance Structure

Highlights

Material Issues & Three Strategic Pillars

Our People

Environment

Customers & Supply Chain

Society

DIVERSITY & EQUAL OPPORTUNITY
LIXIL is committed to respecting diversity and recruiting and developing high caliber talent across the company.
We believe that harnessing the intelligence and perspectives of our diverse workforce is critical to driving growth and innovation.

Our Approach

Our System

Fostering an Inclusive Culture

At LIXIL, we believe diversity is the very thing that enhances

In FYE2020, we established our Global D&I Department,

In FYE2022, we newly pursued the following activities in

our uniqueness and competitive edge. Diversity is what

which is tasked with developing common global measuresorder to embed the inclusive culture that we declared as adrives innovation and sustainable growth as we strive tofor promoting D&I. In FYE2021, we set up the D&I

goal of our D&I Strategy.

develop the products and services that meet diverse needs

Committee consisting of our CEO and other executive

and realize LIXIL’s Purpose to “make better homes a reality

officers and leaders, and updated our D&I Strategy and(ERGs) on a global scale focusing on Better Together, Multi-

for everyone, everywhere.” Creating a comfortable working

promotion measures. The D&I Committee implements

cultural, Ability, Working Parents & Caregivers, and LGBTQ+.

environment and culture for all members helps us become

various measures based on the D&I Strategy, and the results

ERGs are employee-driven groups that strengthen ties

an organization of people who feel empowered to tackleof the committee discussions and deliberations are reported

between employees when conducting activities. We assign

difficult challenges with an entrepreneurial spirit and seeto the Corporate Responsibility (CR) Committee to accelerate

an executive officer to each group to support the group’s

D&I initiatives across our organization.

activities as an executive sponsor.

their achievements justly rewarded.
In FYE2018, we published our Diversity and Inclusion(D&I) Declaration and determined our priority areas for D&I
to promote initiatives. In April 2021, we updated our D&I
Strategy. We have stated that our goal is to embed a cultureCR

We also conduct workshops and e-learning on a global

CR Governance Structure (P13)

scale designed to promote understanding of D&I elements

D&I
Committee

such as unconscious bias and psychological safety. In

Executive Officer,

FYE2022, LIXIL International conducted over 90 D&I

LHT

workshops which were attended by over 1,200 employees.

of inclusion across LIXIL and achieve key gender equity

In Japan, we offered e-learning opportunities for all

Executive Officer,

goals by 2030.

employees, with 81% of employees and 93% of managers

LWTJ

To help achieve this goal, in FYE2022, we determinedaction plans for talent development and acquisition and for
creating an inclusive working environment, and have been

Chair:
CEO

gradually implementing relevant initiatives.
We are also seeking to strengthen D&I more broadly inorder to embed a culture of inclusion across the company.
As part of that drive, we are focusing on creating aworkplace where people with disabilities play an active role.
CR

We have launched five Employee Resource Groups

Executive Officer,
CLCO*2

Promoters
at eachdepartment

Executive Officer,
Executive
Officer,
CPO*1
Secretariat:
Global D&I Department

Diversity & Inclusion (P31)

D&I promotion structure

LIXIL
International

CDO*3

having completed the course to date.
We also added inclusion as one of the KPIs in ourbiannual LIXIL VOICE employee opinion surveys. This
enables us to gain a clear grasp of employee awareness of
D&I promotion and the current situation, which we can thenreflect in our strategies and measures.
CR

Employee Listening Systems (P44)CR

Encouraging Employee Activities (P42)*1 CPO: Chief People Officer*2 CLCO: Chief Legal & Compliance Officer*3 CDO: Chief Design Officer

LIXIL Corporate Responsibility Report 2022

38

Contents

05

Commitment

CR Strategy & Governance Structure

Highlights

Empowering Women in the Workplace
LIXIL is accelerating gender equity based on our CEO’s

OUR PEOPLE

commitment. As part of our drive to correct gender

Diversity & Equal Opportunity
A Rewarding Workplace
Talent Development
Employee Safety & Health(People)

900

14.0
813

16.2

15.0

300

884

We are also working to develop high-potential employees
through our selective NEXT and NEXT 2nd next-generation
talent development programs regardless of gender, whichwere launched in Japan in FYE2021. In addition, we arefocusing on creating environments in which employees
can continue to advance their career even after childbirth

the type of environments that would enable employees withand without disabilities to work together most effectively. We
strive to create comfortable working environments based on

10

5.7

6.0

6.5

171

168

191

barrier-free concepts by, for instance, introducing softwarethat increases the font size for people with impaired eyesight5

and adjustable-height desks for wheelchair users.

0

efforts, including introducing sign language interpretation infemale talent across the company. As of FYE2022, womenconstituted 27% of the selected successor candidates.

Society

WING NIJI has been undertaking many initiatives to explore
(%)

15

756

Customers & Supply Chain

evaluations, and offering job development opportunities,

600(POD) processes designed to help formulate successor
development plans for key positions, and identified key

Environment

Number and Composition Ratio of Female Managers

inequality, in FYE2022, we incorporated a D&I perspective
into our People and Organizational Development

Our People

Material Issues & Three Strategic Pillars

In Japan, LIXIL is also strengthening company-wide
0

FYE2020

FYE2021

FYE2022

Ratio of women among managers (LIXIL Corporation and its group companies)
Ratio of women among managers in Japan (LIXIL Corporation)
Number of female managers (LIXIL Corporation and its group companies)
Number of female managers in Japan (LIXIL Corporation)
Scope: Directly hired employees worldwide only. Excluding companies divested in
FYE2022 and consolidated subsidiaries with 100 or fewer employees in Japan.
* Data collected based on the qualification system used at each operating company.

training sessions and putting subtitles on intranet videos for
employees with hearing disabilities.
We have been making various efforts and considerations
to improve job assignments and working environments
to suit the capabilities and characteristics of individual
employees. For instance, we ask people who are prone toand childcare leave. This includes offering opportunities toanxiety to do tasks at their own pace, or leave an empty desk

discuss future career goals and available support systems

in front of an employee who gets distracted by other people

with managers.
As a result of these efforts, the percentage of female

Initiatives for Employees with Disabilities

managers in Japan has increased from 0.9% in March 2012

LIXIL seeks to create environments in which employees

to 6.5% in March 2022.

with disabilities can better perform and enjoy their work by

We also set suitable targets for the percentage of women

tailoring jobs to suit each individual’s skills in a wide range ofin each region around the world by job level, race, etc. andareas including R&D, production, sales administration, andare making efforts to achieve them. In the EMENA region,planning management. As of June 1, 2021, LIXIL had 442

we held a D&I workshop focusing on gender balance as part

employees with disabilities in Japan, constituting 2.42%* ofof our efforts to achieve gender equity, and discussed issues

the total workforce.

in business or innovation and potential action plans.

around them or allow them to work in a free space.

In 2014, LIXIL launched our WING NIJI office that focuseson employment of people with disabilities. In addition to
supporting employees with different disabilities to performtheir work assignments, conducting career aptitude

Held an employee-driven sign language workshop in Japan

LIXIL Corporate Responsibility Report 2022

39

Contents

05
OUR PEOPLE
Diversity & Equal Opportunity
A Rewarding Workplace

Commitment

CR Strategy & Governance Structure

Highlights

Material Issues & Three Strategic Pillars

Our People

Environment

Customers & Supply Chain

Society

Respecting Sexual and Gender Diversity

Supporting a Healthy Work-Life Balance

active employment of people with mental health disorders

Since April 2017, LIXIL has been working to create a friendly

At LIXIL in Japan, the executive management team actively

and other disabilities. We aim to help create a social

working environment for sexual and gender minority employees.

supervises the creation of a rewarding working environment in

structure in which people with disabilities can participate

In March 2019, we made some improvements to our humanwhich each and every employee can perform vigorously to theiractively by sharing these initiatives with other companies

resource system and working environments for bases in Japan.

and government institutions.

For instance, we have started treating same-sex partners

We are committed to creating the necessary systems

In May 2016, we were certified by Japan’s Ministry of
Health, Labour and Welfare as a leading company in thefull potential.

Fueled by our aim to embed a culture of inclusion, fromas dependents and applying the relevant congratulation or

and cultivating the right atmosphere to support a goodFYE2023, we will continue to focus on creating a workplace

condolence leave and financial payments, arranging times

work-life balance, enabling employees to maintain a highwhere people with disabilities play an active role, while also

and locations for undergoing health checks, and recognizing

level of performance throughout different life stages.

Talent Development

working harder than ever to conduct external awareness-

employees’ preferences for either male or female uniforms.

In FYE2021, we created frameworks to further expand

Employee Safety & Healthbuilding activities and joint research with universities.

We are also promoting internal activities to expand

mechanisms for supporting flexible workstyles, childbirth,understanding and support. In FYE2018, we held a series

and childcare. From FYE2023, we will introduce initiativesof online lectures relating to sexual and gender diversity

to extend systems for supporting shorter working hours andand have been encouraging employees to watch them. We

encouraging male employees to take childcare leave.

* Calculated based on the Employment Rate System for Persons with
Disabilities by the Ministry of Health, Labour and Welfare.

seek to increase the number of allies who understand andNumber and Percentage of Employees with Disabilities(People)

1,250
1,000
750

2.54
2.32
2.33

2.50

2.32

2.00
1.50

560

458.5

(%)

2.42

823

500
250

2.25

support sexual and gender minorities through venues such

550

453.5

442

1.00
0.50

0

0
FYE2020

FYE2021

FYE2022

Ratio of employees with disabilities (LIXIL Corporation and its group companies)
Ratio of employees with disabilities (LIXIL Corporation)
Number of employees with disabilities (LIXIL Corporation and its group companies)
Number of employees with disabilities (LIXIL Corporation)
Scope: Directly hired employees in Japan only. Excluding companies divested in
FYE2022 and consolidated subsidiaries with 100 or fewer employees.
* Employee numbers on June 1 of each fiscal year.
* The percentages were calculated based on the Employment Rate System for Persons
with Disabilities issued by the Ministry of Health, Labour and Welfare.

as study sessions, and distribute Ally badges and stickers
to employees who support this initiative. We also seek to

Number of Childbirth Leave Users(People)

400

300

91.8

75

257

FYE2019 we achieved our target of having two or more allies
in LIXIL’s bases in Japan.*

(%)

100

101.1

100

deepen understanding by arranging opportunities to interact
with sexual and gender minorities. Thanks to these efforts, in

104.6

100

97.2

200

175

50

174

We have been working to further improve our working
environments by installing a toilet facility in the LIXIL

176

Tokyo headquarters in FYE2020 with cubicles that do not
distinguish between male, female, adult, child, and personwith or without disabilities.
* 86 bases with 50 or more employees, excluding the bases of our groupcompanies.

25

100

140

131
0

0
FYE2020

FYE2021

FYE2022Return to work ratio (LIXIL Corporation and its group companies)
Return to work ratio (LIXIL Corporation)
Number of users (LIXIL Corporation and its group companies)
Number of users (LIXIL Corporation)

Sexual minority-friendly logo

CR

Scope: Directly hired employees in Japan only. Excluding companies divested in FYE2022
and consolidated subsidiaries with 100 or fewer employees.
* Number of employees who started childbirth leave during each fiscal year.

Gender-Neutral Toilets (P35)

LIXIL Corporate Responsibility Report 2022

40

Contents

Commitment

CR Strategy & Governance Structure

Highlights

Our People

Material Issues & Three Strategic Pillars

Environment

Customers & Supply Chain

Society05
OUR PEOPLE

Systems That Support Flexible Workstyles
In addition to expanding our remote-working system for

Diversity & Equal Opportunity
A Rewarding Workplace
Talent Development

working from home or satellite offices, in FYE2021 we also

Number of Childcare Leave Users(People)400

introduced a Superflex system that no longer requires coretime working hours and offers greater flexibility of working

Leave and Employment Systems Tailored to
Different Life Stages

100

In FYE2021, we created a new 10-day paid leave for

0

Care Leave system that covers morning sickness and fertility
treatment in addition to the original menstruation leave.
Under our Career Return system, we rehire employees who

100.0

99.5
98.2

98.7
97.9

99.5
99.4

(%)

(People)

100

20

75

15

100.0
17

11

213

214
28

238

34

50

10

25

5

0

0

100.0

19
17

7

FYE2020

employees with preschool-age children (Childcare Leave
members (Family Care Leave system). We also set up a Self-

100.0

249
200

system) and for employees who have to care for family

100.0

300

hours and locations.

Employee Safety & Health

Number of Nursing-Care Leave Users
(%)

100

90.0
75

9

50

6
186

FYE2021179

FYE2022

10

10

25

2
4

0
FYE2020

FYE2021

FYE2022Return to work ratio (Male, LIXIL Corporation and its group companies)

Return to work ratio (LIXIL Corporation and its group companies)

Return to work ratio (Female, LIXIL Corporation and its group companies)

Number of new users (Male, LIXIL Corporation and its group companies)

Return to work ratio (Female, LIXIL Corporation)

Number of new users (Female, LIXIL Corporation and its group companies)

Number of new users (Male, LIXIL Corporation and its group companies)
Number of new users (Female, LIXIL Corporation and its group companies)
Scope: Directly hired employees in Japan only. Excluding companies divested in
FYE2022 and consolidated subsidiaries with 100 or fewer employees.

Scope: Directly hired employees in Japan only. Excluding companies divested in
FYE2022 and consolidated subsidiaries with 100 or fewer employees.

left the company for reasons such as childbirth, childcare,nursing care, or relocation due to a partner’s job transfer.

WEB

Scope and details of employee-related data

Expanded Support for Childbirth and Childcare
In FYE2021, we introduced a new system that facilitates

which male employees can take Spouse Birth/Childcare Leave

shorter working hours to support childcare as well as a system(Papa’s Childcare Leave) when their spouse gives birth fromthat provides financial support to employees wanting to return

six to twelve months, and the length of that leave from five toto work early after maternity or childcare leave. From FYE2023,

ten days. In addition, we subsidize extended daycare fees or

our system for shortened working hours for childcare purposes

the use of a broader range of childcare facilities.

will be extended until the child is in the sixth grade ofelementary school. We have also extended the period during

CR

Promoting Flexible and Diverse Working Styles (P43)

LIXIL Corporate Responsibility Report 2022

41

Contents

05
OUR PEOPLE
Diversity & Equal Opportunity
A Rewarding Workplace
Talent Development
Employee Safety & HealthCommitment

CR Strategy & Governance Structure

Highlights

Material Issues & Three Strategic Pillars

Our People

Environment

Customers & Supply Chain

Society

Developing and Supporting Diverse
Human Resources
Encouraging Promotion to Management Positions

Encouraging Employee Activities
LIXIL has established frameworks to support employee-

Based on our D&I Strategy, LIXIL is seeking to create an

driven activities. The employee networks in Japan andinclusive working environment and talent acquisition and

LIXIL Americas encourage employees to get together

development plans that consider diversity of all types.

voluntarily to share and solve their problems and to improve

When we nurture and promote the next generation ofindividual skills. For example, the working parents network,

leaders, we ensure diversity in terms of gender, nationality,

which focuses on how to balance work and childcare

race, and career through a list of potential successors forresponsibilities, holds monthly online lunch meetings

250 major group positions.

where participants get to share any concerns or issues

LIXIL Americas has set a goal to achieve an internal staff

and formulate a course of action to solve those problems.

composition by race that mirrors the overall mix in the US by

Another example is our Mimishiru team run primarily by2030. LIXIL Africa selects staff who have potential leadership

employees with hearing disabilities who hold sign language

qualities from among its factory workers and from particularclasses for people without hearing disabilities.

ethnic groups who have traditionally found themselves in

In FYE2022, we expanded these activities and set up

a disadvantageous position and are underrepresented in

global ERGs focusing specifically on Better Together, Multi-

current management positions. These employees join a Future

cultural, Ability, Working Parents & Caregivers, and LGBTQ+.

Leadership Program designed to develop the necessary skills toadvance to management positions in the future.
CR#BreakTheBias Campaign forInternational Women's Day 2022

Talent Development (P46)

LIXIL launched an internal campaign
to support the #BreakTheBias themeof International Women’s Day 2022.
We used our internal social media
to help deepen the understanding of
unconscious bias and share relevant
studies. We also created a video that
explains examples of gender bias.
In addition, we sought to ignite
employee awareness by distributing avideo with our Chief People Officer (CPO)
talking about female empowerment.

Promoting Multi-Cultural Understanding
LIXIL factories in Japan accept foreign-national apprentices.
To enable these apprentices to work enthusiastically in Japan,
we believe it is important to build better communication, so
we hold events to help promote understanding of Japaneseculture and Japanese language study sessions.
We have also launched a global group that focuses onDistributed a video showing examples of gender bias

multiculturalism as one of our ERGs, and are implementing
initiatives to promote greater understanding of racial diversity.

CR

Fostering an Inclusive Culture (P38)

LIXIL Corporate Responsibility Report 2022

42

Contents

05
OUR PEOPLE

Commitment

CR Strategy & Governance Structure

Highlights

A Rewarding Workplace

Our People

Environment

Customers & Supply Chain

SocietyA REWARDING WORKPLACE
We seek to create a fair and rewarding workplace, develop a strong and cohesive corporate culture, and foster an open atmosphere in terms of the union-company relationship,
across the entire company.

Our Approach
LIXIL promotes workplace diversity and inclusion to create an

Diversity & Equal Opportunity

Material Issues & Three Strategic Pillars

Promoting Flexible and Diverse
Working Styles

Supporting Workstyles That Suit Individual Life Stages
We are making changes to enable working styles tailored toenvironment that inspires pride in the company and enables

In Japan, LIXIL is developing human resources policies andthe different stages of an employee’s life, such as childcare

each employee to maximize their productivity and potential.

work environments to facilitate a range of effective working

or nursing care.

Based on our Kawaranaito LIXIL initiative aimed atTalent Development

revitalizing our business in Japan, our focus on workstyle

Employee Safety & Healthreform drives the expansion of our systems to support
employees with childcare or nursing care responsibilities

styles that suit individual circumstances.

System Reform to Increase Flexibility of Work
Location and Hours

and encourages employees to utilize their paid leave, all withCR

Supporting a Healthy Work-Life Balance (P40)

Designating the Office as a Place of Communication
Alongside LIXIL’s efforts in workstyle reform, we are planning

the aim of creating a workplace where employees can work

In FYE2021, we updated our remote working policy, which

to relocate headquarters to streamline office space andwith peace of mind.

includes work-from-home practices popularized during theleverage the workplace as a space for communication,

COVID-19 pandemic, to make it more flexible to use. We

collaboration, and connection between people that will fuelestablish meritocracy to enable employees to remain

We seek to foster a growth-oriented mindset and firmly

also replaced our former flextime system around core working

the creation of new ideas and greater operational efficiencies.

inspired and enthusiastic in their work. To that end, inhours with a new Superflex system that will make it even easierWEB

FYE2022, we laid the groundwork for a review of ourfor employees to independently select their working hours.

LIXIL Continues Work Style Transformation with Move to
New HQ

qualifications and job grade systems, personnel evaluation

Even in a post-COVID world, LIXIL does not intend tosystems, and compensation systems. We intend to evolve

return to conventional ways of working, but rather intends

Encouraging Individual Employee Growth

our human resources systems from FYE2023 onward.

to continue to embrace flexible workstyles. In that vein,

LIXIL is reforming our human resources systems in Japanin FYE2022, we set flexible guidelines around whether

in order to encourage a more growth-oriented mindset

Our System

employees could work from home depending on the naturethat promotes innovation, firmly establish a commitment

LIXIL is evolving rapidly. In order to further integrateof their job and their working environment, and developed

to meritocracy, and promote D&I. This will create an

employees and become One LIXIL, it is important for us tovarious allowances to facilitate this process.

environment that enables everyone to demonstrate their fullunderstand the circumstances of each internal organization

We also formally introduced a system that permits

and actively incorporate employees’ views when seeking toemployees to work concurrently for other organizations

further improve working environments and building bothto encourage diverse and flexible workstyles and boost

top-down and bottom-up systems.

employee autonomy.

abilities, regardless of age, gender, and other factors andsupports the individual growth of all employees.
In FYE2022, we considered how to revise our systems
with an emphasis on developing qualifications and job grade
systems that drive people to challenge themselves, personnel
evaluation systems that encourage personal and organizational
growth, performance-linked compensation systems, and

LIXIL Corporate Responsibility Report 2022

43

Contents

05
OUR PEOPLE
Diversity & Equal Opportunity
A Rewarding Workplace
Talent Development
Employee Safety & HealthCommitment

CR Strategy & Governance Structure

Highlights

Material Issues & Three Strategic Pillars

Our People

Environment

Customers & Supply Chain

Societybenefits that support well-being. We took the first step in

as a higher engagement score than the previous survey.

mechanisms for instilling the Behaviors through workshops

April 2022 by reviewing the grading and compensation

Through targeted measures such as on-site CEO visits, weand gatherings. The hand signs created mainly by employees

systems for managers and updating those systems to aare currently working to better understand the situation atwith hearing disabilities is just one example. LIXIL has

simple, and readily understandable alternative system thatsales bases and factories, where the engagement scoreestablished the NIJI office where we provide support for

better reflects employees’ abilities and achievements.

was comparatively low, and improve working environments

workers with disabilities and promote the active participation

at factories. In the past, it took several months to analyzeof diverse human resources. In order to enable employees

a points system that can be used across a variety of benefit

survey results, but this can now be done instantaneouslywith hearing disabilities to understand the Behaviors more

options such as travel and self-development. We also revisedusing the LIXIL VOICE survey methodology. This enables us

deeply, we have created hand signs to express the Behaviors,

various systems to ensure even safer and more comfortableto take action and address issues in a more agile manner.

and distributed videos illustrating those signs in Japan.

To support the well-being of our employees, we introduced

working environments.

Employee Listening Systems

Based on survey results, our Human Resources
Department drives the effort to understand, address, andmitigate company-wide issues. At the departmental level,

In FYE2022, LIXIL launched an Employee Experience

we distribute dashboards to departmental managers toinitiative, focused on various values experienced throughout

communicate the teams’ survey results, and conduct

the employee life cycle to increase employee engagement.

training for individual managers across the company. We

We are developing and continually improving our employee

are seeking to implement highly effective action at thelistening strategy to deepen our understanding of thedepartmental level through these efforts.

touchpoints that impact an employee’s affinity toward thecompany and motivate them in their work.
Furthermore, we have been conducting an awareness

To Embed the LIXIL Behaviors
LIXIL’s Purpose is the north star that guides LIXIL’s

survey of all employees since 2015 and using the survey

employees in making decisions and inspires us to become aresults to improve workplace environments. In FYE2021, we

more agile, entrepreneurial company for sustainable growth.

adopted the LIXIL VOICE survey that leverages new digital

We are working to instill our LIXIL Behaviors across thetools and increased the survey cadence to twice a year so wewhole company that guide how each employee should think

are able to react to employee voices in an agile manner as weand act in their daily work in order to achieve this purpose.

promote changes in workstyles and instill a more customer-

We are working to deepen understanding by, for instance,oriented mindset through the Kawaranaito LIXIL project. In

encouraging both management and employees to post theirFYE2022, we revised the survey to enhance the focus on

own views concerning the LIXIL Behaviors on the internal

employee experience and established new KPIs to measuresocial media.

engagement, inclusion, well-being, and intent to stay.

Over 120 employee volunteers have participated in

The survey conducted in September 2021 held an 85%

activities as ambassadors that embody and promote theresponse rate, the highest of the past three surveys, as well

LIXIL Behaviors, and have planned and implementedWEB

Our Purpose and Behaviors

LIXIL Corporate Responsibility Report 2022

44

Contents

05
OUR PEOPLE
Diversity & Equal Opportunity
A Rewarding Workplace
Talent Development
Employee Safety & HealthCommitment

CR Strategy & Governance Structure

Highlights

Our People

Material Issues & Three Strategic Pillars

Preventing Overwork

Labor-Management Relationship

Environment

Customers & Supply Chain

Societyrevised as a result of labor-management consultations, theunion and the company cooperate to ensure employees

LIXIL emphasizes working styles that help employees achieve

LIXIL believes that efforts to build a relationship of trust

are aware of the changes. This is facilitated by postinghigh output efficiently. To that aim, top managers are proactively

between the union and the company and to seek to establish

the information on the company intranet, passing

seeking to improve employee productivity by eradicating longgood working environments help create a fair and rewarding

the information down through the Human Resources

working hours and ensuring a healthy work-life balance.

workplace and lead to improved business performance.

Department, and distributing copies of the Union Guide
compiled by the union to all union members.

LIXIL provides information on time management to all

We have established a labor union which adopts a union

employees to help increase awareness of the need to work

shop system for permanent employees of the company andefficiently. Clarifying the definition of working hours is helping

achieved a membership rate of 100% (as of March 31, 2022).

improve the quality of time management.

The fundamental labor-management agreement includes

Creating Local Employment Opportunities

Employees who consistently work long hours are interviewed

items relating to health and safety and working environments.

LIXIL supports the expansion of employment opportunities inby an industrial physician to prevent any consequent issues with

Labor-management consultations are conducted in the form

regions in Japan where we operate by employing technicaltheir mental or physical health. We also encourage employeesof regular discussions and information-sharing on businesscollege and high-school graduates as local permanent

to take five consecutive days of annual leave at a time, andstatus, working conditions, health and safety issues, etc., andemployees at our plants.

to take leave to celebrate special personal anniversaries. In

we work to resolve any issues.

FYE2022, the number of days of paid leave taken was lower

The labor union is also aware of the issues surrounding

than in the past due to the impact of pandemic stay-at-homethe reform of human resources systems that LIXIL is

restrictions, but overtime work decreased dramatically thanks

pursuing, and the union and the company are working

to the advancement of work-from-home arrangements and IT

together to promote these initiatives. When working

infrastructure, which is helping to generate greater productivity

conditions and/or other systems are newly introduced or

and more flexibility in workstyles.

Local Employment at Plants(People)

250

216

200

Average Monthly Overtime Hours per Employee

Paid Leave Days Taken per Employee

25 (Hours)

15 (Days)

239

230

199

210

206

150

20

22.9
17.5

15

10

17.0

16.4

16.5

15.8

10
FYE2020

FYE2021

FYE2022

Average monthly overtime hours per employee (LIXIL Corporation and its group companies)
Average monthly overtime hours per employee (LIXIL Corporation)
Scope: Directly hired employees in Japan only. Excluding companies divested in
FYE2022 and consolidated subsidiaries with 100 or fewer employees.

10.9

9.1

9.9

9.7

9.0

9.8

FYE2020

FYE2021

FYE20225

Annual paid leave days taken per employee (LIXIL Corporation and its group companies)
Annual paid leave days taken per employee (LIXIL Corporation)
Scope: Directly hired employees in Japan only. Excluding companies divested in
FYE2022 and consolidated subsidiaries with 100 or fewer employees.

100

50

FYE2020

FYE2021

FYE2022

TargetResultScope: Plants in Japan (excluding group companies)

WEB

Scope and details of employee-related data

LIXIL Corporate Responsibility Report 2022

45

Contents

05
OUR PEOPLE
Diversity & Equal Opportunity
A Rewarding Workplace
Talent Development
Employee Safety & HealthCommitment

CR Strategy & Governance Structure

Highlights

Material Issues & Three Strategic Pillars

Our People

Environment

Customers & Supply Chain

Society

TALENT DEVELOPMENT
We support a systematic and structured talent development program and encourage all employees to proactively develop their own careers.

Our Approach

Our System

1

Basic School for Improving Fundamental Skills

A range of learning opportunities are offered to employees to

If our employees are the driving force behind value creation,

LIXIL holds People & Organizational Development (POD)

match their individual skill levels, career stages, and career

talent development should be regarded as one of LIXIL’sconferences in all major organizations with our CEO, Chief

visions so they can acquire the necessary competencies.

material issues to be viewed from a long-term perspective.

People Officer (CPO), and leaders of our business units,

From FYE2022, we started offering internal online training

As part of that process, we focus on training next-generationand creates an annual next-generation training plan tofocused on raising the overall digital capabilities across theleaders and employees after evaluating global LIXIL talent

cover key positions in line with our management direction.

company, which also allows people to choose the skills they

based on future business needs.

In FYE2022, we have created a list of approximately 650

want to learn and the level of difficulty.

To create a working environment in which all employees

potential successors for 250 major positions worldwide. This

Professional College for Improving Specialist Skills

can work with high engagement, we support career

enables us to ensure business continuity even in times of2development from two angles: strategic company-driven

emergency and to build a future-fit system for strategically

Each division offers its own training opportunities tocareer development, and self-motivated career development

selecting successors. We devise and implement training

improve specialist knowledge, with the aim of improving

managed by individual employees. Our Kawaranaito LIXIL

plans for each of the listed successors that are designed tothe comprehensive strength and specialist expertise of ourhuman resource program, launched in November 2019 tobuild their individual strengths and address development

corporate functions and business units.

revitalize business in Japan, is noteworthy in that it focusesareas by providing business assignments and job transfer

on self-motivated management of career paths as a priority

opportunities and offering leadership training.

theme for fostering the next generation of human resources.
From FYE2022, we launched initiatives that support
the ability of management-level talent to bring out theOverview of Talent Development3

Selection-Based Program for Developing the
Next Generation of Company Leaders

To accelerate the shift toward merit-based systems anda more diverse management-level talent portfolio, we are

best in their team members, with a particular focus on

LIXIL’s talent development programs in Japan are

implementing selection-based talent development programs

manager effectiveness.

designed to improve fundamental skills, develop stronger

called NEXT and NEXT 2nd that focus on practical on-the-We are also accelerating the training of high potential

expertise, and grow as next-generation leaders. We have

job training. The NEXT program is designed for company

female employees to become managers and leaders. As

three types of virtual educational institutions, which are all

executive candidates and the NEXT 2nd program is

one of the key pillars of LIXIL’s enterprise D&I Strategy,

intrinsically linked.

designed for managerial candidates. We are also developing

we are committed to achieving gender equity at LIXIL by

a Global Challenge Program designed to develop globallyraising the percentage of female directors and executive

minded talent that offers employees the opportunity to work

officers to 50% and the percentage of female managers toin an office outside Japan for a period of one year.

30%, both by 2030.

CR

NEXT & NEXT 2nd Programs: Developing Next
Generation Leaders (P48)

LIXIL Corporate Responsibility Report 2022

46

Contents

05
OUR PEOPLE
Diversity & Equal Opportunity

Commitment

CR Strategy & Governance Structure

Our People

Material Issues & Three Strategic Pillars

Environment

Customers & Supply Chain

Society

LIXIL Training System
Company-wide: improving fundamental skills

Professional development for each technology function

Next-generation education

❶

❷

❸

New manager training

Technology education

Education for selected employees

Essential
skillstraining

Young employee training
for year 1, 2 and 3 employees
New employee orientation training
Free-choice programs(LIXIL MANABO! System, third-party
training programs)
Third-party e-learning

Optional
training

A Rewarding Workplace

Correspondence education

Talent Development
Employee Safety & HealthHighlights

In Japan, LIXIL advocates self-motivated management of

LWTJ

Finance
IT

NEXT program

Commontraining
for sales reps

and training for all generations. We promote the use ofNEXT 2nd program
Temporary training in different
business sectors

our LIXIL MANABO! learning management system ande-learning programs. We also made self-study easier byHRcreating recommended skill maps for each company level…

so that employees can choose the right program for theirindividual skills and needs.
In FYE2022, we introduced a LinkedIn Learning platform
for global executive or managerial candidates. The platform

Candidacy system
Nomination system(intensive training, etc.)

helps to improve our managerial training programs byoffering an impressive range of over 17,000 training

Aimed at supporting independent talent development

Basic School

career paths as a key component of our Kawaranaito LIXIL
human resource program to support career development

LHT

Self-study(online English conversation, TOEIC)Englishlanguage
training

Offering Diverse Educational Programs

Selection-based programs

Professional College

materials in seven languages, including courses, videos, andwebinars given by experts.

Annual Training Hours andCosts per Employee (FYE2022)

Training and Education Support Programs Conducted in FYE2022
Item

Training Summary

NEXT program

A Selection-based talent development program designed
for company executive candidates

Participants
61

NEXT 2nd program

A Selection-based talent development program designed
for managerial candidates

142

New employee
training

Basic training for employees newly entering the company

330

Corporate positionspecific training

Training to develop skills and capabilities required at eachposition level

865

Management
training

Training for employees being promoted to management
positions

196

Division training

Training in each division to develop skills and capabilities
respectively required for product development, production,
sales, and other lines of work

50,302Scope

LIXIL Americas offers a comprehensive education program
through its LWTA University to meet diverse needs. The

Training hours

Training costs

In Japan22.6 hours¥57,585

Global15.9 hours¥36,796

Scope: Directly hired employees only. Excluding
consolidated subsidiaries with 100 or fewer
employees and group companies in Japan.
*Training hours include online learning.

University offers a great variety of online tools including
webinars, video sessions, and e-books, with course topics
ranging from leadership, management, and other basic
business skills to compliance, environment, occupational
health and safety, and product knowledge.
The EMENA region is focused on expanding e-learning
opportunities so that employees can take courses on awide range of topics, including products, leadership, andWEB

Scope and details of employee-related data

compliance, regardless of their location.

Scope: LIXIL Corporation’s bases in Japan

LIXIL Corporate Responsibility Report 2022

47

Contents

05
OUR PEOPLE

Commitment

CR Strategy & Governance Structure

Highlights

A Rewarding Workplace
Talent Development
Employee Safety & Health

Our People

Environment

Customers & Supply Chain

Society

Career Development Support
We are developing a global company-wide Career Journey
project designed to motivate every employee and encouragethem to think independently in their job. In Japan, forexample, we are developing frameworks that enable

Diversity & Equal Opportunity

Material Issues & Three Strategic Pillars

employees to challenge themselves in their careers basedon their own vision through our self-declared career planNEXT & NEXT 2nd Programs: Developing Next Generation Leaders
We want to create a human resources structure in which diverse talent can assume important positions,regardless of age. To that aim, we operate our NEXT and NEXT 2nd programs, which are designed
to identify and develop talented human resources with the potential to become the next generation ofleaders based on merit-based credentials.

system. We provide employees with access to our internal
Job Posting recruiting system and ensure they have a

Program Overview

chance to discuss their desired career path with their

NEXT

NEXT 2nd

TargetThose recommended by each department as future
executive candidatesThose recommended by each department as future
managerial candidates

Development
goal

Aim to become a general manager, director, or senior
manager within about three years

Aim to be promoted to a managerial position such asgroup leader within about three years

manager at least once a year.
In FYE2022, we enhanced our support of proactive careerdevelopment by introducing a system that enables employees
to have concurrent jobs outside the company and trialing a
new system that permits employees to allocate 20% of theirworking hours to another position within the company.

Evaluation Framework

Based on recommendations from individual

mentoring program that encourages their growth

To ensure growth and positive results are fairly rewarded,

departments and assessment results, we design tailoredthrough a greater awareness and learning from other

employees of all major LIXIL review their performance against

development plans co-created by the selected individual

people’s advice, feedback, and support.

their goals with their direct manager and are evaluated by at

and the manager in charge of their development, andSeparately, we held a total of 34 roundtable

least two managers at the end of each fiscal year.

accelerate their growth through highly challenging

discussions with the CEO and executive officers

stretch assignments tailored to their development plans.

in FYE2022. With strong commitment from senior

ways: through evaluation on individual performance overWe also aim to develop the qualities and skills

management, we drive initiatives that accelerate thethe past half year, and through behavior evaluation to help

expected of leaders by offering cross-value training

promotion of program participants.

nurture employees and encourage their personal growth. Allin our NEXT program and leadership competency

Many female employees participate in the NEXT

employees assess their own achievements against objectives

training in our NEXT 2nd program.

and NEXT 2nd programs, further contributing to ourset at the beginning of the relevant evaluation period andIn addition to conducting regular one-on-one

efforts toward achieving gender equity, one of the key

determine final review rating by going through an evaluation

meetings between the candidate and the manager

pillars of LIXIL’s D&I Strategy.

process. Managers seek to nurture their employees by giving

in charge of their development, we also provide a

In Japan, we assess employees’ performance in two

feedback in interviews on each employee’s performance andcommunicating what they expect from individuals.

LIXIL Corporate Responsibility Report 2022

48

Contents

05
OUR PEOPLE
Diversity & Equal Opportunity
A Rewarding Workplace
Talent Development
Employee Safety & HealthCommitment

CR Strategy & Governance Structure

Highlights

Material Issues & Three Strategic Pillars

Our People

Environment

Customers & Supply Chain

Society

EMPLOYEE SAFETY & HEALTH
We are establishing an occupational health and safety management system and promoting health-oriented management in order to protect the health andsafety of all our employees.

Safetyoffice Safety Management Department twice a year. Our CTO
will also announce medium-term and fiscal year occupational

how to ensure occupational safety.
Safety promotion function at each technology businesssafety targets, and each function in the technology businesses

conducts legal compliance audits at all business bases

will determine and implement targets and action plans that

under their control, obtain a good understanding of effective

LIXIL positions prioritizing the safety of all employees as onealign with the broader company-wide objectives. We also seek

safety activities at each base, and share that informationof our material issues. In accordance with our company-

to make continuous improvements by holding Health andthrough the intranet or at joint meetings attended bywide LIXIL Occupational Health and Safety Principles

Safety Committee meetings for each business base where therepresentatives of each base.

approved by our executive officers, we are pursuing tocompany and employees come together to share and discuss

ensure zero work-related accidents by introducing an

occupational health and safety issues.

Our Approachoccupational health and safety management system and

LIXIL has set up an Anzen Dojo in Japan where visitors canCEOimplementing a PDCA approach.
PDF

LIXIL Occupational Health and Safety Principles (49KB)

Anzen Dojo
simulate past occupational accidents. In FYE2022, Anzen

Occupational safety officer: CTO

Dojo training was held 42 times for a total of 381 participantsfrom inside and outside Japan.

Head office Safety & Quality
Management Division

Our System
Our occupational health and safety management system isbased on the Occupational Health and Safety Assessment
Series (OHSAS) and ISO, and involves implementing
company-wide policies and core rules. GROHE AG in

Safety manager for each department
Health and safety officer at each business site:
Health and Safety Committee

Occupational safety management structure

EMENA region is also certified to ISO 45001. We conduct
management reviews of each technology business, and eachfunction reports their activities to management on a monthly

LIXIL Water Technology (LWT) conducts risk assessmentsof hazard sources relating to existing and new facilities andtakes measures to prevent disasters from occurring. In
FYE2022, we expanded the scope of these assessments tocover R&D bases as well as factories. We also conducted 14

Efforts to Eradicate Occupational Accidents

basis and ensures advice and instructions are implemented

In order to prevent work-related accidents, all employees atfor continuous improvement. We also conduct internal audits

LIXIL are encouraged to comply thoroughly with the rules. Weof each business base every year.

also establish systems that enable each employee to predict

In FYE2022, we renewed our safety management structure

Hazard Source Risk Assessment

practical training sessions for roughly 50 participants.

danger and take action to prevent accidents from happening.

in order to strengthen governance relating to occupationalsafety. In addition to our ongoing initiatives, from FYE2023

Safety Meetings

onwards, we will conduct company-wide management reviews

We hold safety meetings of both technology businesses

by our Chief Technology Officer (CTO) and audits by our head

twice a year to share and help develop positive examples of

R&D staff conducting risk assessments

LIXIL Corporate Responsibility Report 2022

49

Contents

05
OUR PEOPLE

Commitment

CR Strategy & Governance Structure

Highlights

Our Response to Occupational Accidents

A Rewarding Workplace
Talent Development
Employee Safety & Health

Our People

Environment

Customers & Supply Chain

Society

How We Respond to Occupational Accidents
In the event of a work-related accident, we take the following steps to help prevent any secondary or similar accidents.

LIXIL monitors various indicators including the lost time

Occurrence of a work-related accident

injuries frequency rate (LTIFR), the severity rate, and thenumber of occupational injuries, and introduces measures[Sites where the accident occurs] Site leader, safety officer

to help reduce work-related accidents to zero.
Diversity & Equal Opportunity

Material Issues & Three Strategic Pillars

In FYE2022, we analyzed past work-related accidents andidentified important risks across the company. For FYE2023,
we have set two priority themes: reducing risks involving
will aim to halve the number of these accidents compared tothe previous year.

Severity Rate and LTIFR
0.12

0.54
0.44

0.44

0.40
0.33

0.10
0.41

0.42

0.20
0.10
0

0.007
FYE2019

0.025

0.08

0.012

0.018
0.004 0.013

FYE2020

FYE20210.002

0FYE2022

LTIFR* (Directly and indirectly employed staff [left])
LTIFR (Contractors [left])
Severity Rate*2 (Directly and indirectly employed staff [right])
Severity Rate (Contractors [right])
1

Scope: Covers directly and indirectly hired employees and contractors at
production and non-production bases in Japan and production bases
outside Japan (excluding some bases) across LIXIL Corporation and its
group companies. Regarding companies divested in FYE2022, covers theresults through the month before the divestment.
*1 Lost Time Injuries Frequency Rate (LTIFR): Number of occupational injury cases
involving days away from work / Total working hours × 1,000,000*2 Severity rate: Total work days lost due to occupational accidents / Total working
hours × 1,000 (Total work days lost means actual days away from work)

In the event of a fatal or serious accident:
Issue assessment team (IAT)SupportSubmitWithin 30 days
Follow up[Relevant internal departments]
Organizational leaders, safety managers,
Company occupational safety officer (CTO), head office safety division[Relevant authorities] Labor Standards Inspection Office, etc.

[Relevant internal departments]
Organizational leaders, safety managers,
Company occupational safety officer (CTO), head office safety division

OIFR*

0.04
0.02

Within 1 day[Prevent reoccurrence]・Analyze root cause of accident
・Draft and implement countermeasures

0.08
0.06

0.25

0.019

Preliminary report[Examine accident site, prepare documentation]
・Attend on-site investigation by the authorities
・Prepare any documentation required by the authorities(Severity Rate)

0.30

ReportWithin 2 hours[Health and Safety Committee emergency meeting]・Confirm the preliminary report
・Conduct on-site investigation（LTIFR）

0.50

Families of the victims[Understand the accident circumstances]
・Circumstances of the accident
・Personal information of accident victims

contact with operating equipment and cuts and grazes. We

0.60[Relevant authorities]
Police stations, Labor Standards Inspection Office, etc.

[First response]
・Stop operations, rescue injured persons
・Prevent any secondary accidents

FYE2019

FYE2020

FYE2021

FYE2022

Directly and indirectly
employed staff

0

0

0

0.007

Contractors

0

0

0

0

Scope: Covers directly and indirectly hired employees and contractors at
production and non-production bases in Japan and production bases
outside Japan (excluding some bases) across LIXIL Corporation and its
group companies. Regarding companies divested in FYE2022, covers
the results through the month before the divestment.
* Occupational Illness Frequency Rate (OIFR): Number of occupational illness
cases involving days away from work / Total working hours × 1,000,000

Number of Work-Related Fatalities
Following the fatal accident that occurred in FYE2019
when a LIXIL employee was involved in a collision on the
highway, we invited external lecturers to provide traffic safety

education to employees whose work involves driving. We
have also instigated awareness-raising activities through the
Health and Safety Committee at each site to help prevent theoccurrence of similar accidents.

FYE2019

FYE2020

FYE2021

FYE2022

Directly and indirectly
employed staff

1

0

0

0

Contractors

0

0

0

0

Scope: Covers directly and indirectly hired employees and contractors at production
and non-production bases in Japan and production bases outside Japan(excluding some bases) across LIXIL Corporation and its group companies.
Regarding companies divested in FYE2022, covers the results through themonth before the divestment.

WEB

Scope and details of employee-related data

LIXIL Corporate Responsibility Report 2022

50

Contents

05
OUR PEOPLE
Diversity & Equal Opportunity
A Rewarding Workplace

Commitment

CR Strategy & Governance Structure

Highlights

HealthWe seek to enhance employee productivity and motivation
by establishing an organizational culture in which good

Our Approach

Environment

Customers & Supply Chain

Society

Driving Health Management

health fuels the development of employee capabilities

In FYE2022, we conducted a comprehensive data-driven

and by building workplaces in which employees positively

risk analysis and evaluation to help strengthen health and

LIXIL considers the physical and mental health of ourmanage their own physical and mental health. Building

productivity management. This enabled us to identify any

employees as one of our material issues because we believeenvironments that enable individuals to maximize theirproblems with the disclosure of information to stakeholders

that employee well-being ultimately helps create vibrantabilities through these initiatives is proving a powerful

and the promotion systems. We also identified issues relating

workplaces and improve corporate value. Based on that view,

driver of value creation. Promoting health and productivity

to individual initiatives such as the degree of employee

we promote health and productivity management based on

management will help build a more resilient organization thatparticipation and implementation of health guidance as wellthe Health Management Declaration made by our CEO.

can respond quickly to changes in the business environment

as the need to improve awareness of women’s health issues.

and help realize LIXIL’s Purpose to “make better homes a

These issues are reflected in our strategy and key initiatives.

reality for everyone, everywhere.”

We have determined indicators of health investment

Talent Development
Employee Safety & Health

Our People

Material Issues & Three Strategic Pillars

Health Management Declaration

measures and changes in employee awareness and behavior

Our System

LIXIL believes that the good health of all our employees
is a source of the good health of our organization. We
declare our commitment to promoting sustainable healthmanagement to contribute to making better homes a
reality for everyone, everywhere.
In order to build a more resilient organization that can
respond quickly to changing circumstances, LIXIL is working
hard to foster a corporate culture in which our employees —as well as health targets to be achieved by FYE2025, and

LIXIL announced the Health Management Declaration

will publish progress once each item has been prepared.

in FYE2021. Under the direction of the CEO, who is also

As part of our drive to achieve these FYE2025 targets,

Health and Productivity Management officer, departments

in FYE2023, we will expand and further embed activities

involved in worksite environments and human resources,

conducted in the previous year across the whole company,

occupational physicians, company nurses, and Healthand take further steps to foster an organizational culture

Insurance Society work together to establish systems forthat encourages health and productivity management.

maintaining and enhancing employee health.

Furthermore, we will leverage health check results toimprove employees’ lifestyle habits and expand training

the core of our organization — can actively realize their fullpotential. Changing circumstances may change employees’

Health and Productivity Management officer: CEOwomen’s health issues. We will also promote data health,workstyle, but we will continue to be committed to creating anenvironment in which they can work in ever healthier ways.

Health and Productivity Management promotion officer:
Officer in charge of HR

We ask all our employees to understand that the mostactively participate in activities that help maintain andimprove your health.

which involves analyzing big data based on digitalized
health and stress test results in order to promote health andprevent illness.

important factor in realizing better homes for everyone,
everywhere is the health of you and your families. So pleaseand company nurse support systems for mental health andHR and general affairs for each base:
Safety and HealthCommittee

Occupational
physiciansHead office HR:
Healthcare group

Kinya Seto
Director, Representative Executive Officer, President, and CEO

LIXIL Corporation

Company nurses

LIXIL Health Insurance Society

Health management promotion framework

LIXIL Corporate Responsibility Report 2022

51

Contents

05
OUR PEOPLE
Diversity & Equal Opportunity
A Rewarding Workplace
Talent Development
Employee Safety & HealthCommitment

CR Strategy & Governance Structure

Highlights

Measures to Maintain and Promote HealthMaterial Issues & Three Strategic Pillars

Our People

Environment

Customers & Supply Chain

Society

Health Promotion Events

COVID-19 Countermeasures

Since 2016, we have held biannual LIXIL Walking Rally

We transmit information on infection prevention, online

Annual Medical Checkups

events to encourage employees to develop their own

communication, and mental health care linked to increased

We offer annual medical checkups to all employees andexercise routines. A total of over 3,000 employees joined thework-from-home practices through internal social media anddiscovered issues requiring further attention in 42.1% of

rally in FYE2022.

bulletin boards as a preventive measure against COVID-19.

employees in FYE2022. Employees with health risks are

In FYE2022, we held COVID-19 vaccination clinics in four

encouraged to visit a medical institution to ensure early

Setting Up Helplines

detection and treatment of any diagnosed illness.

In Japan, LIXIL has established a helpline offering mental
and physical health advice through which employees can

Mental Health Measures

receive specific individual advice and specialist support from

We conduct annual stress checks for all employees. In

company nurses via email or telephone.

workplaces in Japan.

External Evaluations and Memberships
LIXIL has been recognized for the sixth consecutive year under

FYE2022, 91.5% of employees underwent the test, which

The LIXIL Health Insurance Society has set up its own

the Certified Health & Productivity Management Outstanding

revealed a high stress rate of 12.4%. Employees who aremental and physical health support line where employees

Organizations Recognition Program run by Japan’s Ministry

confirmed to be suffering from high stress levels are referred

can seek advice via telephone, web, or face-to-face interview

of Economy, Trade and Industry (METI). This certification

to occupational physicians for private consultation. Any

from external doctors and public health nurses not only

recognizes our health maintenance and improvement

workplace with 10 or more respondents that has been

about health and medical treatment, but also about child-measures, including mental health education and initiatives to

identified as being high-stress is required to create an action

raising and nursing care.

help prevent serious lifestyle diseases and other conditions.

plan sheet to resolve the underlying causes.

We have also been recognized as a Sports Yell Company

Supporting Return to Workfor the fourth year in a row based on positive evaluations of

Health Education Programs

We provide support to employees who take sick leave based

our exercise recommendations and other initiatives.

Company nurses provide tailored training to address theon our Return to Work Program. From during their absence

In addition, we are a member of the KENKO Kigyo Kai, anneeds of people in different positions, sites, and workplaces

to after returning to work, we support them both physicallyorganization that shares health management best practices

on mental health, preventing illness, improving lifestyles, andand mentally in conjunction with human resources

with an aim to enhance active and effective health promotion

managing health when working from home. In FYE2022,

department, supervisors of the department they belong to,activities across the entire society.

448 people participated in a total of nine training sessions.

occupational physicians, and company nurses.

In particular, we ensure all new employees and newly
appointed managers receive health training.

Blanket Ban on Smoking

We also work with the LIXIL Health Insurance Society to

In April 2020, we banned smoking throughout the day in all

arrange health seminars given by external lecturers, with 367

our offices and facilities across Japan to maintain the healthpeople participating in a total of six seminars in FYE2022.

of our employees, customers, and all other stakeholders.

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Contents

06
ENVIRONMENT

Commitment

CR Strategy & Governance Structure

Highlights

Material Issues & Three Strategic Pillars

Our People

Environment

Customers & Supply Chain

Society

ENVIRONMENT
We proactively pursue environmentally conscious initiatives across all of our processes
based on our earnest desire to help people coexist in harmony with our planet.

Environmental Management
Climate Change Mitigation
and Adaptation
Water Sustainability
Circular Economy
Reducing Environmental Impact of
Product Lifecycle

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Contents

06
ENVIRONMENT

Commitment

CR Strategy & Governance Structure

TargetCircular Economy
Reducing Environmental Impact of
Product Lifecycle

Our People

Environment

Customers & Supply Chain

Society

Help realize a sustainable society through innovative products and services and environmental considerations across all operational processes.

CO2 emissions from supply chains (Scope 3)CO2 emissions from operational activities(Scope 1 and 2)

Environmental Management

Water Sustainability

Material Issues & Three Strategic Pillars

Highlights

ResultClimate Change Mitigation
and Adaptation

Highlights-17.4%

Target(v. FYE2019)-50%

Result(v. FYE2019)(v. FYE2019)(Thousand t-CO ) 0
2

2,000

-6.5
-13.7

1,600

1,133

1,200
800

1,070

565

525

568

545

-16.8

924

426

467

510

400
0

FYE2019(Base year)■ Scope 1

FYE2020■ Scope 2(%)
0(Thousand t-CO2)

-10

9,000

FYE2021

Target-30%(v. FYE2019)

9,179

8,873
8,085

8,000

-30

7,000

40

-40

6,000

20

-50

5,000

0

FYE2019(Base year)

FYE2020

FYE202120■ Intake■ Discharge

15

13.9

16.1
13.2

13.3
12.3

15.7
14.7

10

13.4

15.9

FYE2019

FYE2020

FYE2021

FYE2022

(％)
100

96.8

80

Japan and Europe
Asia (excluding Japan)
North America

5

60
40

97.5

97.1

90.6

91.5

97.1
96.6

62
33.3

39.3

45.8

26.5

20
0

0

Scope: See *1

10.6

Scope: See *1
Ratio for each year: Ratio as of the fourth quarter of each fiscal year

Waste recycling ratio(Million m3)

16.7

100%

0.2

FYE2022

Scope: See *2

Carbon intensity per unit of output

Target60-20

FYE2022

15.9%

80

8,104

Scope: See *1

Water intake and discharge

Result(％)
100

10,000936

457-11.9%

Ratio of renewable electricity use inoperational activities

FYE2019

FYE2020

FYE2021

FYE2022

Scope: See *1

FYE2019

FYE2020

FYE2021

FYE2022*1 LIXIL Corporation and its group companies (production and non-production bases in Japan and production bases outside Japan). Excluding companies divested during the period covered by the above data.
*2 Emissions across the supply chains of LIXIL Corporation and group companies (Category 1 is not included in the calculation because it is covered in Scope 1 and 2. Category 4 covers Japan-based
distribution with LIXIL Corporation as the consignor. Categories 9, 10, 13, 14, and 15 are not included in the calculation because they only relate marginally or not at all to LIXIL’s main business. Use-phaseemissions of products that indirectly consume energy such as during water heating is excluded from Category 11).
Please refer to the item on the right for the latest environmental data assured by a third party. WEB Scope and details of environment-related data

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Contents

06
ENVIRONMENT

Commitment

CR Strategy & Governance Structure

Highlights

Material Issues & Three Strategic Pillars

Our People

Environment

Customers & Supply Chain

Society

ENVIRONMENTAL MANAGEMENT
We are strengthening company-wide management to reduce environmental risks that we seek to address in the LIXIL Environmental Vision 2050 and expand theenvironmental benefits that we offer to society.

Our Approachsecretariat office, namely the headquarters environmental

environmental issues, formulates CR Strategy targets andmanagement department.

measures, and monitors and supports the implementation of

LIXIL has positioned Water Conservation & Environmental

At the regular meetings of the ESC, which are

Sustainability as one of the strategic pillars of our Corporate

held at least once every three months, we formulate

Responsibility (CR) Strategy as we aim to make better homes

and implement environmental strategies, including

reviewed with the Board of Directors twice annually. Ina reality for everyone, everywhere. LIXIL Environmental

determining rules and policies relating to environmental

addition, when decisions on matters of significance or special

Vision 2050 calls for Zero Carbon and Circular Living andgovernance, deliberating and deciding measures toimportance are made by the Board of Executive Officers,

we are working to create environmental value and reduce

address environmental issues, and managing andupdates may be reported as necessary as part of regular

Circular Economy

environmental risks by developing innovative products andmonitoring company-wide environmental targets.

reporting to the Board of Directors by executive officers. We

Reducing Environmental Impact of
Product Lifecycle

services and reducing environmental impact across ourEnvironmental Management
Climate Change Mitigation
and Adaptation
Water Sustainability

business processes.
In order to promote company-wide initiatives andpriority initiatives and specific activities.
The execution of sustainability initiatives is reported and

The details of the debate and any resolutions are reported

are developing specific initiatives based on the determined

to the Corporate Responsibility (CR) Committee. Decisions

strategies and measures and the environmental governanceon matters of significance or special importance aresystems established by each business unit.

eventually realize this Environmental Vision, we haveelevated to the Board of Executive Officers for discussions

defined three focus areas: climate change mitigation andand approval, followed by the elevation to the Board ofgovernance frameworks and has been continuing

In FYE2022, the ESC established environmental

adaptation; water sustainability; and circular economy.

Directors for discussions and oversights. The CR Committee

discussions regarding the creation of new medium-term

As a foundation for promoting these focus areas, we are

identifies and reviews key sustainability issues, including

targets and strategies.

also working to reduce environmental impact throughout
product lifecycles and to strengthen our company-wide
environmental management.
PDF

LIXIL Environmental Vision (8.3MB)

Board of Directors
Approval and supervision of strategy as CR policy

ReportBoard of Executive Officers

Our System

Formulation and approval of strategy and policy

We updated our Environmental Committee in FYE2022
to create the Environmental Strategy Committee (ESC), in
which executive officers also participate as members, withthe aim of accelerating our global environmental activities.
Chaired by our Chief Technology Officer (CTO), the ESC

ReportCorporate Responsibility Committee
Formulation of strategy and policy and monitoring

Report, information sharing, coordination

Environmental Strategy Committee
Secretariat: Headquarters environmental management department

oversees activities across all our business units, corporate
functions, and consolidated subsidiaries through its

Environmental management structure

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Contents

06
ENVIRONMENT

Commitment

CR Strategy & Governance Structure

Highlights

Promoting Environmental Management

Circular Economy
Reducing Environmental Impact of
Product Lifecycle

Environmental Auditing

Environment

Customers & Supply Chain

Societyand regulations relating to air, water quality, soil, groundwater,
noise, waste, and hazardous chemicals, and we have had

We are working hard to achieve ISO 14001 certification

in-house education and evaluation systems, participates in

at targeted production sites in order to strengthen

external initiatives, and enhances environmental disclosure.

environmental governance at all relevant locations including

zero severe violations that incur fines of $10,000 or more.
WEB

Environmental datagroup companies. In FYE2022, 93.7% of targeted sites

Environmental Management

Water Sustainability

Our People

LIXIL determines our code of conduct, conducts audits, creates

LIXIL Environmental Sustainability Principles
Climate Change Mitigation
and Adaptation

Material Issues & Three Strategic Pillars

Striving to help people live in harmony with the earth, LIXIL

Environmental Education and Internal Evaluation

were certified.

ISO 14001-Certified Sites

We strive to inform and educate employees at different(FYE2022)

is committed to continuing our environmentally sound efforts

levels of the company about environmental initiatives. We

in every aspect of our business activities.

Certification ratio

93.7％• Continually improve environmental management systems
and performance• Adhere to rigorous compliance• Develop and provide environmentally sound products

business operation• Proactively communicate with all stakeholders

PDF

List of ISO-certified sites (184KB)

LIXIL Environmental Sustainability Principles (50KB)

monthly reports on environmental trends to top management,
including the directors and executive officers. In FYE2022, we
invited external experts to a seminar on “What is expected ofcompanies regarding TCFD” as part of our drive to enhance

We also have an internal environmental auditing system

understanding of the importance of information disclosurethat covers all our production bases as well as non-that complies with Task Force on Climate-related Financial

production bases and group companies in Japan. We

Disclosures (TCFD) recommendations.

conduct internal audits at production bases based on ISO
PDF

Environmental Management System (EMS) training for EMS
promotion managers and operators at each site, and distribute

Targeted sites:
Production sites in which
we have a 50% stake or more

and services• Reduce environmental impact in every process of the

conduct environmental training for new recruits, provide

In addition, we evaluate and award environmental

14001 to check that environmental management systems

activities led by employees at each site. Regarding

are effective and law-abiding. At non-production bases andthe compensation system for executive officers, wegroup companies, we conduct internal audits according tohave introduced stock-linked compensation that helps

our own ISO-based environmental management systems andencourage their contribution to improving the company’s

are gradually expanding the number of companies covered.

medium- to long-term corporate value, including

We follow up on any matters highlighted by the internal audits

environmental, social and governance (ESG) factors. For

and confirm that improvements are being implemented to

officers who are expected to improve the company’s value

ensure the effective operation of our management systems.

over the medium- to long-term, including from an ESG

Our headquarters environmental management department

perspective, the ratio of stock-linked compensation to totalalso started auditing the environment managers at individualcompensation is set higher based on the deliberation ofbusiness units in FYE2018.

the Compensation Committee.

Furthermore, as part of our environmental risk
management, we strive to comply with environmental laws

CR

CR Governance Structure (P13)

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Contents

06

Commitment

CR Strategy & Governance Structure

Highlights

Participating in Initiatives inside andoutside Japan
LIXIL is very vocal in our commitment to environmental

ENVIRONMENT

Material Issues & Three Strategic Pillars

Our People

Environment

Customers & Supply Chain

Society

Environmental Disclosurein order to earn the long-term trust of our stakeholders.

Information Disclosure Based on
TCFD Recommendations

CDP Disclosure and Rating

In March 2019, we announced our endorsement of TCFD

We promote prompt and highly transparent information disclosure

conservation and participates in initiatives both inside andoutside Japan in order to help solve issues at an industry level.

and, since then, we have been promoting information
Environmental Management
Climate Change Mitigation
and Adaptation
Water Sustainability• Task Force on Climate-related Financial Disclosures (TCFD)

relating to our environmental activities through responses to
An initiative that seeks to promote the disclosure of information
relating to climate change risks and opportunities. LIXIL

CDP, leading surveys in the environmental field.

disclosure based on TCFD recommendations.
In FYE2020, we conducted a scenario analysis ofclimate-related risks and opportunities in line with the TCFD

LIXIL achieved the highest A rating in the CDP Water

recommendations for a portion of our business under aSecurity 2021 relating to water resource management, andsupport program by Japan’s Ministry of the Environment.

also earned an A- rating for our climate action. In addition,

In FYE2022, we further expanded the range of target

we were included for the second consecutive year in thebusinesses, conducted a risk and opportunity analysis, andhighest-rated Leaderboard in the CDP Supplier Engagement

proactively formulated countermeasures. Then, in June

An international corporate initiative that seeks to achieve

Rating, which evaluates initiatives for reducing greenhouse

2022, we created a new webpage to disclose more detailed

100% renewable electricity in business activities. LIXIL

gas emissions across the supply chain.

accounts of the analysis and countermeasures. Please referannounced our endorsement in March 2019.

Circular Economy
Reducing Environmental Impact of
Product Lifecycle

We are promoting the disclosure of detailed information• RE100

joined in October 2019.

to the following items for more details.

• Science Based Targets initiative (SBTi)
An initiative that promotes the achievement of sciencebased emissions reduction targets that align with the Paris
Agreement. LIXIL’s greenhouse gas emission reduction targets
were approved as SBTs in November 2017, and we arepreparing for revalidation to update to more ambitious targets.

• Japan Climate Leaders’ Partnership (JCLP)

WEB

Environmental data

WEB

Disclosure based on TCFD recommendations

A group of Japanese companies aiming to create asustainable decarbonized society. The group implementsWEB

CDP Water Security rating 2021

management strategies, fosters corporate cooperation, andWEB

CDP Supplier Engagement rating

makes recommendations to the Japanese government toachieve it. LIXIL has participated since September 2014.

LIXIL Corporate Responsibility Report 2022

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Contents

06
ENVIRONMENT

Commitment

CR Strategy & Governance Structure

Highlights

Material Issues & Three Strategic Pillars

Our People

Environment

Customers & Supply Chain

Society

CLIMATE CHANGE MITIGATION AND ADAPTATION
We are promoting company-wide initiatives to achieve net-zero greenhouse gas emissions from business processes, products, and services across our organization andproviding solutions to support climate change adaptation.

Our Approachproviding water-saving products. We also pursue climatechange adaptation by providing solutions that help improve• Thermal insulation renovation method forexisting homes

In order to realize our Zero Carbon and Circular Living

preparedness for natural disasters, such as typhoons andOur Marugoto Dannetsu Reform is a high-performance

Environmental Management

environmental vision, LIXIL has designated climate

torrential rains, and heatstroke due to extreme heat.

housing construction method to reinsulate entire homes by

Climate Change Mitigation
and Adaptation

change mitigation and adaptation as one of our focus

In addition, we seek to reduce CO2 emissions acrossimproving the thermal insulation performance of walls, floors,

areas and positioned that goal as a priority among

the entire lifecycle of our products and services by using

ceilings, and openings, while utilizing the structure of existing

our material issues. As part of our goal to reduce CO2parts and materials that curb carbon emissions, including

homes. It helps improve energy-saving properties of existing

emissions from business processes, products, andrecycled materials, and designing products to be long-lastinghouses by renovating homes to become high-performing,

Circular Economy

services to net zero by 2050, by FYE2031, we aim toand recyclable.

without a need to rebuild a house from scratch. Our scheme

Reducing Environmental Impact of
Product Lifecycle

reduce CO 2 emissions from operational activities (Scope 1

Water SustainabilityCR

to support the installation of superior whole-house insulation

Circular Economy (P63)

and 2) by 50% compared to FYE2019 and CO2 emissions
from supply chains (Scope 3) by 30%* compared to theusing our Super Wall construction method has won theDeveloping High-Grade Thermal Insulation Products

same year. We also intend to support climate change
adaptation by providing solutions, such as for dealing
with natural disasters or for preventing indoor heatstroke.
* Excluding use-phase emissions from products that indirectly consume
energy such as during water heating.

Agency for Natural Resources and Energy Commissioner’sAward at the 2021 Energy Conservation Grand Prize.

• TW triple-glazed high-performance hybrid window(TOSTEM)
The hybrid frame made from mixture of aluminum and resin
and the triple-layer glass offers a high degree of thermal
insultation, thus reducing

Products and Services

the amount of energy

The energy consumed by LIXIL products during their end-use

used for heating and air-phase is the primary source of CO2 emissions in the lifecycle

conditioning and helpingof LIXIL products and services. LIXIL provides products andreduce CO2 emissions.

services that can help reduce emissions through their highinsulation, water-saving, or energy-generation capabilities.
That is why we believe that we have a major role to play in
reducing CO2 emissions from houses and buildings.
We are seeking to mitigate climate change by providing
highly insulated windows and front doors, introducing
high-performance construction methods for reinsulating
entire homes including walls, ceiling, and floors, and

TW

WEB

Thermal insulation products (Japanese only)WEB Winning award for our Super Wall construction method(Japanese only)

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Contents

06
ENVIRONMENT

Commitment

CR Strategy & Governance Structure

Highlights

Developing Water- and Energy-Saving Products

Material Issues & Three Strategic Pillars

Our People

Promoting Net-Zero Energy Houses (ZEH) and
Buildings (ZEB)• Eco Aqua Shower (INAX)

Environment

Customers & Supply Chain

Society

Climate Adaptation Solutions• External Style Shade sun blinds (TOSTEM)

It offers double the benefits with a large shower head that

• ZEH Promotion Services

It helps reduce the energy use for air-conditioners andemits large droplets of air-filled water for a more comfortable

LIXIL TEPCO Smart Partners Inc. (LTSP) is developing

prevent indoor heatstroke by cutting the sun’s heat outside

showerTatetoku Value and Tatetoku Denchi services for ZEHs built

the windows and controlling indoor temperature.

experience andusing LIXIL products. The services allow consumers tobetter water- andinstall solar-power generation and energy storage systems

energy-saving

at reduced initial costs in exchange for any surplus energy

performance.

revenue for a period of 10 years.

Environmental Management
Climate Change Mitigation
and Adaptation
Water Sustainability
Circular Economy• Hybrid environment monitoring system
Segel E-Control System

Reducing Environmental Impact of
Product Lifecycle
WEB

Water- and energy-saving products (Japanese only)

It measures the external and internal environment, such astemperature and humidity, analyzes the data in real time

Reducing CO2 Emissions with IoT-Enabled Products

to ascertain the comfort index, and automatically controls
air-conditioning and windows. The system reduces energy• ・IoT-Enabled Smart Delivery Box

consumption through the combination of natural ventilation

LIXIL is helping reduce the number of redeliveries and theand control of heating and air-conditioning.

volume of CO2 emissions by providing two-way communication

Style Shadebetween• Residential Window Shutter (TOSTEM)）

smartphones

It serves as a tool for disaster preparedness and mitigation by,

and delivery

for example, preventing damage to houses during typhoons.

boxes, sending
notification ofWEB

Climate-change adaption products (Japanese only)

deliveries andWEB

Disaster mitigation products (Japanese only)

enabling users toaccept multiple
separate deliveries.

WEB

IoT-Enabled Smart Delivery Box (Japanese only)WEB

ZEH-related products and services (Japanese only)WEB

ZEB-related products (Japanese only)

PDF

Segel E-Control System (Japanese only) (1.2MB)

LIXIL Corporate Responsibility Report 2022

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Contents

06

Commitment

CR Strategy & Governance Structure

Highlights

Business Operations

Material Issues & Three Strategic Pillars

Our People* A power generation system that uses a heat recovery unit to capture
waste heat and turn it into thermal energy.

ENVIRONMENT
Environmental Management
Climate Change Mitigation
and Adaptation

Customers & Supply Chain

Societyof electricity. Our Klaeng plant in Thailand, one of the five
GROHE plants, installed 3.2MW solar panels on its rooftop,
cutting annual CO2 emissions by approximately 2,400 tons. We

LIXIL is advancing initiatives across the company to achieve
net-zero CO2 emissions from our business processes byEnvironment

Transition to Renewable Energy

also operate megawatt-scale solar power plants that produce
approximately 34,700MWh of power per year at eight locations

2050. We are promoting strict energy-saving activities infactories and offices, the use of renewable energy, and

LIXIL is making the transition to renewable energy as part ofin Japan, and we installed a 5MW solar power system at

CO2 emissions reduction across the supply chain fromour drive to reduce CO2 emissions from our business processes

TOSTEM THAI (Thailand plant) in FYE2022. At the end of

procurement to distribution.

to net zero by 2050. That drive includes our membership in

FYE2022, our renewable energy ratio reached 15.9%, cutting

RE100, a global initiative of companies committed to sourcing

annual CO2 emissions by 19,000 tons from the previous year.

Improving Energy Efficiency at Production Sites

100% renewable electricity for their operations.

Circular Economy

We are taking steps to improve energy efficiency at eachelectricity at three production sites, four offices including

Reducing Environmental Impact of
Product Lifecycle

site, such as pinpointing issues with production processes

the headquarters, seven distribution centers, and 84 sales

In FYE2022, we increased operation of our round-trip

and reviewing equipment.

bases in Japan. Outside of Japan, in addition to all LIXIL

shipping container program that allows shared use of

At our Tono plant in Gifu, Japan, having lowered theInternational faucet fitting plants and distribution centers (10logistics equipment with other companies. We achieved

defect rates and improved the efficiency of production

locations in total), three plants in Mexico are also scheduled

round-trip use of 686 containers in total with our partners,

processes, we were able to consolidate one existing kiln withto switch to renewable energy in FYE2023, a move that will

reducing CO2 emissions by approximately 96 tons a year.

another and reduce the LPG used in the kiln by 30% fromhelp reduce CO2 emissions and also reduce costs.

Water Sustainability

So far, we have successfully switched to 100% renewable

Reducing CO2 Emissions from Distribution

Our Hokkaido Distribution Center addressed the issues

FYE2021. At our Yokohama plant, another site in Japan, theFurthermore, we aim to help improve corporate valueof declining loading efficiency and a driver shortage byfrequent opening and closing of rolling shutters decreased

even further by switching from purchasing renewable energy

combining freight with other companies in the samethe efficiency of the air conditioners, so we installed air

certificates to using on-site generated renewable energy

industry. In FYE2022, the initiative expanded the target

curtains on parts of the shutters. Operating the air curtains

at our production plants. For instance, the five plants thatarea to cover all across Hokkaido, and successfully reduced

when the shutters are opened improves the internal factory

produce GROHE products generate approximately 8,000MWhthe combined driving distance by partner companies byenvironment and reduces CO2 emissions from heating

approximately 590,000 kilometers a year and CO2 emissions

and cooling the air. We have also encouraged factories

per tonne-kilometer by 20.9%.

and distribution centers in Japan to switch to LED lighting,achieving a switchover rate of over 95% to date.
Our production plant in Lahr, Germany, has replaced
inefficient boilers with a cogeneration system,* contributing
to an annual CO2 emissions reduction of 2,550 tons. All
plants and distribution centers for the GROHE brand aroundthe world are certified according to ISO 50001 Energy
Management Systems.

Klaeng plant in Thailand

WEB

Environmental data

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Contents

06
ENVIRONMENT

Commitment

CR Strategy & Governance Structure

Highlights

Climate Change Mitigation
and Adaptation
Water Sustainability
Circular Economy
Reducing Environmental Impact of
Product Lifecycle

Our People

Environment

Customers & Supply Chain

Society

WATER SUSTAINABILITY
As a leading company in water-related products, we create environmental value for water through water conservation, water circulation, and water purification technologies.

Our Approach
In order to realize the circular economy, set forth inEnvironmental Management

Material Issues & Three Strategic Pillars

LIXIL’s Environmental Vision, we have designated water
sustainability as one of our focus areas and positioned thatgoal as a priority among our material issues. As a leading
company in water-related products, we aim to help people• Saybrook Filtered Kitchen Faucet

Water-Saving Toilets

It uses high-grade filtration technology that offers safe and• SATIS (INAX)
It achieves considerable water savings, while also deliveringstrong cleaning performance.

delicious drinking water.

• GROHE Blue
It is a household water system that can dispense chilled or• Studio S (American Standard brand)carbonated water from the kitchen faucet.

The brand offers toilet

enjoy the benefits of water to the full and to help secure

products that save at least

sustainable water use on a global scale.

20% more water than thestandard criteria set by a US

Products and Services

government agency.

LIXIL provides solutions for using water resources
sustainably while also creating additional environmental
value for water. We do this by encouraging the use of water

SATIS

GROHE Blue

purification technologies and products and services thatWEB

Water-saving toilets (Japanese only)WEB

Saybrook Filtered Kitchen Faucet

reduce water consumption, such as water-saving toilets,

WEB

American Standard water-saving toilet

WEB

GROHE Bluewater faucets, and smart water controllers.
We seek to conserve water by reducing water consumption,
while also cutting waste and energy use through waterpurification products that can help reduce the consumption of

Water-Saving and Water-Purifying Products• Navish Hands-Free faucet (with Eco Sensor) (INAX)
It saves energy andbottled water and water delivered to the home.

We are also developing products that can help prevent
water-related troubles in the house, such as our remotecontrollable GROHE SENSE GUARD that, when used
together with awater through touchlesssmartphone app,functionality that enables

can notify users

water to be dispensed andof a leaking pipe

stopped using an automaticor other water

sensor, and Eco Sensor

problems and turnfunctionality that separates
Navish Hands-Free faucetWEB

off the water supply.

hot and cold water.

Water-saving and water-purifying products (Japanese only)WEB

GROHE SENSE GUARD

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Contents

06
ENVIRONMENT
Environmental Management
Climate Change Mitigation
and Adaptation
Water Sustainability
Circular Economy
Reducing Environmental Impact of
Product Lifecycle

Commitment

CR Strategy & Governance Structure

Highlights

Business Operations

Material Issues & Three Strategic Pillars

Our People

Environment

Customers & Supply Chain

Society

Introducing Wastewater Recycling Systems

Based on risk assessment results at each site, we
promoted initiatives in FYE2022 to reduce water shortage

We are working to use water resources sustainably inrisks at a total of six sites in Mexico, India, and Thailand, and

LIXIL is promoting efficient water resource use through water

all business processes across the company. At sites

achieved much higher water use efficiency than originallyrecycling. In FYE2022, we used approximately 780,000

that use water for manufacturing, we work to identify

targeted. We then conducted another water risk assessment

cubic meters of recycled water.

water-related business risks in each region and takein March 2022 to prepare initiatives for FYE2023 onwards,

At our Tlaxcala plant in Mexico, we installed a water

appropriate steps to improve water efficiency, recycle

which identified four sites in Mexico and Thailand as high-recycling system that treats manufacturing wastewater

water, and manage wastewater.

risk (see graph below). Going forward, we intend to regularly

for reuse. The wastewater generated by manufacturing

update our analysis and to plan and implement appropriate

processes such as product cleaning and leak detection ismeasures in each site to further reduce risks.

treated using a reverse osmosis (RO) membrane filtration

Identifying Water Risks at Production Sites

system;* approximately 50,000 cubic meters of water
In order to better understand local conditions and introduce

Percentage of Production Sites by Water Risk Level

appropriate measures to address the problem of increasingly(As of March 2022)

treated with this system is reused in the manufacturing
5%

scarce global water resources, LIXIL started conducting

14%

surveys in FYE2017 to identify water risks at 67 production
sites that use water in their manufacturing processes.

Total

Our risk assessment process involves first creating a

77 sites

geographical risk profile using the international WWF Water
52%

Risk Filter assessment tool. We then conduct surveys of sites

meters per year by using a water circulation system that canto increase our use of recycled water and reduce water
consumption at plants in the Asian and North American

12%

regions where water shortages are severe.
* A type of filtration membrane that enables water to flow through while
blocking impurities such as ions and other molecules.

Total

to perform comprehensive water risk assessments.

industrial water consumption by approximately 42,000 cubic
recycle rainwater and factory wastewater. We will continue

29%

4%
3%Low Risk Level*
Water risk
High
Percentage of Water Intake
by Waterthat are revealed to be high-risk. This approach enables us

process. TOSTEM THAI (Thailand plant) has also reduced its(As of March 2022)

Water Risk Assessment Process

STEP 1

STEP 2

Geographical risk
assessment

Surveys at
high-risk sites

12,837,000

34%

10%
7%

m3

Total
53%

STEP 3Comprehensive
water risk
assessment

Water risk

14,730,000
48% m3

Water Risk
Low

30%

High
Water risk

Low

High

* Total water intake by production sites that use water in their
manufacturing processes.
* Targets those production sites that use water in their
manufacturing processes (excluding a plant in India)

Tlaxcara Plant in Mexico

WEB

Environmental data

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06
ENVIRONMENT

Commitment

CR Strategy & Governance Structure

Highlights

Material Issues & Three Strategic Pillars

Climate Change Mitigation
and Adaptation
Water Sustainability

Environment

Customers & Supply Chain

Society

CIRCULAR ECONOMY
We promote the company-wide sustainable use of raw materials across the entire lifecycle of our products, from raw materials procurement through production,
end use, and product disposal.

Our Approach

Product Development Using Recycled Materials

Upgradable Design• Cradle to Cradle Certified® products (GROHE brand)• Replaceable spout with built-in water purifier

In order to realize our Zero Carbon and Circular Living
Environmental Management

Our People

environmental vision, LIXIL has designated circular economy
as one of our focus areas and positioned that goal as apriority among our material issues. We use a variety ofresources. In order to ensure the sustainable use of limited
resources, we are promoting circular production acrossCircular Economy

all product processes, from procurement of raw materials,

Reducing Environmental Impact of
Product Lifecycle

including metals, timber, resin, and ceramics, through tomanufacturing, product use, and disposal. Fueled by the
LIXIL Plastics Action Statement announced in FYE2021, weare also working to reduce the amount of plastic we use, torecycle plastic, and to develop alternative materials.

Four productsSome LIXIL kitchen faucets

have been certified

are designed so that just theGold for satisfying

spout portion can be replaced

the five Cradle towith one that has a built-in

Cradle international

water purifier. This helps

criteria: material

reduce waste when the faucet

health, material

reaches end-of-life.

reutilization, renewable energy & carbon management, water
stewardship, and social fairness.

WEB

LIXIL Plastics Action Statement (1.3MB)

Products and Services
We are seeking to use recycled raw materials, design for

Upgradable products (Japanese only)• Resin window EWWith its design that uses more recycled content than conventional
products, the percentage of recycled materials, including resin

PDF

Can upgrade to faucet with water purifier

Renting and Leasing Comfortable Bathroom Spaces• withCUBE mobile bathroom boothscraps generated in the manufacturing process, in this sliding

This product can help reduce the amount of resources andwindow product* has increased by roughly three times.

energy used and the amount of waste generated acrossa product life cycle* In case of the S range

by providing toilet• KIRARA STAGE Mokucho artificial timber deck

spaces that can be

durability and reuse, make functional parts of existing

It is made from 100%

easily installed in andproducts replaceable and upgradable, and expand ourrecycled materials by

removed from various

offering of products as a service.

combining recycled

different locations

plastics and MDF wood

through rental anddust generated from thelease agreements.

These efforts are designed to help reduce resource andenergy inputs and waste across the product lifecycle.

processing of wooden
KIRARA STAGE Mokuchobuilding materials.

WEB

GROHE’s Cradle to Cradle Certified® products

WEB

Circular economy products (Japanese only)

WEB

withCUBE (Japanese only)

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Contents

06
ENVIRONMENT
Environmental Management
Climate Change Mitigation
and Adaptation
Water Sustainability
Circular Economy
Reducing Environmental Impact of
Product Lifecycle

Commitment

CR Strategy & Governance Structure

Highlights

Business Operations
LIXIL promotes the circulation of resources across all our

Material Issues & Three Strategic Pillars

Our People

Environment

Customers & Supply Chain

Societyand reduced the raw materials used by 80% by improving

the degree of environmental footprint. We also helped 14

operations and eliminating the cutting process.

companies that exert especially large implications on the

At our factories in Rayong and Rangsit, Thailand, we

environment implement improvements which earned them abusiness processes. At our production sites, we actively work

have been recycling waste materials that were previously

Level 2 certification.

to minimize new resource input, ensure the efficient andsent to landfill, such as sludge, mold, and ceramic scraps,

circular use of resources through reuse or recycling, andinto ingredients for making concrete. This has reduced thePromoting the Use of Greener Packaging

promote the recycling of waste. In Japan, Europe, and Asia,amount of landfill waste generated by the two factories by

LIXIL is also working hard to minimize resource use, recycle

we have achieved waste recycling rates of over 90%. We areapproximately 22,700 tons (98.2% compared to FYE2019)

resources, and use environment-conscious options for ouralso encouraging resource recycling across the entire supply

and boosted recycling rates to 98.0% in FYE2022. In

packaging materials. Our LIXIL Plastics Action Statement

chain by collaborating with various stakeholders. We haveaddition, our two ceramic factories in Mexico have managed

defines our commitment to reducing plastic use.

also set up a management system for hazardous waste andto recycle ceramic waste and gypsum molds previously

air pollutants in compliance with ISO 14001 standards.

earmarked for landfill.

Efficient and Circular Use of Resources at
Production Sites

Collaborating with Stakeholders across the
Supply Chain

sustainable alternative packaging materials for GROHEAt LIXIL International water faucet factories, we carry

Having obtained certification as a biomass businesspackages by 37 million a year.

out alloy smelting in in-house furnaces. Up to 80% of

operator and lobbied timber suppliers to join forest

the brass we use in these plants for the GROHE brand iscertification organizations, our Nabari Plant in Mie, Japan,

recycled material collected in and outside the factories.

succeeded in selling its previously discarded wood shavings• Eco-packaging for LIXIL Parts Shop, the official site
for purchasing parts in Japan

LIXIL factories in Japan are reducing the energy required

as biomass fuel and reducing its wood shavings waste to

We utilize biodegradable wrapping paper and cellophane,to produce new ingots and other aluminum products byzero in April 2020.

hemp twine, and paper cushioning, and also use easy set-

• GROHE brand’s Less Plastic Initiative
Since 2018, we have been switching from plastic toreusing aluminum scraps from outside their manufacturing

brand products. That helps us reduce the number of plastic

In FYE2022, TOSTEM THAI acquired Level 5, the highest

up outer boxes that can be assembled without any tape.

process; this reduces CO2 emissions by approximately

level in the Green Industry commendation system operated

Switching to paper cushioning will help reduce plastic use

640,000 tons per year.

by Thailand’s Ministry of Industry. In addition to pursuingby 2.4 tons annually.

With regard to plastic resources, we aim to recycle

initiatives within the organization, our efforts to support thematerials from one resin window into another. We are also

activities of business partners and suppliers and to extend• Switching water filter cartridge packaging to paper

promoting the effective use and recycling of resin materials

our environment-conscious network across the supply

Transitioning to paper for our water filter cartridge packaging

by, for instance, building systems to recycle materials left

chain earned

over from factory processes and introducing equipment

high praise. We

to sort and separate the materials. Our Tono Plant inin Japan will help reduce 3.5 tons of plastic use per year.

worked with 170• Shifting to 100% foam-free packaging

Gifu, another site in Japan,

major suppliers

Our sanitaryware manufacturing plant in Mexico will switch tosuccessfully reduced waste

to promote

100% foam-free packaging from FYE2023, which should help

from adjustment tiles usedenvironmental

reduce plastic use by 125 tons a year. This initiative has alreadyfor creating wall construction

activities thatbeen launched in Vietnam and other countries in Asia Pacific.

materials by 55 tons a year

took into accountFeeding raw materials into the aluminum smelterAward ceremony for Green Industry
promoted by Thailand’s Ministry of Industry

WEB

Environmental data

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Contents

06
ENVIRONMENT

Commitment

CR Strategy & Governance Structure

Highlights

Material Issues & Three Strategic Pillars

Our People

Our Approach

Environmentally Conscious Design

Environmental Management

than one billion people use LIXIL products every day. Iteach stage of the product development process to ensure

Climate Change Mitigation
and Adaptation

is essential to reduce environmental impact across thecompliance with environmental laws, and to help reduce

product lifecycle, from raw materials procurement throughthe environmental impact of products in all three lifecycle

manufacturing, use, and disposal, in order to proactively

stages: produce, use, and dispose.

Reducing Environmental Impact of
Product Lifecycle

Society

We seek to reduce environmental impact across the product lifecycle as a company offering products that provide long-lasting support for people’s lifestyles worldwide.

In Japan, we conduct an environmental assessment at

Circular Economy

Customers & Supply Chain

REDUCING ENVIRONMENTAL IMPACT OF PRODUCT LIFECYCLE

LIXIL boasts operations in over 150 countries, and more

Water Sustainability

Environment

Product-Related Environmental Assessment Steps
Product planning

Designing and testingSet environmental targets for new
products to be developed

Compare each evaluation criteria against
standards and existing products

conserve the global environment.
Final confirmation

LIXIL has determined Water Conservation & Environmental

Final check of strong selling points

Sustainability as a strategic pillar in our CR Strategy, and,in line with the LIXIL Environmental Vision 2050, we are
Eco product marketing

working hard to reduce environmental impact of the productlifecycle, positioning it as one of our material issues. We
are implementing initiatives as part of our company-wide
environmental activities driven by our Environmental
Strategy Committee.

Showcase selling points in catalogs andother marketing materials using eco
labels and graphs

Evaluation Criteria for Product-Related Environmental Assesment
Stage

Items to be considered

Eco product features

Reducing major component materials and parts

Resource-saving

Additional reductions from using recycled materials

Recycled material use

Efficient assembly and construction

Construction-saving

Using lawful, sustainable wooden materials

Lawfully logged wood

Reducing energy and water usage in everyday living

Energy- and water-saving

Improving performance using natural energy and zero energy use

Energy-creating / zero energy

Ease of maintenance and cleaning

Dirt-proofing, easy cleaning

Responding to sick-house countermeasures

F ☆☆☆☆ , etc.*

Material recyclability of main component materials and parts

Recyclable design

Reusability of main component materials and parts

Reusable

Produce

Use

Dispose* F☆☆☆☆ (four-star) is the highest rating in the formaldehyde emissions level rating scheme.

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Contents

Commitment

CR Strategy & Governance Structure

Highlights

Material Issues & Three Strategic Pillars

Our People

Environment

Customers & Supply Chain

Society06
ENVIRONMENTManagement of Chemical SubstancesAcross all of our business processes, LIXIL has been seeking

Environmental Management
Climate Change Mitigation
and Adaptation
Water Sustainability

Managing Chemicals in Operational
Processes
We are also striving to ensure chemical substances

to appropriately manage chemicals and reduce substances

LIXIL strives to appropriately manage any chemicalof concern that can negatively impact human health andsubstances contained in our products based on the laws

are appropriately managed in all processes in Japan,

environment, helping to resolve environmental pollution

and regulations of each market in which we operate (EUincluding design development, procurement, andissues and improve people’s comfort and lifestyles.

RoHS Directive, REACH Regulation, etc.) and our own

manufacturing. We seek to appropriately manage

guidelines. In Japan, we take action together with theinformation when collecting details on chemicals in

Circular Economy

Procurement, and Quality partner with our technology

procurement department based on the LIXIL’s Chemical

products from our suppliers, gathering internal data, andReducing Environmental Impact of
Product Lifecycle

businesses under the direction of the Chief Technology

Substances Management Rank Guidelines that stipulate

providing information to customers.

Officer to encourage appropriate management and operation

which substances are not allowed to be included inof chemical substances in products. We are working within

products and how to control and handle substances that are

this system to develop a management infrastructure andpermitted. Our inhouse training also includes study sessions

stronger governance.

on the guidelines and the latest regulatory trends to promote

In Japan, LIXIL’s corporate functions of Environment,

In FYE2022, we sought to further strengthen compliancewith international laws and regulations by expanding target
areas and enhancing our company-wide frameworks for
obtaining and sharing the latest regulatory information at
the earliest possible opportunity. We aim to strengthen

employee awareness and understanding of these issues.

Design development

We seek to reduce substances of concern inproducts based on the concept of Design forEnvironment, and lower the risks relating to them.

Management of Chemical Substances (304KB)

LIXIL’s Chemical Substances Management Rank Guidelines(660KB)

Chemical Substance Database
Product
component data

Chemical Substance Management Process

SurveySurvey form

Suppliers

Chemicaldata

Respondcompliance through these initiatives.
PDF

PDF

Procurement

Production

Information sharing

We obtain and manage information on
chemicals from our suppliers, and use thatdata for handling raw materials and providing
information both internally and externally.

We seek to reduce and manage substancesof concern in manufacturing processes, andminimize the amount used in products oremitted into the environment, or the impact on
the health of factory workers.
We provide information on substances ofconcern to ensure comfortable product use,
and respond swiftly to customer inquiries.

Report Customers
Chemical database

Reducing Substances of Concern
In new product development, we prioritize the reductionof substances of concern in our products to meet strong
societal demands. We also collaborate with our suppliers
to find alternatives to any substances of concern in our
existing products.

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Contents

07
CUSTOMERS &SUPPLY CHAIN

Commitment

CR Strategy & Governance Structure

Highlights

Material Issues & Three Strategic Pillars

Our People

Environment

Customers & Supply Chain

Society

CUSTOMERS & SUPPLY CHAIN
We are committed to delivering customer-focused products and services andpromoting responsible supply chain management.

Responsible Supply Chain
Management
Product Safety & Quality
Customer Satisfaction

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Contents

07
CUSTOMERS &SUPPLY CHAIN
Responsible Supply Chain
Management
Product Safety & Quality
Customer Satisfaction

Commitment

CR Strategy & Governance Structure

Highlights

Material Issues & Three Strategic Pillars

Our People

Customers & Supply Chain

Environment

SocietyHighlights

Supply Chain
TargetQuality & Satisfaction

Through responsible management of the overall supply chain, deliver a stable portfolio of products and fulfill
stakeholder accountability.

TargetStrengthen relationships with customers
through our products and services.

Responsible Procurement Survey
Coverage ratio(based on purchased amount)
Result100 (%)

97

94

90

90

75

Result50

Target

90% 90%Target

68.4% 70%25

(in Japan)

Customer support satisfaction level0

FYE2020

FYE2021

FYE2022

FYE2022(Target)100 (%)
75

73.5

67.7

68.4

70.0

FYE2021

FYE2022

FYE202250

Conformity rate

100 (%)

89

91

91

90

25

75

Result0

Target

91% 90%FYE202050
25(in Japan)

Improvement rate of low-rated suppliers

0100 (%)

FYE2020

FYE2021

FYE2022

FYE2022

100

100

100

100

FYE2020

FYE2021

FYE2022

FYE2022(Target)(Target)Survey target: Professional users* In FYE2021 and FYE2022, our response rate declined
due to a shortage of call center personnel during the
COVID-19 pandemic, so we are strengthening our online
support and other avenues of response.

75

Result100

Target

%

100

50

%

25

(in Japan)0(Target)

LIXIL Corporate Responsibility Report 2022

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Contents

07
CUSTOMERS &SUPPLY CHAIN

Commitment

CR Strategy & Governance Structure

Highlights

Product Safety & Quality
Customer Satisfaction

Our People

Environment

Customers & Supply Chain

SocietyRESPONSIBLE SUPPLY CHAIN MANAGEMENT
We seek to enhance compliance across our entire supply chain, and provide stronger management and support for our suppliers.

Our Approach
LIXIL promotes the stable supply of products and responsible

Responsible Supply Chain
Management

Material Issues & Three Strategic Pillars

Promoting Responsible Procurement That
Upholds the Environment and Labor Safety
Selecting New Suppliers

Monitoring Existing Suppliers

to be one of our material issues. Stemming from this belief,

Our Supplier Assessment Standards used to selectWe also conduct regular inspections of our existing suppliers.

we base our procurement on the Ten Principles of the

suppliers include criteria in the following areas: quality,

LIXIL employs the process outlined below to designate

United Nations Global Compact (UNGC) in the four areas

cost, delivery, technical capabilities, and ability to deliver

important suppliers, which will be prioritized when sharingof human rights, labor, environment, and anti-corruption.

stable supply; environmental consciousness, such as

procurement policies, conducting surveys, and checking

In accordance with the UNGC principles as well as oursustainable use of resources and proper control ofprogress toward improvement.

Procurement Principles and Procurement Compliance Policy,

chemical substances; human rights; and labor safety.

Based on transaction value, 71% of LIXIL suppliers are

we seek to build sound partnerships with global suppliers to

We require new suppliers to understand and accept our

located in Japan, followed by China, Germany, and Thailand.

carry out procurement activities. Our LIXIL Code of Conduct

Supplier Code of Conduct. Once suppliers are selected,

For major suppliers in Japan, we hold annual meetings toalso specifies the ethical behavior that is expected of all ourwe also conduct assessments of their products.

explain responsible procurement principles and request

procurement across our supply chain as the foundation of
our CR activities, and considers supply chain management

staff, including prohibition of bribery.
Meanwhile, our Supplier Code of Conduct compiled in
FYE2018 requires that suppliers respect human rights, observe

LIXIL ascertains the compliance of new suppliers by checking

cooperation with surveys.

written responses to surveys of labor management, occupational
health and safety, anti-corruption, and other practices.

Procurement Transaction Amount Breakdown by Country

international labor standards, conserve the global environment,
and ensure fair business conduct. At the same time, we requestthat they demand equivalent standards from their own suppliers.

Flowchart for Important Suppliers Identification

for procuring parts and materials that exert the least impact
on the environment. In collaboration with our environmental
management department, we ask suppliers to understandand support our environmental initiatives and procurement
activities based on these guidelines.
PDF

LIXIL Procurement Principles (93KB)

PDF

Supplier Code of Conduct (213KB)

PDF

Green Procurement Guidelines (241KB)

China

2%
4%

9%

Germany

Primary supplierThailandAdditionally, in January 2020, we created Green
Procurement Guidelines outlining our policy and standards

Japan

Austria
Other countries

Provides criticalcomponent/product

5%
9%

71%

YES
Scope: Suppliers to LIXIL Corporation and its groupcompanies, excluding American Standard Brands.

Difficult to substitute
YES
Large-scale supplier(Monetary terms)
YES
Important supplierNO

Meets criteria set in
our Supplier Principles
YES

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Contents

Commitment

07
CUSTOMERS &SUPPLY CHAIN

CR Strategy & Governance Structure

Highlights

Conducting and Following Up on
Responsible Procurement Survey
LIXIL identifies supply chain risks by conducting a
responsible procurement survey and checking subsequent

Responsible Supply Chain
Management
Product Safety & Quality

Material Issues & Three Strategic Pillars

Our People

focused on improving any problems that are uncovered.
In Japan, we conducted a trial survey of some of oursecondary suppliers in FYE2021. Then, in FYE2022,

suppliers or determining whether to continue business with

we determined a five-year plan and specific targets foran existing partner.

expanding the coverage of secondary suppliers. We plan to

Details of the process are outlined below.

gradually expand the scope of the survey starting in FYE2023.

Select suppliers to be surveyed based on previous year’s

surveyed some of its suppliers, conduct a full-scale survey oftransaction value, etc.

its primary suppliers in China in FYE2022. In FYE2023,

Conduct a responsible procurement survey for chosen

we will also implement a full-scale survey of primary

suppliers, covering CSR management, fair business,

suppliers to LIXIL Americas. We are also taking similar steps

human rights, labor, occupational health and safety,

to identify risks and implement remedial measures in theconservation of the global environment, and contribution

EMENA region.

Outside Japan, we had LIXIL Asia, which had already1

2

Society

Number of Responsible Procurement Survey Items

LIXIL’s procurement department, allowing efforts to be

progress. Survey results form part of the basis for selecting

Customer Satisfaction

Customers & Supply Chain

Environment

CSR management

5

Fair business

12

Human rights

8

Labor

6

Occupational health and safety

7Conservation of the global environment

7

Contribution to the community

2

Total

47

PDF

Survey form (447KB)

to the community.
3

Compile survey results, classifying suppliers with substandard conformity rates as high-risk.

4

Responsible Procurement Survey Results

Manage high-risk suppliers individually to encourage
improvement.

Activities

Targets

For suppliers classified as high-risk through this process,we provide site visits and other forms of individual guidance
that help promote sustainable partnerships and strengthen
our supplier base, the primary goals of our supply chain
management strategy.
LIXIL reviewed our responsible procurement survey in
FYE2019. The new 47-question survey is easier to understandbecause it dovetails more closely with our Supplier Code of
Conduct, revised in FYE2018, and enables online responses.
This has lightened the survey load for both suppliers and

FYE2020KPI

Distribute Procurement
Principles, follow up
on survey results andrelated activities

Coverageratio (basedon purchasedamount)

Japan

90%

Overseas*1

90%Total conformity
rate

Japan

85%

Improvement
rate

FYE2021

Results
97%（1,212）

90%

（234）

Targets
90%（1,293)

85%

90%

*
（378）

2

Targets
90%
90%

Results
90%（1,357)

90%

（415）

89%

90%

91%

90%

91%

*3

89%

-

*3

89%

100%

100%

100%

80%

87%

-

Japan

100%

100%

100%

Scope: Suppliers to LIXIL Corporation and its subsidiaries. Figures inparentheses represent the number of applicable companies.
Japan: Procurement by operating sites in Japan
Overseas: Procurement by operating sites outside Japan

Results
94%

Overseas*1

FYE2022*1 Excluding American Standard Brands.
*2 If we exclude LIXIL Asia from the scope, which we have started to cover in thesurvey by stages in FYE2021, the result goes up to 92% (336 companies).
*3 Not fixed yet as the scope is now under reconsideration.

LIXIL Corporate Responsibility Report 2022

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Contents

07
CUSTOMERS &SUPPLY CHAIN
Responsible Supply Chain
Management
Product Safety & Quality
Customer Satisfaction

Commitment

CR Strategy & Governance Structure

Highlights

Material Issues & Three Strategic Pillars

Our People

Strengthening Support to SuppliersWorldwide
as supplier visits and support.
LIXIL provides training for procurement staff at factories

Environment

Customers & Supply Chain

Society

Follow-Up Activities with Japanese Suppliers

We receive regular reports from Chinese factories thatoutside Japan as part of efforts to deepen understanding ofexperienced onsite training in FYE2019 about their follow-up

We follow up with suppliers in Japan through onsite visits andresponsible procurement and support suppliers. We are also

activities with suppliers, and we are seeing more examples of

online interviews. The COVID-19 pandemic has prompted us

strengthening the support we offer to suppliers in Japan,

where those activities have led to concrete improvements in

to hold more virtual dialogues with suppliers, which made ourmainly from the head office procurement department.

safety, disaster risk reduction, and other measures. We planfollow-up process more systematic and efficient.

to further strengthen these follow-up activities and introduce

Employee Education at International Factories

them in other regions as well.

We share with them information on issues andrisks uncovered through our responsible procurement
survey. We also support them with their own corporate

In FYE2019, we conducted training for procurement

responsibility initiatives, such as by providing guidance

departments at our factories in China. Lectures led byon information disclosure and communication related tomembers of the head office procurement departmentcommunity development.

provided information on the importance of responsible

An employee from headquarters procurement

procurement and related social trends, enhancing thedepartment, which is in charge of follow-up activities

understanding of the company’s challenges under ourinside and outside Japan, said, “Responsible

Procurement Principles. In addition to that, personnel fromprocurement initiatives are the first step toward

local and head office procurement departments jointly

strengthening compliance. We take the long view byvisited supplier factories to provide on-the-job training
and assist with aspects requiring improvement. Local

Chinese factory team that provides supplier support

emphasizing the significant upsides of responsible
procurement to suppliers and getting to know thestaff commented on how the experience reinforced their

suppliers as closely as possible so that we can extend any

understanding of the importance of CR, and inspired themnecessary support.”

to utilize insights gained through the training to help their
suppliers with improvement activities.

International Factories Provide Follow-Up
to Suppliers
The procurement departments at factories outside Japan
where the above training took place make their own plans
and conduct their own independent follow-up activities such

Suppliers working to strengthen safety and disaster risk reduction

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Contents

07
CUSTOMERS &SUPPLY CHAIN

Commitment

CR Strategy & Governance Structure

Highlights

Product Safety & Quality
Customer Satisfaction

Our People

Environment

Customers & Supply Chain

Society

PRODUCT SAFETY & QUALITY
We are committed to eradicating serious product-related accidents and ensuring superior quality in manufacturing by consistently improving our product quality
management systems.

Our Approach
LIXIL firmly believes that product quality is the key toearning the trust of our customers and society. We have

Responsible Supply Chain
Management

Material Issues & Three Strategic Pillars

stipulated improving the quality and safety of our products
as one of our material issues. We have published the LIXILCEOHQ quality promotion manager:
Safety and Quality Management
Division leader
Quality manager at each technology businessvarious countries around the world. Serious product-related

Quality manager at each teammanagement initiatives such as confirming legislativecompliance based on the LIXIL Product Safety Principles.
PDF
PDF

2. Materials & Parts Procurement
We set quality standards to which our business partners must
adhere. We also design joint activity themes to help resolve
quality-related issues whenever necessary.

pursuit of highest-quality manufacturing and services inour reputation. That is why we pursue product quality

Environmentally Conscious Design (P65)
Promoting Universal Design

Quality officer: CTO

Quality Principles in 14 languages to ensure the continuous

problems make customers anxious and adversely affectCR
WEB

Quality management system

Enhancing Quality across Product Lifecycle

3. Commercialization, Production & Sales
We only commercialize products that have passed rigorous
stress tests and quality checks for durability, weather resistance,and other properties. Products that require specific labelingto indicate conformance with safety and quality standards are

To ensure customer safety, LIXIL is focused on

clearly marked in our catalogues and other sales materials as

LIXIL Quality Principles (166KB)

enhancing quality across the full lifecycle of all products,

meeting required criteria.

LIXIL Product Safety Principles (40KB)

from development through to design, procurement,

We also strive to provide better, readily understandable

manufacturing, distribution, and after-sales support.

product explanations, including experience-based showroom

Our System

displays and online videos, to ensure that customers select1. Design and Development

appropriate products.

LIXIL works to develop robust company-wide productDuring the development stage, we aim to strengthen our ability toquality management systems and resolve any quality-

pinpoint fresh customer value by introducing techniques such as

4. Responding to Product Defects & Issues

related issues at the initiative of our Safety and Quality

fault tree analysis (FTA), failure mode and effect analysis (FMEA),

We have a system in place for incorporating customer opinions

Management Division overseen by the Chief Technology

and design review based on failure mode (DRBFM), which arewith regard to product-related accidents and defects. We

Officer (CTO), who reports directly to the company CEO.

used globally to assess risks that may arise when using products.

thoroughly investigate the cause of any problem via the system

LIXIL International oversees product quality outside

Furthermore, in addition to customer comfort and ease of

and implement improvements, not only in product design, but

Japan, with product-specific Chief Operations Officers

maintenance, we promote product design and development

across all processes from manufacturing to distribution. To(COOs) managing product quality directly.

that achieves both environmental consciousness and universal

prevent product defects and problems, the process covers

design that is easy for everyone to use. We are also seeking to

not only pursuing organizational management to ensure

conducts regular management reviews, has been working

ensure accurate recognition of and compliance with local andimprovements are fully integrated, but also developing

to strengthen quality control by increasing the number ofinternational laws and regulations as we continue to pursue

governance frameworks to promote better management.

reviews conducted to once a quarter starting in FYE2021.

collaborative development projects globally.

The company-wide quality management conference, which

LIXIL Corporate Responsibility Report 2022

72

Contents

07
CUSTOMERS &SUPPLY CHAIN
Responsible Supply Chain
Management
Product Safety & Quality
Customer Satisfaction

Commitment

CR Strategy & Governance Structure

Highlights

Stage Gate System
In product development, LIXIL categorizes the various processes

Material Issues & Three Strategic Pillars

Our People

Nurturing a Culture That Strives for Superior
Quality Product Manufacturing

Environment

Customers & Supply Chain

Society

Promoting Internal Awareness through InformationSharing and Forums

from research and development to commercialization and

LIXIL works to build a culture that focuses on enhancing quality

We use inhouse social media platforms to post quality-

merchandising into “stages” and places “gates” between

through training and awareness-raising activities. We measure

related policies, CEO messages, and case studies as part oftransitions to subsequent stages. Under this system, we ensure

the level of awareness of quality via a survey of all employees inour year-round awareness-raising activities. In FYE2021, we

evaluations are carried out and management decisions are

Japan and work to generate further improvements.

created the LIXIL Quality Journal to help consistently raise

made properly. To raise the level of completion in design, quality,and production, the development, manufacturing, and sales

employee awareness on quality-related topics. The journal

Quality Control and Product Safety Education

departments collaborate with each other at each stage of thehighlights initiatives and stories of departments that haveused their mistakes to make improvements.

development process. The criteria for gate evaluation are also

LIXIL has set up a quality education system to provide

re-examined on an ongoing basis to promote the developmenttraining on enhancing quality and ensuring product safety.

outstanding improvement-focused activities chosen from amongof even higher-quality products.

In FYE2022, we conducted training sessions on managing

LIXIL group companies worldwide. Thanks to the consistentquality and preventing product-related accidents forconveying of information and other awareness-raising activities,

approximately 300 manager-grade employees in order to raise

we have seen an increase in recent years in customer-oriented

awareness of quality further among our company leaders. As

improvement activities that focus more earnestly on customer

part of this effort, we use examples of past quality defects andneeds. In FYE2022, the forum was conducted online for a

product-related accidents along with the actual products andworldwide audience and attracted approximately 3,600 viewers.

Concept of Stage Gate System
Customer opinion

GATE 1

Project start approvaldescriptions of background factors to promote understandingof the fundamental cause of product safety issues.

Safety design

GATE 2GATE 3Business plan approval

Final business plan approval

Safety checks

Monitoring quality
information

GATE 4Market launch &mass production approval

GATE 5

Review

All-Employee Awareness Survey and Action Plan

We also provide product safety education for new
employees, and offer educational opportunities for technical-

We conduct quality awareness surveys of all employees in Japan

stream employees on how to observe Japan’s Electricalin order to raise awareness of product quality and promote

Appliances and Materials Safety Act, Building Standards

quality-enhancing initiatives. Based on the survey results, weAct, and other relevant laws.

then formulate action plans for each department that include

We strive to prevent quality defects and accidents from

capital investments designed to improve quality. Thanks tohappening or reoccurring by identifying risks that can cause

progress made in each department, the overall survey score has

defects and accidents across the company, strengthening

improved for the second consecutive year.

employee awareness, and ultimately encouraging activities
that secure cross-sectional improvements.

* The above concept is developed into practical working solutions by our
individual business divisions and departments.

Our Product Quality Forum held each November rewards

The entire company is joining forces to improve product quality
and safety in a more open environment by, for instance, usingawareness surveys to increase opportunities for leaders and otherteam members to communicate on quality-related issues.

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Contents

07
CUSTOMERS &SUPPLY CHAIN

Commitment

CR Strategy & Governance Structure

Highlights

Responding toSerious Product-Related Accidents

Product Safety & Quality

within 24 hours of receiving notification, and sends an

Customers & Supply Chain

Environment

Society

FYE2020

FYE2021

FYE2022

Number of legal infringements

1

0

0

Number of serious product-related accidents

7

2

6

emergency notice to relevant departments. If an accident

Emergency Procedure for Responding to Accidents
Accident occurs

Customer
Informthat could have a serious impact occurs, the customer
to ensure a swift response. The center also cooperates
Report major accidents
within 10 days

with other departments to formulate on-site responses
and thoroughly investigate accidents. We submit a report

LIXIL

to relevant government authorities within 10 days of an
accident occurring as stipulated in Japan’s Consumer
Product Safety Act. We also seek to prevent a recurrence
by reflecting any lessons learned from accidents in productCustomer service center
Relevant departments

Product quality department
Personnel handling initial information

InformSerious Product Accident Committee

Requestmeeting

Regulatory reporting personnel

Investigate & compile aneffective response

RequestreportReportAuthorities

Cooperate

Initial guidanceFirst reportdesign, and proactively developing technologies that help
ensure accident prevention and safety. Regarding suspected

RespondDepartment receiving the initial information

service center reports it directly to senior management

Reportwithin24 hours

Customer Satisfaction

Number of Legal Infringements andSignificant Product-Related Accidents

Our People

At LIXIL in Japan, whenever a product-related accident
occurs, the product quality department collects information

Responsible Supply Chain
Management

Material Issues & Three Strategic Pillars

ReportConsumer Affairs Agency

National Institute of Technology & Evaluation (NITE)

legal infringements, our technology or other relevant
departments will ascertain if an infringement has actuallyoccurred, and submit a report to the authorities concerned.
We follow a similar process for suspected legal infringements
as we do for product-related accidents, namely, we conduct

Offering Information on How to Use
Products Safely

External Awareness-Building Activities
As part of our product safety-related activities, we havea thorough investigation of the cause and implement

We publish product-specific instructions for all major

developed a safety training program in cooperation withappropriate countermeasures to prevent a recurrence.

products on the website to ensure safe product use, along

NPO the Association of Corporation and Education (ACE) forwith videos illustrating how to look after and clean products

elementary school students, and provided this program free ofto ensure appropriate use.

charge to educators. We also conducted outreach classes on

Long-Term Guarantee to Facilitate Long,
Safe Customer Use

the theme “Think about Safety in the Home,” which attracted

Today, houses are designed to last much longer than in the past.

WEB

Product manuals (Japanese only)

In recognition of these changing trends, we offer a maximumWEB

How-to videos (Japanese only)

roughly 5,500 participants over a total of 181 sessions.

10-year LIXIL Long-term Guarantee Service that enables

WEB

Safety Education Program (Japanese only)

customers to use products safely over a longer period of time.

CR

LIXIL’s Outreach Classes (P94)

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07
CUSTOMERS &SUPPLY CHAIN
Responsible Supply Chain
Management
Product Safety & Quality
Customer Satisfaction

Commitment

CR Strategy & Governance Structure

Highlights

Material Issues & Three Strategic Pillars

Our People

Environment

Customers & Supply Chain

Society

CUSTOMER SATISFACTION
We are constantly enhancing our products and services and promoting communication to ensure continued and improved customer satisfaction.

Our Approach & System

to shorten the lead time between the receipt of an inquiry
and the response by the relevant department, but also seeks

To ensure that our customers enjoy all aspects of their living

to improve customer service productivity and customer

spaces, LIXIL seeks to maximize customer satisfaction bysatisfaction. We also aim to encourage purchases throughconsidering it one of our material issues and viewing things

the integration with our EC system.

from the perspectives of both professional users and end users.

In Japan, we also conduct satisfaction surveys that target

Developing and providing products and services that fulfill

professional users. The survey revealed 78.5% of users were

customer expectations and communicating effectively withsatisfied with product quality and 68.4% were satisfied with

relevant stakeholders are vital to improving customer satisfaction.

the level of support they received in FYE2022.

In Japan, our Marketing function and Safety and Quality

We are also working to improve customer satisfaction
through activities focused on generating improvements

products and services based on customer feedback.

based on customer feedback.

Reflecting Customer Opinions in
Our Products and Services

WEB

Professional User Satisfaction of Products
and Support Services
（%）
90
80
70
60

Management Division work consistently together to improve our50

FYE2020

FYE2021

FYE2022

Satisfaction level for product quality

Examples of service improvement through the VOC(Japanese only)

Satisfaction level for showroom services
Satisfaction level for services by sales reps
Satisfaction level for after-sales maintenance
Satisfaction level for call center support

Building a Customer-Centric Framework
LIXIL strives to improve customer satisfaction by collecting
and analyzing all customer-related data and encouraging any
relevant departments to instigate pertinent improvements.

ice provision based on
serv
cus
nd
tom
a
r feedback at
ts
er
stome
u
t
en
o
c
uch
fe
g
m
n
e
ti
po
ve
ec
in
l
l
ts
o
C

Customer Inquiries
(%)

500

100

400

80

300

60

200

40

customer relationship management (CRM) system, which

100

20

manages approximately 300,000 inquiries a month that0

combine various customer databases in order to strengthen

Onlineshowroom

our customer-centric framework that focuses on customer
feedback. We have been working on integrating theour customer service and repair centers receive, with our
e-commerce (EC) system, which manages online purchasehistory, to create one central My LIXIL database of basic
customer information. That integration is scheduled to be

k
ac
db

(Thousand)

In FYE2022, we launched an initiative in Japan to

Im
pr
o

Contents

EC store

MY LIXIL

Website/e-mail/chat

Products/marketing postcards

Maintenance

Service desk

0
FYE2020

FYE2021

FYE2022

Response rate
Number of inquiries (monthly average)* Inquiries: By phone, email or fax* Response rate: Number of responses / Total number of inquiries

completed in FYE2023. This initiative is not only designed

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Contents

07
CUSTOMERS &SUPPLY CHAIN

Commitment

CR Strategy & Governance Structure

Highlights

Training: How to Improve Customer
Satisfaction
LIXIL strives to nurture employees who can interact closelywith customers by providing various training programs.

Responsible Supply Chain
Management
Product Safety & Quality
Customer Satisfaction

Regarding product training in Japan, employees receive
explanations of new products from product development

Material Issues & Three Strategic Pillars

Our People

Environment

Customers & Supply Chain

Society

Improving Customer Safety in Times of Disaster and Emergency
LIXIL provides information on how to respond in the event of a natural disaster in Japan in light of themore frequent occurrence of disasters caused by climate change. We are also strengthening our customer
support systems to enable us to respond to inquiries even during natural disasters, COVID-19, and otheremergency situations, and to respond swiftly to newly emerging needs.

personnel, get to confirm actual products and parts forthemselves, and acquire skills that enable them to view

Communicating Key Points
for Disaster Response and Recovery

things from the same perspective as our customers. We also
conduct group and one-on-one training for operators to help
them better understand customers’ feelings.
For professional users, we offer training opportunities
where we share the knowledge and experience that wehave accumulated based on customer inquiries, and aim to
improve customer satisfaction together with our partners.

The damage to personal homes in times of disaster greatly
impacts the everyday lives of our customers. Our website
offers relevant information for each type of natural
disaster, including how to repair LIXIL products, to help
customers get back on their feet as soon as possible andregain a sense of normality.

In FYE2022, we built an online learning platform andRespond Quickly to New Needs Createdby the Pandemic

digitalized our teaching materials, partly due to COVID-19.
As a result, we have seen an increase in the numberof participants and frequency of training sessions, withsome people commenting on how more employees andprofessional users are now able to participate in thesessions, and how these measures have helped improve theIn the wake of COVID-19, we have started to disseminate
information on our website about effective ventilation in thehome and products that can protect customer safety, such as
handwashing basins that can be installed near the front door
and touchless faucets.

quality of the training provided.

LIXIL Owners ClubIn Japan, LIXIL has established a registration-based LIXIL

WEB

Key points for responding to specific disasters(Japanese only)WEB

Effective ventilation in the home (Japanese only)

Resilient Customer Support
through Cloud Solutions
During a disaster, we receive a higher number of emergency
inquiries from affected customers. However, it is difficult forour call centers to respond if they have also suffered damage.
To ensure we can continue to support our customers evenin times of disaster, we have moved our contact facility onto
the cloud and increased our number of satellite bases. This
has enabled us to create a more decentralized call center
network in order to make our infrastructure more resilient,and establish a system that is more responsive to customer
concerns in times of disaster.
In FYE2021, our response rate declined during the COVID-19
pandemic due to a shortage of operators, so, in FYE2022, wemade further progress on decentralizing our bases by creating
environments for operators to continue performing call centertasks from home.

Owners Club that provides information and services to help
ensure easy, long-term, and safe use of purchased products.

In addition, in FYE2022, we sought to deepen

From FYE2021 to FYE2022, we conducted a donation to ourmembers’ understanding of the SDGs through quizzes

partnership with UNICEF called MAKE A SPLASH! with LIXIL

and our email magazine and also raise awareness of our

Owners Club, which raised approximately ¥4.3 million.

MAKE A SPLASH! campaign.

WEB

LIXIL Owners Club (Japanese only)

WEB

MAKE A SPLASH!

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Contents

08
SOCIETY

Commitment

CR Strategy & Governance Structure

Highlights

Material Issues & Three Strategic Pillars

Our People

Environment

Customers & Supply Chain

SocietySociety

HIGHLIGHTSSOCIETY
Here
is an overview
of ourkeyofinitiatives
and their results
FYE2021.
We upholdthe humanrightsall our stakeholders
in ourfor
determined
drive to contribute to society through our business activities.

Human Rights
Stakeholder Engagement
Community

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Contents

08
SOCIETY
Human Rights

Commitment

CR Strategy & Governance Structure

Highlights

Our People

Environment

SocietySociety

Customers & Supply Chain

Highlights

Stakeholder Engagement
TargetProactively engage with our key stakeholders.

Meeting with investors

LIXIL Community Day
participants285

Approximately

Stakeholder Engagement
Community

Material Issues & Three Strategic Pillars

9,000

times

(FYE2022)

Contributions and other expenditures(Millions of yen)

100

89

people75

65(FYE2022)

50

48
88
65

25

Numbers of LIXIL’ s outreach classes conducted and participants(Cumulative total)
Classes conducted

1,348

1

1

FYE2021

FYE2022

Business associations, tax-deductible organizations (think tanks, etc.)

Approximately

44,0000
FYE2020

Recipients of contributions or expenditureParticipants

times

0

47

District, regional, and national political activities/candidates
Scope: LIXIL Corporation and some group companies outside Japan

peopleincluding school children

Please click the link below for more information on the scope of coverage andother details.

WEB

ESG data (Other)(Cumulative total since 2010, when we launched the program)*Data from FYE2022 also include Universal Run: Sports Prosthetic Limb Experience Class.

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Contents

08
SOCIETY
Human Rights
Stakeholder Engagement

Commitment

CR Strategy & Governance Structure

Highlights

Material Issues & Three Strategic Pillars

Our People

Environment

Customers & Supply Chain

SocietySociety

HUMAN RIGHTS
We are committed to operating as a sustainable, responsible corporate citizen that respects human rights.

Our Approach & Commitment

business partners including suppliers to respect human rights.
LIXIL periodically reviews and evolves the principles to

Based on the LIXIL Human Rights Principles, we strive

continue to become a better protector of human rights. In

to uphold the human rights of all stakeholders, including

FYE2022, we reviewed the principles we had formulated incustomers, business partners including suppliers, residents

FYE2016 according to the process below and subsequently

living near our factories and offices, and our employees.

submitted revised principles that were approved by theCommunity

Human Rights Principles

LIXIL Human Rights Principles
Scope of application

Board of Executive Officers. Particularly, we specified in more

Commitment to respect for human rights

detail our governance structure led by the executive officer- Respect for the human rights of customers- Respect for human rights in the workplace- Respect for the human rights of business partners

overseeing legal and compliance matters, our key human
LIXIL’s business activities are built on a fundamental respect

rights issues determined in FYE2021, and our human rights

for human rights. The LIXIL Human Rights Principles aligndue diligence process as well as our concern-raising system

Key human rights issues

with international standards, including the International Billand overall commitment to reducing human rights risksof Human Rights, the International Labour Organization (ILO)

based on those frameworks.

Due diligence

Declaration on Fundamental Principles and Rights at Work,In May 2022, we strengthened our global, company-

the United Nations (UN) Guiding Principles on Businesswide commitment by making our principles available in 17

and Human Rights, as well as being based on the approach

languages.

of the Children’s Rights and Business Principles developed
by UNICEF. If there are any discrepancies between theinternationally recognized standards and local laws andregulations, we adhere to the higher commitment. If any
contradictions exist, we seek a way of respecting international
standards while complying with local laws and regulations.
Our Human Rights Principles stipulate key human rights

Human Rights Principles Revision Process
Our Human Rights Due Diligence Task Force examined theelements that need to be included in our Human Rights Principles
based on global trends and international standards such as the
UN Guiding Principles on Business and Human Rights, and any
revisions in assessment criteria used by ESG-rating agencies.

- Commitment- Assessment- Remediation- Reporting & disclosure- Engagement with stakeholders- Education

Governance
Review of principles
PDF

LIXIL Human Rights Principles (99KB)

issues, including to prohibit discrimination, prohibit forced
and child labor, respect freedom of association and collective
bargaining, and ensure decent wages and working hours, allin alignment with international standards. The principles also

We formulated draft revised Human Rights Principles that took
into account LIXIL’s key human rights issues as well as current
human rights-related circumstances and challenges.

clearly state that we comply with laws and regulations regarding
human trafficking, equal pay for equal work, immigrant labor,
etc. In addition, the principles require not only LIXIL but also our

The new principles were approved by the Board of Executive
Officers and signed by our CEO.

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Contents

08
SOCIETY
Human Rights
Stakeholder Engagement
Community

Commitment

CR Strategy & Governance Structure

Highlights

Material Issues & Three Strategic Pillars

Our People

Other Principles

Key Human Rights Issues

LIXIL bases the formation of our corporate principles upon a

In addition to formulating our Human Rights Principles, LIXIL

fundamental commitment to uphold human rights.

has identified key human rights issues as focus areas forEnvironment

Customers & Supply Chain

SocietySociety(4) Ensure decent wages and working hours

mitigating potential human rights risks. By addressing these

Paying wages that meet statutory standards, and prohibiting

PDF

LIXIL Code of Conduct (723KB)

issues, we aim to strengthen our human rights due diligence.

exceeding the statutory maximum number of working hours.

PDF

Group Charter of Corporate Behavior (99KB)

We regularly conduct human rights risk assessment and will

PDF

LIXIL Occupational Health and Safety Principles (49KB)

review these issues based on the assessment result.

(5) Ensure occupational health and safety

WEB

Personal Data Protection Principles

PDF

LIXIL Procurement Principles (46KB)

LIXIL’s Key Human Rights Issues

Providing employees, customers, visitors, business partners,
and anyone else on our business premises with a safe andIn our relationships with business partners including(1) Provide equal opportunity and prohibit discrimination

suppliers, LIXIL respects human rights based on our
Supplier Code of Conduct.

national, and/or industry-defined standards.
Providing fair and equitable employment and otheropportunities irrespective of race, color, religion, national or

PDF

Supplier Code of Conduct (213KB)

hygienic working environment that fulfills international,(6) Prohibit harassment

ethnic origin, ancestry, age, disability, gender, pregnancy,
marital status, sexual orientation, gender identity orProviding a working environment that is free fromexpression, political or personal beliefs, or union membership,discrimination, harassment and bullying of any kind, andand prohibiting discrimination on these grounds.

any other offensive or disrespectful conduct.

(2) Prohibit forced and child labor(7) Legal, fair, and transparent acquisition and use of
personal data

Prohibiting forced labor, bonded labor and other forms oflabor by restraint, indentured labor or prisoner labor, andComplying with laws and regulations, internal rules, andlabor procured through slavery or human trafficking. Child

relevant guidelines relating to personal information. Ensuringlabor is also prohibited.

personal information is obtained fairly and lawfully and isstored and handled in such a way as to prevent improper(3) Respect freedom of association andcollective bargaining

acquisition, use, transfer, disclosure, or leakage.

Guaranteeing employees freedom of association andapproving the exercising of collective bargaining.

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Contents

08
SOCIETY
Human Rights
Stakeholder Engagement
Community

Commitment

CR Strategy & Governance Structure

Highlights

Material Issues & Three Strategic Pillars

Our People

Environment

SocietySociety

Customers & Supply Chain

Our System

Past Activities Designed to Strengthen Our
Commitment

LIXIL established the Human Rights Due Diligence Task
● FYE2019–FYE2020:

Force in FYE2018, comprising members from a broad range

Investigated and scrutinized the impact of our business onof departments including Corporate Responsibility, Human● FYE2017:human rights based on the above results, LIXIL Code ofResources, and Compliance, with the aim of strengthening• Our CR Committee (comprising executive officers andConduct, and global trends.

and ensuring strict adherence to our human rights due● FYE2016: Formulated Human Rights Principles

leaders from corporate functions and our businessdiligence process* as a company that operates globally. In

units) mapped human rights risks with reference to● FYE2021:

line with our Human Rights Principles revised in FYE2022,

international standards.*1

Our Human Rights Due Diligence Task Force identified

we set up a new governance structure led by the executive• We invited the human rights NGO Business for Social

seven key issues as focus areas for mitigating potential

officer in charge of legal and compliance matters who also

Responsibility (BSR)*2 to give a lecture on business andhuman rights risks. These seven issues were reported to andoversees human rights issues. We are using these systems

human rights. We then identified human rights risks

approved by the CR Committee, the Board of Directors, andto strengthen our company-wide human rights due diligenceacross LIXIL product lifecycles.

the Board of Executive Officers.

and promote transparent reporting.
LIXIL has signed the UN Global Compact, and is a

*1 Including the International Bill of Human Rights, the ILO Declaration
on Fundamental Principles and Rights at Work, and the UN Guiding
Principles on Business and Human Rights.
*2 BSR: A global non-profit organization committed to developing
sustainable business strategies and solutions.

● FYE2022:

member of the Human Rights Due Diligence Working Group

Revised Human Rights Principles. As part of our assessmentof the Global Compact Network Japan.

for identifying potential human rights risks, we also

● FYE2018:

conducted a human rights survey of all global employees

Our Human Rights Due Diligence Task Force prepared a(including indirect employees).

76-item survey sheet and conducted a test run of a human* Human rights due diligence: To put in place measures that identify,
prevent, reduce, or respond to any negative impact on human rights
caused by the activities of a company or its related companies, and to
regularly monitor their effectiveness.

rights risk assessment across our head office functions.

As of March, 2022

ReportReportCorporate Responsibility (CR) Committee

Board ofBoard of

Please refer to the following item for detailsof the CR Committee.

Executive

Directors
Approval andsupervision ofstrategy

Officers

ReportApproval andsupervision ofstrategyCRC R Governance Structure (P13)）

Instruction
and support

ReportHuman Rights Due Diligence Task Force
Officer in charge: Executive officer of Legal and Compliance
Administrative office: Corporate Responsibility OfficeMembers:・Corporate Responsibility Office・Compliance & Ethics
・Risk & Insurance Solution
・D&I Monitoring & Governance・Safety & Quality Management Division
・Indirect Procurement · Procurement
Management Department

・Each base・Eachdepartment

Instruction
and support

Human rights management structure
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Contents

08
SOCIETY

Commitment

CR Strategy & Governance Structure

Highlights

Material Issues & Three Strategic Pillars

Our People

Environment

Customers & Supply Chain

SocietySociety

Our Human Rights Due Diligence Process
We seek to mitigate human rights risks by analyzing and assessing potential risks using the following human rights due diligenceprocess. Please refer to the following pages for details on each step in that process.

Human Rights
Stakeholder Engagement
Community

Commitment

Assessment

Remediation

Reporting & disclosure

Maintain a clear grasp of human rights
issues we face by communicatingwith stakeholders, and determine ourhuman rights principles and key issues.
Reflect human rights elements in othercorporate principles and policies.

Conduct human rights risk assessment
across our operations and supply
chain, the results of which will beanalyzed and evaluated by the Human
Rights Due Diligence Task Force.

Pinpoint any human rights issues
within LIXIL based on the results ofour human rights risk assessment, andimplement measures to reduce humanrights-related risks.

Regularly disclose relevant information
through our corporate responsibility
report and website.

Concern-raising system

Engagement with stakeholders

Conducting consistent human rights training

Human rights risk management process

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08
SOCIETY
Human Rights
Stakeholder Engagement
Community

Commitment

CR Strategy & Governance Structure

Assessment:
Identifying Human Rights Risks

Highlights

Material Issues & Three Strategic Pillars

Environment

Customers & Supply Chain

SocietySociety

We are introducing several methods, centered primarily

we conducted a survey of all global employees (including

around the investigations by our Human Rights Due

indirect employees) to identify potential human rights risks,

Diligence Task Force, to enable us to fully understandand we have been promoting measures to mitigate humanand address potential human rights risks. In FYE2022,

rights risks based on the survey results.

Assessment method for identifying humanrights risks (relevant department)

Human rights risk assessments(Human Rights Due Diligence Task Force)

Our People

LIXIL’s key
human rights
issues*2

Assessment overview

・Mapped risks with reference to international standards, and conducted a test run of a human rights risk assessment at head office
functions (FYE2018).
*2
・Conducted a survey on the seven key human rights issues targeting 100% of staff at leader level or higher in departments that areclosely linked to the key human rights issues (FYE2021).
・Building on the above survey results, conducted human rights risk survey of all global employees, including indirect employees (FYE2022).
We are taking measures to mitigate any potential risks identified by the survey.
*1(1)-(7)

Assessment’s major target
stakeholders

・Employees
・Third-party employees
・Foreign-national
technical apprentices
in Japan・Employees
・Foreign-national
technical apprentices
in JapanOccupational safety audit(Safety and Quality Management Division)

We conduct an annual occupational safety audit of Japanese bases through checklists, questionnaires, and onsite visits to confirm
compliance status primarily with laws and regulations relating to the key human rights issues. We audited 79 bases in Japan in FYE2022.
We are working on any necessary responses based on the audit results, and holding information-sharing meetings between LIXIL Housing
Technology (LHT) and LIXIL Water Technology (LWT) Japan.

(2), (4), (5)LIXIL VOICE employee opinion surveys
and D&I awareness surveys(Human Resources function)

We conduct the LIXIL VOICE biannual employee opinion survey of all global employees. We use the survey results to identify issues earlyon, formulate prompt improvement measures in each function, and reflect the findings into our global strategies and initiatives.
In FYE2021, we also conducted our first D&I awareness survey. From FYE2022, we added inclusion as one of the LIXIL VOICE KPIs, and areseeking to understand employee awareness and the current situation with regards to promoting D&I, so that we can reflect that in future
strategies and measures.

(1), (4), (5), (6)・Employees
・Women(1), (2), (7)・Local communities
・Customers
・Business partners(1)-(7)・Business partners
including suppliersCR
CR
Community dialogue(Corporate Responsibility Office)We have held more than 130 community dialogues with local stakeholders from FYE2012 to FYE2021 at Japan-based factories and sales
and retail locations. Community briefings are one way we continue to promote dialogue to better understand human rights and other risks.
CR
CR

Responsible procurement surveys(Indirect Procurement · Procurement
Management Department)

Employee Listening Systems (P44)

Key Stakeholder Engagement (P88)

We confirm the status of human rights-related initiatives by asking our suppliers to complete a questionnaire. The surveys not only consider
human rights issues, but also cover areas of CSR management, fair business, labor, occupational health and safety, conservation of the
global environment, and contribution to the community.
In Japan, we expanded the target range to include some of our secondary suppliers in FYE2021. In addition, from FYE2023, we plan togradually expand the coverage of secondary suppliers under a five-year plan. We are also expanding the coverage of primary suppliers
outside Japan.

CR
CR

Conducting and Following Up on Responsible Procurement Survey (P70)

Other relevant activity: Group enterprise risk management (ERM)*1 Including the International Bill of Human Rights, the ILO Declaration on Fundamental Principles and Rights at Work, and the UN Guiding Principles on Business and Human Rights.
*2 LIXIL’s key human rights issues: (1) Provide equal opportunity and prohibit discrimination; (2) Prohibit forced and child labor; (3) Respect freedom of association and collective bargaining; (4) Ensure decent wages and working hours;(5) Ensure occupational health and safety; (6) Prohibit harassment; (7) Legal, fair, and transparent acquisition and use of personal data (See P80 for more details).

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Contents

08
SOCIETY

Commitment

CR Strategy & Governance Structure

Highlights

Remediation:
Measures to Mitigate Human Rights Risks

Material Issues & Three Strategic Pillars

Our People

Environment

Customers & Supply Chain

SocietySociety

LIXIL takes measures to mitigate and address risks andstaff at leader level or higher in departments that are closely

issues that have been identified through our human rights

linked to the key human rights issues. Based on thoserisk assessments of our employees and our supplier surveys.

results, we then conducted a survey of all global employees

In FYE2021, we conducted a human rights risk survey of all(including indirect employees) in FYE2022.

Human Rights
Stakeholder Engagement
Community

Human Rights Risk Assessments and Risk Mitigation Plans
Target stakeholders

All global employees (including indirect employees)

All suppliers inside and outside Japan

Name

Human rights risk assessment

Responsible procurement survey

1. Examine and determine the assessment items deemed most important in light of LIXIL’s seven key human rights issues.
2. Conduct a survey of all global employees (including indirect employees).
3. Aggregate the survey responses, analyze the results in their entirety and from various different perspectives, such as by region,
department, employment type, position level, and length of service, and identify any items with potential human rights risks that
could be significant.
4. Formulate risk mitigation plans for any items identified as potentially high risk, and implement remedies.

1. Select suppliers to be surveyed based on previous year’s transaction
value, etc.
2. Conduct a responsible procurement survey for chosen suppliers,
covering CSR management, fair business, human rights, labor,
occupational health and safety, conservation of the global
environment, and contribution to the community.
3. Compile survey results, classifying suppliers with sub-standard
conformity rates as high-risk.
4. Manage high-risk suppliers individually to encourage improvement.

・Timing: November 2021
・Target: All employees working at LIXIL Corporation and its group companies (including indirect employees)
・Survey items: 23 items relating to LIXIL’s key human rights issues
・Method: Online survey (response rate: 57%)

・Timing: Once a year
・Scope:Japan: Primary suppliers and some secondary suppliers
Outside Japan: Primary suppliers*1
・Survey items: 47 items relating to the Supplier Code of Conduct(including eight items relating to human rights)
・Method: A survey using a questionnaire form (coverage ratio: 90% inJapan, 90% outside Japan)

Process

OutlinePlease also refer to the following item about this survey.
CR
CR

Conducting Human Rights Risk Assessments of All Employees (P15)

Please refer to the following item for more details about this survey.
CR
CR
Summary ofassessment results
Number of sites with
mitigation plans

Responsible Supply Chain Management (P69)

The percentage of positive responses*2 in the survey was very high at 85% on average. However, we have formulated risk mitigationplans for areas with potential human rights risks where we received negative responses,*3 and are implementing remedies.

The survey results identified no human rights risks that needed to beaddressed.

Looking at the assessment results by region, we noted more negative responses in Japan compared to other regions. We will focus ourefforts on bases in Japan, while also implementing global, company-wide initiatives.

－

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Commitment

CR Strategy & Governance Structure

08

Highlights

Material Issues & Three Strategic Pillars

Our People

We have formulated plans to mitigate potential human rights risks identified in the survey and are implementing the following remedies.
1. Conduct and strengthen training, workshops, etc. to improve understanding of human rights (including promoting
understanding of the concern-raising system and labor union activities)
So far, we have been implementing the following initiatives (examples):・Awareness-building activities and training relating to compliance, information security, D&I, etc.
・Conveying human rights-related information on internal social media
・In May 2022, we have published LIXIL Human Rights Principles in 15 languages in addition to Japanese and English

SOCIETY

Details: CR
CR

Environment

Customers & Supply Chain

SocietySociety

While the survey did not identify any human rights risks that needed tobe addressed, for suppliers classified as high-risk through this process,we provide site visits and other forms of individual guidance. This helps
promote sustainable partnerships and strengthen our supplier base, theprimary goals of our supply chain management strategy.
Details: CR
CR

Strengthening Support to Suppliers Worldwide (P71)

Education (P86)

In addition to the above measures, we plan to implement the following new initiatives:・Strengthening the conveying human rights-related information on internal social media
・Implementing human rights education to coincide with World Human Rights Day on December 10
・Holding seminars once every six months with outside experts

Human Rights
Stakeholder Engagement

2. Strengthen communication and initiatives relating to career development

Community
Details of the plansand progress

So far, we have been conducting the following initiatives (examples):・Empowering women in the workplace
・Expanding systems to enable greater workstyle flexibility and support employees at different life stages
Details: CR
CR

Diversity & Equal Opportunity (P38)

We also aim to encourage a more growth-oriented mindset that promotes innovation, firmly establish a commitment to meritocracy,
and promote D&I, by creating an environment in which anyone, regardless of age, gender, or any other factors, can demonstrate theirfull abilities and supporting the individual growth of our employees. To that aim, in addition to the above measures, we have been
conducting the following human resources system reforms since April 2022:
・Introducing qualification and grading systems and performance-linked compensation to ignite a challenging spirit
・Extending wider support for balancing work and family life to create an inclusive workplace
・Reorganizing our benefit systems to support better well-being
3. Strengthen measures to optimize working hours and prevent overwork, encourage employees to take paid leave
So far, we have been conducting the following initiatives (examples):・Providing information on time management, etc.
・Expanding frameworks for paid leave and encouraging employees to take paid leaveCR
Details: CR

Preventing Overwork (P45)

In addition to the above measures, we have positioned the further improvement of manager skills as a priority issue for building
comfortable working environments for employees. To that aim, we intend to develop various measures going forward to strengthen
manager effectiveness and nurture leaders. We are also considering further enhancing the human rights training offered to managers.

Future direction

We will continue to monitor LIXIL’s key human rights issues through our LIXIL VOICE employee opinion survey (conducted twice a year).
We also plan to conduct additional assessments to facilitate a more detailed analysis of any issues identified as potentially high risk inthe employee survey. Through these efforts, we aim to enhance our understanding of the issues and formulate a solid response.

In Japan, we determined a five-year plan for expanding the survey tosecondary suppliers. We plan to gradually expand the scope of the survey
starting in FYE2023. We also intend to expand the scope of primary
supplier surveys outside Japan.

*1 Plan to conduct a survey of suppliers to LIXIL Americas from FYE2023.
*2 When respondents selected “Agree” or “Slightly agree.”*3 When respondents selected “Slightly disagree” or “Disagree.”

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SOCIETY

Commitment

CR Strategy & Governance Structure

Highlights

Education

Stakeholder Engagement
Community

Our People

Environment

Reports of Possible Compliance Issues
400 (Number)

Customers & Supply Chain

SocietySociety

allies. We also launched WING NIJI office, where we provide(Ratio per hundred employees)1.0
0.8

support for workers with disabilities and create a comfortable

LIXIL conveys information and conducts awareness-building

300

programs internally to ensure human rights are upheld.

200

In FYE2022, we held a Compliance Week with a focus on

100

0.2

Groups (ERGs) driven by employees in the five areas of Betterstronger protection of human rights, and distributed relevant

00Together, Multi-cultural, Ability, Working Parents & Caregivers,

videos in-house as well as educational content on themes
relating to business and human rights on our internal social
media and factory signage.

Human Rights

Material Issues & Three Strategic Pillars

0.6
0.4

FYE2020

FYE2021

FYE2022• Concern-raising system that is available to all group
employees, including those at subsidiaries outside Japanenvironment for all regardless of ability or disability.
In FYE2022, we launched global Employee Resource

and LGBTQ+. Executive officers are appointed to each groupto serve as an executive sponsor as part of our company-wide
drive to encourage respect for employee diversity.

• Compliance education and training for all employees

We receive concerns through LIXIL Compliance Hotline –CR

Three Strategic Pillars (P18)• D&I training for all employees

Speak Up!, which is available online in 18 languages. In

CR

Diversity & Equal Opportunity (P38)• Information security awareness education for all employees

Japan, we also have a direct reporting process for voicing• Convey human rights-related information on internal social

concerns to managers and compliance officers as well as an• Occupational safety

option to report concerns via a third-party law firm.

We ensure appropriate management of working hours.

WEB    Concern-Raising System

We also support the promotion of good health, encourage

media that all employees can accessPreventing Human Rights Violations at Factories,
Bases, and Business Partners including Suppliers

teleworking and implement flexible shift systems in• Receiving reports from external stakeholders such as
business partners including suppliers

response to infectious disease outbreaks, and strengthen
hygiene management.

• Correct problems discovered during occupational safety audits

We receive reports from around the world via the LIXIL

CR

Employee Safety & Health (P49)• Respond to feedback from community dialogues (noise

Compliance Hotline – Speak Up! In addition, in Japan, we

CRProtecting People from COVID-19 (P17)

reduction, improving factory working environments, etc.)

have established a contact point via an external law firm.

• Confirm status of human rights initiatives throughWEB   Receiving Compliance Concerns from External Stakeholders

Advocacy for Upholding Human Rights

Respecting Human Rights in the Workplace• Support UNICEF’s Children’s Rights in Sport Principles

responsible procurement surveys

Concern-Raising System• Became the first Japanese company to announce support

LIXIL has established a concern-raising system designed• Creating workplaces that uphold diversity

to gather details of compliance violations and to ensure

We promote equal opportunities for women and men

to recognize the right of sexual minority couples to marryearly action on any wrongdoings and violations, and enablethrough next-generation management development• Donate SATO Toilet Solutions for emerging economies topreventative measures. We can mitigate or remediate humanprograms and other initiatives designed to support therights risks by accepting reports from inside and outside thecareers of diverse talent. We are also expanding support forcompany through this system. No compliance violations thatdifferent work styles that can be tailored to accommodate

have a significant impact on the management of the company,

different life-stage responsibilities, such as childcare

including serious violations of laws and regulations, occurred.

and nursing care. In addition, we create a workplace infor the American Chamber of Commerce in Japan’s proposal

refugee camps

Future Plans• Strengthen efforts to mitigate human rights risks(FYE2023)

which sexual minority employees can work comfortably• Re-examine key human rights issues (FYE2024)

by developing human resource systems and working• Promote internal and external information sharing

environments and establishing a network of sympathetic

and dialogue

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SOCIETY

Commitment

CR Strategy & Governance Structure

Highlights

Material Issues & Three Strategic Pillars

Our People

Environment

Customers & Supply Chain

SocietySociety

STAKEHOLDER ENGAGEMENT
We strive to solve social issues by collaborating with the stakeholders who support our business activities.

Our Approach
LIXIL has positioned improving the quality of

Human Rights
Stakeholder Engagement
Community

people’s daily lives and solving social issues
through active engagement with stakeholders as

Customers

one of our material issues. We are committed

Employees

to proactively engaging in dialogue with allof our stakeholders, including customers,
business partners, members of the communities
where our operational facilities are located,

Business
partners

NPOs & NGOs

shareholders and investors, and our employees
and their families, to collect and reflect theiropinions in our business operations andcorporate social responsibility activities.

Our System

Educational&
research
institutions

Local
communities

LIXIL’s CR Committee consists of the executive
officers and leaders from corporate functions andour business units. The committee deliberates
on the impacts upon different stakeholders aswell as on our community development for andcooperation with stakeholders as it promotes

Shareholders& investors

Government
authorities

sustainability initiatives. Our business units also
respond to and partner with a diverse range ofstakeholders.

Internationalorganizations

Industrial
associations

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SOCIETY
Human Rights
Stakeholder Engagement

Commitment

CR Strategy & Governance Structure

Highlights

Material Issues & Three Strategic Pillars

Our People

Environment

Customers & Supply Chain

SocietySociety

Key Stakeholder Engagement
Customers

CR

Details (P75)

We incorporate customer opinions and provide timely
and appropriate disclosure on our products and services.
We offer customer support via telephone, email, 111
showrooms worldwide, and online showrooms.

Community

SuppliersCR

Details (P69)

We build and maintain strong relationships with our suppliers
by facilitating two-way communication. Based on the resultsof our responsible procurement surveys, we share our
Procurement Principles, recognize current circumstances,and follow through on promised improvements. We also
hold regular meetings with suppliers to share information on
regulatory trends and new procurement strategies.

Shareholders and Investors

WEB

Details

We held 285 discussions this year with investors aroundthe world to help promote sustainable growth and enhance
corporate value. In April 2021 and May 2022, we held
an online ESG briefing for investors, where we explained
our strategies to sustainably enhance our corporate value,
including our Value Creation Process, CR Strategy, andgovernance structure, as well as answered to questions fromthe audience.
We disclose timely and transparent information in English
and Japanese through our Integrated Report, our investor
relations web pages, and the Tokyo Stock Exchange website.

Employees

CR

Details (P36)

LIXIL boasts approximately 52,000 employees. We strive tocreate an inspiring working environment that encourages
diversity and incorporates employee opinions expressed
through regular global employee opinion surveys or
discussions between the union and the company.

Local Communities

CR

NPOs, NGOs, and Educational andResearch Institutions
We partner with non-profit organizations (NPOs), nongovernmental organizations (NGOs), and educationaland research institutions to facilitate research anddevelopment related to global sanitation, and support
education for sustainable development (ESD) for the
next generation.

Details (P92)

LIXIL operates 79 factories worldwide. As a responsible
corporate citizen, in addition to respecting local culturesand customs and creating responsible products andjobs, we also contribute to the development of thecommunities in which we operate. We hold community
dialogues at factories and sales bases in Japan toencourage communication with local residents. LIXIL
employees also teach classes on social issues suchas sanitation and the environment at local schools. In
addition, in response to the growing social interest in
the SDGs, we are implementing the LIXIL x SDGs NEXT
STAGE initiative that seeks to convey information about
LIXIL’s SDGs activities to people in Japan.

Government Authorities and Industrial
Associations
Engaging in vigorous and transparent dialogue withgovernment authorities is necessary to shape asustainable society. As part of this process, we are
involved in several industrial and business associations
whose missions include engaging with public authorities
on behalf of their respective industries, including
window sashes, plumbing, and metals. Participatingin these associations helps keep us up-to-date withcurrent and pending changes in laws and international
agreements that may affect our business.

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SOCIETY

Commitment

CR Strategy & Governance Structure

Highlights

Material Issues & Three Strategic Pillars

Our People● Global Sanitation & Hygiene

SocietySociety

We are also collaborating with USAID’s Sons and
UNICEF does not endorse any company, brand, product or service.

Human Rights

Community

Customers & Supply Chain

Stakeholder Cooperation in Our Three
Strategic Pillars
MAKE A SPLASH! Partnership with UNICEF

Stakeholder Engagement

Environment

Daughters of the Soil (SODAS) campaign in Uganda topromote the use of hygiene solutions. SODAS seeks to

Through our MAKE A SPLASH! global partnership withencourage urban workers to convey sanitation improvements

UNICEF, LIXIL helps to establish markets for hygiene-related

when visiting their rural hometowns. We use outreachgoods such as toilets and handwashing products and toprograms and social media campaigns to teach local

improve the overall sanitation environment in emerging

residents how to upgrade their open pit toilets. USAID

markets. We make donations to MAKE A SPLASH! andestimates 750,000 people will benefit from the campaign.

conduct various activities to increase awareness of sanitationand hygiene issues together with end users, building● Water Conservation & Environmental Sustainability

contractors and other professional users, and LIXIL employees.

Reducing Marine Plastic Pollution
Children with the donated SATO toilets• Toilets for All Project: Donate a portion of the proceeds

To help reduce the amount of plastic in our oceans, LIXIL

from each integrated shower toilet unit sold (FYE2020:

WEB

MAKE A SPLASH!

has been developing water purification products and¥26 million)CR

LIXIL Owners Club (P76)

working to reduce plastic use in product manufacturing

WEB

Energy for Lifeand packaging. We have also been supporting the NGO

WEB

Sanitation and Hygiene Action project with
Atsuto Uchida (Japanese only)

everwave, a team of natural scientists, architects, engineers,• Team Splash employee donation program: Donate
through automatic payroll deductions (FYE2019-FYE2021:
Total of ¥17 million)• MAKE A SPLASH! with LIXIL Owners Club: Donation
made for every newly registered LIXIL Owners Cluband marine biologists who come together to devise ways of● Global Sanitation & Hygiene

improving marine plastic collection. Since roughly 80% ofPartnership Agreement with USAID

marine plastic flows into the ocean from rivers, everwave

member (FYE2021-FYE2022: ¥4.3 million); awareness-is developing a floating platform designed to collect plastic
Through our five-year Partnership for Better Living (PBL)

particles in the rivers. Apart from this, they already use theagreement with the United States Agency for International

so-called CollectiX garbage collection boats which locate and

EMENA region: Donate a portion of the proceeds from

Development (USAID) signed in October 2021, LIXIL willcollect garbage in lakes or rivers. After successful tests, theeach GROHE brand shower product sold (FYE2022:

deploy SATO toilets and SATO Tap handwashing stations

CollectiX boat was used in rivers in Slovakia in FYE2021 and1.2 million euro)

in up to 11 countries in sub-Saharan Africa and Asia. The

in Bosnia and Herzegovina in FYE2022.

building activities through our e-mail magazine• Energy for Life campaign targeting 13 countries in the• Sanitation and Hygiene Action project with Atsuto Uchida:
Donation made based on the number of interactions withpartnership aims to improve access to basic sanitation for
two million people by 2026.

WEB

everwave

video and social media contents (FYE2022: ¥700,000)

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SOCIETY

Commitment

CR Strategy & Governance Structure

Highlights

Material Issues & Three Strategic Pillars

Our People

Environment

Customers & Supply Chain

SocietySociety● Water Conservation & Environmental Sustainability

daily living habits that are both good for your health and

THINK HEAT:

the environment. We have also managed to strengthenLet’s THINK about Eco- and People-Friendly Temperatures

relationships with business partners by conducting joint
activities in some regions.

THINK HEAT is a collection of initiatives in which we
Human Rights
Stakeholder Engagement
Community

consider with stakeholders the importance of indoor

WEB

THINK HEAT: Let’s THINK about Eco- and People-Friendly
Temperatures (Japanese only)WEB

Minister of the Environment Award for Climate Change
Action (Japanese only)CR

LIXIL’s Outreach Classes (P94)temperature, which can cause heatstroke or heat shock,and the efficient use of heaters and air conditioners, which
account for approximately 28% of household energy
consumption. Our aim here is to help promote climatechange mitigation and adaptation.

Cool de Peace ProjectChildren discussing heatstroke prevention in the school and community (Iwamatsu
Kita Elementary School)

We work with local authorities to build awareness of how to

ECO Sharing through Windows Project

prevent indoor heatstroke and install sunshade protection.
In addition to helping hold seminars on indoor● Water Conservation & Environmental Sustainability● Diversity & Inclusion

Investigating the Processing of Used Paper Diapers
LIXIL has started to investigate the environmental effects

In partnership with local customers, governments, andof processing used paper diapers in cooperation with theheatstroke prevention and conducting verification testing

business partners, we donate sunshades to public childcare

Sewage and Wastewater Management Department ofof external Style Shade sun blinds in Kumagaya City,

centers funded by a portion of the revenue earned fromJapan’s Ministry of Land, Infrastructure, Transport andSaitama, we have helped promote SDGs education

sales of thermal windows and other eco-friendly products

Tourism, the Toyota City Waterworks and Sewerage Bureau,

to boost climate change mitigation and adaptationthat help reduce CO2 emissions. Over the past three years,

and the Sankyuen nursing home. Used diapers that containby conducting demonstration tests at Iwamatsu Kita

we have reduced CO2 emissions by 6,533 tons througha large amount of liquid are considered to have a heavy

Elementary School in Fuji City, Shizuoka since FYE2021

sunshade donations to 26 different facilities in the Kita-

environmental toll when incinerated. Using a paper diaper

and in Iwamatsu Junior High School in the same city in

Kanto, Koshinetsu, Kanto, Kansai, and Kyushu regions.

processing machine with a crushing mechanism developed

FYE2022. We installed Style Shades in the classrooms,

by LIXIL, we investigate the effects on water quality and theand the students measured, discussed and presented

Outreach Classes:

volume of CO2 emissions generated when incinerating thetheir findings on the effects of the shades and examined

Healthy Living and Good for the Environment

reduced volume of diapers. Our aim is to realize a society inwith LIXIL how to both prevent heatstroke and ensure
good ventilation.

which diverse people can live with peace of mind while also
We have conducted outreach classes 107 times for about

The project was awarded the Grand Prize of the 2021

3,200 people primarily at elementary schools. We offer

Japan’s Minister of the Environment Awards for Climate

experiment- and experience-based classes and convey

Action (Dissemination/Promotion Division, Adaptation Field).

tips on thermal insulation and ventilation and generalconserving the environment.
WEB

Investigating the Environmental Effects of Processing
Post-Consumer Diapers (Japanese only)

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SOCIETY
Human Rights
Stakeholder Engagement
Community

Commitment

CR Strategy & Governance Structure

Highlights

Material Issues & Three Strategic Pillars● Diversity & Inclusion● Diversity & Inclusion

Universal Run: Sports Prosthetic Limb
Experience Class

Inclusive Public Toilet Initiatives

Our People

We conduct surveys on toilet use together with universities,
We hold Universal Run: Sports Prosthetic Limb Experience

NPOs, and companies in order to help realize a society

Class at elementary schools across Japan in cooperation

which offers toilets that all people can feel comfortable andwith athletes who use prosthetic limbs for sports. We seek tosafe when using.

promote children’s understanding of diversity by giving themThrough our Study Group on All-Gender Use of Officethe opportunity to talk with athletes and experience what

Toilets, launched in partnership with Kanazawa University

it feels like to walk with a prosthetic limb. The classes are

and Comany Inc., we investigated toilet use by transgenderconducted in cooperation with local schools, governments,

people and general awareness of transgender issues in theand our local employees. So far, 17,065 children have taken

office and identified a need for more diverse toilets.

part in 617 events.
Fueled by our goal to improve awareness and understanding

We also conducted a Fact-Finding Survey on Public
Toilet Use by Children with Intellectual or Developmentalof people with disabilities and expand opportunities for

Disabilities in conjunction with the Foundation for Yokohama

people with disabilities to participate in society, we reviewed

Rehabilitation Services to better understand the needs ofour strategy and management structure in FYE2022. Goingchildren with developmental disabilities and their caregivers.

forward, we will enlist the support of the National Federation of

We are now investigating the potential creation of unisex

UNESCO Associations in Japan to extend the number of target“spacious toilets” that consider odor, sound, and light.

schools and expand our awareness programs.

Based on these surveys, we are pursuing the following
efforts to create an inclusive public toilet environment thatEnvironment

Customers & Supply Chain

SocietySociety

ESG Briefing
In May 2022, LIXIL held our second ESG
Briefing online for investors, media, andrelevant organizations, with our CEO,
Chairperson of the CR Committee, and two
independent outside directors taking the stage.
“At LIXIL, we don’t see ESG initiatives as anecessary cost, but rather as a solution toaddress the issues we are facing. Our impact
is not only about meeting our ESG obligations,but truly living our purpose of making better
homes a reality for everyone, everywhere,” said
CEO Kinya Seto.
We also engaged in dialogue with stakeholders
by responding to questions during the Q&A
session on how to measure the impact onsociety and stakeholders and what initiatives
we were taking to improve the performance ofexisting homes.

everyone can use with ease.
• Develop barrier-free accessible Mobile Toilet• Establish gender-neutral toilets where people can choose
the cubicle that best suits them
• Provide public toilet space that everyone can use with ease
PDF

Study Group on All-Gender Use of Office Toilets survey
results (Japanese only) (1.9MB)

PDF

 act-Finding Survey on Public Toilet Use by Children withFIntellectual and Developmental Disabilities (Japanese only)(1.2MB)CR

Diversity & Inclusion (P31)

Mikio Ikeda, sprint runner, D.A.ConsortiumWEB niversal Run: Sports Prosthetic Limb Experience ClassU(Japanese only)WEB

2022 ESG Briefing

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Commitment

CR Strategy & Governance Structure

Highlights

Stakeholder Engagement
Community

Our People

Environment

Customers & Supply Chain

SocietySociety

COMMUNITY
As a corporate citizen, we are working on various activities to help solve community-specific problems.

Our Approach

Initiative Examples

LIXIL focuses on making a positive social impact in priority
Human Rights

Material Issues & Three Strategic Pillars

areas including Global Sanitation & Hygiene, Water

Developing Next Generation of Plumbers in the
Sanitation Area

Conservation & Environmental Sustainability, and Diversity

LIXIL Americas also trains future plumbers through its
Trade Up program in regions across the US. As part of thisprogram, we got together with Tools & Tiaras, an NPO involved& Inclusion, as well as in areas where our expertise can

The sanitary industry is faced with a chronic shortage ofin career training for female students interested in entering the

make the biggest difference. When making donation andskilled installers. To address this issue, LIXIL has initiatedconstruction industry. LIXIL volunteer employees helped hold asponsorship decisions, we hold careful discussions about

our GROHE Installer Vocational Training and Education

summer camp in New Jersey, the US. Tools & Tiaras provides

the purpose, use, and potential benefits of our assets to(GIVE) Program to offer plumping training at schools acrossjob experience and mentoring opportunities for female

ensure they have appropriate and effective social impacts.

the EMENA region. The GIVE Program allows students tostudents interested in entering a trade, such as electricians,

gain knowledge of cutting-edge technologies and sanitary

carpenters, or plumbers, all professions in which women haveinnovations through hands-on training, modern equipment

been traditionally underrepresented.

Philanthropic Contributions
FYE2020(Millions of yen)
FYE2021

FYE2022

Cashcontributions

867.5

883.7

872.2

Time

102.4

51.4

43.4

In-kind giving

52.4

31.1

37.0

Management
overheads

729.3

518.4

297.8

and, upon completion of their training, receive assistancewith job placement.
GIVE has partnered with 41 institutions offering plumbing
training in the EMENA region. It also established 12 new
training facilities in 2021, including its first training center inNorth Africa in Ghana. Going forward, GIVE intends to open
15 training facilities in the EMENA region.
To develop the program, we are also working together with

Scope: LIXIL Corporation and some group companies outside Japan

international NGOs that support disadvantaged youth: Don
Bosco Mondo and SOS Children’s Villages International.
In the African region, we are also supporting employment
and human resource development by providing training
programs on plumbing technology for women, youth, andpeople who lost their jobs during the COVID-19 pandemic.

Female students participating in a Tools & Tiaras program

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Commitment

CR Strategy & Governance Structure

Highlights

Material Issues & Three Strategic Pillars

Our People

Environment

Customers & Supply Chain

SocietySociety08
SOCIETY

Green Hospital Initiative to Help Conserve Waterin the Community

Human Rights

LIXIL is committed to helping reduce water consumption in

Stakeholder Engagement
Community

Helping Improve Sanitation in Disaster Areas

Solving Sanitation Problems in Nearby Communities

LIXIL is committed to helping ensure a safe and sanitary

LIXIL Americas is engaged in tackling sanitation problems

environment for communities in urgent need, including

within the US. We donate LIXIL products to NGOs that

the Middle East and Africa, where water is scarce, in orderdisaster areas, through teaching of plumbing skills andprovide accommodation for poverty-stricken families andto conserve water resources.

donation of SATO Toilet Solutions, a series of innovative,

veterans with disabilities. Teaming up with universities andlife-saving, and affordable toilet solutions.

public agencies, we also worked to raise public awarenessIn FYE2022, we started introducing water- and energysaving touchless faucets in hospitals in Egypt based on our

Inadequate or damaged facilities and insufficient humanof sanitation problems among residents of Lowndes County,

partnership with General Authority for Healthcare in Egypt

resources in disaster areas exacerbate already poor sanitary

Alabama, where 80% of homes are not connected to the(GAHC). This project went beyond saving water and energy

conditions and the spread of disease. SATO toilets were

public sewage system. We have improved sanitation forin medical services by also helping to prevent the spread ofdelivered to survivors of the 2015 devastating earthquake

100 households to date. In addition, we donated SATO Tap

infection and encourage cost savings.

in Nepal with the help of NGO WaterAid, and in 2016, to

handwashing stations to the quasi-autonomous Navajo

people in Bangladesh with the help of Bangladesh Rural

Nation reservation for indigenous Navajo to help stop theAdvancement Committee (BRAC), an international NGO

spread of COVID-19.

working to support people suffering poverty.
In FYE2022, when the war broke out in Ukraine, we

We also strive to improve sanitation facilitates and donate
hygiene-related products to local communities in otherdonated funds through UNICEF to provide local medical

parts of the world. For more details, please refer to the LIXIL

and educational support, ensure safe water, repair damaged

Community Day section.

schools and water and sanitation facilities, and provide
psychological care to children.

CR

LIXIL Community Day (P95)

Through these activities, we are working to help provide
access to adequate sanitation to people living in disaster-

Supporting Children

affected areas so that they can feel safer.
Through our Christmas Tree Activity, LIXIL works with
A healthcare worker using a water-saving faucet

CR

Global Sanitation & Hygiene (P21)

NGOs to distribute Christmas gifts donated by employeesWEB

LIXIL Provides Donations to Support Ukraine

to children in need in the EMENA region. In FYE2022, we
supported 144 children in collaboration with organizations
that help children and youth whose families struggle withproblems like poverty or alcoholism.

LIXIL Corporate Responsibility Report 2022

93

Contents

08
SOCIETY
Human Rights
Stakeholder Engagement
Community

Commitment

CR Strategy & Governance Structure

Highlights

Material Issues & Three Strategic Pillars

Our People

Environment

Customers & Supply Chain

SocietySociety

LIXIL’s Outreach Classes for Future Generations

Community Activities at INAX MUSEUMSLIXIL Omotenashi Toilet Cleaning at Tourist Site

LIXIL is committed to advancing education for sustainable

The INAX MUSEUMS in Tokoname, Aichi, which is best

In 2014, Shikoku area staff started the LIXIL Omotenashi

development (ESD). We try to address social issues such as

known for its pottery, serve the local community by holding

Toilet Cleaning at Tourist Sites initiative to express theglobal sanitation and hygiene, environmental problems, andexhibitions on themes of earth, pottery, manufacturing, andJapanese spirit of hospitality by ensuring that visitors were

diversity and inclusion by working with the children who willliving. They also offer “see, touch, feel, learn” participatory

greeted with clean toilets. As a toilet manufacturer andbe stewards of our future planet.

experiences such as shiny dorodango (mud ball) making

retailer, LIXIL has expanded this unique initiative to 60

classes and workshops where local people can get theirareas in 30 prefectures throughout Japan from Hokkaido tohands dirty in the soil.

Kyushu. To date, 6,019 employees cleaned toilets in public

We conduct outreach classes using original teachingmaterials centered around our three strategic pillars: Global
Sanitation & Hygiene, Water Conservation & Environmental

In FYE2021, approximately 1,600 citizens took part inSustainability, and Diversity & Inclusion. Since 2010, overworkshops held in collaboration with Tokoname City to

44,000 children have taken part in 1,348 outreach classes

create tiles for decorating the walls of a pedestrian deck

held at schools and events across Japan. The program helps

leading to the entrance of the new city hall building. Our

to strengthen bonds between local communities and regional

CEO attended the completion ceremony of the new city hall

LIXIL offices and employees who serve as lecturers.

in December 2021, where he was presented with a letter offacilities together with local companies.
* The cleaning initiative was canceled in FYE2021 andFYE2022 due to the COVID-19 pandemic.

appreciation from the mayor.

WEB

For Future Generations (Japanese only)

CR

THINK HEAT (P90）

Workshop to create tiles for the new Tokoname city hall buildingCR

Promoting Broader Understanding of Diversity (P35)

WEB

CR

External Awareness-Building Activities (P74)

INAX MUSEUMS

Toilet cleaning initiativeWEB

LIXIL Omotenashi Toilet Cleaning at Tourist Site initiative(Japanese only)

LIXIL Corporate Responsibility Report 2022

94

Contents

08
SOCIETY
Human Rights
Stakeholder Engagement
Community

Commitment

CR Strategy & Governance Structure

Highlights

Disaster Relief and Reconstruction Activities
in JapanMaterial Issues & Three Strategic Pillars

Our People

Environment

Customers & Supply Chain

SocietySociety

LIXIL Community Day

LIXIL provides a variety of natural disaster support
including product and monetary donations. In FYE2021,

Our LIXIL Community Day is a day when executives and employees from all

we conducted free inspections of LIXIL products andworkplaces and regions around the world take part in corporate citizenshipprovided financial support following the torrential rains in

activities relating to our three strategic pillars during working hours In FYE2022,

Kyushu, Chubu, and Tohoku regions of Japan. At the time,

approximately 9,000 people took part in more than 120 Community Day activities,

we also set up a mobile toilet booth called withCUBE at an

including community cleaning, outreach classes, and donations of sanitary products

evacuation center in Hitoyoshi, Kumamoto.

as part of our efforts to combat COVID-19.

We are also working to provide disaster relief throughproducts based on years of research on disaster-related
problems. Our Resilience Toilet is designed with disasters
in mind because it can be switched to use only one liter ofwater per flush in times of disaster compared to five liters
for regular usage. This helps evacuation centers to adapt towater supply disruptions and other issues related to toilet
facilities. We are not only promoting the installation of these
toilets in schools, gyms, and government buildings that serve

Outstanding initiatives were recognized through the LIXIL Community Day Awards.
WEB

LIXIL Community Day (Japanese only)● Global Sanitation & Hygiene
Donated hygiene kits to homeless people

Italy● Water Conservation & Environmental Sustainability

as disaster response bases, but are also using them for local

Promoted the donation of secondhand clothing for reuse/resale to fund vaccine purchases
in emerging markets

Japancommunity disaster response training.

Conducted river water quality improvement activities with local high school students

Japan

Reusing Aluminum Materials from Temporary Housing Windows● Diversity & Inclusion
Supported children with disabilities at school and improved facilities

As part of our reconstruction efforts following the 2011
earthquake and tsunami, we are collecting and recyclingaluminum building materials in Iwate, Miyagi, andFukushima, including the windows from temporary housing
provided by LIXIL.
WEB

LIXIL Disaster Relief (Japanese only)WEB

Resilience Toilet (Japanese only)

Spain● Let’s Do It Together (cross-functional collaboration)
Conducted awareness-building and fund-raising campaign to encourage correct handwashing habits

China● New Normal (COVID-19 assistance)
Conducted hygiene awareness-building activities and made SATO Tap donations to vulnerable
communities heavily affected by COVID-19

India

LIXIL Corporate Responsibility Report 2022

95

LIXIL Corporation
2-1-1 Ojima, Koto-ku, Tokyo 136-8535, Japanwww.lixil.com