LIXIL makes pioneering water and housing products that solve everyday, real-life challenges, making better homes a reality for everyone, everywhere.
Progress in FYE2025 (as of March 31, 2025)
LIXIL provides innovative products and services that meet diverse needs, all in pursuit of our purpose to “make better homes a reality for everyone, everywhere.” With a strong focus on “Inclusive for ALL,” we are building an inclusive corporate culture where every employee can reach their full potential. We believe that an inclusive environment, where everyone is respected, empowered to take on challenges, and fairly recognized for their contributions, fosters innovation, helps solve social issues, and drives sustainable growth.
To achieve this, we have set goals to establish a culture of inclusion and achieve gender equity throughout the company by FYE2030, and are promoting measures in line with our Diversity & Inclusion (D&I) Strategy.
To achieve our goal of embedding an inclusive culture, we added inclusion as a key metric in our LIXIL Voice employee feedback survey and are using the survey results to visualize the progress and implement necessary measures.
So far, we have conducted workshops and released e-learning on a global scale for all employees to deepen their understanding of D&I topics such as unconscious bias and psychological safety. We are now focusing on the following initiatives.
Results of the LIXIL Voice employee feedback survey >
We launched a dashboard for senior managers that visualizes metrics such as LIXIL Voice inclusion scores and the recent ratio of female managers to enable each function to monitor the impact of their D&I initiatives themselves and take appropriate actions based on these insights. We also published our own Leader’s Guide to Advancing D&I at LIXIL that shares more practical case studies. This guide, which was designed to promote effective D&I, was developed based on external studies and incorporates internal case studies and feedback.
A total of 125 workshops on how to use the guide were held globally in FYE2024 and attended by approximately 6,000 managers, which equates to 86% of total managers. In each workshop, business or function leaders would act as facilitators and share their own experiences and thoughts on how to use the guide. In FYE2025, we continued to hold workshops targeting newly appointed and/or hired managers, with members of the D&I Council serving as facilitators. The participants learned about the importance of D&I and how to apply D&I in practice through these workshops and are putting their learnings into their daily actions.
Leader’s Guide to Advancing D&I at LIXIL
At LIXIL, we dedicate Global Diversity Awareness Months, an initiative designed to deepen understanding and drive action around D&I. Over the course of the month, employees participate in a variety of activities as an opportunity to understand how they can help foster an inclusive corporate culture.
One such activity was the launch of a podcast series. The creation of the podcast was inspired by employee feedback: a desire for wider D&I knowledge and a commitment to championing an inclusive environment. Members of the five ERGs shared their personal journeys, providing valuable insights that resonated deeply with listeners and inspiring them to integrate these learnings into their daily actions.

At LIXIL, we have established Employee Resource Groups (ERGs) to foster employee-led initiatives that drive the creation of an inclusive workplace. Our ERGs focus on five key themes: MULTI-CULTURAL (supporting diversity and multi-cultural communities), ABILITY (creating a workplace where people with disabilities can perform to their full potential), BETTER TOGETHER (working towards gender equality), WORKING PARENTS & CAREGIVERS (supporting working parents and caregivers), and LGBTQ+ (creating a safe and supportive workplace for LGBTQ+ employees). Regardless of their background or location, our employees learn from diverse perspectives, exchange different viewpoints, and engage in cross-regional collaboration through these groups.
An executive officer is assigned to each ERG to serve as an executive sponsor who ensures all ERG activities closely align with overall company policy and reflect the feedback received through these activities in our systems, products, and services, thereby accelerating our efforts to realize an inclusive workplace and society.
Five ERGs
Learn more about testing new technology to help create comfortable workplaces for employees with hearing difficulties (Japanese only, opens new window) >
Learn more about our Online Showroom speech-to-text service (Japanese only, opens new window) >
ERG activities are led by steering members for each region and each theme. Information and event announcements relating to the theme are actively shared in each group on our internal social media, and employees can join all groups in all regions.
As one example, members of BETTER TOGETHER (working towards gender equality) organize an event each year to coincide with International Women's Day on March 8. In 2025, a bingo game focusing on allyship and bias was held, based on the UN Women's theme for the year: For ALL women and girls: Rights. Equality. Empowerment. Participants discussed and learned about D&I and fostering an inclusive corporate culture through the game.

In Japan, we use a real-time subtitling system as part of our ERG activities. This innovative system provides instant captions of spoken words, enabling employees with hearing difficulties to fully participate in meetings. It also assists non-native Japanese speakers in understanding the language more easily.
The feedback we have received through these ERG activities is also being reflected in our product and service development. At the LIXIL Online Showroom, we have begun providing a speech-to-text service using an app powered by AI voice recognition, and are further expanding services for those who have difficulty hearing.
LIXIL is strongly committed to achieve company-wide gender equity by 2030. We have set clear targets and introduced concrete measures to increase representation of women in management positions across all corporate functions and business divisions, as well as job grade.
Our People and Organizational Development (POD) review process is critical to this commitment, incorporating a D&I lens into succession planning for key roles. In FYE2025, we conducted 26 POD sessions, resulting in the identification of 909 successors and 51 female high-potential individuals, representing 31% of the 163 high-potential individuals identified company-wide.
Learn more about our Key Metrics: Targets and Progress >
Learn more about Talent Development: Identifying and Developing High Potential Talent >

A direct follow-up measure to our POD process is the implementation of the Female Talent Outreach Program. This program empowers selected female employees to enhance their leadership capabilities by facilitating direct engagement with top management. These face-to-face sessions foster a deeper understanding of female employees’ career aspirations, contributing to more informed organizational development. The program also provides crucial networking opportunities, skill development, and career advancement support. In FYE2024, 54 female employees participated in the program in Japan, and the program is expected to be introduced globally in the future.
We are also working to develop promising female talent through NEXT, a selective next-generation leadership development program.
Learn more about NEXT Programs: Developing Next Generation Leaders >
The Female Talent Outreach Program in action
Furthermore, in Japan, LIXIL has formulated a General Employer Action Plan based on Japan’s Act on the Promotion of Women’s Participation and Advancement in the Workplace that involves promoting recruitment measures, building working environments that empower women and reforming human resources systems to ensure equal opportunities and equitable treatment for men and women.
General Employer Action Plan (Japanese only, opens new window) PDF: 301KB >
Japan’s Ministry of Health, Labour and Welfare: Database of Companies Promoting Women’s Participation and Advancement in the Workplace (Japanese only, opens new window) >
Learn more about reforming our human resources systems >

LIXIL’s goal for new graduate recruitment is to achieve gender parity, maintaining an equal ratio of men and women. We proactively engage female students through targeted events, alongside articles and videos that showcase the impactful contributions of our female employees. These efforts are building a strong pipeline and enhancing our employer brand.
In May 2024, we held our first external networking event for working women and students. This event featured inspiring presentations from female executives detailing their career journeys, dynamic panel discussions with female employees, and direct interactions with participants, effectively broadening the appeal of LIXIL as an employer.
These targeted initiatives have led to a continuous rise in the inclusion score among female employees across LIXIL Corporation and its subsidiaries in Japan.
External networking event for women

As a result of these initiatives, the inclusion score among female employees of LIXIL Corporation and its subsidiaries in Japan is rising each year.

LIXIL seeks to create an environment in which employees with disabilities can better perform and enjoy their work by tailoring jobs to suit each individual’s skills in a wide range of areas, including R&D, production, sales administration, and planning management. As of June 1, 2025, LIXIL Corporation had 331 employees* with disabilities in Japan, constituting 2.49% of the total workforce.
In 2014, we established the LIXIL NIJI Center, a specialized employment support center for people with disabilities. The center provides work support, job aptitude assessments, and skills development programs. It also pilots various initiatives to help employees with and without disabilities work together effectively. The center is designed to be barrier-free, with features like screen magnification software for visually impaired employees and height-adjustable desks for wheelchair users.
We are also strengthening these efforts at our other domestic locations. For example, to support employees with hearing impairments, we are adding sign language interpretation to training sessions and subtitles to videos. We are making adjustments to work tasks and improving the workplace environment to suit individual needs. For those who experience anxiety, we use systems that make work more visible and structured, while for others who are sensitive to their surroundings, we create flexible work areas by leaving the space in front of their desks open.
By sharing these initiatives with other companies and public organizations, LIXIL aims to contribute to building a society where people with disabilities can play an active role.
* The number of employees with disabilities listed in the LIXIL ESG Databook may differ as it is calculated based on the Japanese Ministry of Health, Labour and Welfare's disability employment rate system.
At LIXIL, we are committed to creating a truly inclusive and welcoming workplace for our LGBTQ+ employees.
In Japan, we ensure that employees with same-sex partners receive the same benefits as those with married spouses. This includes access to congratulatory or condolence leave and financial payments. We also make accommodations for health checks, considering partners' needs, and honor employee preferences for either male or female uniforms.
In October 2024, we took another step forward by expanding our “Self-Care Leave” policy to include doctor visits for hormone therapy for transgender employees. To support this change and foster a more understanding environment, we launched new LGBTQ+ learning resources for all employees to help them become stronger allies.
We believe in empowering employees to build their own careers by offering flexible work options for where and when they work. We are continually improving our systems and work environments to support diverse working styles. Our focus is on creating work practices that lead to high-quality output in an efficient way. By promoting a healthy work-life balance, these improvements are designed to reduce long working hours and boost overall productivity.
| System/Measure | Eligible Employees | Overview |
|---|---|---|
| Remote work system*1 | Regular, part-time and contract employees | Enables employees to decide for themselves where they work. Seeks to improve labor productivity, enhance work-life balance, and facilitate seamless work patterns during natural disasters or pandemics. (Remote work system includes working from home arrangements within a reasonable commuting distance to the office.) |
| Flexible work system | Regular employees at head office, function management offices, sales divisions, and indirect factory divisions | Enables employees to decide when they start and finish their workday between the hours of 5 am and 10 pm according to individual needs. *No compulsory core hours |
| Touchdown office space | Regular, part-time and contract employees | Facilitates the temporary use of external shared office services to reduce time lost when changing locations and improve work efficiency when out of the office or on a business trip. |
| Side job system | Regular employees, and contract employees (excluding employees on temporary leave or employees working shorter hours)*2 | The following two systems are used to support flexible working and employment and encourage employees to build their own careers.
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*1 In FYE2022, LIXIL Corporation created clear definitions for “commuter employees” and “work-from-home employees” depending on the number of days those employees needed to come into the office. Commuter employees, who are defined as those employees who come to the office at least four days a week, are paid a commuting allowance. Work-from-home employees, who are defined as those employees who come to the office up to three days a week, are paid a work-from-home allowance.
*2 Includes contract and part-time employees.
We are working to expand systems and create a corporate culture that supports a healthy balance between work, childcare, nursing care, medical care, and other commitments so that employees can continue to maximize their full potential through various stages of their lives. LIXIL Corporation is actively working towards a 100%* paternity leave utilization rate for male employees.
Our focused efforts from 2022 include proactive communication from HR, dedicated consultation services, and individualized outreach to male employees with newborns to inform them about the available system. As a result, the childcare leave utilization rate increased from 51% in FYE2020 to 90.7% in FYE2025. To further embed this cultural shift, we have started panel discussions and interviews with employees who have taken paternity leave, sharing their experiences across company social media channels.
* Only for directly hired employees. Encompasses LIXIL Corporation’s Papa’s Childcare Leave (Spouse Birth or Childcare Leave) system.
| System | Eligible Employees | Eligible Period | Overview | |
|---|---|---|---|---|
| Childcare related systems | Childcare Leave | Regular, contract and part-time employees | Until the child turns 3 years of age (unpaid) |
In addition to statutory leave granted in Japan(until a child reaches the age of one or two in some cases). LIXIL Corporation has introduced the following initiatives that exceed the statutory requirements. 1. Able to extend the eligible period of leave until the child reaches three years of age 2. Can be taken in up to two installments 3. Even employees who have worked for less than one year at the company can also take this leave |
| Shorter Working Hours system | Until the child completes the sixth grade of elementary school | Possible to shorten working hours than the defined standard working hours in a day in the following way.
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| Adjusting work start and end times | During pregnancy or until the child completes the sixth grade of elementary school | Work start and end times can be adjusted by 30 minutes or one hour for pregnancy or childcare reasons. | ||
| Short-term Childcare Leave | 10 days a year (paid) |
Employees with preschool-aged children can take leave for reasons such as caring for a sick or injured child, vaccinations, medical checkups, school closures due to infectious diseases, and attending their child's preschool/kindergarten or elementary school entrance and graduation ceremonies. | ||
| Papa’s Childcare Leave (Spouse Birth or Childcare Leave) | 10 days (paid) |
This leave can be taken by male employees until the child reaches one year of age. | ||
| Support for childcare services and related expenses | Depends on the system | ― |
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| Nursing care-related systems | Nursing Care Leave | Regular, contract and part-time employees | Two years in total (unpaid) |
In addition to statutory leave granted in Japan (93 days), LIXIL Corporation has introduced the following initiatives that exceed the statutory requirements.
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| Short-term Family Care Leave | 10 days a year (paid) |
Can be taken to care for family members requiring nursing care and such. | ||
| Shorter Working Hours system | Up to three years from the start date | It is possible to shorten working hours by up to two hours than the defined standard working hours in a day. | ||
| Adjusting work start and end times | One month or more, up to three years (Up to three years within the first three years from the start date) | Work start and end times can be adjusted by 30 minutes or one hour for the reason of caring for a family member who requires nursing care. | ||
| Various Leave Systems | Annual Paid Leave | Up to 20 days a year (paid) |
Granted according to the number of years of service and the attendance rate in the previous year. Can be taken in one-day, half-day or hourly increments. | |
| Relaxation Leave | Up to five days (paid) |
To encourage employees to take paid leave, all employees eligible for 10 or more days of paid leave are recommended to use a maximum of five consecutive days for rest and relaxation, personal development, or time with family. | ||
| Memorial Leave | Up to two days (paid) |
To encourage employees to take paid leave, all employees eligible for 10 or more days of paid leave are recommended to use a maximum of two consecutive days for special personal anniversaries or important family events. | ||
| Self-Care Leave | Up to 12 days a year (paid) |
Can be taken for reasons related to menstruation, pregnancy-related health issues, fertility treatments, perimenopausal and menopausal symptoms and treatment, follow-up hospital visits due to the results of health checkups conducted by the company (including comprehensive medical examinations), and hormone therapy in transgender physical treatment. | ||
| Leave of Absence for Fertility Treatment | Regular employees | Up to 18 months (unpaid) |
Designed to support diverse life choices, ensure a healthy work-life balance, and achieve D&I. The period of permitted leave under this system depends on length of service. | |
| Other systems | Career Return system | Regular employees | ― | Employees under the age of 65 years will be given the opportunity to return to work if they were employed for a period of three years or more before retiring for one of the following reasons. Reason for retirement:
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| Shorter Working Hours system | Regular, contract and part-time employees | Number of days deemed necessary by the company | It is possible to work fewer hours than the defined standard working hours in a day for any of the following applicable reasons or with the company’s approval.
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*Regular employees and contract employees of LIXIL Corporation and its subsidiaries.