Our Approach

At LIXIL, we take a long-term approach to talent development because we believe that our employees are the driving force behind value creation. We focus on systematically identifying and developing future leaders by gaining a global, company-wide view of our talent and anticipating future business needs.
We support career development from two perspectives—strategic careers guided by the company and proactive careers forged by employees—to create a workplace where every employee can work with a sense of purpose. We provide diverse learning opportunities tailored to specific roles and individual needs, including the “GROW” training program for managers and digital skills training—such as AI and app development—that fundamentally transform operational efficiency and work approaches. Through these initiatives, we are cultivating a workforce that can respond swiftly to change.

As one of the key pillars of LIXIL’s Diversity & Inclusion (D&I) Strategy, we are committed to achieving gender equity and have set targets to raise the ratio of female directors and executive officers to 50% and the ratio of female managers to 30% throughout LIXIL by FYE2030. To achieve this, we are actively developing high-potential female talent and preparing them to become the next generation of leaders and successors for key roles across the company.

Identifying and Developing High-Potential Talent

Since FYE2025, we have nominated participants for various leadership training programs and the Female Talent Outreach Program from among high-potential talent and successors identified through the POD process. This approach strengthens the connection between the POD process and selective training programs, establishing a system to engage in talent development more strategically. To encourage the growth of the identified individuals, we are strengthening processes within each division to create and update individual development plans after POD sessions, utilizing a year-round check-in system to confirm progress. This approach is also expected to enhance employee engagement and retain top talent. These systematic, proactive actions are yielding results, such as building a talent pipeline for key roles and increasing the number of successors. In FYE2026, we conducted 26 POD sessions, enabling us to identify 861 successors and 196 high-potential individuals company-wide (39% of whom are female, an 8% increase from the previous year).

Learn more about the Female Talent Outreach Program >

Overview of Talent Development

We believe in fostering a vibrant learning culture that empowers employees at every stage of their careers, from new graduates to executive management. Our comprehensive training system provides the tools and opportunities for every individual to learn and thrive.

Leadership Training Programs for Future Executives

We offer targeted training programs for division heads, regional leaders, and other general managers to develop a strong management pipeline for executive positions.

・Global Leadership Program (GLP)

In partnership with the Tuck School of Business at Dartmouth College in the United States, we offer the Global Leadership Program (GLP) to develop next-generation business leaders equipped with the strategic thinking to create and deliver new value.
This program focuses on developing “business accelerators with a problem-solving mindset” (leaders who proactively accelerate business growth) to drive business transformation. Centered on LIXIL’s unique action learning, where participants address the most critical issues selected by top management, the program aims to strengthen practical capabilities to succeed in an uncertain environment. Underlying this initiative is the strong commitment of top management to embed “Fusion Strategy”—which utilizes real-time data and AI—and the “3 Box Solution” innovation management approach as a common language across the organization.
Participants are leaders with diverse backgrounds—including age, gender, and nationality—selected from around the world. Over approximately six months, they acquire an advanced leadership mindset while applying cutting-edge theories to practical business applications. Furthermore, through lectures and exercises at Dartmouth College, the program incorporates world-class practical processes, such as participants receiving feasibility assessments of their strategies from local investors and major companies.
Through these initiatives, diverse leaders collaborate across organizational boundaries to enhance execution capabilities, foster a culture that embraces transformation, and drive sustainable growth and long-term corporate value.

Talent Development for Future Leaders

LIXIL is committed to developing next-generation executive talent and young leaders through a variety of targeted programs.

・NEXT Program

To realize an organization where diverse talent of all generations can take on key roles, LIXIL offers the “NEXT” program for employees in Japan. This program is the cornerstone of our merit-based approach to identifying and developing high-potential talent into future leaders.

This program is closely aligned with the POD process involving division heads, and promising talent selected through POD participates. Its design is based on the concept that the most effective approach to talent development consists of 70% “experience-based learning,” 20% “learning from others,” and 10% “training.” Its greatest feature is action learning, where participants tackle actual management challenges. Participants form cross-functional teams, gain practical experience in formulating management strategies, and present their outcomes directly to top management, including the CEO.

Furthermore, we encourage participants’ capability development and growth through multifaceted support, including opportunities to gain a broader perspective through panel discussions with senior leaders. After clarifying their individual strengths and challenges through the program, participants take on stretch assignments to further cultivate their leadership and gain practical experience. LIXIL has been strengthening the next-generation leadership pipeline by encouraging the generation of results and further growth through practical on-the-job experience.

Program Overview

*1 Excludes program graduates.

*2 This concept posits that the most effective ratio for talent development is 70% “experience-based learning,” 20% “learning from others,” and 10% “training.”

・Asia Leadership Acceleration Program (ALAP)

The Asia Leadership Acceleration Program (ALAP) is a core program to develop next-generation leaders who will drive sustainable business growth in Asia. It is aligned with the model of the selective program “NEXT” designed to develop future business leaders, and is adapted to the business environment of the Asian market. While inheriting LIXIL’s core management philosophy and common language, the program incorporates a more practical curriculum tailored to regional characteristics to address the Asian market, where diverse nationalities and cultures coexist. Participants are selected from candidate lists for successors and must have completed the “GROW” training program for managers. By focusing on talent who embody LIXIL’s values and share a common management language, LIXIL ensures more effective talent development.
While the Global Leadership Program (GLP) drives company-wide business transformation and the “NEXT” program develops next-generation business leaders in Japan, the ALAP focuses on developing future leaders who will drive each region in Asia and the “immediate execution of regional strategies.” In the program, participants address actual management challenges, and outstanding proposals are immediately incorporated into on-site business operations, directly linking investment in human capital to business growth. Over the approximately 10-month process, talent development is conducted using the “70-20-10” model, combining “experience-based learning,” “learning from others” (guidance from top management), and “training” (intensive workshops). Through these initiatives, we aim to cultivate a broader perspective of the organization and enhance cross-functional collaboration, building a strong talent pipeline capable of maximizing leadership in the face of the speed and diversity unique to Asia.

Training Programs for Managers

・Great Managers at LIXIL (GROW)

We operate the global manager development program, “GROW: Great Managers at LIXIL,” which aims to develop managers who will support our foundation for long-term sustainable growth and thereby strengthen our organizational capabilities. This program promotes self-growth and skill development among managers, improves their problem-solving and decision-making abilities, enhances their resilience, increases job satisfaction and trust, improves work-life balance, and expands their networks.

This program is not a one-off training program but an ongoing, medium- to long-term initiative to encourage the mastery of the skills and behavioral changes required of LIXIL leaders. It supports centralizing learning resources on a dedicated portal site and building consistent study habits in conjunction with Google Calendar.

Global Expansion and Regional Deepening
As of FYE2026, approximately 6,000 managers globally (approx. 4,000 in Japan and approx. 2,000 overseas) are covered by this program, following the launch in Japan in FYE2024 and its expansion overseas in FYE2025. Additionally, each region implements follow-up measures tailored to regional characteristics to embed the growth mindset, such as sharing best practices in the Americas, holding in-person workshops in Europe and Japan, and hosting “Learning Friday Sessions” in Asia.

Leveraging Technology
To effectively apply learning in the workplace, we have introduced an internally developed AI Coach. The AI Coach is trained on LIXIL’s management philosophy and common language, such as the LIXIL Behaviors and the D&I Guidebook, and provides personalized real-time coaching and practical advice.

Outcomes and Impact
We measure the program’s effectiveness by conducting a satisfaction survey after participants complete all skill training. In Japan, approximately 83% of managers reported that the program contributed to the growth and revitalization of their teams. We also observed specific behavioral changes, such as improved dialogue with team members and enhanced logical problem-solving skills, leading to greater resilience and engagement across the organization.

・D&I Workshops

We offer this program to help our managers deepen their understanding and practice of D&I, empowering them to create truly inclusive teams.

Learn more about D&I workshops for managers >

For All Employees

We are committed to developing employee capabilities through onboarding training for new hires and mid-career employees, engagement programs, and English training.
Our digital education program, Dejiraku, aims to develop talent capable of driving business transformation through digital technology, offering employees training programs developed by our digital experts that take business needs into account. We host generative AI workshops, including those on Gemini and NotebookLM, to promote their practical application in daily work. Acquiring and applying digital skills and knowledge that improve productivity and transform business operations enhances the employee experience.
In addition to practical courses on problem-solving and active listening, we also offer short courses for employees to learn strategic thinking and business frameworks that can be immediately applied to their daily work. In FYE2026, 1,240 employees took these courses, and the on-the-job application rate reached 82%. Furthermore, during practical training in app development, 53% of participants reported that they “now utilize business skills more than before.” The synergy between acquiring digital skills and applying business skills is driving steady improvements in operational efficiency.

・Training and Certification System for No-Code Development Tools

By championing the use of no-code development tools, LIXIL empowers employees without IT expertise to drive business transformation and boost organizational agility. We ensure that all keen employees have the means to learn by providing educational materials, case studies, consultation sessions, and a tiered certification system. Since the internal launch in 2021, our employees have created 5,074 unique business applications to streamline their work and improve operational processes. With 12,227 citizen developers as of March 2026, our workforce is actively shaping the company’s digital transformation, fostering a culture of innovation and continuous learning across the organization.

Achievements Since the Launch of No-Code Development Tools as of FYE2026

*Scope: LIXIL Corporation and its subsidiaries

*Gold certification was newly established in August 2024.

・Information Security Training

Believing that the last line of defense against increasingly sophisticated cyberattacks is people rather than systems, LIXIL prioritizes cybersecurity education and awareness. In FYE2026, we conducted information security training in which employees learned through simulated drills using materials compiled from specific threat cases. The training was highly rated, with participants noting that it clarified the exact actions to take and raised their security awareness. It recorded a program satisfaction rate of 93% and an on-the-job application rate of 90%. As a result, the percentage of employees confident in responding appropriately to ransomware attacks improved from 87% to 98%, demonstrating a steady transformation in mindset and enhanced response capabilities achieved through these practical programs.

・Building a Culture of Continuous Learning

We have globally implemented Litmos as our central enterprise learning platform. We aim to encourage active use by both users and content creators through its highly intuitive and user-friendly interface. Additionally, we launched the LIXIL Learning Hub, an intranet site centralizing internal and external education and training information. This site allows employees to choose training and educational programs that best fit their individual skills and needs, fostering self-directed learning.

Furthermore, to support employees’ autonomous skills and career development, we have introduced LinkedIn Learning for managers in and outside Japan, as well as for interested employees. This program provides over 17,000 pieces of expert-led content, including courses, videos, and webinars, in seven languages. By combining this with our internally developed educational materials, we efficiently deliver high-quality content in a timely manner.
In addition, we focus on specialized training tailored to each business and function, promoting employee skill enhancement through respective portal sites and Litmos. These initiatives enable employees to stay current with the latest expertise and apply it to their work, thereby enhancing organizational competitiveness.

Career Development Support

* Scope: The Job Posting system is available to full-time employees on the payroll of LIXIL Corporation and its domestic manufacturing subsidiaries in Japan.

Supporting Early Career Autonomy for Young Talent (Follow-up Sessions)

In addition to company-wide systems, we hold Follow-up Sessions for employees in their second year with the company to encourage early career autonomy among the future leaders of our organization. We position these sessions as an important opportunity for participants to reflect on their past activities and deepen their self-awareness. During the two-day program, participants objectively reassess their work from a company-wide perspective through dialogue with cross-functional peers of the same cohort, and verbalize their core values through self-reflective exercises. After the sessions, participants share the specific action plans they formulated with their manager and use them in career dialogues, such as 1-on-1 meetings, thereby linking workplace growth with career development. In FYE2026, 100% of participants were satisfied with the program, and 96% reported that they “gained inspiration and energy from peers of the same cohort.” By helping young talent recognize their contribution to the organization and cultivate a proactive approach to their own careers, we are driving the creation of a resilient organization capable of adapting to change.

Moving forward, we will implement measures to support middle-aged and senior employees entering the later stages of their careers, strongly promoting autonomous career development across all generations.

Improving the Quality and Quantity of 1-on-1 Meetings

Taking the opportunity of the HR system transformation in April 2026, LIXIL is further strengthening the development of an environment that draws out the initiative of every employee. At the core of this is a high-quality dialogue between managers and team members. To ensure that 1-on-1 meetings in the workplace become true opportunities for growth, we are implementing measures to substantially improve the quality and quantity of dialogue.
Under this transformation, workplace dialogue between managers and team members is positioned as a vital catalyst for organizational growth more than ever before. We have formulated a 1-on-1 Guidebook providing practical guidance for enhancing communication, thereby strengthening dialogue in each workplace. Through these initiatives, we are embedding a culture of dialogue across the company that goes beyond mere progress checks to encourage self-reflection and growth for every employee.

Evaluation Framework

At LIXIL, we have designed our performance evaluation framework to fairly recognize the growth and achievements of all our employees^*1.

In Japan, our evaluation system is based on two pillars: performance evaluation, which reflects achievements against goals set at the start of the fiscal year, and behavioral evaluation based on the LIXIL Behaviors. Grounded in company performance, these evaluations are reflected in individual salaries and bonuses to reward each employee’s achievements and efforts, encouraging sustainable growth. Additionally, to support employees in achieving their performance goals and developing their skills, we regularly schedule 1-on-1 meetings throughout the year for ongoing dialogue between employees and their managers.

• Evaluation system: Performance evaluation^*2 / Behavioral evaluation
  Evaluators: the employee, their direct manager, and managers other than direct supervisors
  Frequency of evaluations: Once a year

Evaluation process:
1) Employees conduct self-evaluation based on the goals they set at the beginning of the review period.
2) The direct manager conducts a review meeting and determines the preliminary evaluation.
3) The final individual performance evaluation is decided after a calibration meeting where managers from multiple departments discuss the evaluations.

Evaluators do not just assess progress toward goals. They also use these meetings to help employees reflect on their work, share future expectations, and support their growth.

*1 Includes part-time employees.

*2 For some general managers, a certain percentage of their individual performance evaluation is based on achieving organizational goals.

The following specific terminologies have been used to define the reporting scope.

LIXIL: 

LIXIL Corporation and its subsidiaries

Japan: 

LIXIL Corporation

Europe: 

DACH region (Germany, Austria, and Switzerland), Nordic countries, Mediterranean region, Western Europe, and Eastern Europe

Americas: 

South and North America

Asia: 

Asia (excluding Japan)

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