A Fair & Rewarding Workplace

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The LIXIL Group seeks to create a fair and rewarding workplace, develop a strong and cohesive corporate culture, and foster an open atmosphere between the unions and the company.

Action plan Conduct a regular employee awareness survey across the Group
KPI Implementation of action plans derived from the global employee awareness survey across the Group (%)

Target / ProgressOPEN or CLOSE

  • Target for FYE2018

  • ・Implementation of action plans derived from the 2017 global employee awareness survey across the Group: 100%

  • Progress as of FYE2018

  • ・At least one department in all major Group companies created an action plan

    ・Promoted implementation of action plans in each country and region by offering stronger training programs for human resource departments

    ・Confirmed steps being taken to collect information on action plans from all regions worldwide and made proactive improvements. The South Africa office developed a career matrix that outlines the necessary techniques and skills required for each department and job level, which it shares with employees

Action plan Hold regular discussions between the union and the company
KPI Number of meetings of the Central Labor Relations Committee at LIXIL Corporation (Japan only)

Target / ProgressOPEN or CLOSE

  • Target for FYE2018

  • ・Hold nine meetings of the Central Labor Relations Committee annually to facilitate regular communication between the union and company

  • Progress as of FYE2018

  • ・Held nine meetings of the Central Labor Relations Committee annually

    ・Maintained labor relations by promoting prompt communication, including meetings and councils, on each of the themes stipulated under the basic labor-management agreement

Our Approach to Personnel Management

The LIXIL Group strives to create an environment that encourages employee diversity, inspires pride in the company, and enables each individual employee to maximize their productivity and their potential. We have focused on improving our work styles to ensure employees’ enthusiasm and motivation, and revising our human resource systems to encourage employees to take paid holidays; this includes offering more comprehensive childcare and nursing care support, and promoting personal career development.

Supporting a Healthy Work-Life Balance

At the LIXIL Group, the executive management team is actively supervising the creation of a rewarding working environment in which each and every employee can perform to their full potential. Holding active Work-Life Flexibility (WLF) Advisory Discussions between the union and the company, LIXIL Corporation is committed to enhancing the necessary systems and cultivating the right atmosphere. We currently have support practices in place for female employees looking after young children, and are now focusing on supporting our male employees with their childcare commitments, in addition to supporting all employees looking after sick or elderly relatives.

Number of Maternity Leave Users

*Directly hired employees in Japan only
*The FYE2016 figures have been revised on January 12, 2017

Number of Child-Care Leave Users

*Directly hired employees in Japan only

Number of Nursing-Care Leave Users

*Directly hired employees in Japan only

Percentage of Staff Still Working 1 Year After Childcare Leave

*Current employment of original LIXIL employees in Japan at the end of the business period one year after their return to work

Preventing Overwork

LIXIL Group top management are proactively seeking to improve productivity by eradicating long working hours and ensuring a healthy work-life balance.
To encourage employees to actively reduce overtime, LIXIL Corporation has designated Wednesdays to be a no-overtime day and has implemented an advance declaration policy for overtime. From FYE2016, managers and staff are required to carefully manage their working hours. Employees who consistently work long hours are interviewed by an industrial physician to prevent mental/physical health issues. The usage of paid leave has been increasing as of FYE2015, when we introduced measures such as “memorial leave,” which enables employees to take off time whenever they want for personal anniversaries, while we have also encouraged employees to take five consecutive days of annual leave at a time. As a result, paid-leave usage is over 50% in 2017. We intend to continue working to increase this ratio even further.

Paid Leave Days Taken per Employee

*Directly hired employees in Japan only

Average Monthly Overtime Hours per Employee

*Directly hired employees in Japan only

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