Sustainability Management Strategy

Vision Structure

We at LG H&H defined four strategic directions to advance sustainability management in six areas under the vision of becoming ‘the best sustainable FMCG (Fast Moving Consumer Goods) company’. To fully integrate diverse requirements of stakeholders, our performance management is based on segmented and detailed sustainability management performance indicators. The outcomes are then communicated to major stakeholders through our CSR Reports and corporate website (www.lgcare.com).

  • Vision

    Best Sustainable FMCG (Fast Moving Consumer Goods) Company

  • Slogan

    Healthy Beautiful Refreshing for People and the Planet

  • Strategic Directions

    Establish the sustainable management system
    Spread Social and Environmental Value Products
    Strengthen social responsibility
    Expand communication with stakeholders
  • Implementation Areas

    Customer Satisfaction
    Win-Win growth
    Jeong-Do Management
    Employee Value
    Environment and Safety Management
    Social Contribution

Mid-term Roadmap

Mid-term Roadmap
Category of Initiatives Core Management 2017 Performance 2018 Plan 2020 Plan
Jeong-Do Management Expansion of Jeong-Do Management to overseas subsidiaries · Conducted the local training and workshop programs in four subsidiaries in the Chin
-ese region (China, Taiwan,
Vietnam, Singapore)
· Monitor and check risks at overseas subsidiaries · Establish a system for improvement challenges at overseas subsidiaries
Environment and Safety Management Response to climate change · GHG emissions intensity: 0.075tCO2e/product-ton · GHG emissions intensity: 0.070tCO2e/product-ton · GHG emissions intensity: 0.055tCO2e/product-ton
Water management · Water intensity: 2.13tons/product-ton · Water intensity: 2.08tons/product-ton · Water intensity: 1.59tons/product-ton
Waste management · Waste intensity: 12.384kg/product-ton · Waste intensity: 11.463kg/product-ton · Waste intensity: 10.554kg/product-ton
Zero-accident management · Normal use rate of safety covers: 100% (8,945 cases) · Maintain a 100% normal use rate of safety covers
· Introduce a trial system for automated safety cover monitoring
· Introduce a safety cover monitoring system across all business sites
· Improvement rate of near miss: 100% (4,826 cases) · Improvement rate of near miss: 100% (5 cases per worker) · Stabilize the culture of observing the safety code of conduct
· Maintain the improvement rate of near miss at 100%
· Underwent the environ
-mental safety diagnosis
done by an external agency (33% of the total business sites; 1,174 cases detected for improvement; under implementation in 2017-2019)
· Undergo the environmental safety diagnosis done by an external agency (66% of the total business sites) · Upgrade the human resource development system for the environmental safety diag
-nosis (10 employees in 5 fields)
· Conduct an internal environmental safety diagnosis
Health care · Considered a cerebrovascular/cardiovascular disease check-up package
· Operated a pilot prevention
/management program (prevention guide provided to 1,508 persons; 326 persons took the care and management program)
· Introduce a cerebrov-
ascular / cardiovascular disease check-up package and operate a prevention program
· Stabilize a cerebro
-vascular / cardiovascular disease check-up package
· Established and operated the internal psychological counseling center (targeting accident victims and their families and witnesses; 96% use rate in the total counseling time) · Expand the psychological counseling program (establishing more counseling centers within our business sites and increasing the number of beneficiaries) · Continue to operate the psychological counseling program
Win-Win Growth Amount of financial support · KRW 32.25 billion in financial support · KRW 36.3 billion in financial support (5% increase from 2017) · KRW 40 billion in financial support
No. of technical support cases · 174 technical support cases · 190 technical support cases (5% increase from 2017) · 210 technical support cases
Safe quality of suppliers · Secured the Safe Quality Certification System for Suppliers (ensuring their system and capacity for the assessment) · Materialize the activities for the Safe Quality Certification System for Suppliers (evaluation of 143 suppliers and improvement of unreasonable issues) · Stabilize the Safe Quality Certification System for Suppliers (supporting 24 suppliers to obtain the certification)
Customer Satisfaction VOC collection and management · Reduced the customer complaint rate by 6.4% (compared to 2016) · Reduce the customer complaint rate by 5% (compared to 2017) · Reduce the customer complaint rate by 5% (compared to 2017)
VOC reoccurrence prevention · Conducted the zero-prolonged-complaint project (resolving 14 themes of complaints) · Operate a regular monitoring system for core quality indicators (14 themes)
· Work on quality innovation tasks to create customer values (10 themes)
· Operate a regular monitoring system for core quality indicators and continue to work on improvement activities
Preliminary management for quality improvement · Conducted the company-wide quality innovation project activities (29 themes implemented; 16 cases completed; 11 cases carried forward; 2 cases withdrawn) · Challenges for 2018 have not been selected yet, falling short of the evaluation standard (5cases of new themes; 11 cases carried forward) · Select and deal with new challenges for quality innovation
· Introduced the Safe Quality Certification System and conducted the safety index assessment in a model plant · Conduct the safe quality diagnosis across all production lines (305 lines at 13 plants) · Obtain the Safe Quality Certification across all production lines
· Stabilize the Safe Quality Certification System
Employee Value Employee Diversity · Operated a program for hiring international students living in Korea · Strengthen the recruiting activities to hire local human resources that are useful for local business, including overseas Koreans and international students from Korea · Expand the pool of overseas human resources
Capacity Building of Employees · Operated the global human resource development programs (GEC, GECC)
· Introduced the ERP system in overseas subsidiaries (China, Taiwan, Hong Kong, Singapore)
· Expand the global human resource development program(Japanese capacity building course, regional expert course, etc.)
· Systematize the HR operation process for overseas subsidiaries (China, Japan)
· Continue to upgrade the global human resource development program
· Systematize the HR operation process for overseas subsidiaries (Southeast Asia, North America, etc.)
Spreading of the corporate culture and core values · Established and operated the employees’ committee, and developed and conducted a workshop for facilitating the group · Establish a communication system for a strong bond and develop practices · Share values for Global One LG H&H and build a common system
Social Contribution Borrowed Earth School · Provided the education program for 27,088 students at 151 schools (accumulated figure) · Expand a summer camp for college students · Expand the program as an educational/cultural experience program with the participation of families
Shiny Perioe · Launched Perioe ’s musical for children and provided a dental health education program to 1,930 students at 15 organizations (accumulated figure: 11,040 students) · Increase the number of participants in the dental education program for children through a musical · Expand the dental education program combined with cultural events across the country

Implementaiton and Management System

CEO 아래에 CHO가 있고, CHO 아래에 CSR파트가 있습니다. CSR 파트 아래에는 HR(노동인권), 기획(경영전략), 품질경영(고객만족), 환경안전(그린경영), 법무(지배구조), 
					정도경영(윤리경영) 부서가 있습니다.