Sysmex Sustainability Data Book 2023
Fiscal 2022 (April 1, 2022 to March 31, 2023)

1-5-1, Wakinohama-Kaigandori, Chuo-ku, Kobe 651-0073, Japan
Tel +81-78-265-0500 Fax +81-78-265-0524

Contents

Disclosure System
Financial Information

Message from Leadership

3

GovernanceCompliance

Sustainability Management

Integrated Report: “ Sysmex Report” (Annual report)

80
81

4

Compliance Management81

Corporate Strategy

5Compliance Promotion Initiatives

83

Story of Value Creation

7

Materiality

9

Risk Management Structure

86

Stakeholder Engagement20

Response to Risks
Related to Business Continuity

87

Enhancing Information Security

88

Society21

Creating New Value for a Healthy Society

22

Resolution of Medical Issues through Innovation

22

Improvement in Accessibility to Healthcare―Approaches to Global Health and Universal Health Coverage―

25

Providing Responsible Products, Services,and Solutions

31

Pursuit of Quality and Trust

31

Strengthening Supply Chain Management

38

Creating an Attractive Workplace40

Development of Human Resources―Employee Journey―

40

Promotion of Diversity, Equity & Inclusion

44

Increasing Engagement

48

Promotion of Health and Occupational Safety:
Wellbeing

53

Corporate Citizenship Activities

57

Corporate Citizenship Activities

57

Environment

62

Environmental Management

63

Resource Circulation in Product Life Cycle

69

Reduction in Environmental Burden
through Business Activities

74

1

Risk Management

Non-Financial Information

IR Information Site

Sustainability Site

https://www.sysmex.co.jp/en/ir/index.html

https://www.sysmex.co.jp/en/csr/index.html

・https://www.sysmex.co.jp/en/csr/report/

This site discloses details of financial, stock, andshareholder information.

・Financial Reports & Presentations

Corporate Governance Reporthttps://www.sysmex.co.jp/en/corporate/governance_e.pdf

86Respect for Human Rights

89

Respect for Human Rights

89

Editorial Policy
Sysmex publishes the Sysmex Report, an integrated report that provides a concise summary of financial and nonfinancial information in terms of value creation over the medium- to long-term. The Sustainability page on our website
serves as a reporting tool to complement the Sysmex Report. It presents all our specific efforts to address priority issues(materiality) in sustainability and is periodically updated. We also publish an annual report titled Sustainability Data Book,
which summarizes the details provided on our website. The website and Data Book serve as engagement tools for all
stakeholders, and thus they refer to disclosure items specified by the GRI Sustainability Reporting Standards in order toensure exhaustive disclosure. Regarding climate change, we disclose various types of information in accordance with

External Evaluation

91

External Evaluation

92

Evaluations and Results
Related to Sustainability

92

Performance Data /Independent
Practitioner’s Assurance 95
Social Data

95

ISO 304141 Certification

99

Environmental Data

100

Environmental Performance Data

101

Independent Practitioner’s Assurance105

the recommendations of the Task Force on Climate-related Financial Disclosures (TCFD).

Guidelines Referenced

Period Covered

・GRI（Global Reporting Initiative）“GRI Sustainability

Primarily fiscal 2022 (from April 1, 2022 to March 31,

Reporting Standards”

2023). Some activities conducted outside this period are

・SASB（Sustainability Accounting Standards Board）

also included.

“SASB Standards”※ For the most recent information, we keep information on our・The Japanese Ministry of the Environment’s

sustainability site updated as it becomes available.

Environmental Reporting Guidelines (2018 ed.)Date of Publication
November 2023

Organizations Covered
Sysmex Group (Sysmex Corporation and its subsidiaries

Note on the Forecasts

both in Japan and abroad). In this report, “Sysmex” refers

Statements in this report pertaining to Sysmex’s

to the Sysmex Group as a whole. “Sysmex Corporation”

future plans, forecasts, and other items are basedrefers to the Company on a stand-alone basis.

on currently available information and involve

Independent Practitioner’s Assurance

uncertainties. Actual results may differ materiallyfrom those planned or forecasted in theseWe have obtained an Independent Practitioner's

statements.

Assurance for environmental and social data reported
in the Sysmex Sustainability Data Book 2023 in theJapanese version.
▶ Independent Practitioner’s Assurance2

Sustainability
Management

Society

Environment

Governance

External Evaluation
Performance Data

Sustainability
Management

Society

Environment

Governance

External Evaluation
Performance Data

▎ Message from Leadership

The Sysmex Way―our Group’s Corporate Philosophy―defines Sysmex’s mission as “Shaping the advancementof healthcare.” Since our establishment in 1968, we have striven to contribute to resolving global medical challenges

through our core business in laboratory testing of blood, urine, and other specimens, and today we support the health ofpeople in more than 190 countries and regions around the world.

Sustainability Management

In recent years, healthcare needs are growing increasingly diverse and complex, such as delivering personalized
medicine and containing soaring healthcare costs, primarily in developed countries. In emerging and developing
countries, establishing infrastructure and improving access to healthcare are priorities.
In addition, the COVID-19 pandemic that spread from 2020 onward, straining medical systems in countries worldwide,
served to reaffirm the importance of testing and diagnosis.
Furthermore, challenges such as global environmental issues, exemplified by climate change, and geopolitical risks
that present urgent problems for the entire world, create an increasingly uncertain future.
At Sysmex, by working to address the numerous challenges facing society, we provide all stakeholders with the anshinthat is the cornerstone of our Group’s Corporate Philosophy.

In our long-term corporate strategy that has started in FY2023, we have positioned human capital as the sourceof corporate value creation, and will move forward with building an organization that leverages diversity to create
innovation. In addition, we have set new non-financial targets among our management goals, including goals for
reducing environmental burdens, by working towards elimination of product loss and replacement of all materials withrecycled and environmentally-friendly alternatives. We aim to continue growing as a sustainable company that createsboth social and economic value, and will work Group-wide to realize a sustainable society.
In addition to generating further innovations in our core laboratory testing business, we will continue to pursue

challenges in new fields such as surgical support robots, in order to enhance the “healthcare journey” ―the life-

long healthcare experience that each individual undergoes―based on our corporate message, “Together for a better
healthcare journey.” We will also strive to deliver new value through our unique technologies and solutions as well as
through creative collaborations with a variety of partners.

We at Sysmex are committed to contributing to the delivery of optimal healthcare for each and every individual, in linewith the universal human desire to live a long and healthy life.

3

Corporate Strategy

7

Story of Value Creation

9

Materiality

11

Stakeholder Engagement

20

4Sustainability
Management

Society

Environment

Governance

External Evaluation
Performance Data

▎ Corporate Strategy

Sustainability Management

Sustainability
Management

Society

Environment

External Evaluation
Performance Data

GovernanceBusiness Domain
Expand our business domain by strengthening existing businesses and creating new businesses

Moving from“ diagnostics (healthcare testing)” to the“ healthcare journey”

Main Domains on
the Healthcare Journey

Long-Term Corporate Strategy 2033
New

Sysmex has formulated a Long-Term Corporate Strategy 2033 ending in fiscal 2033, based on the “Sysmex Way,” theDomain C

corporate philosophy for the Sysmex Group. We aim to instill anshin, which lies at the core of our corporate philosophy,

People universally desire to live long and healthy lives. Sysmex aims to realize a society in which people can maintainvalue to make each individual’s healthcare journey better and grow as an essential presence in society.

Existing

Sysmex is proposing the new concept of a “healthcare journey.” Through various collaborations, we aim to offer new

Refinepersonalized
healthcare andtesting

Strengthen
the diagnostics
business

lifelong health by accurately ascertaining each individual’s physical condition, allowing for the provision of treatment andservices optimized for the individual.

Domain A

Domain B<Market>“Together for a better healthcare journey”

Strengthen the diagnostics businessRealize personalized Undertake challenges
prevention andin new domains, suchprognosis monitoring as medical robotics

to all stakeholders in order to address diverse and complex healthcare needs and solve various social issues.

Long-Term Vision

Domain D

Domain A

Existing

Domain B<Organizational ability>

Domain C

Expand market share and establish overwhelming
competitive advantage
Increase testing parameters, pursue
global development

Refine personalized healthcare and testing
Develop unique life science fields
Develop new testing and diagnostic methods

Realize personalized prevention andprognosis monitoring

Develop and disseminate new tests
Realize new healthcare support using data

Take on challenges in new domains

Domain D

Expand the medical robotics business
Expansion into regenerative and cellular
medicine, etc.

New

Note: Based on The Lead and Disruput by Charles A. O’ Reilly, et al.

Value Provided
We will help to improve the quality of life of people around the world at each stage of their healthcare journey andrealize a fulfilling and healthy society by optimizing healthcare and healthcare costs.

Strategy and Targets
To reach our objectives, we will promote a core strategy consisting of five elements, in our aim to a ¥1 trillion company.

Prevention

High

Medicalcheckups

Detailed Treatment/
follow-ups
surgery

Efficacy
evaluation

Prognosis

Initiatives to achieve sustainablecorporate growth

QOL

Fastertreatment

Illness

Recovery

FasterrecoveryCore strategy

Healthier and longer life

(Efforts to strengthen the links
between corporate activities andsolutions to social issues)

Achieve zero product losses
Percentage of unnsed waste: 0.1% or less

Initiatives to reinforce the corporate baseSwitch to recycled
and environmentally conscious materials
Rate of use in containers
and packaging materials : 20% or more

Value provided by Sysmex

1

Provide tests and information to detect diseases at earlier and milder stages

2

Provide tests and information that allow for more precise diagnosis andpersonalized treatment options when illness strikes

3

Provide monitoring tests and information to facilitate faster and better recovery

4

Provide tests and information to contribute to people’s longer and healthier lives

5

20% or more

Sustinability targets

Corporate
management

Outpatient treatment or hospitalization

Appropriate treatment¥1.0 trillion or more

Profitability
Operating margin:

Eco-social

Human capital

Low

GrowthNet sales:

Technologies

Businesses

Everyday life

Financial targets▶ Mid-Term Management Plan (Fiscal Years Ending March 31, 2024 to 2026)

6

Sustainability
Management▎

Society

Environment

External Evaluation
Performance Data

Governance

Sustainability
Management

Society

Environment

Governance

External Evaluation
Performance Data

Sustainability Management
Sysmex has formulated Long-Term Corporate Strategy 2033 (VA33), which concludes in fiscal2033, based on the

Story of Value Creation“Sysmex Way,” the corporate philosophy for the Sysmex Group. In line with our long-term vision, “Together for a better

healthcare journey,” we will continue contributing toward the development of healthcare and the healthy lives of people.

Our long-term vision: Together for a better healthcare journey

Input

Business Domains

Value Creation Strategies/Outputs(Management
Resources)(Materiality)
Domain Expansion
From “IVD” to “Healthcare Journey”

Diverse Human
Resources(Human Capital)

Creating new value
for a healthy society

In response to the increasing diversification of healthcare needs in recent years,
we will provide value at each stage of the healthcare journey, covering not only
the conventional IVD field, but also extending our offerings to encompass
everyday life (when in good health), periods of illness, and even prognosis.
Medicalcheckups

Prevention
R&D Capabilities
Intellectual Property

Detailedfollow-ups

Treatment/
surgery

Efficacy
evaluation

Prognosis

High
Everyday life

(Manufactured Capital)

Illness

QOL

Global Sales andService Structure(Social and
Relationship Capital)

Reducing
environmental
impacts

Recovery Resource circulation in
product life cycle
 Reduction in environmental
burden through businessactivities

Outpatient treatment or
hospitalization

Low

Growth in Existing Domains + Taking on Challenges in New Domains
New

Domain C

Stable Financial
Foundation

Domain D

Realize personalized
prevention andprognosis monitoring(Financial Capital)

Undertake challenges
in new domains, suchas medical robotics

MarketEnvironmental
Resources
Existing

Brand Strength

Creating an
attractive workplace Increasing engagement
 Promotion of diversity,
equity & inclusion
 Development of humanresources
 Promotion of health andoccupational safety(Core Strategy /Monitoring Indicators)

Refine personalized
healthcare
and testing

Domain A

Strengthening
governanceDomain B

Organizational ability

Existing(Brand Capital)

7

New Strengthening corporate
governance Thorough compliance Reinforcement of risk
management
 Respect for human rights(Value Provided)

Businesses and Technologies
Taking on Challenges in New Domains,
Such as Enhancing the Value of Testing,
Developing Personalized Medicine andPrevention, and Treatment

Extending HealthyLifespans of People
Around the World

Expanding the Value of Instruments,
Reagents, and Solutions
 Customer satisfaction
indicator
 Product lineup/productportfolio indicator Customer access indicator• Realization of healthcare
optimized for each individual

Eco-social
Establishing a Business Model Adapted
to a Circular Resource Society
Evolving the Value Chain in Collaboration
with Medical Institutions
 Product loss index
 Resource recycling index

Human Capital
Acquiring and Cultivating Talentfrom around the World in Line withManagement Strategies
Building a Portfolio of Human Resources
That Contributes to Advances in Healthcare Value-added productivity indicator Engagement indicator DE&I indicator

Corporate Management
Building an Autonomous and Agile
Organizational Management System

Strengthen
the diagnostics business(Natural Capital)

Providing responsible
products, services,and solutions
 Pursuit of quality and trust Strengthening supply chain
management(Intellectual Capital)

Production Structure Resolution of medical
issues through innovation
 Improvement inaccessibility to healthcare

Outcomes

Creating a Resilient Global
Management Structure Evaluation of theManaging Board’s effectiveness Investment efficiency indicator Brand penetration indicator Financial indicators (net sales,
operating profit, ROE)

8

• Contribution to the optimizationof healthcare costs• Contribution to alleviating
healthcare disparities byimprovement in accessibility tohealthcare

Realizing a
recycling-oriented
society Response to climate change Water resource
countermeasures Contribution to biodiversity
 Establishment of a circular
resource value chain

Creating Social Value Enhancement of corporate
value through dialogue withstakeholders
 Realization of wellbeing
through improvements in
employee happiness Creation of humanresources that help resolve
social issues
 Return of value toshareholders, investors,
employees and otherstakeholders

Sustainability
Management

Society

Environment

Governance

External Evaluation
Performance Data

Sustainability
Management

Society

Environment

Governance

External Evaluation
Performance Data

▎ Materiality

Sustainability Management

The Positioning and Process of Identifying Our Materiality
Sysmex identifies materiality (priority issues) with a view to realizing a sustainable society and achieving its own

sustainable growth. We verify this content on a regular basis.
Conventionally, materiality is an analysis along two axes of items of importance to stakeholders and to Sysmex. We

Materiality
Priority SDGs to Address
Initiative

first identified this materiality in 2017. To make progress more visual and effective, we set specific targets and KPIs inline with the mid-term management plan as “non-financial targets” (renamed “sustainability targets” in fiscal 2021). We

also developed action plans and activities for responsible divisions. We reviewed this content in 2021 in tandem with theGood Health andWell-Being Resolution of medical issues
through innovation
 Improvement in accessibility to healthcare

Theme
Creating new value fora healthy society*2

formulation of our mid-term management plan.
In formulating a new long-term vision and corporate strategy, we have determined that it is important to design
a strategy that is consistent with our long-term corporate strategy, mid-term management plan, and materiality, toaccelerate our sustainability management, when taking into account the expansion of our business domains and theincreasingly diverse and complex social environment we face. We believe that this will help improve our execution
capabilities, promote dialogue, and facilitate understanding both within and outside the Company.
As an approach to re-identifying materiality, we took a backcast design based on conventional materiality. First, alongwith the long-term management strategy, we analyzed social and environmental trends and industry trends up to 2033,

Industry, Innovation
and Infrastructure
Responsible
Consumption and
Production

material items in five fields.
Furthermore, we have utilized the new materiality as a basis for basic strategy and to set key performance indicators in
our long-term corporate strategy. We have also integrated our basic strategy with our mid-term management plan and

Gender Equality
Decent Work andEconomic Growthsustainability targets, creating a style for the value creation that Sysmex aims to achieve.

The results of each strategy’s execution and sustainability targets are periodically reported by each division to theManaging Board and at management meetings twice per year, and progress is checked by the board.

 Strengthening supply chain
management

Providing responsible products,
services, and solutions*2

 Increasing engagement*1
 Promotion of diversity, equity &inclusion*2
 Development of human resources Promotion of health andoccupational safety

Creating an attractive workplace

Partnerships for
the Goals

organized them as challenges for achieving our long-term vision, and identified the SDGs that Sysmex should prioritize
from the perspective of their impact on social and corporate value. Based on these prioritized SDGs, we identified 14

 Pursuit of quality and trust

Climate Action

In line with the progress of our strategies and changes in the environment, Sysmex will continue to provide value by

 Resource circulation in productlife cycle*2
 Reduction in environmental burden
through business activities*2

Reducing environmental impacts*2

regularly verifying and reviewing materiality.
(Governance) Corporate governance Compliance Risk management
 Respect for human rights*1*1 Newly added materiality item
*2 Item that have been reorganized, integrated and rewritten from the previous materiality items

9

10Strengthening governanceSustainability
Management

Society

Environment

External Evaluation
Performance Data

Governance

Sustainability
Management

Society

Environment

Governance

External Evaluation
Performance Data

Status of Sustainability Targets

Creating new value for a healthy society

Fiscal 2023

Fiscal 2025

Number of CBC tests(based on the number of reagents)
Percentage of consolidated sales to themarket size of instruments, reagents,and services in a single year in the field ofhematology—

Results
Fiscal 2033

Fiscal 2017

Fiscal 2018

Fiscal 2019

Fiscal 2020

Fiscal 2021

Fiscal 2022

—

—

—

—

—

2,971
million

2,977
million

—

—

52.7%

53.8%

54.7%

55.6%

54.6%※5

Number of cases using hinotori

—

—

—

—

—

—

—

Total number of patents, utility modelrights and design rights obtained

—

—

2,709

2,987

3,143

3,485

3,680

Total number of patents, utility modelrights and design rights applied for

—

—

301

346

306

287

298

Number of cancer
Number of cancer genomes analyzed bygenomes analyzed※3
the NCC OncoPanel
Number of breast cancer
Number of breast cancer tests using thetests using the OSNA
OSNA method
method

—

—

—

—

—

1.6
thousand1.6
thousand

—

—

—

—

—

46
thousand54
thousand

Sales in emerging anddeveloping markets—

Number of hematology
tests
Hematology market
share※2
Number of cases withsurgical robots
Resolution of
medical issues
Number of patents
through innovation
Number of new patents

Improvement inaccessibility tohealthcare

Target

KPI※1

Materiality

Consolidated sales in emerging anddeveloping markets(Eco-Vision)—

The market share in fiscal 2022 remained at thesame level as the previous fiscal year, due to Chinese
government’s procurement policy and restrictions
to control the COVID-19 pandemic, though reagent
54.0%
sales grew in each region due to an increase ininstalled instruments, and new high-end models
enjoying brisk sales in Japan.
1,323
The number of cancer genomes analyzed and thenumber of breast cancer tests using the OSNA
method also remained at the same level as the
3,832
previous fiscal year.
The number of patents held and patent applications
257
have been steady, in line with our business performance.
Adding the number of hematology tests and the
1.7
number of surgeries performed using our roboticthousand assisted surgery system, we will monitor the impact
on society of our existing diagnostics business and52
thousand our new medical robotics business.

—

—

—

¥122.0billion¥143.0billion¥156.7billion—

Providing responsible products, services,and solutions

Number of recalls

Number of voluntary recalls/repairs for
products sold (instruments and reagents)

—

—

—

—

—

4

2

2

Number of FDA
warning letters

Number of FDA warning letters issued
to Sysmex

—

—

—

—

—

0

0

0

90%

90%

81%

84%

85%

89%

90%

94%

6

5

—

—

—

2

5

5

—

—

—

—

—

86%

88%

86%

—

0.18%

Less than
0.1%

—

—

—

—

—

—

—

60.0%

100%

—

—

—

—

—

—

—

Cut 10%Cut 35%

—

—

—

—

—

—

Cut 20%——

Cut 12%

Cut 10%Cut 2%

Cut 8%Cut 22%

Cut 27%

Cut 10%——

Cut 8%Cut 2%

Cut 4%Cut 6%

Cut 13%

Cut 7%Cut 20%——

Cut 17%Up 1%

Cut 17%

Cut 25%

Cut 1%Cut 25%

—

—

—

—

—

—

Cut 4%Up 9%

Cut 7%

Pursuit of quality
and trust

CSR survey response
Percentage of raw material suppliers
rate (primary suppliers in that responded to CSR surveys (primaryJapan and overseas)
suppliers in Japan and overseas)
Strengthening
supply chain
management

Number of training
sessions for suppliers(Japan)※4
Third-party certification
rate of suppliers(primary, Japan)※4
Zero product loss

Reducing environmental impacts

Resource
circulation in
product life cycle

Number of briefings, training, and othertraining sessions for domestic suppliers(single year)
Percentage of primary raw material
suppliers (domestic) obtaining third-party
certification for manufacturing or productquality
Unused disposal rate of in-housemanufactured goods, raw materials andspare parts (cost/sales percentage)

Recycling of containers
Rate of recycled or environmentallyand packing andconscious materials used in containers
utilization of environment
and packaging/labeling materials
compliance materials
Reduction of greenhouse Percentage of reduction of greenhouse gas
gas emissions (Scope 3) emissions (Scope 3) with FY2022 as the base year
Reduction of CO2
Reduction rate of CO2 emissions per
emissions (instruments) instrument unit with FY2016 as the base year
Reduction of water
Reduction rate of waster discharge per
consumption
instrument unit with FY2016 as the base(instruments)
year
Reduction rate of CO2 emissions
Reduction of CO2
generated by shipping per nonemissions (shipping)consolidated sales unit with FY2016 as
the base year
Reduction of packaging Percentage reduction of total packaging
and labeling materials
material weight with FY2019 at the base year11

12

Progress and Future Initiatives

The sales in emerging and developing markets
increased by more than 10 billion yen from theprevious fiscal year partially because we bolstered
our marketing and service provision structure in
Brazil, Saudi Arabia and other emerging countries.
We will work to improve healthcare access andquality in emerging and developing countries,
continuing cooperation with internationalorganizations, such as the WHO and JICA.
In fiscal 2022, we had only two recalls, the same
number as the previous fiscal year, without receiving
any health hazard reports, and received no FDA
warning letters, as in the previous fiscal year.
We successfully prevent defective products fromentering the market by establishing a system that
ensures compliance with the regulations of eachcountry, conducting regular quality audits, timely
collecting information from the market throughour global quality complaint handling system, andthoroughly investigating the causes of defective
products. We will continue our efforts to maintainand improve the safety and quality of our products.
The CSR survey response rate for fiscal 2022 was
94%, higher than the rate for the previous fiscal
year. As part of our follow-up, we urged suppliers to
identify low-score items and high-risk items and makenecessary improvements based on the results ofthe previous year’s CSR survey. We held five training
sessions for suppliers as in the previous fiscal year.
In fiscal 2022, we held BCP training sessions andseminars on promotion of sustainability and green
procurement, in which a total of 431 business
partners participated. We will continue to strengthen
our relationship with business partners.
The reduction rate of CO2 emissions per instrument
further improved in fiscal 2022 from the previous
fiscal year (by 5 percentage points).This reduction
was mainly due to increased sales of powersaving products and global improvement in our
CO2 emissions coefficient. The reduction rate of
CO2 emissions generated by shipping in fiscal 2022
improved by 24 percent points from the previous
fiscal year. We promoted supply management
replacing air transport with sea transport.
As new targets to achieve Sysmex Eco-Vision 2033,
we have set “zero product losses,” “complete switch
to recycled or environmentally conscious materials,”and “reduction of GHG emissions (Scope 3).” We willfind innovative solutions toward a circular-oriented
society in cooperation with our stakeholders by
pursuing green innovation and leveraging our uniquestrengths.

Sustainability
Management

Society

Environment

Governance

Reduction of greenhouse Reduction rate of GHG emissions
gas emissions (Scopes 1, 2) (Scope 1, 2) from fiscal 2022
Reduction of CO2
emissions (businessactivities)

Percentage reduction of CO2 emissions
generated from business activities per
consolidated sales with FY2016 at thebase year

Environment

Governance

Results

Fiscal 2023

Fiscal 2025

Fiscal 2033
(Eco-Vision)

Fiscal 2017

Fiscal 2018

Fiscal 2019

Fiscal 2020

Fiscal 2021

Fiscal 2022—

Cut 40%Cut 55%

—

—

—

—

—

—

Cut 40%——

Cut 14%

Cut 17%

Cut 35%

Cut 35%

Cut 44%

Cut 55%

—

—

—

—

—

—

Reducing environmental impacts

Ratio of renewable energy Percentage of using renewable energy—

75%

Reduction of using
energy per employee—

Cut 3%

—

—

—

—

—

—

—

—

Cut 23pt

Cut 90pt

—

—

—

—

—

—

Cut 5%——

Cut 8%Cut 7%Up 6%

Cut 7%

Cut 19%Cut 37%

Percentage of reduction of using energy per
employee with FY2022 as the base year

85% orhigher

—

—

89%

76%

67%

78%

79%

80%

Cut 10%Cut 5%

Cut 15%———

Cut 8%

Cut 15%

Cut 27%

—

—

—

—

—

—

0.6%

0.6%

0.5%

Number of meetings with Number of meetings with institutional
investors and analysts※4 investors and securities analysts

—

—

—

—

—

506

485

597

Number of internalreports

Number of internal reports of incidents
received

—

—

32

14

11

12

28

21

Number of unethicalincidents

Total number of incidents in which
the violations the law were found, anddisciplinary actions were taken for theviolation of the Global Compliance Code

—

—

—

9

7

5

14

9

Number of information
security trainees※3

Number of participants in information
security training (gross)

—

—

—

—

—

2,720

3,601

4,900

Participation rate indisaster drills※3

Percentage of participants in training
using safety confirmation tool assuming
a disaster, etc. (including employees onlong-term leave)

—

—

—

—

—

98.7%

98.7%

99.4%

Recycling rate

Resources recycled per total waste
generated

Percentage of reduction waste generated
Reduction of total waste by business activities per consolidated
sales※6

Ratio of product waste
to salesStrengthening governanceComplianceSociety

90% orhigher

Percentage of reduction of water
Reduction of water
Reduction in
consumption per production of reagents
consumption
environmental(main reagent factories) with FY2022 as the base year
burden throughPercentage reduction of waterbusiness activities Reduction of water
consumption from business activities per
consumption (businessconsolidated sales with FY2016 at theactivities)
base year

Corporate
governance

Sustainability
Management

Target

KPI※1

Materiality

External Evaluation
Performance Data

Ratio of products waste caused by expiry
and other reasons to consolidated sales—

Risk management

1314

External Evaluation
Performance Data

Progress and Future Initiatives
The reduction rate of CO2 emissions generated bybusiness activities (at the business offices covered
by Sysmex Eco-Vision 2025) in fiscal 2022 improvedby 11 percentage points from the previous fiscal year.
This substantial reduction was attributable to theprogress of our switch to renewable energy.
Sysmex Eco-Vision 2033, starting in fiscal 2023, has
set a target reduction rate of CO2 emissions for morebusiness offices than those covered by the previous
vision, as well as has introduced the reduction rate ofenergy use per employee and the ratio of renewableenergy as new targets to raise each employee’s
environmental awareness, reinforcing our efforts toachieve carbon neutrality.
The rate of reduction in water consumption and therate of reduction in total waste (for the businesssites covered by Sysmex Eco-Vision 2025) in fiscal
2022 improved from the previous fiscal year by 18
percentage points and by 12 percentage points,
respectively, due to increased sales.
As a water consumption reduction target, wehave newly introduced the reduction of water
consumption at main reagent factories, taking into
account factors such as the uneven geographicaldistribution of water risks and the fact that thewater consumption of product use is affectedby our product portfolio more than by productimprovement.
To achieve the targets of Sysmex Eco-Vision 2033,
we will work on the reduction of water consumption
by reviewing production processes of each businesssite and introducing new equipment for more
efficient water use, as well as by using recycledwater.
The waning impact of the COVID-19 pandemic
increased in-person meetings, including visits byoverseas investors to Japan and overseas briefings. We
effectively utilized conferences hosted by securities
firms and other opportunities to hold individualand group meetings with a wide array of investors.
Consequently, the number of companies we met withincreased by more than 100 from the previous fiscal
year.
In fiscal 2022, we had nine unethical incidents, noneof which was a serious violation. A total of 21 internalreports were received in Japan and from overseas. We
investigated and appropriately handled each incident.
Considering training and awareness-raising activities
for employees as the foundation for promoting andensuring compliance, we will continue to provide
periodic training opportunities for employees toensure that they will act in accordance with the
Global Compliance Code.
In fiscal 2022, we conducted online cyber security
training in multiple languages for all our Group
employees as well as temporary employees andindependent contractors. We also provided training
in handling of spear phishing (BEC and phishingscams) and held seminars on handling of emails toraise employees’ awareness of information security.
We will continue to conduct regular employee
training and strengthen the Group's information
security management system.
In fiscal 2022, we conducted disaster drills and training.
We will continue to enhance our response to risks
associated with business continuity by conducting
regular drills and training, introducing a system tocheck employees’ safety and creating rules andmanuals related to disaster response.

Sustainability
Management

Society

Environment

Governance

Sustainability
Management

Society

Target

KPI※1

Materiality

External Evaluation
Performance Data

Fiscal 2023

Fiscal 2025

Engagement score

Percentage of positive responses toengagement in the corporate culture
surveyTurnover ratio

Turnover rate of regular employees (Ratio
for people who have left the organization
10% or less 10% or lessfor any reason, including layoffs, job cuts,
job changes, retirement age, etc.)

Self-turnover rate

Annual retirement rate for personal reasons

Return rate from parental
Return to work after parental leave
leave※475%

Environment

Results
Fiscal 2033
(Eco-Vision)

75%

Fiscal 2017

Fiscal 2018

Fiscal 2019

Fiscal 2020

Fiscal 2021

66%
65%
(except EMEA) (except EMEA)

Fiscal 2022

72%

—

—

71%

—

—

10.1%※5

7.5%※5

10.9%※5

8.4%

—

—

—

—

—

—

—

6.8%

—

—

—

—

—

—

—

100%

—

—

—

31%※5

53%※5

62%

15.2%

15.2%

15.5%

16.2%

17.3%

19.5%
(except Russia)
32.1%

Increased
engagement

Creating an attractive workplace
Promotion ofdiversity, equity &inclusion

Percentage of men
taking childcare leave※4

Percentage of male employees (including
part-time workers) taking childcare leave
after their spouse bears a child

60% orhigher

65% orhigherFemale managers ratio

Ratio of women at director level or above

20% orhigher

20% orhigher

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

Female next generation Percentage of women in the manager
managers ratio
position in the Sysmex Group
Female associates,
Female employees ratio in the Sysmex
employees ratio
Group
Percentage of mid-career Percentage of mid-career recruitment
recruitment in managerial employees in managerial and professional
and professional positions※4 positions
Male/female percentage
Female ratio in new graduates
among recruits (newrecruitment, mid-career recruitment
graduates and mid-career)※4
Percentage ofwomen and nonRatio of women in the managements,
Japanese nationals inratio of foreigners in the managements
management※4
Percentage of women in Ratio of women in management of groupmanagementcompanies including the head office
Salary inequality
Gender ratio in average total
in managerial andcompensation value (managerial andprofessional positions
professional positions)※4(total compensation)
Salary inequality general
Gender ratio in average total
employees (totalcompensation value (general employees)※4compensation)

Percentage of
employees withdisabilities※3

Percentage of employees with physical,
intellectual, or mental disabilities

15

2.35% orhigher

2.65% orhigher

—

2.04%

2.21%

2.30%

2.30%

Governance

External Evaluation
Performance Data

Progress and Future Initiatives
The Group’s engagement index of employees forfiscal 2022 rose by 6 percentage points from theprevious fiscal year to 71%, matching the average
engagement score of Fortune 500 companies. Highengagement is a key driver of the Group’s growth.
Our activities to instill the Sysmex Way in employees,
and safety measures and work style arrangements
during the COVID-19 pandemic, have boosted
employee engagement in each region, achieving a
3 percentage point increase in China. The turnoverrate for fiscal 2022 dropped by 2.5 percentage
points from the previous fiscal year as a result of ourinitiatives to enhance human resource development
and review compensation systems in each region.
We will continue to improve employee engagement
by recruiting and training talented people, creating
a comfortable working environment and promoting
labor-management dialogues.
The percentage of men taking childcare leave in
fiscal 2022 increased by 9 percentage points fromthe previous fiscal year. This significant increase wasattributable to our various initiatives: setting targets
in our action plans under the Act on Advancementof Measures to Support Raising Next-Generation
Children and the Act on the Promotion of Women’s
Active Engagement in Professional Life, helping
employees balance parenting and work, conducting
continuous awareness-raising activities to establish a
comfortable working environment (holding round-tablediscussions for all domestic employees and conducting
seminars by internal and external lecturers and creatinga guidebook for male employees), encouraging
managers to understand various work styles, andchanging employees’ awareness of working styles byintroducing the smart work system. We will continue
to take actions to increase male employees taking
childcare leave.

The female managers ratio in fiscal 2022 increasedby 2.2 percentage points from the previous fiscal
year. Factors in this increase include the appointment
41.7%
of more women as successors to key positions,
including positions on the management team in the
Newly graduated: Asia Pacific region, the early promotion of women to
management positions in EMEA, and an increase of
35.9%
Mid-career: 27.0% female managers due to diversified career options
resulting from the reform of the personnel system in
Women: 8.3% Japan.
Non-Japanese: 16.7% We will use the percentage of women and nonJapanese nationals in management, and the wage
differentials between male and female employees,
9.4%
along with other indicators, as new indicators formonitoring, while creating a working environmentthat allows employees to work in diverse work styles
93:100 and providing diversity education.

41.8%

80:100

2.31%

16

2.31%

Although the number of employees with disabilities
increased (mainly at Sysmex Harmony Co., Ltd., a special
subsidiary of Sysmex), the percentage of employees withdisabilities remained at the same level due to the increase
in total employees resulting from our business expansion.
We will continue to create and identify tasks suitable for
persons with disabilities and consolidate such tasks toprovide more employment opportunities to those withdisabilities. We will also remain committed to creating roles
and a working environment that enable every employeeswith disabilities to use their unique traits as strengths.

Sustainability
Management

Society

GovernanceTraining time per
employee

Fiscal 2023

Sustainability
Management

Society

Fiscal 2025

Creating an attractive workplace

Total annual hours worked per regular
employee

Environment

Results
Fiscal 2033
(Eco-Vision)

Average training time per employee fortraining provided by HR and each division 40.0 hours 40.0 hours(including online training)

Value-added productivity
Value added per time(non-consolidated)※4
Value-added productivity
Value added per capita(Group)Human resources
Total investment in human resources
development investment
development and training(non-consolidated)※4
Human resources
Total investment in human resources
development investment
development and training(Group)Total number of associates who took
Participation rate in training
training each year divided by total number(non-consolidated)※4of employees
Total number of associates who took
Participation rate in training
training each year divided by total number(Group)of employees
Success plan
Rate of transfer to key positions
effectiveness rate※4
Succession coverage
Percentage of key positions that have arate※4
successor candidate

Total annual working
hours※3

External Evaluation
Performance Data

Target

KPI※1

Materiality

Development of
human resources

Environment

Fiscal 2017

Fiscal 2018

Fiscal 2019

—

—

—

Fiscal 2020

Fiscal 2021

—

—

—

—

—

—

—

¥13,230¥19.38million¥22.50
million

—

—

—

—

—

¥18.74
million¥234
million¥252
million

—

—

—

—

—

¥266
million

—

—

—

—

—

—

—

¥356
million90% orhigher

90% orhigher

—

—

—

—

—

100%

—

—

—

—

—

—

—

100%

—

—

—

—

—

—

—

100%

—

—

—

—

—

—

—

218.9%

2,000
hours

1,980
hours

—

—

—

2,030 hours

2,045
hours

Percentage of days of
paid leave taken※3

Percentage of days of annual paid leave
taken per regular employee

70% orhigher

75% orhigher

—

—

—

61.3%

62.4%

Lost-term injuries
frequency rate※3

Number of employee death or injuries
resulting from work-related accidents per
million hours actually worked

Less than
0.5

Less than
0.5

—

—

—

0.78

0.91

Lost work days rate※3

Number of days absent from work due
to work-related injuries per 1,000 hours
actually worked

Less than
0.05

Less than
0.05

—

—

—

0.05

0.04

※1 The shaded KPIs were added in April 2023. The items whose targets are displayed as “—” are monitoring items for which no targets are set.
※2 Source: Clearstate and Sysmex estimates※3 Target: Sysmex Group in Japan※4 Target: Sysmex Corporation on a non-consolidated basis※5 The figure disclosed in the previous fiscal year has been revised due to a change in the calculation method.
※6 Fiscal year for comparison: Fiscal 2019 for the fiscal 2023 targets and the results of each fiscal year, and fiscal 2022 for the fiscal 2025 and fiscal 2033 targets

17

External Evaluation
Performance Data

Progress and Future Initiatives

24.5 hours 31.4 hours 30.0 hours—

Promotionof health andoccupationalsafetyFiscal 2022

Governance18

The training time per employee in fiscal 2022
decreased by 1.4 hours from the previous fiscal
year (95.5% of the training time per employee inthe previous fiscal year). On the other hand, ourGroup companies in Japan achieved a 100% training
participation rate and invested 92,000 yen in training
per employee.
We will promote the development of humanresources, including next-generation global leaders,by adding value-added productivity, investment in
human resource training, the rate of participationin training, and other indicators to the monitored
items, and by setting the rate of internal transfers to
new positions .

The annual working hours in fiscal 2022 decreased
by 23 hours from the previous fiscal year. The
main factors in this decrease include alleviatedstaff shortages as a result of aggressive recruiting
activities, coupled with innovation and businessstructure transformation efforts, reduced overtime
hours resulting from a shift to more efficient
2,022 hours work styles through the adoption of value-added
productivity indicators, and an increase in the numberof paid leave days taken.
We will continue to reduce working hours by
optimizing assignment through enhanced
recruitment efforts and actively conducting training
and awareness-raising activities for employees incooperation with the labor union.
The percentage of days of paid leave taken in fiscal
2022 increased by 4.1 percentage points from theprevious fiscal year. To increase use of paid leave, we
set recommended dates for paid leave, shared paid
leave days actually taken by each employee with
their department heads, and actively encouraged
66.5%
employees to take paid leave.
For fiscal 2023, we have introduced a target percentage
of days of paid leave taken. To increase the percentage,
we will improve productivity as well as raise employees’
awareness of the benefits of taking paid leave.
The lost-time injury frequency rate and the lostwork days rate for fiscal 2022 decreased by 0.1
percentage points and increased by 0.01 percentage
points, respectively.
There were six work-related accidents, including
0.81
injuries in factories (seven accidents in the previous
fiscal year). As a measure to reduce work-related
accidents, employment health advisors gave
employees guidance about how to prevent injuries.
We will continue to bolster and enhance ourworkplace safety and health management system
under the leadership of the Central Health and Safety
Committee, which supervises our Group companies
in Japan. In the event of a work-related accident, the
0.05
Health and Safety Committee of the business site
involved will investigate the causes, take necessary
actions, and share the causes and actions within theGroup to prevent its recurrence.

Sustainability
Management

Society

Environment

Governance

External Evaluation
Performance Data

Through proactive dialogue with stakeholders, we strive to forge better relations. In addition, by incorporating their(GRI, SASB, SDGs,
sustainability index
assessments)

Deliberate and approve atmanagement meetings.

to realize a sustainable society.
Stakeholder

Identify priority SDGs
to address

Identify 14 materiality
items in five fields

Long-term vision

Partially revised
based onenvironmental
analysis inconjunction withthe development of
the mid-term
management plan.

STEP 3: Confirm Suitability

products and services
・Enhancing customer satisfaction
through products and services
Customers
・Stable supply
・Creating innovative products andservices

Priority SDGs to Address
Providing responsible products,
services, and solutions

Creating new value fora healthy society Support for poverty eradication
 Ensuring of sustainable foodproduction systems
 Ensuring access to safe and affordable
housing, drinking water, and adequate
sewage and sanitation facilities Pursuit of quality and trust Strengthening supply chain management

 Resolution of medical issues
through innovation
 Improvement in accessibility to healthcare(Global health, universal health coverage(UHC))

Main Dialogue with Stakeholders
・Customer Support Center (forinquiries)

・Customer Satisfaction Survey
・Collection of the voice of thecustomer (VOC)

Impact on society Improvements in energy efficiency
 Elimination of discrimination
 Reduction of disparities

Providing equal educations andprotecting ecosystems
and resources Provision of equitable, quality
learning opportunities
 Preservation of sustainable nature

Creating an attractive workplace

Reducing environmental impacts
 Resource circulation in product life cycle
 Reduction in environmental burden
through business activities

Promoting a peaceful andjust society Compliance with regulations
 Ensuring of sound and transparent
political relationships
 Eradication of corruption and bribery

・Corporate Culture Survey
・Ensuring long-term employment
・Mental health checkup
・Fair treatment in accordance with
employees’ achievements
・Voluntary reporting system(survey on employee’s visions of・A workplace that enables employees tofulfill their potential

career design)

・Diversity roundtable discussions
・Accepting diversity
・Providing opportunities for self-fulfillment ・Internal reporting systemand personal development
・Labor and management council

19

Information▶ Enhancing Customer

Satisfaction

Engagement as an
Important Indicator of
Our Corporate Strategy▶ Promotion of Diversity,

Equity, and Inclusion▶ Our Efforts toward

Health Enhancement▶ Compliance

Promotion Structure▶ Labor-Management

Dialogue

Business
Partners

・CSR surveys of suppliers・Fair and equitable dealing
・Supplier visits▶ Supply Chain
・Synergistic growth through mutual trust
Management
・Meetings with/visits to distributors
and dedicated work
・Training sessions for suppliers

・General meetings of shareholders
and social events for shareholders
management
・Commitment to reliable and innovative ・Technology presentation for
institutional investors and analysts
management
Shareholders
・Orientation briefings/company
・Maintaining sustainable growth▶ IR Information
and Investors
tours for individual investors
potential
・Business results briefings
・Finding a balance between thesustainability of the company and society ・Conference calls
・Active information disclosure (transparency) ・Investor visits・Contributing to advances in the field of▶ Improvement in・Collaboration with government
healthcare and the development of a
Accessibility to Healthcare
agencies
andinternational
healthy society
organizations (Sysmex▶ Transparency in・Helping resolve issues facing local communities
Corporation signed the UnitedSociety
Relationships with・Reducing environmental burdens
Nations Global Compact)
Medical Institution
through business activities
・Participation in industry groups▶
Corporate Citizenship
・Encouraging employees to get involved・Participation in local communities
Activities
in corporate citizenship activities▶ Corporate Philosophy

Impact on corporate value▶ Quality and Safety

・Customer training/user meetings▶ Scientific Activities
・Scientific seminars
・Website/social media

・Ensuring sound and transparent

 Increasing engagement
 Promotion of diversity, equity & inclusion
 Development of human resources Promotion of health and occupational safety

Related Articles▶ Setting Employee

To design materiality, we identify priority
SDGs to address, while organizing issues torealize the long-term vision by backcasting,based on our previous materiality

Eradicating poverty and hunger,
protecting vulnerable groups

Society’s Requirement
Related to Business・Ensuring the quality and safety of

Employees

Improving access to energy,
eradicating inequality

External Evaluation
Performance Data

expectations and requirements into our business activities we will enhance the effectiveness of our strategy and strive

Analyze the external environment

Analyze the current status

Evaluate medium- tolong-term risks andopportunities from theperspectives of stakeholders
and Sysmex, and orderthese according to priority.

GovernanceCommunication with Stakeholders

2023 Redesign2021 Review

STEP 1: Understand andOrganize the Issues

STEP 2: Prioritize

Environment▎ Stakeholder Engagement

The Flow of Identifying Materiality

Elicit global social issues
and requests fromstakeholders.

Society

Sustainability Management

The Flow of Identifying Materiality

2017 Identify

Sustainability
Management▶ Sysmex Report (Stakeholder Engagement)

20

Sustainability
Management

Society

Environment

Governance

External Evaluation
Performance Data

Sustainability
Management

Society

Environment

Governance

External Evaluation
Performance Data

Society▎ Resolution of Medical Issues through Innovation
Creating New Value for a Healthy Society

Initiatives for Dementia

There are currently over 55 million people worldwide who live with dementia, and the number of dementia patientsis expected to reach 130 million by 2050 as life expectancy increases globally.※ Alzheimer’s disease, which accounts for

60% to 70% of all dementia cases, is thought to be triggered by an accumulation of plaque consisting of a protein calledamyloid beta (Aβ) in the brain, causing cognitive impairment. Therefore, early diagnosis and interventions are considered
to enhance effectiveness of treatment targeting Aβ. However, at present, imaging test of the brain (PET imaging) andcerebrospinal ﬂuid testing to identify the accumulation of Aβ are only available at a limited number of institutions, andtheir high costs and invasiveness impose a burden on patients.
Sysmex has been engaged in the development of technology to identify the accumulation of Aβ in the brain moreeasily and rapidly in order to help resolve issues in diagnosing Alzheimer’s disease. In February 2016, Sysmex and Eisai
Co., Ltd. entered into a comprehensive, non-exclusive collaboration agreement for the creation of new diagnostic

reagents in the field of dementia. By utilizing each other’s technologies and knowledge, Sysmex has been engaged in

the development of next-generation diagnostic reagents that will enable the early diagnosis of dementia, the selectionof treatment methods, and the monitoring of the resulting effects.
In June 2023, Sysmex launched diagnostic reagents in Japan that aids determination of Aβ accumulation in the brain bymeasuring Aβ levels in the blood. These reagents will be used with our automated immunoassay systems based on thechemiluminescence enzyme immunoassay (CLEIA) principle. This enables easy and quick testing and reduces physical,

Societyemotional, and financial burdens on patients with a suspected Aβ accumulation in the brain. It is expected to contributeto early diagnosis and early determination of optimal treatment for patients.
Going forward, we will continue to create new diagnostic technologies for the prevention and treatment of dementia,
aiming to contribute to improving the quality of life (QOL) of patients and their families.

Creating New Value for a Healthy Society

22

Resolution of Medical Issues through Innovation

22

Improvement in Accessibility to Healthcare―Approaches to Global Health and Universal Health Coverage―

25

Providing Responsible Products, Services, and Solutions

31

Pursuit of Quality and Trust

31

Strengthening Supply Chain Management

38

Creating an Attractive Workplace40

Development of Human Resources ―Employee Journey―

40

Promotion of Diversity, Equity & Inclusion

44

Increasing Engagement

48

Promotion of Health and Occupational Safety: Wellbeing

53

Corporate Citizenship Activities
Corporate Citizenship Activities※ Source: Global Status Report on the Public Health Response to the Dementia Executive Summary (Sep. 2, 2021, World Health Organization)

57
57

21

22

Sustainability
Management

Society

Environment

External Evaluation
Performance Data

GovernanceContribution to Healthcare through Surgical Support Robots

Sustainability
Management

Society

Environment

Governance

External Evaluation
Performance Dataantimicrobials will become less effective, making it difficult to treat infections that would otherwise be mild and reversible.

In recent years, there have been demands for solutions to social issues such as reducing physical burdens on patients,
improving their QOL, the early detection of lesions, providing environments in which healthcare professionals canconcentrate on treatment with a sense of security, and equalizing the provision of medical care, such as by rectifying
medical disparities among regions. Surgical support robots are utilized in laparoscopic surgery, which aims to reduce thephysical burden on patients. These robots support healthcare professionals in performing more precise operations. The
market size ※ of the surgical support robot industry is expected to expand at a compound annual growth rate (CAGR) of
13%, reaching approximately 2 trillion yen on a global basis by 2030.
Sysmex began the full-scale introduction of surgical support robots to the Japanese market in 2020. Urological,
gastroenterological, and gynecological surgery utilizing these robots are now covered by insurance in Japan, and thecumulative number of such surgery cases had exceeded 1,800 as of the first quarter of the fiscal year ended March
2024. These surgical support robots, equipped with operation arms that move smoothly like a human arm, and thecapacity to project high-definition images that vividly display even the smallest details with a full high-definition 3D

If countermeasures against AMR (antimicrobial resistance) are not taken, the number of annual deaths due to AMR is
expected to exceed 10 million by 2050. ※2 This is a high figure, estimated to surpass the number of deaths from cancer. For
this reason, AMR is recognized by the World Health Organization (WHO) and a variety of other groups as a social issue
that must be addressed worldwide.
As a company involved in healthcare, Sysmex is working to establish new testing technologies and to develop productsthat can resolve this issue. In June 2023, we launched a testing system for rapid detection of antimicrobial susceptibili ty
in Europe, which detects the presence or absence of bacteria and assesses the effectiveness of antimicrobials using
urine samples from patients suspected of having urinary tract infections. ※3 Using a unique and proprietary microﬂuidic
technology,※5 the system delivers the results of the antimicrobial susceptibility testing (AST)※4 in as little as 30 minutes
from the start of measurement, a significant reduction compared to the several days required for conventional AST,
thereby helping ensure that appropriate antimicrobials are prescribed at first visits to clinics, etc. in primary care.
Sysmex will continuously commit itself to tackling the universal threat of AMR by developing and delivering innovative

system, were developed with the aim of contributing to the evolution of medicine. In the future, AI will learn surgeons’testing and diagnostic technologies.

navigation, remote guidance, and remote training. These prospective advancements in AI capabilities are expected※2 Source: “Antimicrobial Resistance: Tackling a Crisis for the Health and Wealth of Nations.” The Review on Antimicrobial Resistance, Chaired by Jim O’ Neill.
※3 Urinary tract infections (UTIs): UTIs are caused by bacteria that proliferate in the urinary tract, spanning from the kidneys to the urethral outlet,advanced skills and achieve a feedback functionality for surgical procedures, assisting functionality with intraoperative
to contribute to the improvement of skills and knowledge of healthcare professionals. In addition, Sysmex is currently
promoting efforts to add functionalities and to develop guidelines that meet the needs of worksites in collaboration

with multiple medical institutions, academic societies, telecommunications service companies, etc. to enable the earlyclinical implementation of telesurgery, in which a surgeon performs surgery at a distance from the patient.
Sysmex will continue to proceed with its surgical intelligence initiatives and promote digital transformation (DX) to ensure
a successful healthcare journey for each patient, including pre-surgery testing and testing and treatment during and after
surgery, by combining skills and knowledge developed through testing and diagnostics as well as surgical support robots.

※1 Antimicrobial Resistance (AMR): This phenomenon occurs when living organisms develop resistance to a drug whose efficacy is decreased or

neutralized as a result. Bacteria that have developed antimicrobial resistance are known as antimicrobial-resistant bacteria.

resulting in inﬂammation. These infections can lead to cystitis in the bladder and pyelonephritis in the kidneys. They are among the most commonly
encountered bacterial infections in daily clinical practice, with approximately 60% of women experiencing this at least once in their lifetime.
*Source: American Urological Association Website “Urinary Tract Infections in Adults”.
https://www.urologyhealth.org/urology-a-z/u/urinary-tract-infections-in-adults (Referred on June 20, 2023)※4 Antimicrobial Susceptibility Testing (AST):
This is a test to determine the efficacy of various antimicrobial drugs against pathogenic bacteria detected in a sample.
※5 Microﬂuidic technology:
Sysmex Astrego’s unique proprietary technology that involves creating microchannels at the micrometer or nanometer level. This allows
individual bacteria from a ﬂuid sample to be captured and cultured unidirectionally within these microchannels, thereby enabling rapid detectionof antimicrobial susceptibility.
https://www.sysmex-astrego.se/technology.html※ The market size is indicated on a customer-purchase-price basis. Source: TechSci Research. The figure for 2030 is Medicaroid’s projection.

Stakeholder’s Voice

Stakeholder’s Voice

Umeno: Being able to conduct testing easily at any time and see the results quickly not only improves theefficiency of medical care and the patient’s QOL, but also results in a sense of ease for both healthcare

We hope to create a workﬂow that reduces theprofessionals and patients.

burdens on healthcare professionals while also

Olsson: The product we have developed uses a basic platform for testing. By varying the application, we canproviding higher-quality and more appropriate
medical care to patients. We hope to help create

develop products that can be used for a variety of diseases. Believing in our potential, we will continue

a world in which all people involved in medical

working toward a world in which less people have a negative experience due to AMR.

care can work with ease and patients feel lessstressed about going to hospitals. This is anambitious dream, and our mission to realize it
acts as a driving force in our daily work.

Yuuki Hata, Manager in the MR Business Division

Click here for details:▶ Contributing to DX in Surgery and Equalization of Medical Care in Order to Provide Greater

Peace of Mind and Safety for Healthcare Professionals, Patients, and Their Families

Tetsuji Umeno, Director in the HUP Business Division (one on the left in the photo)
Mikael Olsson, CEO of Sysmex Astrego AB (on the right in the photo)※1

Contribution to Countermeasures against Antimicrobial Resistance (AMR )If antimicrobials, which are used to treat infections, are inappropriately used, bacteria in the body may not beterminated sufficiently, and the surviving bacteria may become drug resistant. If drug-resistant bacteria proliferate,

23

Click here for details:▶ Tackling the Universal Threat of Antimicrobial Resistance (AMR) with New Testing Technology

24Sustainability
Management

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External Evaluation
Performance Data

in Accessibility to Healthcare▎―Improvements▎ Approaches to Global Health and Universal Health Coverage ―Society

Today, many global health issues affect health worldwide and require international collaboration to be solved. Many of

Sustainability
Management

Society

Environment

Governance

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industry co-creation project in the Republic of Ghana at the 9th NIKKEI FT Communicable Disease Conference held in
November 2022.
※1 Time from the start of measurement to the determination of test results.
※2 Testing by the analyzer does not mean that malaria diagnosis will replace microscopic testing. Nor does it mean a diagnosis can be madebased on the outcome of analyzer testing alone. Diagnostic confirmation is based on a doctor’s comprehensive judgment, which includes

other clinical information.

※3 Red blood cell count (RBC), white blood cell count (WBC), hemoglobin volume (Hb), hematocrit value (Ht), mean corpuscular volume (MCV),

mean corpuscular hemoglobin (MCH), mean corpuscular hemoglobin concentration (MCHC), and platelet count (PLT).

these issues are threatening the health of people who cannot access proper medical care due to inadequate healthcare
environments and systems.
In the field of global health, Sysmex works to solve issues in testing and diagnosis, the core of its business. As one of
our responsibilities as a global company, we will contribute to Universal Health Coverage (UHC)※ by promoting quality
testing in emerging and developing countries so that as many people as possible can receive appropriate medical
care.

Stakeholder’s Voice
Conventional malaria tests take time,
and their accuracy is low; however, using a※ UHC: A condition in which all people have access to affordable and proper services to improve their health, prevent or treat illnesses, and recover.

Sysmex analyzer has made faster and moreaccurate diagnoses possible. The analyzer iseasy to operate and can measure samples

Contribution to Malaria Elimination

one by one or automatically measure multiple

Transmitted by mosquitoes, malaria is one of three major infectious diseases defined by the World Health Organization

samples. With the analyzer, you can select an(WHO) and is prevalent mainly in tropical and subtropical regions. As blood samples are used in testing for malaria,

appropriate measurement method according

applying technology accumulated in the hematology area, Sysmex developed an automated hematology analyzer toto the purpose of use. It also enables you

support standardization and optimization of malaria testing. The number of deaths caused by malaria can be reduced

to acquire a great deal of information fromthrough early detection and treatment. By providing an instrument for use in clinical settings that can swiftly anda wide range of measurement targets,conveniently produce useful results for diagnosis, Sysmex is contributing to the elimination of malaria.

including hemoglobin levels, which will contribute to the management of malaria disease.

Interview with a Medical Professional in Burkina Faso

In areas where malaria is endemic, such as Burkina Faso, Sysmex analyzers are in high demand and greatly
help with the treatment of children. I hope these analyzers will be introduced in many medical institutions in

Innovation in Testing for Malaria
The current mainstream method of testing for malaria uses

the fight against malaria.

a rapid diagnostic kit or a microscope. However, both options
pose problems such as the time required, ranging from 15 to 30
minutes, including pretreatment, and the requirement for skilled
techniques in microscopic testing. In contrast, our hematology
analyzer identifies red blood cells infected with the malaria
parasite and determines the percentage of infected cells
without pretreatment, automatically performing both processes
in about one minute※1 with a high degree of accuracy.※2 In
addition, since our hematology analyzer calculates eight CBC
parameters※3 that are measured at the same time in normal
hematology testing, it can provide clinicians with data onother issues, such as anemia and nutrition status, in addition
to detecting malaria. Through the use of this technology andproduct, Sysmex is supporting clinical settings in areas wheremalaria is endemic.
Since 2016, Sysmex Corporation has been involved in theinitiatives of the Malaria Consortium, which consists of research
institutes and enterprises combating malaria, and contribute toproject activities in the field of testing and diagnosis conducted
through industry-government-academia partnerships in Asia
and Africa. Sysmex reported on its activities related to a cross-25

Our Contributions to the Quality of HIV Testing Diagnosis and Treatment
Sysmex provides a system to test for CD4+ lymphocytes
developed and produced by Sysmex Partec in emerging anddeveloping countries. It has provided approximately 3,000
tests since 2011 on a cumulative basis. The system measures
the number and proportion of CD4+ lymphocytes in the bloodin just three minutes and is inexpensive, small, and portable,
demanding only simple maintenance. It supports simple, rapid,
and stable testing, aiming to ensure everyone can be tested
equally.
In addition, this system has acquired prequalification※ by the
WHO and has been promoted for introduction in countries andSystem to Test for CD4+ Lymphocytes

regions in which medical resources are limited. It improves thequality of HIV diagnosis and treatment in emerging and developing countries.
※ Certification system under which the WHO guarantees quality, safety and efficacy, with the aim of ensuring that health care products, including

pharmaceuticals, testing, and vaccines, can be used with a sense of security in countries lacking in resources. The system was launched in 2001
for pharmaceuticals for HIV/AIDS and is now used as a reference list for procurement in emerging and developing countries. The Global Fund toFight AIDS, Tuberculosis, Malaria, and other funding organizations preferentially choose products that have acquired prequalification.

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Public-Private Partnership Project with JICA

Emerging and developing countries need to develop the abilities of medical professionals (capacity building) to solve

Sysmex Corporation conducted the Project for the Dissemination of Automated Urinalysis Diagnosis Technology

health and medical issues. Sysmex continuously provides products, services, and support to medical institutions while

between 2018 and 2022 as part of the Japan International Cooperation Agency (JICA) Collaboration Program withincreasing opportunities to provide training and scientific information to medical professionals. It contributes to thethe Private Sector for Disseminating Japanese Technology for the Social and Economic Development of Developing

early detection and treatment of diseases, as well as improving diagnoses and treatment methods by emphasizing thesignificance and clinical value of testing and the dissemination of diagnostic technology.

Countries. We installed a fully automated urinalysis testing system in Ghana’s national Komfo Anokye Teaching Hospital(KATH), and we organized seminars and symposiums that have been attended by 860 local healthcare professionals.
This project was recognized as an effort toward the attainment of the Sustainable Development Goals (SDGs), andSysmex was certified as a “JICA-SDGs Partner.”※ We will remain committed to educating local healthcare professionals

Training for Medical Professionals
Sysmex has established an in-house training center called Sysmex Academy. In addition, it provides globally unified
educational content and skill management tools through the Caresphere™ Academy for online training. This enables us
to conduct educational programs on clinical value and training sessions on instrument maintenance for sales distributors
and medical professionals. In Africa, Sysmex offers mentorship training that it developed to ensure that laboratories’

on the clinical value and effectiveness of automated urinalysis testing technology in our efforts toward high quality
clinical testing in Ghana and other developing countries.
※ From August 2020 to February 2022

quality management systems conform to the international ISO 15189 standard.
▶ Pursuit of Quality and Trust

Technical Support to Provide High-quality Test Data
Sysmex has been engaged in support activities in Asian countries
including China, Mongolia, Cambodia, Myanmar, Thailand, and thePhilippines to improve the quality and accuracy of clinical tests.
In Mongolia, Sysmex expanded its support activities to thePresentation of JICA’s collaboration program

hemostasis field in 2022. It has continued such activities in addition

Equipment installed at KATH

to working in the hematology, clinicalchemistry, and immunchemistry
fields in which it had already carried out support activities. Sysmex

Public-Private Partnership with Japanese Embassies Abroad

provides technical and academic knowhow to local clinical laboratory
technicians and supports the establishment and operation of a systemof external quality assesmentsl of blood morphology tests conductedSigning ceremony with Mongolia’s Ministry of Healthnationally, thereby contributing to improving healthcare in Mongolia. In Cambodia, it also carries out similar activities forthe external quality assesments of hematology testings, helping to boost the quality of clinical testing.
In China, its reference counter has been employed as a National Standard※ for Blood Cell Count in China since

In 2022, Sysmex Corporation provided analyzers for hematology and urinalysis to local hospitals through the “Project

For Provision of Medical Equipment and Ambulances In North Central Timor Regency, Nusa Tenggara Timur” as part of
the “Grant Assistance Grass-roots Human Security Project.”Through these efforts, Sysmex works to improve the local medical environment and contributes to the provision of

appropriate treatment opportunities for leprosy patients.

2002, and the registration inspections and external quality assesments for all blood cell counters in China have been
conducted using the reference counter provided by Sysmex as a standard. In addition, Sysmex has been providing
continuous support such as technology transfer and exchange for hematology and reference measurement procedures,
while also assisting in the creation of national clinical laboratory guidelines. Since 2019, it has leased the latest standard
blood cell counters, contributing to improving the accuracy and standardization of hematology tests in China.
※ Analyzer with which to assign the values for the national standard of hematology (number of red blood cells and white blood cells)

Acceptance of JICA Trainees
Sysmex Corporation has worked with JICA in providing training in areas such as analyzermaintenance andmanagement, and hospital management since 1994 to improve healthcare workers’ knowledge and skills. The training

had been offered online due to COVID-19, but it resumed in a face-to-face format in 2022. The number of trainees who
visited Sysmex has exceeded 1,000.

▶ Scientific Activities

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PartnershipAt present, establishing medical infrastructures in response to issues at each stage of economic development is amajor task for developing countries, but their healthcare markets are expected to see growth in the future. As accurate
test results are a starting point for proper healthcare, Sysmex has been building relationships with the health ministry
and medical institutions in each country and region, as well as creating systems for promoting high-quality testingand establishing testing environments. It has also been making efforts to create new value by utilizing international
cooperation and public-private partnership frameworks and collaborating with other companies.

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Initiatives of the Business Leader’s Coalition for Global Health

In April 2022, the Business Leader’s Coalition for Global Health, a group of volunteers consisting of Japanese business leaderswhich aims to contribute to the global health ※ area, delivered a written request titled “Global Health as a New Growth Industry

for Japan: Global Development of a Virtuous Circle for Growth and Distribution” to Japanese Prime Minister Fumio Kishida.
Hisashi Ietsugu, Chairperson and Group CEO of Sysmex Corporation, participates in the initiatives of this coalition.

This written request asked the government to take various actions: double ODA in the global health area, position global

health as a principle growth strategy for “New Capitalism,” and strengthen initiatives enabling Japanese companies tocontribute in this area.

Cross-Industry Collaborative Co-creation Project: Contributing to Universal Nutrition Health Coverage
In Ghana, serious healthcare problems include malnutrition - greatest risk factor for death and disability - and malaria,
the leading cause of death. ※1 Malnutrition inhibits growth, delays the development of the body and brain in fetuses andinfants, and causes anemia, increasing the severity risk for malaria. In addition, since the health of children under the ageof five years and pregnant women is particularly impacted by malaria, ※2 an integrated approach for nutrition, anemia,
and malaria is required.
Sysmex has initiated a co-creation project for improving the health and nutrition of mothers and children in Ghana

In August of the same year, 11 companies participating in the coalition announced “Global Health Actions” at an official side

event of the 8th Tokyo International Conference on African Development (TICAD 8), with special guest Mr. Bill Gates. Sysmex
made a presentation titled “Fighting malaria with diagnostics” and expressed its intention to aim for a malaria-free world.

In March 2023, the 2nd Global Health Academy podium stressed the significance of public-private partnerships in the global

health field, and is continuing similar initiatives.
※ Support and business development in healthcare globally, particularly in public health and measures against infectious diseases.

in collaboration with the Ajinomoto Foundation and NEC Corporation. This project is based on existing activities of
the Ajinomoto Foundation together with the Ghana Health Service, which includes behavior modification for mothers
and the recommendation of nutritional supplements. By combining high-quality testing with ICT from Japan, we aim tocreate a system for improving the health and nutrition of mothers and children. Sysmex will be responsible for installing
diagnostic instruments for malaria in medical institutions and personnel development and education activities for
medical professionals.
※ 1 The Institute for Health Metrics and Evaluation (IHME)

https://www.healthdata.org/ghana※ 2 Children under five years old are particularly vulnerable to malaria and malnutrition. Malnourished children may develop more severe cases ofmalaria. Additionally, malaria increases the risk of poor outcomes for mothers and newborns, such as anemia and death in pregnant women,
miscarriages, stillbirths, low-birthweight infants, and newborn and infant death.
Nutrition and Malaria: Integrated approach for effective case management

Participating in the Global Health Innovative Technology Fund (GHIT Fund)
Since 2015, Sysmex Corporation has participated in the Global Health Innovative Technology Fund (GHIT Fund),which states its vision for action as “one in which the crushing burden of infectious disease no longer prevents billions

of people in the developing world from seeking the level of prosperity and longevity now common in the industrialized
world.” In the second phase of operations (2018-2022), the GHIT Fund shifted its activities from the initial productdevelopment to activities to deliver the products to the people who need them. Sysmex will continue to participate

in the Fund’s second-phase operations. By promoting initiatives to develop and provide new reagents for infectious

diseases through Japanese technological innovation, it will contribute to eradicating infectious diseases in developing
countries.

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Sustainable Improvement Programs▎ Pursuit of Quality and Trust

Providing Responsible Products, Services, and Solutions

Compliance with Related Laws and Regulations in Each Country
Used in laboratory testing, Sysmex’s products play a vital role in protecting human life and health. Sysmex has createda system that allows us to thoroughly comply with regulations worldwide, including the Japanese Act on Securing

Quality, Efficacy and Safety of Products Including Pharmaceuticals and Medical Devices, the In Vitro Diagnostic Medical

Devices Regulation in the EU, the U.S. FDA’s Quality System Regulation, and the Regulations on the Supervision andQuality Management

Administration of Medical Devices in China, as well as maintaining and improving the safety and quality of our products.

Group Quality Management System

At Sysmex, under the supervision and management of the President, the Quality Assurance Department leads▶ Chemical Substance Management of Products

our quality management efforts. More specifically, we hold a monthly quality meeting where the managers of ourDevelopment, Production, Marketing, and Service Departments explore what we can do to monitor the quality,
effectiveness, and safety of our products and services, along with improvement measures. We also hold Quality
System Committee meetings regularly to review quality targets, responses to inspections by regulatory bodies, and amanagement review of instructions for output. This is part of our efforts to maintain the Group’s quality management

system and promote activities for improvement.

All our production facilities for final products ※ have obtained ISO 9001 or ISO 13485 certification. Of the 84
companies in the Sysmex Group, 34 have been ISO 9001 certified, and 21 have been ISO 13485 certified. In fiscal 2022,
two cases of nonconformity were identified in an internal quality audit, and five cases during an external quality audit.

Reinforcing Structures for Maintaining and Enhancing Quality
In the product development process leading up to market launch, Sysmex verifies product quality by setting up five“quality gates.” ※1 We also conduct quality- and safety-related risk assessments during a new product’s design anddevelopment phases, as well as when changes are made to the design of an existing product. If a high-risk event isnoted, we act to eliminate it. Also, when marketing products manufactured by other companies, we verify their quality
by conducting audits of the manufacturers and meticulously inspecting their products. In addition to these efforts, in theunlikely event of a product defect, we have systems in place to quickly identify and respond to any problems.
At factory sites, each month we monitor manufacturing processes and the status of supplier conformity. We instruct

Remedial action is being taken. In addition, we have been making efforts to improve quality by setting the numbers of

suppliers with high nonconformity rates to improve quality as needed, and we have a system to ensure quality throughrecalls and FDA warning letters as indicators for monitoring the progress of sustainability targets.

regular quality audits. In addition, our global quality complaint processing system allows us to gather quality information
in a timely manner from markets around the world. When we receive information about a problem or malfunction, we※ Wholly owned subsidiaries

immediately investigate the cause and cease distributing the product in question. If we need to take any corrective or▶ Status of Sustainability Targets Status of Sustainability Targets

preventive actions regarding a problem or malfunction, we promptly plan such actions in accordance with the Group’s

regulations, carry out the plan, and later verify the validity and effectiveness of the actions taken.

In 2021, in order to ensure the quality and traceability of our products, we started to utilize the Global Positioning
System (GPS) and temperature data loggers※2 for the transportation of some reagents used in testing. In the future, wewill sequentially expand the use of these methods to diagnostic reagents that require high quality assurance.

For details, refer to ID 0910589004 on www.tuv.com/（The applicable scope of activities and websites vary in accordance with the standard.）※ 1 Product design assessment, process design assessment, evaluation by Product Quality Control Department, quality management system(QMS) checks during the manufacturing process, and inspections for mass- produced items※ 2 A measurement device equipped with a thermometer and a data logger▶ Product Quality and Vigilance Control System▶ Project for Promoting Digitalization: Product Quality Improvement Activities Based on Reforming Services and Support▶ https://www.tuv.com/japan/en/▶ Quality Policy

Providing High Quality Products and Services through Third-Party Certification▶ Product Security Policy

To enhance its credibility, Sysmex is strengthening its quality assurance system regarding product inspection results.
Our Ono Factory is ISO 17034 certified. This international standard relates to the competence of reference material

producers. This was the first such certification granted in the hematology field in Japan. It recognizes a manufacturer’s ability to provide reference materials of the proper quality. This certification strengthens our credibility concerning thequality of data of our products and services, enabling our customers in global clinical laboratories to verify their own
competence to provide proper test data.

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Enhancing Customer Satisfaction

Focusing on Specialized Quality and Safety Training
In addition to Quality Policy training, Sysmex provides regular quality management training for related departments,
as well as specialized training on laws and regulations for employees in specific departments or job categories. In fiscal

Conducting Customer Satisfaction Surveys in Japan and Overseas
Sysmex conducts customer satisfaction surveys in various countries
and regions, including China and Japan as well as major countries in the2022, we provided quality training to a total of about 2,800 employees across Japan in the Group companies’ various

Americas, EMEA, ※ and the Asia Pacific region. These surveys use indicesdevelopment, production, and marketing and service departments, as well as in ISO-certified business offices. We also

customized for each country and region in accordance with the products

held quality training at all production facilities for final products and ISO-certified business offices managed by our Groupand services offered in them.

companies overseas.

Sysmex America has received the Best Customer Satisfaction award
for 16 consecutive years, as well as the Best System Performance and theBest Service awards in the hematology system manufacturer category,

Quality and Safety Information

among the IMV ServiceTrak Awards organized by IMV, a specialist provider
of market research to the medical imaging processing and the laboratory diagnostic industries. In addition, it

Sharing Customer Feedback within the Group
Sysmex established the Quality Assurance Department, which controls information regarding the quality and safetyof our products. Its function is to handle inquiries it receives from outside the Company, as well as to investigate andanalyze the information it receives; to share this information with the Design, Manufacturing, and other divisions, and to
improve quality. In addition, we have established a structure for incorporating this information in the next generation ofhas received a Supplier Legacy Award from its business partner Premier Inc. for its long-term contribution to theprovision of products and services that help improve operational efficiencies in clinical settings at low cost.
Sysmex Shanghai won several awards for excellence at the Chinese Medical Device Industry Conference inrecognition of superior product quality and after-sales service.
※ Europe, the Middle East, and Africa

products.

Customer satisfaction rating in the United States(On a scale of 1 to 10)

Fiscal 2020

Fiscal 2021

Fiscal 2022

9.28 ѲѲѲѲѲ 9.27 ѲѲѲѲѲ

9.4* Research by IMV ServiceTrak

Efforts to Incorporate Customer Feedback in Our Products and Services
Requests and comments from customers are gathered by Sysmex’s Voice of the Customer (VOC) Team. After

Product Recall and Repair Information Posted on Our Website
Sysmex posts information about product recalls and repairs on its website under “Important Product Notices.”

Working Aggressively to Stamp Out Counterfeit Reagents

analyzing this information from various perspectives, the results are provided as feedback to related divisions to utilize
them in new product development and operational improvements. In fiscal 2022, we gathered feedback from some
13,600 customers in the Japanese market, and from many customers in foreign markets. We have received a positive
response to instruments with new functions and equipment that we have added as a result of customer input, which isindicated by the VOC mark in our product catalog.

To assure accurate testing results, Sysmex asks its customers to use Sysmex-branded instruments and reagents
together. In recent years, however, counterfeit Sysmex reagents have been found in circulation in some areas. The use ofsuch reagents endangers the reliability of testing results and, in some cases, can be harmful to patients ’ health. For thisreason, Sysmex continuously monitors markets for counterfeit reagents. When they are discovered, we work with local

government institutions and judicial bodies to ensure the swift and thorough enforcement of our intellectual property
rights.
▶ Intellectual-Property-related Activities to Protect Business Models (Japanese)

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Providing Highly Satisfying User Training

Activities to Improve the Quality of Technical Services and Scientific Support Based on
Training Reforms

Sysmex provides training on instrument operation andmaintenance for customers in each region as part of customer
support. In response to the “new normal”, we have provided

As part of its training reform, Sysmex introduced a virtual training space to train its technical service

an online training system in various parts of the world in recent

engineers and scientific support personnel across the world. This virtual training space enables them toyears, by which training can be live-streamed or attended onparticipate in training and to experience and learn, through their avatars, about new software products fromdemand.

anywhere in the world. As they can share the operation of the software in a virtual space, all the participants

In addition, we have globally integrated, and begun providing,can learn how to operate the software irrespective of where they are, even without physical terminals. We

user training programs offered by Sysmex America and Sysmex

will continuously offer training in which the participants can effectively learn to provide high-quality technical

Europe in a single training program under the brand nameservices and scientific support across the world.

“Caresphere™ Academy”.

Online Training

Disseminating Useful Information

Project for Promoting Digitalization

Sysmex disseminates valuable information to its customers- Product Quality Improvement Activities Based on Reforming Services and Support Sysmex supplies its products to over 190 countries and regions around the world. However, in the past, it
has been difficult to obtain accurate information on instrument failures and service status. To address thisissue, in 2019, people involved in services and support at different regional headquarters came together andstarted a project for restructuring these business areas.
In this project, we began accumulating global data on instrument failures and service status throughin the Support Information section of its website in Japan.
Sysmex continually expands the functionalities of the website
to ensure that customers can use the website to a greater
extent, such as by adding an email magazine distribution service,
which communicates the latest information, and “My Page”

functionality, which enables users to manage content and theirbrowsing history.

common global codes created for service- and support-related information in each region. At the same time,
we formed a team of experts to monitor data, speed up the quality and service improvement process, andproactively detect defects, reducing instrument failure rates.
Support Information website (Japan)

Responding to Inquiries Rapidly and Responsibly
The Sysmex Group has established regionalcustomer support centers to reply quickly andcarefully to inquiries, as well as to respond promptly
to customer requests.
In Japan, we have established a Customer Support
Center, where experienced staff members with expert
knowledge respond to customer inquiries 24 hours aday, 365 days a year (separate agreement required foruse). By creating a database containing maintenancehistories and the details of past inquiries from
customers for quick reference, the center responds toinquiries and requests rapidly and carefully.

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▎ Strengthening supply chain management
Society

Scientific Activities
Sysmex holds scientific seminars to impart the latest information about clinical testing in various countries and regions
across the world. In Asia, we work with government agencies, including national health ministries and major academic
societies, to conduct scientific activities designed to help improve the quality of clinical testing.

Supply Chain Management

Stable Supply of Products

Holding Scientific Seminars for Medical Professionals
Sysmex has held annual Scientific Seminars since 1978 to discuss

In Japan, Sysmex has developed an efficient production

topics selected from a range of medical research areas and to provide

system for instruments by utilizing ICT to overcome global

opportunities to share the latest information and knowledge. In 2022, a

cost competition and ensure high quality for our products. The

seminar on the theme of hematologic diseases was held in hybrid form,

production of reagents, which are essential for daily testingwith both online and onsite participation, and around 3,500 people from all

carried out by medical institutions, has been expanded globally.

over the world attended. We globally distributed videos of the lectures after

In order to ensure a stable supply of our products, we procure
key raw materials from multiple sources and select production

the seminar. We also conduct participant surveys in each country in orderlocations in accordance with the concept of “local production for

to determine medical issues and interests specific to countries and regions.

local consumption”, thereby spreading out any risks. In addition,

This information is utilized to determine themes for future seminars orfor emergencies, we have created mutual supply systems among

Group initiatives.

factories and secured alternative transportation routes.

In addition, we have held many other seminars globally, in which a wide

The resurgence of novel coronavirus infections has affected

range of people participated. Through these initiatives, we aim to build
trust-based relationships with medical professionals and help improve theour business in many ways in recent years. In a tight supply

quality of healthcare.

situation for various raw materials, we obtained the cooperation▶ Scientific Support Activities to Standardize and Increase the Quality ofof suppliers in prioritizing materials intended for healthcare. As a
Sysmex Scientific Seminar 2022

Clinical Testing

result, we could secure the purchase quantities of materials andincrease inventories, enabling us to maintain a stable supply of our
products. We also managed to maintain stable supplies during
the prolonged disruption of global distribution by such measures
as using new sea routes. In addition, in Japan, we’ve promoted

Activities for Patients and the General Public
Sysmex set up the online scientific information website “Medical meets

initiatives for business continuity in an emergency. For example,

Technology” to provide information on the varied roles of technology inJanuary 2023 we started operations of new warehouses with abase-isolated structure resistant to various disasters.

healthcare from a scientific viewpoint in an easy-to-understand format.

In addition, from the viewpoint of informed consent, product information▶ Establishment of a Business Continuity Plan (BCP)

for the NCC Oncopanel ™ , a testing system for cancer genome profiling,has been newly developed with easy-to-understand explanations forpatients and their families. Such information was previously only available

Conducting CSR Surveys

to medical professionals. In response to issues related to antimicrobial

Sysmex conducts CSR surveys of its business partners. For surveys of existing business partners, we use theresistance (AMR), we are conducting a variety of initiatives, which include

the global implementation of “#AMRfighter”, an awareness-raising activity,

CSR/Sustainable Procurement Self-Assessment Tool Set developed by Global Compact Network Japan, which

and widely distribute a scientific booklet titled “Proper Use of Antibiotics”

covers a wide range of issues such as human rights, labor practices (including health and safety of employees),

directed at patients and the general public.

corruption, and the environment. We do not conduct business with new partners with inadequate CSR initiatives.

▶ Medical meets Technology (Japanese)

sort of initiatives for overseas partners. In particular, personnel in charge of procurement make local visits to

In addition to CSR surveys, we hold management interviews with new business partners. We undertake the same
▶ Things You Should Know about Testing Using the NCC Oncopanel

System (Japanese)▶ What Is Antimicrobial Resistance? (AMR)?

Scientific Information Website:“Medicine meets Technology”

determine the status of child labor and workplace environments in order to confirm that no problems exist.
Each Group company also conducts regular surveys of its business partners. Sysmex Europe conducts CSR
surveys of all new business partners regarding such aspects as human rights and green procurement. Jinan
Sysmex Medical Electronics also holds quarterly meetings with its business partners to conduct risk assessments,
in addition to carrying out environmental and occupational health and safety surveys. Sysmex Wuxi encourages
its business partners to strengthen environmental and safety management when carrying out periodic risk
assessments of them.

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Fiscal 2022 Results
The response rate for surveys of primary raw material suppliers conducted in fiscal 2022 was 90%, maintaining theprevious fiscal year's high response. Based on the results of the CSR surveys in the previous fiscal year, we identified
items with low scores or high risks and followed up with our business partners with suggestions for improvement.
We are also considering measures to strengthen suppliers’ risk management. In FY2022, we conducted on-siteverification of three primary suppliers on a trial basis, in addition to the CSR surveys. Continuing from the prior year, we
expanded the CSR surveys of secondary suppliers, conducting CSR surveys of 69 secondary suppliers jointly with 13
primary suppliers.
▶ Global Compact Network Japan Common version of CSR survey form "CSRProcurement Self-Assessment Toolset"▶ Status of Sustainability Targets

Improving the Quality of Supplied Parts and Raw Materials▎Development of Human Resources ―Employee Journey―
Creating an Attractive Workplace

Global HR Policy

Sysmex believes allowing every employee to develop

a fulfilling career is essential to sustainably enhance
its corporate value and create a highly engaged

organization. An “employee journey” encompasses all

Employment

stages of an employee’s career, from joining Sysmex toretiring or leaving Sysmex to find a new employer. We

Sysmex provides a quality assurance agreement that clearly states our requirements for the quality of goods, andhelp diverse individuals working at Sysmex build theirconcludes agreements with business partners after confirming their understanding of our procurement policy. We

own careers and learn continuously and independently.

perform quality assessments of supplied goods and audits of business partners regularly to ensure that proper quality

Evaluation

Assignment

Development

Reskilling & career shift

To support a self-driven career, we have a job-based
personnel system in place across the Group. We

control is being carried out.

have implemented various measures in accordance with defined duties and personnel requirements. These humanresource management activities follow our Global HR Policy as their fundamental principle.

Relations in the Supply Chain
At Sysmex, we strive to strengthen our relationships with trading partners by holding annual briefing sessions for our
suppliers to ensure their understanding of our business and procurement policies.
In fiscal 2022, we held BCP training for our primary suppliers, as well as explanatory meetings on the promotion ofsustainability and green procurement, in which 431 business partners in total participated.
We also hold regular meetings with overseas business partners to strengthen collaboration. Sysmex Europe

periodically holds meetings with all of its business partners, checking their compliance with Sysmex’s environmental

and social responsibilities, as well as details of business activities. Sysmex Malaysia holds monthly meetings with local
distributors to discuss customers’ needs and issues, aiming to improve product quality and customer satisfaction.

▶ Global HR Policy

Diverse Talent Acquisition
Recognizing that innovation comes from diversity in talent, Sysmex Corporation hires people with different

experiences and values. Under the slogan of “anywhere, anytime, and anyone”, we hire people throughout the year

based on their personal character, regardless of nationality, race, gender, age, employment history, or disability.
Our recruitment is based on job type and position, allowing applicants to apply in accordance with their
specializations or work preferences. We also monitor our efforts to hire job applicants directly from overseas
universities ※ 1 and set hiring targets by gender ※ 2 to actively promote the recruitment of diverse individuals.

Conducting Internal Awareness Activities to Ensure Compliance with Legislation
Sysmex uses an electronic procurement system to prevent undue reduction in payments and return of products. In

addition, all members of Sysmex Corporation’s Procurement Department and relevant members of Sysmex’s domestic

Group companies undergo training on the Subcontract Act. For people newly assigned, we also provide training on our
procurement policy, CSR, and procurement risks.

Hiring and developing human resources who support our growth strategy is an important aspect of our humancapital strategy. We have been investing in human capital, maintaining a balance between the sustainableimprovement of value-added productivity (28 million yen per employee in fiscal 2022) and total labor cost.
※ 1 Proportion of employees with foreign citizenship, hired directly from overseas universities, among all new graduates hired: about 10% infiscal 2022

※ 2 Proportion of female employees among all new graduates hired: 35.9% in fiscal 2022 and 40% as a target for fiscal 2023

▶ Procurement Policy▶ Green Procurement Standards▶ Anti-Slavery and Human Trafficking Policy

Assignment According to the Needs of Employees and Teams
At Sysmex Corporation, employees are assigned jobs by matching their desires with the requirements of divisions,to promote their self-driven career development.
A matching algorithm is used to determine the divisions that new recruits should be assigned to, ensuring thatboth the recruit’s desires and the requirements of the divisions are considered. As a foundation for self-driven careerdevelopment, we have also introduced an apprentice system ※ whereby our employees can undertake new roles.
This offers them opportunities to develop their career prospects by broadening their expertise.

These actions yielded significant results in fiscal 2022. The three-year turnover rate for new graduates was 0%, andthe voluntary turnover rate was 2.7%, achieving our target of less than 3.0%.
※ When there is a vacant position, a specified trial period is set for an apprentice so that the employee’s potential for both the position and theteam can be determined before formal assignment.

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Evaluations and Commendations to Encourage New Attempts and Recognize Achievements
At Sysmex Corporation, we have introduced an evaluation system incorporating the concept of continuous
performance management (CPM) to achieve an agile response to changes in the internal and external environment
in times of drastic change. This system encourages employees to take on challenges by ﬂexibly reviewing theirtargets and actions in response to changes, without sticking to their original targets set at the beginning of the term,and evaluating them based on a point-addition system. Employees regularly have one-on-one meetings with theirsupervisors throughout the year. These meetings provide opportunities to them to discuss day-to-day operations
and career development, as well as goal setting and evaluation, helping them to grow and to build trust in leadership.

In our semiannual Corporate Culture Survey, we assess our employees’ level of confidence in leadership to develop
future leaders and improve our organizational culture.

Additionally, through our Group CEO Award, a system to recognize divisions and teams, we annually selectSustainability
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Reskilling & Career Shifts
To help employees broaden their career horizons, Sysmex supports employees’ reskilling and career shifts based on theirexperience in current jobs or relevant fields rather than through input-driven learning.

For example, for reskilling in digitalization, we have systematized knowledge and skill sets needed for digital transformation (DX)and offer programs at different levels.
To support those who are to be reassigned at their request, our apprentice system provides a six-month trial period during
which such employees can work as an apprentice so that their suitability for the position and the team can be determined
before formal assignment. After the expansion of our job-based personnel system to the Group’s affiliated companies,

positions in different divisions or Group companies have become more easily comparable based on common grades. Matching
employees’ expertise with their preferred areas of work has effectively helped them not only pursue and establish their careers,

but also build their second careers through reskilling efforts and work experience.

and honor individuals and teams that contribute significantly to enhancing corporate value or addressing social
issues by practicing the Sysmex Way, our Group corporate philosophy, and to share their achievements across theorganization.
To motivate R&D engineers and heighten awareness of intellectual property, we have also introduced the Patent
Grand Prize/Patent Prize of Distinction, the Patent Meister, and the Filing Commemoration Prize. In addition, we
present the Quality Award for achievements in quality improvements.

Training for Research and Development Personnel
Sysmex Corporation holds a Sysmex Innovation Forum annually to present research results and initiatives, with theaim of enhancing the skills and motivation of personnel working in research and development.
We also conduct specialized training for research and development personnel. In fiscal 2022, in order to create andstimulate innovation, some of our employees participated in external programs. This included the Japan Biodesign
Fellowship Program, whose objective is to cultivate individuals who can provide solutions to issues. Involvement begins

Training Programs Tailored to Individuals

in product development from the initial stage, starting from the needs of clinical settings. We also offer the Female

To respect diverse working styles and values, Sysmex offers a wide range of learning programs on business skills andcareer design that employees can voluntarily take based on their career aspirations.
Employees can even join some of the programs across national borders through the availability of online courses
for learning from home. In fiscal 2022, all employees participated in one of these conducted training programs. The

Participation and Advancement in Innovation Program organized by Osaka University.
We have conducted a wide range of measures for project development personnel, including programs to learninternational standard project management methods and lectures by external experts intended to foster awareness ofvalue delivery to patients.

benefits include not only the growth of individual employees, but also enhanced productivity through skill improvement
and exchanges between participants, which have, in turn, resulted in better mutual understanding and cross-functional
networks. (Investment in train ing in fiscal 2022: 92,000 yen per employee.)
Our Corporate Culture Survey indicates that most of the employees support these training programs; 65% of themprovided positive responses, noting that they were offered opportunities for growth through such programs. Sysmex

Corporation also supports continuous learning by employees of all ages and ranks. Our “smart work” system, which isintended to facilitate diverse working styles, encourages employees to spend 15 minutes of their working hours per day on

self-study. During fiscal 2022, our employees spent an average of 42.8 hours on learning.
▶ Promotion of Diverse Working Styles and “ Smart Work”

Development of Next-Generation Leaders

Sysmex EMEA ※ Campus
For all employees in the EMEA region, Sysmex has established EMEA Campus, a
training space offering various online and ofﬂine training programs. EMEA Campus
plans lectures and workshops on various themes, including skills for general businessand technical abilities, with the goal of developing future leaders, enhancing skills, andcreating internal networks. For managers, “Ready to Lead,” a customized leadership training program, was set up to

help them master team management skills. Other diverse programs are available on such subjects as human resource
development, coaching, and reverse mentoring to support the acquisition of skills needed for leadership.
※ Europe, the Middle East, and Africa

Developing next-generation leaders is a crucial component of Sysmex’s human capital strategy to achieve sustainablecorporate value enhancement. Since the introduction of a job-based personnel system, we have conducted talentreviews to measure differences between the desired and actual roles of each position and regularly monitored thesufficiency of our talent pool and the availability of successors for senior positions.
For the candidates chosen as successors, we formulate development plans to address individual issues and offer
necessary leadership development programs. Among these programs, a selective leadership program for employees withthe status of “ready to be a successor” provides them with opportunities to think from a leader’s perspective, facilitating

their promotion to higher positions. In fiscal 2022, on-board training (for promoted employees) was attended by a total of

4,308 employees, while selective training (for candidates chosen as successors) was attended by 91 employees.
In fiscal 2023, we restarted global training, which had been suspended due to the COVID-19 pandemic, promoting ourinvestment in the development of global leaders.

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Program/Measure“Monozukuri ”

Sysmex Corporation,
Sysmex RA

Professional Training
Activities

Objectives/Overview
Promotes development of human resources for manufacturing
as one of our production reforms. Provides training for new
employees, training in skills needed to become multi-functional
workers, and technical knowledge needed for monozukuri(manufacturing).

DX Literacy Education

Offers DX literacy training to develop skills to effectively use AI
and other emerging technologies for the purpose of developing
new ways to use data, increasing operational efficiency, andimplementing innovations.

Sysmex University

A training program for all employees in the United States, Canada,and Latin America that combines online and ofﬂine sessions.
Offers courses focusing on wide-ranging subjects, including
business skills (e.g., leadership skills and project management),
specialized skills, and mentoring.

Sysmex America
Sysmex Management
AcademySix-month training for selected personnel, including newly
appointed managers.
Aims to strengthen management skills by providing insight into
the roles and responsibilities of Sysmex management.

Sysmex Europe

Sysmex Academy

Offers programs in which trainees acquire product-related
and medical knowledge. Aims to increase trainees’ specialized
knowledge and develop trainers for customer training.

Sysmex Shanghai

Sysmex Shanghai
University

Online training for all employees started in fiscal 2019 to support
employees’ professional growth.

LinkedIn Learning

Offers around 100 online training courses using a social media
platform (LinkedIn) for all employees. Designed for trainees toacquire and improve skills such as management, leadership,
critical thinking, business analysis, and data analysis.

Sysmex Asia PacificSysmex Academy

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▎ Promotion of Diversity, Equity & Inclusion
Society

Other Human Resource Development Programs
Company

Sustainability
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Promotion of Diversity, Equity & Inclusion

Supporting Diverse Human Resources in Pursuing Careers

Throughout the Sysmex Group, human resources are considered an important management resource for achieving
sustainable growth. We strive to realize diversity, equity, and inclusion (DE&I), an approach that involves creating an
inclusive working environment where a wide variety of people can comfortably work and receive equal opportunities.
Sysmex Corporation has a diversity promotion function that delivers related information and advocates diversity.
We also conduct internal opinion surveys to incorporate the views of employees into the measures we implement.
Measures implemented in fiscal 2022 included holding a seminar on unconscious bias, giving employees accessto “FemTech” services※ and other relevant programs, and organizing dialogues between external experts and theCompany’s chairperson.

In addition to respecting and accepting diversity, it is essential to provide equal opportunities at work. We arecommitted to gender equity, which is a concept aimed at eliminating inequalities between men and women, as well as
fostering an understanding of sexual minorities and empowering employees with disabilities and senior employees.
※ The term “FemTech” refers to technologies designed to solve health issues specific to women, as well as to products and services based on suchtechnologies.

Stakeholder Dialogue
We organized a dialogue between Sputniko!, a person continuously active on a global level as an artist,

university associate professor, and entrepreneur, and Hisashi Ietsugu, the Company’s chairperson, in which

they talked about diversity management.

Offers online programs in which trainees acquire medical andproduct-related knowledge.

HR TechSysmex centrally manages human resource information for the entire Group. This personnel information is strategicallyused to promote DX and promote job satisfaction. To prevent leakage of critical personal information, this data is subject
to access restriction in accordance with our global data management rules, in addition to being protected with thedata management function of the computer systems used. This scheme ensures that we can use data securely and in atimely manner.
By offering remote working options and online training, we have created an environment in which employees canwork ﬂexibly based on their job duties and personal lifestyles. We also leverage advanced technologies for talentmanagement, such as using matching algorithms to support autonomous career development and providing real-time
feedback from employee engagement surveys.

Sputniko!: Is Sysmex prioritizing diversity in the sense of promoting open innovation and creating innovation
through integration of various fields?
Ietsugu: Yes. It is important how you integrate diversity. In an age of uncertainty, integrating individuality

and strengths will make faster growth possible and increase a company’s competitive advantage.

Integrating people with various cultures, beliefs, values, and work backgrounds is not easy.

Appreciating others is extremely important and I think that this is the foundation of diversity.
Please click here for details:

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Understanding of Sexual and Gender Minorities and Our Response

HIRE Vets Medallion Award Received

Sysmex incorporates a rainbow ﬂag in the profile images of the official social

Sysmex America promotes the employment of veterans. In 2022, the company received a gold medallion in the
HIRE Vets Medallion Award, a program related to veteran hiring that is operated by the United States Department ofLabor. It recognizes companies for their commitment to recruiting, hiring, and retaining veterans.
Through employment of veterans, Sysmex America supports long-term career development based on diverse skills.

media account for each Sysmex Group company during Pride Month in June todemonstrate the Groupwide understanding of, and support for, LGBTQ+ ※ 1 people.
In fiscal 2020, Sysmex Corporation established a partnership registration
system, under which partners in same-sex relationships are recognized as

spouses. In 2022, the Company also announced its endorsement of “Businessfor Marriage Equality (BME)” to support the legalization of same-sex marriage(marriage equality) in Japan. Since 2022, we have been involved in Tokyo Rainbow
Pride, the biggest LGBTQ+ event in Japan.
We have an intranet site dedicated to this topic to deepen understanding among employees by disseminating

information to broaden their knowledge about sexual minorities. Employees are also given access to e-learningmaterials and can borrow an introductory textbook to learn how to improve the working environment in the context of
SOGI. Our other efforts include holding diversity roundtable discussions ※ 2 on the theme of “LGBTQ+ and Gender.”Through these activities, in fiscal 2022 we earned the highest rating of Gold in the “PRIDE Index 2022,” which

Andy Hay, CEO of Sysmex America, and George Johnson, a Navy veteran and currently Senior Specialist, Talent Acquisitions at Sysmex America

evaluates companies and organizations based on their commitment to LGBTQ+ and other sexual minority issues.
※ 1 General acronym whose letters refer to sexual minorities regarding orientation/gender identification (lesbian, gay, bisexual, transgender,
questioning/queer; the “+” represents other diverse sexualities).

Supporting Women’s Career Activities※ 2 Roundtable discussions are held to exchange opinions on a wide range of topics, including work-life balance and cross-cultural understanding,as well as to provide opportunities for interdepartmental community building.

Sysmex Corporation works to provide a comfortableworking environment by establishing a system toSupporting People with Disabilities

support employees in pursuing their careers while

By creating a workplace in which people with various physical, intellectual, and psychological disabilities can work inraising children, among other supportive actions.

keeping with their abilities, Sysmex aims to foster an environment in which everyone in the Group, regardless of disability,

This Plan targets a proportion of at least 15% female

can work and grow together enthusiastically and comfortably.

managers among all managers (10.1% in fiscal 2022),

Sysmex Harmony, a special subsidiary, ※ provides manufacturing support for our instruments and reagents, including

with less than 1,950 annual working hours (2,020 hours

packaging for instrument accessories and parts and the folding of reagent package inserts. This company is also

in fiscal 2022) by fiscal 2024. ※ We have also set targets

responsible for packaging PCR test kits, which saw an increase in demand due to the COVID-19 pandemic. To help

for the percentage of next-generation female managers

employees with disabilities continue to work for many years, Sysmex Harmony carries out various retention initiatives,

and the rate of childcare leave taken by male employees

such as assigning them to work based on their individual abilities and ensuring that they can closely communicate withto address both career development and working styleissues. We are determined to continue actions to empower women in the workplace.
Our initiatives in fiscal 2022 included a seminar on unconscious bias, a training program to support career motivation, and a
training program to promote understanding of the empowerment of women in the workplace for newly appointed managers.
In terms of remuneration, we are working to eliminate the pay gap between male and female employees by determining their
pay based on their duties and roles, under our Groupwide HR policy. At Sysmex America, we conduct monitoring and external
audits of employee categorization by both ethnicity and gender, to ensure that there are no unfair pay gaps related to either.
※ Excluding some Group companies

their instructors through regular interviews. The percentage of our employees with di sabilities was 2.31% in Japan for fiscal
2022. We are committed to continuing our efforts to increase the roles of employees with disabilities by improving theirworking environment and fostering a better understanding of their needs within their workplaces.
Sysmex Europe works with an organization that endeavors to support the independence of people with disabilities. The
company subcontracts packa ging work on the manufacturing line of its reagent factory in Germany to such persons.
※ A subsidiary that has been certified by the director of a Public Employment Security Office for special consideration in the employment ofpeople with disabilities. Subsidiaries with labor regulations different from those of the parent company can give more consideration to the work
capabilities and labor conditions of people with disabilities in their labor regulations and workplace environment, which makes it easier to increase
the employment of such workers.

Seniors in the Workforce
In March 2021, Sysmex Corporation raised the retirement age from 60 to 65※ following the introduction of our job-based
personnel system. As we have corrected the age-related treatment gap and promoted various working styles, senior
Eruboshi certification is given to excellent companies based on the Act on the
Promotion of Female Participation and Career Advancement in the Workplace.
Sysmex received Level-3 certification, the highest grade.

Fiscal 2022 Mimosa Company certificationb a s e d o n t h e H y o g o / Ko b e p r o g r a m t orecognize companies empowering women.

▶ Action Plan under the Act on the Promotion of Women’s Active Participation (Sysmex Corporation)（113KB）▶ Act on the Promotion of Female Participation and Career Advancement in the Workplace (Ministry of Health, Labour and Welfare) (Japanese)

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employees can now work for shorter hours and have side jobs. After retirement at 65, our employees are also entitled towork as senior contract employees until they turn 70.
We implement a Career Development Support Program as one of our efforts to assist senior employees in careerdevelopment.

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This program is designed to provide basic knowledge and promote understanding of the views needed for careerplanning. It combines e-learning, group training, and individual consultations to support participants in their autonomous
career planning and specific work behavior changes.
※ Each employee can choose his/her retirement age between 60 and 65.

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▎ Increasing Engagement
Society

Setting Employee Engagement as an Important Indicator of Our Corporate Strategy

Every year, Sysmex conducts a Corporate Culture

Diversity Education
Sysmex Corporation publishes a monthly in-house magazine called the “Diversity Newsletter”

to share information with employees and promote their understanding of diversity issues. In fiscal 2022, we organized
diversity roundtable discussions on topics such as LGBTQ+, support for people with disabilities, health and productivity
management (e.g., mental care), paternal parenting and the revision of the systems under the Act on Childcare Leave,
generation-related issues (i.e., understanding Generation Z), and the working styles of seniors. Training that encourages
awareness and action to address unconscious bias was also provided. With regard to childcare, we particularly emphasize
programs that encourage involvement of men in parenting. Specifically, we have organized seminars where male
employees spoke about the importance of paternal parenting and how to balance work and life. We have also introduced
an online seminar service focused on gender-specific healthcare (including FemTech and infertility treatment). Employees
can attend seminars on the topics of their choice.
Such diversity education is provided globally in line with culture and characteristics in each region. In the EMEA region,
we have conducted training to prevent discrimination and facilitate cross-cultural communication, considering the local
workplace characterized by employees diverse in nationality, ethnicity, and culture.

Survey of all employees across the Group. The survey
found the Group’s engagement score for fiscal 2022

was 71%. This score is at par with those of the Fortune
500 companies, and high employee engagement is a

key driver for the Group’s growth. Having set employee

engagement as an important indicator in our “Long-

Term Corporate Strategy 2033,” initiated in fiscal 2023,
we will promote innovation and improve productivity
across the Group.
The engagement score of Sysmex Corporation forfiscal 2022 was 57%. To improve the engagement of
employees in Japan, who account for about 40% of

the Group’s employees, we have been implementing

and monitoring action plans to improve employees’ support of the corporate philosophy (69% in fiscal 2022) and theirsatisfaction with well-being (56% in fiscal 2022). Pulse surveys, which cover a shorter period, have also been introduced
to determine the progress status of the measures undertaken and to allow rapid incorporation of the opinions of
employees.

▶ Status of Sustainability Targets

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Monitoring the Effects of Human Capital Investment
Indicators of the Effects of Human Capital Investment ― “Value-Added Productivity” and “Engagement”
Sysmex aims to balance value-added productivity ※ and employee engagement. As indicators of the effects of humancapital investment, we monitor value-added productivity and employee engagement scores.
The value-added productivity per employee of Sysmex Corporation for fiscal 2022 reached a record high of 28 million
yen, which demonstrates the effectiveness of our human capital investment. The return on human capital investment(operating profit divided by labor cost) also reached a record high of 155.7%. These achievements are attainable only
when employees maintain a high level of engagement and willingly take on new challenges. Our action plans to foster
an organizational culture that balances value-added productivity and employee engagement have been producing
consistent outcomes.
※ (Operating profit + labor cost + human capital depreciation)/working hours

Joint Achievement of Comfortable Working and Productivity Enhancement

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Supporting a Balance between Work and Child-Rearing
Sysmex Corporation has introduced several programs to provide family support, from prenatal care to child-rearing. These

programs include leave for fertility treatment or morning sickness, a spouse’s childbirth, and nursing children. When childcare

leave expires after an employee’s child turns two years of age, employees are entitled to reduced working hours, and a work-from-home program until the child enters junior high school. To support employees returning to work after childcare leave,

we hold seminars before their return. We also send out newsletters to employees currently on childcare leave to keep theminformed of work issues. Technopark, our R&D site, has an in-house daycare center called Sysmex Kids Park. It is also available

for temporary use when employees’ spouses work part-time, children’s guardians are sick, or an employee is arranging afuneral. Through such support, we encourage all employees who desire to return to work after childcare leave to do so.

In recognition of such initiatives, we have received a next-generation support certification logo (nicknamed “Kurumin ”※ )as a “company that supports child-rearing” from the Ministry of Health, Labour and Welfare.

※ Based on the Act on Advancement of Measures to Support Raising Next-Generation Children, companies that formulate business plans as generalbusiness operators, meet the targets designated by such plans, and satisfy certain standards may receive Kurumin certification as companies “thatsupport child-rearing” from the Ministry of Health, Labour and Welfare.

Sysmex Corporation introduced a “smart work” system to respect the diversity of individual employees, as well as

to respond to the “new normal” business environment and realize productivity enhancement.

It adopts a hybrid workstyle combining onsite (office) and remote (from home, etc.) working. In addition, we

promote time management to realize a good work-life balance by allowing our employees to combine ﬂextime,

staggered office hours, and “stepping out from work” according to their business duties and individual lifestyles. As
a result of these efforts, the percentage of fathers taking childcare leave reached 62% in fiscal 2022, achieving thetarget of 60% for fiscal 2023 ahead of schedule.
▶ Introducing the “ Smart Work” System (Sustainability Topics)

Sysmex Kids Park (Japan)

Next-generation support certification logo (Kurumin )Stakeholder’s Voice
Having returned to work from childcare leave, I work full time while using
Sysmex Kids Park. I decided to use the daycare center because it has alarge playground and offers a superb environment in which in-house meals
are cooked. In addition, because it is located within the company premises,
I can run to the center immediately in the event my child becomes ill. So,
I can leave my child in the care of the center with peace of mind. And

on top of that, systems to allow me to work ﬂexibly, including the “smart

work” system, as well as gain support from others around me, enable me

to achieve a balance between child-rearing and work.

Encouraging Paid Leave and Ensuring Continuous Employment
Sysmex Corporation uses various measures to encourage employees to take paid leave. They include the introductionof recommended dates for paid leave and a half-day paid leave system. Other measures include allowances paid

under the “Cafeteria Plan”※ (our welfare program) to employees who take paid leave for travel, leisure, or courses atculture centers. In addition, we have a leave of absence and re-employment program designed to offer a wide range
of opportunities for employees who leave our employment due to their spouses’ overseas assignments or for otherpersonal reasons, so that they can return to work.

Saya Yamashita, Next Generation
Medical Business Development OfficeEncouraging Male Employees to Take Childcare Leave
Sysmex Corporation implements measures to increase thenumber of male employees taking childcare leave. We have

distributed a booklet, “Guidebook for Fathers on Childcare Leave”,

and held seminars with external lecturers for male employees

and their supervisors to explain the present status of childcare bymen, the importance of men being involved in parenting, work-life※ The Cafeteria Plan provides Cafeteria Points, which entitle employees to select and sign up for certain programs (e.g., parenting support, careassistance, health improvement, and certification) on their own.

balance, and the essentials of childcare, in addition to appropriate
support by supervisors to allow male employees to take child careleave, and we have held discussions on these issues. We also helda seminar in collaboration with our labor union, Sysmex Union, to raise awareness of childcare leave for male employees.

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Other Activities at Group Companies

Supporting Nursing Care, Corporate Citizenship Activities, and Others

Company

Sysmex Corporation has introduced a program that allows employees who need to attend to family members in the hospital totake short-term nursing care leave and accumulated paid leave for up to 40 days in half-day increments. We also have a work-at-

Sysmex RA

home system that enables employees to care for family members who require nursing care or other types of support. In addition,
we have an income indemnity system for employees on nursing care leave lasting one month or longer, and a program for reemployment of those whose careers have been interrupted by nursing care. In order to promote our nursing care systems, wehold explanatory sessions on nursing care every year to explain important points when a family member requires care, and to hear

Sysmex America

the experience of the people who have used the system.

Initiatives
・Use of company-led nursery facilities
・Received the next-generation support certification logo (nicknamed “Kurumin ”※ ) as a“company that supports child-rearing” from the Ministry of Health, Labour and Welfare・Introduction of a ﬂextime system and work-at-home system
・Introduction of a childcare leave system exceeding statutory requirements (for bothfathers and mothers)

・Introduction of a family support system (parenting support, family holiday, andallowances for use of external support systems when family members become ill)

Volunteer leave and donor leave programs are also available as support systems intended to make it easier for employees totake leave for particular purposes.

Sysmex Europe

Activities at Group Companies
Our Group companies also engage in various initiatives to provide a comfortable working environment.

Sysmex Shanghai

The companies in the EMEA region ※ 1 have all received the Great Place to Work ※ 2 award for their excellent workplace

・Childcare support system (childcare leave extension system, subsidies for medical

positive answers to the question of whether they were “employed fairly regardless of gender, nationality, ethnicity, etc.”

and every employee and a positive work-life balance is ensured for all employees. Sysmex South Africa is expanding
systems to support a balance between work and child-rearing. The efforts include incorporation of a maternity policy
into its human resources policies and a guarantee of four months of paid maternity leave.

・Introduction of a ﬂextime system
・Introduction of various working arrangements in response to the COVID-19 pandemic
・Introduction of a ﬂextime system and work-at-home system

environments and employee satisfaction. In the engagement survey, over 95% of employees of Sysmex Turkey gave

At Sysmex UK, all managers have completed training on well-being, so that emphasis is placed on the health of each・Introduction of a ﬂextime system and work-at-home system
・Provision of onsite rooms for parents and children
・Introduction of a childcare leave system (for both fathers and mothers)
・Childcare support system (allowances for use of external support systems)

insurance, and provision of scholarships)

Sysmex Asia Pacific・Introduction of a family care leave system for nursing and child care・Medical insurance for all employees covering 37 diseases
・Introduction of a welfare system for contract employees
・Introduction of a volunteer leave system※ 1 Sysmex EU: Sysmex Deutschland, Sysmex Belgium, Sysmex Netherland, Sysmex Turkey, Sysmex Austria, Sysmex UK, and Sysmex France※ 2 Rankings of companies announced by Great Place to Work (GPTW), a research institute that specializes in studies and analyses of corporate

employee job satisfaction. GPTW publishes in inﬂuential media the names of companies and organizations in about 60 countries that havebeen judged to meet certain standards.

Employees of Sysmex Belgium and Sysmex Netherlands

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▎ Promotion of Health and Occupational Safety: Wellbeing
Society

Declaration of a Healthy Company and Materiality

Sysmex Declaration of a Healthy Company

Sysmex regards the promotion of a healthy company to be a management issue. Our goal is that our employees, who

are the foundation for the practice of the Group’s corporate philosophy, will have fulfilling lives both physically and mentally.
The Sysmex Declaration of a Healthy Company, drawn up in April 2020, specifies matters of critical importance regarding

such aspects as occupational health and safety, as well as mental and physical health (materiality of health and productivity
management). This has prompted Sysmex to make continuous efforts toward employee health enhancement, create
working environments where diversity is valued, and provide workplaces that make employees proud.
We also conduct wellbeing research in our annual engagement survey. More than 80% of employees※ have given

positive answers to the questions about “a safe workplace” for two consecutive years.
※ Target: Sysmex Corporation

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Efforts to Ensure Employees’ Mental Health

Sysmex Corporation performs “Kokoro no Health Checks” annually to confirm employees’ mental health and uncover

any harassment-related situations. We track results over time and strive to make workplace improvements. We also

provide channels for health consultation with industrial physicians and public health nurses, together with an Employee
Assistance Program (EAP) for mental health, to ensure that external professionals are available to our employees when
they need help.
In fiscal 2022, we had industrial physicians conduct several seminars on mental health issues to raise employee
awareness of the need for self-care. In addition, we have provided management training on improving organizational
psychological safety for employees in managerial positions.
Sysmex CNA concluded a service agreement with an external specialized institution, effective from 2021, as part ofits mental health care initiative. In fiscal 2022, it offered a counseling service for employees with poor mental healthand a reinstitution support service for employees on temporary leave. We conducted seminars on self-care, anger
management, women’s active participation, and other topics.

Efforts towards Employees’ Active and Healthy Lives

Sysmex Corporation has welfare facilities to encourage employees to stay healthy. These include sports grounds,

tennis courts, and a gymnasium with fitness equipment on the premises of our Solution Center, which provides
customer service and support. It also holds events and seminars to raise employee awareness of physical healthmaintenance, offers a “Cafeteria Plan” welfare program including health promotion schemes such as sports facility use

allowances, and provides healthy menu options at employee cafeterias. At some offices without cafeterias, healthy

canteen services, where dishes made with additive-free domestic ingredients are sold, have been launched with theaim of refreshing employees and improving their eating habits. Moreover, we have organized initiatives such as walking
events and consultation services for specific forms of health guidance during working hours, in collaboration with our
corporate health insurance society.
▶ Sysmex Declaration of a Healthy Company

Our Efforts towards Health Enhancement
Efforts towards Employees’ Health Enhancement

Sysmex Corporation provides regular medical checkups for its employees, together with complete physicalexaminations and health screenings for female-specific cancers. It also encourages each employee who has received
thorough examination results to undergo a secondary examination when necessary. If an employee needs to receive
long-term medical examinations and/or treatment, we make work-at-home arrangements for them among our efforts
to help them continue to work. Moreover, in addition to mandatory semi-annual medical checkups, we provide ourown biannual checkups that include tests for hepatitis B and C for employees engaging in work involving infectious

Tennis courts, gymnasium (Solution Center)

substances. This is to ensure early detection and treatment of illnesses.

Sysmex is registered as a partner company in the Ministry of Health, Labour and Welfare’s “Cancer Screening

Corporate Action” and “Know about Hepatitis Project.” We have also signed the “Agreement to Promote an Increasein the Rate of Cancer Screening” with Hyogo Prefecture. These are some of our activities to educate employees about
diseases and increase the rate of employees taking medical checkups.

As a measure against passive smoking, Sysmex removed smoking areas at business offices retained by its Group companies inJapan. We also provide allowances to cover services for quitting tobacco use and attendance at smoking-cessation seminars.※※ Employees can apply for allowances that cover medical consultation or
health-related seminars from the “Cafeteria Plan” welfare program.

Recognition as a Company that Excels in Health and Productivity Management
Sysmex Corporation undertakes various initiatives for health and productivity
management, and we have an established framework for our activities thatencompasses Group companies in Japan. These efforts have received positive
responses, and in March 2023 we were recognized for the seventh time by the

Ministry of Economy, Trade and Industry as a “company that excels in health andproductivity management.”▶ Cancer Screening Corporate Action (Japanese)▶ Learn about Hepatitis Project (Japanese)

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Activities at Other Group Companies

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Initiatives for Occupational Health and Safety

Sysmex Group companies also engage in various initiatives to

Health and Safety Committee meetings are held regularly at each Sysmex business office, and preemptive measures

promote employee health.

are taken from both short- and long-term perspectives based on a risk management concept, which includes eliminating

Our Group company, HITADO, has created an in-house fitness

risks identified through walk-around checks. In addition, the Central Health and Safety Committee, which monitors

center to provide various fitness programs for all employees, such

Sysmex Group companies in Japan, introduces measures and targets for health and safety and health management ofas yoga and Pilates. It also provides COVID-19 self-tests at any

domestic Group companies, monitors their progress, and deliberates on a variety of items ranging from measures against

time free of charge at an in-house test center.

workplace risks and overwork to measures to ensure the safe handling of chemicals used in research. In the event of an
In-house fitness center (HITADO)

industrial accident, the Health and Safety Committee of the rel evant business office will deliberate on the causes of, andcountermeasures against, the accident and report these to the Central Health and Safety Committee, which will share thereported contents within the entire Group with the objective of preventing a recurrence of the accident.

Company
Sysmex America
Sysmex Brazil

Sysmex Europe

Sysmex Shanghai
Sysmex Asia PacificInitiatives
・Installation of an in-house fitness room and provision of sports programs such as yoga
and weight training
・Provision of fitness and health allowances
・Subsidies for health checkups and inﬂuenza vaccination costs
・Registration as a member company of a sports gyms that company employees can use
・Installation of an in-house fitness room
・Provision of health management programs with sports and nutrition management
professionals as instructors, online sports programs including yoga, bike lease programs,
and health check-ups
・Provision of stress management training
・Provision of counseling services for mental and social care from external experts
・Provision of free lunches and fruit at the in-house cafeteria
・Introduction of equipment to reduce CO2 and PM2.5 in the office・Provision of sports programs, including yoga, and health checkups
・Placement of indoor plants in the office・Provision of free fruit at the in-house cafeteria

In addition, employees are given safety training on emergency and evacuation measures to be taken in the eventof an accident or an employee suddenly falling ill, on handling potentially dangerous machinery and raw materials,
and safe driving. We hold comprehensive fire drills based on hypothetical large-scale disaster scenarios, and conduct
training on the use of automated external defibrillators (AEDs). We also offer courses to train citizen emergency medical
technicians on a regular basis. We hold initial-response drills in the event of a disaster, which involve quickly confirming
and ensuring employee safety and sharing information on the damage status at business offices. Sysmex also conducts
labor compliance training, seminars by industrial physicians on the importance of taking secondary medical checkup andthe aftereffects of COVID-19 infections, and seminars by external experts on women’s health.

Group companies also promote occupational health and safety management by carrying out workplace patrols andsurveys, risk assessments, training for emergency situations in accordance with the laws and regulations of specificregions and in accordance with the characteristics of each facility. Sysmex Brazil has acquired ISO 45001 certification,
the international standard for Occupational Health and Safety management systems.

Preventing Overwork
To prevent overwork, we focus on reducing long working hours, which can impair physical and mental health. In

Framework and Promotion of Occupational Health and Safety
Framework for Promoting Occupational Healthand Safety

addition to complying with relevant laws and regulations, we have established internal standards that are more rigorous
than the guidelines issued by the Ministry of Health, Labour and Welfare. When an employee exceeds the specified limits
set in accordance with internal standards, we communicate this fact to their superior and ask the employee to submit
a self-check form so that improvements can be made to their work situation. Employees are also offered opportunities
to see industrial physicians when necessary. As for managing working hours, we log employees’ hours with an IC card

Sysmex promotes occupational health and safety
management in accordance with its Regulations on Safetythat they use to enter and leave the office, and with the times at which they start and shut down their computers. Timeand Health, which were formulated under the responsibility

management training by external lecturers for executives, and e-learning programs for employees, are continuouslyof members of the Management Board, a senior executive

conducted to enhance understanding of the need for improvement regarding overwork.

officer, and a senior managing director. A Central Health and※

The average total annual working hours per person for fiscal 2022 was 2,020 hours, ※ 1 a decrease of 10 hours from the

Safety Committee was established for Group companies inprevious fiscal year. Proactive recruiting activities have allowed progress in solving the shortage of personnel against aJapan. The committee aims to reinforce and enhance Groupbackdrop of increased initiatives for technological innovation and business structure transformation. The introduction

companies’ occupational health and safety systems. To thisend, the committee formulates policies and targets, ascertainsof a value-added labor productivity index ※ 2 prompted a change to a more efficient way of working and has caused the
reduction in actual work hours. The number of paid leave days taken has also increased.

the status of occupational health at individual business sites,

Sysmex will continue to proceed with appropriate personnel allocation through the strengthening of recruiting

and considers measures for improvement. It will further clarify

activities, proactively educate employees, and carry out awareness-raising activities in alliance with the Sysmex Union,

the roles of its industrial physicians and nurses and workwith the aim of reducing working hours.

closer with employees to engage in health promotion, disease
prevention, and health education activities. We have also set targets for lost-time injury frequency rates and lost workday
rates as sustainability targets, and we report on the status of these initiatives to the Managing Board semiannually.

※ 1 Full-time employees in Group companies in Japan※ 2 (Operating profit + labor cost + depreciation)/working hours※ The Central Health and Safety Committee consists of members including the HR & General Affairs divisions, chairpersons of the Health and Safety

Committees of various business offices, persons recommended by the Sysmex Union, and industrial physicians and health nurses.

▶ Status of Sustainability Targets

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One of the recipients of the donations under our “Social Contribution Points Program” is International Medical

Society▎ Corporate Citizenship Activities
Corporate Citizenship Activities

Sysmex contributes to the creation of a healthy society and the establishment of a vibrant community by practicing

the Sysmex Way and engaging in activities based on its “Policy on Corporate Citizenship Activities and Philanthropy”.

Volunteers Japan Heart, an incorporated nonprofit organization. In support of their “SmileSmilePROJECT,” ouremployees provide assistance to pediatric cancer patients and their families through volunteer activities. In fiscal 2022,
our employees voluntarily participated in several events, such as an invitation event at KidZania Koshien and a coffee
seminar for children and parents. Our volunteers accompanied the children and their families and took photographs forthem.
The employees of each business office planned corporate citizenship activities, which included donating used goods
and clothes to NPOs.

▶ Corporate Philosophy▶ Policy on Corporate Citizenship Activities and Philanthropy

Our Group-wide Contributions to Healthcare
Based on our “Policy on Corporate Citizenship Activities and Philanthropy”, Sysmex actively engages in corporate

citizenship activities that lead to the creation of a prosperous, healthy society and vibrant communities, and promotes
corporate citizenship activities undertaken by employees independently. In fiscal 2022, we offered our Group-wide
program, the Sysmex Gives Back Campaign, twice, from June to September and from October to January. As part ofthese programs, in addition to blood donations and environmental activities, we also conducted corporate citizenshipactivities related to health and medical care, development of the next generation, disaster aid, and the like. A total ofmore than 7,000 employees worldwide participated in our corporate citizenship activities through these programs. We

SmileSmilePROJECT(Invitation event at KidZania Koshien in Japan)

Coffee seminar for children and parents (Japan)

will continue our Groupwide efforts to promote a healthy and fulfilling society.

Our Contributions to Healthcare through Blood Donation Campaigns
Sysmex Corporation registered as a “Blood Donation Supporter Company” in fiscal 2014 and has

actively led blood donation campaigns since.

Visiting Lectures in Collaboration with the Kobe City Board of Education
As part of its contribution to the local community, Sysmex Corporation has been working to expand local school
education. Since fiscal 2022, it has delivered visiting lectures to elementary school students in collaboration with the
Kobe City Board of Education, with the aim of promoting health education.

We also conduct regular blood donation campaigns in other parts of the world, and about 600
employees throughout the Group donated blood during fiscal 2022.

Sysmex has created original content that provides opportunities for students to become interested in the human bodyand think about the importance of health through learning about the functions of blood. We have also delivered lectures
together with our employees who have registered for the voluntary Partnership System. In fiscal 2022, we visited 17

Social Contribution Point Program

elementary schools in Kobe and presented lectures to a total of 1,176 students.

Sysmex has declared its support for employee volunteer activities in our “Policy on Corporate Citizenship Activities

and Philanthropy” and established a volunteer leave system. It has also introduced a program to encourage employees

By leveraging our characteristics of carrying out business in the healthcare field, we will continuously contribute to therealization of a vibrant local community through the education of children who will lead the next generation.

to participate in volunteer activities on their own initiative.

Under this program, employees earn points for social contribution activities in local communities, as well as social
contribution events sponsored by the company, and we make donations based on the number of points accumulated. In
fiscal 2022, around 965 employees of Japanese Group companies (24.4% of the total) participated in this program.

Visiting lectures (Japan)

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GovernanceContributing to Biodiversity Preservation through the “Sysmex Forest”

As part of the “Enlist the Participation of All Citizens in Creating Woodland” project promoted by the Hyogo Prefectural

Sustainability
Management

Theme

Environment

Governance

Activity
・Providing support for costs of medical treatment for patients requiring

Government, Sysmex Corporation took responsibility for a two-hectare portion of the 17-hectare Kawai Kaiteki Forest

near our reagent factory in the city of Ono, Hyogo Prefecture. We dubbed this portion the “Sysmex Forest” and aim toSociety

Healthcaremake it a place of tranquility for people and wildlife, through employee volunteer activities including tree thinning.
※ In this report, “Sysmex” refers to the Sysmex Group as a whole. “Sysmex Corporation” refers to the Company on a stand-alone basis.

treatment and economically challenged patients through sports
charity events
・Supporting diabetes patients through charity events・Making donations to projects supporting medical care of cancer patients

External Evaluation
Performance Data

Country/Region
Thailand, New Zealand,
United Arab Emirates, andMalaysia

・Participating in “Onigiri Action,” a food support activity for needy children
・Providing support for school meals for indigenous children
・Donating personal computers to villages in Sri Lanka

Welfareto foster
the next
eneration

・Donating to an association that supports teenage girls

・Spending time with children in an orphanage and providing dinners

and movies
・Holding an event to provide dinner to orphans and single mothers
・Donating daily living necessities and food to orphanages
・Donating of books
・Manufacturing bicycles for children
・Donating to children’s hospices

Japan, Ghana, Turkey,
Malaysia, Thailand, and
New Zealand・Donating to support organizations for homeless people
・Donating to day care centers

・Donating furniture to refugee facilities

・Donating goods and items to facilities for low-income workers

Sysmex Forest (forest maintenance activities in Japan)

・Holding charity events to support the independence of homelessWelfareCorporate Citizenship Activities in Other Countries
Theme

ActivityCountry/Region・Supporting cancer centers and pediatric cancer research throughcharity events

・Donating prosthetic hands for patients・Blood donation activities

・Making donations to blood donation institutions
・Providing COVID-19 vaccines to communities
・Making donations to medical school funds

・Providing massages in cooperation with a visually impaired people’s

Japan, the United States,
Germany, Poland,
Switzerland, Austria,
Turkey, Ghana, Taiwan,
South Korea, Australia,
India, and Indonesia

Disasterrecoveryassistanceassociation

Healthcare

・Holding and participating in events to support breast cancer patients

・Installing vending machines on Company premises to enable

donations to be made for malaria elimination, and promoting their use
among employees

・Donating virus transportation media (VTM) and thermometers to

hospitals

59

・Making donations to activities to support recovery from the Turkey-

Syria earthquake

・Making donations to Médecins Sans Frontières (Doctors Without

・Tree planting

・Neighborhood cleaning activities
・Activities to reduce food lossJapan

The United States,
Germany, Belgium,
Netherlands, New
Zealand, France, andRepublic of South Africa
Japan

The
environment

・Promoting environmentally friendly means of transportation
・Participating in events to interact with living things

・Reducing the use of plastics by distributing reusable stainless steel

bottles・Environmental conservation activities
・Providing support and making donations to environmental
conservation organizations
Local
communities

Japan, the United States,
and Europe

Borders) in Ukraine

・Recycling activities

・Collecting used clothes and old post cards and exchanging them formoney, which is donated to developing countries to cover the cost of
vaccinations
・Collecting goods and exchanging them for money, which is donatedfor community medicine (use-first pay-later drug) businesses in Africa

women and children
・Participating in volunteer activities to provide free meals
・Constructing houses for people in need by raising donations
・Donating daily necessities to retired military personnel
・Donating goods and items to Ronald McDonald House, where familiesof hospitalized persons live
・Conducting education to eradicate sexual discrimination in
workplaces

Countries around theworld including Japan,
the United States,
Germany, France, Brazil,
Mexico, Chile, Colombia,
India, and the United
Arab Emirates

・Supporting the safety of communities by participating in police events

Taiwan60

Countries around theworld including Japan,
the United States,
Germany, Spain,
Portugal, Switzerland,
Malaysia, Turkey, Slovak,
Australia, Austria, theRepublic of South Africa,
Burkina Faso, the United
Arab Emirates, China,
Ghana, and the Czech
Republic
Malaysia

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Participating in charity events to support cancer research (theUnited States)

Participating in charity events to support patients (Thailand)

Donating prosthetic hands (Australia)

Making donations to children in orphanages (Ghana)

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Environment

Charity events to raise awareness of breast cancer (South Africa)

Expenditures for corporate citizenship activities

Unit: billion yen

Fiscal 2020

Fiscal 2021

3.03 ѲѲѲѲѲ

Fiscal 2022

7.8 ѲѲѲѲѲ 2.89

Scope: Sysmex Corporation

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Environmental Management

63

Resource circulation in Product Life Cycle

69

Reduction in Environmental Burden through Business Activities

74

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Long-Term Environmental Objectives

Long-Term Environmental Objectives

Environmental Management

Sysmex Eco-Vision 2033

We will reduce our own greenhouse gas emissions (Scope 1,2) by“Sysmex Eco-Vision 2033” Formulated

55%*

by reducing energy consumption per capita and increasing

In May 2023, Sysmex formulated “Sysmex Eco-Vision 2033.” We will collaboratively create innovative solutions thatthe ratio of renewable energy to total energy consumption to over90%.

will advance the realization of a circular society by taking on the challenge of green innovation with stakeholders andutilizing Sysmex’s strengths. Furthermore, we have set targets for reducing our own greenhouse gas emissions tobecome carbon neutral by 2040. The targets also include reducing water consumption, waste, as well as for increasing
the recycling rate.

We will reduce our supply chain greenhouse gas emissions (Scope 3)
climate changeby35%* by making our products more energy efficient and compact

and by innovating our supply chain management.

Long-Term Environmental Vision

Long-Term Environmental Vision

We will reduce water consumption by

90 point* per reagent

production volume at our major reagent production sites through more

Recognizing the relationship between the environment and health, we will collaboratively create innovative solutions
that will advance the realization of a circular society.

efficient water use.
We will also work to reduce water consumption during instrument use.

water

climate changewater

We will achieve zero waste of unused in-house products.
We will also reduce total waste per net sales by

15%.*

We will achieve use rate of recycling and environmentally friendly
resource
circulation

biodiversity

materials for containers and packaging by
resource circulation

100%.

We will also reduce plastic consumption by revising product packaging
and utilizing alternative raw materials.

We will transform the value chain into a resource-recycling one by utilizing ourstrengths to have both instruments and reagents.

We will expand our lineup of products made from non-animal-derived

We will develop and provide products, services, and solutions to reduce
environmental impact.

We will collaborate with stakeholders and take on the challenge of green innovation.
We will reduce product loss to zero and promote significant adoption of recycled andenvironmentally friendly materials.

raw materials.

biodiversity* The targets of fiscal 2033, taking fiscal 2022 as the base year

We will promote CO2 reduction to achieve carbon neutrality by 2040*. We will workon resource recycling and biodiversity preservation in a unique way, and significantly
improve the efficiency of water use and expand the use of raw materials derived from
non-animal sources.

We will encourage local environmental conservation activities and contribute to a
recycling-oriented society as Sysmex Group.
*Applies to Scope 1 emissions, which are direct emissions of greenhouse gases from the consumption of fuel that the company owns or controls; and Scope 2
emissions, which are indirect emissions of greenhouse gases from the consumption of electricity and heat purchased by the company

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3. Risk Management
Within the risk management system for the Group overall, we conduct an exhaustive assessment of risks every year,

Declaration of Achieving Carbon Neutrality by 2040
Sysmex has set new “Carbon Neutral Targets” with the aim of achieving zero emissions of greenhouse gases inreal terms from the offices of the entire Sysmex Group by 2040. ※ 1 We will continue to promote optimization of

our operations and energy-saving measures. At the same time, we will implement measures to reduce greenhousegas emissions, including a gradual switching to renewable energy-sourced electricity at our business offices. ※ 2
In addition, we will set targets for 2033 based on SBT (Science Based Targets), ※ 3 and engage in activities towhich includes environment- and climate change-related risks, to identify those with a significant impact on the businessof the Group. We have created a structure for devising measures for dealing with these risks.
In addition, the Environmental Management Committee reviews environment-related risks and opportunities,
including those arising from climate change, twice a year, with the Committee and respective departments playing
leading roles in taking necessary actions in response.

reduce greenhouse gas emissions from supply chains in addition to those from our business offices.

▶ Risk Management Structure※ 1 Applies to direct greenhouse gas emissions due to use of fuel by the company (Scope 1) and indirect greenhouse gas emissions

4. Metrics & Targets

arising from the use of electricity and heat purchased by the company (Scope 2)※ 2 Excluding small business locations such as properties rented for sales offices※ 3 Targets for reduction of greenhouse gas emissions with a scientific evidence, consistent with levels set out in the Paris Agreement.

We will set targets in fiscal 2023.

Sysmex has issued a “Carbon Neutral Declaration” withthe aim of achieving zero emissions of greenhouse gases

in real terms from the Group’s business locations by 2040.

Sysmex Eco-Vision 2033, the long-term environmental visiondrawn up in May 2023, sets targets for reducing greenhouse

Information Disclosure Based on TCFD

gas emissions and increasing the percentage of renewable

In recent years, climate change has begun to pose a major risk to financial

energy. To this end, we will continually make various efforts at

markets. In December 2015, the Financial Stability Board, an international

every stage of the product lifecycle, from research and development through manufacturing and distribution to disposal.

organization tasked with fostering financial system stability, established the▶ Status of Sustainability Targets

Task Force on Climate-related Financial Disclosures (TCFD). In June 2017, the TCFD issued final recommendations forcompanies to follow in disclosing the impact of climate-related risks and opportunities on their corporate finances.
In January 2021, Sysmex expressed its support for the TCFD recommendations. We carry out information disclosure
based on the TCFD framework.

▶ Environmental Data

Risks and Opportunities
Risks ※ 1
・Product supply will become difficult

1. Governanceas a result of the prohibition ofcertain substances and technologies
due to regulatory changes.
・Transition to materials
and technologies with low
environmental impact, including a
reduction in the use of plastics, will
add to R&D costs and CapEx.

Sysmex understands that global environmental issues such as climate change require a high-priority response.
We drew up Global Environmental Management Regulations to clarify the responsibilities and roles of each Group
company. Under the oversight and management of the environmental management officer (a senior executive officer),
appointed by the CEO, we engage in environmental management initiatives as a Group, centered on the Environmental
Management Committee. The Committee supervises environmental activities within the Group, among them reducing

Scenario

Impact Financial
period ※ 2 effect ※ 3

1.5℃

Mediumto longterm

1.5℃

Mediumto longtermLL

as sustainability targets, and report to the Managing Board meetings semiannually on the progress made.

2. Strategy

Transition
・Energy and raw material costs, asrisks
well as global logistics costs, will
increase

1.5℃

Shortto longterm

H

1.5℃

Mediumto longterm

H

4℃

Shortto longterm

H

4℃

Mediumto longterm

M

Adding to the 2-degree scenario implemented in 2020, Sysmex has upgraded the strategy to incorporate a
1.5-degree scenario ※ 1 and re-evaluated the associated risks and opportunities. Regarding the financial impact

・Changes in customers’of identified climate-related risks and opportunities on the business of the whole group ※ 2, we have evaluatedenvironmental awareness will leadto criticism of the environmental
impact of our products and reducedemand.

according to 3 grades based on the impact on operating profit in FY2033. For the 1.5-degree scenario, theimpacts of market risk and reputational risk were evaluated as relatively high. For the 4-degree scenario

※3

, the

impacts of physical risks such as natural disasters were seen as relatively high, and regarding opportunities,
resource efficiency, products and services and resilience were analyzed as having relatively high impacts.
※1

IEA 1.5DS Scenario, IPCC RCP2.6, etc. Scenarios assuming that increase in global average temperature will be kept below 1.5℃ compared topre-industrial levels by taking strict measures against climate change※ 2 The analysis was conducted not only for the Group but for the entire supply chain including upstream (raw materials, distribution, etc.) anddownstream (use of products, etc.)※ 3 IPCC-RCP8.5, etc. Scenarios assuming that increase in global average temperature will be kept below 4 ℃ compared to pre-industrial

levels by maintaining present measures against climate change.

65

・Large natural disasters will make it

Physicalrisksdifficult to provide a stable supplyof products and services.

・Regional shortages of water due

to drought will disrupt the stablesupply of products.

・RA/QA divisions have been establishedat each regional headquarters, anddedicated staff respond to the laws andregulations of each country.

・Product and technology development

is being pursued based on hospitallaboratory requirements as well as
market and industry trends.

・Energy saving measures and greater

CO2 emissions, and discusses environmental issues including climate change. The Committee reports and makes
proposals at Managing Board meetings. We have integrated environmental objectives into the Group Management Plan

Initiatives ※ 1

66

efficiency of equipment have been
introduced.
・We have introduced renewable energy.
・Reduced cross-border transportationand more efﬁcient logistics throughwider use of concentrated reagents
which has better transport efﬁciency,
as well as transfer of production
・We have established a system thatutilizes customer feedback for productdevelopment and quality improvement(VOC: Voice of the Customer).
・Development of environmentallyfriendly products such as energysaving and smaller-size products
・We have formulated a business continuity
plan (BCP) to disperse risks such as
those associated with raw material
supply, supply systems, transportationroutes, and securing safety stocks.
・We are reducing the risk by
periodically monitoring water-relatedrisks and establishing BCPs.

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Opportunities

Environment

Scenario・Optimization of use oftransportation methods andResource operations using IoT.
Efficiency ・Review of packaging and productdesign will lower raw materials
costs and waste.

EnergySource・Reduction of energy costs throughenergy saving and shifting to lowcarbon energy, which will improvesocial evaluation.

・Changes in customers’

environmental awareness will
promote the purchasing of
Products environmentally friendly products.
andServices ・There will be creation of new testing
opportunities and expansion ofdemand due to long-term diseasetrend changes.
・Our initiatives for climate change
and disclosures will earn us a greater
Marketreputation and higher expectations
in financial markets.
・A stable supply of products andResilience services in the event of a natural
disaster improves customer trust.

Impact Financial
period ※ 2 effect ※ 3

Shortto longterm

1.5℃

Mediumto longterm

1.5℃

1.5℃

Mediumto longterm

4℃

Mediumto longterm

External Evaluation
Performance Data

Governance

H

L

M

M

1.5℃

Shortto longterm

L

4℃

Mediumto longterm

M

Initiatives ※ 1
・Digitization of global logistics

processes and promote CO2 reduction
through remote services.
・We will save resources and shift toplastic-free materials by reviewing
material and packaging options.
・Dry ice-free, ultra-low temperaturetransport
・Energy saving measures and greater
efficiency of equipment have been
introduced.
・We have introduced renewableenergy.
・We continue to promote
environmentally friendly productdevelopment such as energy-savingand smaller-sized products
・We undertake new productdevelopment, such as products
contributing to the eradication ofmalaria and other infectious diseases.
・We support the TCFD and disclose
environmental data via the Sysmex
Sustainability Data Book and othermeans.
・We implement a global supply systemand backup system through multiple
raw material procurement measures.

※ 1 Bold font: Changes from evaluation in 2020

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Environmental Management System
Group Environmental Management System▶ “ 1. Governance” of Information Disclosure Based on TCFD

Promoting the Acquisition of ISO 14001 Certification
Sysmex is working toward the acquisition of ISO 14001, the international standard for environmental management

systems, by the Group’s principal affiliated companies.

As of March 31, 2023, 19 Group companies had acquired ISO 14001 certification, and these companies account for

approximately 70% of the net sales of the Group.
By centralizing the environmental activities of certain Group companies, we are working to ascertain the state of progresson activities and issues as well as reinforcing management activities, and three companies (Sysmex Corporation,
Sysmex RA, and Sysmex Medica), accounting for nine locations, have obtained integrated certification. As a result, weare now able to systematically share information related to environmental management.

Status of ISO 14001 Certification
RegionCompanyJapan

Sysmex Corporation, Sysmex Medica, Sysmex RA

Americas

Sysmex America, Sysmex Reagents America, Sysmex Brazil

EMEA ※

Sysmex Europe, Sysmex Deutschland, Sysmex France, Sysmex Espana, Sysmex UK, Sysmex Belgium,
Sysmex Nederland, Sysmex Hungaria

China

Sysmex Wuxi, Jinan Sysmex

AP

Sysmex Asia Pacific, Sysmex India, Sysmex Australia※ EMEA: Europe, the Middle East, and Africa※ 2 Short-term: 1 year; Medium-term: ~3 years; Long-term: ~10 years※ 3 H: high; M: middle; L: low▶ For details, refer to ID 0910589004 on www.tuv.com/japan/en/

The applicable scope of activities and website vary according to
the standard.

Environmental Initiatives to Realize a Sustainable Society
Conducting Environmental Auditing

I’m of the opinion that environmental initiatives

In line with environmental management system requirements, we perform regular internal and external environmental

are sources of innovation for businesses. If eachbusiness starts to think more ﬂexibly, firmly

audits at locations that have obtained ISO 14001 certification. In Fiscal 2022, no nonconformities were found in internal

determined to change the approaches they haveenvironmental audits at our domestic Group locations with integrated certification, and 1 case of nonconformity in an

been taking, I expect new technologies to develop

external environmental audit. We have taken appropriate measures to address the nonconformities.

one after another, which will drastically alter theways we do business or manage companies,

Environmental Education

eventually changing the shape of countries andConducting Environmental Education and Training

the world as a whole. After all, we all live under
the same sky. I will be delighted if we can help toTakashi Ono, Environmental Management Officer

shape a future where businesses network witheach other beyond organizational boundaries and join hands in creating a sustainable society.
▶ Environmental Initiatives to Realize a Sustainable Society

Sysmex conducts general education for all employees to foster an awareness of the impact of the Group’s

environmental activities and individual operations. We conduct specialized training to raise operational knowledge forindividuals designated by their divisions as personnel responsible for environmental management system promotion.
We also conduct specialized and emergency response training for each division, as necessary.
In fiscal 2022, we provided general environmental e-learning training for all employees at our business offices with integrated
ISO certification, and for staff members in charge of environmental matters at our overseas offices. We also held seminars
on laws and regulations for staff members in charge of business offices and those in the product lifecycle departments.

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▎ Resource Circulation in Product Life Cycle
Environment

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To reduce the use of natural resources, Sysmex Corporation
has established a method to produce recombinant proteinsusing silkworms, for animal-derived proteins for use indiagnostic agents. In the past, producing these substances

Sysmex undertakes a variety of initiatives at different stages of its business activities toward reducing environmental

consumed a great deal of energy. However, as silkworms

Group-wide working groups with different objectives, including “eco-friendly product design” and “reduction in CO2emissions in transportation”, to facilitate further activities.

External Evaluation
Performance Data

Biodiversity Considerations in the Production of Raw Materials

Product Lifecycle and Initiatives at Each Stage

impact throughout product lifecycles. As one of the activities of the Environment Management Committee, we set up

Governancecan be raised indoors and only need to be fed artificial foodin containers, we can establish a stable supply and achieveenergy savings and waste reduction.
We also use recombinant proteins produced fromsilkworms as ingredients for a reagent, launched in fiscal
2017, for hemostasis tests. This is the first reagent in

Production of ingredientsusing silkworms

Japan to obtain manufacturing and marketing approvalusing recombinant proteins as ingredients. We also offer

protein production contracting services using this technology and provide ingredients to pharmaceutical companies,
universities, research institutions, and other entities.

Environmental Friendliness in Product Design
Development of Smaller, Powersaving Products
In our global regulations concerning

Environmentally Conscious Procurement

product lifecycle management,

Promoting Green Procurement

Sysmex specifies efforts to protect theSysmex has established Green Procurement Standards, which set out the Company’s fundamental stance on

environment at each stage of the productenvironmental considerations in procurement activities. We promote the procurement of raw materials and parts thatlifecycle that it believes appropriate

have a low environmental impact. We are expanding our business with suppliers who act to protect the environment.

in terms of its business. Our goal is to

We also conduct annual CSR surveys of our business partners to confirm that they have environmental management

help reduce the energy needed by ourpolicies in place, as well as targets and plans for CO2 reduction and energy conservation.

customers to use our products and to
reduce waste from their use. Accordingly,
we strive to develop products designed to save electricity and reduce reagent use.
Our fully automated urine particle analyzer launched in 2022 is 30% smaller and uses 10% less cleaning solution permeasurement than conventional ones. Its electricity consumption is also 30% less, realizing an eco-friendly design.

▶ Procurement Policy▶ Green Procurement Standards▶ Supply Chain Management▶ Status of Sustainability Targets

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Chemical Substance Management of Products

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Initiatives at Group Companies: Collaboration with Distribution Partners Considering the Environment

Sysmex complies with the laws and regulations of individual countries and the EU, such as the RoHS Directive. At the

In its selection criteria for distribution partners, Sysmex Europe includes a certified environment management systemsame time, based on its Green Procurement Standards, Sysmex discloses actions it is taking regarding any regulated

and use of green distribution. HITADO, a Sysmex Group company, selects distribution partners who proactively use

substances, or substances that are to be reduced (environmentally hazardous substances), contained in the parts,

renewable energy and electric vehicles, while Sysmex Malaysia uses reusable vacuum insulation boxes for productdevices and materials constituting manufactured products and products for sale.

transportation requiring thermal management, reducing CO2 emissions by saving electricity and generating less

▶ Prohibited Substances (products）

polystyrene box waste. In addition, Sysmex Turkey stores products in external warehouses with solar panels installed and▶ Substances Scheduled to be Prohibited (products）

undertakes other initiatives to reduce environmental impact in collaboration with its partners.

▶ Controlled Substances (products）▶ Prohibited Substances (materials for reagent）

Company▶ Reduced Substances (materials for reagent）

Sysmex Reagents America

Environmental Considerations in Product Transportation

・Use recyclable vegetable fiber for reagent containers

for more efficient transportation, and reduced transportation between regions by transferring the production of reagent

・Consider the use of alternatives to polystyrene foam boxes for cold

products to local areas. In addition, we are working to reduce CO2 emissions by recycling and lightening transportation

storage

Sysmex Europe
Other affiliates in the EMEA region

・Replace polystyrene foam cushioning materials with paper scrap
・Replace plastic packing tapes with paper-based tapes
・Reuse packages and cushioning materials
・Use electric forklifts

Realization of Ultralow Temperature Transportation Without Dry Ice

・Reduce the quantity of paper cartons by promoting the use of

Sysmex Corporation had used charter and other private delivery services to transport reagents for genetic

concentrated reagents

testing, which requires strict quality and thermal control, thereby facing issues of transportation costs, distribution

・Use electric vehicles and expand the charging infrastructure

ﬂexibility, and convenience. In addition, the dry ice needed for cold storage is made from CO 2 emitted in the oil
refining process. We explored measures to improve this situation from an environmental perspective.
In fiscal 2021, we developed, together with Yamato Transport Co., Ltd., a dry ice-free transportation system for reagents forlarger and reduce the frequency of transportation

・Replace ingredient transportation boxes with reusable containers

reduce the frequency of transportation

Sysmex has switched its means of transportation from air to sea or rail (modal shift), improved container loading rates▶ Status of Sustainability Targets

・Replace equipment disposal containers with ones that are six times

・Consider consolidation and combination of shipment/transportation to

Efforts to Lower CO2 Emissions in Domestic and Inter-regional Transportation of Products

and packing materials used for parts procurement and product transportation.

Initiatives

Sysmex Australia

genetic testing in consolidated cargo at an ultralow temperature (-70 ° C). In fiscal 2022, we started using completely dry ice-・Utilize reusable insulated containers which enable management at

the recommended cooling temperature when transporting products
requiring thermal control

free transportation for biochemical system-controlled substances in collaboration with Toho Pharmaceutical Co., Ltd.
We will continue working to popularize high-quality, eco-friendly cold chains.

Environmental Considerations for Distribution Packaging
With growing exports of bio-diagnostic reagents from Japan, we began the reuse of cold storage materials necessary fortransportation globally, and we are working toward reusing plastic cold storage materials to reduce waste. In fiscal 2022, we
implemented such reuse in transportation between Japan, China, and Singapore, reducing waste by approximately six tons.
We are also working with our suppliers to promote a transition from cardboard to returnable boxes (plastic containers)
for transporting materials, and 30% of packing materials were successfully switched to returnable boxes.

Saving Resources by Revising Packaging Materials
Sysmex is continuing to work on reducing packing materials toconserve natural resources. We have downsized our packaging

Environmental Considerations in Sales and Support Services Activities
Sysmex reduces CO2 emissions associated withtravelling by providing online systems for instrument
maintenance, user training, and scientific seminars in eachregion of the world.
In 2019, we initiated a project for reforming support
services worldwide, and have been working on increasing
the online rate user training through e-learning and virtual
training. In fiscal 2022, we provided 60% of user training
online.

boxes through optimization and steadily changed part cushioning
materials from vinyl to bogus paper. We have also switched frombag-shaped cushioning materials to plastic film for packaging.

▶ Pursuit of Quality and Trust > Enhancing Customer Satisfaction

Through these measures, in fiscal 2022, we were able to reduce
the amount of petroleum-based cushioning materials byapproximately 51% compared to fiscal 2017. In addition, Sysmex
Deutschland uses recyclable materials for all its packaging.

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Environmentally Conscious Use and Disposal of Products
Use of Concentrated Reagents
For some analysis devices in the hematology field,
reagents that are 25 times more concentrated than

Sustainability
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▎ Reduction in Environmental Burden through Business Activities
Environment

Initiatives to Reduce Greenhouse Gas Emissions

traditional reagents can be used. Such concentrated

Efforts to Reduce Greenhouse Gas Emissions at Business Sites

reagents not only contribute significantly to improving

Sysmex is working on energy conservation through the introduction of equipment such as highly efficient air conditioning

usability by reducing the frequency of reagent

systems, LED lighting, and motion sensors, as well as demand-control systems for measuring and monitoring the amountreplacement in laboratories and saving warehouseof electricity needed, to reduce direct and indirect greenhouse gas emissions from our business sites.

space, but also enable us to reduce the amount ofi-Square, an equipment production factory, switched all the electricity it uses to electricity derived from renewabledisposed containers and packing materials and CO2energy sources as of fiscal 2022. From fiscal 2023, Sysmex will switch the electricity used by all its facilities, including

emissions during transportation. Sysmex has set adomestic production factories and R&D centers, to renewable electricity.

concentrated agent penetration rate as a sustainability

Sysmex Europe’s reagent production factories have introduced ice thermal storage air conditioning systems, ※ 1 intarget, working to reduce environmental impact.

addition to the installation of solar panels, covering approximately 35% of energy requirements for reagent production. In
addition, Sysmex business locations in EMEA ※ 2 and the Americas have been increasing their usage of electricity derived
from renewable energy.
Sysmex America has formed a cross-departmental Green Team to promote environmental activities with a view toobtaining LEED certification ※ 3 for its head office. It has also installed charging ports for electric vehicles, improved LED
lighting and installed solar panels as well as continuing to undertake various initiatives to acquire the certification.
※ 1 Thermal energy storage technology using ice

Stakeholder’s Voice※ 2 Europe, the Middle East, and Africa※ 3 LEED evaluates the environmental performance of a building from the viewpoints of environmental burden reduction and the health of its

Developing new products means

users. Evaluation items include the efficiency of water usage, optimization of energy use, conservation of resource materials, and building air
quality.

understanding what customers want andcreating high-quality products that satisfy
customer needs. As a leading company in thehematology field, Sysmex is committed tohigh quality and high goals. Because of this,we will continue to be close to our customers
and their patients and deliver products they
can use with peace of mind. Environmentfriendly medical instruments with high quality
and usability provide added value that can

Takahito Mihara, Manager in the System Engineering Divisionsatisfy the needs of medical institutions
and society around the world. We will continue to work on product development that incorporates suchsustainability perspectives.
▶ Click here for details:

Solar panels (i-Square)73

Air conditioning system using ice thermal storage (Sysmex Europe)74

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Major Initiatives at Each Business Site
Initiative

Company

Description
Switch to highly efficient air conditioning and
LED lighting
Increase productivity through a production
optimization initiative

Environment

Governance

External Evaluation
Performance Data

In order to control fuel consumption and reduce CO2
emissions for the approximately 400 company vehicles inJapan, Sysmex Corporation has installed telematics in eachof them to be able to visualize driving quality by assigningscores for distances traveled, fuel consumption, and driving
behavior. It also conducts eco-driving training for all theSysmex RA

Introduce power-saving air conditioning
equipment with timers

employees to improve the environmental awareness of each

Sysmex America

Use LEDs for all lighting

received a certificate of excellence in the fiscal 2022 Eco-

Sysmex Europe

Use LEDs for lighting in major reagent fillingrooms and introduce motion sensors

Promoting Personal Mobility and Ecological Transportation. It

Sysmex Asia Pacific

Use LEDs for lighting in factories andwarehouses
Introduce a control panel that puts theequipment to sleep to save energy when the aircompressor is not in use

Increase the efficiency ofequipment and facilities

Sysmex India

Use LEDs for lighting in factories

Jinan Sysmex

Use natural gas boilers (switching from oilboilers)

Sysmex Wuxi

Utilize the setting of air conditioning
temperature limits (26° C in summer and 22° Cin winter)

Sysmex Corporation

Install solar panels and save energy by bringing
in natural light (i-Square)

driver. With these activities being evaluated highly, Sysmex
Driving Activity Contest sponsored by the Foundation for
Charging point (Sysmex UK)

has also promoted the replacement of its company vehicles
with more fuel-efficient ones. In fiscal 2022, approximately 30% of all our vehicles were replaced with hybrid vehicles.
Sysmex Brazil started switching fuel for its company vehicles to sugarcane-deprived biofuel from fiscal 2022, while
Sysmex UK proceeded with the removal of diesel vehicles and the replacement of all company vehicles with hybrid
vehicles, and added charging points at the company sites.

Using Water Resources Efficiently
Reducing Water Consumption
Sysmex uses water as a raw material in reagent production. Both tap water and groundwater are used. Recognizingthat reducing water use is an important issue, Sysmex has set targets for decreasing water use in our Eco-Vision 2033,
and is making efforts to improve the efficiency of water use at reagent production sites.
At the Ono Factory, a reagent production factory, cleaning used to be conducted with some liquid remaining in partof the piping of the production line after the production of reagents. However, we revised the production process andacquired the technology to commercialize the reagents without discarding remained liquid in the piping. At the Seishin

Sysmex America
Sysmex Reagents America

Ensure that 50% of energy used is derived fromrenewable energy sources

Sysmex Europe

Ensure that 100% of energy used is derived
from renewable energy sources and install solar
panelswater consumption and costs by changing programs so that the cleaning system for purified water manufacturing

Provide incentives for using trains for businesstrips, establish an inhouse website for car
sharing, and provide bikes for commuting

Major Initiatives at Business Activities

Sysmex Malaysia

Provide incentives to employees who use hybrid
vehicles for commuting

SysmexCorporation

Sysmex India

Ensure that all personal vehicles used by
employees to commute are PUC certified ※Sysmex Brazil

Switch to biofuel for company vehicles

Sysmex Europe

Raise employee
awarenessSociety

Decreasing CO2 Emissions from Fleet

Sysmex Corporation

Introduce renewableenergySustainability
Management

Factory, we also changed the lot size, which contributed to an improvement of the yield. These measures reduced
product liquid loss, decreased water use, and lessened the environmental burden of waste liquid. Sysmex Brazil reduced
equipment, which used to operate 24 hours a day, operates only on weekdays.

Company

Sysmex Asia Pacific・Use water taken from wells as water for green belt irrigation and toilet ﬂushing

the plant is not in operation
・Reduce water consumption by monitoring efficiency of purified water production equipment
・Reduce consumption of water for washing production facilities after the reagent production
・Introduce a waste water processing system to purify water discharged during reagent

Sysmex India

Sysmex Brazil
Sysmex Wuxi

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・Reduce water consumption by improving the production efficiency at each factory
・Improve its ultrapure water plant to recycle RO water (purified water), utilizing times when

※ PUC is an acronym for Pollution Under Control, which certifies that vehicle emissions are below pollution regulation standards. Indian law requires

vehicle owners to take a PUC test every six months to obtain PUC certification (PUC certification is valid for one year for a new vehicle).

Initiatives

production, and use the purified water to irrigate green areas around the factory・Reduce water consumption per reagent production by improving the production efficiency
・Reduce consumption of water used to wash production facilities after reagent production
・Recycle water generated in the production process for use as domestic water・Set a target for reducing water consumption and assign an officer dedicated to environmental,

health, and safety issues. Conduct periodic environmental, health, and safety inspections.

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Water Risk Assessments

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Involvement with Biodiversity

Sysmex assesses risks related to water stress. Through analysis using Aqueduct, an assessment tool provided by
the World Resource Institute (WRI), we identified China, Brazil, and India, where we have reagent production sites,
as countries with relatively high water stress. Although water risk is not yet evident at our production sites in thesecountries, we continually monitor their situation. In the meantime, we are taking measures against risks by optimizing
water usage in our production processes and reducing supply risks by securing safety stocks.

Interfacing with Nature and Protecting Biodiversity
Sysmex understands that it receives a host of benefits from the world’s living things as it conducts its businessactivities. We use a tool called ENCORE, which was developed by the United Nations and financial institutions, toanalyze our interaction with nature, and the results suggested that our production process depends on water andimpacts water quality and soil to a relatively large extent.
Each production facility strives to reduce its water risks by effectively using water resources and minimizing its impact

Wastewater Management and Processing

on nature through measures such as environmental considerations in product design, appropriate management ofSysmex prioritizes the protection of water quality. We have created our own emission standards that we use to manage

waste, and forest conservation activities. Thus we make efforts to protect biodiversity.

the wastewater from development centers and factories that use chemical substances, ensuring that waterways andgroundwater are not affected.

Forest Conservation Activities
Sysmex Corporation regards the conservation of forests

Major Initiatives at Business Activities
Company
SysmexCorporation
Sysmex RA
Sysmex America
Sysmex Asia
Pacific
Jinan Sysmex

Initiative

・Introduce a system to set off an alarm in the event that BOD (Biochemical Oxygen Demand)

standards are exceeded at the Ono Factory, a diagnostic reagent production plant, preventing
waste ﬂuid containing organic matter from spilling out
・Introduce waste ﬂuid processing equipment, making infectious waste ﬂuid harmless byheat sterilization, and discharge the harmless ﬂuid directly into the sewage system
・Introduce a wastewater processing system to remove boron-containing substances fromwaste ﬂuid generated during reagent production
・Introduce a wastewater processing system to purify waste ﬂuid generated during reagent
production before discharging it to the sewage system
・Commission third-party institutions to appropriately process recyclable waste such aswaste drums and waste paper generated during the production processthat contribute to water resource protection as an importantsocial responsibility. Since 2013, Sysmex has been leasing
part of the Kawai Kaiteki Forest in Ono in Hyogo Prefecture,
where its reagent production factory is located. Named the“Sysmex Forest”, this is a place where we practice forest

conservation through activities such as planting trees,

Tree planting by HITADO employees (1,300 trees planted)

weeding the undergrowth, and thinning the forest.

In addition, HITADO, a Group company in Germany, has been participating since fiscal 2021 in a local forest conservation
project called Waldlokal , providing support through voluntary tree planting by employees and through donations.
▶ Contributing to Biodiversity Preservation through the “ Sysmex Forest”▶ The “ Waldlokal” Project

Global Kaizen Activities at Reagent Production Factories
Sysmex has initiated a “Kaizen Activity” project for all global

Managing and Recycling Waste

reagent production facilities to promote Group-wide initiatives to

Reducing Waste and Promoting a Stable Recycling Rate

reduce environmental impacts.

Sysmex carries out initiatives to reduce waste and increase recycling rates.

In its domestic reagent production factories, Sysmex promotes

Each reagent factory engages in various initiatives, including reducing consumables used in production and reducing

environmental initiatives in collaboration with its business

defective products to minimize the use of packaging material. At Kakogawa Factory, an equipment production facility,

partners and has successfully reduced the waste of packing

we review packaging and cushioning materials used to provide materials to production lines, reducing annual waste. In

materials for delivery by reusing cardboard and changing theorder to reduce food waste from its in-house canteen, Kakogawa Factory uses a specialized garbage disposal system

practice of over-packaging. In fiscal 2022, cardboard waste wasto convert food waste to organic fertilizer for farmers. The factory purchases agricultural produce grown by the farmers

reduced by 30 tons from the previous fiscal year. Sysmex aims

who use this fertilizer, contributing to realizing a recycling-oriented society. At Technopark, we introduced polystyrene

to achieve zero cardboard waste by fiscal 2025. In addition, it

foam melting machines and large shredders for confidential paper in fiscal 2023, converting all the used polystyrene

continuously works to save energy by repeatedly designing andprototyping “Karakuri” devices that utilize gravity, natural energy,

foam (PS) from the office into recycled plastic materials and selling them as a valuable resource, and processing wastefrom the shredders to be reused as toilet paper, thereby contributing to the reduction of waste.

and the principles of leverage, and solving issues at production

sites. Since 2021, we have exhibited at the Karakuri Kaizen Kufu

Promoting Digital Data

Exhibition and have received the Institute Special Prize and other

Sysmex works to reduce its use of paper by utilizing personal computers, tablets, and smartphones to send andawards.
Sysmex Reagents America replaced packages for ingredients withrecyclable containers in collaboration with its business partners.

Photo taken at the Karakuri Kaizen Exhibition

receive data. These efforts have reduced paper use and waste. Our manufacturing facilities are also working to switch toelectronic production records and manuals, promoting our paperless initiative.

Sysmex Asia Pacific successfully reduced waste and costs by recycling containers made from chemical ingredientsthat were previously discarded. We will continue to promote activities to reduce environmental burdens.

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Major Initiatives at Each Business Office
Company
Sysmex Corporation
Sysmex Asia PacificSysmex Malaysia
Sysmex Canada
Sysmex Brazil

Initiative
・Reduce waste by introducing food waste processors in its in-house canteen
・Replace aluminum foil used for weighing drums with reusable materials
・Recycle or donate to charities cardboard boxes and plastic materials
・Improve recyclable products

・Use chemical waste in clinker kilns instead of having sanitary landfills saturated(this contributes to the reuse of energy and improvement of recycling rate)▶ Status of Sustainability Targets▶ Environmental Consideration in Product Transportation

Managing Harmful Substances
Managing Chemical Substances
Sysmex uses chemical substances in its R&D and manufacturing processes. In addition to preventing losses orleaks, we strive to manage chemical substances appropriately to prevent damage to the health of our employees
working onsite.

Managing and Processing Harmful Substances
As a precaution against the danger of infection by biological substances, we strictly control the locations in whichsuch substances are stored and used. These substances are carefully segregated from general waste for proper

Governancedisposal. For other harmful substances, we work to prevent aerial drift, dispersion, and groundwater permeation throughcountermeasures that address both facilities and management methods. In these ways, we endeavor to keep emissions
below standard statutory levels.

Managing and Processing Atmospheric Emissions
In response to the Fluorocarbons Emission Control Law, a revised version of which went into effect in 2015, eachGroup company in Japan established a response manual, identifying and appropriately using ﬂuorocarbon-containing
equipment owned or managed by it, conducting inspections, and monitoring calculated leakages.

※ In this report, “Sysmex” refers to the Sysmex Group as a whole. “Sysmex Corporation” refers to the Company on a stand-alone basis.

Compliance
Compliance Management

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Risk Management

86

Risk Management Structure86

Response to Risks Related to Business Continuity

87

Enhancing Information Security

88

Respect for Human Rights

89

Respect for Human Rights

79

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Employees seeking consultation or making a report can remain anonymous through any of these routes. Information
received through these routes is handled confidentially, and employees seeking consultation or making reports are▎ Compliance Management
Compliance

protected from any negative consequences caused by doing so.
Information about these systems is disseminated to all the Group employees through the intranet and training topromote the early detection of compliance violations. In addition, the Compliance Committee monitors the operational
status of the internal reporting system. In fiscal 2022, the number of internal reports received from Japan and overseas

Group Policy

was 21. We conducted investigations regarding these reports and dealt with each of them appropriately.

Pursuing Open and Aboveboard Business Activities
Based on our Group’s corporate philosophy, the Sysmex Way, and our Shared Values, we define compliance as “the※ Excluding the Japanese region

conduct of open and aboveboard business activities based on the observance of laws and regulations and high ethicalstandards”. In accordance with this definition, we have established a Global Compliance Code, in which conformancerules and behavioral guidelines for all Group executives and employees are detailed. This code, written in Japanese, wastranslated into many languages so all Group executives and employees would be able to understand and adhere to it.

▶ Full text of the Global Compliance CodeCompliance Promotion Structure
At Sysmex, compliance violations are considered the most serious risk that could damage our social trust. Under the Groupwide risk management structure, we have established a Compliance Committee as an umbrella organization to promote andenhance compliance.
The chairperson of the Compliance Committee promotes compliance throughout the Group as the Chief Compliance
Officer. Each Group company has appointed its own compliance officer. The Compliance Committee monitors the Group-wide
compliance promotion activities and their progress. The compliance promotion structure is checked by a third party from theperspective of internal control.
If there is a major compliance violation that has a significant impact on the Group or a Group company, or an event that
could cause a similar impact, it will be immediately reported by the compliance officer of the relevant company to the Chief
Compliance Officer. After receiving the report, the Chief Compliance Officer will report on the event to the Internal Control
Committee, chaired by the President, and members of the Managing Board and Audit & Supervisory Committee. We will also
disclose information regarding events for which disclosure is required in accordance with information disclosure regulations.
There were nine ethics incidents in FY2022, but none of them were deemed significant.
▶ Corporate Governance Structure

Compliance Education
Providing Education on Compliance
Sysmex views employee education and awareness activities as the foundation of promoting and ensuring
compliance, and regularly offers training. During new employee and rank-based training, we take the opportunity tofoster an understanding of the Global Compliance Code.
In fiscal 2022, we conducted multilingual global compliance training for all Group employees in accordance wit h
the compliance education policy shared within the Group. This ensures that employees thoroughly understand and▶ Corporate Governance Reportconsider the importance of compliance, the Global Compliance Code, appropriate reactions when becoming awareof compliance violations, and other necessary matters.

Internal reporting system
Sysmex has established a global system whereby all the employees of the Group can consult or report on complianceissues, including bribery and human rights abuses. Specifically, it has in place internal reporting desks operated byrespective regional headquarters to provide consultation to, and receive reports from, Group employees in each region.

▶ Education regarding Fair Marketing Activities▶ Education and Training on Understanding Respect for Human Rights▶ Diversity Education

We have also established a Group Compliance Hotline (GCH), where all Group employees can directly consult with orreport to the Sysmex Corporation. In fiscal 2022, Sysmex integrated platforms of regional internal reporting desks andthe GCH platform, which had been separately operated, to further strengthen governance.

In the Japanese region, we separately operate an internal reporting system called the “Campanula Line”, which isshared by domestic Group companies and complies with Japan’s Whistleblower Protection Act. The Campanula Line
offers three routes to seek consultation or make a report: in-house, external, and directly to Audit and Supervisory

Committee members. Going through the route of such members, employees can seek consultation about or makereports on compliance issues involving management.

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Research Ethics

Compliance Promotion Initiatives

Implementation of Appropriate Research and Development Activities
In the “Appropriate Research and Development Activities” Chapter of the Global Compliance Code, Sysmex stipulates

that it must be engaged in appropriate research and development activities while protecting the dignity and humanAnti-Corruption

rights of test subjects and complying with relevant laws, regulations, and ethical guidelines in the relevant countries andIn accordance with the spirit of the UN Global Compact, Sysmex undertakes thorough efforts to prevent bribery, inline with Principle 10, which states: “Businesses should work against corruption in all its forms, including extortion andbribery.”

For risk assessments conducted periodically by the Internal Control Committee, compliance violations, including actsof corruption, are recognized as risks, and we are working to reduce them. Additionally, the “Corruption and Bribery”
Chapter of the Global Compliance Code clearly prohibits acts of corruption, and the global anti-bribery regulations

applicable to all Group companies cover topics such as banned activities, due diligence, the provision of education, andmanagement systems. In these ways, we promote initiatives for Group-wide compliance.
▶ Global Compliance Code▶ Anti-Bribery Regulations (Summary)regions. In accordance with these stipulations, Sysmex conducts R&D activities with high ethical standards. Sysmex has
established the “Group Ethics Regulations on Clinical Research and Development” and a Research Ethics Examination

Committee, which includes outside members, including legal and scientific experts, to review research content. The listof committee members and deliberation results are disclosed on our website to ensure transparency.
▶ Global Compliance Code▶ Group Ethics Regulations on Clinical Research and Development▶ Activities of the Research Ethics Examination Committee

Considerations for Animal Experiments
In accordance with the “Appropriate Research and Development Activities” Chapter of the Global Compliance Code,

Sysmex complies with applicable laws and regulations concerning animal welfare in each country and region, minimizes

Transparency in Relationships with Medical Institutions

the use of animal experiments by using of alternative methods when available, and takes care to alleviate pain when

Sysmex has increased opportunities for collaboration with medical institutions and professionals at every stage of its

conducting animal experiments. We conduct animal experiments in line with internal regulations that conform to public

operations through research and development, production, sales, and services and support. Transactions with them must

guidelines. Our Testing Control Committee rigorously considers testing plans to ensure regulatory conformance.

Institutions” Chapter of the Global Compliance Code stipulates that appropriate relationships with medical professionals

Standards Relating to the Care and Management of Laboratory Animals and Relief of Pain (Ministry of the Environment),

be conducted with high ethical standards. The “Transparency in Relationships with Medical Professionals and Medical

and medical institutions must be established and maintained and transparency in these relationships must be ensured.
In Japan, Sysmex Corporation, a member of the Japan Association of Clinical Reagents Industries, concurs with thephilosophy outlined in the association’s “Guidelines on Transparency of Relationships between Corporate Activities andMedical Institutions” and discloses information regarding funding to medical institutions.

Countries other than Japan have implemented laws that require companies to ensure transparency in their relations

with medical institutions (“Sunshine Acts”) and regulations for the medical device industry. In compliance with these laws

Laws and guidelines observed by Sysmex: Act on Welfare and Management of Animals (Ministry of the Environment),
Basic Policies for the Conduct of Animal Experiments in Institutions Regulated by the Ministry of Health, Labour andWelfare (Ministry of Health, Labour and Welfare), and Guidelines for Proper Conduct of Animal Experiments (Science
Council of Japan)▶ Global Compliance Code▶ Biodiversity Consideration in the Production of Raw Materials

and regulations, the Sysmex Group reports to government authorities on funding to medical institutions and industry
organizations in relevant countries and regions, as follows:

Fair Marketing Activities
In order to regulate our global promotional activities, we have included an ethics code for marketing in the “Anti-▶ Japan▶ U.S.

monopoly and Anti-competitive Behavior” Chapter of the Global Compliance Code. We have also established Global▶ Belgiumcompliance training.

▶ Portugal

based online training sessions for employees of sales divisions, which included a study of specific cases of misconduct.

▶ France

Regulations for Compliance with Competition Laws. Additionally, we provide guidance on competition laws in our global▶ Netherlands

We have formulated the Sysmex Promotion Code for activities in Japan, and in fiscal 2022, we held promotion codeWe also implemented training for managers and e-learning for general employees.

▶ Europe▶ UAE▶ Japan Association of Clinical Reagents Industries “ Guidelines on Transparency of Relationships between Corporate

Activities and Medical Institutions” (Japanese)▶ Global Compliance Code▶ Sysmex Promotion CodeTax Strategy
Sysmex has established a “Tax Strategy” in the Global Compliance Code with the aim of increasing tax-relatedtransparency. In the text setting forth the strategy, Sysmex stipulates that it will comply with the OECD Transfer Pricing

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Guideline and all tax laws in the countries and regions in which it conducts business. It will not transfer created value tolower tax jurisdictions only to gain a tax advantage.
In addition, we disclose Group payments of taxes in our securities reports and other documents, as well as the reasonsfor any discrepancies from relevant statutory tax rates.
▶ Global Compliance Code▶ Sysmex Report (Operating Results and Financial Analysis)▶ Securities Report

Sustainability
Management

Society

Environment

Governance

External Evaluation
Performance Data

Governance▎ Risk Management Structure
Risk Management

Risk Management Structure

Promoting Risk Management by Establishing a Dedicated Committee
Sysmex established the Internal Control Committee to supervise risk management of the Group as a whole, andpromotes all risk management activities, including those regarding strategic risks. The Committee is chaired by theTax Strategy in the United Kingdom

President and its members include relevant executive officers and Audit and Supervisory Committee members (excluding▶ UK Tax Strategy（97KB）

outside members of the Managing Board, who act as observers).
By regularly assessing risks involved in such areas as fair trade, compliance (including corruption and business ethics),
human resources, occupational health and safety, the environment, and accounting and finance (including tax payments),

Respect for Intellectual Property

the Committee identifies risks significantly affecting the Group’s operations and takes necessary countermeasures. In

In the “Intellectual Property” Chapter of the Global Compliance Code, Sysmex stipulates that all the officers andaddition, it monitors the status of risk management by relevant committees, including the Compliance Committee, as

property, and handle such intellectual property appropriately. We ensure that all the officers and employees are wellsignificant impact on the Group’s business arises, the Internal Control Committee also reports to the Managing Board to

employees of the Group must respect the intellectual property of third parties as much as the Group’s intellectual

well as individual divisions and subsidiaries, and periodically reports to the Managing Board. When a major risk that has ainformed of this rule and strictly comply with it. When developing new products, Intellectual Property, R&D, and Businessdiscuss how to respond, following the PDCA cycle.

Development Department members conduct and discuss global patent reviews for each new project.
▶ Global Compliance Code▶ Intellectual Property (Japanese)

Promotion of Security Trade Control
In the “Security Trade” Chapter of the Global Compliance Code, Sysmex stipulates that it will comply with the export

laws and regulations of individual countries and regions and will not be engaged in transactions likely to impede themaintenance of international peace and safety. Sysmex has established the Security Trade Control Committee, whichis under the direct control of the president, to prevent illegal exports. It has also assigned people at overseas regional
headquarters to oversee security trade control, bolstering our global operational structure. In addition, it provides annual
basic e-learning for all employees, as well as lectures on the latest world affairs and laws and regulations, as well as avariety of other types of training, to raise awareness of security trade control.
▶ Global Compliance Code▶ Corporate Governance▶ Sysmex Report (Risk Management)

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▎ Response to Risks Related to Business Continuity
Governance

Establishment of a Business Continuity Plan (BCP)

Response to Major Disasters

Sustainability
Management

Society

Environment

Governance

External Evaluation
Performance Data

▎ Enhancing Information Security
Governance

Enhancing Product Security and Cyber Security

Product Security Initiatives

Sysmex has formulated Group-wide business continuity plans (BCPs) for production, procurement, and other functions

Sysmex Corporation has established a Product Security Policy for our products and services and has establishedto ensure the continuity of important operations in the event of an earthquake, storm or ﬂood damage, and other large-

a Product Security Incident Response Team (PSIRT) to manage product design and manufacturing, as well as post-

scale disasters, as well as rapid recovery from such disasters.
In addition, we relocated our distribution center to an inland location with less risk of ﬂooding so we can reinforce oursystem for stable supply even further. We also strengthened the facility with a quake-absorbing structure, private power
generation system, and ﬁre shutters.

marketing vulnerabilities. Sensitive information (including individual, patient, and test subject information) obtained fromour customers, and those who have participated in research and development and experiments, as well as advanced,
original technology regarding products and intellectual property, are considered important assets for management, andnecessary measures are taken to prevent information leaks and internal fraud.

Information and Cyber Security Initiatives

Main BCP Approaches:
・Decentralization of main raw material procurement (selection of production locations based on theconcept of local production for local consumption)

・Establishment of a mechanism for procurement of parts such as semiconductors with long lead times toregister raw material ordering plans for such parts in a system based on our medium-term production plan・Decentralization of product storage according to storage function (instruments, maintenance parts, room

temperature storage reagents, cold storage reagents, and hazardous reagents)

・Creating mutual supply systems within the factories, and securing alternative routes for transportation of

products

・Prioritizing important products for supply to medical institutions

・Introduction of a tool (cloud system for disaster prevention information) to share crisis information

between the Company and raw material suppliers so the Company can promptly take measures against
highly urgent risks such as a natural disaster, ﬁre, or accident occurring on the supplier side

・Providing rules and manuals for disaster response and conducting regular disaster drills

We formulated the Information Security Policy to establish a Groupwide information security management framework. This creates an information security management system for the entire Group under the supervision andmanagement of a Member of the Management Board, a senior executive ofﬁcer,and a senior managing director, who
acts as Information Security Ofﬁcer, with the DX Strategy Development Division at its core. We established a Sysmex
Computer Security Incident Response Team (Sysmex-CSIRT) to bolster our initiatives such as prevention and early
response to incidents and pre- and post-response to information leaks and data breaches, based on such informationas alerts received from the managed SOC (security operations center) and threat information (threat intelligence)
received from external parties (JPCERT/CC).
Regarding collaboration with external organizations, we participate in the Medical Device Cyber Security Council,
whose members include representatives from the Ministry of Health, Labour and Welfare, hospitals, and domestic
medical device manufacturers. We have also joined the Nippon CSIRT Association and Forum of Incident Response andSecurity Teams (FIRST) to share information regarding threats from emergencies and other signiﬁcant incidents.
Internally, we have implemented speciﬁc measures including rigorous management and regular review of access to
information, regular updates to security patches, login restrictions by biometric authentication (facial and ﬁngerprint
recognition) for laptop computers and mobile devices on loan from the Company, and reviews of installed applications.
In addition to these operational and control measures, we also installed endpoint detection and response (EDR) for PCs
and server devices as part of our ransomware countermeasures.

・Introduction of an employee safety conﬁrmation system
・Installation of digital radios in each business ofﬁce

・Provision of emergency supplies and items to support employees staying at business ofﬁces and returning

Information and Cyber Security Education

・Establishment of basic IT systems (assignment to an external data center and creation of a system

employees and independent contractors. In ﬁscal 2022, we held cyber security training in multiple languages for all

home after a disaster

infrastructure that is quickly transferable to a backup system in emergencies)

At Sysmex, we provide annual e-learning on information security for all our Group employees, as well as temporary
employees in the Group. We are also implementing initiatives to raise employee awareness of information security, suchas seminars concerning how emails should be handled, as well as drills for targeted email attacks (BEC and phishing).
We recommend that Sysmex-CSIRT members obtain international qualiﬁcations (ISC2 CISSP, SANS GIAC, CompTIA)▶ Undertaking the Never-Ending Mission of “ Creating a Stable Supply of Reagents”

to reinforce our response to security incidents.

Acquiring Information Security Certiﬁcation
Sysmex Corporation has obtained ISO 27001 certiﬁcation for our Information Security Management System (ISMS),
and we are enhancing our information security management for research involving gene sequencing and other personal
information. The service and support division of Sysmex CNA has obtained the same certiﬁcation. Sysmex UK andOxford Gene Technology have obtained Cyber Essentials ※ certiﬁcation as well as ISO 27001 certiﬁcation, and undergo asurveillance review every six months.
※ Certiﬁcation system initiated in 2014 by the UK government to improve corporate cyber security▶ Information Security Policy▶ Product Security Policy

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Sustainability
Management

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Environment

Governance

External Evaluation
Performance Data

Governance

Education and Training on Respect for Human Rights▎ Respect for Human Rights

Sysmex strives to prevent human rights abuses by conducting training with the purpose of preventing harassment andRespect for Human Rights

ensuring that employees have a correct knowledge of labor matters.

Policies and Initiatives Related to Human Rights

Participating in the UN Global Compact and Adhering to the Universal Declaration of Human Rights
and the International Labour Organization (ILO) Core Labour Standards
Sysmex strongly advocates respect for human rights and the elimination of discrimination in its Global Compliance

Code, and works to create corporate management and workplace environments that respect all employees’ human rights.
This code is in keeping with the UN’ s Universal Declaration of Human Rights provision that “ All human beings are born freeand equal in dignity and rights” , as well as the spirit of the ILO’ s Core Labor Standards, which deﬁne the minimum labor

FY2022 Results
・Harassment and labor management training for newly appointed supervisors and new employees
・Unconscious bias※1 training for all employees※2

・Management training to improve psychological safety (for supervisors)

・Psychological safety seminar by an industrial physician for all employees※2
・Global compliance training on harassment for all Group employees

standards that must be preserved in the workplace.

To ensure that these principles are effectively put into practice, Sysmex has clariﬁed its zero-tolerance policy regarding
discrimination, harassment, forced labor, and child labor, and conducts various types of training to ensure employee
awareness of these matters. Sysmex joined in the UN Global Compact in 2011 and clariﬁed its corporate stance in relation

to the Compact ’ s Ten Principles regarding human rights, labor, the environment, and anti-corruption.
▶ Global Compliance Code

※ 1 Seeing things in a biased way due to unconscious prejudices or preconceptions※ 2 Participation is voluntary▶ Compliance Education

Labor-Management Dialogue

Identifying Risks to Human Rights(Human Rights Due Diligence)Sysmex stipulates the implementation of human rights due diligence in the Global Compliance Code and works to

Sysmex respects employee rights, such as the right to form a union and the right to collective bargaining, based on its

participation in the UN Global Compact and support for the ILO’ s Core Labor Standards.

As of March 2023, 61% of Sysmex Corporation employees are members of the Sysmex Union, our in-house labor

identify the impact on human rights of business activities within the Company and across the supply chain and works tounion. Sysmex Corporation engages in collective bargaining with the Sysmex Union every year. In FY2022, in addition

prevent or mitigate any negative impacts. Speciﬁcally, we have incorporated into CSR surveys of our business partners

to regular meetings, labor and management met to discuss productivity improvement through optimization of working

such topics as the prohibition of forced and child labor and eliminating discrimination due to gender, disability, race,

hours and streamlining operations; working environments having diverse employees and the personnel system;or other factors. To ensure that Sysmex is not involved or complicit in human rights abuses, we ascertain impacts onhuman rights in advance and put in place measures to prevent any abuses. With the UK Modern Slavery Act having gone
into effect in 2015, Sysmex UK has published a statement on its website and operates in full compliance with the act.

responses to working environment changes, and the promotion of a “ healthy company” .

Such meetings are also held at Group companies. Labor unions have been formed at overseas Group companies

including Jinan Sysmex, Sysmex Vietnam, and HYPHEN BioMed, and hold regular dialogues with respective Group
companies. In addition, Sysmex CNA has formed an employee group consisting of departmental representatives for▶ Strengthening Supply Chain Management

quarterly labor-management discussions on topics such as work environments, management of work hours, and the▶ Anti-Slavery and Human Trafﬁcking Policy

amount of paid leave days taken. Sysmex TMC also holds quarterly labor-management meetings.

Grievance Mechanism Related to Human Rights※ In this report, “ Sysmex” refers to the Sysmex Group as a whole. “ Sysmex Corporation” refers to the Company on a stand-alone basis.

Sysmex receives consultation and reporting from suppliers, partners, customers, and members of the local commu- nity in order to recognize any adverse human rights impact caused by our business activities and to enable us to take
immediate corrective action when necessary. We have a system in place to appropriately handle information received,
protect anyone who consults with us or reports to us from being disadvantaged, and to take necessary corrective andremedial measures if an adverse human rights impact is identiﬁed.
▶ JaCER Report Form
*JaCER (Japan Center for Engagement and Remedy on Business and Human Rights) is an organization that accepts human rights complaints/reports
through the "Engagement and Remedy Platform" and aims to support and promote the handling of complaints for its member companies from a
professional standpoint.

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Sustainability
Management

Society

Environment

Governance

External Evaluation
Performance Data

External Evaluation▎ Evaluations and Results Related to Sustainability
External Evaluation

Selection for Global Sustainability Indices

A growing number of investors are evaluating companies’ sustainability not only from a financial perspective, butalso from non-financial environmental, social, and governance (ESG) perspectives, with the goal of making responsible
investments from a long-term viewpoint. Around the world, a number of sustainability indices are used to benchmark
responsible investment. Sysmex has been selected for numerous sustainability indices and rankings.
・Dow Jones Sustainability World Index (Fiscal 2016–)

・Dow Jones Sustainability Asia Paciﬁc Index (Fiscal 2012–)

An ESG investment index published by the S&P Dow Jones Indices in the U.S.

This index evaluates corporate sustainability from the perspectives of “economy,

environment, and society”, and is used to select companies expected to achieve longterm sustainable growth based on progressive, comprehensive initiatives.

The World Index covers listed companies worldwide. The Asia Pacific Index covers
listed companies in the Asia-Pacific region.
・FTSE4Good Index Series (Fiscal 2008–)

An ESG investment index announced by FTSE Russel, of the London Stock Exchange

External Evaluation

Group of the United Kingdom. Companies deemed to be excellent are selected basedon an evaluation of ESG information disclosed by such companies to the general public.
・FTSE Blossom Japan Index (Fiscal 2017–)

FTSE Russell of the United Kingdom selects Japanese companies based on superior

responses related to ESG matters. The index uses FTSE4Good standards derived frominternational standards such as SDGs.
・FTSE Blossom Japan Sector Relative Index (Fiscal 2022–)

FTSE Russell of the United Kingdom selects Japanese companies with relatively

superior ESG initiatives in each sector, utilizing the selection criteria for FTSE4Good.
For companies with high emissions of greenhouse gasses, it selects only thosehighly evaluated for contributing to a transition toward a low-carbon economy.
・MSCI ESG Leaders Indexes (Fiscal 2011–)
・MSCI SRI Indexes (Fiscal 2013–)

An ESG investment index developed by MCSI Inc. of the U.S.
Morgan Stanley Group. Companies are selected based on an evaluation that

focuses on ESG issues considered important by various indices, based on the industry
characteristics of the companies it evaluates.

External Evaluation
Evaluations and Results Related to Sustainability

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・MSCI Japan ESG Select Leaders Index (Fiscal 2017–)

An ESG investment index of MSCI of the United States. This index selects companies

with relatively high ESG ratings in individual sectors from among the top 500 Japanesecompanies by market capitalization.

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・MSCI Japan Empowering Women Index (WIN) (Fiscal 2017, 2019-)

An ESG investment index of MSCI of the United States. This index selects companies

that excel in gender diversity from among the top 500 Japanese companies by market

Sustainability
Management

Society

Environment

Governance

External Evaluation
Performance Data

Recognition and Awards from External Organizations
For Activities toward a Better Society

capitalization in various sectors.
・S&P/JPX Carbon Efﬁcient Index (Fiscal 2018–)

This index, developed by the S&P Dow Jones Indices of the United States, determines

investment weights for companies in the TOPIX (Tokyo Stock Price Index) universe,
based on their level of environmental information disclosure and carbon efficiency(carbon emissions per unit of revenue).

Selected as a Winner of New Diversity
Management Selection 100 (Fiscal 2020)

Received “Kurumin ” - Next-generation
Support Certification Logo (Fiscal 2011-)

・“ Prime” status given by ISS ESG (Fiscal 2019–)

Recognized as a Company Excelling in
Health and Productivity Management(Fiscal 2017-)

Assessment of sustainability ratings provided by ISS ESG (ESG investment solutions unit of

the U.S. company Institutional Shareholder Services, the world’s leading proxy advisory firm).

Companies that are highly evaluated from ESG perspectives are recognized as “Prime”.

・Ethibel Excellence (Fiscal 2011–)
・Ethibel Pioneer (Fiscal 2014–)

An index developed by Forum Ethibel, a Belgian non-profit organization.
Companies are selected that exhibit high performance from the perspective of corporatesocial responsibility. This index includes two sub-Indices, Excellence and Pioneer. Companies
in the Pioneer index are selected from among those deemed best in the Excellence index.
・Ethibel Sustainability Index (ESI) (Fiscal 2015–)

Received Level-3 Eruboshi Certification as
an Excellent Company Based on the Act
on Promotion of Women’s Participation
and Advancement in the Workplace(Fiscal 2016-)

Received the highest rating of GOLD in
the Pride Index 2022, for its efforts related
to sexual and gender minorities(Fiscal 2022)

For IR Activities

This index comprises companies selected for Ethibel Excellence, based on conditions

such as ﬂoating market capitalization.

・Named “ Most Honored Company” in “ 2021 All-Japan Executive Team” by Institutional Investor

Institutional Investor, a major U.S. investment magazine, names Japanese companies that conduct excellent investor

relations activities, based on voting by institutional investors and security analysts around the world.
・Global 100 (100 most sustainable corporations in the world) (2012, 2016, 2017, and 2021)

The 100 Most Sustainable Corporations in the World, selected by the Canada-based Corporate Knights. The

selections are announced during the World Economic Forum held in Davos, Switzerland.
・Euronext Vigeo Eiris World 120 Index (Fiscal 2018–)

This is a stock price index developed by Euronext, which operates several security

exchanges in Europe, and Vigeo Eiris, an ESG research company. It lists the top
120 companies demonstrating superior ESG initiatives, selected from 1,500 major
corporations in Europe, North America, and the Asia-Pacific region.
・SOMPO Sustainability Index (Fiscal 2018–)

This index was established by Sompo Asset Management Co., Ltd. The index selects

approximately 300 companies that excel in environmental, social, and governance (ESG)
initiatives.
・iSTOXX MUTB Japan Platinum Career 150 Index (Fiscal 2023–)

An index consisting of 150 Japanese companies that are actively and continuously

engaged in employee career development. Mitsubishi UFJ Trust and Banking andSTOXX (an affiliate of Deutsche Börse Group) select the companies based on platinum
career scores and financial data.
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Performance Data

Governance▎ Social Data

Performance Data

▶ “ Creating an Attractive Workplace” Based on the Status of Sustainability Targets

Human Capital
1. Ethics and Compliance
Item
Number of internal reports ofincidents received

Unit

Scope

Cases

Group

12

28

21

Number of unethical incidents

Cases

Group

5

14

9

90% orhigher

90% orhigher

Percentage of employees receiving ethics and compliance training ※%※ Global compliance training is provided to all employees

Fiscal 2020 Fiscal 2021 Fiscal 2022

orSysmex Corporation 90%
higher

Item

Unit
Scope
Fiscal 2020 Fiscal 2021 Fiscal 2022
million Sysmex Corporation 26,639 29,083 32,697
yenTotal labor cost ※※ Total cost allocated by the Company for the workforce (including employees, executives, and temporary employees)

Function

Nationality

Type of recruitment

Management diversity

Unit
%
%
%
%
%
%
%
%

Scope
Fiscal 2020 Fiscal 2021 Fiscal 2022
Sysmex Corporation
67.3
63.0
62.0
Sysmex Corporation
32.7
37.0
38.0
Sysmex Corporation 86.0
74.0
75.0
Sysmex Corporation
14.0
26.0
25.0
Sysmex Corporation
7.9
8.7
10.1
Sysmex Corporation
21.8
22.4
23.7
Sysmex Corporation 40.0
40.0
41.7
Sysmex Corporation 54.7
54.8
56.2

%

Sysmex Corporation

69.5

71.4

72.1

%

Sysmex Corporation

40.2

37.0

39.6

%
%
%
%

Sysmex Corporation
Sysmex Corporation
Sysmex Corporation
Sysmex Corporation

95.7
95.6
85.5
76.3

97.7
95.8
88.5
79.5

94.9
93.1
88.7
80.1

Item
Percentage of positive responses
to confidence in leadership in thecorporate culture survey ※

Unit

Scope

%

Sysmex Corporation

Item
Percentage of positive responses toengagement in the corporate culture
survey ※ 1
Percentage of positive responses
to the Sysmex Way in the corporate
culture survey ※ 2
Percentage of positive responses towell-being in the corporate culture
survey ※ 3
Corporate culture survey response rate
Percentage of employees returning
after childcare leave
Percentage of men taking childcare leave

Unit

Scope

%

Sysmex Corporation

54.0

57.0

57.0

%

Sysmex Corporation

71.0

68.0

69.0

%

Sysmex Corporation

53.0

56.0

56.0

%

Sysmex Corporation

86.0

89.0

92.0

%

Sysmex Corporation

100.0

100.0

100.0

%

Sysmex Corporation

33.0

57.1

62.0

Men
Women
Men
Women

Female manager ratio ※ 1
Female next-generation manager rate ※ 2
Rate of mid-career hires in managerial posts
All employees
Total annual salary
Regular employees(employees inmanagerial posts and Total annual salarygeneral employees)
Nonregular
Salary comparison between men employees※3and women(contract and part- Total annual salarytime employees)
Base salary
Employees inmanagerial posts
Total annual salary
Base salary
Generalemployees
Total annual salary※ 1 Ratio of women at director level or above※ 2 Ratio of women at subsection chief or leader level※ 3 Proportion of women’s salary to men’s salaryConfidence in leadership

Fiscal 2020 Fiscal 2021 Fiscal 2022
54.0

57.0

58.0

5. Organizational Culture
Item

People with disabilities

External Evaluation
Performance Data

Governance※ Percentage having a confidence score in executives and managerial posts of 4 or 5

3. Diversity

GenderEnvironment

4. Leadership2. CostAge

Society

Item
Newly graduated
Percentage of female/male new recruits
employees
Mid-career hires

Employees

Types and number of complaints
madeTypes and number of disciplinary
actions

Sustainability
Management

60 or older
50 to 59
40 to 49
30 to 39
20 to 29
15 to 19
14 or younger

Percentage of female employees
Percentage of employees withdisabilities
Sales
Service
SCM
R&D
Business Development
Corporate
RA/QA
Manufacturing
Percentage of employees withforeign citizenship
Newly graduated recruits
Mid-career hires
Others (reemployed workers,
employees on loan, employees
whose status has been changed,
and employees transferred to otherGroup companies)
Percentage of female executives
Percentage of executives with foreign
citizenship
Percentage of executives who joined
as mid-career hires

95

Unit
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%
%

Scope
Fiscal 2020 Fiscal 2021 Fiscal 2022
Sysmex Corporation
5.6
6.0
6.8
Sysmex Corporation 20.6
21.2
23.2
Sysmex Corporation 34.4
32.9
31.9
Sysmex Corporation
27.0
27.9
26.9
Sysmex Corporation
12.5
11.9
11.1
Sysmex Corporation
0.0
0.1
0.1
Sysmex Corporation
0.0
0.0
0.0
Sysmex Corporation
41.7
41.7
42.2
Group companies
2.3
2.3
2.3
in JapanSysmex Corporation
14.8
14.5
13.3
Sysmex Corporation
7.4
7.2
6.9
Sysmex Corporation
2.0
2.0
1.9
Sysmex Corporation
33.7
34.3
32.7
Sysmex Corporation
11.1
10.0
8.3
Sysmex Corporation
12.7
12.0
11.1
Sysmex Corporation
2.8
2.9
2.6
Sysmex Corporation
15.6
17.1
23.2

%

Sysmex Corporation

3.5

3.3

2.8

%
%

Sysmex Corporation
Sysmex Corporation

53.7
35.0

52.3
36.8

49.1
37.7

%

Sysmex Corporation

11.3

10.9

13.2

%

Sysmex Corporation

4.3

8.7

8.3

%

Sysmex Corporation

13.0

13.0

16.7

%

Sysmex Corporation

47.8

52.2

54.2

%

Engagement

Promotion of diverse working
styles and “smart work”※ 1 Percentage having an engagement score of 4 or 5
※ 2 Percentage having a Sysmex Way score of 4 or 5
※ 3 Percentage having a well-being score of 4 or 5

Fiscal 2020 Fiscal 2021 Fiscal 2022

6. Health, Safety, and Well-being
Item
Lost work day rate ※ 1
Lost-time injuries frequency rate ※ 2
Work-related deaths ※ 3
Work-related injuries and illnesses
Participation rate in disaster drills
Total annual working hours ※ 4
Total workdays lost
Total actual number of working hours
Women
Employees taking childcare
leavesMen
Employees working shorter hours Womenfor childcare
Men
Percentage of employees
Womenreturning after childcare leaves
Men

Unit

Scope
Fiscal 2020 Fiscal 2021 Fiscal 2022
Sysmex Corporation 0.06
0.05
0.06
Sysmex Corporation
0.67
0.49
0.75
people Sysmex Corporation000people Sysmex Corporation
2
4
5%
Sysmex Corporation 98.4
98.6
99.4
hours
Japan
2,030
2,034
2,020
days Sysmex Corporation
336
326
377
hours Sysmex Corporation 5,987,268 6,125,461 6,624,722
people Sysmex Corporation32
36
31
people Sysmex Corporation27
36
49
people Sysmex Corporation
129
138
148
people Sysmex Corporation
1
1
5%
Sysmex Corporation 100.0
100.0
100.0
―
―

%
96

Sysmex Corporation

100.0

100.0

100.0

Sustainability
Management

Society

Environment

External Evaluation
Performance Data

Governance

Item
Unit
Scope
Fiscal 2020 Fiscal 2021 Fiscal 2022
Employees taking accumulated paid leavepeople Sysmex Corporation
84
106
123
people Sysmex Corporation
17
25
21
Total during year
Children in in-house daycare
centerAt fiscal year-end
people Sysmex Corporation
17
25
19
people Sysmex Corporation
30
0Reemployment of personnel New registrants
people Sysmex Corporation001
leaving for reasons of childcare or Employees reemployednursing care
Percentage of reemployment%
Sysmex Corporation
0.0
0.0
0.0
Percentage of employees having regular health checkups%
Sysmex Corporation 100.0
100.0
100.0
Percentage of employees having thorough examinations through regular health%
Sysmex Corporation 25.5
39.1
39.4
checkups (i.e., percentage of employees having secondary examinations)
Percentage of employees receiving specific health guidance (i.e.,%
Sysmex Corporation
10.4
8.6
7.9
percentage of employees with high health risks receiving health guidance)%
Sysmex Corporation
1.8
2.9
2.5
Percentage of employees taking sick leaves (mental or physical) ※ 5

※1

※2

※3
※4
※5

Hours lost due to work-related accidents (lost work day rate) = (Total hours lost due to injuries and illnesses during the period/total working
hours expected for the period) × 1,000 hours
Incidence of work-related accidents (lost-time injuries frequency rate) = (number of work-related accidents during the period/total working
hours of employees during the period) × 1 million hours
Work-related death rate = (number of fatal work-related accidents/total number of employees) × 100
Total annual hours worked per employee
Excluding employees under maternity health management

Sustainability
Management

Society

Environment

Item
Total
Promotions to regular employees Contract employees
Temporary employees
Total
Number of interns accepted
Non-JapaneseExternal Evaluation
Performance Data

Governance

Unit
Scope
Fiscal 2020 Fiscal 2021 Fiscal 2022
people Sysmex Corporation21
33
31
people Sysmex Corporation18
18
16
people Sysmex Corporation3
15
15
people Sysmex Corporation
594
952
811
people Sysmex Corporation
0
0
5

※1

Proportion of internal appointments = (number of internally appointed employees/total number of appointed employees) x 100
Internal appointments (number of transferred employees) = Number of transferred employees = Number of employees transferred between
divisions + number of employees transferred between functions + total number of employees promoted and demoted*Counting employees internally transferred as appointments to necessary positions.
Total number of appointments = number of transferred employees + number of mid-career hires + number of newly graduated recruits※ 2 GG4 or higher positions: Global key positions(GG: Abbreviation for global grade, a globally unified grade)

9. Skills and Competence

Total human resources
development and training cost

Item
Unit
Scope
Fiscal 2020
Total human resources development million Sysmex Corporation161
yen
and training costthousand Sysmex Corporation
Training cost per employee
63
yen

Fiscal 2021

Fiscal 2022

202

266

77

92

7. Productivity
EBIT (Earnings Before Interest
and Taxes), sales, and profit per
employee
EBIT, sales, and profit per
employee

Item

Unit

Value-added productivity per
employee ※ 1

million Sysmex Corporation
yen

Sales per employee ※ 2

million Sysmex Corporation
52
yen
million Sysmex Corporation
9
yenmillion Sysmex Corporation
9
yenmillion Sysmex Corporation 65,879
yen

EBIT per employee ※ 3
Operating profit per employee ※ 5
Added value

RoI of human capital
※1

※2
※3
※4
※5
※6
※7

Rate of increase or decrease in realhuman capital investment ※ 6
RoI of human capital ※ 7

Scope

Fiscal 2020 Fiscal 2021 Fiscal 2022
22

25

28

60

58

11

14

11

14

76,43897,920%

Sysmex Corporation

2.0

1.1

4.7

%

Sysmex Corporation

109.8

123.2

155.7

Value-added productivity per employee = Added value/average number of employees*Sysmex monitors value-added productivity to quantitatively track value created by human capital.
Sales per employee = Sales/average number of employees during the period
EBIT per employee = Current net income before tax + interest paid - interest received/average number of employees during the period
Operating profit per employee = operating profit/average number of employees during the period
Added value ＝ Operating profit + total labor cost + depreciation
Rate of increase or decrease in real human capital investment = rate of increase in employees × labor share*Sysmex monitors the rate of increase or decrease in real human capital investment to track real investment in human capital to balance thenumber of employees and their pay.
RoI of human capital = Operating profit/labor cost
Labor cost = Prime cost + sales and administration cost

10. Workforce
Total number of employees ※ 1
Total number of employees(full-time and part-time
employees)
Full-time equivalent (FTE)

Item

Unit
Scope
Fiscal 2020 Fiscal 2021 Fiscal 2022
people Sysmex Corporation 2,740
2,804
3,168
people Sysmex Corporation 2,419
2,493
2,822

Full-time employees
Part-time employees

people Sysmex Corporation
FTE Sysmex Corporation
years Sysmex Corporation
oldyears Sysmex Corporation
thousand Sysmex CorporationyenpeopleMen―
Women people
Total
peopleMenpeople―
Women people
Total
peopleMenpeople
Women people―
Unaggregated people
Total
peopleMenpeople―
Women people
Total
peopleMenpeople―
Women people
Total
peoplepeople
Total
Men
%
―
Women
%
Men
%
―
Women
%
Men
%
―
Women
%
Men
%
―
Women
%
Men
%
―
Women
%
%
Group

Average age
Average number of years of employment
Average annual salaryJapan
Americas

Number of Group employees

EMEA ※ 2

China

8. Employment, Transfer, and Turnover
Item
Unit
Scope
Fiscal 2020 Fiscal 2021 Fiscal 2022
Average days necessary for
38
32
32
employment of newly graduateddays Sysmex Corporation
Average days necessary forrecruits
employment
Average days necessary for－－161
days Sysmex Corporation
employment of mid-career hires－
00Days necessary to fill important positions
days Sysmex Corporation
Percentage of internal appointments Percentage of internal appointments ※ 1%
Sysmex Corporation 68.3
71.8
66.6
Percentage of internal
Percentage of internal appointments%
Sysmex Corporation 62.5
100.0
100.0
appointments to important
to GG4 or higher positions ※ 2
positionsSysmex Corporation%
people Sysmex Corporation
people Sysmex Corporation
people Sysmex Corporation
people Sysmex Corporation
people Sysmex Corporation
people Sysmex Corporation
people Sysmex Corporation
people Sysmex Corporation
people Sysmex Corporation

Turnover ratio
Turnover
Newly graduated recruits

Mid-career hires

Total
Men
Women
Non-Japanese
Total
Men
Women
Non-Japanese

97

2.9
55
52
35
17
3
76
65
11
7

3.2
72
63
40
23
8
85
65
20
5

3.4
71
104
64
40
13
108
81
27
1

Asia Pacific
Total
Japan
Americas
Percentage of men and womenin the GroupEMEA ※ 3
China
Asia PacificOverseas employee ratio

321
2,674

311
2,750

346
3,079

41.9

41.7

42.3

13.0

12.6

12.6

7,390

8,355

8,432

2,180
1,646
3,826
769
488
1,257
1,446
1,227

2,220
1,668
3,888
846
495
1,341
1,526
1,294

2,673
520
262
782
602
370
972
9,510
57.0
43.0
61.2
38.8
54.1
45.9
66.5
33.5
61.9
38.1
59.8

2,820
514
265
779
619
365
984
9,812
57.1
42.9
63.1
36.9
54.1
45.9
66.0
34.0
62.9
37.1
60.4

2,323
1,750
4,073
934
574
1,508
1,598
1,341
118
2,941
516
284
800
683
401
1,084
10,522
57.0
43.0
61.9
38.1
54.3
45.6
64.5
35.5
63.0
37.0
61.3

―

―

※ 1 Excluding temporary employees※ 2 The total of male and female employees may not equal the total number of employees because the number of employees by gender is basedon the aggregation of employees who reported their gender.

※ 3 The total of the percentages of male and female employees may not equal 100% because the number of employees by gender is based on theaggregation of employees who reported their gender.

98

Sustainability
Management

Society

Environment▎ ISO 304141 Certification

Governance

External Evaluation
Performance Data

Sustainability
Management

Society

Environment

Governance

External Evaluation
Performance Data

▎ Environmental Data

Performance Data

Performance Data

Material Balance ※INPUT
Fiscal 2020

Fiscal 2021

Fiscal 2022

Electricity (thousand kWh)

48,15849,05553,877

City gas (thousand m3)

1,212

1,238

1,542

LPG (t)

16

19

17

LNG (t)000Heavy oil (kL)

0

0

0

Kerosene (kL)

1

1

1

Diesel oil (kL)

13

0

19

Gasoline for ﬂeet in Japan (kL)

518

502

3,116

Diesel for ﬂeet in Japan (kL)

10

8

809

Water use volume (thousand m3)

452

487

501

Office paper (t)

30

28

34

PRTR (t)000Sysmex’s Business Activities
R&D

Procurement

Production

Sales,
Service andSupportDistribution

MedicalInstitutions

OUTPUT
Fiscal 2020

Fiscal 2021

Fiscal 2022

Greenhouse gas emissions (Scope 1) (t-CO2)

4,034

4,023

12,888

Greenhouse gas emissions (Scope 2) (t-CO2)

15,476

15,901

15,017

Greenhouse gas emissions (Scope 3) (t-CO2)―

412,714437,714

Waste emissions (t)

2,529

2,796

3,646

Recycling rate (%)

78

79

80

Wastewater volume (thousand m3)

270

273

303

PRTR (t)000※ The scope of target business sites expanded in fiscal 2022.

99

100

Sustainability
Management

Society

Environment▎ Environmental Performance Data

External Evaluation
Performance Data

Governance

Sustainability
Management

Society

Environment

Governance

External Evaluation
Performance Data

Performance Data

Item

Content

Consumption of
non-renewable energy
Energy consumption
Consumption ofrenewable energy
INPUT

Consumption of othernon-renewable energy

Unit

Fiscal 2016 Fiscal 2017 Fiscal 2018

Electricity (non-renewable) 1,000 kWh

37,19338,39940,67044,55142,28742,97045,188City gas

1,000 m3

1,474

600

1,097

1,108

1,212

1,238

1,542

t

21

24

19

19

16

19

17

LNG

t

0

0

57

0

0

0

0

Heavy oil

kL

0

35

0

0

0

0

0

Kerosene

kL

31

29

29

24

1

1

1

Diesel oil

kL

21

17

38

24

13

0

19

1,000 kWh

210

1,302

1,288

6,704

5,871

6,085

8,688

734

689

619

604

518

502

3,116

GJ

23

18

10

10

8

809

467,211 443,548 488,089

542,184

516,936

65

75

86

LPG

Electricity (renewable)
Gasoline (ﬂeet)
Diesel oil (ﬂeet)

Total consumptionkL
GJ

Groundwater
Water use volume

Purchased water

1,000 m3

Total volume
Amount of office paper usedt

PRTR input

Greenhouse gas
emissions Scope 1 ※ 3

Fiscal 2019 Fiscal 2020 Fiscal 2021 Fiscal 2022t
CO2 emissions of energy consumption
from stationary combustion sources
CO2 emissions from ﬂeet

t-CO2

Total emissions

58

53

Fiscal 2022
Coverage ※ 2

Scope ※ 1

Major business locations,
instrument factories,
reagent factories,
sales offices, and other95%
business sites in Japan;
major business locations,factories, and other businesssites in other countries
Total consumption = Σ (consumption by energy
type × conversion factor ※ 4)

524,686 688,589
96

90

348

365

384

437

366

391

410

406

418

449

512

452

487

501

Major business locations, instrument Groundwater intake
factories, reagent factories in Japan;
72%
major business locations, factories, andother business sites in other countries

42

45

38

36

30

28

34

30%

Major business locations,
instrument factories, reagent The amount of PRTR substances handled at
37%
factories, sales offices, and business sites that handle chemicals in Japanother business sites in Japan

0

0

0

0

0

0

0

3,559

1,749

2,964

2,665

2,807

2,836

3,560

1,768

1,661

1,483

1,428

1,227

1,187

9,328

5,327

3,410

4,447

4,093

4,034

4,023

12,888

Greenhouse gas
emissions Scope 2 ※ 3

Total emissions

t-CO2

19,201

20,43819,38521,71015,476

15,901

15,017

Scopes 1 + 2

Total emissions

t-CO2

24,52823,84823,83225,803

19,51019,92427,905

Greenhouse gas
emissions Scope 3 ※ 3CO2 emissions of Upstream transportation anddistribution

t-CO2

19,573

16,711

21,571

18,547

16,691

26,033

21,698Major business locations, instrument
factories, reagent factories in Japan

Major business locations,
Emissions = Σ (fuel consumption × CO2 emission
instrument factories, reagent factor ※ 4)factories, sales offices, and
95% other business sites in Japan;
Emissions = Σ (purchased electricity consumption
major business locations,factories, and other business × CO2 emission factor ※5)+ Σ (purchased steam
consumption × CO2 emission factor ※4)
sites in other countries―

Sysmex Corporation

OUTPUT
Total emissionst

Total emissions (excluding sales offices in Japan)
Waste emissions

Waste used for material recycling
Recycled waste (including energy recovery)t

Total amount of waste disposal
Material recycling rate
Recycling rate (including energy recovery)101％

Calculation Method and Other Note

2,106

1,482

2,255

2,722

2,529

2,796

3,646

1,436

1,361

2,117

2,591

2,411

2,689

3,537

814

1,044

1,264

1,560

1,711

1,929

2,445

1,309

1,213

1,617

1,744

1,884

2,130

2,838

128

148

500

847

527

559

699

57

77

60

60

71

72

69

91

89

76

67

78

79

80

Emissions = Σ (freight weight × transport distance ×
CO2 emissions intensity6)
Shipment in Japan: CO2 emissions due to physicaldistribution from warehouses in Japanto customers and others in Japan(including branches and sales offices)
Overseas shipment: CO2 emissions due to physicaldistribution from warehouses inJapan to ports and airports in othercountries※ Excludes domestic shipments from headquarters parts
centers (to ports and airports)

Major business locations, instrument
factories, reagent factories, sales offices,
Waste emissions = general waste emissions +and other business sites in Japan; majorindustrial waste emissions
business locations, factories, and otherbusiness sites in other countries
Amount of waste converted into valuables as a result of a third79% Major business locations,party process. Includes waste converted into fuel (such as RPF)
instrument factories, reagent
factories, and other business Amount of waste reused, used for material recycling,sites in Japan; major business or used for energy recovery (thermal recycling)
locations, factories, andTotal amount of waste disposal = total emissions
other business sites in other - recycled waste (including energy recovery)
countries

102

Sustainability
Management

SocietyItem

Environment

Content

OUTPUT

Wastewater volume

Unit

Total emissions

External Evaluation
Performance Data

Governance

1,000 m3

Sustainability
Management

Fiscal 2016 Fiscal 2017 Fiscal 2018

Society

Fiscal 2019 Fiscal 2020 Fiscal 2021 Fiscal 2022

189

273

292

287

270

273

303

0

0

0

0

0

0

0

0

0

0

0

0

0

0

100
million yen

0

0

0

0

0

0

Number of sanctions other than fines

Cases

0

0

0

0

0

0

Total number of cases

Cases

0

0

0

0

0

0

Total leakage volume

t

0

0

0

0

0

0

Emissions
PRTR outputtTransfers

Compliance

Violations ofenvironmental
regulations(e.g., air and waterpollution)
Significant spills andlosses of chemical
substances

Total amount of large fines※ 1 The results for each fiscal year represent the total results of the target business sites for the fiscal year. The scope of target businesssites expanded in fiscal 2022. Listed below are the target business sites for fiscal 2022.
Major business locations in Japan: Sysmex Corporation (Head Office, Technopark, and Solution Center)
Instrument factories in Japan: Sysmex Corporation (Kakogawa Factory and i-Square), Sysmex Medica, and Sysmex RA
Reagent factories in Japan: Sysmex Corporation (Ono Factory and Seishin Factory)
Sales offices in Japan: Sysmex Corporation (Tokyo Office and other 20 branches)
Other business sites in Japan: Sysmex Corporation (Research and Development Center and 6 other sites)
Major business locations in other countries: Sysmex Europe, Sysmex Deutschland, Sysmex America, Sysmex Shanghai, andSysmex Asia Pacific
Major factories in other countries: Sysmex Europe, Sysmex do Brazil, Sysmex Reagents America, Sysmex India, Sysmex Asia
Pacific, Jinan Sysmex Medical Electronics, Sysmex Wuxi, Sysmex Partec, Sysmex Inostics,
HYPHEN BioMed, Oxford Gene Technology and Sysmex Production RUS
Other business sites in other countries: Sysmex UK, and 29 other sites※ 2 Coverage is calculated based on the number of employees.

Environment

Fiscal 2022
Coverage ※ 2

Scope ※ 1

FY2022(t-CO2)

Boundary

Category 1: Purchased goods and services

143,375

Sysmex major instruments, reagents,and office supplies

Category 2: Capital goods ※103,273

Entire Group

Category 3: Fuel- and energy-related activities(excluded from Scope 1 and 2)

6,422

Entire Group

Category 4: Upstream transportation and distribution

21,698Domestic transportation and transportationfrom Japan to other countries

Category 5: Waste generated in operations

4,456

Entire Group

Category 6: Business travel

1,368

Entire Group

Category 7: Employee commuting

2,352

Entire Group

Category 11: Use of sold products

140,724Sysmex major instruments

Category 12: End-of-life treatment of sold products

14,046

Sysmex major instruments,
reagents, and containers

Total emissions

437,714―

Calculation Method and Other Note

Amount of PRTR emitted from business
Major business locations,
instrument factories, reagent sites that handle chemicals in Japan37%
factories, sales offices, andAmount of PRTR transferred from businessother business sites in Japan sites that handle chemicals in Japan
Major business locations,
instrument factories, reagent
factories, sales offices, and100% other business sites in Japan;
major business locations,factories, and other businesssites in other countries※ 3 Scope 1: GHG emitted directly by company facilities, factories, and ﬂeet

Scope 2: GHG emitted indirectly by the company due to energy use
Scope 3: GHG emitted throughout the group of businesses related to the company’s products and services (the supply chain)other than Scope 1 and Scope 2 emissions※ 4 Conversion factors and emission factors are based on the “Act on Promotion of Global Warming Countermeasures”.
※ 5 Japan: Adjusted emission factors from the list of emission factors for each electric power company released in accordancewith the “Act on Promotion of Global Warming Countermeasures” (For submission in 2023)
Other countries: 2020 emission factors from the IEA Emission Factors 2022, IEA
In fiscal 2020, calculation methodology changed to the latest emission factors. The following emission factors were usedpreviously.
・Japan (fiscal 2016–2019): Adjusted emission factors from the list of emission factors for each electric power company
released in accordance with the “Act on Promotion of Global Warming Countermeasures” (For submission in 2017)
・Other countries (fiscal 2016–2017): GHG Protocol 2005
・Other countries (fiscal 2018–2019): 2016 emission factors from the Emissions from Fuel Combustion 2018, IEA※ 6 Emissions intensity is based on the “Common Guidelines for the Method of Calculating CO2 Emissions in the Logistics Field Ver. 3.1.”※ Acquisition cost of fixed assets (tangible and intangible) x CO2 emissions intensity (the emissions intensity calculated basedon [6] Emissions Unit Value by Price of Capital Goods – Secretariat in the “Emissions Unit Value Database for Accounting ofGreenhouse Gas Emissions, etc., by Organizations Throughout the Supply Chain Ver. 3.3”)

103

External Evaluation
Performance Data

Major business locations,
instrument factories, reagent
72% factories in Japan; major businesslocations, factories, and otherbusiness sites in other countries

Greenhouse gas emissions (Scope 3)
Scope3Governance104Sustainability
Management

Society

Environment

Governance

External Evaluation
Performance Data

▎ Independent Practitioner’s Assurance
Performance Data

In order to improve the reliability of data disclosed, Sysmex Corporation has obtained an Independent Practitioner’s
Assurance from Deloitte Tohmatsu Sustainability Co., Ltd. for the performance data (table below) reported in theSysmex Sustainability Data Book 2023 in the Japanese version.

Scope of Assurance:
Performance data
Society

Environment

FY2022 results
10.1％

Greenhouse gas emissions Scope 1(CO2 emissions of energy consumption
from stationary combustion sources,
and CO2 emissions from domestic ﬂeet)

4,931

t-CO2

Greenhouse gas emissions Scope 2

15,017

t-CO2

Greenhouse gas emissions Scope 3(Category 2, Capital goods)

103,273

t-CO2

Female managers ratio

Water use volume
Industrial waste emissions in Japan

Scopes and calculation methods
Sysmex Corporation
Percentage of women at director level or above(as of March 31, 2023)

For scopes and calculation methods, refer topage 99–page 102

501 thousand m³
574

105

t

Major business locations, instrument factories,
and reagent factories in Japan
Emissions based on the “Waste Management
and Public Cleansing Law”