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
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▎ 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
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Society

Environment

Governance

External Evaluation
Performance Data

Sustainability
Management

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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
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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

—

—

—

—

—

—

—

—

—

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—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

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—

—

—

—

—

—

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