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Society

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-site

veriﬁcation 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% in

ﬁscal 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 Paciﬁc
Sysmex Academy

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▎ Promotion of Diversity, Equity & Inclusion
Society

Other Human Resource Development Programs
Company

Sustainability
Management

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 Ofﬁce

Encouraging 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 Paciﬁc

Initiatives
・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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