Asano: Hello, my name is Asano. Thank you very much for taking time out of your busy schedule to come to
Kobe today and participate in our IR Day. We are very pleased that this is the first time such an event has been
held in four years since 2019. We also thank all of you who are participating online.
I would now like to explain our ESG initiatives under our growth strategy.
Next slide, please.
Today, I will start by presenting the overall picture of our sustainability management, followed by an
explanation of the human capital strategy and the eco-social strategy by the director in charge.

Please skip one page and go to page four.
Since its establishment, SYSMEX has always valued the word confidence.
From the very beginning, our founder, Taro Nakatani, set forth our philosophy of instilling three aspects ofconfidence or instilling confidence in our customers, business partners, and employees. Since that time, wehave always managed and acted with our stakeholders in mind, incorporating the current multi-stakeholder
philosophy.
In 2007, as the Company grew in size, we established the Sysmex Way, a new corporate philosophy thatevolved from the three aspects of confidence of the past and also established standards of conduct forproviding value to our stakeholders, which we now refer to as shared values. We added shareholders andsociety to stakeholders, and we continue to provide confidence.

Please proceed to page five.
This slide shows the main ways in which we have provided confidence to date.
With regard to healthcare issues, as shown in the upper part, we have been working to solve healthcare issues
through product development and innovation, including the commercialization of the first hematology
analyzer in Japan and the development of the world's first hematology transport system. We have not only
developed these products but also established a distribution network to make them available to customers
around the world and now deliver our products to customers in more than 190 countries and regions. We
also conduct seminars and other academic and educational activities around the world to ensure that our
products can be used safely and correctly. Furthermore, to support these activities, we have beenstrengthening governance, promoting human resources and human capital strategies, and addressing
environmental issues, as shown in the lower part.

Please turn to page six.
Now, starting this fiscal year, we have defined a new long-term corporate strategy. We have launched a newlong-term corporate strategy, VA33, to realize our long-term vision of together for a better healthcare journey.
VA33 is pursuing strategic initiatives in emerging countries, enhancing existing businesses, and expanding new
businesses as part of its growth strategy, but innovation is necessary to realize these strategies.
On the other hand, if we look at these issues from the perspective of sustainability management, it means
working to create new value for a healthy society by solving medical issues and improving access to medicalcare through innovation and promoting stronger governance to support these efforts. In other words, we
believe that our long-term strategy and sustainability management are inextricably linked.

Please proceed to page seven.
Here is our story of value creation, revamped in line with our new corporate strategy. We will strive for growth
based on the five strategies outlined here, using management resources, including intangibles, as inputs to
expand our business domain. What was previously considered a human resource strategy is now a humancapital strategy, and we will maximize the value of this strategy to enhance our corporate value. We have also
developed a new eco-social strategy to strategically create value for the environment and society, which willlead to a new competitive advantage. By executing these strategies, we will realize our long-term vision andultimately increase our corporate value, thereby contributing to the extension of healthy life spans of people
around the world, the realization of a circular-oriented society, and the creation of social value.

Please move on to page eight.
Based on the long-term corporate strategy and value creation story, we have identified seven SDGs that weshould give priority to and have established five themes and 14 materialities under them.
I would like to share with you some of our efforts to create new value for a healthy society and to strengthen
governance.

Please turn to page nine.

First, we will discuss creating new value for a healthy society and solving medical issues through innovation.
We have done so in the past and will continue to do so in the future through the development of new testingand diagnostic technologies to solve various healthcare issues and contribute to the realization of a better
healthcare journey.
What we are showing here is just one example. For example, dementia is becoming a major problem as theworld population ages. In order to diagnose dementia at an early stage, we have developed a technology totest for Alzheimer's disease from blood. In addition, we have developed a device for rapid drug sensitivity
testing in urinary tract infections, as described in the middle part. This eliminates the need for unnecessary
administration of antimicrobial agents and suppresses drug-resistant bacteria. Moreover, shown on the rightis a test for inherited retinal dystrophy. There are many intractable and genetic diseases in the world, butmany cases go undiagnosed and untreated. Our genetic analysis technology provides these patients withaccurate diagnosis and treatment options. In addition to what I have just mentioned, we are also working tosolve numerous other healthcare issues.

Page 10, please.
Next, as for creating new value for a healthy society, I would like to present a case study of our efforts toimprove accessibility to healthcare. We already provide our products to more than 190 countries and regions
around the world, and at the same time, we will leverage these products to solve medical issues in emerging
and developing countries. For example, it is possible to measure in one minute whether blood cells are
infected with malaria by hematology shown on the left side.
In the middle, as I mentioned earlier, in developing and emerging countries, we not only provide products but
also support activities to improve the quality and accuracy of tests and conduct seminars and training activities
to ensure that our products are used correctly. For example, in China, since 2002, our instruments have been
adopted as the national standard for hematology analyzers, and based on this, all hematology analyzers in
China are subject to registration inspection and external accuracy control.

Please move on to page 11.
I will explain how to strengthen governance. First, to strengthen the effectiveness of the Managing Board, theratio of outside members in the Nomination and Compensation Committees, which are voluntary committees,
was raised to a majority the year before last, and starting this fiscal year, both committees are chaired byoutside members. In addition, discussions at the Managing Board meetings have become more active. Second,
we also emphasize the diversity of our executive officers. Currently, there are a total of four foreign nationals
from local subsidiaries and one female executive officer.
Regarding sustainability management, the Managing Board discusses the progress and challenges of the set
sustainability targets once every six months to share the progress and challenges. We believe that governanceneeds to be further strengthened, and we are continuing to discuss ways to enhance the diversity andeffectiveness of our managing members.

Please turn to page 12.
Finally, there is the structure for the promotion of sustainability management that I have explained.
Governance agenda items are discussed by the Managing Board and each committee. For various issues
related to the environment and human capital, the Company has established committees for each of theseissues to discuss them in detail and, depending on the level of importance, bring them up for discussion at theManaging Board meetings.
In April of this year, we established a new Eco-social Strategy Promotion Office to promote solutions toenvironmental and social issues and are accelerating our efforts. The persons responsible for each strategy
are shown to the right.
After this, Senior Managing Director Tachibana will present our human capital strategy, and Managing
Director Ono will introduce our efforts in eco-social strategy.
That is all for my explanation. Thank you for your attention.
Moderator: Thank you very much. Next, Senior Managing Director Tachibana, please start your explanation.
Tachibana: I am Tachibana, Senior Managing Director. I would like to talk to you about human capital
strategies.

Next slide, please.
President Asano touched on this earlier, but I would like to make a few additions to our corporate philosophy.
As mentioned earlier, “anshin” has been a core word in our company ever since our founding, and we havecontinued to use it when we created the Sysmex Way in 2007, placing it at the center of the Sysmex Way.
Also, regarding shared values, shown on the right side, where we declare value provisions to each of the fivestakeholders, the first line of each statement includes the word “anshin”. In particular, in terms of humancapital, I would like to read the sentences about the value provision to our employees. That says we ensureanshin by honoring a diversity of employees, respecting their personality, and providing a workplace where
they can fulfill their potential, and we value independence and a challenging spirit, provide employees with
opportunities for self-fulfillment, growth, and reward for their accomplishments.

Next page, please.
This is the English version of the Sysmex Way, which was slightly refined on April 1 of this year. The content
and meaning are the same, but the word anshin, which I mentioned earlier and we have valued since thefounding of the Company, had been expressed in English as confidence, trust and confidence or different
words. However, considering that the ratio of overseas employees now exceeds 60% and that the ratio ofoverseas employees will continue to increase in the future and that the diversity of the workforce will continue
to grow, we recognize that it is a challenge to ensure that the word anshin, which is at the core of our business,is well understood. We have therefore refined it. That is to unify the expression of anshin with the alphabetsin which they are pronounced. Accordingly, we have included the word anshin in both the Sysmex Way andshared values. We have done this for other languages as well, and we have standardized the pronunciation
so that it is the same and consistent.

Next page, please.
We have changed our strategy from a human resource strategy to a human capital strategy in our new longterm corporate strategy, which we launched this year. The original long-term corporate strategy wasformulated in 2007, the same year as the Sysmex Way mentioned earlier, and at that time, in addition tobusiness, technologies, and corporate management, we included a human resource strategy as one of ourbasic strategies. In the new long-term corporate strategy, VA33, we have added the strategy of eco-social andevolved our human resource strategy into a human capital strategy.

Next slide, please. This is the background as to why we changed it that way.
The graph on the left is a little simple, but the lower dark blue line shows the amount of human capital
investment, which was JPY110.6 billion in the most recent fiscal year, 2022. In other words, personnel
expenses, which include education and other personnel-related expenses, have been trending in this way overthe past 10 years.
On the upper line is an indicator called value-added productivity, which was introduced last fiscal year. We
are going to look at it by calculating it with the simple formula on the right, and if you look at the trend backin the past, we will obtain a light blue line. The most recent figures show that the value-added productivity
per capita is JPY18.74 million. However, as you can see, value-added productivity has shown a trend of notmuch growth for several years starting around FY2015 to 2016.
The reason why the amount of human capital investment is shown together is not that there is a strong
correlation between human capital investment and value-added productivity. Rather, we think that it isnecessary to continuously invest in human capital in order to increase value-added productivity. In this sense,
I would like to emphasize that human capital is extremely important.

Next slide, please.
The other background is our new long-term corporate strategy, which was launched this fiscal year, and inwhich we set forth our long-term vision, together for a better healthcare journey. We also set four domains,
as shown on the left side, to define the direction of the business and technological strategies. The lower leftof these four domains is the core business that we have been doing for a long time, and our business andtechnological strategy is to expand from there both to the right and up.
The expertise required in each new and existing area is different. Not everything is different, but the newer
you go, the more new expertise is required, and the awareness of this is also different. In comparison to thecore business or hematology business, which already has customers in more than 190 countries and regions
around the world, a completely new area of business will naturally require a higher spirit of challenge, so theawareness will also change. Then, geographically, we are expanding globally. Expansion into emerging
markets, especially India, is also a very important strategy. By field, especially in the fields of hemostasis andimmunology, we intend to expand rapidly in this very mid-term business plan, and hinotori, our medical robot,
will also move out of Japan. To achieve these goals, human capital is essential. With this in mind, what weused to call a human resource strategy is now being viewed as a human capital strategy, and we are working
on it.

Next page, please.
The framework of the human capital strategy is shown in this figure, which is also included in the integrated
report. The middle part of the figure shows the three main goals of human capital: optimization of the humanresources portfolio, high engagement, and demonstration of teamwork at its best.
Optimization of the human resources portfolio means that when we try to further expand and enhance thevarious strategic directions I mentioned earlier, including the regions and functions, we need to optimize thehuman resources portfolio appropriate for that expansion and enhancement. This required human resource
portfolio will naturally change over time. As the stage of each business changes, the human resources required
will also change, which means that it is necessary to optimize the human resources portfolio from time totime. This is not something that can be accomplished only by personnel within the SYSMEX Group. Naturally,
there are initiatives to expand through open innovation, which involves collaboration with other companies
outside the Company and academia, so it is necessary to consider a portfolio that includes this aspect. Also,
it is important not only to increase engagement with the Company or the organization but also to enhance
the well-being of each individual. To this end, it is necessary to promote the concept and awareness of DE&I.
Then there is the demonstration of teamwork at its best, which is also one of the key elements to achieve
high engagement, and in our case, the Sysmex Way also states that we want to achieve the best teamwork.
In order to achieve this, it is still very important to improve the corporate culture, and in order to do so, it isalso very important to change the culture and leadership. In this sense, we want to have a proper abundanceof leadership.
This is a summary of what we are aiming for with our human capital. In order to achieve this, it is of course
important to recruit and train people as inputs, and it is also necessary to improve various personnel systems
and structures.
Another important factor is the DX of the entire group, not just for human capital, but for the entire group,
which we are very actively working on right now. As a result, as an output, the Company would naturally liketo seek high-value-added productivity, but at the same time, we would like to link this to a direction where
each employee can achieve his or her own self-fulfillment.

Next page, please.
I would like to introduce some of our initiatives related to human capital.
The upper part is groupwide initiatives. Digitization of human resources information by 2020 is part of thecurrent digitization project that we are working on. Then last year, we introduced a value-added productivity
indicator.
In the current fiscal year, we launched succession management for key group positions and introduced an
ESOP, a trust-type stock compensation plan for employees. This will be specifically introduced next year in
specific key positions overseas, and then we intend to roll it out to key positions throughout the Group.
The lower section is about Japan.
In Japan, a job-based human resource system was introduced in 2020, and we are proceeding with theimplementation of a talent review system. In addition, due to the COVID-19 disaster, we introduced the socalled smart working system, which allows employees not only to work remotely but also to take time off
during certain working hours for family reasons. This is very well received.
In the same way, in FY2021, we introduced a matching algorithm for new graduates, which was developed in
response to the fact that, although many people are hired just after graduation in Japan, there were oftencases in the past where, during the year in which they were hired and assigned to a position, they found that
their image of the position did not quite match with the reality of the position to which they were assigned.
As you can see from the figures on the right, the number of applicants for transfer within the first year of
employment used to be high, but we have already achieved a reduction of half. We will further promote thissystem.
Other examples are the apprentice system, the multi-stakeholder policy, and the human capital ISO, which
we are starting with SYSMEX CORPORATION in Japan on a stand-alone basis. We intend to expand them
globally in the future.

Next page, please.
From here, I will explain some trends in metrics related to human capital.
This is the trend in the number of employees over the last 10 years or so. On the far left is the number of
employees for the entire group. The dark blue is domestic, and the green is overseas. Naturally, thepercentage of overseas has been increasing since Fiscal2014, and recently it has already exceeded 60%. To
the right of that are trends by each function. They also show a global trend. Naturally, sales and service are
expanding overseas operations more and more, and direct sales are also expanding, so the green is growing
more and more in this way. On the other hand, R&D is mostly conducted in Japan, although there are someoverseas bases as well, and this is the trend.
As for production, SCM, and planning, administration, the orange bars represent the composition of thesefunctions in relation to the Group as a whole, and they have not changed that much. I think we are maintaininga certain level of balance, and I think we are maintaining an appropriate balance. However, it is certain thatthe specialization within each of them must continue to improve.

Next page, please.
On the left is the engagement score. For the Group as a whole, the figure was 71% for Fiscal2022.
There are four overseas regions above, and they are generally high. There is not much of a problem here, but
only Japan is low. It is true that socially speaking, Japan tends to have a low level of this type of score, but wewould like to raise this level higher. Then on the right is the female management ratio. The dark blue line
indicates the percentage of female management in the SYSMEX Group, which in Japan means managers andhigher position. That is 19.5%. SYSMEX CORPORATION in Japan alone is at 10.1%, which is still low.
There is also a broken line that says next-generation female managers, which in Japan means section chiefs.
In the Group as a whole, there are those who are called management at the top, but in that sense, we believethat this low Japanese figure of 10.1% can be raised in the future since the section chief level has been
increasing to a certain degree.

Next page, please.
These are key areas that will be strengthened in the human capital strategy in the future, and this is not to
say that there are issues but that these are the areas that will be strengthened in the future. We will ensurethat we have the optimal human resource portfolio for each of our strategies: business and technology,
regional, and functional.
We have been expanding our direct sales and service countries ever since the past, as well as our acquisitionof human resources in emerging countries. Recently, we have switched todirec sales in places such as India,
Saudi Arabia, and in developed countries such as Spain and Portugal. I think it is relatively easy to attract
necessary human capital there since we have a strong brand in the industry. This is not an issue, but rather amatter of hiring as needed and as business expands.
Then, as for hemostasis and immunology, especially as for hemostasis, we will start direct sales and service inthe US and Europe next April based on an OEM agreement with Siemens. The human resources required forthis can be ensured with existing hematology personnel in the sales and service areas without any problems,
but in the area of hemostasis expertise, personnel with academic expertise will be hired from outside theCompany, or support can be provided from regions that are already in the hemostasis business. That is
sufficient to achieve this, but in any case, as for human capital, it is to be expanded as the business grows.
The same is true for immunology. We are not talking about suddenly doing a big business like a global major
but about going out to Europe and the US with unique items. Therefore, we need personnel with the minimum
level of expertise necessary for this, but we believe that the same personnel as in hematology will be sufficientfor normal sales and services. And the corporate Japan, of course, is the headquarters of the global market,
so it has to lead the global market with all of its functions. Accordingly, we need to expand our expertise tocontinue to do so.

Next page, please.
In terms of human resource management, we need to establish and evolve a job-based personnel system,
especially in Japan, and globally, we need to improve succession management and diversity management.
Especially in Japan, we need to soundly work on the improvement of engagement score. This area eventuallyrequires one-to-one attention. As you can see on the right, we have a system in place to manage talentaccording to their level.
Naturally, under this chart, each supervisor talk one-on-one with each employee to discuss how his or her
career will develop. At the headquarter level, those at Section cheif or lower levels are reviewed by various
people. For those who work across multiple divisions, the executive officer in charge is also involved and is
responsible for observing each individual at vice president and lower levels, in particular vice presidents andmanagers. The executive vice president and vice president levels are reviewed by the Corporate/Group HR
Committee, which is composed of executive officers and those at higher level in charge, and where they
discuss the talent and careers of the executive vice president and vice president levels. Then, of course,
initiatives such as a competitive compensation system and ISO are also important.
We are working on digitization now and we are also working on digitization throughout the Group, which willlead to greater employee productivity in various areas.

This is the last page.
In terms of the effectiveness of the human capital strategies, we have already stated some of the goals andobjectives in the materiality of the mid-term management plan. The rightmost figure is the target for Fiscal
2025, which will be the result of various efforts we will have made earlier. This is not something that we canachieve by doing one thing. We will work toward this goal through a variety of initiatives. Ultimately, we aim
to achieve high-value-added productivity and personal fulfillment for each individual.
That is all.
Moderator: Thank you very much.
Lastly, Managing Director Ono, please start your explanation.
Ono: Hello, everyone. My name is Ono, and I have been in charge of eco-social and business strategies sinceApril. Thank you for your cooperation.

Now, please turn to the next slide.
I would like to begin by introducing the aims of the eco-social strategy, which has been newly incorporated
into the basic strategy this fiscal year. As a healthcare company, our business is closely related to social
contribution, and we are trying to realize a circular resource value chain and promote transformation to solve
social issues at a higher level by firmly aligning our business activities with the vector of social issues. These
include the so-called 4Rs of green innovation, solving healthcare issues, improving quality, and enhancing
environmental friendliness.
Our non-financial targets for Fiscal2033 are to achieve zero product losses, which means zero waste ofproducts manufactured by our company, and to completely replace with recycled and environmentallyfriendly conscious materials for containers and packaging materials.
As a manufacturer, we believe that the most important aspect of eco-sociality is for each and every one of us
to contribute to the environment by reducing our environmental burden as much as possible and to continue
to provide products and services for our customers that contribute to eco-sociality through their own use.

Next slide, please.
This is the results of reducing environmental burden as a contribution of each and every one of us. We areproud of the positive results we have achieved in terms of CO2 emissions, water consumption, and total waste
generation in response to Eco-Vision 2025.
In terms of biodiversity, we are working on the practical application of protein development using silkworms.
We have already endorsed the TCFD in January 2021 and have announced that we will achieve our carbon
neutrality in 2040.

Next slide, please.
We are aware that the external evaluation of our efforts is also relatively high. As we released just a few days
ago, we have been selected for inclusion in the Dow Jones Sustainability Indices World Index for the eighthconsecutive year. We recognize that our company's sustainability is highly regarded worldwide, and we intend
to continue to promote our activities as a group.

Next please.

When asked what SYSMEX creates when it incorporates an eco-social perspective into its products andservices, I would say originality and a sense of anshin, confidence. Originality and anshin are the fundamental
values of the Sysmex Way, and I recognize that the promotion of ES or eco-social strategies is itself animplementation of the Sysmex Way.
We have traditionally had that experience. These are examples.
Concentrated reagents significantly reduce CO2 emissions during transportation and the physical burden onlaboratory technicians of replacing large volumes of reagents. This was a major deciding factor for majorcommercial labs in the US, Quest and LabCorp, which had not used our products for many years, to start
adopting our products.
In equipment products, electricity saving has been achieved for each model. This is where our accumulated
know-how and wisdom are incorporated.
As for the reagents for genetic testing on the far right, we realized the industry's first dry ice-freetransportation. This is a significant improvement in safety, as it protects researchers from frostbite caused byultra-low temperatures and poisoning caused by carbon dioxide gas generation. We have received good
feedback from the researchers that this is really helpful. We have been able to contribute to a significant
reduction in transportation costs and CO2 emissions.
As seen in some of these examples, we believe that no matter how the needs of the world for eco-social
activities increase, as a leading company, we will be able to meet such needs in emerging countries, existing
businesses, and new businesses.

Next slide, please.
Eco and social are inseparable and closely related. As you are aware, the COP28 has also agreed to move awayfrom fossil fuels. The world is becoming ever more aware of the environmental crisis, and climate change,
water conservation, biodiversity, and resource circulation are major issues on the agenda.

Next slide, please.
Regulations are also becoming increasingly strict. In Europe, a developed region, there are manyenvironmental regulations that are scheduled to come into effect, including chemical substances, waste,energy savings and resource conservation, labeling, and eco-packaging. Naturally, we expect its impact will
spread to other areas as well.

Next slide, please.

It is now common practice for hospitals and commercial labs to focus on environmental compliance and theircommitment to the environment. Why is that? The reason is we believe that if they do not, perhaps they
themselves will not be chosen by their stakeholders. This will inevitably rebound as needs for healthcare
manufacturers, and we see this as a great opportunity for us.
I do not think that products are selected solely on the basis of eco-sociality, but in one aspect, if a company's
business activities have a low environmental impact, or if the product itself has a low environmental impact,
or if the use itself contributes to the customer's eco-sociality and is considered good, it is a strong reason for
selection, and we feel that its weight is increasing year by year.

Next page, please.
Under these circumstances, we are promoting green innovation in our ES strategy.
I will introduce some examples in order, including established ones in progress. All of them contribute tobusiness growth with their eco-social value, including reduced environmental impact, as well as sustainable
competitive advantage and cost reduction.

Next slide, please.
First is the extension of the expiration date of reagents by material science. We are working on extending the
expiration date by approximately two times by adopting materials that suppress sensitivity loss and by using
factor identification techniques. Looking at the breakdown of disposal, reagents account for the highest
percentage at 42%, so extending expiration dates will increase the value of both convenience for ourcustomers and waste reduction for our company. This is positioned as an important initiative to achieve thenon-financial goal of zero product losses.

Next page, please.
This is about power-saving and space-saving. The reduced travel distance of the drive unit and the reductionof electronic components that enable a multi-layered modular structure to achieve miniaturization saves
power and space while increasing performance and convenience.
The touch-free concept has already been highly acclaimed in terms of usability, and the touch-free function
for accuracy control is included in this concept, which contributes to power savings by reducing standby power
to zero.

Next please.
This is about development of non-animal-derived substances. We are promoting the use of silkworm in our
products, which can significantly reduce CO2, water resources, and raw material costs, respectively, compared
to conventional methods. We are promoting non-animal-derived substances with several reagents.
We are targeting a cost reduction of JPY500 million by Fiscal 2028.

Next page, please.

This is about horizontal recycling of reagent containers.
Polyethylene bags account for 70% of our reagent plastic materials. We are working with our customers andsuppliers to realize a system in which used polyethylene bags are collected, converted into pellets, and remolded and supplied as recycled containers. This is also expected to be the industry’s first collaboration. We
have just completed the performance evaluation and will now proceed with concrete actions to realize theproject.

Next please.

We will work together as a group to realize a resource circulation society, and the use of our products andservices will itself contribute to our customers' eco-social activities so that they will choose us. By doing so,
the business will grow, and corporate value will increase. As a result, we can contribute to society. We willcontinue to do our utmost to provide such a cycle of anshin, confidence, to our stakeholders.
Thank you for your support.
That is all from me. Thank you for your attention.