Sustainability Management
Materiality
Redefining Materiality
We identify priority issues (materiality) with the aim of realizing a sustainable society and achieving sustainable growth for Sysmex, and we periodically verify and review this content. In fiscal 2023, in conjunction with the formulation of Long-Term Corporate Strategy 2033, we identified 14 materiality items across five fields based on the concept of double materiality, namely the impacts on social value and corporate value, as issues to be addressed in realizing our long-term vision. Furthermore, in 2026, in conjunction with the launch of the new Mid-Term Management Plan (fiscal 2026 to fiscal 2028), we reorganized social issues faced by each stakeholder group, including healthcare-related issues, and redefined our materiality through a more quantitative approach that strengthens linkage with our strategy. In redefining the materiality, taking into account feedback and requests obtained through stakeholder dialogue, the revised materiality was deliberated at management meetings and ultimately approved by the Board of Directors.
■ Redefinition Process
|
1.
Understanding business activities, the value chain, and key stakeholders
|
As a prerequisite for evaluating our materiality, we organized the scope of our business activities and related parties. | [Details of the review]
|
|
2.
Identifying sustainability items
|
Referring to various guidance and guidelines and the Company-wide risk list, we created a comprehensive list of sustainability issues (163 items). | [References]
|
|
3.
IRO assessment (Impacts, Risks, and Opportunities)
|
We evaluated the above list from the perspective of double materiality— social/environmental and financial—while considering short-term (1–2 years), medium-term (3–6 years), and long-term (7 years or more) time horizons. | [Assessment criteria]
|
|
4.
Identifying materiality items
|
Based on the above assessments, we consolidated and reorganized the issues while considering linkage with strategies and initiatives across each division, and identified 17 items to be addressed on a higher-priority basis. | [Detailed identification process]
|
|
5.
Establishing KPIs
|
For the 17 identified items, we reorganized both their contribution to enhancing corporate value and the value provided to stakeholders, and established KPIs to monitor progress and achievement during the period of the Mid-Term Management Plan. | [KPI items]
|
Materiality Matrix
Themes and Priority Issues
| Themes | Priority Issues | Description |
|---|---|---|
| Creating value for a healthy society |
1Improving the quality of life of each individual and extending healthy life expectancy
2Improving the safety and productivity of healthcare professionals
3Improving healthcare economics
4Improvement in accessibility to healthcare
|
We strive to advance testing and services that contribute to improving the quality of life (QOL) and healthy life expectancy of each patient and individual. At the same time, by helping improve the productivity of healthcare professionals and addressing other challenges, we contribute to the sustainability of healthcare. We also aim to realize a society in which appropriate testing is accessible to all in order to help reduce disparities. |
| Creating innovation |
5Implementation of innovative technologies
6Utilization of proprietary data and AI
|
Through the creation of new testing and diagnostic technologies, as well as the utilization of accumulated data and digital technologies, we aim to enable more precise and earlier diagnosis and prediction, thereby maximizing treatment opportunities and improving patient outcomes. |
| Providing responsible products, services, and solutions |
7Pursuit of quality and trust
8Maintaining stable supply through the development of a resilient supply chain
9Response to medical administration in each country
|
We will establish product supply and service systems that ensure testing never stops, even in response to various contingencies. At the same time, we will maintain a stable supply system capable of addressing diverse risks, including increasingly sophisticated and evolving regulatory requirements in each country, as well as logistics and geopolitical risks. |
| Maximizing human capital |
10Talent acquisition and development
11Promotion of diversity, equity & inclusion (DE&I)
12Promotion of health and occupational safety
|
We will build an environment in which diverse employees can maximize their individual capabilities and take on challenges in ways true to themselves, while safeguarding their physical and mental well-being. Through this, we will acquire and develop human capital capable of creating value for society and healthcare and executing our strategies. |
| Reducing environmental impacts |
13Resource circulation in product life cycle
14Responding to climate change
15Efficient use of water resources
|
We will promote business activities that reduce environmental impacts related to climate change, water resources, and other issues, while contributing to the realization of a recycling-oriented society through the expansion of environmentally conscious products and services. |
| Strengthening governance |
16Business activities based on legal compliance, respect for human rights, and high ethical standards
17Cybersecurity measures for information systems and products
|
We will promote supply chain management not only within the Sysmex Group but also across our business partners, enhancing management soundness and transparency while reducing risks. Through these efforts, we aim to improve management efficiency and strengthen competitiveness. |
At Sysmex, we recognize the importance of accelerating sustainability-oriented management, and the newly redefined materiality has also been positioned as issues to be addressed in realizing our long-term vision.
Looking ahead to an increasingly diversified and complex social environment, we recognize more strongly than ever the importance of innovation, technology, data, and digitalization, while placing importance on ensuring that our core strategies under the long-term corporate strategy, the Mid-Term Management Plan, and our materiality are all designed as one consistent strategy framework. Compared with the previous materiality framework consisting of 14 items across five fields, the new materiality framework comprises 17 items across six themes. This increase reflects efforts to clarify initiatives that contribute to value creation for each stakeholder and enhancement of corporate value, while strengthening linkage with our strategies and activities.
Among these materiality themes, the highest priority is “creating value for a healthy society,” which represents the ultimate goal of the value we provide. To realize this goal, we will focus on “creating innovation” and “providing responsible products, services, and solutions” while advancing “maximizing human capital,” “reducing environmental impacts,” and “strengthening governance” as the foundation supporting these efforts.
KPIs used to measure the achievement status and progress of each initiative have been designed while redefining both their contribution to enhancing corporate value and the value provided to stakeholders. Under the midterm management plan, we have designated responsible and promoting divisions. Progress is reported annually to the Managing Board and management meetings, and members of the Managing Board confirm progress and deliberate future improvement activities as necessary.
Going forward, in line with the progress of our strategies and changes in the business environment, we will continue to periodically verify and review our materiality while further promoting sustainability-oriented management with stronger execution capabilities.
Among these materiality themes, the highest priority is “creating value for a healthy society,” which represents the ultimate goal of the value we provide. To realize this goal, we will focus on “creating innovation” and “providing responsible products, services, and solutions” while advancing “maximizing human capital,” “reducing environmental impacts,” and “strengthening governance” as the foundation supporting these efforts.
KPIs used to measure the achievement status and progress of each initiative have been designed while redefining both their contribution to enhancing corporate value and the value provided to stakeholders. Under the midterm management plan, we have designated responsible and promoting divisions. Progress is reported annually to the Managing Board and management meetings, and members of the Managing Board confirm progress and deliberate future improvement activities as necessary.
Going forward, in line with the progress of our strategies and changes in the business environment, we will continue to periodically verify and review our materiality while further promoting sustainability-oriented management with stronger execution capabilities.
*Sustainability targets is disclosed based on the framework of the previous Mid-Term Management Plan.