Aspiring to be a “company where each and every employee works on his or her own initiative, without any fear of taking up challenges,” Sysmex provides employees with opportunities for self-fulfillment by equitably evaluating and rewarding them for their accomplishments and offering a diverse range of human resources development programs. We also strive to improve the workplace environment so that diverse individuals can concentrate on their work with confidence.
Breakdown of Employees
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Employees by Gender (Sysmex Corporation)
The above numbers include both regular and part-time employees of the Company. |
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Number of Employees
The above numbers include both regular and part-time employees of the Company. |
Treatment / Employment
Equitably Evaluating Personnel Based on
Abilities and Accomplishments
We value the spirit of independence and challenge, provide employees with opportunities for self-fulfillment and growth, and reward employees fairly.
Sysmex’s personnel management system is based on the idea that “Sysmex, a global company based in Japan, promotes the development and cultivation of diverse skills of employees based on long-term employment, and rewards employees for their abilities and accomplishments, which in turn contribute to the enhancement of corporate value”.
Basic Principles of the Personnel Management System
- 1)Ensuring long-term employment
- ·Establishing a double-linear-type competence-based rating frame that enables a diversity of employees to maximize their skills, and providing opportunities for self-realization and growth
- 2)Promoting the development and cultivation of diverse employee skills
- ·Establishing competence-based rating standards and promoting cultivation of human resources and normalization of career advancement through clarification of promotion criteria
- ·Evaluating not only accomplishments but also the processes of producing achievements (realization capability) in order to promote human resource development and the reform of corporate culture
- 3)Rewarding employees for capabilities that contribute to the enhancement
of corporate value as well as for producing accomplishments
- ·Simplifying the relationship between evaluation and reward, and creating a remuneration structure that is easy for everyone to understand and that rewards employees in accordance with their contribution, role, competency and accomplishments
Holding Company Information Sessions and
Employment Interviews on the Internet
Sysmex Corporation recruits new employees based on the evaluation of individuals, regardless of their gender, nationality, age or disability. In fiscal 2010, we began holding company information sessions and employment interviews on the Internet so that students studying abroad would not have to interrupt their studies for job hunting.
We are also actively hiring temporary employees and contract employees as full-time employees. In fiscal 2010, we employed ten such employees.
Human Resources Development
Focusing on HR Development on a Global Basis
Sysmex Corporation offers a wide variety of training programs that are designed to help employees develop their skills and increase their job satisfaction.
In fiscal 2010, we set employees’ first three years at the company as a compulsory training period and expanded our human resource development programs for new employees in order to provide basic business knowledge and improve their skills. In fiscal 2011, we initiated various training programs for managers and mid-level employees with the aim of improving their management capabilities and fostering personnel capable of working competently in a global business environment.
Feeding Employees’ Input back to Management
Sysmex Employees around the World Put
the Sysmex Way into Practice
In order to ensure steady implementation of the “Sysmex Way”, our Corporate Philosophy, in fiscal 2008 we kicked off the VQ Activities, through which each employee is encouraged to propose ideas and discuss with others about how to put the Sysmex Way into practice.
This companywide initiative continued on to fiscal 2010.
In response to President Ietsugu’s question, various ideas were received from our employees around the world, and these ideas were then used to form 22 teams, which held a series of discussions that lasted for several months. In the VQ Session held in December, the fruits of these intensive discussions were presented. Attended by some 150 people, including employees of our Group companies in Japan and overseas, the event provided an opportunity for people from different regions and organizations to communicate with each other.
Some of the ideas for VQ Activities contributed by our employees have already been implemented, including teaching a class at a junior high school in our host city of Kobe and the opening of a “portal site of good working conditions” on the company intranet in fiscal 2009. We have also initiated the following activities.
·Dialogue on work efficiency improvement and work-life balance
·Environment preservation activities by the “Eco Team” formed by Japanese employees
·“Greener Sysmex” activities by employees in the Asia-Pacific region
Going forward, Sysmex will continue VQ Activities such as these aimed at putting the Sysmex Way into practice.
Supporting Employees in Striking a Balance between Work and Family
Offering Various Systems for Childcare Support
Sysmex Corporation offers childcare leave and shorter work hour systems to ensure that parents can spend as much time together with their children as possible. To further support employees’ childrearing, we allow employees to take reserve paid leave days when necessary to attend to sick children. In addition, in order to provide employees who were forced to suspend their career paths due to child raising with opportunities to resume their work, we offer a “reemployment system”. These support systems are explained explicitly on a special site on the company intranet. We have also established the "Sysmex Kids Park", an in-house daycare center for pre-school children. This facility offers both full-time and short-term daycare.
In recognition of these efforts, Sysmex received the next-generation accreditation mark (nickname: "Kurumin") from the Ministry of Health, Labour and Welfare in fiscal 2011.
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Users of work and family support systems (as of the end of March 2011)
| System |
Number of users |
| Shorter work hour system for child rearing |
14 users |
| Leave of absence system (childcare leave, childbearing leave) |
37 users |
| Reserved paid leave system |
5 users |
| Reemployment system |
0 users, 6 registered persons |
| In-house daycare center |
17 children |
|
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Next-generation accreditation mark, "Kurumin"
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Sysmex's employee support systems
| System |
Description |
| Childcare leave |
Up to 2 years of age |
| Child nursing leave |
Until enrollment in junior high school (10 days/year) |
Shorter work hour system
Work shift system
|
Until the end of third grade of elementary school |
| Reemployment system |
Reemployment of employees who left the company to raise/nurse children |
| Flex time system |
Flex time system for all employees except for certain job types |
| Continuous paid holidays |
Consecutive paid holidays to help employees refresh and recharge |
| Reserved annual leave with pay |
Reserved leave with pay can be taken by selecting child nursing leave or short-term nursing leave. |
"Employee Support Navi"
"Comfortable Workplace Hotline"
|
Websites introducing systems for leave of absence for child rearing/nursing |
| Workplace tour for children |
Workplace tour |
In-house Daycare Center Opened
As Japan’s society grays rapidly and its population continues to decline, businesses are more than ever required to support the development of future generations. It is also important to create an environment where employees can confidently pursue their jobs on a continuous basis, without having to suspend their career paths due to childbirth and childrearing.
In April 2009, Sysmex Corporation opened “Sysmex Kids Park,” an in-house daycare center within the Company’s Technopark R&D core. Employees with children who have yet to enter elementary school may take advantage of this service. In April 2010, the center extended the scope of its service to include short-term daycare, in addition to full-time daycare, so that employees whose spouses work on a part-time basis or who find it difficult to take care of their children due to caretakers’ illness, bereavement, or other circumstances may also temporarily utilize the service.
Sysmex Kids Park was taking care of 17 children as of June 2011.
In-house daycare center Sysmex Kids Park
Formulation and Implementation of General Business Owner Action Plan
The general business owner action plan refers to a plan established by a company for improving the employment environment and various work conditions to allow employees to both work and raise children. Sysmex Corporation began addressing the formulation and implementation of the action plan in 2005, and is now conducting Phase-III (from 2011 to 2015) activities.
Description and objectives of the Phase-III action plan
| Description |
Objective |
| Provision and dissemination of information of employee systems for maintaining health of female employees in pregnancy or after childbirth, and also improvement of consultation system |
To disseminate information to employees through education and awareness raising activities so that employees can easily take leave of absence for child raising. |
| Dissemination of information of systems such as childcare leave based on the Law Concerning the Welfare of Workers Who Take Care of Children or Other Family Members Including Child Care and Family Care Leave, childcare leave benefit based on the Employment Insurance Act, and maternity/post-delivery leave based on the Labor Standards Act |
| Implementation of measures to reduce extra work hours |
To plan and implement initiatives to reduce overtime work through labor-management cooperation. |
| Implementation of measures to promote employees to take annual leave with pay |
To set the workday schedule that helps increase the number of employees who take continuous holidays. |
Description and actions of Phase-I and Phase-II action plans
| Description |
Action |
| Increase of period of childcare leave |
·Until the child reaches 2 years of age (extended from 1 year of age to 2 years of age) |
| Improvement of usage conditions of child nursing leave |
·Up to 10 days per year until the child enters junior high school (extended from 5 days maximum) |
| Easing of conditions of using shorter work hour system and work shift system |
·Until the child finishes the third grade of elementary school (extended from "entry in elementary school") |
| Expansion of employees who can use the flex time system |
·All employees except for certain job types can use the flex time system.
·The flex time system and shorter work hour system can be used in combination. |
| Opening of daycare center |
·In-house daycare center opened. |
| Enforcement of "No overtime work day" |
·Each department designates a day on which employees leave the office on time. |
| Easing of conditions for using reserved annual leave with pay |
·Employees can take reserved leave with pay when they take child nursing leave or short-time nursing leave. |
| Implementation of "workplace tour for children" |
·Inviting children for a workplace tour. Sysmex participates in the Kobe City's campaign for showing adults/parents at work to children. |
| Opening of " Good Working Conditions" company site |
·Sysmex opened a website that allows employees to search for information on difficult-to-understand child rearing and nursing systems available to employees. |
Promoting Dialogue on the Subjects of Work Efficiency Improvement
and Work-Life Balance
The “Team for pursuit of work efficiency through innovative thinking”, which was formed in fiscal 2009, discussed ways to raise the awareness of work efficiency improvement and work-life balance based on the slogan “Smart Work, Smiling Life”. In May 2011, we invited Naoko Mohri, who works on job diversity and extended work hour reduction systems at Senjukai Co., Ltd., and hosted a discussion with team members.
In this discussion, Ms. Mohri introduced the efforts of Senshukai for reducing extended work hours and promoting a better work-life balance. Participants then discussed how the in-house lectures and workshops planned by the team at Sysmex could effectively raise the awareness of work efficiency improvement and work-life balance. Ms. Mohri stressed the importance of continuous efforts for raising awareness, and proposed posting case studies of work-life balance improvements achieved by employees.
Comment of Naoko Mohri (Senshukai Co., Ltd.)
In fiscal 2010, Senshukai organized a committee to address the creation of sound work environments through the “reduction of extended working hours in tandem with the improvement of work quality”. The committee repeated the process of “grasping the nature of issues”, “steadily implementing improvement measures” and “disclosing information”. I was inspired by Sysmex’s voluntary VQ Activities. I will continue to advance these activities. Thank you.
Comments of “Team for pursuit of work efficiency through innovative thinking”
- Yukako Kishimoto (Team Leader)
Human Resources and General Affairs Division
- Many books have been published on the subjects of work efficiency improvement and work-life balance, but listening to a person actually involved in carrying out such measures at a company provided me with many ideas that will help me improve the plan drafted by our team, which I could not learn from reading books. I intend to use the information in the activities conducted by our team in the future.
- Yasuhiro Sakai
Technology Development Division
- I learned that Ms. Mohri has been working on the same issues as those that we extracted. Much of the information provided by Ms. Mohri can be applied to our VQ Activities. The session was very informative.
- Shunsuke Hazama
Technology Development Division
- I realized that improvement of work-life balance can be achieved by promoting small changes in the awareness of each employee.
Back row from left: Shunsuke Hazama, Arisa Nakamura, Mai Morita and Shinya Tabuchi
Front row from left: Yasuhiro Sakai, Naoko Mohri and Yukako Kishimoto
- Shinya Tabuchi
Corporate Business Planning Division
- I gained good advice on the issues that we encountered in conducting VQ Activities. I would now like to put this into practice.
- Arisa Nakamura
CSR Division
- It was very informative to learn about concrete work efficiency improvement measures. I would like to incorporate these measures into our activities.
- Mai Morita
CSR Division
- Information concerning the efforts of another company for improving work efficiency serves as a very useful reference. I would like to use what I have learned in our future activities.
Cooperation between Labor and Management
Working Together to Create a Better Workplace
With the exception of those holding a managerial post and some in back-office operations, all of the regular employees of Sysmex Corporation are members of its labor union, Sysmex Union.
The Company and Sysmex Union unite their efforts to develop systems, etc. which make it easy for employees to maintain a work-life balance.
Health and Safety Considerations
Maintaining and Improving Both Physical and
Mental Health
Sysmex Corporation encourages its employees to undergo thorough physical examinations and cancer tests for women, in addition to regular health checkups, for the early detection of illness.
To improve employees’ mental health, the Company established a health consultation contact throughout the company, where employees can have face-to-face visits with industrial psychiatrists, public health nurses, and counselors.
Occupational Health and Safety
For the enhanced security of its workers, Sysmex Corporation laid down guidelines for ensuring the safety and health of employees in its “Safety and Health Regulations,” and established a Safety and Health Committee at each of its offices.
Employees are given training on emergency measures, how to evacuate when an accident occurs, and how to handle machinery and raw materials that are potentially dangerous, as well as how to use an automated external defibrillator (AED). We are also developing citizen emergency medical technicians.
Furthermore, the Company organizes evacuation drills and fire drills in cooperation with local fire stations as a precaution against earthquakes, fires, and other disasters.
Frequency of Work-related Injuries*1 /
Severity of Work-related Injuries*2 (Sysmex Corporation)
*1 The ratio of the number of employee deaths or injuries resulting from work-related accidents per million work hours
*2 The ratio of the number of days absent from work due to work-related injuries per every thousand hours worked
Fiscal 2010 VQ Session
