Details on "Status of Sustainability Targets".
Creating new value for a healthy society
| KPI | Target | Results | |||||||
|---|---|---|---|---|---|---|---|---|---|
| (Fiscal) | 2024 | 2025 | 2033 | 2020 | 2021 | 2022 | 2023 | 2024 | |
| Resolution of medical issues through innovation | Number of hematology tests | — | — | — | — | 2,971 million | 2,977 million | 3,325 million | 3,322 million |
| Hematology market share*1 | — | — | 55.6% | 54.6% | 54.0% | 53.0% | 54.6% | ||
| Number of cases with surgical support robot | — | — | — | — | 1,323 | 2,903 | 5,209 | ||
| Number of patents | — | — | 3,485 | 3,680 | 3,832 | 3,868 | 3,337 | ||
| Number of new patents | — | — | 287 | 298 | 257 | 200 | 182 | ||
| Number of cancer genomes Analyzed*2 | — | — | 1.6 thousand | 1.6 thousand | 1.7 thousand | 1.6 thousand | 1.8 thousand | ||
| Number of breast cancer tests using the OSNA method | — | — | 46 thousand | 54 thousand | 52 thousand | 52 thousand | 53 thousand | ||
| Improvement in accessibility to healthcare | Sales in emerging and developing markets | — | — | ¥122.0 billion | ¥143.0 billion | ¥156.7 billion | ¥164.6 billion | ¥179.5 billion | |
Providing responsible products, services, and solutions
| KPI | Target | Results | |||||||
|---|---|---|---|---|---|---|---|---|---|
| (Fiscal) | 2024 | 2025 | 2033 | 2020 | 2021 | 2022 | 2023 | 2024 | |
| Pursuit of quality and trust | Number of recalls*3 | — | — | — | 8 | 3 | 7 | 4 | 6 |
| Number of FDA warning letters | — | — | 0 | 0 | 0 | 0 | 0 | ||
| Strengthening supply chain management | CSR survey response rate (primary suppliers in Japan and overseas) | 90% | 90% | 89% | 90% | 94% | 95% | 95% | |
| Number of training sessions for suppliers (Japan)*4 | 5 | 5 | 2 | 5 | 5 | 6 | 6 | ||
| Third-party certification rate of suppliers (primary, Japan)*4 | ― | — | 86% | 88% | 86% | 88% | 89% | ||
Reducing environmental impacts
| KPI | Target | Results | |||||||
|---|---|---|---|---|---|---|---|---|---|
| (Fiscal) | 2024 | 2025 | 2033 | 2020 | 2021 | 2022 | 2023 | 2024 | |
| Resource circulation in product life cycle | Zero product loss | 0.20% | 0.18% | Less than 0.1% | — | — | — | 0.40% | 0.40% |
| Recycling of containers and packing and utilization of environment compliance materials | 50% | 60% | 100% | — | — | — | 43% | 62% | |
| Reduction of greenhouse gas emissions (Scope 3) | Cut 5% | Cut 10% | Cut 35% | — | — | — | Cut 4% | Cut 1% | |
| Supplier engagement ratio | — | — | — | — | — | — | 40% | 40% | |
| Reduction of packaging and labeling materials | — | — | — | Cut 4% | Up 9% | Cut 7% | Cut 9% | Cut 4% | |
| Reduction in environmental burden through business activities | Reduction of greenhouse gas emissions (Scopes 1, 2) | Cut 35% | Cut 40% | Cut 55% | — | — | — | Cut 29% | Cut 33% |
| Ratio of renewable energy | 70% | 75% | 90% or higher | — | — | — | 69% | 72% | |
| Reduction of using energy per employee | Cut 2% | Cut 3% | — | — | — | — | Cut 8% | Cut 7% | |
| Reduction of water consumption (main reagent factories) | Cut 14pt | Cut 23pt | Cut 90pt | — | — | — | Up 2pt*3 | Cut 31pt | |
| Reduction of total waste | Cut 3% | Cut 5% | Cut 15% | Cut 8% | Cut 15% | Cut 27% | Cut 32% | Cut 33% | |
| Ratio of product waste to sales | — | — | — | 0.6% | 0.6% | 0.5% | 0.4% | 0.5% | |
Strengthening governance
| KPI | Target | Results | |||||||
|---|---|---|---|---|---|---|---|---|---|
| (Fiscal) | 2024 | 2025 | 2033 | 2020 | 2021 | 2022 | 2023 | 2024 | |
| Corporate governance | Number of meetings with investors and analysts*4 | — | — | — | 506 | 485 | 597 | 723 | 753 |
| Compliance | Number of internal reports | — | — | 12 | 28 | 21 | 26 | 17 | |
| Number of unethical incidents | — | — | 5 | 14 | 9 | 15 | 19 | ||
| Risk management | Number of information security trainees*2 | — | — | 2,720 | 3,601 | 4,900 | 11,097 | 27,060 | |
| Disaster risk reduction training participation rate*2 | — | — | — | — | — | — | 89.5% | ||
Creating an attractive workplace
| KPI | Target | Results | |||||||
|---|---|---|---|---|---|---|---|---|---|
| (Fiscal) | 2024 | 2025 | 2033 | 2020 | 2021 | 2022 | 2023 | 2024 | |
| Increased engagement | Engagement score | 75% | 75% | — | 66% (except EMEA) | 65% (except EMEA) | 71% | 75% | 76% |
| Turnover ratio | 10% or less | 10% or less | 7.5% | 10.9% | 8.4% | 7.7% | 8.0% | ||
| Self-turnover rate | ― | — | — | — | 6.8% | 5.6% | 5.6% | ||
| Return rate from parental leave*4 | ― | — | — | — | 100% | 99% | 99% | ||
| Percentage of men taking childcare leave*4 | 62% or higher | 65% or higher | 31% | 53% | 62% | 61% | 77% | ||
| Promotion of diversity, equity & inclusion | Female managers ratio | 19% or higher | 20% or higher | 16.2% | 17.3% | 19.5% (except Russia) | 19.2% | 18.7% | |
| Female next generation managers ratio | — | — | — | — | 32.1% | 34.0% | 34.0% | ||
| Female associates, employees ratio | — | — | — | — | 41.8% | 41.5% | 41.1% | ||
| Percentage of mid-career recruitment in managerial and professional positions*4 | — | — | — | — | 41.7% | 39.8% | 38.6% | ||
| Male/female percentage among recruits (new graduates)*4 | — | — | — | — | 35.9% | 45.2% | 43.0% | ||
| Male/female percentage among recruits (mid- career)*4 | — | — | — | — | 27.0% | 25.8% | 36.5% | ||
| Percentage of women in executives*4 | — | — | — | — | 8.3% | 8.3% | 8.3% | ||
| Percentage of women and non-Japanese nationals in executives*4 | — | — | — | — | 16.7% | 16.7% | 16.7% | ||
| Percentage of women in executives | — | — | — | — | 9.4% | 13.5% | 14.8% | ||
| Salary inequality in managerial and professional positions (total compensation)*4 | — | — | — | — | 93.1% | 94.0% | 96.2% | ||
| Salary inequality in general employees (total compensation)*4 | — | — | — | — | 80.1% | 82.1% | 84.7% | ||
| Percentage of employees with disabilities*2 | 2.55% or higher | 2.65% or higher | 2.30% | 2.31% | 2.31% | 2.38% | 2.69% | ||
| Development of human resources | Training time per employee | 40.0 hours | 40.0 hours | — | 24.5 hours | 31.4 hours | 30.0 hours | 24.4 hours | 24.7 hours |
| Value-added productivity (non-consolidated)*4 | ― | — | — | — | ¥13,230 | ¥14,760 | ¥15,042 | ||
| Value-added productivity (Group) | ¥21.00 million | ¥22.50 million | — | — | ¥18.74 million | ¥19.97 million | ¥21.44 million | ||
| Human resources development investment (non-consolidated)*4 | ― | ¥252 million | — | — | ¥266 million | ¥241 million | ¥261 million | ||
| Human resources development investment (Group) | ¥243 million | — | — | — | ¥356 million | ¥369 million | ¥595 million | ||
| Participation rate in training (non-consolidated)*4 | 90% higher | 90% higher | — | — | 100% | 100% | 100% | ||
| Participation rate in training (Group) | — | — | — | — | 100% | 97% | 96% | ||
| Success plan effectiveness Rate*4 | — | — | — | — | 100% | 100% | 92.3% | ||
| Succession coverage Rate*4 | — | — | — | — | 218.9% | 311.0% | 289.5% | ||
| Promotion of health and occupational safety | Total annual working hours*2,*3 | 1,990 hours | 1,980 hours | 2,015 hours | 2,019 hours | 2,008 hours | 1,995 hours | 1,993 hours | |
| Percentage of days of paid leave taken*2 | 72% higher | 75% higher | 61.3% | 62.4% | 66.5% | 74.6% | 67.1% | ||
| Lost-term injuries frequency rate*2 | Less than 0.5 | Less than 0.5 | 0.78 | 0.91 | 0.81 | 0.78 | 0.71 | ||
| Lost work days rate*2 | Less than 0.05 | Less than 0.05 | 0.05 | 0.04 | 0.05 | 0.07 | 0.05 | ||
- *1Source: Clearstate and Sysmex estimates
- *2Target: Sysmex Group in Japan
- *3The figure disclosed in the previous fiscal year has been revised due to a change in the calculation method
- *4Target: Sysmex Corporation on a non-consolidated basis