Talent Acquisition and Development

Sysmex centrally manages and leverages human resources information across the entire Group to advance talent management tailored to the individual circumstances and aspirations of each employee. From the perspective of information leakage prevention, we have established global data management rules and appropriate access control alongside system-based data management functions, creating a framework that enables the secure and timely use of talent data. Built on this foundation, we promote autonomous career development through matching algorithms, advance flexible work styles, including remote work, and expand learning opportunities by enhancing online training programs. Furthermore, through employee engagement surveys that enable real-time feedback, we monitor the reach and effectiveness of these initiatives to drive continuous organizational improvement.

Recognizing that innovation comes from diversity in talent, Sysmex Corporation hires people with a wide range of experiences and values. Guided by our “anywhere, anytime, and anyone” recruitment policy, we seek diverse talent across locations and career stages, focusing on each individual’s character and abilities, regardless of nationality, race, gender, age, employment history, or disability.
We recruit both new graduates and mid-career professionals by job type and position, accepting applications based on individual expertise, career aspirations, and work-style preferences. In addition, for new graduate recruitment, we actively promote direct hiring from overseas universities and drive the acquisition of diverse talent through monitoring the ratio of international hires¹ and setting gender-specific hiring targets.²

Sysmex Corporation determines departmental assignments by aligning individual career aspirations with organizational needs, supporting employees in their autonomous career development. For new graduate placements, we employ a matching algorithm based on employees’ preferences and the needs of the receiving divisions to determine optimal assignments. As a result of these initiatives, the turnover rate within three years of joining the Company for employees hired in fiscal 2022 stood at 6.7% (as of fiscal 2025). In addition, the voluntary turnover rate in fiscal 2025 remained low at 2.4%, well below our target of less than 3.0%.

Sysmex Corporation has introduced a performance appraisal system that incorporates the concept of Continuous Performance Management (CPM)¹ to achieve agile responses to internal and external environmental changes in a rapidly changing era. Under this system, employees set targets at the beginning of the term while flexibly revising their targets and action plans in response to changing circumstances. The system emphasizes positive recognition of achievements, encouraging employees to take on new challenges. In addition to organizational culture, talent development, and individual behavioral performance, team performance is also included as an evaluation criterion, striking a balance between business contribution and the growth of both organizations and individuals. Employees regularly have one-on-one meetings with their supervisors throughout the year to discuss not only target setting and evaluation but also day-to-day operations, career development, and other topics. These ongoing dialogues help build mutual trust and support talent growth. In addition, we conduct engagement surveys twice a year to measure employees’ trust in leadership, and we leverage these results for leadership development and organizational culture enhancement.

The Sysmex Group recognizes and celebrates the achievements resulting from employees’ challenges through award programs, promoting initiatives based on the Group corporate philosophy, the “Sysmex Way,” and its Long-Term Corporate Strategy. The “Group CEO Award” recognizes outstanding achievements and contributions evaluated through perspectives such as alignment with our corporate philosophy and strategies, social impact, and ripple effects across the entire Group. Meanwhile, the “Challenge & Anshin Award” broadly honors exemplary initiatives in daily operations, including challenges undertaken and improvements in quality and reliability. To boost R&D researchers’ motivation and heighten awareness of intellectual property, we have introduced the “Patent Grand Prize,” “Patent Meister,” and “Filing Commemoration Prize.”
In addition to its formal award programs, Sysmex Corporation works to foster a culture of everyday appreciation and recognition in the workplace. As an internal communication initiative, we have introduced “Sysmex Peer Bonus,” a web-based service that allows employees to send messages of appreciation, encouragement, or greetings to one another along with small peer-recognition rewards, which can be converted into points for rewards. Under the concept of “making work more enjoyable,” we are creating an attractive, comfortable workplace for everyone by fostering a culture where employees express mutual gratitude and appreciation.

To respect diverse work styles and values, Sysmex Corporation offers a wide range of learning programs that help employees develop business skills and build career paths that align with their individual career aspirations.
We also provide cross-border programs, including online courses accessible from home. In fiscal 2025, we achieved a 100% employee participation rate in our training programs. Beyond driving personal growth, these initiatives enhance productivity through skill improvement, foster mutual understanding through participant interaction, and build cross-functional networks (training investment per employee in fiscal 2025: 67,000 yen).
In addition, our engagement survey indicates strong support for these development programs, with 67% of employees responding positively, noting that they were offered opportunities for growth. We also support continuous learning regardless of age or job level. Under our “smart work” system, which promotes diverse and flexible work styles, we encourage employees to spend 15 minutes of their workday on self-directed learning. In fiscal 2025, the average number of training hours per employee was 58.5 hours.

Since fiscal 2023, Sysmex has implemented a digital human resource development program based on the Digital Skill Standards (DSS) established by the Ministry of Economy, Trade and Industry and the Innovation Platform Agency, Japan (IPA), with the aim of enhancing employee digital literacy.
Under this program, we have defined our own digital talent categories and skill levels, providing a phased training curriculum ranging from foundational knowledge to specialized domains. Furthermore, we promote “cross-reskilling,” an approach that combines accumulated experience and domain knowledge with digital technologies and expertise. This expands each employee’s scope of contributions and career options while linking learning directly to daily operations, thereby driving value creation through frontline-led digital transformation (DX) and AI utilization. In addition, we are working to foster an internal community where employees teach and learn from one another, boosting skills through mutual learning while cultivating a culture of continuous learning.
For AI talent development, we collaborate with the Human Resource Association of Mathematics and incorporate insights from external experts. Through building AI models based on actual operations and driving projects forward, we promote the acquisition of skills directly linked to business challenges and the practical application of AI in our operations.
Through these efforts, we aim to build an environment where employees with baseline digital literacy and specialized digital talent communicate through a common language, naturally inspiring DX challenges across various corporate activities.

Stakeholderʼs Voice

Advancing Cross-Reskilling and DX Together with the Frontline

What we have valued most is ensuring that digital technology is not confined to a handful of specialists. Rather than viewing digital transformation (DX) as something handled solely by the IT divisions, we are fostering a culture where every employee on the frontline takes ownership of DX as their own initiative.
As our training efforts have progressed, dialogue and mutual learning have naturally emerged across divisions and job functions, leading to numerous real-world DX successes led by non-IT personnel. Generative AI and citizen development are being applied in ways that directly address frontline challenges, and I feel they are now widely accepted as practical tools for business improvement.
As a driver of this initiative, my focus is not on providing ready-made answers, but on creating an environment where frontline teams can think and act independently. Building on the common language and connections forged through cross-reskilling—which combines accumulated experience and knowledge with digital capabilities—we will continue to drive value creation hand-in-hand with the frontline.

Sysmex empowers employees to proactively shape their own careers and explore new career possibilities. As part of these initiatives, we offer career design programs that encourage employees to reflect on their career to date, take stock of the skills they have developed through their professional experience, and reassess their personal values. For employees seeking to change their career paths, we have introduced an apprentice system, under which final placements are determined after assessing suitability through a temporary trial period.
Furthermore, by extending our job-based personnel system to the Group companies, we have enabled the visualization of job descriptions and skill levels across divisions and Group companies, based on a common grading framework. This facilitates better matching between employees and their preferred regions and areas of expertise, providing growth opportunities aligned with each employee’s career stage—exploration, independence, and establishment—while supporting new career development through reskilling.

Sysmex aims to balance value-added productivity and employee engagement. As indicators for measuring the effects of human capital investment, we have set value-added productivity and employee engagement scores and continuously monitor these indicators. In fiscal 2025, Sysmex Corporation recorded value-added productivity¹ of 11,230 yen per hour and human capital ROI (operating profit divided by labor costs) of 82.2%. Going forward, while maintaining employee engagement at a high level, we will foster an environment where every employee can proactively take on new challenges, striving to build an organizational culture that balances greater value creation with strong engagement.

Sysmex conducts an annual engagement survey targeting all employees across the Group. In fiscal 2025, the Group-wide engagement score reached 74%. We position employee engagement as one of our key management indicators supporting sustainable corporate value creation, and we have set a sustainability target of 75%. To achieve this target, we incorporate employee opinions and feedback into management strategies and policies, with the Company and employees working together as one to enhance corporate value.
The engagement score for Sysmex Corporation in fiscal 2025 was 63%, with alignment with the corporate philosophy at 69% and well-being at 59%.  By monitoring these indicators in combination, we are striving to enhance individual job satisfaction and foster an attractive organizational culture, taking into account diversifying values and changing societal expectations. Additionally, we use pulse surveys conducted at short intervals to monitor the progress of initiatives and swiftly reflect employee feedback in management decisions and initiatives.