Creating an Attractive Workplace

Recognizing that innovation comes from diversity in talent, Sysmex Corporation hires people with different experiences and values. Under the slogan of "anywhere, anytime, and anyone", we hire people throughout the year based on their personal character, regardless of nationality, race, gender, age, employment history, or disability.
Our recruitment is based on job type and position, allowing applicants to apply in accordance with their specializations or work preferences. We also monitor our efforts to hire job applicants directly from overseas universities¹ and set hiring targets by gender² to actively promote the recruitment of diverse individuals.
Hiring and developing human resources who support our growth strategy is an important aspect of our human capital strategy. We have been investing in human capital, maintaining a balance between the sustainable improvement of value-added productivity (28 million yen per employee in fiscal 2022) and total labor cost.

• 1 Proportion of employees with foreign citizenship, hired directly from overseas universities, among all new graduates hired: about 10% in fiscal 2022
• 2 Proportion of female employees among all new graduates hired: 35.9% in fiscal 2022 and 40% as a target for fiscal 2023

At Sysmex Corporation, employees are assigned jobs by matching their desires with the requirements of divisions, to promote their self-driven career development.
A matching algorithm is used to determine the divisions that new recruits should be assigned to, ensuring that both the recruit’s desires and the requirements of the divisions are considered. As a foundation for self-driven career development, we have also introduced an apprentice system* whereby our employees can undertake new roles. This offers them opportunities to develop their career prospects by broadening their expertise.
These actions yielded significant results in fiscal 2022. The three-year turnover rate for new graduates was 0%, and the voluntary turnover rate was 2.7%, achieving our target of less than 3.0%.

• When there is a vacant position, a specified trial period is set for an apprentice so that the employee’s potential for both the position and the team can be determined before formal assignment.

At Sysmex Corporation, we have introduced an evaluation system incorporating the concept of continuous performance management (CPM) to achieve an agile response to changes in the internal and external environment in times of drastic change. This system encourages employees to take on challenges by flexibly reviewing  their targets and actions in response to changes, without sticking to their original targets set at the beginning of the term, and evaluating them based on a point-addition system. Employees regularly have one-on-one meetings with their supervisors throughout the year. These meetings provide opportunities to them to discuss day-to-day operations and career development, as well as goal setting and evaluation, helping them to grow and to build trust in leadership. In our semiannual Corporate Culture Survey, we assess our employees’ level of confidence in leadership to develop future leaders and improve our organizational culture.
Additionally, through our Group CEO Award, a system to recognize divisions and teams, we annually select and honor individuals and teams that contribute significantly to enhancing corporate value or addressing social issues by practicing the Sysmex Way, our Group corporate philosophy, and to share their achievements across the organization.
To motivate R&D engineers and heighten awareness of intellectual property, we have also introduced the Patent Grand Prize/Patent Prize of Distinction, the Patent Meister, and the Filing Commemoration Prize. In addition, we present the Quality Award for achievements in quality improvements.

Developing next-generation leaders is a crucial component of Sysmex’s human capital strategy to achieve sustainable corporate value enhancement. Since the introduction of a job-based personnel system, we have conducted talent reviews to measure differences between the desired and actual roles of each position and regularly monitored the sufficiency of our talent pool and the availability of successors for senior positions.
For the candidates chosen as successors, we formulate development plans to address individual issues and offer necessary leadership development programs. Among these programs, a selective leadership program for employees with the status of “ready to be a successor” provides them with opportunities to think from a leader’s perspective, facilitating their promotion to higher positions. In fiscal 2022, on-board training (for promoted employees) was attended by a total of 4,308 employees, while selective training (for candidates chosen as successors) was attended by 91 employees.
In fiscal 2023, we restarted global training, which had been suspended due to the COVID-19 pandemic, promoting our investment in the development of global leaders.