Increasing Engagement

Setting Employee Engagement as an Important Indicator of Our Corporate Strategy

Engagement score
Every year, Sysmex conducts a Corporate Culture Survey of all employees across the Group. The survey found the Group’s engagement score for fiscal 2022 was 71%. This score is at par with those of the Fortune 500 companies, and high employee engagement is a key driver for the Group’s growth. Having set employee engagement as an important indicator in our “Long-Term Corporate Strategy 2033,” initiated in fiscal 2023, we will promote innovation and improve productivity across the Group.
The engagement score of Sysmex Corporation for fiscal 2022 was 57%. To improve the engagement of employees in Japan, who account for about 40% of the Group’s employees, we have been implementing and monitoring action plans to improve employees’ support of the corporate philosophy (69% in fiscal 2022) and their satisfaction with well-being (56% in fiscal 2022). Pulse surveys, which cover a shorter period, have also been introduced to determine the progress status of the measures undertaken and to allow rapid incorporation of the opinions of employees. 
Confidence in Leadership, Well-being, Sysmex Way

Monitoring the Effects of Human Capital Investment

Indicators of the Effects of Human Capital Investment - “Value-Added Productivity” and “Engagement”

Sysmex aims to balance value-added productivity* and employee engagement. As indicators of the effects of human capital investment, we monitor value-added productivity and employee engagement scores.
The value-added productivity per employee of Sysmex Corporation for fiscal 2022 reached a record high of 28 million yen, which demonstrates the effectiveness of our human capital investment. The return on human capital investment (operating profit divided by labor cost) also reached a record high of 155.7%. These achievements are attainable only when employees maintain a high level of engagement and willingly take on new challenges. Our action plans to foster an organizational culture that balances value-added productivity and employee engagement have been producing consistent outcomes.

  • (Operating profit + labor cost + human capital depreciation)/working hours

Joint Achievement of Comfortable Working and Productivity Enhancement

Working from home
Sysmex Corporation introduced a “smart work” system to respect the diversity of individual employees, as well as to respond to the “new normal” business environment and realize productivity enhancement.
It adopts a hybrid workstyle combining onsite (office) and remote (from home, etc.) working. In addition, we promote time management to realize a good work-life balance by allowing our employees to combine flextime, staggered office hours, and “stepping out from work” according to their business duties and individual lifestyles. As a result of these efforts, the percentage of fathers taking childcare leave reached 62% in fiscal 2022, achieving the target of 60% for fiscal 2023 ahead of schedule.

Encouraging Paid Leave and Ensuring Continuous Employment

Sysmex Corporation uses various measures to encourage employees to take paid leave. They include the introduction of recommended dates for paid leave and a half-day paid leave system. Other measures include allowances paid under the “Cafeteria Plan”* (our welfare program) to employees who take paid leave for travel, leisure, or courses at culture centers. In addition, we have a leave of absence and re-employment program designed to offer a wide range of opportunities for employees who leave our employment due to their spouses’ overseas assignments or for other personal reasons, so that they can return to work.

  • The Cafeteria Plan provides Cafeteria Points, which entitle employees to select and sign up for certain programs (e.g., parenting support, care assistance, health improvement, and certification) on their own.

Supporting a Balance between Work and Child-Rearing

Sysmex Corporation has introduced several programs to provide family support, from prenatal care to child-rearing. These programs include leave for fertility treatment or morning sickness, a spouse’s childbirth, and nursing children. When childcare leave expires after an employee’s child turns two years of age, employees are entitled to reduced working hours, and a work-from-home program until the child enters junior high school. To support employees returning to work after childcare leave, we hold seminars before their return. We also send out newsletters to employees currently on childcare leave to keep them informed of work issues. Technopark, our R&D site, has an in-house daycare center called Sysmex Kids Park. It is also available for temporary use when employees’ spouses work part-time, children’s guardians are sick, or an employee is arranging a funeral. Through such support, we encourage all employees who desire to return to work after childcare leave to do so.
In recognition of such initiatives, we have received a next-generation support certification logo (nicknamed “Kurumin”*) as a “company that supports child-rearing” from the Ministry of Health, Labour and Welfare.

  • Based on the Act on Advancement of Measures to Support Raising Next-Generation Children, companies that formulate business plans as general business operators, meet the targets designated by such plans, and satisfy certain standards may receive Kurumin certification as companies “that support child-rearing” from the Ministry of Health, Labour and Welfare.
  • Sysmex Kids Park (Japan)
    Sysmex Kids Park (Japan)
  • Next-generation support certification logo (Kurumin)
    Next-generation support certification logo (Kurumin)

Stakeholderʼs Voice

Saya Yamashita, Next Generation Medical Business Development Office

Having returned to work from childcare leave, I work full time while using Sysmex Kids Park. I decided to use the daycare center because it has a large playground and offers a superb environment in which in-house meals are cooked. In addition, because it is located within the company premises, I can run to the center immediately in the event my child becomes ill. So, I can leave my child in the care of the center with peace of mind. And on top of that, systems to allow me to work flexibly, including the “smart work” system, as well as gain support from others around me, enable me to achieve a balance between child-rearing and work.

child-rearing and work

Encouraging Male Employees to Take Childcare Leave


Sysmex Corporation implements measures to increase the number of male employees taking childcare leave. We have distributed a booklet, “Guidebook for Fathers on Childcare Leave”, and held seminars with external lecturers for male employees and their supervisors to explain the present status of childcare by men, the importance of men being involved in parenting, work-life balance, and the essentials of childcare, in addition to appropriate support by supervisors to allow male employees to take child care leave, and we have held discussions on these issues. We also held a seminar in collaboration with our labor union, Sysmex Union, to raise awareness of childcare leave for male employees.

Systems to Support Work-Life Balance

Supporting Nursing Care, Corporate Citizenship Activities, and Others

Sysmex Corporation has introduced a program that allows employees who need to attend to family members in the hospital to take short-term nursing care leave and accumulated paid leave for up to 40 days in half-day increments. We also have a work-at-home system that enables employees to care for family members who require nursing care or other types of support. In addition, we have an income indemnity system for employees on nursing care leave lasting one month or longer, and a program for re-employment of those whose careers have been interrupted by nursing care. In order to promote our nursing care systems, we hold explanatory sessions on nursing care every year to explain important points when a family member requires care, and to hear the experience of the people who have used the system.
Volunteer leave and donor leave programs are also available as support systems intended to make it easier for employees to take leave for particular purposes.

Activities at Group Companies

Our Group companies also engage in various initiatives to provide a comfortable working environment.
The companies in the EMEA region1 have all received the Great Place to Work2 award for their excellent workplace environments and employee satisfaction. In the engagement survey, over 95% of employees of Sysmex Turkey gave positive answers to the question of whether they were “employed fairly regardless of gender, nationality, ethnicity, etc.” At Sysmex UK, all managers have completed training on well-being, so that emphasis is placed on the health of each and every employee and a positive work-life balance is ensured for all employees. Sysmex South Africa is expanding systems to support a balance between work and child-rearing. The efforts include incorporation of a maternity policy into its human resources policies and a guarantee of four months of paid maternity leave.

  • 1 Sysmex EU: Sysmex Deutschland, Sysmex Belgium, Sysmex Netherland, Sysmex Turkey, Sysmex Austria, Sysmex UK, and Sysmex France
  • 2 Rankings of companies announced by Great Place to Work (GPTW), a research institute that specializes in studies and analyses of corporate employee job satisfaction. GPTW publishes in influential media the names of companies and organizations in about 60 countries that have been judged to meet certain standards.
Great Place To Work 2022-2023
Employees of Sysmex Belgium and Sysmex Netherlands
Employees of Sysmex Belgium and Sysmex Netherlands

Activities at Other Group Companies

Company Initiatives
Sysmex RA
  • Use of company-led nursery facilities
  • Received the next-generation support certification logo (nicknamed “Kurumin”) as a “company that supports child-rearing” from the Ministry of Health, Labour and Welfare
Sysmex America
  • Introduction of a flextime system and work-at-home system
  • Introduction of a childcare leave system exceeding statutory requirements (for both fathers and mothers)
  • Introduction of a family support system (parenting support, family holiday, and allowances for use of external support systems when family members become ill)
Sysmex Europe
  • Introduction of a flextime system and work-at-home system
  • Provision of onsite rooms for parents and children
  • Introduction of a childcare leave system (for both fathers and mothers)
  • Childcare support system (allowances for use of external support systems)
Sysmex Shanghai
  • Introduction of a flextime system
  • Introduction of various working arrangements in response to the COVID-19 pandemic
Sysmex Asia Pacific
  • Introduction of a flextime system and work-at-home system
  • Childcare support system (childcare leave extension system, subsidies for medical insurance, and provision of scholarships)
  • Introduction of a family care leave system for nursing and child care
  • Medical insurance for all employees covering 37 diseases
  • Introduction of a welfare system for contract employees
  • Introduction of a volunteer leave system