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Sysmex Announces New Group Mid-Term Management Plan
- Enhancing Corporate Value by Reinforcing the Diagnostics Business, Advancing Medical DX, and Establishing a Resilient Management Foundation -
Sysmex Corporation (HQ: Kobe, Japan; President: Kaoru Asano) has formulated a new Group Mid-Term Management Plan, concluding in the fiscal year ending March 31, 2029, with the aim of sustaining robust growth for the Group and supporting this growth by reinforcing the management base.
To realize the Long-Term Corporate Strategy 2033 and Long-Term Vision, “Together for a better healthcare journey.”, this Mid-Term Management Plan sets out key themes to be addressed over the next three years and promotes specific initiatives aligned with these priority themes.
1．Review of the Previous Mid-Term Management Plan
The previous Mid-Term Management Plan—positioned as the first three-year phase toward achieving the “Long-Term Corporate Strategy 2033”—focused on strengthening the business foundation required to drive future growth. Sysmex accelerated the market introduction of its flagship hematology models and expanded its direct sales of hemostasis products in Europe and the United States through a global OEM agreement with Siemens Healthineers. In addition, proactive resource investment in emerging markets resulted in growth exceeding initial expectations in India, Brazil, the Middle East, and Africa. As a result of these efforts, net sales surpassed JPY 500 billion, and both net sales and operating profit reached record highs in the fiscal year ended March 2025.
Meanwhile, challenges became evident in profitability and operational efficiency due to factors such as changes in China’s healthcare policies, heightened global regulatory requirements, intensified competition, and inflation. Consequently, certain business categories did not achieve the initially assumed profit levels.
2．Business Environment and Background to the New Mid-Term Management Plan
In the global healthcare market, cost containment efforts in developed countries and improvements in healthcare access in emerging and developing countries continue to advance. Against this backdrop, expectations for digital technologies and AI continue to rise, driving demand for greater efficiency and economic value in healthcare. At the same time, uncertainties in the external environment—such as geopolitical risks and intensifying competition for AI capabilities and talent—are also increasing.
Sysmex views these environmental changes not as threats but as solid opportunities for future business expansion. To sustain and strengthen its competitive position, the Company has formulated a new Mid-Term Management Plan that focuses on driving growth of its diagnostics business—its core strength—while advancing the transformation of its management foundation. The next three years represent an important period in which Sysmex will leverage its strengths in conjunction with emerging technologies, including AI, to establish the foundation for substantial future growth.
3．Priority Themes
| (1) | Strengthening Competitiveness in the Diagnostics Business | ||||
| ・ | Accelerate the global deployment of flagship models, particularly in the hematology field, the Company’s core domain | ||||
| ・ | Drive further growth in the hemostasis testing field in Europe and the United States | ||||
| ・ | Deploy strategic products in high-growth markets across the Global South—including India, Brazil, the Middle East, and Africa—to sustain double-digit growth | ||||
| (2) | Promoting Medical DX and Data Utilization | ||||
| ・ | Gradually implement solutions that integrate testing data and AI—such as diagnostic support, public health applications, and laboratory workflow optimization—to deliver Sysmex’s distinctive value in medical DX | ||||
| ・ | Advance data-driven management by leveraging internal data together with AI, thereby transforming the organization into a more productive and efficient management structure | ||||
| (3) | Improving Profitability Through Value Chain Transformation | ||||
| ・ | Enhance the Group’s gross profit margin across the value chain by strengthening sales promotion, increasing in-house production of key materials, and improving productivity （Target: Group gross profit margin +1.8 percentage points or more） |
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| ・ | Build an efficient supply network capable of responding to demand fluctuations and logistics constraints through the optimization of warehouses and manufacturing sites | ||||
| ・ | Strengthen global procurement capabilities by enhancing risk mitigation related to geopolitical and economic security factors and reinforcing overseas production functions | ||||
| (4) | Redesigning Financial and Capital Strategy | ||||
| ・ | Utilize interest-bearing debt within a range that enables the Company to maintain an AA− rating, thereby reducing capital costs and enhancing ROE | ||||
| ・ | Maintain investment priority for the diagnostics business while continuously exploring opportunities for M&A | ||||
| ・ | Continue progressive dividends with a payout ratio of approximately 40%, ensuring stable shareholder returns | ||||
4．Overview of the Mid-Term Management Plan
| (1) Mid-term goals Consolidated targets |
| Category | Item | Year ending March 31, 2029 | |
|
Financial
|
Growth | Net sales | ¥600 billion or more |
| Profitability | Operating profit | ¥100 billion or more | |
| Profitability | Operating margin | 16.7% or more | |
| Efficiency | ROE | 12.0% or more | |
| Capital Efficiency | ROIC | 10.5% or more | |
| Working Capital Efficiency | CCC | 190 days or less | |
| Cash Generation Capability | Operating CF | ¥95 billion or more | |
| Free cash flow | ¥40 billion or more | ||
| Note: Assumed exchange rates during the period of the mid-term management plan |
| USD | EUR | CNY |
| ¥150.0 | ¥174.6 | ¥21.1 |
| (2) Non-financial targets | ||
| Sysmex has comprehensively reviewed its sustainability priorities based on the concept of double materiality and reorganized them into six key areas. By clarifying KPIs and enhancing disclosure of progress, the Company will further promote sustainability management that contributes directly to corporate value enhancement. |
Sustainability priorities
| 1. Value Creation for a Healthy Society | Enhancing safety and productivity for healthcare professionals, improving healthcare economics, and improvement in accessibility to healthcare |
| 2. Creating Innovation | Implementation of innovative technologies and creation and protection of intellectual property |
| 3. Responsible Provision of Products and Services | Strengthening resilient supply chain, BCP, quality, and compliance |
| 4. Maximizing Human Capital | Promoting DE&I, talent acquisition and development, and health and productivity management |
| 5. Environment Consideration | Advancing resource circulation across the product life cycle and reducing GHG emissions and water consumption |
| 6. Strengthening Governance | Business activities based on legal compliance, respect for human rights, and high ethical standards and cybersecurity measures |
| Reference | ||
| May 11, 2023 news release: “Sysmex Group Formulates a Long-Term Corporate Strategy and Mid-Term Management Plan” https://www.sysmex.co.jp/en/news/2023/230511_03.html |
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About Sysmex Corporation
Sysmex Corporation, headquartered in Kobe, Japan, is a global leader in in vitro diagnostics. Since its foundation in 1968, Sysmex has focused on diagnostics as the core of its business, and today, it supports the health of people in over 190 countries and regions worldwide. Sysmex continues to innovate in diagnostics, and to collaboratively create unique values in the areas of personalized medicine and novel treatments, under its long-term vision of "Together for a better healthcare journey." Through its unique technology, solutions, and co-creation with various partners, Sysmex delivers new value and addresses the universal desire of people to live longer and healthier lives. For more information about Sysmex, please visit www.sysmex.co.jp/en/.
* "Healthcare journey" is a trademark of Sysmex Corporation, registered in Japan.
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