Sysmex : Script file( PDF format / 5.4MB )

Presentation

Ietsugu: Good morning. This is Ietsugu. First, I would like to offer a few words on the occasion of this R&D Meeting. This is our 19th R&D Meeting.

We created the long‐term management goals of SYSMEX in 2017 and announced them in 2018.

We have only three more years to go before we reach the goal in 2025. Based on the Sysmex Way, which is our corporate philosophy, we have set a long‐term vision of becoming a unique and advanced healthcare testing company.

We have established these five positioning points for our further progress. On the other hand, however, since we set these goals in 2017, the situation is now changing considerably. In any case, it is very important that we continue to grow with the technology at the core.

Next, please. I would like to talk about changes in the external environment.

As you know, Covid‐19 has had an impact on us for the past two years, and one of the major changes is that our lifestyles have changed dramatically, as we say, with coronavirus and after coronavirus.

On the other hand, sustainable management, including the SDGs, will become very important in the future. We are taking on this challenge, but the external environment has changed slightly since the time we set our long‐term management plan, as I mentioned earlier.

On the Technical side, PCR has become a common noun, and DX, digitalization, has become a very important factor, and we are working toward that. On the other hand, we are moving toward the goal of becoming carbon neutral.

The healthcare market and the market are changing dramatically due to COVID‐19. Traditionally, developed countries have focused on how to curtail medical costs. However, this is no longer the case. Instead, we are looking to the strengthening of healthcare infrastructure, self‐medication, digitalization, and, especially in Japan, the start of online medical care, which has been lagging behind, and, of course, personalized medicine is progressing.

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SYSMEX has established a global R&D structure, starting with the establishment of an R&D baser in 1993 at the Techno Center (presently Technopark), which has been in operation for about 30 years, and is now expanding overseas.

In particular, we will establish RDCAP in Singapore recently, meaning our global network will just been established. R&D expenses are now basically 7% of sales, and since SYSMEX has always been a technology‐ oriented company, we are certainly focusing on this area.

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Next, it is the creation of value for SYSMEX.

As you can see on the left, our main resources are R&D, manufacturing, production, and our global sales and service network. In this context, we have a diverse human resources.

In particular, as I have said before, one of our goals is to make our three technology platforms more sensitive, cell measurement, protein measurement, and gene measurement. On the other hand, as stated in our provision of products, services, and quality, we are able to provide our customers with our own instruments, specialized reagents, and software. We are also able to control the quality of them.

And we are now taking on the challenges of DX, digital transformation, and at the same time, we believe that diagnosis, disease management, and personalized medicine are very important. We are developing these areas, including liquid biopsy. On the other hand, as you can see, we are also taking on the challenge of medical robotics and regenerative cell medicine as new domains.

In any case, SYSMEX is now focusing on solving social issues and achieving sustainable growth. That is all.

Moderator: Now, Mr. Asano, Senior Executive Officer, please start.

Asano: My name is Asano. Thank you very much for attending our R&D Meeting today.

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This fiscal year, we have started a new medium‐term management plan, and I would like to explain the R&D activities that we have undertaken during the period of this medium‐term management plan.

The figure on the left of this slide shows our basic strategy. In the existing inspection field, we will strive for continuous growth by introducing new products. At the same time, in the area of personalized medicine, which we have been engaged in research and development since the past, as explained at the R&D meetings, we have entered the stage of full‐fledged commercialization and will continue to promote it. Our basic strategy is to utilize our technological assets to cultivate new businesses in search of further growth opportunities.

In order to achieve these goals, this medium‐term management plan sets and implements the priority actions shown on the right side of this slide. The red parts indicate areas related to research and development in particular.

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