INDEX

1. Overview
1.0 About Sustainability Report4

1.1 Fujifilm Group Organization Overview

6

1.1.1
1.1.2

Corporate Overview
Financial Highlights

67

1.2 CSR Management

9

1.2.1
1.2.2

Basic Approach
9
Philosophical Concepts and Related Policies of9
the Fujifilm Group

1.2.3
1.2.4
1.2.5
1.2.6
1.2.7
1.2.8

CSR Management System
11
Background of CSR Planning and Process for
Identifying Priority Issues (Materiality)
11
SVP 2030 Major Targets and Results
15
in FY2021
The CSR Plan of the Fujifilm Group Sustainable
Value Plan 2030 (SVP 2030)
17
Communication with Stakeholders
19
Member Organizations/Third-Party Initiatives 21

2. Governance
2.1 Corporate Governance
2.1.1
2.1.2

22

Basic Approach
Corporate Governance and Governing
Structure
Independence of Outside Directors
Diversity among Directors
Effectiveness of Directors and Auditors
The Evaluation of the Effectivenessof the Board of Directors
Executive Remuneration
Tax Policy

22

2.2 Compliance and Risk Management

30

2.1.3
2.1.4
2.1.5
2.1.6
2.1.7
2.1.8

22
23
23
25
25
26
29

2.2.1
2.2.2

Basic Approach
30
History of the Measures Implemented forCompliance and Risk Management30
2.2.3 Compliance and Risk Management Promotion
Structure31
2.2.4 Risk Management31
2.2.5 Efforts to Promote Compliance33
35
2.2.6 Achievements
2.2.7 Efforts for Each Theme Related to Laws
and Regulations Particularly Important inBusiness Management36
2.2.8 Information Security
38
2.2.9 Privacy Protection
41
2.2.10 Preparations for Large Scale Natural Disasters 43

2.3 Product Development Management(Quality Control and Innovation)
2.3.1
2.3.2
2.3.3
2.3.4
2.3.5

Basic Approach
Quality Policy and Management System
Product Development Flow
Product Safety
Initiatives for Open Innovation

2.4 Customer Relationship Management
2.4.1
2.4.2
2.4.3

Basic Approach for Customer Relationship
Structure for Customer RelationshipEfforts to Improve Customer Satisfaction

2.5 Supply Chain Management
2.5.1
2.5.2
2.5.3
2.5.4

Basic Approach
Fujifilm Group Procurement Overview
Procurement Policy and Structure
Structure of Sustainable Procurement
Promotion
2.5.5 Efforts to Improve Sustainability in
the Supply Chain
2.5.6 Environmental Efforts in the Supply Chain
2.5.7 Efforts in Fujifilm Group Production Sites
2.5.8 Responsible Minerals Procurement
2.5.9 Efforts in Paper Procurement
2.5.10 Sustainable Procurement Efforts in Logistics
2.5.11 Collaboration with Initiatives in
the Supply Chain Area

46
46
46
47
48
49

51
51
51
52

54
54
54
55
57
58
60
61
61
63
63
64

3. Environmental Aspects
3.1 Environmental Policy andManagement System
3.1.1
3.1.2
3.1.3
3.1.4
3.1.5
3.1.6

Basic Approach
Environmental Management
EMS: Certification/Audit/Verification
Risk Management by Environmental Due
Diligence
Material Flow
Response to Environmental Laws andRegulations

65
65
65
67
67
68
69

3.1.7
3.1.8

Environmental Education for Employees
Environmental Management in
the Supply Chain

3.2 Climate Change Strategy
3.2.1
3.2.2
3.2.3
3.2.4
3.2.5

Basic Approach
GovernanceRisk Management
Strategy
Metrics and Targets

69
69

70
70
70
70
70
76

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3.3 Activities Related to Climate Change
3.3.1
3.3.2
3.3.3

Activity Overview
Collaboration with Initiatives
Data Related to Climate Change Measures

3.4 Promoting Resource Recycling
3.4.1
3.4.2
3.4.3
3.4.4
3.4.5
3.4.6

Basic Approach
Reducing Waste and Using Resources
Effectively
Effective Recycling of Used Products
Effective Use of Water Resources
Response to Water Risks
Working Together with Water-Related
Stakeholders

3.5 Product Stewardship(Design for Environment)
3.5.1
3.5.2
3.5.3
3.5.4
3.5.5

Basic Approach
Design for Environment“Green Value Products” Certification Program
Result of Design for Environment
Disclosing Environment-Related Information
for Products

78
78
78
80

84

3.6 Management of Chemical Substances 94
3.6.1
3.6.2
3.6.3
3.6.4

84
84
85
87
89
90

3.6.5
3.6.6
3.6.7
3.6.8

Basic Approach94
Anticipatory Risk Management of Chemical
Substances
94
Promoting Alternatives to Animal Testing95
Contribute to Resolving Social Issues
through Development of New Materials
95
and Processes
Contribution to Sound Chemical Management
97
Across the Supply Chain
Fluorocarbons Emissions/Volatile Organic
97
Compounds (VOC) Emissions
Managing Hazardous Waste
98
Managing Pollutants
99

3.7 Biodiversity Conservation
91
91
91
91
92

3.7.1
3.7.2
3.7.3

101

Basic Approach
101
Risk Assessments of Our Business Activities 101
Activities for Biodiversity
101

93

4. Social Aspects
4.1 Employee Overview
4.1.1
4.1.2

Basic Approach
Employee Basic Data

4.2 D
 iversity and Equal Opportunities
for Employees
4.2.1
4.2.2
4.2.3
4.2.4
4.2.5

104
104
104

107

Basic Approach
Management System
Effort Results and Progress
Freedom of Association
Standard Entry Level Wage

107
107
107
110
111

4.3 Health, Safety and Wellness of
Employees

112

4.3.1
4.3.2
4.3.3
4.3.4

Basic Approach
Management System
Occupational Safety
Employee Wellness

4.4 E
 mployee Development,
Talent Attraction and Engagement
4.4.1
4.4.2
4.4.3

Basic Approach
120
Structure for Human Resource Development 120
Results and Progress122

4.5 Human Rights
4.5.1
4.5.2
4.5.3

126

Basic Approach
Management System
Results for Measures Including Remedies
and Corrective Actions

4.6 Corporate Citizenship
112
113
113
116

4.6.1
4.6.2
4.6.3
4.6.4
4.6.5

120

Basic Approach
Major Examples of Social Contribution
through Business Activities
Social Contribution Activities Continued
by the Fujifilm Group
Results of Social Contribution (FY2021)
Efforts to Assess the Impact on Society
and the Environment

126
126
129

131
131
132
133
133
135

5 Sustainability Accounting
5.1.1
5.1.2

Labor Environment and Social Benefit
Accounting
Environmental Accounting

6 Independent Assurance Report

138
139

141

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Overview

1.0 ｜ About Sustainability Report

1.0 About Sustainability Report
FUJIFILM Holdings Sustainability Report 2022 introduces our basic approach, promotion systems and an overview & resultsfor each of the activities that corporations are expected to engage with by society. To make it simple and easy to understand, it
mainly shows the basic results from the ESG point of view, including Governance, Environmental Aspects and Social Aspects.
On the other hand, FUJIFILM Holdings identified our high priority issues (materiality) from various CSR issues related to ourbusiness and established the Fujifilm Group’s CSR Plan, “Sustainable Value Plan 2030 (SVP 2030).” Now we are implementing
the activities along with the Plan. Further information about our CSR Policies, CSR Plan, and CSR Activity Report is available
on our website.
FUJIFILM Holdings Sustainability

https://holdings.fujifilm.com/en/sustainability• Period covered by the report
This report covers the same period as the Yuka Shoken Hokokusho (Securities Report), including the performance data: Fiscal
2021 (April 1, 2021—March 31, 2022). With regards to the contents of activities, wherever possible, we have conveyed the mostrecent trends, including activities in fiscal 2022.

• Organizations covered by the report
The organizations covered in this report are the same as those covered in the Yuka Shoken Hokokusho (Securities Report):
The Fujifilm Group (FUJIFILM Holdings, and all consolidated companies).
Major consolidated companies are shown on our website.

https://holdings.fujifilm.com/en/about/affiliates• Date of publication
October 2022
Next report: July 2023
Previous report: July 2021 (Management Performance), September 2021 (SVP Stories)* From 2022, the content of Management Performance will be published as the Sustainability Report once a year.

• Referenced guidelines· Japan’s Ministry of the Environment: Environmental Reporting Guidelines (2018 Version)·G RI: The GRI Sustainability Reporting Standards (Core option)·S ASB: Sustainability Accounting Standards Board (Hardware)· ISO 26000: Social Responsibility

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1.0 ｜ About Sustainability Report• Supplemental information regarding reported matters· The term “employees” refers to all employees, including managers, general employees, and part-time staff. The term“company employees” indicates employees (full-time staff). To further ensure the accuracy of the report, the terms “regular
employees” and “non-regular employees” (temporary staff, part-time staff, others) have been used separately as required.

• Division responsible for publishing this report
ESG Division, FUJIFILM Holdings Corporation

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Overview
1.1 ｜ Fujifilm Group Organization Overview

1.1 Fujifilm Group Organization Overview
The Fujifilm Group, runs wide ranging businesses utilizing the technologies based on advanced silver halide photography.
We are improving our fundamental technologies that are the base of our business and exclusive core technologies thatdifferentiate us in terms of sustainable superiority. Combining those technologies, we are able to offer a diverse range of
products and services.
To celebrate the 80th anniversary in 2014, we established our new corporate slogan, “Value from Innovation,” which seeks
to continue creating new technologies, products and services that inspire and excite people everywhere, and empower the
potential and expand the horizons of tomorrow’s business and lifestyle.
We continue to deliver new value through our business operations and technologies aiming to resolve social issues under
the sprit of our corporate slogan: “Value from Innovation.”

1.1.1 Corporate Overview
Holding Company: FUJIFILM Holdings Corporation
Company name:	FUJIFILM Holdings Corporation
Chairman, Representative Director and Board Chairman:
Kenji Sukeno
President, Representative Director and Chief Executive Officer:
Teiichi Goto
Tokyo Midtown, 9-7-3 Akasaka, Minato-ku, Tokyo 107-0052, Japan
Head office:January 20, 1934
Established:
Capital:¥40,363 million (as of March 31, 2022)
85,042 (as of March 31, 2022)
Consolidated company employees:[Breakdown] Regular employees 75,474 (as of March 31, 2022), temporary staff 9,568(average number in FY2022)
Consolidated subsidiaries:
280 (as of March 31, 2022)

Fujifilm Group Regular Employees by Region (Consolidated, FY2021)
Japan

The
Americas

EuropeAsia andothersWorldwide

48%

10%

9%

33%

100%

22%

17%

18%

12%

18%

% of male in total

94%

71%

66%

70%

84%

% of female in total

6%

29%

34%

30%

16%

78%

83%

82%

88%

82%

% of male in total

77%

65%

66%

55%

67%

% of female in total

23%

35%

34%

45%

33%

Managers
Breakdownof regular
employees
by region(Worldwide:
75,474)

Managers(13,507)

Other
Other
(61,967)(as of March 31, 2022)

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Overview
1.1 ｜ Fujifilm Group Organization Overview

Fujifilm Group Organization Overview
FUJIFILM Holdings Corporation

Holding company
Operating companies

Shared service company

100％

100％

100％

100％

100％

FUJIFILM Corporation

FUJIFILM Business
Innovation Corp.

FUJIFILM Business
Expert Corporation

FUJIFILM Systems
Corporation

FUJIFILM Intellectual
Property Research Co., Ltd.

Subsidiaries

Subsidiaries

For information about the consolidated subsidiaries of FUJIFILM Holdings Corporation, please visit:https://holdings.fujifilm.com/en/about/affiliates

1.1.2 Financial Highlights
Consolidated Revenue/Consolidate Operating Income

Unit: 100 millions of yen

FY2017FY2018FY2019FY2020

FY2021

Consolidated revenue

24,33424,315

23,151

21,92525,258

Consolidate operating income

1,233

2,098

1,866

1,655

2,297

Proportion of Consolidated Revenue by Region (FY2021)
Japan

The Americas

EuropeAsia and others

39%

21%

13%

27%

Proportion of Consolidated Revenue/Consolidated Operating Income by Operating Segments

Consolidated Operating
IncomeConsolidated Revenue
FY2020

FY2021

FY2020

FY2021

32%

564

1,005

6,272

25%

513

684

35%

7,635

30%

731

579

2,852

13%

3,334

13%

156

370

—

—

—

—

-309

-341

21,925100%

25,258

100%

1,655

2,297

AmountProportion

AmountProportion

Healthcare

5,794

26%

8,017

Materials

5,662

26%

Business Innovation

7,617

Imaging
Corporate Expenses & Eliminations
Total
Data by Operating Segments:

Unit: 100 millions of yen

https://ir.fujifilm.com/en/investors/performance-and-finance/earnings-summary/segment1.html

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Overview
1.1 ｜ Fujifilm Group Organization Overview

Healthcare: Proportion of Revenue by Business
FY2020

FY2021

Medical systems

60%

66%

BIO CDMO

20%

19%

LS solutions

20%

15%

FY2020

FY2021Graphic communication

47%

46%

Electronic materials

21%

24%

Display materials

17%

15%

Other advanced materials

15%

15%

FY2020

FY2021

Office solutions

67%

66%

Business solutions

33%

34%

FY2020

FY2021

Consumer imaging

65%

66%

Professional imaging

35%

34%

Materials: Proportion of Revenue by BusinessBusiness Innovation: Proportion of Revenue by Business

Imaging: Proportion of Revenue by Business

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1.2 ｜ CSR Management

1.2 CSR Management
1.2.1 Basic Approach
The Fujifilm Group’s business originated with photographic film, a product for which lots of clean water and fresh air are
essential to the manufacturing process. It is also a product which requires customers to “buy on trust,” since they cannot try it
out beforehand. Thus, for the Fujifilm Group, an approach which emphasizes environmental conservation and maintaining thetrust of stakeholders has been a major premise at the very foundations of our business activities. This approach is the starting
point for our corporate social responsibility (CSR) activities and continues to be passed down within our Group, as the Fujifilm
Group’s “DNA.”

1.2.2 Philosophical Concepts and Related Policies of the Fujifilm GroupFujifilm Group established the Fujifilm Group Corporate Philosophy and Vision following the shift to a holding company
structure in 2006. By providing top-quality products and services with open, fair and clear workplace culture and leadingedge, proprietary technologies, we aim to contribute to advancement of society, improved health, environment protection andenhancement of the quality of life of people. In order to put our Corporate Philosophy into practice and achieve our Vision, we
have established the Fujifilm Group Charter for Corporate Behavior and the Fujifilm Group Code of Conduct and implement
them thoroughly throughout the Group. To ensure awareness and implementation by all employees, we established the Fujifilm
Group’s Approach to CSR. We have set out our approach to CSR clearly to enable all employees of the Fujifilm Group to carryout their respective jobs with an awareness of CSR. We have also established various policies to implement our approachin concrete terms and ensure that it is applied comprehensively within the Group and for our relevant stakeholders. There
are policies on the environment, social contribution, biodiversity, procurement, quality, occupational safety and health, global
security trade control, AI and information security, and our Human Rights Statement is related to all these policies.
In recent years, importance of the healthcare business in the Fujifilm Group is increasing. In promoting the healthcare
business, corporations are required not only to comply with laws and regulations, but also to conduct business operations
fairly with higher ethics and transparency. The Fujifilm Group established the Fujifilm Group Global Healthcare Code of Conduct
in July 2020 to meet social demands, and in addition to this Code of Conduct, the instructions of the relevant directors andemployees in the healthcare business must be followed to ensure proper business activities.
We establish and regularly review these policies after deliberation by and approval of the ESG Committee chaired by thepresident of Fujifilm Holdings. Details of the activities of the Committee are reported to the Board of Directors.

The Fujifilm Group’s Approach to CSR
The Fujifilm Group’s approach to corporate social responsibility is to contribute to the sustainable development of society
by putting our Corporate Philosophy into practice through sincere and fair business activities.
We will not only fulfill our economic and legal responsibilities, but also:
1. endeavor to understand global as well as local environmental and social issues and create value to address theseissues through our business activities.
2. continue to evaluate the environmental and social impact of our business activities and strive to improve theperformance while increasing our positive impact on society.
3. constantly reassess whether our activities are responding adequately to the demands and expectations of society
through proactive stakeholder engagement with our stakeholders.
4. enhance corporate transparency by actively disclosing information.
Fujifilm Group Corporate Philosophy/Vision (full text)
Fujifilm Group Charter for Corporate Behavior (full text)
Fujifilm Group Code of Conduct (full text)
Fujifilm Group Global Healthcare Code of Conduct
Fujifilm Group Human Rights Statement

https://www.fujifilmholdings.com/en/about/philosophy/index.html
https://www.fujifilmholdings.com/en/about/philosophy/conduct/index.html
https://www.fujifilmholdings.com/en/about/philosophy/law/index.html
https://holdings.fujifilm.com/en/about/philosophy/global-healthcare
https://holdings.fujifilm.com/en/sustainability/vision/policy/statement

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1.2 ｜ CSR Management

Fujifilm Group Corporate Philosophy and Vision
Fujifilm Group Charter for Corporate Behavior and Code of Conduct
Fujifilm Group Global Healthcare Code of Conduct

The Fujifilm Group’s Approach to CSR

Human Rights Statement

Policies

Names of Regulations andPolicies

Time of Adoption/
Revision

Green Policy (Environmental
Policy)Revised April 2019https://holdings.fujifilm.com/en/sustainability/vision/policy/green

Social Contribution Policy

Revised April 2019https://holdings.fujifilm.com/en/sustainability/vision/policy/society

Guidelines for Biodiversity

Revised April 2019https://holdings.fujifilm.com/en/sustainability/vision/policy/biodiversity

Procurement Policy

Revised April 2020

https://holdings.fujifilm.com/en/sustainability/vision/policy/procurement

Quality Policy

Revised April 2019https://holdings.fujifilm.com/en/sustainability/vision/policy/quality

Occupational Safety and
Health Policy

Revised April 2019https://holdings.fujifilm.com/en/sustainability/vision/policy/health-safety

Global Security Trade Control
PolicyAdopted May 2015

https://holdings.fujifilm.com/en/sustainability/vision/policy/control

AI Policy

Adopted December 2020

https://holdings.fujifilm.com/en/sustainability/vision/policy/ai

Information Security Policy

Revised April 2021

https://holdings.fujifilm.com/en/sustainability/vision/policy/security

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1.2 ｜ CSR Management

1.2.3 CSR Management System
1. The Fujifilm Group’s CSR promotion system
In response to the global movement in recent years to evaluate sustainability in business management from the three nonfinancial perspectives of the environment (E), society (S) and governance (G), we reorganized our ESG Division directly under
the President in 2019 to accelerate groupwide initiatives in coordination with other corporate divisions.
The ESG Committee headed by the president of Fujifilm Holdings makes decisions on important issues in the Group’s
CSR activities. Details of our activities are reported by the Committee to the Board of Directors. As the Secretariat of the
ESG Committee, the ESG Division of Fujifilm Holdings incorporates the ESG perspective into the core of Fujifilm Groupmanagement and promotes its dissemination within the Group. The Division reviews and proposes important groupwide
issues, communicates the results of our activities externally, communicates with stakeholders, supports the CSR activities ofGroup companies, manages progress and operates the whistle-blowing offices.
FUJIFILM Holdings Corporation[Function of ESG Division of FUJIFILM Holdings]● ESG Committee Secretariat

ESG Committee
Deliberation and decision of important matters relating to ESG of the Fujifilm Group
Chairperson: President of FUJIFILM Holdings
Secretariat: ESG Division of FUJIFILM Holdings

Operating Companies● Activity promotion across the entire Fujifilm Group• Implement and manage progress of priority issues/initiatives,
policies and strategies as determined by the ESG Committee
across the Fujifilm Group• Promote compliance and risk management• Support the Fujifilm Group’s CSR activities (collect informationand conduct analysis and evaluation)• Promote public information disclosure and dialogues withstakeholders● Consultation Offices for the entire Fujifilm Group

FUJIFILM Corporation

FUJIFILM Business Innovation Corp.

[Function of ESG department of the operating companies]● Formulate and implement CSR activity plan
● Implement compliance and risk management thoroughly● Promote communication with stakeholders

ESG department of the operating companies(including our shared service companies)● Report CSR measures to FUJIFILM Holdings’ ESG

Committee

2. Effective management system
In 2007, the year after the group was reorganized under FUJIFILM Holdings, the Fujifilm Group formulated its medium-term CSR
plans and medium-term management plans. Every year since then, we disclose the progress for that year in our Sustainability
Reports. We have been conducting regular reviews by gathering opinions and suggestions through communication withstakeholders both within the Group and outside, including at shareholder meetings, interviews with investors and dialogues
on environmental issues. At the same time, we conduct comprehensive assessments every three years to develop a new CSR
plan. The developed, reviewed and revised plan is then submitted for approval to the ESG Committee headed by the presidentof Fujifilm Holdings and the result is reported to the Board of Directors by the Committee. The CSR plan is implemented by ouroperating companies under the initiative of the ESG Division of Fujifilm Holdings, which serves as the Committee’s Secretariat.
The world faces innumerable social issues that include climate change, requiring urgent action by all humankind. However,a longer-term perspective is vital in their resolution. For this reason, we decided to develop a CSR plan every three years andannounced our Sustainable Value Plan 2030 (SVP 2030) in 2017. Although SVP 2030 sets its long-term targets for the year
2030, it undergoes comprehensive assessment and review every three years alongside our medium-term management plans,
which are developed on the same timetable. We conduct reviews when required, to match changes in social conditions andto address major changes in the direction of our business.
(Please refer to 1.2.7 Communication with Stakeholders for the activities for which we have feedbacks from inside and outside
the Group. Please also refer to 3.1.2 Environmental Management for our environmental management system.)

1.2.4 Background of CSR Planning and Process for Identifying Priority Issues (Materiality)
1. Social background and basic approach
In face of the uncertainties in our global society in recent years and the obstacles they pose in predicting the future, expectations
are growing for business corporations to act as players in resolving social issues and creating a sustainable society. In our
Sustainable Value Plan 2030 (SVP 2030), we have analyzed priority issues (materiality) from the perspectives of social andenvironmental issues to be resolved by 2030 and business growth in the Fujifilm Group. SVP 2030 has set as its long-term goal
for fiscal 2030 to contribute to achieving the goals for resolving global social issues set by SDGs, the Paris Agreement, etc.
The long-term targets for fiscal 2030 set out in SVP 2030 were set as part of the drive from two perspectives; an “inside-

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1.2 ｜ CSR Managementout” perspective, starting from existing business activities and an “outside-in” perspective, originating from social issues andexamining what our products and services should be. SVP 2030 reaches beyond the Fujifilm Group’s products and services(i.e., output*1), exploring what products and services are necessary and what technologies are needed for our contribution to
the sustainable society (i.e., outcome*2). It lays down as our final goals both the growth of the Group and solutions to social
issues.
In the years ahead, we will continue working to achieve the targets of SVP 2030 by creating new value through thedevelopment of cutting-edge products, services and technological innovations that benefit society and that make a bigger
contribution to resolving social issues and upgrading our Group’s corporate value.
*1 Output: Products, services, etc., produced by our organizational and business activities.
*2 Outcome: Change, benefits, learning and other effects that are generated by an organization or business operation.

2. Developments from the medium- and long-term CSR plan
The Medium-Term CSR Plan started in 2007, the year following the group was reorganized under FUJIFILM Holdings, to put
in place comprehensive governance and compliance. In 2017, Sustainable Value Plan 2030 (SVP 2030) was announced withlonger-range targets for the year 2030.

The 1st Medium-Term CSR Plan
FY2007-2009

The 2nd Medium-Term CSR Plan

The 3rd Medium-Term CSR PlanSVP 2016

FY2010-2013

SVP 2030

FY2014-2016

FY2017-2030

l Continue to promote measures forthe two aspects of resolving social
issues through business andreducing the negative impact ofour business activities in society

Maintain & reinforcel Thorough implementation ofsound corporate governanceand compliancel Reduction of negative impact
on environment and societyl Across the value chain,product lifecycles, andworld-wide viewpointl Solve social issues throughbusiness activities actively

Taking responsibility as acorporate citizen by legal
compliance

Expand the scope as a global
corporation

Company-wide efforts to solve
social issues as opportunities
for business growth

Have a long-term perspective tocontribute to resolving social issues
as a global company and show the
future vision clearly

3. Process for identifying materiality (priority issues)[STEP 1] Deciding the Basic Policies
The process of determining and re-examining materiality begins with deciding on the basic policy for future CSR activities,
with attention given to CSR-related developments in society, the status of activities that reflect the philosophical concepts andpolicies of the Fujifilm Group and business developments.
In our study of the development of the current SVP 2030, we re-examined the activities conducted under SVP 2016,
our previous medium-term CSR plan, and at the same time reviewed priority issues that needed to be addressed in face ofthe changes taking place in the world. As a result, we decided to continue the approach we adopted in SVP 2016 that sees
company-wide efforts to solve issues as opportunities for business growth, take it to a higher level and establish a basic policythat clearly specifies our long-term vision on how to contribute to resolving social issues as a global company.

[STEP 2] Extracting Social Issues Based on Business Strategy
Establishing our basic policy was followed by work designed to extract from global standards and guidelines for current andfuture social issues to be addressed by Fujifilm Group through its business activities, developments at other companies in theindustry and communication with stakeholders.
In identifying social issues, we created a comprehensive list of some 300 items, with the addition of items that need tobe addressed from a long-term perspective, including the global standards ISO 26000, G4/GRI Standards, the targets of
the Paris Agreement, SDGs and the Ten Principles of the UN Global Compact. In addition, information was gathered fromshareholder meetings, interviews with investors and dialogues on environmental issues, as well as social issues that we may
be able to address through the products, technologies and services all our divisions have developed. These issues have been
listed up as relevant social issues.
In the process of identifying materiality, we have given attention to social and environmental changes, regulatory and policy
directions and the demands of stakeholders in relation to business areas that are linked or likely to be linked to the Fujifilm
Group.

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Overview

1.2 ｜ CSR Management[STEP 3] Evaluation of Materiality
In evaluating materiality, we have adopted a two-sided approach: reducing and considering the negative impact generated
from our business activities on society and the environment (emphasizing risk response) and resolving social issues throughour business activities (emphasizing creation of opportunities).
(1) Reducing and considering the negative impact from our business activities has on society and the environment(responding to risks)
We evaluate the social issues extracted in Step 2 for “materiality for the Group” ourselves and employ the CSR specialist E
Square to evaluate “social interests and requests” as representative of society. Materiality is reviewed from both perspectives
with the focus on important social issues (shown at top right of the matrix chart below).

Social interests and requests

5

● ●
● ●
● ● ●

●

4

●

3
2

●

1

●

●

● ●
●
●

●

●

● ●
● ●

●

1

●

2

● ● ● ●
● ● ● ●
● ● ● ●
● ●
● ● ●
● ● ●
●

3

●

●

●

●

Materiality (Priority Issues):
Global Warming, resources recycling, management of
products/chemical substances (environment)
Work Style (Health)Developing and utilizing diverse human resources
Measures across the value chain
GovernanceCompliance and risk management

●

● ●●
●

●

4

5

Materiality for Fujifilm Group(2) Resolving social issues through our business activities (creating opportunities)
Social issues likely to impact our business are identified through the existing and future technologies, products and servicesof the business division. Specifically, they are applied to the matrix chart below to identify priority issues (materiality) that will
have a significant impact on both our business and society (shown by the large number of dots) and issues that are highly likely
to be business opportunities.
Business fields

MedicalSocial issues

Pharmaceuticals

Energy issues
Global Warming●

Exhaustion of resources

HighlyFunctional
Materials

Document
Solutions

●●●

●●

●●●●●

●●●●

●

●●

Identify diseases at an early
stage

●●●●●

Promote communications

●●●

●●●●

Community●●●

Reduce doctor’s burden

●●

●●●

Materiality (Priority Issues):
Global warming
Resource recycling
Unmet medical needs
Improving accessibility to medical services
Creating a safe and secure society
Enriching humanity
Creating motivated work style
…

…

・
・
・
・

●●

●

In the field of the environment where there are many urgent global issues, we mapped risks and opportunities on theenvironment and society in the value chain using the SDG Compass as a reference.
Impact on Business Processes across the Value Chain (Ex. Environment)

Negative impacts(environmental impacts)

Positive impacts(contributions)

Procurement

R&D/Manufacturing

Transportation

Use

Disposal/Recycling

Design for the Environment

Products with reduced
CO2 emissions

Resource recovery(recycling)

Environmental response knowhow(for entire lifecycle)

Products with reduced
water consumption

Conversion into
valuable resources
Recycling knowhow

Other products related tothe environment & social issues
CO2 emissions fromraw materials (AL)CO2 emissions frommanufacturing and R&D
Wastewater released
during manufacturing

CO2 emissions
from transportation

Electric power consumed during
product use (CO2 emissions)

CO2 emissions
from incineration

Wastewater released
during product use

Waste liquid treatment(recycling)

Chemical substances(management)
Air-pollution substances released* Study of priority issues based on the SDG Compass from the viewpoints of both the negative impact of our business processes and the positive impact of our contribution to resolving social
issues through our business activities.
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Overview

1.2 ｜ CSR Management[STEP 4] Planning and Review
We defined plans and targets for the priority issues extracted in Step 3 together with relevant business divisions of operatingcompanies working on these issues. The plans and targets are deliberated on and approved by the ESG Committee. Progressin these activities is reviewed annually and described in the Sustainability Report.
SVP 2030 planning targets for fiscal 2030 were finalized in cooperation with the relevant business divisions. Especially forenvironmental issues, we identify the state of progress and establish numerical targets, with the focus on climate change,
which is an urgent global issues.
Priority issues under SVP 2030 are deliberated on and approved by the ESG Committee headed by the president of
Fujifilm Holdings and reported to the Board of Directors. These issues are then reflected in the group-wide policy and acted
on throughout the Group.

4. Reviewing Priority Issues (Materiality)
Priority issues are reviewed on a regular basis.
More recently, the CSR plan SVP 2030 was reviewed in FY2019 and FY2020 for development of our Medium-Term
Management Plan, VISION 2023. SVP 2030 targets are for fiscal 2030, but reviews are planned at least every three years instep with development of the medium-term management plan.
In the recent review, some of the targets in the area of the Environment were updated to make them more challenging.
At the same time, a number of new targets were established. In the fields of Health and Work Style, new KPIs were established
for priority issues designed to contribute to resolving social issues through our business activities. In the area of the Environment,
decarbonization targets were re-examined later in December 2021 to ensure that we would achieve the so-called “1.5° target”
and the target for CO2 emissions from the Fujifilm Group was raised.
Outline of recent developments in reviewing priority issues
Period: Fiscal 2019 to 2020 (some activities in the Environment were implemented also in fiscal 2021)
Please refer to 1.2.5 SVP 2030 Major Targets and Results in FY2021 for targets and activity results examined and used in thereview.
[Environment]
We revised some targets to make them more challenging and added some new targets.
Some of added/revised targets are as follows:
By FY2030:•5 0% reduction of CO2 emissions through our entire product lifecycle* (compared to the FY2019 level).
* Procurement of raw materials, and manufacturing, transportation, use, and disposal of products• Contribute to reducing CO2 emissions to 90 million tons by offering products and services that enable significant CO2
emissions reductions when our customers use them.
• Increase the sales percentage of Green Value Products, which significantly reduce environmental impact, to 60% of total
Fujifilm Group sales.
[Health]We have set following KPIs in the area for solving social issues through business activities.
• Improving access to medical services by using medical AI technologies to introduce our products and services to all 196
countries and regions in the world by fiscal 2030.
[Work style]
We have set following KPIs in the area for solving social issues through business activities.
• Offering 50 million people work styles that support employee productivity and creativity through solution services that bringinnovation to our business.
[Daily Life] [Supply Chain] [Governance]
As a result of the review, we determine that our priority issues are sufficiently valid and we should continue the same contents.
As we re-examine our priority issues at least every three years by establishing for medium-term management plan, we will
work on group-wide activities for achievement of SVP 2030.

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Overview

1.2 ｜ CSR Management

1.2.5 SVP 2030 Major Targets and Results in FY2021
Priority Area

Environment

HealthPriority Issues

1. Address climate change.
2. Promote recycling ofresources.
3. Address energy issues
toward a decarbonizedsociety.
4. Ensure product andchemical safety.

1. Fulfill unmet medical
needs.
2. Improve accessibilities to
medical services.
3. Contribute to identifying
diseases at an early stage.
4. Contribute to healthpromotion and beauty.
5. Promote Kenkokeiei®
* Kenkokeiei® is a registeredtrademark of Kenkokeiei
Nonprofit Organaization.

Daily Life

Work Style

1. Contribute to creating asafe and secure society.
2. Contribute to enriching
humanity andrelationships between
people.

1. Create environmentsthat lead to motivatedworkplace (provision ofsolution services).
2. Develop and utilize diverse
human resources.

Major Targets for FY2021*The following targets are all for FY2030.

Major Activities in FY2021• Reduce the Fujifilm Group’s CO2
emissions by 50% (compared to
the FY2019 level). (achieve net zeroCO2 emissions by FY2040)• Reduce CO2 emissions across theentire product lifecycle by 50%(compared to the FY2019 levels)• Sales percentage of Green Value
Products: 60%• Contribute to a reduction in
the CO2 emissions generated
in society by 90 million tons by
FY2030 (accumulated value).

• Developed new decarbonization targets
and strategy (existing decarbonization
targets moved forward by 10 years;
targets at left are updated targets).
• Concluded a comprehensive partnershipagreement towards a decarbonized
future with Tokyo Gas Co., Ltd., andMinamiashigara City.
• Certified 38 new products under theGreen Value Product Certification
Program, our environmentally conscious
design standards (total 121 products).
• Registered in the CDP Water Security
A List for two consecutive years, andevaluated CDP Supplier Engagement
Leaderboard for four consecutive years.

• Develop new treatment solutions/Improve accessibility to newtreatment solutions.
• Expand and scale up AI & IoT
technology to reduce burdens on
medical professionals.
• Promote management of healthand productivity to maintainemployees’ vitality.

• Started operation of a new production
factory in Europe to raise the production
capability for media used in cell culture.
• Succeeded in developing AI-based
prognosis technology for hospitalized
pneumonia patients, in collaboration with
Nagoya University.
• Obtained recommendation of Stop TB
Partnership that combines a portable
X-ray device and DR Cassette as atuberculosis examination system.
• Selected under the Asia DX Promotion
Program of the Ministry of Economy,
Trade and Industry for study into theefficacy of AI-based diagnostic imaging
systems in health examination services
for developing countries.
• Selected for the Health and Productivity
Stock Selection Program for two
consecutive years.

• Aim at 100% preservation ofrecords archived on tapes.
• Offering opportunities to enjoy
photos that give forms tomemories.

• Introduction of high-capacity magnetic
tape storage media capable of longterm, safe and low-cost storage of massdata, contributing to drastic reductions in
CO2 emissions.
• Practical application of new noise
reduction technology for air conditioners
in cooperation with Daikin Industries, Ltd.
• Launched mirrorless cameras capable ofrich color range and smooth 4K/30 video
recording.
• Held online exhibition of the entire
collection of works in The Heart to Heart
Communication—“PHOTO IS” Photo
Exhibition.”• Actions for work style reform forcustomers.
• Improve the rate of women in
managerial positions.

• Bought Hoya Digital Solutions toaccelerate digital transformation (DX)business.
• Launched Remote Cabin, a work boothfor offices.
• Introduced DocuWorks Cloud, a new
cloud service, to speed up customer DX
transformation.
• Increased ratio of female managers (from15.4% in FY2020 to 16.1% in FY2021).

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Overview

Priority Area

SupplyChain

Governance

1.2 ｜ CSR Management

Priority Issues

Major Targets for FY2021

Major Activities in FY2021*The following targets are all for FY2030.

Strengthen CSR foundations
across the entire supply
chain including factors of
the environment, ethics, andhuman rights.

Improve and maintain
governance structuresby further disseminating
an open, fair and clear
corporate culture.

• Promote sustainable procurement.

• Resubmitted “Requests to Suppliers”
to procurement suppliers in Japan andother countries and collected receipts
from 216 companies.
• Revised items in self-check to be
conducted by suppliers.

• Improve compliance awarenessacross the entire global Group andreinforce risk management.

• Revised the Corporate Governance
Guidelines.
• Established Regulations on Global
Classified Information Management
and Regulations on Global Personal
Information Management.
• Conducted employee training programs
for fraud prevention, measuresagainst cyberattacks and private data
management.
• Conducted a training program for
employees working in the global
healthcare business, in accordance with
the Fujifilm Group Global Healthcare
Code of Conduct established in 2020.

SVP 2030 Priority Issues and Relevant Parties

Priority Area

Environment

HealthDaily Life

Work Style

Supply Chain

Governance

Priority Issues
1. Address climate change
2. Promote recycling of resources
3. Address energy issues toward adecarbonized society
4. Ensure product and chemicalsafety.
1. Fulfill unmet medical needs.
2. Improve accessibilities to medical
services.
3. Contribute to identifying diseases
at an early stage.
4. Contribute to health promotion andbeauty.
5. Promote management of a healthy
workplace.
1. Contribute to creating a safe andsecure society.
2. Contribute to enriching humanity
and relationships between people.
1. Create environments that lead tomotivated workplace (provision ofsolution services).
2. Develop and utilize diverse humanresources.
Strengthen CSR foundations acrossthe entire supply chain including
factors of the environment, ethics,
and human rights.
Improve and maintain governancestructures by further disseminating an
open, fair and clear corporate culture.

Solving
ConsideringSocial Issues Society and thethrough
Environment inBusiness
Our Business
Activities
Processes

Relevant Segments/Parties

●
●
●

●
●

Healthcare
Materials
Business Innovation●●

Imaging●●

Healthcare
Healthcare●

Healthcare●

Healthcare●

Healthcare (Internal)●

Materials●

Imaging●●

Business Innovation●

Business Innovation (Internal)
Supplies (+ Entire Group)

Entire Group (+ Supplies)

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Overview

1.2 ｜ CSR Management

1.2.6 T he CSR Plan of the Fujifilm
Group Sustainable Value Plan
2030 (SVP 2030)

Realization ofa Sustainable Society

Value from Innovation

The Fujifilm Group announced its Sustainable Value
Plan 2030 (SVP 2030) in August 2017. For the growing
social issues such as climate change, we revised targets
upward and added new targets for fiscal 2019 and fiscal
2021, in view of the urgency.
SVP 2030 sets itself apart from previous mediumterm CSR plans in characteristically targeting fiscal
2030 as its long-term goal, and is expected to lay thefoundations of the Group’s business management
strategies for sustainable growth.
Under SVP 2030, the Fujifilm Group will introduce
further measures to resolve social issues through ourbusiness activities, including the launch of innovative
products, technologies and services, in our aim todevelop into a company that can make a greater
contribution to creating a sustainable society.

Sustainable Value Plan 2030

Environment
HealthDaily Life
Work Style
Supply Chain

Governance
Healthcare

Imaging
Materials

Ch

ar t

BusinessInnovation

B usines s S e gme nts

uc
er foCorporate Philosophy / Vision Condfr Cor poorate Behavior / Codet

Corpor ate Basis

1. S
 VP2030 Priority Areas and Priority Issues(Materiality)

Resolving social issues
through businessactivities
Contribution(Opportunities)

Considering society andthe environment in ourbusiness processes
Impact(Risks)1. Address climate change
2. Promote recycling of resources
3. Address energy issues toward a decarbonizedsociety
4. Ensure product and chemical safety

●
●
●

●
●

●

●

1. Fullfill unmet medical needs
2. Improve accessibility to medical services
3. Contribute to early disease detection
4. Contribute to health promotion and beauty
5. Promote management of a healthy workplace

●
●
●
●

1. Contribute to creating a safe and securesociety
2. Contribute to enriching humanity andrelationships between people●

Daily Life

Work Style

1. Create environments that lead to a motivatedworkplace (provision of solution services)
2. Develop and utilize diverse human resources●

Environment

HealthGoals in the SDGs

● (Employees)●● (Employees)● (Employees)

Basis of Business Activities

Supply Chain

Strengthen CSR foundations across the entire supply chain including factors of the environment,
ethics, and human rights

GovernanceImprove and maintain governance structures by further disseminating an open, fair and clear corporate culture

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Overview

1.2 ｜ CSR Management

2. Relationship between CSR plan and management plan
Our CSR plan SVP 2030 toward fiscal 2030 is our targets for contributing to building a sustainable society along with SDG’s.
Our Medium-Term Management Plan VISION 2023 sets out the concrete business strategies to achieve these targets.
Themes That Are Significantly Related with our Business in the Priority Issues of SVP 2030
Item

CSR Priority Issue 1

CSR Priority Issue 2

CSR Priority Issue 3

Material Issues

Resolving social issues in the areaof Health

Resolving social issues in the area ofDaily Life

Resolving social issues in the area ofWork Style

Health, a priority issue in our CSR
plan SVP 2030, matches activities
aimed at the business targets forhealthcare, a priority business inthe medium-term management
plan VISION 2023. In addition, thepriority issue of “Health” in SVP 2030
includes activities aimed at improving
the health of our employees. In otherwords, it is aimed at resolving social
issues regarding health and also at
health management in the Group.

Daily Life, a priority issue in our CSR
plan SVP 2030, matches activities
aimed at the business targets for“Materials” and “Imaging” thatare priority business operationsin the medium-term management
plan VISION 2023. In the Materials
segment, actions are aimed atcreating a better social infrastructure
specified as Goal 9 among the
SDGs. In Imaging, actions are aimed
at achieving the wellbeing thatsociety needs.

Work Style, a priority issue in our
CSR plan SVP 2030, matches
activities aimed at the businesstargets for Business Innovation, apriority business in the medium-term
management plan VISION 2023. In
addition, Work Style in SVP 2030
is also designed to achieve a more
efficient work style for our employees
through various programs. In otherwords, it is aimed at work stylereform through the whole of society,including the Fujifilm Group.

Revenue, profit & risks

Sales, profit & risks

Sales, profit & risks• Reducing medical disparities andbuilding a healthy society throughglobal availability of leading-edge
products and services in all of theareas, prevention, diagnosis andtreatment.
• Addressing environmental issues inall of our business operations andestablishing CO2 reduction targets
in each segment in recognition of
the urgency of climate change as a
global issue and of activities aimed
at creating a decarbonized society
as a criterion in participating in
global business.

• Contributing to the creation ofa safe and secure society amid
advances in digital transformation,
through the development andsupply of cutting-edge functional
materials.
• Addressing environmental issues inall of our business operations andestablishing CO2 reduction targets
in each segment in recognition of
the urgency of climate change as a
global issue and of activities aimed
at creating a decarbonized society
as a criterion in participating in
global business.

• Contributing to socialtransformation that provides
fulfillment in work for everyone, by
making available on a global scale
products and solutions services
that bring greater productivity andstimulate greater creativity.
• Addressing environmental issues inall of our business operations andestablishing CO2 reduction targets
in each segment in recognition of
the urgency of climate change as a
global issue and of activities aimed
at creating a decarbonized society
as a criterion in participating in
global business.

[Health]• Improving access to medical
services by using medical AI
technologies to introduce our
products and services to all 196
countries and regions in the world
by fiscal 2030.
• Index: 100 countries by FY2023,
196 countries by FY2030• (VISION 2023) Healthcare segment
targets: FY2023 Revenue: 860
billion yen, operating income:103 billion yen, ratio of operating
income: 12.0%, CO2 emissions bysegment compared to the FY2013
level: 15% reduction[Daily Life]By FY2030, we aim to contribute toachieving the targets below:• (1) Developing technologies
for products and services andpromoting their greater use tocontribute to the developmentof an ICT, and (2) Contributing tocreating a safe and secure society
by improving safety in social
infrastructure through diagnostic
services for buildings, etc.
• Contributing to enriching humanity
and relationships between people
by making people’s lives peacefulthrough photographic and video
records and photographic productsthat preserve memories.
• (VISION2023) Materials segment
targets: FY2023 Revenue: 720
billion yen, operating income:95 billion yen, ratio of operating
income: 13.2%, CO2 emissions bysegment compared to the FY2013
level: 33% reduction• (VISION2023) Imaging segment
targets: FY2023 Revenue: 300
billion yen, operating income:25 billion yen, ratio of operating
income: 8.3%, CO2 emissions bysegment compared to the FY2013
level: 52% reduction[Work Style]• Offering 50 million people work
styles that support employee
productivity and creativity throughsolutions services that bringinnovation to our business by fiscal2030.
• (VISION 2023) Business Innovation
segment targets: FY2023 Revenue:
820 billion yen, Operating income:82 billion yen, ratio of operating
income: 10%, CO2 emissions bysegment compared to the FY2013
level: 55% reduction

Relations toBusiness

Business
ImpactBusiness
Strategies

Long-Term
Target/Index

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Overview

Item

1.2 ｜ CSR Management

CSR Priority Issue 1

Target Year

Executive
Remuneration

CSR Priority Issue 2

CSR Priority Issue 3

FY2023, FY2030

FY2023, FY2030

FY2023, FY2030• Overview of share-based
remuneration plan for executive
officers responsible for Healthcare
segment in 2.1.7 of this report.
• Performance Share Unit Plan
(Evaluated according to the level ofachievement of indicators such as
consolidated revenue, consolidated
operating income and ROIC, ESG
indicator, etc.)• Overview of share-based
remuneration plan for executive
officers responsible for Materials
and Imaging segments in 2.1.7 ofthis report.
• Performance Share Unit Plan
(Evaluated according to the level ofachievement of indicators such as
consolidated revenue, consolidated
operating income and ROIC, ESG
indicator, etc.)• Overview of share-based
remuneration plan for executive
officers responsible for Business
Innovation segment in 2.1.7 of thisreport.
• Performance Share Unit Plan
(Evaluated according to the level ofachievement of indicators such as
consolidated revenue, consolidated
operating income and ROIC, ESG
indicator, etc.)

https://holdings.fujifilm.com/en/about/governance/compensation

https://holdings.fujifilm.com/en/about/governance/compensation

https://holdings.fujifilm.com/en/about/governance/compensation

1.2.7 Communication with Stakeholders
Companies conduct their activities while interacting and maintaining
relations with a wide variety of stakeholders, and it is important to listen
carefully to their various views and expectations. At the Fujifilm Group,
we ensure that we make appropriate information disclosures as well asverifying, at various opportunities, whether or not our business activities
are responding to the demands and expectations of all our stakeholders,
and reflecting our findings in our business activities. To ensure that our
stakeholders’ views are reflected in our CSR activities, we also review themin our Sustainability Report.
In addition to opinions relating to our CSR activities as a whole, regarding
a part of priority issues, we conduct individual briefings on the content
of the activities to external parties, to receive their advice and evaluation.
Looking back over our activities and obtaining the views of external parties
in this way provides a good opportunity to reexamine our activities.

Shareholders
andinvestors

Industrial
associations
Governmentorganization
Business
partners

Transaction
partners

Suppliers

Customers

Employees

Fujifilm Group

Futuregenerations

Local
communities

MarketSociety (local and global)

NPOs/NGOs

Environment

The Fujifilm Group’s Communications with Stakeholders
Main Stakeholders

Customers

Employees

Main Issues
and Areas of
Responsibility

We have a diverse range of• Securing the safety andcustomers, from individuals,
quality of products
businesses, corporations to• Design for Environment
government offices, etc., since• Provision of appropriate
we have business deployed all
information on services
over the world, and we offer& products
such a wide lineup of products,• Improvement ofranging from digital cameras andcustomer satisfaction
cosmetics to office printers,levelsmedical systems, medicine, highly• Customer response &functional materials and equipment
supportand materials for graphic arts.

Methods of Communication• Customer Center (contact point for responding toinquiries)

Frequency• Day-to-day• Usability evaluation meetings and monitor surveys• As needed• Customer satisfaction surveys• As needed• Questionnaires at product purchase• Day-to-day• Showrooms, exhibitions• As needed• Holding seminars• As needed• Websites and social media• As needed• Providing opportunities for dialogue with top
management• As needed

Employees working for the Fujifilm• Ensuring occupational
Group total approx. 75,000• Personnel management division contact point &health and safetypeople in 280 companies. Regularinterviews• Respect for human
employees are active all over therights• Compliance & Sexual Harassment Helpline
world and their composition by• Utilization and training ofcountry/region is Japan 48 the U.S.
human resources• Regular meetings between the company and labor
10%, Europe 9% and Asia 33% (as• Respect for diversity
unions/Health & Safety Committeeof end-March 2022).
• Intranet; in-house magazines• Day-to-day/
As needed• Day-to-day• As needed• Day-to-day

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Overview

Main Stakeholders

Shareholders& Investors

Transaction
Partners

FutureGenerations& LocalSocieties

Government
Organizations& Industrial
Associations

NGOs &
NPOs

1.2 ｜ CSR Management

Main Issues
and Areas of
Responsibility

FUJIFILM Holdings has 136,325
shareholders, characterized by ahigh proportion of overseas andinstitutional investors. Japanesefinancial institutions account for
32% of our shareholders, while
foreign companies constitute 28%(as of end-March 2022).

• Maintenance andexpansion of corporate
value• Appropriate
redistribution of profits• Timely & appropriate
information disclosure• Measures for Socially
Responsible Investment(SRI)

The Fujifilm Group conducts
transactions worldwide with
suppliers of raw materials andcomponents and retailers of our
products, etc.

• Thoroughimplementation of
fairness & transparency
in transactions• Promotion of CSR
issues in the supply
chain, such as
human rights and theenvironment

The Fujifilm Group has bases inapprox. 40 countries across theworld and conducts its activities
by treating the local culture andcustoms with respect, as well as
putting efforts into educational
support for future generations.

The Fujifilm Group has businesses
in countries all over the world.
Each of these businesses belongs
to several industrial associations
and has active relations withthe respective governmentorganizations, including
participating in collaborations andinformation exchanges, etc.

Methods of Communication• General shareholders meetings/Business reportbriefings/Briefings for investors• Once a year/
4 times a year/
As needed• IR conferences/Individual meetings• As needed• Integrated reports/Shareholder communications• As needed• IR information website• Day-to-day• Contact point (for stakeholders) for responding toinquiries• Day-to-day• Briefings to suppliers (on CSR procurement
including green supply, management of chemical
substances contained, etc.)• As needed• CSR Self-Check (self-audited) and Onsite “Visit and• As needed
Check” by expert team
• Website for exclusive use of transaction partners• Day-to-day• Regular discussions with partners• As needed• Contact point for responding to inquiries (in eachprocurement and sales division)• Day-to-day• Environmental communication meetings/Factory• Contribution activities
tours
which make use of ourmain business strengths • Community volunteer activities• Respecting local• Regular discussions with local governments (cityculture & customs
hall, mayor, community association presidents, etc.)
and environmental
conservation• Contact point (at each factory & office)• Prevention of disasters
and accidents in the• Dispatch of lecturers to the academic organization
workplace& endowed chairs• Educational support forEnvironmental education activities in cooperation•
future generations
with NGOs & NPOs

• Legal compliance• Joint research &development andcooperation in public
policy aimed at theresolution of social
issuesWe are conducting dialogues with • Dialogue, collaborationand support aimed at
NGOs & NPOs who are actively
aiming for a sustainable society, for the resolution of socialand environmental
the resolution of social issues andissuesenvironmental conservation.

Frequency• As needed• As needed• As needed• Day-to-day• As needed• As needed• Participation in various industrial committees• As needed• Participation in the development of industry
guidelines• As needed• Announcement of public comments throughindustry associations• As needed• Joint research & development of government or
industry association• As needed• Proposals aimed at the resolution of social issues• As needed• Obtain views on the Sustainability Report• As needed• Participate in stakeholder dialogue• As needed• Administration committee of Public Trust Fujifilm
Green Fund• As needed• Review meetings on various CSR issues• As needed• Support for disaster area with NPO• As needed

FUJIFILM Holdings Corporation Sustainability Report 2022

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Overview

1.2 ｜ CSR Management

1.2.8 Member Organizations/Third-Party Initiatives
In order to respond to the increasing level of global CSR demands and operate our businesses in an appropriate manner, weparticipate in various initiatives to keep ourselves up to date with global trends.
[Industry Organization]
Japan Business Federation (Keidanren)
Japan Association of Corporate Executives (DOYUKAI)Japan Chemical Industry Association
Japan Electronics and Information Technology Industries Association (JEITA)
Joint Article Management Promotion Consortium (JAMP) —chemSHERPA by JAMP
[Environment]
SBT Initiative (Science Based Targets Initiative)
RE100
TCFD Consortium (Task Force On Climate-Related Financial Disclosures Consortium)
Japan Climate Leaders’ Partnership (Japan-CLP)
Japan Climate Initiative (JCI)
Japan Clean Ocean Material Alliance (CLOMA)
Japan Business Initiative for Biodiversity (JBIB)[ESG]UN Global Compact (UNGC)
Global Compact Network Japan (GCNJ)

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Governance

2.1 ｜ Corporate Governance

2.1 Corporate Governance2.1.1 Basic Approach
The Fujifilm Group aims to contribute to the sustainable growth of society while improving its corporate value through sincere
and fair business activities.
As the foundation to achieve this, we regard corporate governance as a primary issue in our business management. We
also position the Board of Directors as the organization that determines basic Group management policies and strategies andother important matters relating to business execution, as well as supervising the implementation of business affairs.
This idea is clarified in the Corporate Governance Guidelines, which are approved by the Board of Directors.
Corporate Governance Guidelines
https://www.fujifilm.com/files-holdings/en/about/governance/about_governance_ff_governance_guideline_en.pdf
Report on Corporate Governance (Tokyo Stock Exchange)
https://www.fujifilm.com/files-holdings/ja/about/governance/about_governance_ff_ab_2022_003.pdf (in Japanese only)
Our Basic Policy on Internal Control Systems
https://holdings.fujifilm.com/en/about/governance/internal-control
Articles of Incorporation
https://www.fujifilm.com/files-holdings/ja/about/governance/about_governance_ff_irnews_20220629_001j.pdf (in Japanese only)
126th Yuka Shoken Hokokusho (Securities Report)
https://ir.fujifilm.com/ja/investors/ir-materials/securities-reports.html (in Japanese only)
Integrated Report 2021
https://ir.fujifilm.com/en/investors/ir-materials/integrated-report.html* Please refer to 2.1.8 Tax Policy in this report for the Fujifilm Group Tax Policy.

2.1.2 Corporate Governance and Governing Structure
Corporate Governance Structure
Shareholders’ Meeting

Nomination andRemuneration
Advisory Committee

Board of Directors

Audit &
Supervisory Board• Determination of Group management policies and strategies • Decision of importantmatters relating to business execution • Supervision of business execution

Audit & Supervisory
Board Office

Chairman, Representative Director and Board Chairman

Business Execution

Independent
Auditors(Staff of Audit & Supervisory
Board Members)

President and CEO,
Representative Director

ESG Committee* Including compliance risk management

Management Council

M&A Investment Committee
Corporate
Planning DivisionCorporate
Communications Division

Accounting and
Finance Division

Legal Division

ESG Division

Global Audit Division

FUJIFILM Corporation, FUJIFILM Business Innovation Corp. and their Group Campany
Structure of the Board of Directors: 4 independent outside directors, 7 inside directors
Structure of the Audit & Supervisory Board: 2 independent outside auditors, 2 full-time auditors
Structure of the Nomination and Remuneration Advisory Committee: 2 independent outside directors, 1 inside director

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Governance

2.1 ｜ Corporate Governance

Auditing structure
To improve corporate governance, we are working on interactive coordination among internal audits by the internal audit
division, auditor’s audits and financial audits by an independent audit corporation (including internal control audits for financial
reports).
As of end of June 2022, the Audit & Supervisory Board consists of 4 members, of which 2 (50%) are outside auditors. Oneof the 2 current outside auditors is a certified public accountant with extensive experience and knowledge of global business
management and specialized knowledge of accounting and financial affairs. The other outside auditor is a qualified lawyer
with a career as a public prosecutor and extensive experience in law, as well as knowledge of and experience in the field ofcompliance.
Each auditor attends the Board of Directors meetings and the full-time auditors always attend the management meetingsand engage in regular exchanges of views with the representative director. The full-time auditors also receive regular audit
reports from the internal audit division and independent audit corporation. They submit reports also to external auditors at the
Audit & Supervisory Board meetings held on a monthly basis and engage in exchanges of opinion.
The internal auditing departments consist of the Global Auditing Division currently made up of 56 members who are
independent of our business execution divisions, and is responsible for evaluating and inspecting the appropriateness ofbusiness operations across the entire Group.
An independent audit corporation has been selected for a comprehensive study into factors such as quality control,
independence and expertise of audit teams, audit compensation and organization capability for a comprehensive audit ofour global activities as a whole. After selection, auditors and Audit & Supervisory Board confirm it is good through regular
evaluations.

2.1.3 Independence of Outside Directors
There are 11 directors as of the end of June 2022, 4 of which are independent outside directors (36% of the board). Outside
Directors observe the Board of Directors’ decision making and its processes objectively to judge and discuss their rationality
from a perspective of increasing corporate value considering the benefit of stakeholders including minority shareholders. They
are playing role of contribution to ensure validity and appropriateness of Board decision making.
Outside directors and outside Audit & Supervisory Board members of FUJIFILM Holdings Corporation are deemed to be
independent when none of the following conditions apply:
Criteria for Independence of Outside Directors and Outside Audit & Supervisory Board Members
https://www.fujifilmholdings.com/en/about/governance/officers/index.html

2.1.4 Diversity among Directors
Director candidates are selected giving overall consideration including diversity of the Board of Directors, to enable exchangeof opinions from the diverse perspectives of all Directors along with free and open deliberation no distinction between race,
ethnic group, nationality, gender, or age, to their personality and acumen, wealth of professional experience, international
business experience, depth of insight into the Fujifilm Group’s business and management environment, ability to analyze andjudge matters objectively and such.
Outside Director candidates in addition to the selection criteria of the Directors candidate, are selected giving overall
consideration to their having sufficient acumen and wealth of professional experience for supervising management fromindependent perspective, high level of expertise in fields such as corporate management, finance, and accounting, and law
and experience regarding Fujifilm business fields, and such. We appointed a female outside director in June 2018. We havealso appointed female directors in the Company since June 2022.

FUJIFILM Holdings Corporation Sustainability Report 2022

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Governance

2.1 ｜ Corporate Governance

Expected Expertise and Experience for Directors and Auditors

Auditors

Directors

No.

As end of June 2022

Experience
ESG
Term
Innovation/
Globalof Priority
Legal/Risk (Environment/
Finance/ofTechnology/
Management Business andSocial/Accounting Management
OfficeDX
Industry
Governance)

Name

1

Kenji Sukeno

9

○

○

2

Teiichi Goto

4

○

○

○

3

Takashi Iwasaki

4

○

○

○

4

Takatoshi Ishikawa

3

○

○

○

5

Masayuki Higuchi

1

○

○

6

Kunitaro Kitamura

Outside5○

7

Makiko Eda

Outside,female4○○

8

Naoki Hama

New

○

○

9

Chisato Yoshizawa

FemaleNew

10 Tsuyoshi Nagano

OutsideNew○

11 Ikuro Sugawara

OutsideNew○

Nobuo Hanada-

Motoko Kawasaki

Female1-

Masataka Mitsuhashi Outside

3-

Tatsuya Inagawa

2Outside

○
○

○

○

○

○
○

○

○
○

○

○

○

○

○

○

○

○

2

-

○

○
○

○

○

○
○

○

* Indicates the best four items for Director and Auditor. This table does not show all the knowledge and experience each Director and Auditor has.
* The average term of office for a director is 2.7 years.

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Governance

2.1 ｜ Corporate Governance2.1.5 Effectiveness of Directors and Auditors
Attendance Status for the Board and Audit & Supervisory Board Meeting (between April 1, 2021 and March 31, 2022)

Name

Held

Rate

(21)

2

2

100%

9

14

14

100%

Teiichi Goto

4

14

14

100%

Kouichi Tamai

12

14

14

100%

Takashi Iwasaki

4

14

14

100%

Takatoshi Ishikawa

3

14

14

100%

Junji Okada

4

14

14

100%

Masayuki Higuchi

1

12

12

100%

Kenji Sukeno

Directors

Audit & Supervisory Board Meeting(No. held: 17)

Attendance
Shigetaka Komori

Auditors

Board Meeting(No. held: 14)

Term of
OfficeChair

Attendance

Held

Rate

Tatsuo Kawada

Outside

5

13

14

93%

Kunitaro Kitamura

Outside

5

14

14

100%

Makiko Eda

OutsideFemale

4

14

14

100%

Takashi Shimada

Outside

(1)

6

6

100%

Kazuya Mishima

(4)

2

2

100%

4

4

100%

Nobuo Hanada

2

14

14

100%

17

17

100%

Motoko Kawasaki

Female

1

12

12

100%

13

13

100%

Masataka Mitsuhashi

Outside

3

14

14

100%

17

17

100%

Tatsuya Inagawa

Outside

2

14

14

100%

17

17

100%

* Term of office of a director: one year/Term of office of an auditor: four years maximum* The average term of office for a director is 6.7 years (As of March 31, 2022).
* The appointment of Mr. Masayuki Higuchi as Director and the resignation of Mr. Shigetaka Komori were on June 29, 2021. The resignation of Mr.
Takashi Shimada was on September 30, 2021.
* The appointment of Ms. Motoko Kawasaki as auditor and the resignation of Mr. Kazuya Mishima took place on June 29, 2021.

2.1.6 The Evaluation of the Effectiveness of the Board of Directors
In October 2015, we formulated and published the FUJIFILM Holdings Corporation Corporate Governance Guidelines(“Guidelines”) considering the appropriate implementation of the corporate governance fundamental as the basis upon which
FUJIFILM group can achieve the sustainable growth and the increase of the corporate value of FUJIFILM group companies,
and the contribution to the sustainable development of society. We revised the Guidelines considering the revision of Corporate
Governance of Japan Exchange Group and our implementation of countermeasures to enhance corporate governanceafterwards.
The Guidelines stipulate the roles and duties of the Board of Directors (“BoD”), as follows: (i) to decide on basic management
policies, strategies and important matters related to business execution; (ii) to supervise the business execution. In accordancewith the Guidelines, the BoD conducts a self-evaluation of the effectiveness of itself on an annual basis, and publishes asummary of its outcome. For the purpose of securing transparency and objectivity, a part of the questionnaire making and theevaluation analysis has been consigned to a third party agency on a regular basis since the one published in April 2020.
Here is the summary of the outcome of the evaluation which we have recently conducted.

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Governance

2.1 ｜ Corporate Governance

1. Method of the evaluation
Evaluated Board Meetings:
Evaluators:
Survey Execution Period:

The Board Meetings held in the CY 2021 (12 in total)
All of the Directors and Audit & Supervisory Board Members, who were in office as of the endof December 2021 (14 in total)
January through March, 2022

[Outline]
Evaluation point• The improvement status from last year
• The decision of management basic policies, management strategies and the deliberation of propositions about the decisionand supervision of the important business execution• The composition, the deliberation and the administration of the BoD
Evaluation method• After answering questionnaire, individual interviews are carried out based on the result of the questionnaire and reported
to the BoD for discussion.

2. Results of the evaluation and analysis
We evaluate our company’s BoD to be fully effective.
• The BoD fully performs its roles and duties; in the making of decisions on basic management policies, management
strategies, and in the making of decisions on, and the supervision of, important business execution, there are no majordifferences in the factors and perspectives that the Directors and Audit & Supervisory Board Members place importanceon, and the BoD engages in much discussion.
• The roles and duties of the BoD are enhanced with the introduction of deliberations on important M&A activities at theinitial feasibility review stage, periodic reporting on PMI progress, and deliberations on medium- and long-term issues(decarbonization).
• In addition to careful advance preparation, such as explanations of proposals to Outside Officers, the new Chairman’s
management of the agenda has further promoted free and active discussions, and further improved the quality ofdeliberations.

3. Measures for enhancement of effectivenessBased on the result of the evaluation, we will continue our efforts to further enhance the deliberation and effectiveness of the
BoD by taking the following measures.
• We will increase opportunities to exchange views and discuss medium- and long-term issues such as sustainability, social
value enhancement measures, DX strategies, and human resources strategies.
• In order to further improve the quality of deliberations by the BoD, we will further enhance the provision of information on
the background of proposals and the process of internal discussions.
• In order for the BoD to fulfill its expected roles and duties, we will provide opportunities for the Directors and Audit &Supervisory Board Members to acquire necessary knowledge and broaden their insights.
• We will further improve the efficiency and enhancement of the management of the BoD by measures such as holding
flexible BoD meetings and pre-briefing sessions and by providing effective explanations of proposals, through the effective
use of the online conference platform.
The Evaluation of the Effectiveness of the Board of Directors

https://holdings.fujifilm.com/en/about/governance/board-of-directors

2.1.7 Executive Remuneration
1. Remuneration decision process• The total (upper limit) of the remuneration for either a director or an auditor is determined at the shareholders’ meeting.
• The remuneration of each director is determined by a resolution at a board meeting in accordance with the structure of the
remuneration and evaluation system discussed in the Nomination and Remuneration Advisory Committee as an advisoryorganization to the Board of Director. The remuneration of each auditor is determined through discussions by the auditors.

2. Remuneration structure linked to business performance• Remuneration for directors other than external directors consists of a fixed remuneration determined according to position
and responsibilities, a performance-linked remuneration that fluctuates with business performance and a Restricted ShareFUJIFILM Holdings Corporation Sustainability Report 2022

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Governance

•
•
•

•

•

2.1 ｜ Corporate Governance

Based Remuneration Plan. The performance-linked remuneration consists of a short-term performance-linked remuneration
and a medium-term performance-linked share-based remuneration (Performance Share Unit Plan). The allocation ratio
among fixed remuneration, performance-linked remuneration and Restricted Share-Based Remuneration Plan shall be
55%, 15% (10% for the short-term performance-linked remuneration and 5% for the performance share unit plan) and 30%.
The remuneration amounts are determined in accordance with each director’s position and performance evaluation.
Remuneration for outside directors and auditors consists of a fixed remuneration only, due to the nature of their role and tomaintain their independence.
Fixed remuneration is determined by job position and responsibilities and is paid on a regular basis.
Short-term performance-linked remuneration is determined according to consolidated revenue and consolidated operating
income as single-year performance-linked indicators. Payment of the remuneration fluctuates within the range of 0% to
150%, based on a comparison with the level of target achievement for the indicators and business performance for theprevious fiscal year.
Performance Share Unit Plan is adjusted within the range of 0% to 150% vis-à-vis the basic number of shares paid out,in accordance with the medium-term management plan indicators of consolidated revenue and consolidated operating
income and the achievement rate for ROIC and ESG indicators, etc. The number of the Company’s shares of common
stock equating to 50% of that adjusted number and the cash equivalent of the stock price of the same number of theCompany’s shares of common stock at time of delivery shall be delivered or paid. The basic number of shares paid
according to position is specified in the regulations regarding the medium-term performance-linked share remuneration andis decided by the Board of Directors. The payout is made after finalization of business performance.
It must be noted also that the ESG indicator reflects the performance rate in CO2 emissions vis-à-vis the reduction target.
Restricted Share-based Remuneration Plan grants monetary remuneration receivables to the eligible directors for the
purpose of allotting restricted shares, in principle, every fiscal year, and the eligible directors hold these shares by having
them contribute all of these monetary remuneration receivables in kind. The restricted share-based remuneration is supplied
according to the position of the director. The number of shares allotted is specified in the regulations regarding the restricted
share-based share remuneration plan, decided by the Board of Directors and granted during a specified period of timeeach year.

3. Nomination and Remuneration Advisory Committee
The Nomination and Remuneration Advisory Committee is to be established as an advisory organization to the Board of
Directors and is to consist of 3 members, two outside directors appointed by a resolution of the Board and one inside director,
with one outside director appointed as chairperson. The Committee normally convenes more than once a year to deliberateon CEO succession plan and the basic policies and procedures for director remuneration and reports its deliberations to theBoard of Directors.
The principal activities of the Committee during the current fiscal year are as follows.
• Deliberations regarding the introduction of a new share-based remuneration plan
• Report of performance results for fiscal 2020 director bonuses• Report of share remuneration allotment for the new share-based remuneration plan
• Deliberations on the fiscal 2021 director remuneration (evaluation and amount)• Deliberations on the addition of the ESG indicator (CO2 emissions performance rate against the target) as KPI (keyperformance indicator) in the Performance Share Unit Plan
• Partial review of the decision-making policy on remuneration and other matters for each director
The Evaluation of the Effectiveness of the Board of Directors

https://holdings.fujifilm.com/en/about/governance/board-of-directors

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Governance

2.1 ｜ Corporate Governance

Remuneration for Each Director (FY2021)
Total Amount by Type of Remuneration, Etc.
(million yen)

Performance-linked Remuneration, Etc.
Name

Category

Company

Non-performance-linked
Remuneration, Etc.

Total
Non-monetary
Amount ofMonetaryNon-monetary
Monetary Remuneration Remuneration,
Remuneration Remuneration, Etc. Remuneration,
Etc.
Etc.
Short-term
Restricted
PerformanceFixed
Stock
Performance Share Units
Share-based
linkedRemuneration
OptionRemuneration
Remuneration

Directors
Kenji
SukenoTeiichi
Goto

KouichiTamai

TakashiIwasaki

FUJIFILM Holdings
Corporation

Directors FUJIFILM Corporation
Directors

FUJIFILM Business
Innovation Corp.

16

−

−

92

74

97

281

9

−

−

28

14

19

72

−

−

−

9

−

−

9

Total

363

FUJIFILM Holdings
Directors
Corporation

11

6

8

87

81

14

210

Directors FUJIFILM Corporation

11

1

1

37

13

26

92

FUJIFILM BusinessDirectors
Innovation Corp.

−

−

−

7

−

−

7

Total

310

Directors

FUJIFILM Holdings
Corporation

0

0

0

19

9

39

71

Directors

FUJIFILM Business
Innovation Corp.

12

−

−

95

40

−

148

Total

219

FUJIFILM Holdings
Directors
Corporation

9

0

0

37

3

14

65

FUJIFILM Business
Innovation Corp.

9

3

3

36

47

33

133

Total

198

Directors

FUJIFILM Holdings
Directors
Corporation

Takatoshi
Ishikawa Directors FUJIFILM Corporation

Junji
Okada

(million yen)

−

0

0

11

3

14

30

20

3

3

62

47

33

170

Total

200

FUJIFILM Holdings
Directors
Corporation

−

0

0

13

3

14

31

Directors FUJIFILM Corporation

13

2

3

44

40

14

119

FUJIFILM Toyama
Directors
Chemical Co., Ltd.

−

−

−

4

−

−

4

Total

154

FUJIFILM Holdings
Directors
Corporation
Masayuki Directors FUJIFILM Corporation
Higuchi
FUJIFILM BusinessDirectors
Innovation Corp.

2

0

0

22

3

−

29

2

1

2

22

28

−

57

−

−

−

6

−

−

6

Total

93

* The chart shows information limited to directors (excluding directors who resigned in the relevant fiscal year and outside directors).
* Any fraction in the amounts above have been rounded down to the nearest single unit.
* With the introduction of the Performance Share Unit Plan and Restricted Share Remuneration Plan based on a resolution at the 125th Ordinary
General Meeting of Shareholders held on June 29, 2021, the stock option-based remuneration system has been abolished as of the conclusion of
the said general shareholders meeting.
* For further details, please refer to the 126th Yuka Shoken Hokokusho (Securities Report).
https://ir.fujifilm.com/ja/investors/ir-materials/securities-reports.html (in Japanese only)

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Governance

2.1 ｜ Corporate Governance

The Number and Amount of Remuneration Paid to Executive Officers (FY2021)
Total Amount by Type of Remuneration, Etc.
(million yen)

Performance-linked Remuneration, Etc.
Category

Non-performance-linked Remuneration,
Etc.

Non-monetaryNon-monetary
Number Monetary Remuneration Remuneration, Monetary
Remuneration
Remuneration, Etc.
Etc.
Short-term
Restricted
PerformanceFixed
Stock
Performance Share Units
Share-based
linkedRemuneration
OptionRemuneration
Remuneration
51
(ー)

8
(8)

9
(9)

309
(154)

ー

42
(42)
55
(55)
407
(252)

Directors(excluding outside directors)

8

Auditors(excluding outside auditors)

3(ー)Outside Executive Officer

6

(ー)

(ー)

(ー)

Total

17

51
(ー)

8
(8)

9
(9)

ー
ー

ー

(ー)
ー

(ー)
ー

179
(179)
ー

(ー)
ー

Total Amount of
Remuneration,
Etc.
(million yen)

389
(389)

947
(741)

ー

42
(42)
55
(55)
1,046
(839)

(ー)
ー

(ー)

(ー)

179
(179)

389
(389)

* Any fraction in the amounts above have been rounded down to the nearest single unit.
* The amounts above show amounts paid to executive officers/directors as the total of compensation as employee and stock option expenses.
* The remuneration for executive officers is written in ( ).
* The numbers of directors, auditors and outside executive officers include each person who resigned in the relevant fiscal year.
* With the introduction of the Performance Share Unit Plan and Restricted Share Remuneration Plan based on a resolution at the 125th Ordinary
General Meeting of Shareholders held on June 29, 2021, the stock option-based remuneration system has been abolished as of the conclusion of
the said general shareholders meeting.
* For further details, please refer to the 126th Yuka Shoken Hokokusho (Securities Report).
https://ir.fujifilm.com/ja/investors/ir-materials/securities-reports.html (in Japanese only)

2.1.8 Tax Policy
Fujifilm Group Tax Policy
1. In line with its Code of Conduct, which advocates an “Open, Fair and Clear” corporate culture, the Fujifilm Groupshall comply with taxation laws of countries around the world, international taxation regulations and the spiritof such laws and regulations. The Group shall make payment of all required taxes by all specified dates in all
countries in which it operates
2. The Fujifilm Group shall thoroughly examine the contents of all business transactions in advance from theperspective of tax, receive advice from competent tax advisors if and when required, and implement reportingand preliminary approval processes for important tax matters in accordance with internal regulations in order tomaintain and improve governance on tax affairs
3. The Fujifilm Group shall maintain trusting relations with tax authorities, and give full consideration to, and if deemednecessary, shall proceed with its application for the Advance Pricing Agreement, so as to avert any lack oftransparency in tax affairs
4. The Fujifilm Group shall actively utilize beneficial tax treatment in countries in which it operates while complying
with their legislative intent in order to maximize consolidated cash flow. The Group shall not engage in tax planningor use tax havens for the sole purpose of obtaining tax benefits.

Control of tax matters
Based on the “Fujifilm Group Tax Policy,” the Fujifilm Group pays taxes in a timely and appropriate manner to the countries
where it operates, and strives to maintain and improve tax governance.
We do not recognize any serious issue concerning tax-related risks at this moment.
• The director responsible for managing the accounting departments takes responsibility for execution of tax processing
and instructions, and the creation of financial statements. Note that the financial statements are audited by an independent
audit corporation.
• With the recognition that each auditor is an independent authority to form an overall corporate governance system, theauditors closely examine the directors’ business fully adhering to the auditing standards specified by the Audit & Supervisory
Board, as well as the company’s auditing policies and plans.
126th Yuka Shoken Hokokusho (Securities Report)
https://ir.fujifilm.com/ja/investors/ir-materials/securities-reports.html (in Japanese only)
FUJIFILM Holdings Corporation Sustainability Report 2022

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Governance

2.2 ｜ Compliance and Risk Management

2.2 Compliance and Risk Management
2.2.1 Basic Approach
The Fujifilm Group defines “compliance” as “not only to pursue the law but to behave correctly within the framework of common
sense and ethics.” Moreover, we think the compliance and the risk are two sides of the coin, as the lack of complianceawareness among employees would lead to grow the possible corporate risk. For this reason, we are promoting complianceand risk management.

2.2.2 History of the Measures Implemented for Compliance and Risk Management
Establishment and reinforcement of foundation at each company
1995-2005• Formulation of a Code of Conduct for employees• Establishment of responsible organization (committee)• Opening of a helpline and whistle-blowing office• Start raising employees’ Awareness, education, and monitoring through awareness surveys and briefings sessions

Establishment and reinforcement of foundation for the entire Fujifilm Group
2006-2008• Establishment of FUJIFILM Holdings CSR Committee• Expansion of initiative to Group companies outside of Japan• Revision of Group’s Corporate Philosophy and Charter for Corporate Behavior , and formulation of Vision and code of
Conduct and raising awareness

Addressing new priority issues
2009-2013• Introduction of anti-corruption regulations• Review of Group-wide risk issues related to natural disasters, such as large earthquake or possible eruption of Mt.
Fuji• Establishment of a system to ensure no relations with anti-social forces• Introduction of information security regulations and guidelines etc.

Further activity promotion toward Sustainable Value Plan 2016 targets
2014-2016• Review and clarification of major risks for the Fujifilm Group• Strengthening measures to raise awareness on existing rules and regulations etc.

Strengthening Corporate Governance as the Fujifilm Group2017-2019• Compliance education for all Employees and distribution of CEO message concerning the inappropriate accounting
issue• Establishment of whistle-blowing system to report directly to FUJIFILM Holdings• Revision of the Charter for Corporate Behavior and the Code of Conduct• Establishment of FUJIFILM Holdings ESG Committee reorganized from CSR committee

Strengthening compliance and risk management organizations and reinforcement of activities
2020-2021• Consolidation and reorganization of compliance and risk management organizations at FUJIFILM Corporation and
FUJIFILM Business Innovation Corp. under Fujifilm Holdings Corporation• Consolidation and integration of various policies and domestic whistle-blowing systems of the two corporations• Establishment of Fujifilm Group Global Healthcare Code of Conduct• Update of message from the president regarding the Fujifilm Group Charter for Corporate Behavior and Code of
Conduct.

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2.2.3 Compliance and Risk Management Promotion Structure
Fujifilm Group Compliance and Risk Management System
Fujifilm Holdings Corporation
Board of Directors
Supervise

Report

ESG Committee (Chairperson: President)
Approve, Direct

ReportFUJIFILM Holdings ESG Division(ESG Committee Secretariat)
Approve, Direct

ReportApprove, Direct

ReportFUJIFILM Corporation

FUJIFILM Business Innovation Corp.

FUJIFILM Corporation ESG Division
Compliance & Risk Management Division

FUJIFILM Business Innovation Corp.
Compliance & Risk Management Division

DirectReportFujifilm Group Companies(including shared service company under FUJIFILM Holdings)

Risk Management Officer: President
Risk Manager

DirectReportFUJIFILM Business Innovation Group Companies
Risk Management Committee
Chairperson: President

The Fujifilm Group appoints officers in charge of compliance and risk management at each of its operating companies andgroup companies, and implements a variety of measures to penetrate the spirit of an “open, fair and clear” corporate culture
throughout the Group. Status on implementation of these measures is reported regularly from each company to the ESG
Committee of FUJIFILM Holdings via the ESG Division, and from the ESG committee to the Board of Directors. The Boardof Directors is responsible for supervising compliance and risk management for the entire Group. The Board also provides
direction and advice on the report from the ESG Committee to assure the effectiveness of the processes.

2.2.4 Risk Management
The Fujifilm Group employs Risk Management Regulations that specify the group-wide basic policy and risk management
system. Based on these regulations, we identify the tasks required to counter various risks related to our business and are
fully prepared to make appropriate responses in the event of a critical incident. We particularly aim to reinforce everyday risk
prevention activities. Every year, all group companies identify particular risks and develop action plans concerning identified
risks using the procedures described below.

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1. Risk Extraction and Process for Establishing an Action Plan
Each company must clarify risks from the 16 viewpoints to the right, assess each risk taking
account Risk Items of probability of occurrence and scale of impact on business management,
and create an action plan. The company then reports the results to the risk management divisionof the operating company to which the reporting company belongs.

Based on the submitted report, the operating company identifies the major risks for each operatingcompany and report the results to the FUJIFILM Holdings ESG Committee (Chair person,
President).

The ESG Committee at FUJIFILM Holdings responsible for supervising all operating companies
deliberates on and acknowledges priority risk issues for the year.

The secretariat of the ESG Committee reports the priority risk issues for the year to the Board of
Directors.

Risk items(1) Impact of economic changes and foreignexchange fluctuations on businessperformance(2) Environmental changes and competitionin each business field(3) Manufacturing activities(4) Product quality & product liability(5) Medical business and regenerative
medicine business(6) Logistics(7) Patents and other intellectual property
rights(8) M&A, business partnerships, etc.
(9) Human resources recruitment(10) Internal control (including prevention of
fraud and misconduct)(11) Information systems (including
information security and privacy
protection)(12) Public regulations(13) Environmental regulations(14) Climate change(15) Large-scale disasters(16) Pandemic of COVID-19

2. Priority risks in FY2021
Please refer to the 126th Yuka Shoken Hokokusho (Securities Report) for risk issues not listed below.
Risk Item

Reason for Selection

Countermeasures

Information security

Rise in information security risks due to growth ofsophisticated cyberattacks on a global scale, digitizationin the Fujifilm Group (promoting DX, developing smart
factories, etc.), increase in major technical data inhealthcare, etc.

Healthcare-related

Growth in the scale of the healthcare business of Fujifilm
Group, FCPA violations by Japanese businesses,
amendments to Japan’s Pharmaceutical Affairs Law, etc.,
raises the demand for more rigorous ethical behavior,transparency and fairness.

Large-scale natural disasters

Possibility of a greater Tokyo earthquake and a Nankai
Trough earthquake; increase in abnormal meteorologicalphenomena and natural disasters

Fraud and misconduct

Although the number of risk reports are on the decline,
stronger risk management and continued risk training arenecessary.

Chemical substancemanagement

Recent reinforcement of regulations in the US and China

Export and import control

Need to respond to changes in the international situationand changes in laws and regulations in the US and othercountries.

Human rights and harassment

Action must be taken with the global supply chain,
particularly the human rights of employees of overseas
suppliers.

Product safety and productliability

Rise in risks with the market expanding into developing
countries; expansion of regulations in those countries

Environment

Enhancement of regulations to mitigate climate change;
growing demand for decarbonized products

Occupational safety

Growing awareness of occupational health and safety;
expansion of the business that handles biological materials

Personal information protection

Security control reinforced with implementation of stronger
regulatory control on a global scale and amendment of the
Act on the Protection of Personal Information of Japan in2022.

• Improvements tointernal rules and risk
management systems• Thoroughimplementation oftraining in various fields

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3. Response to crisis
Any crisis that takes place in a Group company is handled by the Compliance and Risk Management Promotion Structure(described in 2.2.3) and in accordance with our risk management regulations. When found, it is reported to each operatingcompany and ESG Division of FUJIFILM Holdings, and at the same time addressed swiftly to prevent further propagation of therisk. If a potentially critical incident occurs, it is immediately reported to the ESG Committee for assessment and to determine
the response to the issue.
Each operating company supervises the execution of recurrence prevention measures at the Group company in question.
At the same time the operating company shares the incident details and the relevant preventative measures among its Group
companies to avoid recurrence of the same or similar incidents.
Serving as Secretariat, the ESG Division of FUJIFILM Holdings reports incidents received through our operating companies
to the ESG Committee and at the same time takes action to strengthen and promote risk management for the entire Group,
based on the information received.
In the event of a serious incident, reports to the ESG Committee do not only include a summary of the incident, but alsodetailed information. We monitor the effectiveness of risk management in the Group through such information reports from theESG Division to the Directors and Auditors in every quarter.

4. Status for FY2021
In fiscal 2021, no significant crisis cases including legal violations and fines in social economic areas that should be announced
outside the company were confirmed.

2.2.5 Efforts to Promote Compliance
At the Fujifilm Group, the following four steps have been implemented in the PDCA (plan-do-check-act) cycle in the drive tomaintain and increase awareness of employees’ compliance.

Plan

Do

Check

Act

Every year, in addition to the Charterfor Corporate Behavior and Code of
Conduct training, we consider the
points to be strengthened taking
into account of the changes in social
concerns and results of the previous
year’s awareness survey etc. andinclude it in the contents ofeducational measures.

• Education on Charter for
Corporate Behavior and Codeof Conduct, Acquisition of
Declaration of Compliance(every year)• Workplace discussion (every
other year)• Other measures as necessary• Confirming the level ofunderstanding in education,
workplace culture, and theeffects of measures throughawareness surveys• Analyzing trends in thenumber and content of reports
to the whistle-blowing system

The results of awareness surveys
and trends in whistle-blowing areshared throughout the company. In
addition, the complianceawareness of employees and theworkplace culture of eachcompany, we determine the targets
to be strengthened, and consider
and implement countermeasures.

1. Charter for Corporate Behavior and Code of Conduct
In accordance with changes in social conditions and our business operations, the Fujifilm Group has revised its Charter for
Corporate Behavior and Code of Conduct and has disseminated the changes made to its employees.
The employees who violate the Code of Conduct possibly become subject to disciplinary measures depending on thecontent of the violation.
In April 2019, revisions were made from more global perspectives, in response to changes in ways of thinking on corporatesocial responsibility in recent years. To ensure that our employees have an accurate understanding of the revision, the Charterand the Code of Conduct were translated into 23 languages and launched in 24 languages through the entire Group.
Fujifilm Group Charter for Corporate Behavior
https://www.fujifilmholdings.com/en/about/philosophy/conduct/index.html
Fujifilm Group Code of Conduct
https://holdings.fujifilm.com/en/about/philosophy/law
Fujifilm Group Charter for Corporate Behavior and Code of Conduct in 24 Languages
https://holdings.fujifilm.com/en/about/philosophy#24languages

In the healthcare business, we recognize that higher ethical conduct and transparency and fair business activities are requested
by society and the regulatory authorities in each country. In accordance with this situation, in July 2020 we established the
Fujifilm Group Global Healthcare Code of Conduct that must be adhered to in promoting proper business activities.
Fujifilm Group Global Healthcare Code of Conduct
https://holdings.fujifilm.com/en/about/philosophy/global-healthcare

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2. Compliance training
To establish compliance awareness widely among its employees, the Fujifilm Group has been organizing annual training
courses on the Fujifilm Charter for Corporate Behavior and Code of Conduct since fiscal 2019. At the same time, we ask all
employees to declare to “understand and act in compliance” with the provisions in the Charter and the Code of Conduct.
Additionally, workplace discussions are held on a regular basis for employees in each workplace to discuss specific andfamiliar compliance and risk issues such as prevention of harassment and misconduct and make them think as their own
issues.
We identify a company, business, organizational level, etc. with a high risk through risk identification, critical incident
reports, whistle-blowing reports, and awareness surveys. We then provide the appropriate training corresponding to thepotential risks to the relevant people as necessary to provide the appropriate knowledge and thereby ensure compliance.
M&A cases are increasing in the Fujifilm Group in recent years, requiring training at newly acquired subsidiaries. Due diligenceis conducted on compliance, followed by prompt introduction and training in the Group’s Code of Conduct immediately after
acquisition for penetration and understanding of the Group’s corporate philosophy.
Intended Audience

Category

Objective

Charter for Corporate Behavior and Codeof Conduct and declaration of compliance(Global)Gaining a greater understanding of the Charter for
Corporate Behavior and Code of Conduct
Declaration of understanding, complying with andbehaving according to the Code of Conduct

Compliance in general (Prevention of
misconduct, prevention of harassment,
whistle-blowing, etc.)

Application of the Charter for Corporate Behavior andCode of Conduct to concrete behavior in compliance

Information security

Acquire a correct understanding of the information
security rules and prevent leaks of confidential
information(For further details, please refer to 2.2.8-2 (4))

Compliance and risk management ingeneralEstablish awareness of compliance and risk
management pertaining to each employee’s job leveland function, to assure appropriate behavior.

Officers in chargeof compliance/riskmanagement at
each organization

Risk management in general Handlingharassment inquiries and current topics on
information security, etc.

Promotion and guidance on compliance/riskmanagement activities in each organization, in
accordance with the groupwide policy.

Managerial
personnel andgeneral employeesof organizations to
be strengthened

Program content focused on key points
in preventing misconduct, workplace
discussions, preventing harassment, etc.

Education and training focused on key points to bestrengthened in each organization, to ensure deeper
knowledge and greater awareness and improvement

All employees

New employees(New executive officers,
new managerial
personnel, new generalemployees)

3. Compliance awareness survey
The Fujifilm Group conducts regular awareness surveys to examine the degree of awareness of compliance and comprehension
among employees and to review the effectiveness of the Code of Conduct. The survey results are reported to the Boardof Directors, ESG Committee and top management at each company. At the same time, feedback is given to variousorganizations and all employees for training purposes and measures are implemented in each organization to maintain andupgrade compliance awareness and prevent violations.
• Compliance awareness surveys (global): Conducted in alternate years
Objective: Examine the level of dissemination of awareness and comprehension of compliance in general• Harassment survey (Japan): Conducted in alternate years
Objective: Examine the actual conditions of harassment

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4. Whistle-blowing and consultation system
The Fujifilm Group prepares two separate whistle-blowing systems. One is through the contact points in Japan and regional
headquarters that accept a range of questions and reports including inter-personal issues and compliance in day-to-day
business. The other is by directly contacting the ESG Division (the compliance division) of FUJIFILM Holdings concerning
critical issues that could significantly impact our business, such as a misconduct and violation of laws. This type of report canbe made in 23 different languages, including Japanese and English.
Reports and inquiries are being handled swiftly and properly at each system for prompt resolution of problems. If aprobable violation of the Code of Conduct is identified, the ESG Division (compliance division) investigates the issue. If aviolation is confirmed, corrective actions are taken properly to prevent for further occurrence. A serious case is immediately
notified to the executive officer responsible for the ESG Division and top management to discuss and determine the response.
Anonymous reporting is essentially possible under each whistle-blowing system. Investigations are conducted withconfidentiality and protection for the whistle-blower, to prevent the retaliation as a result of their report. Particularly in Japan, in
accordance with a new requirement by the amended Whistle-blower Protection Act of 2022, officers engaged in responding
to whistle-blowing reports were appointed in each Group company. We disseminate this whistle-blowing and consultation
system among all employees through posters and the intranet to ensure that they can make contact whenever necessary.
For external stakeholders, we provide “Contact regarding Sustainability” form on our official website to listen to the
feedbacks on our sustainability activities including those related to human rights from the public at large, either anonymous or
named. All complaints and suggestions are examined and handled appropriately after investigating the facts.
The number of whistle-blowing reports and contents are regularly reported to the board of directors with due consideration
to the whistle-blower.

2.2.6 Achievements
1. Compliance training• Training and declaration of compliance for the Charter for Corporate Behavior and the Code of Conduct was conducted forapproximately 83,000 employees globally and 99% of the employees completed by the end of March, 2022.
• We provided training programs on the Global Healthcare Code of Conduct to employees who were newly appointed to the
Healthcare Business and those in healthcare-related companies that joined the Fujifilm Group in the fiscal year.
• Training on compliance and risk management has been conducted for newly joined employees, new managers and new
executive officers in their respective positions.
• To prevent fraud and misconduct, training videos based on precedents were provided to each workplace, followed bydiscussions on opportunities that allow fraud and measures to prevent it.
• Training of laws and regulations focusing on healthcare was conducted for the Healthcare business employees in Japan.

2. Compliance awareness survey• Based on the results of the compliance awareness survey in October-December 2020, we conducted interviews withspecific organizations and issued instructions on development and implementation of measures to further reinforce
compliance and risk management.

3. Whistle-blowing and consultation reports• Number of whistle-blowing reports and consultations in fiscal 2021: 252 (214 in Japan and 38 in overseas)
Among the whistle-blowing reports and consultations received, issues related to human relationships, personnel and laboraffairs and harassment accounted for 70% of the total, in which each case was handled each case appropriately. There
have been no incidents that could lead to a serious situation for the Group.
• In fiscal 2021, we did not experience any critical violation of Code of Conduct that we needed to make public.

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2.2.7 Efforts for Each Theme Related to Laws and Regulations Particularly
Important in Business Management
An “open, fair and clear” corporate culture is the fundamental principle on which the Fujifilm Group conducts its businessactivities. Chapter 2 of the Charter for Corporate Behavior and Code of Conduct (Fair Business Activities) states explicitly that
the Group will uphold fair competition, fair sales activities, fair procurement activities, prevention of corruption, prohibitionof bribery and restrictions on gifts and entertainment and compliance with export and import control regulations. Similar
provisions are stated explicitly in the Fujifilm Group Global Healthcare Code of Conduct.

1. Efforts for anti-corruption (bribery)In the Charter for Corporate Behavior and Code of Conduct, the Fujifilm Group has declared that we will refuse any involvement
in corruption or in any dubious action that could cause suspicion of fraud with suppliers, business partners, public officials andgovernment representatives. Also, each Group company implements the Anti-Corruption Policy and conducts regular audits
including on-site audits in regions where the risk is deemed to be high.
The Anti-Corruption Policy prohibits actions that are for inappropriate purposes or lacking in propriety by general social
norms, involving provision, request or promise of monetary and other benefits. Both the Anti-Corruption Policy and its
Guidelines specify the procedure to make advance application for the provision of benefits within a scope that is sociallyacceptable, to obtain approval and record the procedure. They specify measures to conduct self audits at least once a year,
to report the results of the self audit to the anti-corruption compliance officer (executive officer responsible for the ESG Division)and to report to the said officer if violations are found. These measures are implemented appropriately at each company. Self
audit results from each company are reported to top management of FUJIFILM Holdings.
Relationships with middlemen such as sales distributors require due diligence prior to starting to trade, inclusion of an anticorruption article in contracts and submission of reports once a year.
Status for FY2021• For stronger management of middlemen, inspection based on third-party compliance reports and databases has started
in some regions.
• Self audits have been carried out by each Group company worldwide and no serious incidents were found. The results werealso reported to top management of FUJIFILM Holdings through the anti-corruption compliance officer.
• The Fujifilm Group never had a corruption or bribery, and we have never been investigated by administrative authorities
concerning any corruption matters.

2. Preventing anti-competitive practices
The Fujifilm Group is working hard to observe anti-trust laws and has developed manuals and guidebooks that provide basic
knowledge of anti-trust laws, standards of conduct to be observed and important points to be noted. We maintain regular
employee education systems, and have introduced annual self audits.
For compliance with Japan’s subcontractor law (Act against Delay in Payment of Subcontract Proceeds, Etc. to
Subcontractors), regular training sessions are organized for personnel responsible for order management at business divisions
where subcontractor business volumes are large. At the same time, divisions are monitored for their state of compliancewith the subcontractor law in response to inspections either by the Japan Fair Trade Commission or the Small and Medium
Enterprise Agency. In-house seminars on Japan’s anti-trust law and subcontractor law were held for major affiliates to ensurethat these laws are firmly established and complied with.
As for the anti-trust laws, self audits were carried out at each Group company worldwide and no serious violations were found.
Since 2008, we have not been subjected to any penalties for antitrust/anti-competitive practices, nor are there any serious
cases pointed out by administrative authorities. Also, there have been no ongoing antitrust lawsuits.

3. Initiative on the Pharmaceutical and Medical Device Act (Act on Securing Quality, Efficacy
and Safety of Products Including Pharmaceuticals and Medical Devices)
We established the Fujifilm Group Global Healthcare Code of Conduct in fiscal 2020 and renewed our pledge of legal
compliance in the area of healthcare.

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Status for FY2021
In establishing our compliance framework in response to the amendments to the Pharmaceutical and Medical Device Act thattook effect in August 2021, we have reorganized the responsible executive officers, given training to relevant executives andemployees and conducted an internal audit on pharmaceutical and medical device regulatory affairs. Also, there have been noserious cases pointed out by administrative authorities.

4. Export and import control
The Fujifilm Group has created the Global Security Trade Control Policy, one of the basic policies commonly shared across the
Fujifilm Group, and control our exports based on this policy. This is our means of preventing products and goods that could be
converted into arms or be adapted for military use from being obtained by terrorists or nations that could threaten international
security. We can therefore state that we contribute to maintaining international peace and safety not only by observing therelated laws. The Fujifilm Group has established Regulations on Export Security Control based on its Export Security Control
Policy for export control in compliance with laws and regulations by an export control organization chaired by the President.
Fujifilm Group Export Control Framework
Export Control Chief Officer(FUJIFILM Holdings President and Chief Executive Officer)
Final Approver on Export Trading(FUJIFILM Holdings Corporate Vice President in charge of ESG)
Export Control Supervising Division(FUJIFILM Holdings ESG Trade Compliance Group)

Fujifilm
Export Control Manager at each division

FUJIFILM Business Innovation
Export Control Manager at each division

Export Control Supervising Division
at group companies

We have prepared e-learning programs to train employees in the purpose and outline of export and import control to facilitate
acquisition of the necessary knowledge at the right time.
Additionally, we hold briefings on revisions to laws and rules, concrete details on export and import control methods, etc.,
to foster greater understanding among employees.
For each division in our Group companies, we conduct annual written audits, as well as on-site audits, for continual
improvement aimed at more solid and reliable export and import control.
Status for FY2021
We carried out written audits and on-site audits also in fiscal 2021 and did not find any serious violations.
The Fujifilm Group never had a case pointed out by administrative authorities concerning export and import control.
Global Security Trade Control Policy

https://www.fujifilmholdings.com/en/sustainability/vision/control.html

5. Appropriate application of economic partnership agreements
The Fujifilm Group is actively utilizing the international framework established by economic partnership agreements (EPAs)
to reduce tariff payments to various countries. Due to the lack of uniformity in EPA provisions worldwide, requirements
determined separately by the various agreements must be met. Satisfaction of the criteria is verified with reference materials
on manufacturing parts and materials and production process and data on raw materials costs, product sale prices, etc. The
verification reference materials produced by the development, manufacturing and sales divisions must be checked thoroughly,
since failure to satisfy even one EPA requirement will be regarded tax evasion. To address this need, we have established the
Fujifilm Group EPA Management Regulations to identify explicitly the responsibilities and roles of each business division, theneed for continual confirmation of the viability of verification materials and storage periods for such materials. Inspection andconfirmation by the EPA Promotion Division provides support to ensure that we continue to satisfy EPA provisions.
We provide relevant personnel with direct training on the requirements and methods for EPA application. At the same time,e-learning programs have been developed to assure appropriate application.
We will promote wider application of EPAs while assuring compliance through inspections such as on-site and written
audits.

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2.2.8 Information Security
1. The environment and risks surrounding information security
The costs resulting from cyber attacks are quickly increasing across the world recently, and the threat of such attacks could beeven greater over the long term. As a corporation specializing in medical systems and IT solution services, information leakage
from cyber attacks may be regarded as a violation of laws and we may be subject to considerable fines and compensation
for damages. At the same time, such information leakage could easily cause a loss of trust by those customers who use our
products and services. Also, even if a cyber attack is pinpointed on a limited but vulnerable site, the resulting damage may
cause disruption to business operations across the world as multiple business sites are usually connected via networks today.
Therefore, we enhance the information security management system and measures described below, with the awarenessthat information security risks are long-term threats that could have a serious impact on our business.

2. Development of an information security management system(1) Information Security Policy
The Fujifilm Group has laid down its Information Security Policy as a group-wide action policy covering the following six items.
All the employees share this Policy.

Information Security Policy
The Fujifilm Group establishes the Information Security Policy towards the maintenance and improvement of Information
Security as one of critical issues in business activities in order to continue to be a reliable corporation under our open,
fair and clear corporate culture, and to fulfill our social responsibility.
1. Preparation and observance of information security rules
We prepare documents such as regulations and guidelines and ensure that they are fully complied with to follow thisPolicy, as well as to comply with all applicable laws, and regulations enforced in the regions in which we conductbusiness.
2. Establishment of information security management organization
We clearly define the organization structure and responsibilities to implement information security measuresappropriately and reliably. Under our information security management organization, we, as a member of society,appropriately provide information and actively collect information from external information security organizations.
3. Information security education
We endeavor to raise awareness through enlightenment, education and training to implement information security
measures appropriately and reliably.
4. Continuous improvement of information security measures
We review various measures as necessary for continuous improvement based on risk assessments to respondto changes in legal or regulatory requirements and new information security risks such as cyberattacks. We also
maintain and improve supply chain security of business partners and other parties.
5. Maintenance and protection of information assets
We protect critical information including customer information, information of business partners, and company
technical information from threats of leak, falsification, and loss by observing our code of conduct. We endeavor
to ensure information security of our products and services to protect customer information. In case of a security
incident, we will minimize the impact by a prompt initial response such as the prevention of damage propagation, andtaking recurrence prevention measures.
6. Compliance with laws and regulations
We comply with information-security-related laws and regulations enforced in the regions in which we conductbusiness, as well as contracts with customers and business partners.
Adopted May 2013. Revised April 2021

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2.2 ｜ Compliance and Risk Management(2) Information security risk management system
The Fujifilm Group has implemented information security governance for the entire group, with information security management
organization set up under the chief information security governance officer, who is the executive officer in charge of the ESG
Division. We also appoint the executive officer responsible for ICT as the chief ICT security officer who oversees the ICT
security management organization and implements countermeasures for cyber security risks which are becoming increasingly
important. The groupwide information security strategies are determined by the ESG Committee, chaired by the presidentof Fujifilm Holdings. Issues concerning these strategies are also regularly reported by the ESG Committee to the Board of
Directors, which supervises compliance and risk management across the entire group.
Measures regarding the information security are implemented by the information security managers in each organization.
(3) Cybersecurity response system
The Fujifilm Group has formed FUJIFILM CERT, the Group’s computer security incident response team (CSIRT) dealing withcyberattacks, to assure the safety of its products and services for customers and to maintain stable business continuity.
FUJIFILM CERT coordinates and integrates the following four functions:• Response to cyber-incidents related to the business IT platform, such as malware infection of employees’ terminals• Improvements in security quality from design and development of products and services to their administration or
management• Implementation of security measures to assure stable operation of its production infrastructure• Protection against cyberattacks of our online services for customers
As a result of the growing risk of cyberattacks, we are identifying internal issues that need to be resolved in aticipation ofadvanced attacks and are working to strengthen group-wide information security.
Specifically, we have conducted comprehensive inspections of communication equipment including the division
management equipment to drastically reinforce our monitoring system against external attacks. We are expanding FUJIFILM
CERT globally to respond to cyberattacks worldwide. We are also providing information security training for our employees
and have established contact points for employees for cyberattacks during the night and during holiday periods. In this way,
we are reviewing and strengthening our information security from system defense, through initial response to damage torecovery procedures.
(4) Employee training
The Fujifilm Group believes that it is important for each and every employee to acquire the necessary knowledge and maintaina high level of awareness in order to prevent information security incidents and incidents or violations related to the handlingof personal data. For this reason, e-learning programs on personal data protection are being conducted every year for all
employees.
Additionally, we conduct training on cyberattacks, including targeted attack emails, by actually sending emails posing asphishing emails to employees. This suspicious email handling training, aimed at increasing sensitivity to security through theexperience of receiving such emails, has been conducted every year since 2011.

3. Identifying information security risks and countermeasures(1) Establishing an information security management system
The Fujifilm Group ensures a uniform global security level led by our regional headquarters in Japan, the US, Europe, Southeast
Asia, and China, based on the group’s Information Security Guidelines and the Global Information Security Regulations,which complies with ISO/IEC 27001, the standards for an information security management system. The Information Security
Guidelines define concrete security management methods that are globally applicable and each company manages theirsecurity accordingly. The guidelines include, for example, device encryption, mandating antivirus software installation, ID
management and access control by building an authentication platform, and mandating installation of an email filtering system
to prevent information leakage.

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Structure of Information Security Rules at Fujifilm Group

Information Security Policy

Global Information Security Regulations

Information Security Guidelines(2) Information security PDCA cycle and other measures
The Fujifilm Group secures its information based on an ISO/IEC 27001-compliant PDCA cycle. We assess the information risks
and create an action plan each year, and based on this plan, the information security manager appointed in each organization
leads following activities.
① Improved security quality of products

The Fujifilm Group has implemented a design and development process for better security quality throughout the productlifecycle from product planning, design and development to maintenance and operation. Specifically, we are implementing
threat analysis in the upstream process of design and development, secure coding, response to supply chain vulnerabilities
and regular vulnerability inspections before and after product release, based on a policy of “security by design.”② Response to vulnerabilities

The Fujifilm Group collects vulnerability data from JPCERT/CC and other external organizations and disseminates information
as needed to relevant organizations in the Group. If there is information on a vulnerability that will have a significant impact, wehold a vulnerability response meeting for each vulnerability theme to decide on the response policy and solution.
If a vulnerability in one of our products is reported from an outside whistle-blower, we disclose the vulnerability informationand provide security patches, in accordance with the Information Security Early Warning Partnership Guideline and incoordination with IPA and JPCERT/CC.
③ Response to internal frauds

The Fujifilm Group imposes strict restrictions on employees taking company information outside of the company, whether
by online or offline methods. Especially, we are monitoring all online transfers of company information to individual email
addresses or external cloud services. If any suspicious conduct is detected, we investigate the evidence where necessary.
④ Cyber-training

To ensure a versatile and appropriate response in the event of an incident stemming from a cyberattack, the Fujifilm Groupparticipates in joint annual cyber drills with NISC (National Center of Incident Readiness and Strategy for Cybersecurity)organized by the Nippon CSIRT Association. Cyber drills are also organized independently by FUJIFILM CERT to confirm
response procedures and upgrade response skills.

4. Development of an emergency response system to address incidents
The Fujifilm Group provides a one-stop report reception office to accept reports about information security incidents andcyberattacks to promptly gather information about such incidents in a centralized manner. In the event of an incident, theICT security management organization and the information security governance organization work together, sharing tasks, toimplement measures to minimize any damage.

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2.2 ｜ Compliance and Risk Management

Board of Directors
Report
ESG Committee(Chaired by President)
ReportInformation Security Management Structure
Chief Information Security Governance Officer∙
Information Security Governance Organization

Chief ICT Security Officer∙
ICT Security Management Organization

FUJIFILM CERT∙
Information Security Incident Reception Office (Reporting System)

ReportEach Group company andeach organization

Report
CSIRT at each region

5. Measures for supply chain security
The Fujifilm Group’s activities are organized acknowledging that the scope of management is not limited to its own companies
but also the entire supply chain including business partners.
For further details, please read Information Security in cooperation with partner companies in the FUJIFILM Holdings
Information Security Report.
Information Security Reporthttps://holdings.fujifilm.com/en/sustainability/activity/governance/security

6. Closer communication with stakeholders and other relevant parties
To report on Fujifilm’s activities on information security and to win stakeholders’ trust for its business operations, the Fujifilm
Group publishes an Information Security Report.
FUJIFILM CERT is a member of the Forum of Incident Response and Security Teams (FIRST), the international CSIRT
community, and also of the Nippon CSIRT Association, the CSIRT community in Japan (as an administrative member). This
contributes to greater security and safety in cyberspace through information exchange and coordination with other CSIRTs in
Japan and other countries.

2.2.9 Privacy Protection
1. Basic policy
In the Fujifilm Group Code of Conduct, which sets out how employees in Japan and other countries should conduct themselves,
we recognize the protection of personal data as an important human rights issue. We require each of our Group companies toestablish personal data protection policies and privacy policies that include provisions shared by the entire Group. The entire
Group maintains a personal data protection policy based on OECD Privacy Principles.
These policies are also being implemented at suppliers and contractors of the Fujifilm Group and cover the entire supply
chain.

2. Promotion structure
Based on the Privacy Policy, the Fujifilm Group established the Global Personal Information Protection Regulations and the
Personal Information Management Regulations to specify the methods of handling personal data. The General Manager ofthe ESG Division is appointed as the officer responsible for building and maintaining the personal data protection structure.
The policies and targets related to the group-wide personal data protection are determined by the ESG Committee, chairedby the president of FUJIFILM Holdings, and its report is submitted to the Board of Directors regularly. The Board of Directors
is responsible for monitoring group-wide compliance and risk management, including protection of personal data, as one ofthe priority issues. In this way, we ensure the effectiveness of the process. After the ESG Committee has determined policies
concerning personal data protection, the ESG Division of FUJIFILM Holdings takes responsibility for overall management of

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2.2 ｜ Compliance and Risk Management

such policy implementation and other privacy protection. The ESG Division’s tasks include dissemination of the policies andtargets, implementation of such policies, inspecting the implementation and management status, promoting details of the
Personal Information Management Regulations among employees, and providing instructions and advice to managers oforganizations that handle personal data.
Especially, as social awareness of personal data protection rises, we check our security measures in the processes of risk
identification and action planning from the viewpoint of risk management every year. Our risk management structure spans theentire Group. Each group company or organization is paying extra attention to protect personal data under the supervision ofa personal information protection manager appointed by each organization.
The companies with ISMS certification or the Privacy Mark certification are implementing improvement activities withregular audits by external audit firms and audit results.

3. Employee training
Please refer to 2.2.8-2 (4) Employee training.

4. Appropriate handling of personal data
The Fujifilm Group has established the Policy on Personal Information Protection, Privacy Policy and internal regulations on
the handling of personal data (such as the Global Personal Information Protection Regulations and the Personal Information
Management Regulations and various guidelines) to implement appropriate safety management measures and protect
personal data held by the Group. Updates on its Personal Information Protection Policy and Privacy Policy are disclosed on
the Fujifilm website, acquiring the appropriate consent of the person in question where required by law.
Once a year, each business division conducts an inventory of the personal data held by the division, to confirm and correct
safety control measures and to perform other procedures, such as the deletion of personal data that is no longer necessary.
The inventory status for each organization is audited by the ESG Division of FUJIFILM Holdings. In the work regulations,punitive action is imposed on any employee who takes company information outside of the company without authorization. At
the same time, near-miss cases, including those that have occurred in other companies, are shared as a caution and to raiseawareness. We take various measures to prevent information taken out of the company to assure protection of personal data.
When a government organization requests disclosure in compliance with the law, we confirm the details of the request andthe applicable law in deciding the most appropriate way to protect personal data.

5. Action on global compliance
In face of the rapid development and review of personal data protection laws in various countries, as represented by EU’s
General Data Protection Regulation, it is important to keep abreast of such developments and assure compliance. The Fujifilm
Group employs Global Personal Information Protection Regulations based on the OECD Privacy Principles as its fundamentalgroup-wide rules to appropriately protect and manage the personal data used across the entire group, including overseas.
Although our regional headquarters and local subsidiaries are involved in the practical aspect of dealing with thesedevelopments, the ESG Division of FUJIFILM Holdings is also examining the development and review of the laws in various
countries and confirming the activities of the various regional headquarters and local subsidiaries.

6. Incidents and violations in personal data handlingIn fiscal 2021, there were no cases and appeals related to personal data handling pointed out by any third parties oradministrative authorities and assessed to require public disclosure.

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2.2 ｜ Compliance and Risk Management

Acquisition of P-Mark and ISMS at Fujifilm Group
Certification

P-Mark*1

As of June, 2022

Certified Affiliates
FUJIFILM Medical Co., Ltd.

FUJIFILM System Services Corp.

FUJIFILM Imaging Systems Co., Ltd.

FUJIFILM Medical Solutions Corporation

FUJIFILM Media Crest Co., Ltd.

FUJIFILM Healthcare Systems Corporation

FUJIFILM Techno Service Co., Ltd.

FUJIFILM Healthcare Laboratory Co., Ltd.

FUJIFILM Imaging Protec Co., Ltd.

ISMS*2

FUJIFILM Imaging Systems Co., Ltd.

FUJIFILM Wako Pure Chemical Corporation

FUJIFILM Imaging Protec Co., Ltd.

FUJIFILM System Service Co., Ltd.

FUJIFILM Medical Co., Ltd.

FUJIFILM Service Link Co., Ltd.

FUJIFILM Business Innovation Corp.

FUJIFILM Service Creative Co., Ltd.

FUJIFILM Business Innovation Japan Corp.
FUJIFILM Manufacturing Co., Ltd.

FUJIFILM Business Innovation overseas manufacturing companies (4 companies)

FUJIFILM Printing Systems Co., Ltd.

FUJIFILM Business Innovation Asia Pacific Pte Ltd

FUJIFILM Software Co., Ltd.

FUJIFILM Business Innovation overseas sales companies (13 companies)

FUJIFILM Recording Media Products Division
FUJIFILM Medical Systems Business Division*1 Privacy Mark (P-Mark): A mark granted by the Japan Information Processing Development Corporation (JIPDEC) to companies in which personal
information is handled appropriately.
*2 ISMS: Certification regarding the overall management framework for information including personal data (Information Security Management
System).
Third party evaluation and certification, Fujifilm Holdings Information Security Reporthttps://www.fujifilm.com/files-holdings/en/sustainability/activity/governance/security/en_i_security2020.pdf

2.2.10 Preparations for Large Scale Natural Disasters
1. Basic policy
Natural disaster risks are rising and at the same time being aggravated by changes in the global environment, such as rises
in sea levels and abnormal meteorological phenomena caused by climate change. In conducting its business activities on a
global scale, the Fujifilm Group believes in its social responsibility to maintain a continuous supply of its products and services(business continuity) while at the same time assuring safety and protecting the lives of its employees in various regions. To
minimize damage to business in the event of a natural disaster, we actively work to protect against and mitigate damage fromnatural disasters.

2. Organization in the event of natural disasters
Disaster Information-Collection Organization
Disaster Control Headquarters
Disaster Control Headquarters(President of Fujifilm Holdings)

Emergency Management Team (EMT)(1) Damage information report(2) Information for deciding the formingof the Disaster Control Headquarters

EMT leader(Establishing headquarters & assembling members)

Disaster control
officein businessdivisions

Members of the Disaster
Control Headquarters

・Deciding the Groupwide disaster control policy
・Guidance & promotion of Groupwide BCP

Members of disaster working unit
Information-collection & actions based on
instructions from the Disaster Control Headquarters
in the individual business areas

Emergency Management Team (EMT)Information collection & report on
damage & damage updates*20 appointed from relevant business divisions

Damage information (web-based system)

FactoryA

FactoryB

GroupcompanyC

Group
companyD

Speed in collecting information is vital to minimize the damage caused by natural disasters. In dealing with such damage, wehave created an organization that focuses on information collection.
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2.2 ｜ Compliance and Risk Management(1) Emergency Management Team (EMT)The Emergency Management Team (EMT) is organized by representatives of General Affairs, Human Resources, and otherdivisions that have the ability to implement countermeasures to natural disasters. The team collects information on disasterdamage, as well as damage to the Group, and the EMT leader proposes the formation of a disaster control headquarters.
Among the emergency measures at disaster control headquarters, discussions on how to respond are based on the information
supplied by the EMT, so it is a vitally important organization.
(2) Disaster control headquarters
In the event of a large-scale natural disaster, the decision on whether to form a disaster control headquarters headed by the
Fujifilm Holding President is based on information collected by EMT. If approved, the headquarters is established at head
office. Through members of the disaster control headquarters, the action policy and countermeasures decided at the disaster
control headquarters are communicated to the disaster control office in each business division, as well as the members of thedisaster working unit appointed by each organization. In this way, the actions and countermeasures are implemented by theunit at each organization.

3. Summary of activities
We carry out projections of possible risks (and screening for disaster risks) for each business site in Japan and other countries.
The Group is implementing measures, not only on an across-the-board, group-wide scale, but also those that are specific to
the potential disaster risks at individual business sites and businesses.
(1) Reinforcement of preparatory action
The Fujifilm Group focuses on the following two important points.
① Assessment and greater visibility of disaster risks• Disaster risks for each business site are assessed, followed by preparation of a risk map based on the information.
• In the past, individual BCPs were created per risk in different businesses. We have now integrated into the All Hazards BCP,
which comprehensively covers natural disasters, infectious diseases, and information security.
② Study and preparation of countermeasures to address the assessed disaster risks• An “action manual” is produced by each production site, specifically for that site, to address each disaster risk made visibleon the disaster risk map.
• Drills on how to proceed in the event of an emergency are held based on the manual.
To improve the Group’s ability to address a wide-area disaster, the Fujifilm Group is adding and strengthening the measures
to be taken when a natural disaster is anticipated. For torrential rain, we use information on rainstorms and river systemwater levels made available by the national and regional administrative authorities to strengthen preparatory measures ineach region. We also use the information to predict changes in river water levels and develop a groupwide system to issue
alerts when the warning criteria are reached. Each business site established a manual to respond to the alerts and estimates
potential disasters and takes early countermeasures.
(2) Information collection on the outbreak of a disasterTo grasp an information such as employee and structural safety rapidly and properly, the Fujifilm Group has introduced various
systems to assist in doing this.

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2.2 ｜ Compliance and Risk Management① Employee safety check system

The system was introduced in 2009 that collects information and confirms the safety of all employees of the Fujifilm Group in
Japan when a special alert is issued.
② Internal damage information collection system

To assess damage to business operations, an internal damage information collection system was introduced in 2014, followed
by a disaster information mapping system in 2017. In 2019, the two systems were interlinked to assess situations timely andcentrally on a digital map, which combines their respective data into one with information from the damage status reports fromthe Japan Meteorological Agency and the Ministry of Land, Infrastructure, Transport and Tourism, information on the statusof railway operations from the various railway companies, information on electric power and water supply failures and otherwide-area disaster data. All the information is shared rapidly among the members at the disaster control headquarters at head
office on the outbreak of a disaster.
③ Structural safety assessment system

A structural safety assessment system, which assesses the safety of structures at our major business sites in the event of
a disaster, was introduced in 2017 and has been utilized for a first-round estimation of structural damage before allowing
employees to enter to the facilities.
In addition, an overseas risk management system was introduced in 2019 for business sites for all the companies in the
Fujifilm Group to give a swift assessment of disaster damage and risks that are likely to impact business continuity. We use
these systems to rapidly assess the risks and their potential impact on a digital map and is able to assist the relevant parties
in taking prompt action.
For earthquakes, floods, wind damage and other leading disasters, the probability of occurrence is classified into levels.
For business sites located in high-risk regions, action in this area is regarded as a priority issue, requiring development ofappropriate measures and annual reviews of the progress made with implementation. We plan to strengthen our disasterprotection system and enable wider sharing of the information collection process.
(3) Emergency drills and employee training
In recent years, the risks of potential disasters have grown in Japan, including Nankai megathrust earthquakes, a greater Tokyo
earthquake, a Mount Fuji eruption, torrential rainstorms, flash floods and rises in sea level. we conduct drills that are designed
to prepare for possible a Nankai Trough earthquake or a greater Tokyo earthquake, as well as an eruption of Mount Fuji.
What kind of procedures will lead to the appropriate action, what initial procedure is required to enable other business sites
to respond in the event of Tokyo head office being damaged and what is the best decision-making process that management
should follow are all being studied.
Our employees are the most important factor for an early recovery when the company sustains damage. To minimize
damage from a disaster, each and every employee must increase their understanding of disaster protection and the required
preparations. We organized a disaster preparation e-learning program in May 2021 for employees in Japan in response to thefrequent occurrence of large-scale natural disasters in Japan in recent years. The e-learning program is designed to assist
employees in ensuring they have a basic knowledge of what to do in the event of a natural disaster, the importance of keeping
themselves safe and the everyday preparations they can make for a possible disaster. Approximately 46,000 employees inJapan had followed the program.

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2.3 ｜ Product Development Management

2.3 Product Development Management(Quality Control and Innovation)
2.3.1 Basic Approach
The Fujifilm Group’s Corporate Philosophy is that we will use leading-edge, proprietary technologies to provide top-quality
products and services that contribute to the advancement of culture, science, technology and industry, as well as improved
health and environmental protection in society. Our overarching aim is to help enhance the quality of life of people worldwide.
Our belief that assuring uniformity in the quality and providing a stable supply of products we have developed is the basis toearn customers’ trust and contribute to society. We have retained this belief as the foundation of our business activities since
the company’s founding.
We offer products and services across a wide range of business fields, represented by digital cameras, medical imaging
systems and document systems such as printers and multifunction devices, as well as recording media and advanced
materials. Amid the drastic changes in the market and the great technological advances brought about by recent digitization,
we intend to continue meeting the expectations and trust of our customers in all our business fields through development
and management, as well as to continue to update our comprehensive quality management systems for our products andservices.
Under the Group’s corporate slogan “Value from Innovation” and aiming for continuous innovation—creating newtechnologies, products and services that inspire and stimulate people everywhere—we will continue to develop a wide rangeof products and businesses, supported by the diverse technologies we have accumulated in manufacturing photographic/
motion picture film and other fields, and committed to resolving social issues across a broad range of areas.

2.3.2 Quality Policy and Management System
To enable us to deliver products and services of the highest quality, the Fujifilm Group has established a Quality Policy andbased on its principles, has been pursuing improvements in quality and reductions in risk. We have also implemented an
integrated management system (IMS)*, which includes the quality management system that is chiefly for our manufacturing
division in compliance with ISO 9001, to increase the effect of improvements.
* IMS: Integrated management system. The IMS integrates multiple management systems, including an environmental management system (EMS),
quality management system (QMS) and occupational safety and health management system (OSHMS).
Effective Management System

https://holdings.fujifilm.com/en/sustainability/vision/management/management-system

Fujifilm Group Quality Policy
The Fujifilm Group operates its businesses based on this policy in order to provide the highest quality of products andservices to customers.
1. We will seek to ensure customer’s satisfaction and trust in response to the demands of society.
2. W
 e will pursue the highest standard quality in the market by taking advantage of our leading-edge, proprietary
technologies.
We will also strive for the highest quality and safety.
3. We will thoroughly comply with laws and regulations regarding our products and services.
4. We will correctly and properly disclose information regarding the quality and safety of our products andservices.
5. We will listen carefully to market opinions and commit to further sustainable quality improvement continuously.
Established in January 2010, Revised in April 2019

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2.3 ｜ Product Development Management

Status of QMS Certification and Audit in FY2021

* Target sites are determined in consideration of business characteristics.

Details of external expert inspection/audit/verification system(International certification under ISO 9001)

Scope 86.3%
Target sites 73 / Certified sites 63

Details of internal expert inspection/audit/verification system

Scope 13.7%
Inspections executed in accordance with the Quality Policy.
Target sites 73 / Certified sites 10

Quality management system (QMS) coverage at the Fujifilm
Group (total of the above two)
Effective Management System100%

https://holdings.fujifilm.com/en/sustainability/vision/management/management-system

2.3.3 Product Development Flow
In the development of new products (including improvements to existing products), the Fujifilm Group conducts verifications at
each stage of the development process from product planning to product review, examining not only the level of achievement
and quality targets but also environmental matters, safety and statutory regulations, as well as reviews from the viewpoint ofuser needs.
In the Fujifilm Stage Gate Process, which is the framework for verification, the process after the theme gate (GATE 0), thestarting point for the new product development, is divided into six stages, with development passing through each stage,
one at a time. In Stage 1, for example, the state of legal compliance is examined for the product under development fromthe aspect of the various laws and regulations on safety and health and other areas. In each subsequent stage, hypotheses
regarding various factors of uncertainty are verified to minimize uncertainties. At the end of each stage, a “gate meeting” isheld to determine whether the product should proceed to the next stage by checking the level of achievement for each of theitems under review selected in advance.
As development passes through each of these stages, strategies are re-examined with each new issue that surfaces toensure that we develop new products that demonstrate all-around competitiveness.
From the earliest stage of development, the Fujifilm Stage Gate Process focuses especially on the environmental aspectsof the data items that are released to customers as product information. For example, the level of achievement of the Design for
the Environment target which is established at the product planning stage continues to be assessed even after market launch,with the findings being actively disclosed.
As for information on disclosure of environmental data, please refer to 3.5.5 Disclosing Environment-Related Information
for Products.
Stage Gate Process
STAGE 0GATE 0

STAGE AGate

Idea
creation
activities

Theme
gate

Ideas forcommercialization

STAGE 1GATE 1

STAGE 2GATE 2Stage

Potential forcommercialization

Verification ofcommercialization

GATE A

STAGE BGATE B

Concepts forcommercialization

STAGE 3
Promotion ofcommercialization

GATE 3STAGE 4Market entry(businesscreation)

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2.3.4 Product Safety
The Fujifilm Group upholds its attention to products and services in a safe and responsible manner in its Charter for Corporate
Behavior and works to improve product safety levels in compliance with the legal requirements of each country. At the sametime, product safety management is implemented uniformly throughout the Group based on the Product Safety Policy andProduct Safety Manual. Management organizations responsible for product safety report directly to the president in each
operating company. Should an incident occur, systems are in place for close communication and swift action.
In response to the amendments to the Japan’s Consumer Product Safety Act in May 2007, a database for reports on
information related to product liability (PL) has been created to speed up information gathering and communication. Should
there be a grave product liability incident that requires groupwide action, the Fujifilm Total Risk Management Committee,
FUJIFILM Business Innovation Risk Management Committee or a subcommittee conducts a review, with the Secretariat
coordinating with the relevant business division to implement swift action. For other incidents, the regular ESG Committee
conducts a review to ensure group-wide implementation of all continual improvements. If it is necessary to issue guidance tocustomers, a warning is issued through the “Important Notice to Customers” on our website. We will continue to implement
comprehensive product safety management and disclose information whenever appropriate.
There have been no serious incidents that fall under the Consumer Product Safety Act revised in May 2007.

Product Safety Policy
Fujifilm aims to “enhance the quality of life” of customers by creating safe, secure and attractive “products and servicesof the highest quality.” To ensure high satisfaction and earn the trust of our customers, we will work to ensure productsafety and toward the pursuit of safety through the entire life cycle of development, manufacturing, sales, use, service
and disposal for all products.
The five priority measures are as follows.
1. Compliance with laws and regulations
2. Promotion of product safety measures
3. Develop a response system for emergencies such as product incidents
4. Disseminating product safety information to customers
5. Employee education on product safety

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2.3 ｜ Product Development Management

Process Flow of Product Safety Information
Occurrence of PL-related incidents
All the cases that may have the potential to be PL incidents should also be reported.

Creation of a “PL information sheet”
The division that receives PL information creates a “PL-Related Informational Sheet” and contacts
the Compliance & Risk management division and the relevant business division.

Considering solutions
When company-wide action is required

When company-wide action is not required

Total Risk Management Committee (Fujifilm)
Risk Management Committee (FUJIFILM Business Innovation)

ESG Committee

Subcommittee on countermeasures for
major product compliance (including PL)

l Collect and analyze PL informationl Promote and manage countermeasuresl Internal audit of product safety

Relevant Business Division

Relevant Business Division

Sales/Quality Assurance/Engineering/Manufacturing

Sales/Quality Assurance/Engineering/Manufacturingl Obtain the information and respond to the customerl Remove risks from existing itemsl Safety measures for future productl Accumulate information to improve safetyl Report to the authorities and make a company announcement as necessary

Treatment and responsel Obtain the information and respond to the customerl Remove risks from existing itemsl Safety measures for future productl Accumulate information to improve safety

Implement countermeasures

2.3.5 Initiatives for Open Innovation
Amid the digitization wave of recent years, the new technological innovations and cutting-edge advances that are required are
not easily achieved with speed and impact solely through independent development by the company itself; they also require
collaboration with a broad range of business partners outside the company. To trigger reform in society and achieve majorinnovations that can contribute to resolving social issues, we are committed to and are actively promoting “Open Innovation”
implemented through co-creation and collaborations founded on equal partnerships among equal business partners.
We are involved in activities to create new value, chiefly in the segment of healthcare and highly functional materials, andinnovative products and services and new business operations through active collaboration among the industrial, governmental
and academic sectors.

1. Open Innovation Hub (creating a venue for Open Innovation)
We created an Open Innovation Hub in 2014 in Roppongi, Tokyo to provide a venue for Open Innovation founded on equal,co-creation partnerships with outside organizations. This was followed by formation of a trilateral organization involving sites
in the United States and the Netherlands with some 23,000 customers (as of March 31, 2022). At 15% of these customers, weare promoting discussions and activities to create concrete plans for new products and technologies.
Although the three sites were temporarily closed immediately due to the outbreak of the COVID-19 pandemic in 2020,
teleconferencing and virtual tour systems that enable interactive communication were introduced to enable the skillfulmanagement of online and off-line activities in line with the state of the pandemic, enabling us to continue Open Innovation
with our customers.

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2.3 ｜ Product Development Management

2. Participation in collaborative R&D with outside organizations
Of the numerous collaborative R&D projects with outside organizations, we have focused especially in recent years on
activities targeting needs in the medical field and solutions to optimize workflows, including assistance with diagnostic medical
imaging systems, support with medical site workflows and maintenance services for medical equipment. In addition to ourown technological development efforts, we have established partnerships with domestic and overseas AI technology vendors
who have outstanding technologies to develop solutions for medical diagnosis assistance through imaging and to achieve
greater workflow efficiency. AI technology that can be utilized in these areas is deployed under the brand name REiLI. Manytechnology development projects are underway in cooperation with universities and research institutes.
In development themes related to the environment, we are actively participating in various industry-academia-government
collaboration projects that come under the New Energy and Industrial Technology Development Organization (NEDO). Throughthese activities, we have been recognized as a “Zero-Emissions Challenge” company*1 by the Ministry of Economy, Trade andIndustry (METI).
*1 Companies taking on the Zero-Emissions*2 Challenge: project of the Ministry of Economy, Trade and Industry to create a list of companies thatare tackling innovation in building a decarbonized society to provide beneficial information to investors and other interested parties. In TCFD
Summit 2021 held on October 5, 2021, roughly 600 companies were announced as taking on the Zero-Emissions Challenge.
*2 A chieving zero CO2 emissions in this case.
METI List of Companies taking on the Zero-Emissions Challenge
https://www.meti.go.jp/policy/energy_environment/global_warming/zero-emission_challenge/index_zeroemi.html (in Japanese only)

NEDO-sponsored Projects in which We Participate

As of June 2022l Development of Continuous Production and Process Technologies of Fine ChemicalslA rtificial Photosynthesis ProjectlD evelopment of Material Evaluation Techniques for Advanced and Innovative Batteries (Phase 2)lR esearch promotion project on creation and reinforcement of innovations, under “Field for Knowledge Integration and Innovation”

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2.4 ｜ Customer Relationship Management

2.4 Customer Relationship Management
2.4.1 Basic Approach for Customer RelationshipAs we declare in our corporate philosophy, the Fujifilm Group aims to provide the best quality products and services which
are safe, appealing to customers and provide them with peace of mind, by basing our management on Customer Satisfaction(CS).” In order to achieve customer satisfaction, it is important to obtain the views of a wide range of customers and to have amechanism in place for effectively reflecting these in our products and services. For this purpose, we pay special attention tocommunicating with our customers at customer centers which are our point of contact with them. We aim to correctly grasp
their views, as well as seek to respond in a speedy, kind, accurate and fair manner, and we are constructing a system to linkthese views to improvements in our work processes and product development.

2.4.2 Structure for Customer Relationship
Mechanisms for Communicating with Customers
Customers
Daily customer communication(complaints, claims, requests, inquiries, etc.)

Changes in the environment surrounding
customers, economic trends, etc.

Employees who interface
with customers

Integrated Customer Support Center

Official
websiteCustomer evaluation

Marketresearches

ISO 10002
Self audits based on the Complaints
Handling Management System
CS program evaluations

CS improvement activities at customer contact points
Strengthening of relationships with individual customers; improvement ofoperating processes based on remarks, opinions, and requests, etc.

See
Think
Plan
Do

CS improvement activities by each core group
Improvement of operating processes based on remarks, opinions,and requests; strengthening of product planning ability, etc.
Top management’s CS activities
Decisions on companywide policies and methods for resolving
important issues by the Management Council, etc.

Competitive
Benchmarking
CS Program
User CS Program

CS Program (Improvement activities based on the CS surveys)
Objectives for the Use of Survey Results

The Two CS Programs
Competitive Benchmarking CS Program

Complementary relations
Promote improvements based on customer evaluations
and enhance relationships with individual customers.

T

Company-wide
improvement activities
as well as activities by
each site and function

S

D

Customers

P

Activities linked to grasp the CS market position,enhance our strengths, and improve on our weaknesses.

CS improvement activities extracted
from issues when comparedwith competitive companies

CS improvement activities based on
individual customer evaluations

Users CS Program

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2.4 ｜ Customer Relationship Management

2.4.3 Efforts to Improve Customer Satisfaction
1. Education and training programs for our employees and sales distribution network
The Fujifilm Group offers training not only to our own customer engineers but also to our external partners in authorized
retailers to further improve our customer satisfaction.
In order to deliver high and consistent support quality to customers, we offer all partners product and service training
sessions that cover the skills and knowledge required for software and hardware installation of various products and services,maintenance, repair, and usage instructions. We also share the results of customer satisfaction surveys in different regions,and hold associated training sessions to ensure better maintenance services and sales activities. Uniting the efforts of ourcompanies and our external partners, we aim to further improve customer satisfaction across the world.

2. Online service
Online Service Usage Status

Unit: %FY2018FY2019FY2020

FY2021

Target in
FY2021

Online customers (Percentage of customers
who use online services or sales platforms
among all customers)

79.3

83.4

85.6

86.9

86.5

Online sales (Percentage of online sales(direct sales and advertising))

4.5

4.3

4.2

4.2

4.2

* Online customers refers to customers of the Business Innovation segment in Japan, with contract of online remote maintenance on our multifunction
devices.
* Online sales were calculated from the online site sales in the sales of the Business Innovation segment in Japan.

3. Customer satisfaction survey results(1) Customer satisfaction survey
Customer satisfaction percentage was calculated to take track of customer satisfaction where after-sales services are critical,
i.e., in medical systems, multifunction devices, and photograph-related products such as digital cameras in the Fujifilm Group.
① Results of customer satisfaction survey

Unit: %FY2018FY2019FY2020

FY2021

Target in
FY2021

Percentage of satisfied customers among all customers (%)

85.1

86.3

87.5

88.0

88.0

Data coverage (within all the sales of our company)

77.0

77.6

77.9

75.2

② Customer satisfaction by business segments in the above data

Business Segment

Unit: %FY2018FY2019FY2020

FY2021

Healthcare (medical products)

78

79

79

80

Business Innovation (multifunction device products)

91

92

93

93

Imaging (photograph-related products such as digital
cameras)

89

89

93

93

(2) Efforts to improve customer satisfaction
In addition to initiatives at various liaison offices for customers, we improve our products and services through the views of awide range of customers.
Customers Response (FUJIFILM’s Activities)
https://holdings.fujifilm.com/en/sustainability/activity/other-activities/customer-service/customer
Activities Incorporating Customers' Feedback (FUJIFILM’s Activities In Japan)
https://holdings.fujifilm.com/en/sustainability/activity/other-activities/customer-service/customer/case-study
To improve customer satisfaction (FUJIFILM Business Innovation)
https://www.fujifilm.com/fbglobal/eng/company/cs

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4. Efforts in the Healthcare segment
The Healthcare segment is one of the most critical field that directly influences on people’s life.
As the foundation of its business activities, the Fujifilm Group increases awareness of our Charter for Corporate Behavior
and Code of Conduct among all employees. We also implement the following activities with the Healthcare segment in mind.
(1) Efforts to improve access to healthcare services
The Fujifilm Group appoints health as one of our priority areas and aims to improve the quality of life for people through our
products, services, and technologies. Setting “Improve Accessibilities to Medical Services” as the priority issue in the area,
we are promoting various efforts such as introducing a health check service within different regions and developing an earlytuberculosis diagnosis system in developing countries.
https://holdings.fujifilm.com/en/sustainability/activity/health/priority-issue-2(2) Efforts to ensure fairness and transparency in the Healthcare segment① Sales activities through fair competition

The Fujifilm Group recognizes the importance of ensuring transparency and trust in our relationships with medical institutionsin the Healthcare segment. All activities conducted by the Fujifilm Group follow industrial regulations, such as the Code of
Ethics, the Charter of Business Behavior, the Promotion Code of the Medical Devices Industry, and the Fair Competition Codeof the Medical Devices Industry in Japan, as specified by the Japan Federation of Medical Devices Associations, the Japan
Fair Trade Council of the Medical Devices Industry, and the Japan Pharmaceutical Manufacturers Association. Further, wehave set up the Fujifilm Group Charter for Corporate Behavior and Code of Conduct, as well as each company’s regulations
involved in the Healthcare segment.
In view of the laws and regulations we are required to comply with, we established Fujifilm Group Global Healthcare Codeof Conduct for relevant Group companies in the Healthcare segment in July 2020. Employees in the relevant Group companies
follow these regulations in carrying out their business to ensure fair business competition.
② Information disclosure
The Fujifilm Group regularly discloses Healthcare segment information, such as funding, in order to gain the wider understandingof society with regards to the manner in which the Group operates its business to a high ethical standard.

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2.5 ｜ Supply Chain Management

2.5 Supply Chain Management
2.5.1 Basic Approach
The Fujifilm Group develops business activities in the four segments of Healthcare, Materials, Business Innovation andImaging, and is working to contribute to solving social issues through the value chains of these diverse businesses. As a global
company, we distribute a range of products to customers across the world, procuring numerous materials and components
for such products. We believe that we are responsible for not only ensuring the quality and safety of our products, but also
appropriately managing the supply chain of materials and components used in our production. In response to recent increases
in social demands, we are keen to fulfill our social responsibility across the entire supply chain of the Fujifilm Group including
our suppliers. The scope of this responsibility covers the global environment; ethics; and work environment of those working
within the supply chain including their human rights, health and safety.
Under a partnership with our suppliers based on mutual understanding and trust, the Fujifilm Group aims to build a morerobust supply chain through socially responsible procurement that reduces business risks in the supply chain and increases
the competitiveness and corporate value of all parties in the chain.

2.5.2 Fujifilm Group Procurement Overview
The Fujifilm Group manufactures a wide range of products, including chemical products; functional materials; and medical,
precision, optical, and office equipment. Our major production sites are located in Japan, Americas, China, the Netherlands,
and Vietnam. Procurement items are also diverse, including sensitive commodities, chemicals, equipment, and packaging
materials. The costs are shared among different regions: 52% in Japan, 22% in China, 12% in Americas, 10% in Europe, and
4% in Asia and other regions.
Proportion of Procurement Amount by Region
4%
10%
12%
52%
22%

Japan
China
Americas
EuropeAsia and others

The Fujifilm Group pursues optimization of production and procurement process in all businesses in order to manufacture ever
better products and offer them at appropriate prices. As a concrete procurement strategy, we place emphasis on the threepoints listed below. We continually improve our procurement activities by setting strategy plan and targets every year.
(1) Cost improvement (pricing)(2) Stable procurement and supply (quality and delivery)(3) Business Continuity Plan (BCP) for procurement
To secure stable procurement and business continuity, one important aspect is to identify and reduce CSR risks in the areasof human rights and labor, environment, safety, and ethics—not only within our own company but also in our suppliers.
The Fujifilm Group bears a variety of CSR risks because we conduct business with various suppliers of different regional
characteristics for our diversified businesses and products. Further, social demand for companies to pursue CSR is also
increasing as a part of the ever-changing business environment.
Taking account of such situations, we are working to maintain CSR conscious procurement (sustainable procurement)
by incorporating CSR-based assessments when choosing a supplier and in periodic evaluations. In general, labor disputes
tend to occur relatively frequently in Asian countries other than Japan. For this reason, and due to the rapid tightening ofenvironmental regulations propelled by society, factories in Asian countries have a higher risk of operational cessation. To avoid
such risk, the Fujifilm Group focuses on sustainable procurement in Asia, including China.

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The Fujifilm Group’s pursuit of sustainable procurement is not only to avoid risks, but also for the positive benefits it brings.
We believe that respecting the human rights of workers in the supply chain increases productivity and moral action, which
in turn lead to the provision of better products and services, as well encouraging innovation. We aim to develop together with
our suppliers by encouraging them to take initiatives in CSR activities to spread such positive effects. For more details on ourconcrete efforts of CSR procurement, refer to 2.5.5 Efforts to Improve Sustainability in the Supply Chain.

2.5.3 Procurement Policy and Structure
1. Procurement policy and rules
The Fujifilm Group’s CSR policy and rules concerning procurement are described below.
Fujifilm Group Corporate Philosophy and Vision
Fujifilm Group Charter for Corporate Behavior and Code of Conduct
The Fujifilm Group’s Approach to CSR

Human Rights Statement

Procurement Policy

Request to Suppliers(=Fujifilm Group Charter for Corporate Behavior and Code of Conduct)

Green Procurement Standards

Fujifilm Group’s stance toward
the issue of responsible minerals procurement

Sustainable Procurement Guidelines
for Suppliers

2. Fujifilm Group Procurement Policy
Fujifilm Group upholds the Fujifilm Group’s Procurement Policy as a group-wide policy. We believe it is important that thebusiness partners and suppliers, especially production materials suppliers, understand the importance of CSR (environment,
human rights, occupational health and safety, corporate ethics, etc.) and work together with us in resolving issues. Therefore,
we include the aspects of CSR in our supplier evaluation standard.
Fujifilm Group Procurement Policy:

https://holdings.fujifilm.com/en/sustainability/vision/policy/procurement

3. Request to Suppliers (Supplier Code of Conduct)
The Fujifilm Group recognizes the importance of social responsibility and corporate ethics in undertaking business activities
not only within the Group itself but also in partnership with our suppliers as we strive to build stronger partnerships. With thisaim, we inform and request suppliers to adhere to the Fujifilm Group Charter for Corporate Behavior and the Code of Conduct.
We also ask our suppliers to request adherence to the Supplier Code of Conduct by their own employees and subcontractors(that is, secondary contractors of the Fujifilm Group).
Fujifilm Group Request to Suppliers

https://www.fujifilmholdings.com/en/sustainability/vision/procurement

Fujifilm Group Charter for Corporate Behavior / Code of Conduct
https://www.fujifilm.com/files-holdings/en/about/philosophy/02_FF_CoC_202111_English.pdf[English]https://holdings.fujifilm.com/en/about/philosophy#24languages[24 languages]

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Items for Fujifilm Group Code of Conduct
Respect for Human Rights

Respect of human rights, Respect and promotion of diversity, Prohibition of discrimination,
Prohibition of bullying and harassment, Protection of privacy, Promotion of work-lifebalance, Prohibition of forced labor / child labor, Promotion of occupational safety andhealth, Respect of labor rights

Fair Corporate Activities

Active communication, Information disclosure, Fair competition, Fair sales activities,
Fair procurement, Prevention of corruption, Prohibition of bribery and restriction on giftexchange and entertainment, Prohibition of ideological/religious activities in our roles as
executives and employees, Rejection of organized crime, Compliance with tradecontrol regulations, Accuracy of financial reporting and appropriate tax payments, Quality
assurance/safety of products and services, Responsible marketing

Protection/Preservationof Corporate Assets andInformation

Effective use of corporate assets, Prohibition of improper use of corporate assets,
Prohibition of conflicts of interest, Prohibition of insider trading, Protection of confidential
information, Protection of others’ intellectual property, Protection of personal information,
Crisis management

Measures Related toEnvironmental Issues

Response to climate change, Contribution to a circular economy, Safety and effective useof chemicals, Protection of local environments and partnerships with local communities

4. Sustainable Procurement Guidelines for Suppliers
The Fujifilm Group has compiled the most important points and an explanation of the Fujifilm Group Code of Conduct as the
Fujifilm Group Sustainable Procurement Guidelines for Suppliers (revised in March 2022) so that suppliers can fully grasp the
CSR rules to which they must adhere. The guidelines also contain an action checklist, and cover all the items specified in the
RBA’s* Code of Conduct, the international CSR framework organized by the electric and electronics industry.
* RBA: Responsible Business Alliance

Reference: Elements of Sustainable Procurement Guidelines for Suppliers
1. Respect for Human Rights
Respect of human rights, Respect and promotion of diversity, Prohibition of discrimination, Prohibition of bullying andharassment, Protection of privacy, Promotion of work-life balance, Prohibition of forced labor / child labor, Promotion ofoccupational safety and health, Respect of labor rights
2. Fair Corporate Activities
Active communication, Information disclosure, Fair competition, Fair sales activities, Fair procurement, Prevention ofcorruption, Prohibition of bribery and restriction on gift exchange and entertainment, Prohibition of ideological/religious
activities in our roles as executives and employees, Rejection of organized crime, Compliance with trade control
regulations, Accuracy of financial reporting and appropriate tax payments, Quality assurance/safety of products andservices, Responsible marketing
3. Protection/Preservation of Corporate Assets and Information
Effective use of corporate assets, Prohibition of improper use of corporate assets, Prohibition of conflicts of interest,
Prohibition of insider trading, Protection of confidential information, Protection of others’ intellectual property, Protectionof personal information, Crisis management
4. Measures Related to Environmental Issues
Response to climate change, Contribution to a circular economy, Safety and effective use of chemicals, Protection of local
environments and partnerships with local communities
5. Others
Implementing the management system and promoting CSR awareness (i.e. requesting our suppliers to ask their own
suppliers to also promote the above four elements)

Fujifilm Group Sustainable Procurement Guideline for Suppliers
https://holdings.fujifilm.com/en/sustainability/vision/policy/procurement

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5. Other standards
Other than the above, individual Fujifilm Group companies may request suppliers to follow certain rules specific to theircompany based on the FUJIFILM Holdings Environmental Policy and other standards.
To resolve environmental issues, it is important that we work together across the supply chain to reduce GHG emissions
and energy consumption, seeking environmental solutions. We continue to build even closer relationships to help solve
problems that our suppliers may encounter by offering support utilizing the technologies and knowledge concerning energy
saving that our Group has accumulated.
● Environmental Policy

Fujifilm Group Green Policy (Environmental Policy)
https://holdings.fujifilm.com/en/sustainability/vision/policy/green● Requests to suppliers on environment

Fujifilm Green Procurement Standards
https://www.fujifilm.com/jp/en/about/sustainability/procurement● Policy on human rights

Fujifilm Group Human Rights Statement
https://holdings.fujifilm.com/en/sustainability/vision/policy/statement

2.5.4 Structure of Sustainable Procurement Promotion
Collaborating with FUJIFILM Corporation and FUJIFILM Business Innovation Corp., the ESG Division and the Procurement &Equipment Manufacturing Division of FUJIFILM Holdings Corporation formulate policies and plans for sustainable procurement
within the Fujifilm Group. Among these activities, important matters related to corporate management are approved andadopted by the FUJIFILM Holdings ESG Committee, chaired by the CEO of FUJIFILM Holdings.
The matters approved and adopted by the ESG Committee and the policies and plans formulated by FUJIFILM Holdings
are disseminated to the ESG and procurement divisions of the Group companies and implemented by each company. The
sustainable procurement promotion structure and roles of the organizations within it are as follows.
Sustainable Procurement Promotion Structure
FUJIFILM Holdings Corporation

ESG Committee

ESG Division, Procurement & Equipment Manufacturing Division

FUJIFILM Corporation
ESG/Procurement Divisions

FUJIFILM Business Innovation Corp.
ESG/Procurement Divisions

ESG/Procurement Divisions of the Group Companies

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Roles of Each Organization
Organization

Major Roles

ESG Committee of FUJIFILM Holdings
Corporation (headed by the President)

Deliberation and decision on important matters

ESG Division and Procurement &Equipment Manufacturing Division in
FUJIFILM Holdings Corporation

Formulation of group-wide policies and plans, support for Group companies,
and liaison office* for external inquiries

ESG and Procurement divisions in
FUJIFILM Corporation and FUJIFILM
Business Innovation Corp.

Dissemination of the group-wide policies and plans to the relevant divisions,formulation of concrete action plans based on such policies and plans, andsupport for CSR activities in the company and other Group companies

ESG divisions in Group companies

Dissemination of group-wide policies and plans, and support for CSR
activities within the company

Procurement divisions in FUJIFILM
Corporation, FUJIFILM Business InnovationCorp., and other Group companies

Request to suppliers of CSR activities based on Fujifilm Group Procurementand Environmental Policies; checking CSR activities implementation status bysurveys and site visits; and providing advice and support for improvement* Liaison office for suppliers concerning Fujifilm Group CSR activities. It accepts any type of enquiry, including consultations and complaints.
Contact Sustainability

https://holdings.fujifilm.com/en/contact

2.5.5 Efforts to Improve Sustainability in the Supply Chain
1. Sustainable procurement activity cycle
The Fujifilm Group has designated a Sustainable Procurement Promotion Program that is run cyclically in the following four
steps.
Sustainable Procurement Activity Cycle(1) Dissemination of the
Fujifilm Group’s
Approach to CSR(2) Supplier
Assessments(3) Request/support
for supplier’s
improvement activities(4) Improvement
activities
by suppliers

Activities in Each Step
(1) Dissemination of the Fujifilm Group’s Approach to CSR
To help our suppliers gain an understanding of the Fujifilm Group’s CSR approach and requirements, instead of justdisclosing our Code of Conduct and Procurement Policy on our website, we hold supplier briefings to explain our policies
and standards directly, and request for their compliance. To go even further, we also send out our Code of Conduct tothe suppliers and receive their consent forms on a regular basis to disseminate our approach.
(2) Supplier Assessments
To identify CSR risks and issues of suppliers we see as critical according to the value and characteristics of the items
being procured as well as those of suppliers in high risk areas*1 such as China or other Asian countries, we conduct
regular CSR risk assessments and CSR self-check*2.
The Fujifilm Group considers suppliers that could potentially have a large impact on our business continuity andcompetitiveness as critical suppliers. The Fujifilm Group identifies critical suppliers by weighing the value of items
procured, substitutability, partnership continuity, etc.
(3) Request/support for supplier’s improvement activities, and (4) Improvement activities by suppliers
As we identify high risk suppliers through the supplier self-check in Step (2) or/and daily procurement practices, we
conduct individual onsite reviews of suppliers, request them to improve and offer them support. In China and Asia, ourinternal expert teams conduct onsite visit and check for CSR activities by the supplier and provides advice on making
improvements. We position this onsite review by expert teams as equivalent to a Responsible Business Alliance (RBA)
audit. Based on the check results, we encourage the suppliers to proceed with improvements, and thereby promote the
Fujifilm Group’s sustainable procurement methods across the whole supply chain.
*1 The Fujifilm Group identifies risk areas within its supply chain from the viewpoint of CSR by analyzing the regional environment, social risks andthe relevant regulations in countries and regions.
*2 See the table on the next page for fields and elements in the supplier CSR self-check.

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Field

Elements

Human rights &Labor

Policy, Legal monitoring, Discriminatory treatment at the time of employment (inappropriate medical
checks), Forced labor, Human rights of international employees, Child/youth labor, Discriminationand harassment, Discipline, Working hours management (control of long working hours, etc.), Wages(minimum wage, overtime allowance), Human-rights and labor-related certifications, Working conditions,Collective bargaining rights, Supplier management

Environment

Policy, Legal monitoring, Prevention of global warming (greenhouse gas reduction targets), Reductionof resource use, Hazardous chemicals management, Recycling and proper disposal of waste, Antipollution, Licenses, EMS, Supplier management, EMS certifications

Health & Safety

Policy, Monitoring of law/regulation, Personal protective equipment, Machinery safety, Chemical
substance management, Disaster prevention, Physical examination, Hygiene control in the canteens anddormitories, Management system, Supplier management

EthicsFair business, Legal monitoring, Compliance investigation, Anti-corruption, Intellectual property, Fairbusiness, Whistle-blowing, Information security, Supplier management, Due diligence policy on conflictminerals, Certification for corporate ethics

Supplier
management &BCP

Identifying critical suppliers, Business Continuity Plan (BCP)

2. Overview of FY2021 activities(1) Dissemination of the Fujifilm Group’s Approach to CSR
We disseminated our suppliers outside Japan about the Request to Suppliers (Fujifilm Group Charter for Corporate Behavior
and Code of Conduct), which had been revised in April 2019, and we collected consent forms from 204 suppliers.
(2) Supplier assessments
We requested our critical suppliers both inside and outside Japan to conduct CSR self-check. We communicate with suppliers
if any question arises out of their check results. This then serves to clarify the improvement points in our supply chain. In fiscal
2021, several of the self-check items were revised with additional questions to ascertain whether or not our suppliers specify
their own critical suppliers. This is to understand the Fujifilm Group’s business impact on the supply chain. The number of selfcheck respondents (number of sites) was 368 (558 sites) and the response rate was 90%.
When a significant risk is identified through the self-check, we request the supplier to make improvements and provide
support. The assessment results in fiscal 2021 did not indicate any serious risks, including those of child labor, forced labor,
and freedom of association.
(3) Request/support for supplier’s improvement activities① Onsite visit and check by expert teams

Reviewing CSR self-check results, efforts in regard to QCD, environment and so forth, we judged that we need to conduct
risk assessment on 53 suppliers located in China and Vietnam. Expert teams from our production sites provided onsite
visit and check to 33 suppliers out of 53. Due to the spread of COVID-19, some of the planned onsite visits were canceled,
and the achievement rate is lower than in the previous two years. As a result of risk assessments, we identified issues withovertime hours, the labor/human rights management system (response to child labor, elimination of discrimination, etc.),
and deficiencies in the management of chemicals and toxic substances. We requested suppliers to rectify these issues andhave confirmed improvements in the important items at all suppliers where our expert teams conducted onsite visits up to
the end of fiscal 2021.
② Training and capacity building

We hold a chemical management seminar for domestic suppliers every six months in Japan. We explained the importanceof CSR and our efforts in sustainable procurement as the Fujifilm Group to deepen suppliers’ understanding. We also
request them to deepen their understanding on Fujifilm Group Charter for Corporate Behavior / Code of Conduct andsubmit letter of consent on them. As in the previous year, the fiscal 2021 online seminars were held in consideration of the
COVID-19 situation. A total of 233 companies attended the online seminar.
③ Support for resolving issues through collaboration with suppliers

The Fujifilm Group is proactively strengthening partnerships with suppliers in order to address climate change, one of themost important international issues, through united efforts across the supply chain. Concretely, we disseminate the Fujifilm
Group’s climate change policy through the supplier briefings. We also support suppliers in resolving the CSR related issues
they face, such as reducing GHG emissions and reducing energy consumption, utilizing the technologies and expertise
owned by FUJIFILM Engineering Co., Ltd.

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Results of Sustainable Procurement Activities and Targets (KPI)
Activity
Dissemination of
Code of Conduct,
Collection ofconsent form

CSR self-checkby suppliers(Supplier selfassessment
questionnaire)

Visit and check

Item

FY2019FY2020

FY2021

Number of suppliers’ consent
forms collected

391

213

204

350

Number of suppliers requested

263

568

409

600

Response rate

98%

75%

90%

90% or over

87%

87%

77%

90% or overNumber of suppliers evaluated

39

56

33

Plan achievement rate

76%

90%

62%

Percentage ofsuppliers with
90% or higher
conformance
rate

Most criticalitems

FY2022 Target

Critical items
Plan achievement rate
100%

Conformance rate at CSR Self-check
Conformance Rate

Description

Ratio of the Number of Suppliers

90% or over

Almost satisfy the requirements of our Code of Conduct77%

80%-89%Some issues need improvements

18%

Less than 80%

Need our supports for their improvement5%

2.5.6 Environmental Efforts in the Supply Chain
1. Basic approach
The Fujifilm Group’s business originated with photographic film, a product for which lots of clean water and fresh air are
essential to the manufacturing process. It is also a product which requires customers to “buy on trust,” since they cannot try it
out beforehand. Thus, for the Fujifilm Group, an approach which emphasizes environmental conservation and maintaining thetrust of stakeholders has been a major premise at the very foundations of our business activities. This approach is the starting
point for our corporate social responsibility (CSR) activities and continues to be passed down within our Group, as the Fujifilm
Group’s “DNA.”Over the years, due to the nature of our founding business, the Fujifilm Group has been working to reduce the environmental
impact from our business throughout the product life cycle, from material procurement, manufacturing, transportation, anduse, to final disposal. Particularly in material procurement, we are expanding the scope of efforts to include our suppliers
through the structure of sustainable procurement.

2. Cooperation with suppliers(1) Requesting suppliers to comply with environmental guidelines
Based on Measures Related to Environmental Issues in the Fujifilm Group Code of Conduct, we actively undertake actions to
reduce the environmental impact from our business. We also inform our suppliers about the Code and request them to comply
with it. For a better understanding of the rules to be followed, we also distribute the Fujifilm Group Sustainable Procurement
Guidelines for Suppliers.
For Fujifilm Group Code of Conduct and Sustainable Procurement Guidelines for Suppliers, please refer to 2.5.3
Procurement Policy and Structure.

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2.5 ｜ Supply Chain Management(2) Activity Overview of the Major Themes
Theme

Overview

Reference

Sharing information on
chemical substances

We use chemSHERPA, a chemical information communication
system compliant with international standards, to share information
on chemical substances and to ensure the proper management ofchemical substances. We also offer regular explanatory meetings for
suppliers in how to use chemSHERPA.

3.6.5 Contribution toSound Chemical
Management Across the
Supply Chain

Responsible Paper
Procurement

To achieve responsible paper procurement, we have establishedprocurement standards based on biodiversity and respect for therights of local residents. Our procurement process is always in linewith these standards.

2.5.9 Efforts in Paper
Procurement

Responsible plantderived raw materials

To meet the social demand for biodiversity conservation, weestablished company-wide rules for the procurement of plantderived raw material such as cellulose, and operations have begun insequence at all Fujifilm Group sites in fiscal 2021. We will ensure thatour biodiversity conscious procurement is always in agreement withthese rules.

3.7 Biodiversity
Conservation

2.5.7 Efforts in Fujifilm Group Production Sites
1. Audit by customers
We appropriately respond to audits conducted by our customers, to whom we supply our products. In fiscal 2021, we received
several customer audits in both Japanese and overseas sites and no issues that could have an effect on the continuation of
our partnerships were identified.

2. Self-checks by our production sites
We conducted CSR self-checks at eight production sites across the world, and confirmed that all sites observed 100%
compliance. The results of the RBA self-assessment questionnaire (conducted at seven sites) also stayed at “green” for allsites. In the Business Innovation (former Document) business, we use the line stop time in our manufacturing process causedby CSR problems at our suppliers as our self-check index. There were zero line stops caused by CSR problems for the seventh
consecutive year since fiscal 2015 in FUJIFILM Manufacturing Shenzhen (China), and for the sixth consecutive year since fiscal
2016 in FUJIFILM Manufacturing Hai Phong (Vietnam).

3. Reinforcement of CSR activities in China
In addition to their own activities conducted by themselves, FUJIFILM manufacturing subsidiaries are now also obliged to
conduct the Fujifilm Group’s standard CSR self-check items.

2.5.8 Responsible Minerals Procurement
1. Policy and framework of efforts
The Fujifilm Group is aware of conflict minerals*1 issues, the mining of which causes human rights violations and disputes, andclearly declares that it will not be complicit, directly or indirectly, in supporting activities related to such disputes and humanrights violations. The Fujifilm Group manages minerals by following the five steps of the Due Diligence Guidance specified by
the Organisation for Economic Co-operation and Development (OECD) to ensure responsible procurement across our supply
chain.
Fujifilm Group's stance toward the issue of responsible minerals procurement
https://holdings.fujifilm.com/en/sustainability/vision/policy/procurement

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Fujifilm Group Efforts
OECD 5 Steps

Fujifilm Group Efforts(1) Establish strong
company management
systems

Because the Business Innovation (former Document) business is particularly relevant totargeted minerals, under a structure headed by the director responsible for production andprocurement, the procurement divisions and the ESG division play a central role in promoting
activities such as formulating annual plans, collecting survey results, and responding basedon risk assessment results.

(2) Identify and assess risks
in the supply chain

We track the origin of our minerals, verifying the results and identifying the country of origin,following the procedures specified by the Responsible Minerals Initiative (RMI)*2.
We report the investigation results to our clients for OEM products in the Business Innovation(former Document) business. In addition, we collect responses from suppliers, conduct risk
assessments, report the results to the director responsible for production and procurement,
and obtain approval for actions in response to the risks. In other businesses such as theimaging solutions business, the graphic communication business and the recording media
business, we have received inquiries about the origin of our minerals from many clients andhave responded to them appropriately.

(3) D esign and implement
a strategy to respond to
identified risks

Based on the results of the risk assessment, we request the supplier to switch to a certified
smelter. We request suppliers who use high-risk smelters to switch at the earliest opportunity.

(4) Carry out independent
third-party audits of thedue diligence practicesof smelters/refiners

In the Fujifilm Group, Fujifilm and FUJIFILM Business Innovation participate in the Responsible
Minerals Trade Working Group of JEITA*3 and discuss RMAP*4 jointly with other companies.
FUJIFILM Business Innovation also carries out activities as a member of RMI.

(5) Report annually on
supply chain due
diligence

The Fujifilm Group’s conflict minerals policies, measures and results are disclosed on theofficial website and in the sustainability report.

*1 Minerals (tantalum, tungsten, tin, and gold) regarded to be problematic because profits may be used for inhumane purposes or its mining may
infringe human rights*2 RMI = Responsible Minerals Initiative*3 JEITA: Japan Electronics and Information Technology Industries Association*4 RMAP: Responsible Minerals Assurance Process

2. Results and targets for responsible minerals procurement
Each business in the Fujifilm Group responds to requests from customers for a conflict minerals survey.
In the Business Innovation (former Document) business, we have strengthened our responsible minerals procurement as we
expand our product sales countries and regions and based on the growing social demand. To disseminate the Fujifilm Group’s
policy on responsible minerals procurement and to strengthen the conflict minerals survey, we distributed a revised version of
the CSR Management Guidelines for suppliers to 472 suppliers and collected the consent forms (supplier response rate was98%). In the conflict minerals survey, we received a response from 98% of suppliers in scope. As a result of the survey, we
identified 328 suppliers listed as a smelter or refiner under the Responsible Minerals Initiative (RMI). Out of these smelters or
refiners, 235 are compliant with the Responsible Minerals Assurance Process (RMAP) as of January 2022. In addition, after
confirming the responses from our suppliers, we requested them to switch to certified smelters and avoid using high-risk
smelters.
In fiscal 2021, we started work on a cobalt survey in response to the growing demand from customers. Going forward, we
will continue to expand the scope of our surveys and promote responsible minerals procurement.

Supplier response rate for conflictminerals survey
Percentage of RMAP conformant
smelters in conflict minerals
surveyFY2019FY2020

FY2021

FY2022 Target

98%

99%

98%

95% or over72%

Continuous
improvement of RMAP
conformant smelters
percentage

76%

75%

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2.5 ｜ Supply Chain Management

FY2021

Total

Gold

Tantalum

Tin

Tungsten

Number of identified smelters

328

172

36

71

49

Number of RMAP conformant
smelters

235

107

36

51

41

Rate of RMAP conformant
smelters

72%

62%

100%

72%

84%

2.5.9 Efforts in Paper Procurement
To maintain natural forest resources, the Fujifilm Group has established a policy for paper and paper materials to ensure
responsible paper procurement. Since our Business Innovation (former Document) business sells paper for printers andcopiers as one of its major products, we declare that we procure pulp from forests that are managed with consideration given
to the environment and human rights, avoiding any involvement in forest destruction or human rights infringements. We havealso formulated Environmental, Health and Safety Requirements regarding Paper Procurement. These requirements specify
paper quality standards for procurement and selection criteria for material suppliers. These requirements instruct material
suppliers to pay attention to biodiversity and respect the rights of local residents in their business operations.
We hold annual meetings of the CSR Paper Procurement Committee, chaired by the director responsible for procurement,
to confirm the compliance status of existing suppliers regarding these requirements and to select new suppliers. As forfiscal 2021, we have conducted onsite reviews of our suppliers and confirmed that all of them conformed with our Paper
Procurement Regulation Standards.

Paper Procurement Regulation Standards(1) Principles on paper procurement① The paper materials shall be derived from forests managed in a sustainable manner.
② For recycled pulp, the supplier of waste paper used as raw materials shall be clearly identifiable.
③ The chemical substances used in the manufacturing process shall be confirmed to be safe.
④ The bleaching process used for the paper shall be chlorine-free.
⑤ The manufacturing facilities shall have environmental management systems.
(2) Principles on transactions with paper suppliers① Environment: Suppliers shall comply with both national and regional laws and regulations in the countries where they

operate, and shall conduct business in consideration of the protection of valuable local forests and their ecosystem② Right of local communities: Suppliers shall see to it that the rights of local communities, such as the right to exist, areprotected, and shall fully engage in dialogue with local communities whose rights might be seriously affected by theirbusiness activities.
③ Corporate ethics: Suppliers shall protect the rights of their workers, conduct fair transactions as a matter of routine, andavoid any association with antisocial forces or organizations.
Paper Procurement Efforts KPI

Percentage of suppliers insideand outside Japan fulfilling ourpaper procurement requirements(FUJIFILM Business Innovation)

FY2019FY2020

FY2021

FY2022 Target

100%

100%

100%

100%

2.5.10 Sustainable Procurement Efforts in Logistics
Japan’s logistics industry faces serious social issues, such as long working hours by courier drivers, death from overworking,and environmental and safety issues caused by poorly maintained vehicles. These problems are caused by the increasing
trend of internet shopping since 2017 and the surge in home delivery demand due to the COVID-19 pandemic since 2020.
FUJIFILM Logistics Co., Ltd., which is in charge of logistics operations for the Fujifilm Group, has been requesting its
logistics partners (primary suppliers) to cooperate in our sustainable procurement for logistics in Japan since fiscal 2009.

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2.5 ｜ Supply Chain Management

Through such requests, logistics partners conduct CSR self-checks and if their conformance rate is less than 90%, FUJIFILM
Logistics visits the partner company to offer advice for correction. In fiscal 2021, we requested 111 logistic partners to conduct
the CSR self-check, and received responses from all the partners. For those partners with a conformance rate of less than
90%, we plan to conduct the onsite visit for improvement in fiscal 2022 in consideration of risks from the COVID-19 pandemic.
Sustainable Procurement Effort KPI in Domestic Logistics in Japan

Percentage of companies with
90% or more CSR self-checkconformance rate

FY2019FY2020

FY2021

FY2022 Target

97%

97%

95%

100%

FUJIFILM Logistics is strengthening cooperation not only with primary suppliers but also with secondary suppliers. As the
COVID-19 pandemic spread, information on the Fujifilm Group’s countermeasure operations for COVID-19 was shared withthose primary and secondary suppliers. As a result of their implementing the basics of comprehensive infection control, noclusters occurred among about 4,500 persons involved.
From fiscal 2020, FUJIFILM Logistics has introduced the “GoStop Management System,” a logistics service provided
by the Japan Weather Association to support transportation safety in bad weather. We provide our partner companies withadvanced information on bad weather and information on decisions to cancel transportation. In fiscal 2021, there were no
accidents caused by natural disasters.

2.5.11 Collaboration with Initiatives in the Supply Chain Area
The Fujifilm Group participates in various initiatives to meet the evolving globally-applicable production and procurement
standards and deliver our products with confidence, valuing the importance of global CSR trends. Below are the initiatives inwhich we participate in the supply chain area.
• Joint Article Management Promotion-consortium (JAMP)
FUJIFILM Corporation and FUJIFILM Business Innovation Corp. participate in JAMP, which aims to disseminate a system tomanage chemical substance information and smoothly communicate such information across supply chains.
• United Nations Global Compact (UNGC), and Global Compact Network Japan (GCNJ)
FUJIFILM Business Innovation Corp. (former Fuji Xerox) became a signatory to the United Nations Global Compact in 2002.
Since June 2020, we have signed UNGC as FUJIFILM Holdings. Moreover, we are working actively in the Supply Chain
Working Group and the Human Rights Due Diligence Working Group of the GCNJ.
• Japan Electronics and Information Technology Industries Association (JEITA)
Both FUJIFILM Corporation and FUJIFILM Business Innovation Corp. participate in the Responsible Minerals Trade Working
Group led by the JEITA, the industrial organization of the Japanese IT and electronics industry.
• Responsible Minerals Initiatives (RMI)
FUJIFILM Business Innovation Corp. joined RMI in May 2021. RMI is the leading organization dedicated to global efforts
for the responsible procurement of conflict minerals. We will strengthen our efforts for responsible minerals procurement
through collaboration with RMI and JEITA.
• Responsible Business Alliance (RBA)
FUJIFILM Business Innovation Corp. joined the RBA in April 2022. The RBA sets out standards in the electronics industry
supply chains to ensure that the working environment is safe, that workers are treated with respect and dignity, and thatthey are environmentally friendly.
• Japan Business Machine and Information System Industries Association (JBMIA)
FUJIFILM Business Innovation Corp. participates in the activities of the JBMIA as a member of the Responsible Corporate
Behavior Committee, established in April 2022. The JBMIA is an organization that contributes to the development ofJapan’s business machines and information systems industries. The Responsible Corporate Behavior Committee mainly
works in the area of human rights issues within the supply chain.

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Environmental Aspects
3.1 ｜ Environmental Policy and Management System

3.1 Environmental Policy and Management System
3.1.1 Basic Approach
The Fujifilm Group organizes activities aimed at contributions to “sustainable development” in all the Group’s business activities,
in accordance with its environmental policy (Fujifilm Group Green Policy).

Fujifilm Group Green Policy
Basic Policy“Sustainable development” is the most important issue for our planet, the human race, and all business entities in the 21st
century. Through all products and services and businesses, we will strive our contributions to “sustainable development”
by initiative to address climate change, promote resource circulation, ensure chemical safety, preservation for regional
environment and biodiversity conservation.
Action Guidelines
1. We will contribute to solving environmental issues with original and advanced technology in the product life cycle.
2. We will comply with the rules established by each country and region, self-regulations of the Fujifilm Group companies,
standards, individually agreed requirements.
3. As a member of the supply chain and community, we will work with each stakeholder to promote activities to solve
environmental issues.
4. We will actively disclose information on environmental initiatives and their results to various stakeholders such as local
communities, governments, shareholders and investors, NGOs and NPOs, employees of the Fujifilm Group companies,
and ensure good communication.
5. We strengthen the foundation to address environmental issues voluntarily by providing education to employees of eachgroup company thoroughly to raise awareness.
Established in October 2002, Revised in April 2019

3.1.2 Environmental Management
The Fujifilm Group collects environmental performance data from all our sites each year, and reports the data to top
management through the ESG Committee. This data is analyzed to determine the priority measures for the following fiscal
year. Each company and site sets targets and action plans based on the priority measures to improve their environmental
performance while also reducing environmental risks. Utilizing the Integrated Management System (IMS)* for these continuingenvironmental activities, enhances their effect.
In 2017, we released SVP 2030, the Fujifilm Group CSR Plan toward 2030, setting targets in six areas to build a sustainable
society. The following list shows the fiscal 2022 priority measures corresponding to the area of environmental safety in
SVP2030.
* Integrated management system (IMS): Management system integrating, quality management system (QMS), occupational health and safetyassessment system (OHSMS) and information security management system (ISMS).
Effective Management System
https://holdings.fujifilm.com/en/sustainability/vision/management/management-system

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FY2022 Fujifilm Group Priority Measures
SVP2030 Priority Issues

FY2022 Priority Measures

1. Address climate change(1) D evelop and promote CO2 emission reduction activities in each businessdomain based on the Fujifilm Group environmental strategy “Green Value
Climate Strategy”(2) Develop and market products and services that will reduce CO2 emissions
across product lifecycle and CO2 emissions in society① Create “Green Value Products” to be certified under the Fujifilm Group’s
environmentally-conscious product certification program② Enhance the evaluation level of Scope 3 CO2 emissions(3) Promote “Green Value Manufacturing” that requires minimal CO2 emissions① E xpand the use of renewable energy② Study technical feasibility of the introduction of fuels that do not emit CO2③ Develop and introduce production processes and manufacturing
technologies that have minimal CO2 emissions④ Use the Internal Carbon Pricing system to promote CO2 emission
reduction measures(4) Assess risks and business opportunities associated with climate change to
set future business strategy

2. Promote recycling of resources(1) Improve the quality of resource recycling① Promote the recycling of simply disposed waste (landfill / incineration) andits conversion into valuables② E xpand the scope of application for product reuse and recycling③ Consider using recycled plastics and bioplastics into new products(2) Promote water use reduction, reuse and recycling to contribute to water
resource conservation

3. Address energy issues toward adecarbonized society

Develop products and technologies that will contribute to conserving, storing
and creating energy

4. E nsure product and chemical safety(1) Reduce and replace priority substances for risk management(2) Develop materials and processes that contribute to reducing environmental
impact and promoting resources recycling(3) Disseminate knowledge and mechanisms that facilitate appropriate
chemicals management across the supply chain(4) Implement product safety assessment and monitoring in accordance withinternal rules(5) Continue to improve the systems for regulatory compliance to support the
expansion of product and business areas

5. Promote management of a healthy
workplace (prevent workplace
accidents)(1) Improve the level of biological material management in accordance withinternal rules(2) Implement risk assessment on industrial processes to prevent workplace
accidents(3) Investigate the cause of workplace accidents in depth to prevent therecurrence of similar accidents and implement preventive measuresthroughout the Fujifilm Group

6. Strengthen CSR foundations across theentire supply chain(1) Strengthen communication and collaboration with suppliers for reducing
CO2 emissions(2) Implement appropriate procurement of plant-derived materials inaccordance with internal rules

7. Information disclosure andcommunication of relevant information

Disclose scenarios and activities toward achieving the SVP 2030 goals

8. Employee education(1) Implement environmental education to achieve new climate targets byinspiring voluntary activities(2) Continue basic educations on environmental safety, product safety andoccupational safety

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3.1 ｜ Environmental Policy and Management System

3.1.3 EMS: Certification/Audit/Verification
Status of EMS Certification and Audit in FY2021
Certification/audit/verification system byspecialized companies with International
Certification (ISO14001, EMAS)* Target sites are determined in consideration of business characteristics

Coverage: 83.6%
Target sites: 73 Certified sites: 61
Coverage: 16.4%

Certification/audit/verification system byinternal experts

Our internal experts verify the status of environmental activities based on theEnvironmental Policy and the priority issues.
Target sites: 73 Certified sites: 12

Total Coverage of Environmental
Management System (EMS) for ourcompany (The sum of the above two)100%

Effective Management System
https://www.fujifilmholdings.com/en/sustainability/vision/activity.html

3.1.4 Risk Management by Environmental Due Diligence
For M&As, we conduct a survey on the environmental aspects of the investee (usage history of buildings and premises,soil pollution, exhaust and wastewater emission, biodiversity, compliance, etc.). This is to accurately assess the investment
possibility and costs in order to reflect them in decision making. From fiscal 2021, new assessment items, such as hazard risks
and energy usage status, were added from the viewpoint of reducing climate change.

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3.1 ｜ Environmental Policy and Management System

3.1.5 Material Flow

* Organizations covered in the environmental performance data are,as a general rule, those that are shown in the consolidated financial
statements, and are significant in terms of environmental burden.
However, certain sales and manufacturing (assembly) subsidiaries
are excluded.
Those not shown specifically are included in the tabulation figures
above. Moreover, figures for the Group total may not reflect the sumof each subtotal.

Direct control over the Fujifilm
Group’s environmental burdens

Wastematerial

86.6 kilotons

Discharged
water

O
U
T
P
U
T

Atmosphericemissions

Water*6..........36.8 million tons
BOD*7 .................... 20.9 tons
COD*7 ....................... 48 tons
Total nitrogen*7......... 194 tons
Total phosphorus*7.. 1.95 tons

CO2*1 .........2,273 kilotons

Atmosphericemissions

Atmosphericemissions

Atmosphericemissions

CO2*3 .... 286 kilotons

CO2*4 .... 199 kilotons

CO2*5 ...... 88 kilotons

Atmosphericemissions

CO2*2 ..............1,041 kilotons
Fluorocarbons ... 12 kt of CO2
VOC ..................0.75 kilotons
SOx........................14.8 tons
NOx.........................269 tons
Soot .......................5.52 tons

I
N
P
U
T

R
E
C
Y
C
L
E

Procurement

R&D/Manufacturing

Transportation

Use

Disposal/Recycling

Resource extracting,transporting, refining,
synthesizing, processing,and materials transporting

Electricity used,
Oil and gas used,
Water used

Light diesel oil
and heavy oil used,
Electricity used

Electricity used,
Water used

Waste combustion
recycling energy

Metal (aluminum, steel, etc.)............................100 kilotons
Others ..................299 kilotons

Electricity... 1,058 million kWh
Purchased energy ...... 266 TJ
Oil*8 .......................... 32.7 ML
Natural gas*9.................... 237 million Nm3
Water ...........43.4 million tons

Light diesel oil, etc*11................................. 111 ML

Electricity*12.................... 372 million kWh

Combustion amount(estimation)*13 ....... 22 kilotons(paper/PET/TAC, etc.)

Collecting used products(Multifunction devices /PS plates/CTP plates, etc.)

Material
recycling
Aluminum, PET,
Silver, TAC*1 Environmental burdens due to raw materials procurement(CO2 emitted during the process of extracting,transporting, refining, synthesizing, processing, andtransporting raw materials) is calculated for the main raw
materials procured.
*2 Environmental burdens due to product manufacture is
calculated based on the total amount of energy (electricity,
petroleum, and gas) consumed in the production process.
*3 For the calculation of environmental burdens due to
product transportation, estimates are made based on
domestic and overseas transportation methods anddistances traveled. The typical amount of CO2 emissions
per unit of weight and distance for each method andcorrection factors such as the yield rate are multiplied by
the weight of the raw materials procured.

Amount ofcyclic waterused*1076.1 million tons

*4 F
 or copy machines, printers, and fax machines,
environmental burdens due to use of products is calculated
as energy consumption for a 5-year period for the machines
installed this year. For other products, the estimated numberof machines in operation is multiplied by typical energy
consumption.
*5 E
 nvironmental burdens due to product disposal is calculated
based on the estimation of stress on the environment
caused by the disposal of the raw materials procured.
*6 W astewater released as a result of business activities*7 V olume released to public water*8 T otal of heavy oil A, heavy oil C, kerosene, light diesel oil,and gasoline (Amounts of the petroleum-based products
are summed after appropriated energy conversions, and thetotal is expressed in terms of the amount of heavy oil A.)

Material
recycling*9 T otal of natural gas, liquefied natural gas (LNG),
urban gas, butane, and liquefied petroleum gas (LPG)(Amounts of the gases are summed after appropriate
energy conversions, and the total is expressed interms of the amount of urban gas.)*10 T
 his includes the amount of water used in a cyclicmanner.
*11 C
 alculation assuming transport by truck ased on the average CO2 emission coefficient of the*12 B
Federation of Electric Power Companies of Japan*13 Hypothetical combustion rate for each substance
used(For the above, data from the input-output table andother sources are used to obtain CO2 emissions per unitof output.)

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3.1 ｜ Environmental Policy and Management System

3.1.6 Response to Environmental Laws and Regulations
Legal Compliance and Reports on Complaints in FY2021
In fiscal 2021, there was one violation of environment-related laws. The legal violation concerned management of exhaust gas
in Taiwan—the preventive measure has already been completed.
FY2018FY2019FY2020

FY2021

1

0

1

1

4,000

0

168

3,600

1

0

1

1

4,000

0

168

3,600

No. of cases being addressed

0

0

0

0

Debts as of the end of fiscal year (USD)

0

0

0

0

No. of other violations and complaints

2

2

0

0

Number of legal violations
Penalty (USD)
No. of cases addressed
Penalty paid (USD)

Responses to Environment-Related Complaints and Legal Violations in FY2022*
Company/Site Name

Description

Responses

FUJIFILM Electronic Materials Taiwan
Co., Ltd.

Violation of Air Pollution Control Act

Enhancing exhaust gas cleaning facility
and improving monitoring frequency* Relatively minor violations have been excluded.

3.1.7 Environmental Education for Employees
To promote our group-wide environmental activities, the Fujifilm Group provides environmental education for all employees toacquire basic environmental knowledge and raise awareness for environmental issues. The education program is provided
continuously through the e-learning system to encourage understanding and implementation of the Fujifilm Group Green
Policy and SVP2030.
Although the contents of such education programs previously varied from country to country, we decided to take aunited approach across the Group from fiscal 2021 to further encourage our group-wide environmental activities. We firstly
conducted the same presentation and surveys under the theme of “Addressing climate change” for Fujifilm Group employees
in Japan and China and plan to expand the coverage of the same program to Europe and other regions in 2022.
For employees who require specific environmental knowledge and skills, we also offer specialized education programs,
including those about management of chemical substances, Design for the Environment, waste management, and productsafety.
Environmental Education

https://holdings.fujifilm.com/en/sustainability/activity/environment/education

3.1.8 Environmental Management in the Supply Chain
The Fujifilm Group considers the impact that our business has on the environment throughout its lifecycle, from the procurementof raw materials to the manufacturing, transportation, use, and disposal of products, and is working throughout our supply
chain to reduce the environmental impact. For further information on the Group’s basic policy and specific cases, please refer
to 2.5.6 Environmental Efforts in the Supply Chain.

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3.2 ｜ Climate Change Strategy

3.2 Climate Change Strategy
3.2.1 Basic Approach
In December 2021, the Fujifilm Group set new CO2 emissions reduction targets to build a decarbonized society. These newtargets mean that we will achieve zero CO2 emissions from our energy consumption*1 by fiscal 2040 by maximizing theefficiency of our energy use and by using renewable energy sources. We will also reduce CO2 emissions across the entire
product lifecycle—from the procurement of raw materials to the manufacture, transportation, use and disposal—by 50%(compared to fiscal 2019 levels) by fiscal 2030. The new decarbonization targets established by the Fujifilm Group comply withthe 1.5°C goal set out in the Paris Agreement.
To achieve these targets, we have established a new Fujifilm Group environmental strategy: “Green Value Climate
Strategy.”*2 Under the strategy we promote manufacturing of lower environmental burden by introducing and utilizing fuelsthat do not emit CO2 substantially such as synthetic methane and hydrogen in addition to electric power. Also we promote
development and dissemination of products and services with excellent environmental performance. Additionally, we havestarted internal carbon pricing (ICP) system to accelerate the implementation of these measures in fiscal 2022. We continue to
direct our strategy and efforts to initiatives that address the imminent global social issue of climate change.
*1 Direct emissions from our manufacturing processes (Scope 1) and indirect emissions due to the use of electricity and steam supplied from othercompanies (Scope 2).
*2 Please refer to the following site for Green Climate Strategy
Environmental Strategy Briefing on April 13, 2022
https://ir.fujifilm.com/en/investors/ir-materials/presentations/main/0118/teaserItems1/0/tableContents/019/multiFileUpload2_0/link/ff_presentation_20220413_001j.pdf

3.2.2 GovernanceOur activities related to climate change are deliberated on and determined by the ESG Committee, chaired by the president.
The Committee is held on a regular basis, and the agenda is then reported to the Board of Directors, who then issue instructions
and advice in response to the report received from the ESG Committee to ensure the effectiveness of the process.
Issues related to climate change are deliberated on by the ESG Committee as priority risks along with other issues oncompliance and other risks (2.2.3 Compliance and Risk Management Promotion Structure). In addition to CO2 emissions
reduction and renewable energy introduction targets, the Committee has decided in the past to participate in climate changerelated initiatives, including endorsing the TCFD recommendations, joining RE100 and obtaining SBT validation.
In fiscal 2021, the introduction of internal carbon pricing (ICP) and information disclosure in compliance with the TCFD
recommendations were deliberated on by the Board of Directors. Additionally, the effect that the degree of achievementof decarbonization targets has on medium-term performance-linked share-based remuneration is determined throughdeliberations by the ESG Committee and the final decision is taken by the Board of Directors.

3.2.3 Risk Management
The Fujifilm Group has in place an IT system to monitor all group companies’ environmental performance related to climatechange. The system enables us to collect emission volumes of greenhouse gases such as CO2 and CFCs and energy
consumption volumes at each of our business sites in various countries and regions and use the data to identify risks. The
Energy Strategy Promotion Committee analyzes factors affecting these risks and reports the high-priority issues to the ESG
Committee, and consequently supports them in deciding on the appropriate operations. We have utilized internal carbon
pricing to evaluate climate-related risks, and have reviewed the anticipated impacts and action required.
A scenario analysis based on the TCFD recommendations enables us to identify the risks derived from our environmental
performance as well as the risks happening in our supply chain and site locations. We take measures to deal with important
issues to be implemented.

3.2.4 Strategy
For TCFD scenario analysis, we have taken consideration into two types of climate-related scenarios in reference to theRepresentative Concentration Pathways (RCP) 2.6 through 8.5 described in the report of the Intergovernmental Panel on
Climate Change (IPCC). One is the 1.5°C scenario in which rigorous measures are implemented to build a decarbonizedsociety and effectively keep temperature rises down to 2°C or less than the level during the Industrial Revolution by the year

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3.2 ｜ Climate Change Strategy

2100. The other is the 4°C scenario in which the average temperature predicted to rise by 3.2 to 5°C over the level during
Industrial Revolution as a result of failing to implement measures that surpass the current ones.

1. Scenario analysis results(1) 4°C scenario:
Measures that surpass the current ones have not been implemented, resulting in the average temperature predicted
to rise by 3.2 to 5°C over the level during the Industrial Revolution by the year 2100.
① Risks (Physical risks)

In the 4°C scenario, risks such as the impact of climate change on production facilities, disruption of raw materials supply,
factory shutdowns due to power failures, etc., were identified. To address these risks, we have been developing preventive
measures base on our Business Continuity Plans (BCPs), which include diversification of production sites and procurement
sources and implementation of measures to secure stable power supplies. Especially in recent years, typhoons and heavy
rains caused by climate change have caused damage by disrupting power grids, which form an important lifeline, in various
regions. Since the 1960s, the Fujifilm Group has been avoiding the risk of operational shutdowns due to power failures by
sequentially setting up in-house cogeneration systems at its major production sites, thereby securing stable power supplies.
The risk of changes to animal and plant habitats caused by temperature increases and changes in precipitation patterns
may lead to a decline in the animal and plant population and to extinction. These changes are likely to cause procurement
instabilities and steep rises in prices for plant-derived materials. In addition, depletion of fossil fuel resources is expected tocause supply instabilities and rising prices for petroleum-based materials. The Fujifilm Group is working to reduce these risks
by reducing its material consumption, including employing thinner films made from plant-derived materials and recycling partsof multifunction devices in the area of business innovation.
② Opportunities

Global warming has increased the frequency and severity of extreme heat events, marine heat waves, rainstorms, droughts
and tropical cyclones. We anticipate a rise in the social demand for products and services aimed at adapting to extreme
weather patterns and the impact on ecosystems and human health associated with such extreme weather.
[Resilience of social infrastructure]
In the face of the growing frequency of such extreme weather, resilience of the social infrastructure is one of the important
issues that require action. To adapt to these climate changes, the Fujifilm Group is committed to contributing to society with its
high-definition lens processing and manufacturing technologies to create high-sensitivity surveillance cameras for monitoring
river and sea levels at night and during inclement weather and with its degradation analysis technologies for bridges andembankments that makes use of high-precision image analysis and AI technologies. In addition, we foresee a rise in theimportance of solutions that contribute to early disaster relief and restoration of the livelihood of citizens in the event of adisaster, as well as the maintenance of local government functions, through digitization of disaster response processes for
local governments.
[Securing drinking water and water for agricultural use]
Changes in the climate and ecosystem will also cause difficulties in accessing drinking water and food. This is expected toresult in an increase in drinking water production and manufacturing at plant factories. The global water shortage is growing
into a major risk, and we believe we can make a significant contribution to securing drinking water and water for agricultural
use with our filtration technology, which employs ion exchange membranes for the desalination of brine and seawater.
[Reducing burdens on medical professionals and improving accessibilities to medical services]
The rise in temperature is having a serious impact on people’s health. The burden on medical professionals has increased
with the unforeseen spread of infectious and various other diseases. Typhoons, torrential rains and heat waves have increasedin frequency, impeding the movement of patients and medical professionals. The possibility of the collapse of the medicalcare system is a real risk in countries and regions suffering from a shortage of medical professionals. Applying our medical IT
technologies and diagnostic imaging systems and AI technologies on a global scale will enable us to contribute to reducing
the burden on medical professionals and to improve medical accessibility through remote diagnosis and others methods.
(2) 1.5°C scenario
Rigorous measures are implemented to build a decarbonized society, keeping temperature rises down to 2°C or lessthan the level during the Industrial Revolution by the year 2100.
① Risks (Physical risks)

In the 1.5°C scenario, measures to cut the use of fossil fuels and foster technological innovation are implemented in thetransition to a decarbonized society. They include, for example, a carbon tax and carbon border adjustments mechanism
designed to discourage the transfer of business operations prompted by differences in carbon taxes among countries and

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Environmental Aspects
3.2 ｜ Climate Change Strategy

regions. The Fujifilm Group’s direct and indirect CO2 emissions in fiscal 2021 were 1,053,000 tons. If the carbon tax, theinternal carbon pricing set for the first half of fiscal 2022, is assumed at ¥11,000/ton-CO2, our financial risk is estimated at
approx. ¥11.6 billion.
In December 2021, the Fujifilm Group raised its climate change targets in its Sustainable Value Plan 2030 (SVP2030),
and we set our target to achieve net zero CO2 emissions from our energy consumption by fiscal 2040. To achieve this, weare promoting energy conservation and introducing renewable energy sources. Through energy conservation and the use ofrenewable energy sources, our direct CO2 emissions in fiscal 2021 were reduced by 3% over the fiscal 2019 level, the baseyear for our target.
② Opportunities

As CO2 emissions from human activity chiefly come from energy usage, we expect to increase energy efficiency to the highest
possible level and move toward a society that uses chiefly renewable energy sources (wind power, solar power, water power,
etc.,) with no CO2 emissions.
[Energy conservation]
To raise the energy efficiency for society as a whole, higher energy efficient methods will be prioritized for use in our products
and services. We contribute to reducing CO2 emissions by our products when in use, with CO2 emissions during data storage
reduced by the use of large-capacity magnetic tape data archive systems and by supplying energy-saving multifunction
devices.
[Creating energy]
Various infrastructure development projects are expected to use natural energy sources. Among them, wind power generation
facilities are expected to increase worldwide both on land and offshore; these locations require difficult inspections in highplaces and remote areas, needing advances in technology for facility degradation diagnosis and inspection. We are presently
working in collaboration with wind power energy suppliers to develop technologies that will enable inspection and diagnosis
of wind power turbine blade defects while in operation, even in the strong winds experienced in coastal and offshore areas,through a combination of high-performance, vibration-proof, superzoom cameras that employ our imaging technology andhigh-precision forming technology with high-precision image analysis and AI technologies. We will contribute to promotion andstable operation of wind power generation facilities.
[Storing energy]
Due to the fluctuations in electric power generated by natural energy sources depending on the weather, time of day andseason, energy storage technology is essential to ensure a stable supply of power. We are using our dispersion and coating
and materials technologies and material technologies to work with other companies to develop a semi-solid battery that islower in cost and higher in capacity than existing liquid lithium-ion batteries. We believe that it will also be usable on electricvehicles and stationary applications.
[CO2 recovery and fixation]
In the transition to a decarbonized society, CO2 capture and fixation in the atmosphere are necessary for industries that cannot
avoid the use of CO2-emitting fossil fuels. In this area, we believe we will be able to produce useful materials from CO2 withour bioengineering technology.
[Solutions services adapted to a decentralized society]To make the shift from a centralized society made up of large cities into a decentralized society spread over various local areas
through the employment of natural energy, we believe we need to disseminate solutions that support living conditions andbusiness activities in decentralized communities.
In support of this, solutions services for business activities that foster digitization, automation and paperless execution ofbusiness processes are expected to become necessary in a decentralized society that includes remote working and hybrid
work, reducing CO2 emissions by cutting back on time, transportation and space. The demand for this is likely to grow in the
future.
For the medical care necessary in daily life, solutions that provide support for medical professionals and use medical
IT systems, diagnostic medical imaging systems and AI technologies and solutions and that contribute to better access to
medical care are expected to become necessary in each community as described in 4°C scenario. This will be big business
opportunities for us. Therefore, we are contributing to regional medical services corresponding to a decentralized society
through our medical system business (sales target for FY2030: one trillion yen).
In view of these developments, the Fujifilm Group plans to continue refine its core technologies and develop a wide variety of
products and services that will become essential in a society founded on a resilient energy platform.

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3.2 ｜ Climate Change Strategy

2. Scenario analysis results for details(1) 4°C scenario
4°C scenario: Measures that surpass the current ones have not been implemented, resulting in the average temperature
predicted to rise by 3.2 to 5°C over the level during the Industrial Revolution by the year 2100.

Risks (Physical risks)

Environment, Social
Conditions and Systems

Our Risks

Measures (Activities)

Increase in the frequency
and severity of heatwaves, rainstorms, tropical
cyclones, etc. Torrential
rains on land will trigger
flooding and cause rivers to
overflow. When these events
happen in ocean areas, they
are expected to trigger highwaves and high tides that will
eventually lead to flooding
and landslides.

Cessation in procurement
and factory production due
to sea level rising or natural
disasters, such as flooding.
•F actory production
stoppages due to droughts.
•P ower grid breakdown
and Power cuts due totyphoons.

• Study hazard maps and risk assessments at ourown sites and major suppliers.
• Develop the Business Continuity Plans (BCPs)
that include diversification of procurement
suppliers and production sites geographically.
• Obtain and monitor the latest rain forecast andflood prevention by controlling water gates tofactories.
• Continual water risk assessment for all sites byour own water risk assessment system (Pleaserefer to 3.4.5.)• Install regular and emergency in-house power
generation systems.

In some areas, anomalies
may result in droughts,
negatively impacting
farmland and ecosystems.
Changes in temperature andprecipitation patterns alter
animal habitats, lowering
their population and evendriving them into extinction.
This causes supply instability
and a price increase of plantderived materials.
Other results include
depletion of fossil fuel as wellas supply instability and a
price increase of oil-derived
materials.

 aterial shortages due to•Mtree and forest withering.
(Paper: pulp, Film: cellulose)[Paper]• Reduce paper with Document Solutions Services
utilizing digital and IT technologies.

•M aterial shortages due tofossil fuel depletion.

• Utilize used multifunction devices. (reuse)• Aim at appropriate number of devices andreduction of unimportant print-outs by providing
an appropriate management across the lifecycleof multifunction devices (device selection/
operation/disposal). (Managed Print Services)

Increase in the frequency
and severity of heat waves
builds up heat stress, which
affects people’s wellbeing.

• Intense heat has a growing
adverse impact on thehealth of employees, suchas heatstroke and sleep
deprivation.

• Measure heat index at work sites and sendheatstroke warnings to employees.

Environment, Social
Conditions and Systems

Our Technologies*2

Business Opportunities•L ens processing, polishing,coating, and manufacturing
technology/Image
processing technology[Resilience of social infrastructure]• Provide high-sensitivity surveillance cameras
capable of monitoring rivers and weather even instormy weather or at night[Film]• Reduce film materials bydesigning thinner films and promotion of recycle.

Opportunities*1

There is an increased
demand for systems,
products and technologies
required for society to adapt
to extreme weathers.
• Monitoring and predicting
climateHigh-Precision Imaging
Forming
Technology Technology• Preventive maintenanceof infrastructures such as
structures and catchments

SystemDesign• High-precision image
analysis and AI technologies
Imaging
Technology

SystemDesign• Offer infrastructure degradation diagnosis
services for bridges, dam walls, andembankments in case of typhoons.
• Solution that contributes to local government
operation and early support and restoration of
the lives of citizens in the event of a disaster,through digitization of the local government's
disaster response process.

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Environmental Aspects
3.2 ｜ Climate Change Strategy• Securing water for daily life

• Ion exchange technologies
enabling selective ion
permeation

Opportunities*1

Functional
Polymer
Technology• The burden on medical
professionals will increase
with the rise in unforeseen
diseases and infections.
Disruption of transportation
networks due to inclement
weather will restrict
the mobility of medical
professionals and patients.

Film
High-Precision Functional
Coating
Molecules Formation
Technology Technology Technology• Medical IT, diagnostic
medical imaging and AI
technologies
Imaging
Technology

SystemDesign[Securing drinking water and water for agriculturaluse]• Contribution to measures for water shortageby water filtration technology and ion exchange
membranes.
[Reducing burdens on medical professionals andimproving accessibilities to medical services]]• Solution that supports medical professionals andprovides improved access to medical care, withmedical IT, diagnostic medical imaging and AI
technologies∙ Highly portable X-ray devices that are small
and rechargeable∙ Diagnostic medical equipment with AI function
for inspection of infectious diseases in remoteislands and various other regions• Highly portable and waterless clinical chemical
inspection system*1 Develop and offer products that contribute to mitigation of and adaptation to climate change by utilizing the Green Value Products Certification
Program. (Refer to 3.5.3.)*2 Icons indicate the proprietary core technologies that support our accumulated technologies

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Environmental Aspects
3.2 ｜ Climate Change Strategy(2) 1.5°C scenario
1.5°C scenario: R igorous measures are implemented to build a decarbonized society, keeping temperature rises down to
2°C or less than the level during the Industrial Revolution by the year 2100.

Risks (Physical risks)

Environment, Social
Conditions and Systems

Our Risks

Measures (Activities)

During transition into a
decarbonized society, thegovernment implements a
policy for restricting the useof fossil fuels and promoting
technological innovation.
Carbon pricing (carbon
taxes, emissions trading andcarbon border adjustment
mechanism) is introduced.

• Increase in costs tobuild new facilities due
to carbon taxes on fossil
fuel and transition to fuelwithout emitting CO2.
•R
 ise in procurement prices
due to carbon taxes on
raw materials.

[Promote energy saving and renewable energy
usage]• In December 2021 we raised our targets foraddressing climate change to align them with the
SBTi 1.5°C criteria.
• Reduce CO2 emissions by 50% across the entire
product lifecycle by FY2030 (compared to the
FY2019 level).
• Achieve net zero CO2 emissions from our energy
consumption by fiscal 2040.
• Promote low carbon investment by the internalcarbon pricing system.
[Prediction for 2030]• Accomplish CO2 emission targets in our SVP
2030 by these measures and other energy saving
measures. Reduction of carbon tax on CO2emissions at manufacturing by 5.6 billion yen/yearcompared to FY2021 level.*2

Environment, Social
Conditions and Systems

Our Technologies*4

Business Opportunities• Methods that excel inenergy efficiency areprioritized to reduce CO2
emissions from energy use.

• Barium ferrite magnetic
material with excellent
magnetic properties andlong-term storage[Energy conservation]• Reduce energy consumption by energy-saving
data storage using high-capacity magnetic tapedata archiving systems.

Total financial impact derived
from direct and indirect
CO2 emissions from ourmanufacturing must bearsome 11.6 billion yen/year.*1

High-Precision Functional
Grain
Coating
Formation
Molecules
Technology Technology Technology

Nano
Dispersion
Technology• Advanced tonertechnology with a low
fusing temperature• Downsizing, reusing, recycling, and reduced
energy consumption with energy-saving
multifunction devices.

Opportunities*3

Functional
Polymer
Technology• Photopolymer Material
technology with highdeveloping performance inprinting process
Functional
Polymer
Technology• Reduce use of resources and energy by processless CTP plates for printing.

Grain
Functional
Redox
Formation Molecules
ControlTechnology Technology Technology

Nano
Dispersion
Technology•T echnology development
and infrastructure
improvements will shift
to the use of renewableenergy sources.

• Lens processing,polishing, coating,and manufacturing
technologies, highspeed and high-precision
mechatronics technology/
Image processing andHigh-precision image
analysis and AI technology
High-Precision Imaging
Forming
Technology Technology[Creating energy]• Solution that enables remote inspection anddiagnosis of offshore and land wind power
turbines while in operation

SystemDesign

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Environmental Aspects
3.2 ｜ Climate Change Strategy• Due to the fluctuations inelectric power generated
by renewable energy
sources, which dependon the weather, time of
day and season, storage
battery technology will
become essential to ensurestable supplies of power.

•D ispersion and coating
technology•A mong industries thatcannot avoid the useof CO2-emitting fossil
fuels, technology for
capturing CO2 and fixing
it in the atmosphere forunderground storage will
be developed. Recycling of
CO2 will be also promoted
by converting CO2 into
useful materials.

• Highly efficient cell culture
technology/genetic
engineering• Due to the regional
characteristics ofrenewable energy use, atransition will take placefrom centralized urban
societies to decentralized
regional communities.
For this reason, solutions
that support the livelihoodof people and businessactivities in thesedecentralized communities
will gain acceptance.

• IT solution and systemdesign technology withexcellent communication
quality and confidentiality

High-Precision
Coating
Technology[Storing energy]• Practical application of a semi-solid battery,
expected to be lower in cost and larger in capacity
than existing liquid lithium-ion batteries, to vehicles
and stationary applications[CO2 recovery & fixation]• Biotech production of useful materials from CO2,
utilizing hydrogen-oxidizing bacteria

Bioengineering

SystemDesign• Medical IT, medical
imaging AI technology
Imaging
Technology

SystemDesign[Solutions services adapted to a decentralizedsociety]• Business solutions that support remote andhybrid work through digitization and automation ofbusiness processes, as well as paperless businessexecution• Solution that supports the medical professional
and provides improved access to medical care,with the use of medical IT systems, diagnostic
medical imaging systems and AI technologies∙H ighly portable X-ray devices that are small andrechargeable∙D iagnostic medical equipment with AI function
for inspection of infectious diseases in remoteislands and various other regions*1 When the carbon tax is assumed to be ¥11,000/ton as the same level as the internal carbon pricing set for the first half of fiscal 2022, FY2021
CO2 emissions at the manufacturing stage were at 1,053,000 tons, which translated to 1,053,000 × ¥11,000/ton ≒ ¥11.6 billion/year.
*2 F Y2021 CO2 emissions at the manufacturing stage are at 1,053,000 tons. The CO2 emissions target for the manufacturing stage in the year
2030 is 542,000 tons in SVP2030. If this target is achieved, the carbon tax saving value translates to (1,053-542) thousand tons × ¥11,000/ton in
FY2030 compared to FY2021 (identical to *1) ≒ ¥5.6 billion/year.
*3 D evelop and offer products that contribute to mitigation of and adaptation to climate change by utilizing the Green Value Products Certification
Program. (Refer to 3.5.3.)*4 Icons indicate the proprietary core technologies that support our accumulated technologies

3.2.5 Metrics and Targets
The Fujifilm Group has established following the targets for addressing climate change in SVP 2030 and is planning to promoteenergy conservation and renewable energy proactively. In addition, we manage the Green Value Products certification program
certifying our products and services that excel in reducing environmental impact to make a greater contribution to reducing
CO2 emissions in society.

1. Targets and progresses of CO2 emissions reduction across the entire product lifecycle
Long-term target:	Reduce CO2 emissions by 50% by the end of FY2030 (compared to the FY2019 level)
Progress: 7.5% reduction at the end of FY2021 (compared to the FY2019 level).

2. Targets and progresses of the Fujifilm Group’s CO2 emissions from energy consumption
Long-term target:	Reduce the Fujifilm Group’s CO2 emissions by 50% by the end of FY2030 (compared to the FY2019 level).
Progress: 3% reduction at the end of FY2021 (compared to the FY2019 level).
Mid-term target: Reduce the Fujifilm Group’s CO2 emissions by 11% by the end of FY2023 (compared to the FY2019 level)
Progress: 3% reduction at the end of FY2020 (compared to the FY2019 level).
Short-term target: Reduce the Fujifilm Group’s CO2 emissions by 4% by the end of FY2022 (compared to the FY2019 level).

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3.2 ｜ Climate Change Strategy

3. Renewable Energy Usage Targets• Convert 50% of purchased electric power to renewable energy-derived power by FY2030.
• Convert 100% of purchased electric power to renewable energy-derived power aiming at zero CO2 emissions from ourenergy consumption by converting using fuels to fuels which do not accompany CO2 emissions like hydrogen in our in-housecogeneration systems by FY2040.
• This target was recognized as being in line with the purpose of the RE100 by the Climate Group, an international NPO; wejoined the RE100 in April 2019.

4. Targets for contribution to reducing CO2 emissions through products and services• Contribute to reducing accumulated 90 million tons CO2 emissions by FY2030.

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3.3 ｜ Activities Related to Climate Change

3.3 Activities Related to Climate Change
3.3.1 Activity Overview
The Fujifilm Group is working to reduce GHG emissions across the entire product lifecycle, from the material procurement tomanufacturing, transportation, use and disposal, through the following activities.
Measures
Procurement

Promote material recycling
Reinforce business partnerships with suppliers
Promote Green Value Manufacturing*

Manufacturing* Please refer to the following site for Green Climate Strategy.
Environmental Strategy Briefing on April 13, 2022
https://ir.fujifilm.com/en/investors/ir-materials/presentations/main/0118/teaserItems1/0/tableContents/019/multiFileUpload2_0/link/ff_presentation_20220413_001j.pdf

Transportation

More efficient transportation

Use

Provide energy-saving products

Disposal

Waste recycling
Develop products with low CO2 emissions at disposal

3.3.2 Collaboration with Initiatives
1. Participating in climate change initiatives
The Fujifilm Group participates in the following climate change initiatives to endorse and support their activities.
(1) Japan Climate Leader’s Partnership (JCLP)
A coalition of Japanese companies that aim to build a sustainable decarbonized society, established in 2009. We became apartner in May 2018.
<Our activities>• In July 2020, we gave a presentation, “The Fujifilm Group’s Procurement of Renewable Energy,” at a seminar held by JCLP.
The presentation introduced our renewable energy usage practices and the company’s electricity and fuel strategy towards
decarbonization.
(2) Japan Climate Initiative (JCI)
Established in July 2018 as a voluntary network to reinforce communications and exchange opinions among corporations,
local governments, NGOs, and other organizations that are actively working to combat climate change. We joined the initiativein 2018.
<Our activities>• In June 2020, as a JCI member, we participated in an opinion exchange session with the Environment Minister towards
Green Recovery from the COVID-19 pandemic. We appealed for the government’s support in technological development
and infrastructure building towards fuel decarbonization, which is critical in the chemical industry.
• In January 2021, as one of 93 corporate members, we published a message calling for the Japanese government to raiseits 2030 renewable energy target to 40–50% in the 2030 electricity mix.
• In April 2021, JCI submitted a statement to request the Japanese government to raise its emission reduction target from
26% to a more ambitious level, one that better represents Japan’s responsibility as a leading economy and is more alignedwith the European Union’s target of 55% and the United States’ 50%. At the press conference related to the statement, weannounced our endorsement of the JCI message along with our own efforts towards reducing climate change.

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Environmental Aspects
3.3 ｜ Activities Related to Climate Change(3) Task Force for Climate-related Financial Disclosure (TCFD)
An organization that advises corporations on disclosing financial information concerning climate change risks and opportunities.
We announced our endorsement of the TCFD recommendations in December 2018.
<Our activities>• Joined the TCFD Support Project by the Ministry of the Environment in 2019.
• Joined the TCFD Consortium in 2019.
• Began disclosing environmental analyses and information based on TCFD recommendations starting with our Sustainability
Report 2019.
(4) RE100
An international initiative of corporations that are committed to using 100% renewable electricity for their business operations.
We joined the organization in 2019.
<Participation background: Decarbonization difficulties in the chemical industry>
The chemical industry requires high temperature steam heat. It is extremely difficult to replace the conventional energy
required for these processes with renewable energy using current technology. We are aware that acceleration of technologicalinnovation is indispensable towards the decarbonization of electricity and energy, not only within our companies but acrosssociety as a whole. For this reason, we joined RE100 in 2019, aiming at zero CO2 emissions by 2050 through replacement withfuels without CO2 emissions, such as hydrogen, in addition to our renewable energy usage target. In 2021, we increased thetarget values and brought forward the goal date to 2040.
<Our activities>• In June 2019 at the JCLP Symposium, the “Proposal from Corporate Consumers Aiming to Source 100% of Power from
Renewable Electricity” was released based on discussions among RE100 Japanese companies.
• In 2020, in a series of seminars, “Corporate Sourcing of Renewable Energy,” jointly held by RE100 and GWEC/CDP, we
presented the Fujifilm Group’s practice of renewable energy procurement.
• In March 2021, under a collaboration with JCLP, 53 of the RE100 companies submitted a letter calling for the Japanese
government to increase their renewables ambitions.
(5) Science-Based Targets initiative (SBTi)
A partnership comprising the World Wide Fund for Nature (WWF), CDP (former Carbon Disclosure Project), United Nations
Global Compact, and the World Resources Institute (WRI). The initiative recommends corporations to set science-based CO2
emissions reduction targets to limit the global average temperature rise to 1.5°C above pre-industrial levels.
<Our activities>• In 2017, we announced our reduction targets and obtained the official 2°C Limit validation within the same month.
• In 2020, we obtained the official Well-Below 2°C Limit validation by presenting our revised targets.

2. Endorsement and support for climate change policies
The Fujifilm Group announces political requests and endorsements through participating in climate change initiatives andindustry organizations.
<Our activities>• 2019: Participated in the “Project to Support the Use of Scenario Analysis in line with TCFD recommendations” by the
Ministry of the Environment.
• 2020: Participated in the Ministry of the Environment’s project to promote a decarbonized society, “Spreading Carbon
Neutral – Senior Management Talks about Decarbonization” through our video. The video introduced the Fujifilm Group’s
anti-climate change efforts, such as the 100% switch to wind energy in FUJIFILM Manufacturing Europe B.V. in the
Netherlands in 2016, and setting group targets for renewable energy usage in 2019.
• Participating in projects by the New Energy and Industrial Technology Development Organization (NEDO), “Development ofContinuous Production and Process Technologies of Fine Chemicals” and “Artificial Photosynthesis.” We were listed among
the corporations under the Zero Emissions Challenge 2021, which covers companies participating in projects related to theEnvironment Innovation Strategy, under the Ministry of Economy, Trade and Industry.
• Keidanren Carbon Neutrality Action Plan (former Commitment to a Low Carbon Society)
Cross-border voluntary efforts by the business community aiming at carbon neutrality by 2050. The plan is designed toencourage corporations to create their carbon neutrality visions and monitor their progress by undertaking checking andassessment. We participated in the plan through the Japan Chemical Industry Association by annually reporting progress
in CO2 emissions reduction and energy-saving measures.

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3.3 ｜ Activities Related to Climate Change<Our concrete measures>• We are working to reduce CO2 emissions by continuing our pursuit of efficient energy usage in production processes,
begun in the 1990s, and a gradual switch to low carbon fuels, such as natural gas, since the 2000s.
• The manufacturing industry tends to aim at optimization of production efficiency towards a set CO2 emissions intensity
target. However, we decided to set an absolute reduction target determined from the base year to achieve businessexpansion and emissions reduction at the same time.

3.3.3 Data Related to Climate Change Measures
1. GHG Emissions (Scope 1, 2)
Annual Changes
Unit

FY2017FY2018FY2019FY2020

FY2021

687

672

633

603

633

Fujifilm

644

629

594

567

599

FUJIFILM Business
Innovation

43

43

40

36

34

FY2017FY2018FY2019FY2020

FY2021

531

510

451

409

420

Fujifilm

379

366

325

294

306

FUJIFILM Business
Innovation

152

143

126

115

114

FY2017FY2018FY2019FY2020

FY2021

593

576

514

475

494

Fujifilm

436

427

382

354

375

FUJIFILM Business
Innovation

157

149

132

120

118

Fujifilm Group Total
Total direct GHG
emissions(Scope 1)

kt CO2e

Unit
Total indirect GHG
emissions(Scope 2)
Market-based

Fujifilm Group Total
kt CO2e

Unit
Total indirect GHG
emissions(Scope 2)
Location-based

Fujifilm Group Total
kt CO2e* Scope 1: Total of vehicle and fuel-derived CO2 emissions plus chlorofluorocarbons.
* Scope 2: The 2021 edition IEA factors were used to calculate location-based emissions. Excludes internal power distribution from private power
generators and cogeneration systems.
* The coverage of each data item is for 100% of total sales.
* The above “Scope 1 and 2 (market-based)” data is verified by a third party organization (SGS Japan Inc.).

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3.3 ｜ Activities Related to Climate Change

2. GHG Emissions (Scope 3)
FY2021 Results No.

Category

Emissions from the
Fujifilm Group(kt CO2e)

Proportion of
Scope 3

Fujifilm

FUJIFILM Business
Innovation

1

Purchased goods and services

2,130

61.3%

1,462

667

2

Capital goods

441

12.7%

348

93

3

Energy excluding Scope 1,2

144

4.1%

136

8

4

Transportation and distribution(Upstream)

12

0.3%

6

6

5

Waste generated in operation

9

0.3%

8

1

6

Business travel

10

0.3%

5

5

7

Employee commuting

29

0.8%

15

14

8

Leased assets (Upstream)Calculated as
Scope 2

−

−

−

9

Transportation and Distribution(Downstream)

286

8.2%

125

161

10

Processing of sold products

77

2.2%

77

－

11

Use of sold products

90

2.6%

90

Calculated as
Category 13

12

Disposal of sold products

88

2.5%

88

−

13

Leased assets (Downstream)

158

4.5%

−

158

14

Franchise

N/A

−

−

−

15

Investment

N/A

−

−

−

Total

3,473

100%

2,360

1,113

3. GHG Emissions across the Entire Product Lifecycle
FY2021 Result of GHG Emission Procurement

Manufacturing

Transportation

Use

Disposal

Total

2,273

1,053

286

248

88

3,948

PET, TAC, etc.
Items

Unit: kt-CO2/year

Aluminum
Copiers/Printers/
Fax machines

458

1,148

667

Fuels

596

Vehicles25

Fluorocarbons

12

Purchased electric
power

408

Purchased heat

12

286

Medical equipment

62

Minilab

20

Copiers/Printers/
Fax machines

158

Others8

88

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Environmental Aspects
3.3 ｜ Activities Related to Climate Change

4. Energy Consumption Data*1
Annual Changes 

Unit: TJ

Scope

FY2017FY2018FY2019FY2020

FY2021

1,350

1,134

1,049

920

905

6

4

3

2

2

Group Total

1,356

1,139

1,053

923

907

Fujifilm

130

130

126

116

121

FUJIFILM Business Innovation

330

301

273

257

252

Group Total

461

431

400

374

373

Fujifilm

10,427

10,436

9,932

9,654

10,297

Fujifilm
Heavy oil,
etc.*1

VehiclesGas*2

Bio Gas*3

Purchased
electric power

Purchasedheat

FUJIFILM Business Innovation

FUJIFILM Business Innovation

355

362

348

304

266

Group Total

10,782

10,798

10,2809,959

10,563

Fujifilm

39

55

59

53

54

FUJIFILM Business Innovation

0

0

0

0

0

Group Total

39

55

59

53

54

Fujifilm

8,263

8,170

7,876

7,152

7,285

FUJIFILM Business Innovation

2,747

2,606

2,372

2,167

2,140

Group Total

11,01010,776

10,248

9,319

9,425

Fujifilm

72

98

90

83

120

FUJIFILM Business Innovation

122

114

115

105

114

Group Total

194

213

205

188

233

Fujifilm

839

794

770

785

976

FUJIFILM Business Innovation

0

0

0

0

0

Group Total

839

794

770

785

976

Fujifilm

21,121

20,81819,902

18,76519,756

FUJIFILM Business Innovation

3,561

3,388

3,111

2,836

2,775

Group Total

24,682

24,20623,014

21,601

22,531

Renewable
Energy*4* The actual sum may not match the total of the displayed values due to how the values are handled.
*1 Total of heavy oil A, heavy oil C, kerosene oil, light oil, and gasoline.
*2 Total of natural gas, liquified natural gas, city gas, butane, and liquified petroleum gas.
*3 Landfill methane gas.
*4 Total of power from private generators and purchased energy.

5. Renewable Energy-derived Power Consumption
Annual Changes 

Renewableenergyderived power
consumption

Unit: MWh

FY2017FY2018FY2019FY2020

FY2021

Fujifilm Group Total

99,907

94,741

94,65894,038112,728

Fujifilm

99,907

94,741

94,65894,038112,728

0

0

0

0

0

FUJIFILM Business Innovation* The data items in fiscal 2021 and earlier were also amended because the criteria for inclusion as renewable energy was revised.

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Environmental Aspects
3.3 ｜ Activities Related to Climate Change

6. Status for Renewable Energy-derived Power Consumption
Year

Site

StatusType

Capacity

2006

FUJIFILM Kyushu

Japan

Installed

Solar power

100 KW

2006

FUJIFILM Kaisei FactoryJapan

Installed

Solar power

72 KW

2011

FUJIFILM Manufacturing Europe B.V.

Netherlands

Installed

Wind power

10,000 KW

2012

FUJIFILM Manufacturing U.S.A., Inc.
(North Kansas City)

USA

Installed

Solar power

71 KW

2014

FUJIFILM Recording Media U.S.A., Inc.

USA

Installed

Solar power

667 KW

2015

FUJIFILM Speciality Ink Systems Limited

UK

Installed

Solar power

200 KW

2015

FUJIFILM Manufacturing Europe B.V.

Netherlands

Purchased

Wind power(Purchase)2018

FUJIFILM Printing Plate (China) Co., Ltd

China

Installed

Solar power

1,440 KW

2018

FUJIFILM Wako Pure Chemical Corporation
Osaka Factory/Harima Factory

Japan

Purchased

Water power, solar
power, wind power,
and others(Purchase)2019

FUJIFILM Healthcare Manufacturing
Corporation Sano FactoryJapan

Installed

Solar power

95 KW

2019

FUJIFILM Electronic Materials (Europe) N.V.

Belgium

Purchased

Water power, solar
power, wind power,
and others(Purchase)2019

FUJIFILM Belgium N.V.

Belgium

Purchased

Water power, solar
power, wind power,
and others(Purchase)2020

FUJIFILM Diosynth biothechnologies UK

UK

Purchased

Water power, solar
power, wind power,
and others(Purchase)2020

FUJIFILM IRELAND

Ireland

Purchased

Water power, solar
power, wind power,
and others(Purchase)2020

FUJIFILM Speciality Ink Systems Limited

UK

Purchased

Water power, solar
power, wind power,
and others(Purchase)

2021

Fujifilm Asia Pacific Pte. Ltd.

Singapore

Purchased

Water power(Purchase)* Some sites purchase renewable power and Tradable Green Certificates.

7. Utilizing carbon offset
Efforts in FY2021
Business Fields

Coverage

Consumer Healthcare• We offset CO2 emissions by customers per day when a customer purchases either an
ASTALIFT Jelly Aquarysta or Moist Lotion

Graphic Communication• Conducting the Green Graphic Project through which all the CO2 emissions can beoffset by using our SUPERIA Process-less Thermal CTP Plate and providing a carbon
zero plate to customers. (METI Acorn Mark acquired)

Business Innovation• Carbon offset for CO2 emissions for all power used at the All Japan High School Soccer
Tournament.
• Green Electricity Certificate (issued for wind power-derived power generation by theJapan Natural Energy Company, Ltd.) for all energy consumption at FUJIFILM SUPERCUP 2022, and for power consumed in the use of the production system printerIridesse™ Production Press, etc.

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Environmental Aspects
3.4 ｜ Promoting Resource Recycling

3.4 Promoting Resource Recycling
3.4.1 Basic Approach
Since our establishment, the Fujifilm Group has been actively recycling resources, through reducing water usage, recycling
and reusing water, recovering and reusing resources (e.g. silver), and establishing a recycling system for multifunction devices,
etc. We are conducting efforts to use resources effectively and reduce waste through measures which take into accountthe total lifecycle of a product, by considering the 3Rs (reduce, reuse, recycle) in the product design, reducing loss at the
manufacturing stage, collecting, reusing and recycling used products, and recycling or converting into valuables.

3.4.2 Reducing Waste and Using Resources Effectively
The product design and manufacturing divisions are working together to reduce waste in the Fujifilm group. In designing,products are designed with an awareness of recycling and conserving resources. Moreover, in manufacturing, we are
improving the production yield rate based on “constant manufacturing condition,” which forms the basis of Fujifilm’s quality, toincrease product quality and reduce waste.
We have been promoting Group-wide optimization, including extracting valuables from waste and improving the quality ofrecycling, not only at our production sites but over our entire business operations including offices and warehouses.
We are working for the entire Group to reduce the amount of waste by improving processes and by reusing plastic
members to achieve our SVP 2030 targets.

1. Targets and progresses on waste reduction and resource recycling (Target for 2030)
Target 1:	Reduce the amount of waste generated by the Fujifilm Group by 30% by FY2030 (compared to the FY2013 level).
Progress: Increased by 6% at the end of FY2021 (compared to the FY2013 level).
Target 2:	Recycle index: More than 10.
Progress: 7.6 at the end of FY2021.
Target 3:	Valuable conversion index: More than 1.
Progress: 0.64 at the end of FY2021.

2. Reducing waste
Waste Generation 

Unit: ton

FY2017FY2018FY2019FY2020

FY2021

86,20088,70088,00081,90086,600Fujifilm

74,30078,30080,10074,40079,800

FUJIFILM Business Innovation

11,90010,400

7,900

7,500

6,700

71,40072,20070,90066,40071,700Fujifilm

59,80062,00063,40059,70065,900

FUJIFILM Business Innovation

11,600

10,200

7,500

6,700

5,800

23,60028,80022,90020,60021,300Fujifilm

20,40025,80020,30018,00019,400

FUJIFILM Business Innovation

3,200

3,000

2,600

2,500

1,900

14,80016,50017,10015,50014,900Fujifilm

14,50016,30016,70014,70013,900

FUJIFILM Business Innovation

300

200

400

800

900

Fujifilm Group Total
A. Total waste
generatedvolume*1

B. Total wastes
used, recycled
or sold

C. Total thermal
recycled waste
in B

Total volume ofsimple disposal
waste*2 (A – B)

Fujifilm Group Total

Fujifilm Group Total

Fujifilm Group Total* Data coverage is for 100% of total sales.
* The above data has been verified by the third party organization: SGS Japan, Inc.
*1 Processed by external service providers and simple incineration or landfill disposal on sites.
*2 Simple incineration or landfill disposal by external service providers and on sites.

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Environmental Aspects
3.4 ｜ Promoting Resource Recycling

3. Valuable-converted waste
Annual Changes in Valuable-Converted Waste*

Valuable-converted waste

Unit: thousand tons/year

FY2017FY2018FY2019FY2020

FY2021

57.4

47.0

45.4

39.3

43.8

* Valuable resources sold to the third party.

4. Recycling
Annual Changes in Recycling Index*1 and Valuables Conversion Index*2
FY2017FY2018FY2019FY2020

FY2021

Recycling index

8.7

7.2

6.8

6.8

7.8

Valuables conversion index

0.80

0.65

0.64

0.59

0.61

*1 Recycling index = (Recycled volume + Valuable-converted volume)/Simple disposal volume*2 Valuables conversion index = Valuable-converted volume/Recycled volume

5. Product packaging
Annual Changes in Container and Packaging Material* Used (Fujifilm non-consolidated)

Total consumption

Unit: thousand tons/year

FY2017FY2018FY2019FY2020

FY2021

15.6

16.3

16.1

12.6

14.2

*Total of corrugated paper boxes, paper materials, paper containers, metal materials, plastic molds, plastic film/sheet and glass used.

Annual Changes in Reduction in export Packaging Material Weight*1 (Cumulative total)

Packaging material reduction rate*2

Unit: %FY2017FY2018FY2019FY2020

FY2021

17.5

17.8

14.1

15.4

12.9

*1 Total weight of export packaging materials handled by FUJIFILM Logistics in FY2020.
Weight reduced*2 Packaging material reduction rate (%) =Total material weight + weight reduced

3.4.3 Effective Recycling of Used Products
As a part of resource input reduction, we employ the Closed Loop Recycling System of recycling in different business areas.

1. Resource recycling system in Business Innovation business(1) Product recycling policy in Business Innovation business: Promoting reuse of resources for infinite “Zero disposal”
Based on the concept that “used products are valuable resources, not waste,” our resource recycling system for multifunction
devices takes the following three approaches for manufacturing aiming to reduce environmental impact across the productlifecycle.

Resource recycling
systemClosed Loop Recycling
SystemUtilize used products as a resource

Inverse Manufacturing

Create products under the premise of reusing parts to minimize
environmental impact

Zero Emissions

Parts that cannot be reused are separated and recycled to be
utilized again as new materials

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Environmental Aspects
3.4 ｜ Promoting Resource Recycling(2) Basic principle of international resource recycling system construction
As our business becomes globalized, we aim to create an International Resource Recycling System across the areas we
operate (Japan, China, and the Asia Pacific Region). In light of this aim, we have established the following systems for the
resource recycling system for overseas operations so that our stakeholders can work with us without concern.
[Basic approach in overseas operations]① Manage and operate factories under the manufacturer’s responsibility to avoid potential risks② Ensure consistent recycling quality equivalent to that in Japan③ Reduce environmental impact in each country and region[Four principles]① Prevent illegal dumping by collecting used products under the manufacturer’s responsibility② Do not import items that could potentially end as waste③ Do no cause environmental impact to the importer countries and regions (where recycling sites are established)④ Offer benefits to the importer countries and regions (where recycling sites are established)
FUJIFILM Business Innovation Integrated Recycling System
About collecting used cartridges

https://www.fujifilm.com/fbglobal/eng/company/csr/svp2030/environment/recycle.html

https://www.fujifilm.com/fb/support/cru/printer (in Japanese only)(3) Resource recycling
New Resource Reduction by Using Reuse Parts in Business Innovation Business*

New Resource Reduction

Unit: tons

FY2017FY2018FY2019FY2020

FY2021

3,730

2,967

3,393

3,145

3,777

* The total amount of new resource reduction in the production stage by using reuse parts.
* Total for Japan and the Asia-Pacific Region as FUJIFILM Business Innovation trading areas until FY2020.

The Percentage of Used Product Recycling by Sites in Business Innovation Business*Japan
Other Asia-Pacific Region

FY2017FY2018FY2019FY2020

FY2021

99.9%

99.9%

99.9%

99.9%

99.9% or more

99.6%~99.9% 80.0%~99.9% 90.0%~99.9% 96.3%~99.8% 96.1%~99.8%* Our recycling system adheres to the Basel Convention* Asia Pacific Region: China, Hong Kong, Indonesia, Malaysia, Philippines, Korea, Thailand, Vietnam, Singapore, Australia, and New Zealand.

2. PLATE to PLATE – Closed loop recycling system in the Graphic Communication businessWe have established a closed loop recycling system called “PLATE to PLATE” in the printing supply chain, through which
we extract aluminum as pure as newly purchased aluminum from used CTP and PS plates and reuse it in the next plateproduction. Various stakeholders, including printing companies, aluminum recycling companies, alloy manufacturers, androller manufacturers are involved in this system. Through this PLATE to PLATE system, we have reduced CO2 emissions
throughout the CTP and PS plate lifecycle by up to 60%, compared with using new aluminum. Compared to cascade recycling,in which lower grade materials are recycled from the original product, closed loop recycling is a more advanced and stable
recycling system that can maintain the original quality without being affected by the quality of the materials purchased fromrecycled material vendors.
* Closed loop recycling system for used CTP and PS plates

https://holdings.fujifilm.com/en/sustainability/activity/environment/fpd#link01

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Environmental Aspects
3.4 ｜ Promoting Resource Recycling

3.4.4 Effective Use of Water Resources
In the production of the motion picture and photographic film that had formed the mainstay of its business operations since its
foundation, the Fujifilm Group had made extravagant use of clean water. For this reason, the Group has taken early steps in
reducing water use and in water recycling. In face of the recent growth in the interest focused on water risks as an importantinternational issue, the Group is implementing further steps for the reduction and efficient use of water resources.
Due to the concern over the possible expansion of areas stricken by water shortage issues, the Group created a matrix
system for water risk evaluation in 2014 that uses conditions in “water stress regions” and “impact on businesses based onwater withdrawal” as its two indicators, and has engaged in continual evaluation of water risks for all business operations under
the Group.
At the same time, we contributes to issues on water treatment in society by providing our product and services, including
filtration materials.

1. Targets and progress on waterLong-term target:	Reduce the amount of water the Fujifilm Group uses for production by 30% by FY2030 (compared to the
FY2013 level).
Progress: 	14% reduction at the end of FY2021 (compared to the FY2013 level).
Mid-term target: 	Reduce the amount of water the Fujifilm Group uses for production by 20% by FY2025 (compared to the
FY2013 level).
Progress: 	14% reduction at the end of FY2021 (compared to the FY2013 level).
Short-term Target: 	Reduce the amount of water the Fujifilm Group uses for production by 1% by FY2022 (compared to the
FY2021 level).

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Environmental Aspects
3.4 ｜ Promoting Resource Recycling

2. Results in water resource management
Water Withdrawal/Discharge in FY2021
Unit

FY2017FY2018FY2019FY2020

FY2021

5.0

5.0

4.7

4.2

4.1

Fujifilm

4.4

4.4

4.2

3.7

3.7

FUJIFILM Business
Innovation

0.6

0.6

0.5

0.5

0.4

3.3

3.3

3.1

3.3

3.3

Fujifilm

3.3

3.3

3.1

3.3

3.3

FUJIFILM Business
Innovation

0

0

0

0

0

35.7

34.6

34.7

33.6

35.7

Fujifilm

34.0

33.1

33.2

32.3

34.4

FUJIFILM Business
Innovation

1.7

1.4

1.5

1.3

1.4

0.2

0.3

0.2

0.2

0.2

Fujifilm

0.2

0.3

0.2

0.2

0.2

FUJIFILM Business
Innovation

0.02

0.02

0.02

0.02

0.01

18.1

17.9

17.8

16.3

14.9

Fujifilm

17.4

17.3

17.2

15.7

14.5

FUJIFILM Business
Innovation

0.6

0.7

0.6

0.6

0.5

22.4

21.9

22.7

22.7

21.8

Fujifilm

21.1

20.8

21.5

21.7

20.7

FUJIFILM Business
Innovation

1.3

1.1

1.2

1.0

1.2

1.1

1.0

0.9

0.9

0.8

Fujifilm

1.1

1.0

0.9

0.9

0.8

FUJIFILM Business
Innovation

0.02

0.02

0.02

0

0

FY2017FY2018FY2019FY2020

FY2021

Fujifilm Group Total

1.81

1.77

1.84

1.92

1.67

Fujifilm Group Total

1.70

1.68

1.79

1.76

1.45

Fujifilm Group Total
Clean water

millionm3

Fujifilm Group Total
Industrial
water

millionm3

Water
withdrawal

Fujifilm Group Total
Undergroundwater

millionm3

Fujifilm Group Total
Rain water.
othersmillionm3

Fujifilm Group Total
Sewagewater

millionm3

Fujifilm Group Total
Water
discharge

Riversmillionm3

Fujifilm Group Total
Othersmillionm3* Data coverage for all Fujifilm Group’s sites* The above data has been verified by the third party organization: SGS Japan, Inc.

FY2021 Revenue Intensity
Unit
Revenue
intensity

Withdrawal
Water
consumption

kt/100
millionyen* Data coverage for all Fujifilm Group’s sites* The above data has been verified by the third party organization: SGS Japan, Inc.

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Environmental Aspects
3.4 ｜ Promoting Resource Recycling

3.4.5 Response to Water Risks
1. Water risk evaluation for business operation

MiddleWatershed environmental risks

6

5

Low

Water stress at site location

High

Assessment Map of the Impact of Water Resources on Company Business

●●●●

4

●

●●

●●●●

3

●

●●●●●●
●●

●●

●

2

●●●●●●●●●●●●●●●●●●●●●●●●●●●●●●●●●●●
●

●●●●

●

1

●●●

1

2

● Netherlands●●● ● ● ● Japan

●

3

4

Low

5

6

7

MiddleHigh

Degree of impact on company business

Water withdrawal at each site: Worksites (production sites & non-production sites)

2025 Water Stress Map and 2021 Fujifilm Group’s Water Withdrawal

North America

Europe4%4%DenmarkUK
The Netherlands

China/Asia

3%
Japan

South Carolina

89%

Suzhou Shanghai

Fujifilm
FUJIFILM Business Innovation(shows size of water withdrawal)

Annual water availability
per capita for 2025
–500 m3
500–1,000 m3
1,000–1,700 m3

ScarcityStress1,700–4,000 m3
4,000–10,000 m3

Sufficient quantities

10,000 m3–
Water Stress Map: Mapping Fujifilm Group’s current water withdrawal into 2025 Water Stress Map (UNEP)

2. FY2020 water withdrawal by region
FY2021 Results

Water
withdrawal

Unit: %

Japan

Americas

EuropeChina, Asia/
Oceania

Total

Clean water

20

38

11

31

100

Industrial water

96

0

0

4

100

Underground water

97

0

3

0

100

Rain water, Others

97

0

3

0

100

* Data coverage for Fujifilm Group’s production sites & non-production sites
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Environmental Aspects
3.4 ｜ Promoting Resource Recycling

3.4.6 Working Together with Water-Related Stakeholders
The Fujifilm Group is promoting environmental protection activities together with local residents and NGOs. In the productionof the motion picture and photographic film that had formed the mainstay of our business operations since our foundation, we
have been working to protect water sources up to the present.
Major Activities
Sites

Details

Stakeholders

FUJIFILM Kyushu Co., Ltd.

Tree planting in the important water recharge zone of
the Shirakawa river

Minami-Aso village,
Kumamoto Prefecture

FUJIFILM (China) Investment Co., Ltd.

Voluntary tree planting for 24 years

Local NPO

FUJIFILM Manufacturing Europe B.V.

Conducting joint wastewater treatment with fourneighboring corporations by installing a large-capacity
water treatment facility in our own premises.

Neighboring four
companies

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Environmental Aspects
3.5 ｜ Product Stewardship (Design for Environment)

3.5 Product Stewardship (Design for Environment)
3.5.1 Basic Approach
Based on the Fujifilm Group Green Policy (Environmental Policy), we are working to implement Design for Environment in all
new and re-designed products. We set environmental quality targets at the product development stage, then we conduct
product assessment in the design and development stage in order to understand the level of achievement against our set
environmental targets before market introduction of products. The assessment results and requirements from the market arethen reflected in the targets for future product development. This approach is applied not only to the development of material
products and equipment products, but also to the development of software and solution in a bid to reduce the environmental
impact on society through our products, services and technologies. Along with the objective and quantitative appraisal ofenvironmental impact by means of Life Cycle Assessment, we proactively demonstrate our environmental consideration
through environmental labels.
Design for Environment
https://holdings.fujifilm.com/en/sustainability/activity/environment#link07

3.5.2 Design for Environment
1. Standards of Design for Environment(1) Materials and equipment
In the development of environmentally conscious products, we also set targets concerning environmental quality from theperspective of climate change mitigation (reduced power use, etc.), the Reduce, Reuse & Recycle principle of resource saving
and recycling, risk reduction of chemical substances, and biodiversity by considering each stage of product lifecycle including
material procurement, manufacturing, transportation, use and disposal. The degree of target achievement is then assessed
once a product has been developed.
(2) Software, service, and IT solutions
In the area of software and service solutions, we set resource conservation, energy conservation, transportation reduction,
space saving, and time saving in customers’ sites as our environmentally conscious evaluation items. We are working to create
products that can contribute to environmental impact reduction throughout the whole of society.

2. Life Cycle Assessment (LCA)
The Fujifilm Group is developing products with less environmental impact through objective and quantitative environmental
impact assessment throughout product lifecycle (material procurement, manufacturing, transportation, use, and disposal)
utilizing Life Cycle Assessment (LCA) in the product development stage.
LCA is also used to assess the progress of efforts for the Group target, which is to reduce CO2 emissions across our
product lifecycle by 50% by FY2030 (compared to the FY2019 level).

3.5.3 “Green Value Products” Certification Program
To create environmentally conscious products, the Fujifilm Group introduced “Green Value Products” certification in fiscal 2018
for products and services that satisfy certain standards for environmental consciousness.
The standards and their operation of Design for Environment are made common across the Group so that the degree ofenvironmental value is quantified through the standards set for each product and service. The products and services are thenclassified as Silver, Gold, or Diamond to indicate the improvement level. This also helps clarify the environmental issues to beaddressed next for further reduction of environmental impact.
Level

Certification Criteria

Diamond

Products and services that use their respective industries’ innovative technologies to substantially contribute to
reducing environmental impact

Gold

Products and services that reduce environmental impact at their respective industries’ highest level

SilverProducts and services that reduce environmental impact at a higher level than their respective industries’ standard

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Environmental Aspects
3.5 ｜ Product Stewardship (Design for Environment)

3.5.4 Result of Design for Environment
1. Certifications of Fujifilm Group Green Value Products
Target: 	Make Green Value Products rate per sales 60% by FY2030.
Progress: 	30% per sales.

Level

Number of theCertified Products

Major Certified Products

FY2021

Total

0

2

• SUPERIA ZN-II and ZN-B process-less CTP plates for newspaper printing

80• Mirrorless digital camera FUJIFILM GFX 50R• Smartphone Printer instax mini Link
• SUPERIA ZD-II process-less CTP plates for commercial printing• Digital inkjet press Jet Press 750S
• Data Management Solutions• ApeosPort C5240 series and ApeosPort/DocuCentre-V1 C7070 series of color
multifunction devices, etc.
• ApeosPort Print C5240 color printer• Document handling software “DocuWorks Cloud”• Private office services “Cocodesk”• “Net Print Services”

121• ApeosPort-VII CP 4422 color printer, etc.
• Wide Format Multi Functional Printer “ApeosWide 6050/3030”• Production printer “Revoria Press PC1120”, etc.
• RakuRaku Scan Pro• SYNAPSE series for medical imaging IT systems, etc.

DiamondGold

Silver25

13“Green Value Products” Certified Products

https://holdings.fujifilm.com/en/sustainability/activity/environment/green-value-products

2. Products in response to climate change(1) Measures for mitigating climate change
In fiscal 2021, we revised CO2 emissions reduction targets across the entire product lifecycle of Fujifilm Group products to“50% reduction by 2030 compared to the FY2019 level.”

CO2 emissions
reduction acrossthe entire productlifecycle(1) Target: Reduce CO2 emissions across the entire product lifecycle by 50% by FY2030 (comparedto the FY2019 level).
(2) Progress: Reduce by 7.5% compared to the FY2019 level.
(3) Major products:• Process-less thermal CTP plates: No film development process and closed loop recycle of usedplates• Digital inkjet press: Reduction of processes by digital printing• Multifunction devices/printers: Design for Environment; reuse, reduce and reuse by used products• TAC Display films: thinner film; using biomass materials• Cosmetics: Using refill container

The contribution of
products to reduce
CO2 emissions at
customers’ site(1) Target: Contribute to reducing accumulated 90 million tons CO2 emissions in society by FY2030.
(2) Progress: Contribution amount was 24.5 million tons. Progress: 27%(3) Major products:• High capacity magnetic tape: Energy-saving by archive data storage• Multifunction devices/printers: Reducing energy consumption• Document handling software: Paper reduction• Medical IT System: Streamlining business process(2) Measures in response to climate change
Major product examples:“Hibimikke (Crack Finder)”: Offer infrastructure degradation diagnosis services for bridges, dam walls, and embankments.
Document Management Cloud Services “Working Folder”: Improving business environment in response to social changes
with secured large cloud storage services
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3.5 ｜ Product Stewardship (Design for Environment)

3.5.5 Disclosing Environment-Related Information for Products
The Fujifilm Group actively discloses environment-related data for products, while aiming to contribute to the resolution
environmental issues through our products and services.

1. Environmental labels
The environmental labels indicate products with low environmental impact. We actively use the label as a part of environmental
information disclosure. We use the following labels:
Environmental Labels Which the Fujifilm Group Obtained

Type I:
Third party
certification(ISO14024)

Type II:
Self-declaredenvironmental
claims(ISO14021)

Type III:
Environmental
Product
Declarations(ISO14025)

Others

A third party certifier defines and operates
product classification and judgment criteria
for environmental certification. In response to
a company’s request, the certifier examines
the product and permits use of their mark if
the product meets their criteria. The certified
product can then display the mark, which
encourages consumers to choose productsthat support environmental protection.

Japan
China
TaiwanSouth Korea
Thailand
VietnamSingapore
Malaysia
Philippines
New Zealand• Eco Mark (JEM)• Environmental Labelling (CEL)• Green Mark (TGM)• Eco-Label (KEL)• Green Label (TGL)• Green Label (VGL)• Green Label (SGL)• MyHIJAU Mark• Green Choice (GCP)• Environmental Choice (ECNZ)This is a program by manufacturers to promote
the environmental quality of their products,
services, and systems to the market throughself-declaration. No third-party judgment isinvolved. Environmental quality is demonstrated
by labels attached to products and descriptionsin instruction manuals, promotional materials,
and CSR reports.

Fujifilm• Green Value Products (for all
products)• PLATE to PLATE aluminum
recycling label

This is a method to indicate quantitative data on
a product’s environmental impact calculated by
the Life Cycle Assessment (LCA). ECO LEAF isan environmental label that displays quantitativeenvironmental data for various ranges, while
Carbon Footprint shows simply quantitative
data on global warming potential.

Japan
Japan

• EcoLeaf• Carbon footprint (ISO14067)

There are environmental labels other than Type I
to III, including energy-saving labels that display
the achievement level of a certain environmental
performance. Also, green purchase systems areavailable to encourage consumers (including
public organizations) to choose products andservices with lower environmental impact.

Japan
Japan, the US
China
China
Hong Kong
South Korea
TaiwanVietnam
Europe (EU)• Act on Promoting Green
Purchasing• Energy Star Program• China Energy Label• Energy Efficiency Certification• Energy Label (VEELS)• e-Standby Power Program• Energy Efficiency Certification• Energy Efficiency Label• EU ErP (Lot 6/26)

2. Safety Data Sheet (SDS) and Article Information Sheet (AIS)
To ensure customers’ safety when handling our chemical products*1 and material products*2, the Fujifilm Group publishes
safety information on the chemical substances contained in the products and handling precautions.
*1 Chemical products: Fine chemicals, various treatment chemicals, and other chemical substances or mixtures.
*2 Material products: Various functional films, photographic papers, and other articles manufactured from chemical substances.

3. Incidents of non-compliance concerning product and service information and labeling
In fiscal 2021, there was no serious incident of non-compliance concerning product and service information and labeling.

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3.6 ｜ Management of Chemical Substance

3.6 Management of Chemical Substances
3.6.1 Basic Approach
In addition to thorough compliance with the current laws and regulations of chemicals, the Fujifilm Group is voluntarily reducing
the usage of chemicals that have been found to be seriously hazardous and a potential concern to society ahead of theintroduction of new legal requirements. We lower chemical risks by reducing the usage of the substances or replacing themwith safer alternative chemicals.
The Fujifilm Group established a safety test facility in 1975 and has been assessing the safety of the materials it hasdeveloped in terms of human health and the global environment. In “Environment,” a priority issue in our CSR plan SVP 2030,
we are developing low-risk, sustainable materials and manufacturing processes, grounded upon our core technologies andthe chemical library and safety data we have accumulated to date, in the drive to resolve various social issues identified in thefive SDGs that we are contributing to. In animal welfare*, we are working hard to replace the animal testing used to assess
safety when developing materials.
The products offered by the Fujifilm Group cover from the upstream to the downstream of supply chains, including finechemicals, highly functional materials, optical devices, office equipment, and medical devices. This is why we are working tocontribute to appropriate chemical management throughout the supply chains by disseminating our expertise and operational
structure for the safe handling of chemicals.
*1 3Rs of animal protection (Replacement: Use of alternative method; Reduction: Reduction of the number of animals used; and Refinement: Reliefof animal pain)

3.6.2 Anticipatory Risk Management of Chemical Substances
The Fujifilm Group specifies the chemical substances that require special attention based on their hazard levels, the strictnessof requirements specified by the applicable laws and regulations, and our own management policy. These chemical substances
are classified into the S category and we have established a voluntary management policy for each category. Those chemical
substances that are deemed to potentially fall into the S category are designated as “priority risk management chemical
substances,” and we are starting to reduce their usage or to replace them as soon as possible to minimize the related risks.
We have been continuing our efforts to reduce the environmental impact of our products throughout their life cycles, and havebeen disclosing our technologies at The Society for Imaging Science and Technology and other academic conferences. Efforts
have also been made to prevent the generation of hazardous substances throughout the products’ life cycles. For example,
we have already begun and completed the development of materials that do not generate formaldehyde in the product-use
process (J. Photogr.Sci.,36,64 (1988)) and the development of alternative technologies for nonylphenols and octylphenols.
Table of the Classification of Our Chemical Management

S0

Ban on use

S1

Substitute

S2

Reduce the usage or theemissions

S3

Plan to substitute

S4

Study for replacement of
substances

Priority risk management chemical
substances

Compliance with laws andindustry standards

Target: 	Replace or reduce usage of “priority risk
management chemical substances” by FY2030.
Progress: 	• Replacement of two of the seven risk
management priority substances identified in
the year before last was completed by the endof the previous year. In 2021, we reduced theuse of four substances, and judged that one
substance poses a low risk.
	• Our global chemical substance management
system has been revamped to improve theaccuracy of risk assessment of chemical
substances used in our group. We began using
this database not only to reduce risks, butalso to develop technologies that contribute tosolving social issues.

S category and its voluntary management
policyManagement based on risk
assessment

Target of Anticipatory Risk Management of Chemical
Substances

Not classified

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3.6 ｜ Management of Chemical Substance3.6.3 Promoting Alternatives to Animal Testing
The Fujifilm Group is actively developing alternative methods for skin sensitization testing, skin irritation testing, etc. as well as
participating in joint studies on alternative methods in the safety evaluation of chemicals.
Target: 	Adopting alternatives to animal testing in all safety assessments.
Conduct all the safety evaluation as alternatives to animal testing.
(1) Conduct the safety evaluation for our newly developed chemicals using alternative methods for animal testingby FY2025*1.
(2) Obtain the safety data on the safety data sheet for our chemical products using alternative methods foranimal testing by FY2030*2.
Result: 	“Amino acid Derivative Reactivity Assay (ADRA)” is an alternative testing for skin sensitization with animals
exclusively developed by FUJIFILM using our advanced chemical synthesis and molecular design technologies.
It provides a higher accurate evaluation of skin sensitization potential compared with the conventional method.
ADRA was adopted in the OECD test guidelines in 2019, and is now globally recognized as one of the standard
testing methods. In 2022, we developed the evaluation method “ADRA” that can evaluate not only chemicals but
also mixtures, and was newly adopted in the OECD test guidelines (OECDTG442C). We will utilize this testing
method for the chemicals and products we develop in the future.
		 To ensure the safety of our employees, we are progressing the reduction of animal testing by introducing a
new evaluation method using a Reconstructed Human Epidermis model for skin irritation tests on the chemicals
used as raw materials in our products.
*1 We haven’t already tested with animals for safety evaluation of chemicals used in cosmetics (including quasi-pharmaceutical products). We do
not plan to conduct animal testing for this purpose unless such testing is required to achieve accountability of chemical safety or is instructed by
the authorities concerned.
Note that we conduct legally specified safety evaluation for chemicals used in medicines and foods.
*2 Chemical products: Fine chemicals, various treatment chemicals, chemicals or mixture.

3.6.4 Contribute to Resolving Social Issues through Development of New
Materials and Processes
The Fujifilm Group is committed to using our core technology of materials and process development to provide products andservices that resolve various social issues.
Target: 	Contribute to resolving social issues through development of new materials and processes.
Result: 	Disclose our exclusive materials and processes developed by our Group to contribute SDGs.

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Examples of Our Unique Materials and Processes that Contribute to Meeting the SDGs
Materials/
Processes

High picture
quality toners
with lowenvironmental
impactContribution

SDGs

•R
 educe the energy used in the production of toners for multifunction
devices and printers by more than 35% compared to conventional
toners*1.
•R educe the toners used in printing by more than 40% compared toconventional toners.
•R educe the power consumption in printing by up to 40% compared
to conventional toners.
*1 Conventional toners refers to toners made using the melt-kneading andpulverization method.
Awarded by the Minister of the Environment under the 16th (2016) Green andSustainable Chemistry Awards
https://www.jaci.or.jp/english/gscn/awards/aw_gsc_16th.html
High picture quality toners with low environmental impact (EA-Eco toner andSuper EA-Eco toner)
https://www.fujifilm.com/fbglobal/eng/company/technology/production/digital/ea_eco.html
https://www.fujifilm.com/fbglobal/eng/company/technology/production/digital/seaeco.html

Flow synthesis
process• Reduce waste generation and heavy metal catalysts.
• Saving energy and spaces.
• Quick optimization of synthesis conditions using simulation and AI
technology.
• Safe control of hazardous and dangerous reaction processes.
• Shortening of commercialization by building reactors.
Flow synthesis custom manufacturing service
https://specchem-wako.fujifilm.com/jp/cdmo-chemicals/flow-synthesis-contract.htm(in Japanese only)

Immobilizedcatalysts /Flow reaction
catalysts• Catalysts that can be recovered and reused only by simple
operations.
• Reduction of waste and energy conservation through simplification of
purification processes in the manufacture of various materials such asactive pharmaceutical ingredients and biodiesel fuels.
• Highly activated and durable catalysts that can also be applied to flow
synthesis.
• Hydrogenation catalysts that can also be expected to be applied
to organic chemical hydride processes for storing and transportinghydrogen.
Immobilized catalysts
https://labchem-wako.fujifilm.com/jp/category/synthesis/catalyst/catalyst_of_flow_synthesis_s1/index.html(in Japanese only)
Flow reaction catalysts
https://labchem-wako.fujifilm.com/us/category/synthesis/flow_synthesis/catalyst/index.html

Organic
semiconductors• Pliable and lightweight materials that are expected to be used in
flexible devices and medical sensors.
• Low temperature processes can be applied to device creation.
(reduce ca. 200-900°C less than inorganic semiconductors)
Novel High-Performance n-Type Organic Semiconductor Materials with
Atmospheric Stability and High Mobility
https://labchem-wako.fujifilm.com/us/category/01306.html

Reagents
packagedin biomass
plastic• Replaced plastic containers and packaging materials for several of
our reagent products with biomass plastics or non-plastic materials
ahead of others in the industry.
• Help to reduce CO2 emissions while maintaining the stability andquality of the reagents.
Biomass plastic containers and packaging materials adopted for reagent
products
https://labchem-wako.fujifilm.com/jp/siyaku-blog/028809.html(in Japanese only)

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3.6.5 Contribution to Sound Chemical Management Across the Supply Chain
It is indispensable for effective chemical substance management to share information about the chemical substances
contained in products and safe handling methods for such chemicals and products across the supply chain.
The Fujifilm Group uses chemSHERPA, a chemical information communication system conforming to international
standards, to share information about chemicals in our products with suppliers and customers and to comply fully with laws
and regulations, as well as IEC 62474 and other standards. We are a member of the system’s operational consortium, helping
promote chemSHERPA throughout the supply chain by offering explanatory meetings and individual consultations to ourtransaction partners.
It is a legal requirement to provide product safety information using Safety Data Sheet (SDS) for inks, treatment chemicals,
and chemical products (i.e. articles). Voluntary use of an Article Information Sheet (AIS) in the photographic industry has been acommon practice to communicate safety information concerning articles such as photographic films and printing paper. Now,
the Fujifilm Group is proactively using AISs beyond our photographic products for other industrial materials, printing products,
medical materials, display materials, etc. to communicate with our customers and ensure safe usage of our products.
Target 1: 	Communicate information on chemical substances in our products in compliant with international standards.
Result: 	To promote wider use of chemSHERPA in the supply chain in compliance with international standard IEC 62474,
we hold explanatory meetings for suppliers via our website. We have contributed to deepen their understandingof the chemSHERPA scheme and communicate accurate information in the supply chain.
Target 2: 	Continue providing Article Information Sheets (AIS).
Result: 	Total of 350 AISs have been newly created or updated and published on our official website.
Disseminate knowhow about the safe handling of chemical substances.
Target 3:
Result: 	· Training programs for chemical laws and regulations, and the safe handling of chemical substances wereorganized for all the divisions involved in Fujifilm Group’s chemical lifecycle (procurement, R&D, manufacturing,sales and disposal). The program is given by an expert from FUJIFILM Wako Pure Chemical who holds
specialized seminars outside the Company.
	· Participating in Japan’s Ministry of Economy, Trade and Industry (METI) projects regarding technical support inhandling chemicals for the ASEAN region, we gave presentations and practices on chemical risk assessment
based on our own experiences for the regulatory authorities, chemicals industry associations, and companies
that handle chemicals in Vietnam and the Philippines.

3.6.6 Fluorocarbons Emissions/Volatile Organic Compounds (VOC) Emissions
We are introducing measures to reduce perfluorocarbons (PFC) and hydrofluorocarbons (HFC) as the greenhouse gases,
and also chlorofluorocarbons (CFC) and hydrochlorofluorocarbons (HCFC) as ozone depleting substances, according to theregulations in each country. We have set a target to reduce VOC emissions to less than the smallest value in the last three
years.

1. Emissions of FCs and VOC
Unit

FY2017FY2018FY2019FY2020

FY2021PFC

kg PFC/metric tons
produced

62

112

0

0

0

CFC

kg

161.1

0.15

0

0

0

HCFC

kg

3,403

5,349

3,489

3,815

4,590

HFC

kg

6,650

5,685

5,451

5,419

5,165

VOC

metric tons

800

707

735

675

754

* Data coverage (ratio to total profit or total employees) is 100% of the total sales.
* Emissions data has been verified by a third-party organization, SGS Japan, Inc.; however, the production volume used in the calculations is out ofcertification.

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2. Response to the PRTR Law (Fujifilm Group) in JapanThe Fujifilm Group controls substances that must be reported under the PRTR Law (Pollutant Release and Transfer Register
Law) and another substances on a voluntary basis, and has been endeavoring to reduce those emission. Data (usage volume,
atmospheric emissions volume, emission into public water, volume going into sewage water, volume moved outside of facilities,
and volume recycled) on substances used in amounts of one ton or more per year by Fujifilm and its domestic subsidiaries may
be reported on the following Fujifilm website.
Subjects and Circumstances for PRTR Notification
https://holdings.fujifilm.com/en/sustainability/activity/environment/environmental-preservation#nav_02

3. VOC emissions by region 

Unit: hundred tons/year

FY2017FY2018FY2019FY2020

FY2021

Japan

6.4

5.8

6.1

5.4

6.3

Overseas

1.6

1.3

1.3

1.3

1.2

Group total

8.0

7.1

7.3

6.7

7.5

* Values presented are rounded and the sums of the items do not always make up the totals.

4. Reductions in VOCs atmospheric emissions* (Fujifilm non-consolidated)
Category
Substances requiring
reporting under the PRTR Law

Substances voluntarily
controlled by the company

Reduction (tons)

Reduction Rate in Comparison
to Previous Fiscal Year (%)

Dichloromethane

3.3

10

Methyl alcohol

-60.3

-59

Ethyl acetate

-19.3

-16

Methyl ethyl ketone

3.2

10

Acetone-0.1-6Name of Substance* Reduction in volumes in FY2021 compared with actual levels in previous year

3.6.7 Managing Hazardous Waste
We stores hazardous waste in a place designated by a certified officer under appropriate management, and then treated byauthorized disposers.
Items that contain polychlorinated biphenyls (PCBs) are strictly managed following the laws of different countries andtreated according to a predetermined disposal plan.

1. Annual changes in amount of specified hazardous waste

Amount of
specifiedhazardous
waste

Unit: t

FY2017FY2018FY2019FY2020

FY2021

Fujifilm Group Total

2,094

1,570

1,306

1,651

2,015

Fujifilm

1,323

733

533

869

1,165

FUJIFILM Business Innovation

771

837

774

782

850

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2. Storage and management of devices/equipment containing PCBs* (FY2021)
Types of Equipment Containing PCBs Unit

Storing and Managing Amount

Unit

Japan

Group Total

High voltage transformers

Quantity1

18High voltage condensers

Quantity090

PCB oil waste, etc.

kg

0.0

0.0

Sludge, etc.

m3

0.0

0.0

Fluorescent lamp stabilizers

Quantity

4,639

4,639

Low voltage condenser excluding
fluorescent lamps

Quantity

90,54890,548Low voltage transformer Quantity

Quantity

0

0

kg

1,153

1,153

Quantity

414

414

Rags
Other devices Quantity* Excludes PCB wastes in low concentration

3.6.8 Managing Pollutants
We have established management standards for air and water pollutants to meet the requirements and limit values concerning
concentrations and emission quantities specified by the laws and regulations applicable to each site. Pollutant emissions aremonitored and regularly checked for compliance with these specified limits.
In addition to environmental risk assessment, we have been reinforcing environmental monitoring to prevent the release ofwaste in excess of regulatory levels outside factory premises.

1. Annual changes in volume of atmospheric emissionsSOx emissions

NOx emissions

Soot particle emissions

Unit: tons/year

FY2017FY2018FY2019FY2020

FY2021

Japan

15

19

11

15

12

Overseas

3

3

1

0

3

Group total

18

22

11

15

15

Japan

290

232

242

225

220

Overseas

111

94

82

43

49

Group total

401

326

325

268

269

Japan

2.4

1.8

2.1

2.2

3.6

Overseas

1.8

3.3

5.7

0.1

1.9

Group total

4.2

5.1

7.9

2.3

5.5

* Group total, below the limit of detection = 0* Values presented are rounded and the sums of the items do not always make up the totals.

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3.6 ｜ Management of Chemical Substance2. Annual changes in water contaminant burden & emissions*1

Unit: tons/year

FY2017FY2018FY2019FY2020

FY2021

Japan

55.9

68.6

49.4

54.1

48.0

Overseas

49.6

27.2

19.7

25.6

24.9

Group total

105.4

95.8

69.1

79.7

72.9

Japan

24.3

26.8

25.1

21.5

20.9

Overseas

0.1

0.6

1.2

0.5

0.7

Group total

24.5

27.4

26.3

22.1

21.5

Total amount of nitrogen
emissions

Japan

181.7

167.2

143.1

149.4

193.9

Total amount ofphosphorous emissions

Japan

2.7

1.8

2.0

2.7

1.9

Total amount of COD*2

Total amount of BOD*3* Values presented are rounded and the sums of the items do not always make up the totals.
*1 Effluent release into public water bodies*2 COD (Chemical Oxygen Demand): An indicator of water pollution. COD indicates the amount of oxygen consumed when water-borne pollutants(primarily organic contaminants) are oxidized upon the introduction of an oxidant.
*3 BOD (Biochemical Oxygen Demand): BOD is a way to measure the degree of water pollution, and indicates how much oxygen in the water isbeing used by organisms to decompose contaminants by looking at the reduction in oxygen in the water.

3. Surveying and remediating soil and underground water pollution
The Fujifilm Group autonomously conducts environmental surveys on soil and underground water pollution. Regarding
substances that are used at manufacturing facilities and that are subject to environmental limits set by regulations, the Grouprigorously manages the usage and storage of such substances and monitors the concentrations of such substances inunderground water. We are prepared to deal with any unforeseen pollution incidents in a timely fashion.
Soil/Underground Water Contamination Measures
https://holdings.fujifilm.com/en/sustainability/activity/environment/environmental-preservation#nav_03

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3.7 ｜ Biodiversity Conservation

3.7 Biodiversity Conservation
3.7.1 Basic Approach
For the preservation and maintenance of biodiversity, the Fujifilm Group has established the Fujifilm Group Basic Concepts andAction Guidelines for Biodiversity Conservation (also known as Guidelines for Biodiversity) as the group-wide policy based on
the Fujifilm Charter for Corporate Behavior and Code of Conduct.
To prevent our business activities having an adverse impact on biodiversity, we are committed to preservation, conservationand sustainable use and are working to reduce the destruction of biodiversity. We are engaged in constant communication
with our stakeholders in this area from an international standpoint to ensure that we are responding to the needs of society.
FUJIFILM Holdings “Guidelines for Biodiversity”

https://www.fujifilmholdings.com/en/sustainability/vision/creature.html

Fujifilm “Policies for Wood Pulp Procurement”

https://www.fujifilm.com/about/procurement/purchasing_policy/wood_pulp/

FUJIFILM Business Innovation “Sustainable Paper Procurement”
https://www.fujifilm.com/fbglobal/eng/company/csr/svp2030/environment/chem_bio.html#anc02

3.7.2 Risk Assessments of Our Business Activities
The Fujifilm Group assesses and promotes to minimize biodiversity risks in its business operations. Our findings regarding theimpact of our business activities on biodiversity led to our designating paper procurement in our Business Innovation segment
as a priority area affecting forest resources. In 2018, in compiling the Natural Capital Accounting data we disclose in ourIntegrated Report, we used the Natural Capital Protocol from the Natural Capital Coalition to assess the impact of our Business
Innovation segment on paper procurement and its dependency on natural capital. Specifically, we compared procurement of
raw materials for paper production from sustainably managed forest resources with procurement from forest resources thathave problems with sustainability and evaluated their respective impacts on climate change, public health and sanitation andbiodiversity. The results showed that procurement from sustainable resources reduced our social loss in the range from 20 (inminimum) to 750 (in maximum) million dollars in comparison to procurement from unsustainable resources.
These findings substantiate the monetary value of our paper procurement activities, which we have been carrying out since2004 with an awareness of ecosystems, biodiversity and the human rights of local communities. We now intend to expand thescope of our measures.

3.7.3 Activities for Biodiversity
In addition to the measures taken with paper procurement, we are introducing measures that address risks and opportunities
in biodiversity, arranged into the key elements of “products,” “factories,” “social contribution” and “communication.”

Minimize impact in manufacture
Contribution to maintain/recover on biodiversity●●

Biodiversity conservation

Activities on Biodiversity Conservation —Outline—

Products

Conservation of
resources

Biodiversity in procurement○CSR procurement (BD included) ○ABS (Access and Benefit Sharing) ○Paper Procurement

Minimum inmarket● Energy saving products ◎Resource saving / product recycling

Products forbiodiversity
conservation● Indirect contribution via CO2 reduction (Solar cell etc.)

Minimum impact
Factories

Direct contribution (monitor etc.)
Grasp/measure for impact● Chemicals cont. ◎Waste water cont. ● Air pollution ● CO2 emissions ○Wastes ◎ Land use

Conservation inregion○Cultivation ○Springs ○Rice field (biotope), (Greening)

Socialcontribution

Contribution by
fund/goods/labor○ Contribution through fund (Fujifilm Green Fund) ○Cooperation with region or NPOs and NGOs
○ Support for environmental education projects for the next generation

Communication

Enlightenment for
FF/region◎ Domestic education program within the Fujifilm Group ○Communication meeting with region○: Activities to conserve biodiversity (currently underway) ◎: Activities to conserve biodiversity (to be strengthened)●: Indirect activities to conserve biodiversity

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1. Biodiversity in products
The Fujifilm Group manufactures environmentally conscious products that do not adversely affect biodiversity.
(1) Design for the Environment
In product development, we have adopted conservation of biodiversity as a theme in Design for the Environment. Biodiversity
assessments are conducted across the entire product lifecycle.
The key points in assessment are (1) reduction of environmental impact from the production stage to minimize or reduce theimpact on the ecosystem; (2) investigation of losses, reductions, splits, etc., in the growth and habitat of biological resources
at procurement locations; and (3) availability of sustainable biological resources. Confirming that there are no issues in thesethree assessment areas ensures that our products and services are sustainable and have high environmental value.
(2) Efforts to procure plant-derived materials
The Fujifilm Group established “Management Rules for Procurement of Plant-Derived Materials” in fiscal 2021. The rules are
to strictly control procurement of materials made from plant resources, such as pulp and palm oil, to ensure that they are
managed with consideration for the environment and human rights. The rules ensure that we are not involved in the destructionof nature nor human rights infringement.
In our Business Innovation segment, specific subrules for paper procurement require not only quality standards but also
supplier criteria to ensure that our suppliers pay attention to biodiversity and respect the rights of local residents in theirbusiness operations. To confirm the compliance status of existing suppliers and new suppliers, the officer responsible for
procurement chairs the CSR Paper Procurement Committee annually.
Percentage of suppliers fully meeting our paper procurement standards for shared paper procurement (Business Innovation):
100%
Percentage of FSC®-certified paper brands for paper products in Business Innovation: 44%
FUJIFILM Business Innovation paper procurement regulations:
https://www.fujifilm.com/fbglobal/eng/company/csr/svp2030/environment/chem_bio.html#anc02

2. Reducing environmental impact at our factories and contributing to local communities(1) Minimizing impact
Our factories handle a range of hazardous materials that adversely affect biodiversity. Air pollution, water quality contaminationand soil contamination have led to the degradation of biodiversity, not only in areas where our factories are located, but also insurrounding regions and nearby river systems, which in some cases require a very long period of time for recovery. To prevent
such incidents, in addition to compliance with relevant laws, we have established voluntary control levels designed to raise sitemanagement to a higher level.
(2) Environmental protection in local communities• Preservation of paddy fields in areas that are water sources
FUJIFILM Kyushu has signed contracts with farmers in Minami-Aso Village to support rice cultivation with the aim ofreplenishing groundwater levels and preserving the paddy field landscape. Employees of the company and their families
participate in planting and harvesting rice every year.
• Maintaining forests that protect watersheds
FUJIFILM Kyushu cooperates in planting trees and maintaining forests that protect the catchment function of the watershedon the upper reaches of the Shirakawa River. This has contributed to providing sustainable water supplies for people livingin the Kumamoto City area. Thirteen thousand broad-leaf trees including konara oak and yamazakura cherry have beenplanted over 5.24 hectares of land.

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Environmental Aspects
3.7 ｜ Biodiversity Conservation

3. Promoting environmental awareness in cooperation with NPOs and other organizations
Activities to promote greater environmental awareness among young people have been organized in cooperation with NPOs.
• Network for Coexistence with Nature, an approved NPO and others: Experts of the sea and the mountains talked about
coexistence with nature to high school students in the “Kikigaki-Koshien” project.
• Charitable Trust Fujifilm Green Fund and other funds: “Watashi-no-Shizenkansatsuro Competition” features elementary andjunior high school students submitting picture maps of nature observation trails along with a text description.
• Green Cross Japan: Roughly 100,000 children think about and take actions related to nature close to their lives in the
Kankyo Nikki program, “Midori-no-Komichi.”• Oze Preservation Foundation: Support its landscape preservation activities, such as by displaying “Take your garbage
home” promotional banners at Ozegahara.

4. Collaboration with initiatives regarding biodiversity
FUJIFILM Holdings participates in the Japan Business Initiative for Biodiversity (JBIB), an organization promoting innovative
actions to conserve biodiversity in Japan and contributes to member businesses conserving biodiversity in the supply chainby sharing standards on paper procurement and knowledge on inspection and audit methods.

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4.1 ｜ Employee Overview

4.1 Employee Overview
Definitions in this section· Fujifilm Group: FUJIFILM Holdings Corporation and its consolidated companies· Fujifilm Group Japan: FUJIFILM Holdings Corporation and its consolidated companies in Japan· Fujifilm Group Overseas: FUJIFILM Holdings Corporation and its consolidated companies outside of Japan· Fuji Xerox Co., Ltd. changed its corporate name to FUJIFILM Business Innovation Corp. as of April 1, 2021.

4.1.1 Basic Approach
Under our corporate slogan, “Value from Innovation,” the Fujifilm Group has been transforming our businesses proactively inthe rapidly changing business environment, aiming at delivering value to society. To realize the aim, we emphasize that eachand every one of our diverse employees has his/her unique strengths, exercises the full potential, and achieve results throughproductive manners of working while collaborating with various stakeholders, both inside and outside the Group.

4.1.2 Employee Basic Data
1. Fujifilm Group: All employees
Fujifilm Group Employee Structure

As of March 31, 2022

Total

Male

% of Total

Female% of Total

8

6

75%

2

25%

75,474

52,81570%

22,65930%

Managerial personnel*2

13,507

11,338

84%

2,169

16%

General employees

61,967

41,47767%

20,490

33%

9,568

—

—

—

—

Executive officers (excluding Directors)*1
Regular employees

Non-regular employees*1 FUJIFILM Holdings Corporation*2 Based on the definition by each overseas subsidiary

2. Fujifilm Group Japan operating companies: Regular employees
FUJIFILM Corporation

As of March 31, 2022

Total

Male

FemaleNumber of employees
Proportion

4,611
100%

3,804
82.5%

807
17.5%

Managerial personnel
Proportion

1,150
100%

1,097
95.4%

53
4.6%

Average age

43.03

43.41

41.24

Average length of employment (years)

18.27

18.35

17.89

Utilization of paid leave*1

73.7%

ー

ー

Turnover rate*2

1.72%

1.53%

2.60%

*1 From October 1, 2020 to September 30, 2021
*2 Turnover rate =Attrition + Voluntary
Total number of regular employees at FUJIFILM Corporation at the end of the preceding fiscal year + number of retirees(numerator not counting compulsory retiree, transferee to other group companies, or retiree through the early retirement program)

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4.1 ｜ Employee Overview

FUJIFILM Business Innovation Corp.

As of March 31, 2022

Total

Male

FemaleNumber of employees
Proportion

5,065
100%

4,280
84.5%

785
15.5%

Managerial personnel
Proportion

1,085
100%

990
91.2%

95
8.8%

Average age

44.89

45.66

40.65

Average length of employment (years)

19.86

20.45

16.62

Utilization of paid leave*1

66.0%

ー

ー

Turnover rate*2

3.55%

3.28%

4.90%

*1 From April 1, 2021 to March 31, 2022
*2 T
 urnover rate =Attrition + Voluntary
Total number of employees at FUJIFILM Business Innovation Corp. at the end of the relevant fiscal year
+ number of retirees from April 1, 2021 to March 30, 2022

(numerator not counting compulsory retiree, transferee to other group companies, or retiree through the early retirement program)

3. Fujifilm Group Japan operating companies: New regular employee hires
FUJIFILM CorporationNumber of
new graduate
new hires*1

Starting salaries
for new graduates

As of March 31, 2022

Total

Male

Female

113

87

26

Technical positions

64

50

14

Administrative positions

49

37

12

Total

Graduate

238,000 yen*3

Master

265,900 yen*3

Doctor289,900 yen*3

Number of mid-career recruitment*2

16

14

2

*1 The number of new employees joined on April 1, 2022 (including graduates and postgraduates).
*2 The number of employees, excluding new graduates, joined within relevant fiscal year.
*3 Amount after the labor-management agreement on June 1, 2022

FUJIFILM Business Innovation Corp.

Number of
new graduate
new hires*1

Starting salaries
for new graduates

As of March 31, 2022

Total

Male

Female68

50

18

Technical positions

55

45

10

Administrative positions

13

5

8

Total

Graduate

231,530 yen

Master257,280 yen

Doctor

300,400 yen

Number of mid-career recruitment*2

13

11

2

*1 The number of new employees joined on April 1, 2022 (including graduates and postgraduates).
*2 The number of employees, excluding new graduates, joined within relevant fiscal year.

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Social Aspects
4.1 ｜ Employee Overview

Number of New Employee Hires*
FY2018FY2019FY2020

FY2021

152

152

122

129

Male

110

118

96

101

Female

42

34

26

28

174

192

208

81

Male

139

149

162

61

Female

35

43

46

20

326

344

330

210

Male

249

267

258

162

Female

77

77

72

48

Total
FUJIFILM Corporation

Total
FUJIFILM Business
Innovation Corp.

FUJIFILM Corporation
and FUJIFILM Business
Innovation Corp.

Total* The total number of new graduates on April 1 of the next fiscal year and mid-career recruitment within relevant fiscal year

4. Fujifilm Group Japan operating companies: Post retirement employees
FUJIFILM Corporation and FUJIFILM Business Innovation Corp. have been employing post retirement employees whose ages
are over sixty because the experience and expertise they accumulated in-house are invaluable.
Post Retirement Employees*

As of March 31, 2022

FY2021
FUJIFILM Corporation

55

FUJIFILM Business Innovation Corp.

152* Employees re-employed during the relevant fiscal year

5. Fujifilm Group Japan operating companies: Nationalities of employees
The Fujifilm Group has conducted a survey on the nationalities of employees directly employed by our major operatingcompanies since fiscal 2019. As of the end of fiscal 2021, we had 225 employees from 18 countries and regions outside Japan;
the top five nationalities in descending order are China (122), Korea (42), Brazil (34), India (5), and Philippines (5).

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4.2 ｜ Diversity and Equal Opportunities for Employees

4.2 D iversity and Equal Opportunities for Employees
Definitions in this section· Fujifilm Group: FUJIFILM Holdings Corporation and its consolidated companies· Fujifilm Group Japan: FUJIFILM Holdings Corporation and its consolidated companies in Japan· Fujifilm Group Overseas: FUJIFILM Holdings Corporation and its consolidated companies outside of Japan· Fuji Xerox Co., Ltd. changed its corporate name to FUJIFILM Business Innovation Corp. as of April 1, 2021.

4.2.1 Basic Approach
The Fujifilm Group lists “Respect and promotion of diversity” and “Prohibition of discrimination” in the Fujifilm Group Code of
Conduct. Diversity of our people and non-discrimination culture form the base for us at the Fujifilm Group. We aim to becomea robust organization that can contribute to a prosperous society by creating new values through respecting, accepting, andbeing inspired by each employee’s personality and individuality.
We are fully committed to providing equal opportunities in hiring, promotion and advancement, compensation, benefits,
and training regardless of nationality, age, gender, sexual orientation or gender identity, race, ethnicity, religion, political creed,ideology, national or social origin, disability, etc. In line with this commitment, we establish and operate the company systems
and rules.
Even during a major life event, such as childcare and nursing care, our workplace allows flexibility to enable employees tocontinue their work and then smoothly resume working. This support aims to ensure opportunities not only for the employees
to grow through their working experiences but also for the Fujifilm Group to fully leverage their diversity for the Group.
Fujifilm Group Code of Conduct Chapter 1 Respect of human rights
https://holdings.fujifilm.com/en/about/philosophy/law

4.2.2 Management System
One of the Priority Issues addressed in the Sustainable Value Plan 2030 (SVP 2030), our CSR plan, states “Create systems
and workplaces so that the Fujifilm Group’s diverse employees may exert their capabilities and creativity to the fullest extent.”
Concretely, we set the following targets to monitor the progress of our efforts to transform the way we work and to advancediversity and inclusion: (1) Promoting talented employees worldwide; (2) Promoting women in leadership; (3) Continue exceeding
the legally-stipulated rate of employment of people with disabilities (in Japan); and (4) Achieve zero retirement of employees due
to childcare or nursing care (in Japan).
We clearly state respect and promotion of diversity and prohibition of discrimination in the Fujifilm Group Charter for
Corporate Behavior and Code of Conduct. Our Code of Conduct is shared in 24 languages and penetrated through the Groupacross the globe by trainings including e-Learning.

4.2.3 Effort Results and Progress
The Fujifilm Group has set new long-term targets in line with SVP 2030, against the indices to measure “the extent to which
diverse employees are exerting their capabilities and creativity to the fullest extent.”

1. Targets and results
Target 1: Promoting talented employees worldwide
Principal indices:	Percentage of international employees*1 in major positions*2 in the Fujifilm Group		FY2030 target: 35%, FY2021 results: 27.7%*1 International employees: Non-Japanese. We continue to promote talents who can lead our businesses in different markets regardless of theirnationalities.
*2 Major positions: Presidents of major subsidiaries, general managers of major businesses, and several other senior positions. Taking our Group
globally, we reviewed our key senior positions. In addition to the existing major positions in our Group companies, we include key
senior positions in our businesses and headquarters that are becoming increasingly important when looking toward the future.

Percentage of international employees in major positions

Fujifilm GroupFY2019FY2020

FY2021

FY2030 Target

26.0%

27.1%

27.7%

35%

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4.2 ｜ Diversity and Equal Opportunities for Employees

Target 2: Promoting women in leadership(1) Percentage of women in managerial positions in the Fujifilm GroupFY2030 target: 25%, FY2021 results: 16.1%
		(2) P ercentage of women in managerial positions in the Fujifilm Group Japan
FY2030 target: 15%, FY2021 results: 6.4%
We aim to promote talented female employees to managerial positions across the Fujifilm Group, and at the same time, weplan to enhance hiring of a greater number of female future-manager candidates.
In Japan, FUJIFLM Corporation and FUJIFILM Business Innovation Corp. individually formulated a five-year action plan
covering FY2021-2025 for promoting women’s advancement in response to The Act on Promotion of Women’s Participation
and Advancement in the Workplace. Both plans have been made public.
Principal indices:

Percentage of Women in Managerial Positions
FY2019FY2020

FY2021

FY2030 Target

Fujifilm Group

14.5%

15.4%

16.1%

25%

Fujifilm Group Japan

5.4%

5.8%

6.4%

15%

* Based on the definition by each overseas subsidiary

Target 3: Continue exceeding the legally-stipulated rate of employment of people with disabilities (in Japan)
Principal indices:	Percentage of employees with disabilities according to the group-wide calculation under FUJIFILM
Holdings
		FY2030 target: Higher than the legally-specified percentage (2.35%), FY2021 results: 2.47%
Since fiscal 2016, the Fujifilm Group Japan’s percentage of employees with disabilities remains higher than the legally-specified
percentage. We will continue to maintain this figure in the future.
In order to create inclusive workplace for all employees including members with disabilities, we continue our collaboration
with external agencies such as the Vocational Training Center for the Disabled. Together with those experts, we have identified
jobs for physically challenged employees and supported their retention. Further, we have set up new workplaces to help
people with intellectual or mental disabilities gain opportunities to actively participate in working.
Percentage of Employment of Persons with Disabilities*
FY2017
Fujifilm Group Japan−

FUJIFILM Corporation

2.27%

FUJIFILM Business
Innovation Corp.

2.18%

As of April 1, 2022

FY2018FY2019FY2020

FY2021

FY2030 Target

2.32%

2.42%

2.48%

2.47%

2.35%

* We disclose the actual percentage determined by the group-wide calculation method under FUJIFILM Holdings from FY2018.

Target 4: Achieve zero retirement of employees due to childcare or nursing care (in Japan)(1) Job retention rate three years after returning from childcare leave
FY2030 target: 100% (Fujifilm Group Japan),
FY2021 results: 95.1% (FUJIFILM Corporation)		(2) J ob retention rate three years after returning from nursing care leave.
FY2030 target: 100% (Fujifilm Group Japan),
FY2021 results: 100% (FUJIFILM Corporation)
Since fiscal 2020, we have expanded the scope of this metric to cover the entire Fujifilm Group Japan.
We held seminars for not only the employees returning from childcare leave but also their managers to raise awarenessabout ways of making their return to work problem-free. To enable a satisfactory balance between work and childcare, we
also promoted childcare leave for male employees and the utilization of accumulated unused paid leave. For nursing care, we
held specialist seminars to prevent employees from quitting their jobs due to nursing care and offered enhanced consultation
supports for those engaged in nursing care.
We have been accelerating innovations of the work style for all of our group employees, not limited to those currently
facing major life events. Our efforts include establishing new rules and revising existing operations to make working hours or
holiday allocations more flexible, shifting to online meetings, shortening the time for meeting, and setting work environment for
employees working from home.
Principal indices:

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4.2 ｜ Diversity and Equal Opportunities for Employees

Returning Rate from Childcare and Nursing Care leaves
FUJIFILM Corporation
Total

Male

FemaleReturning rate from childcare leave*1

100% (66/66)

100% (22/22)

100% (44/44)

Returning rate from nursing careleave*1

100% (1/1)

100% (1/1)

N/A

Retention rate after 3 years fromreinstatement (childcare)*2

95.1% (39/41)

100% (6/6)

94.3% (33/35)

Retention rate after 3 years fromreinstatement (nursing care)*3

100% (2/2)

100% (1/1)

100% (1/1)

Total

Male

FemaleReturning rate from childcare leave*1

100% (99/99)

100% (55/55)

100% (44/44)

Returning rate from nursing careleave*1

100% (2/2)

N/A

100% (2/2)

Retention rate after 3 years fromreinstatement (childcare)*2

86.0% (92/107)

87.5% (35/40)

85.1% (57/67)

Retention rate after 3 years fromreinstatement (nursing care)*3

100% (5/5)

100% (3/3)

100% (2/2)

FUJIFILM Business Innovation Corp.

*1 Returning rate=

Number of returned employees whose expiration date of the leave arrived in FY2021
Number of all employees whose expiration date of the leave arrived in FY2021*2 R
 etention rate after 3 years from reinstatement =Number of regular employees as of the end of the current fiscal year among those who
reinstated in the second preceding fiscal year
Number of regular employees reinstated after the leave in the second preceding fiscal year

*3 Based on the same method as *2

2. Systems for balancing work and life
We have established multiple company systems and offer various benefits that more than satisfy legal requirements in orderto accommodate flexible work during the period of life events such as childcare and nursing care.
FUJIFILM Corporation
Childbirth and Childcare• Catering for pre- and post-birthrequirements• Leave of absence for childcare• Use of Stock Leave* for childcare• Support for employees working whileraising children• Three-person interview at the time of
returning to work from childcare leave• Child medical care leave program (1relevant child: 12 days per year; 2 ormore children: 24 days per year)• Shorter working hours (child in the third
grade or lower)• Use of stock leave* for fertility treatment• Leave of absence for birth support (oneyear leave system for fertility treatment)• Exemption from overtime work and fromwork on holidays• Reinstatement to same workplace after
leave of absence for childcare

Nursing Care
• Leave of absence for nursing care
• Nursing care leave program (1 carerecipient: 12 days per year; 2 or morecare recipients: 24 days per year)• Use of Stock Leave* for nursing care
• Support for employees working while
caring a family member• Expansion of nursing care counselingofficeOthers• Flexible working hours• Working from home
• Active Life Leave• Leave of absence for volunteer work,
Using of Stock Leave* for volunteer work
• Use of Stock Leave* for self
development• Discretionary labor system• No overtime day (twice a week)• Re-employment Program• Paid leave on an hourly basis* Stock Leave is unused paid leave that can be accumulated up to 60 days per employee to be used for medical treatment, rehabilitation, childcare,nursing care, and volunteer activities.
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4.2 ｜ Diversity and Equal Opportunities for Employees

FUJIFILM Business Innovation Corp. (All those systems provide for generous leave beyond that required by law.)Childbirth and Childcare• Maternity leave• Leave of absence for childcare (until
the child turns to two-years old, withfinancial support equivalent to housing
related allowance)• Reinstatement after leaving the company
for reasons such as spouse’s transfer orchildcare• Accumulated paid leave* for healthcareof employees’ family• Shorter working hours during childcare(until the third grade of elementary
school)• Limited overtime during childcare (until
the sixth grade of elementary school)• Limited late-night overtime duringchildcare (until six grade of elementary
school)• Special leave for supporting the wife at
the time of childbirth (Two days for the
first child; five days for the second andlater children)• Leave of absence for birth support(one-year leave at maximum for fertility
treatment)

Nursing Care
• Leave of absence for nursing careprogram• Limited overtime during nursing care
• Limited late-night overtime during
nursing care
• Leave for nursing care
• Accumulated paid leave* for nursing
care

Others• Flexible working hours• Working from home
• Continuous service award special
vacation; “refresh vacation”• Accumulated paid leave* for volunteer
activities• Social service system (leave of absence
program for employees participating insocially beneficial activities)• Leave of absence for education• Leave of absence to support for senior
employees’ second career• Flexible work schedules for senior
employees in preparation for the next
career after retiring from the company• Transfer or leave of absence whenemployee’s spouse is transferred* Accumulated paid leave is unused leave that can be accumulated up to 60 days per employee to be used for healthcare of the family, childcare,nursing care, and volunteer activities.

4.2.4 Freedom of Association
The Fujifilm Group clearly states that we maintain good relations between employees and employers while respecting the rightto engage in collective bargaining and the right to enjoy freedom of association, as permitted by applicable laws, and rules in
the country where business is conducted. Such statements are part of the Fujifilm Group Code of Conduct and the Fujifilm
Group Human Rights Statement.
Fujifilm Group Human Rights Statement: Consideration for Fujifilm Group Personnel
https://holdings.fujifilm.com/en/sustainability/vision/policy/statement
Fujifilm Group Code of Conduct: Article 9, Chapter 1 Basic Labor Rights
https://holdings.fujifilm.com/en/about/philosophy/law

1. Labor union membership 

FUJIFILM Corporation and
FUJIFILM Business Innovation Corp.

As of March 31, 2022

Total Number of Employees Represented
by an Independent Trade Union% of Employees Represented by
an Independent Trade Union*

6,539

67.6%

* % of employees represented by an independent trade union = Ratio to regular employees including managerial staff.

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4.2 ｜ Diversity and Equal Opportunities for Employees

2. Major revisions to systems that operate based on agreements between the Labor Unions
and the Company (in the last five years)
FUJIFILM Corporation

As of March 31, 2022

FY

Item

2017

• Partial revision of collective labor agreement and wage rules• Partial revision of collective labor agreement, written agreement and work rules regarding childcare leave• Established rules for employees to drive their own cars to the office.

2018• Partial revision of wage rules• Wider range of job assignment destinations within the Fujifilm Group in Japan

2019• Revision of maximum working hours and designation of timing to take Paid Leave, in line with the amendments to
the Labor Standards Act.
• Revision of the F-PRO* allowance• Revision of parts of the employee leave system to improve convenience and address inadequacies in the system

2020• Partial revision of wage rules• Partial revision of collective labor agreement and corresponding work rules to allow paid leave for childcare or
nursing care on an hourly basis• Addition of group companies in Japan as destination for temporary transfer of employees (e.g. FUJIFILM
Healthcare Corporation)

2021• Partial revision of wage rules (revision of starting salary)• Establishment of a new site (Amagasaki)• Change in job assignment destination within the Fujifilm Group in Japan (FUJIFILM Business Innovation Corp.
and else)* F-PRO: Discretionary labor system of FUJIFILM Corporation

FUJIFILM Business Innovation Corp.

As of March 31, 2022

FY

Item

2017

• Labor-management agreement signed on the introduction of the Paid Leave by the Hour System on April 1, 2018
(February 2018)2018• Revision of regulations for employees working abroad (January 1, 2019)• Revision of regulations of travel expense (January 1, 2019)• Revision of personnel systems (April 1, 2019)• Expansion of coverage for remote working system (April 1, 2019)• Expansion of coverage for home working system (April 1, 2019)2019• Updates to the employee holiday and leave system (including congratulatory/condolence leave, alternative
holidays, etc.)

2020• Introduction of hour-based paid leave for nursing children or other family members• Revision of basic conditions at the time of transfer

2021• Fixation of the number of annual scheduled holidays• Change of normal working hours per day• Revision of welfare system

4.2.5 Standard Entry Level Wage
We confirmed that the standard entry level wage paid by the Fujifilm Group companies for fiscal 2021 exceeded the current
local minimum wage where the company is located.
Percentage of Companies Which Standard Entry Level Wage Exceeded Local Minimum Wage for Fiscal 2021

% of Fujifilm Group companies which
standard entry level wage exceeded local
minimum wageJapan

The Americas

EuropeAsia and Others

100%

100%

100%

100%

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Social Aspects
4.3 ｜ Health, Safety and Wellness of Employees

4.3 Health, Safety and Wellness of Employees
Definitions in this section· Fujifilm Group: FUJIFILM Holdings Corporation and its consolidated companies· Fujifilm Group Japan: FUJIFILM Holdings Corporation and its consolidated companies in Japan· Fujifilm Group Overseas: FUJIFILM Holdings Corporation and its consolidated companies outside of Japan· Fuji Xerox Co., Ltd. changed its corporate name to FUJIFILM Business Innovation Corp. as of April 1, 2021.

4.3.1 Basic Approach
In Fujifilm Group Code of Conduct, the Fujifilm Group clearly states that we comply with applicable occupational health andsafety laws and regulations, such as those designed to prevent workplace accidents. We also state that we aim to maintainand enhance safe, healthy and fit working environments by giving due consideration to the physical and mental health of ouremployees. In April 2019, we revised Fujifilm Group Occupational Safety and Health Policy to show concrete measures basedon this Code of Conduct. We have been putting this idea into practice and promoting activities.
In the following September, we adopted Fujifilm Group Employee Wellness Declaration to demonstrate our strong
commitment to employee wellbeing. We believe it is one of the top managements’ priorities to maintain and enhance thewellness of employees as our employees are the foundation imperative in realizing our Corporate Philosophy and Vision.
Fujifilm Group Employee Wellness Declaration and related information
https://holdings.fujifilm.com/en/sustainability/vision/policy/health-safety

Fujifilm Group Occupational Safety and Health Policy
The Fujifilm Group operates its businesses based on this policy, considering that the promotion of workers’ occupationalsafety and health is the most important foundation of its corporate activities.
1. We will consider the occupational safety and health of employees including dispatched workers and contractors as
the top priority, and maintain safe, healthy and fit working environments.
2. We will comply with applicable occupational safety and health laws and self-regulations, such as those designed toprevent workplace accidents and excessive working hours.
3. We will promote health and productivity management through proactively supporting employees to maintain andenhance their physical and mental health.
4. We will establish smooth communications between all the Fujifilm Group companies and their employees on
promoting occupational safety and health.
5. We will actively and continuously provide employee education and training on occupational safety and health.
Established in January 2010, Revised in April 2019

Fujifilm Group Code of Conduct: Article 8, Chapter 1 Occupational Safety and Health/Health Promotion
https://holdings.fujifilm.com/en/about/philosophy/law

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4.3 ｜ Health, Safety and Wellness of Employees

4.3.2 Management System
In FUJIFILM Holdings, ESG Division is responsible for occupational health and safety and Human Resources Division is
responsible for employee wellness. Major issues related to each topic are reported to the Board of Directors through the ESG
Committee chaired by the President of FUJIFILM Holdings.
Promotion Structure
FUJIFILM Holdings Corporation
Board of Directors
Report
ESG Committee
Chairperson: President

Health Promotion

Occupational Health and Safety
ESG Division of
FUJIFILM Holdings Corporation

Human Resources Division of
FUJIFILM Holdings Corporation

4.3.3 Occupational Safety
With the concept of “Occupational health and safety is the basis of all business activities,” FUJIFILM Holdings gives the highest
priority to the health and safety of its employees and is fully compliant with the related laws and regulations. For companies
newly joining our Group following M&A, we manage their occupational safety and labor risks appropriately by conducting
related due diligence, including risks of workplace accidents deriving from the facilities and working procedures, along with
their compliance with related laws and regulations. The priority issues and results of each Group company are reported to anddiscussed by the FUJIFILM Holdings ESG Committee, and then reported to the Board of Directors.
In 2020, FUJIFILM Holdings enacted, at its sites all over the world, new Occupational Health and Safety Regulations thatmeet the requirements of ISO 45001:2018, an international occupational health and safety standard. The operation of the said
regulations help clarify the safety management structure and safety promotion activity goals throughout the group to further
reinforce our governance of occupational health and safety.
The Fujifilm Group reduces occupational risks according to the characteristics of each workplace and company. Some
examples of such risk reduction activities are given below.
• The occupational safety committee is operated jointly by management and employees and occupational safety meetings
are held regularly.
• Occupational safety managers are appointed and checklist-based workplace inspections are undertaken.
• When a new working procedure is introduced or an existing procedure is changed, a risk assessment is carried out to identify
risk factors and create risk countermeasures.
• Chemical risk assessments are carried out to identify risk factors in working procedures that involve chemicals.
• Chemical handling training are provided to employees and contract workers who undertake risk assessments and handlechemicals, as well as the standard occupational safety training.

1. Efforts for occupational health and safety
Group-wide target #1: Z ero serious workplace accidents** Serious workplace accident: An accident that causes death or permanent disability.

Group-wide target #2: Workplace accident rate of 0.1 or less by FY2030.
Number of Employees Taking Occupational Health and Safety Training
FY2021
Fujifilm Group*

27,443* Including those who are acquired licenses, skill training courses, and special education required by law when engaging in hazardous work.

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4.3 ｜ Health, Safety and Wellness of Employees

2. Serious workplace accidents in FY2021
Fujifilm Group: 1
An employee got an open fracture in his right arm while inspecting a facility.
Number of Fatal Workplace Accidents

Fujifilm GroupFujifilm*
FUJIFILM Business
Innovation*

FY2017FY2018FY2019FY2020

FY2021

Target for
2022

Employees

0

0

1

0

0

0

Contracted

0

0

1

0

0

0

Employees

0

0

0

0

0

0

Contracted

0

0

0

0

0

0

Employees

0

0

1

0

0

0

Contracted

0

0

1

0

0

0

* Fujifilm and FUJIFILM Business Innovation (-FY2018), all employees of Fujifilm Group (FY2019-)

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Social Aspects
4.3 ｜ Health, Safety and Wellness of Employees

3. Workplace accident rate and workplace accident severity
Japan

FY2016FY2017FY2018FY2019FY20200.35(0.28)

0.12(0.47)

0.42(0.42)

0.29(0.32)

0.36(0.58)

Fujifilm and its groupcompanies in Japan*1

0.30

0.00

0.30

0.31

0.29

FUJIFILM Business Innovationand its group companies inJapan*2

0.37

0.18

0.54

0.28

0.43

FY2017FY2018FY2019FY2020

FY2021

1.87

2.71

1.36

2.01

1.40

1.87

2.71

1.53

1.85

1.40

1.23

2.24

1.39

Fujifilm Group Japan
Workplace
accident rate*4

Overseas
Fujifilm Group Overseas*3
Fujifilm and its groupcompanies outside of Japan

Workplace
accident rate*4

FUJIFILM Business Innovationand its group companies
outside of Japan

Japan

—

Workplace
accident rateof 0.1 or lessby FY2030

TargetWorkplace
accident rateof 0.1 or lessby FY2030

FY2018FY2019FY2020

FY20210.00(0.01)

0.00(0.01)

0.003(0.01)

0.004(0.01)

0.006(0.01)

Fujifilm and its groupcompanies in Japan*1

0.00

0.00

0.005

0.003

0.007

FUJIFILM Business Innovationand its group companies inJapan*2

0.00

0.00

0.002

0.004

0.006

FY2017FY2018FY2019FY2020

FY2021

0.04

0.06

0.031

0.036

0.025

0.04

0.06

0.043

0.033

0.021

0.022

0.041

0.029

Overseas
Fujifilm Group Overseas*3
Workplace
accident
severity*5

Target

FY2017
Fujifilm Group Japan

Workplace
accident
severity*5( ) : chemical industry average in parenthesis*6

Fujifilm and its groupcompanies outside of Japan
FUJIFILM Business Innovationand its group companies
outside of Japan—

TRIR (Fujifilm Group)
FY2017FY2018FY2019FY2020

FY2021

—

—

2.10

2.34

2.07

TRIR*7*1 Fujifilm: Unconsolidated until 2018; total data for Fujifilm and its group companies were used for calculation starting in FY2019.
*2 FUJIFILM Business Innovation: FUJIFILM Business Innovation were unconsolidated until FY2018. Total data for FUJIFILM Business Innovationand its group companies were used for calculation starting in FY2019.
*3 Fujifilm group companies outside of Japan until FY2018.
*4 Workplace accident rate (LITR) =*5 Workplace accident severity =Number of employees involved in workplace accidents
Gross number of hours worked
Number of workdays lost
Gross number of hours worked

× 1,000,000

× 1,000*6 Source for chemical industry average: 2021 Survey on Industrial Accidents, Ministry of Health, Labour and Welfare*7 Total recordable incident rate (TRIR) is the number of injuries per million working hours (accidents not associated with lost work time + accidents
involving lost time & deaths)

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Social Aspects
4.3 ｜ Health, Safety and Wellness of Employees

4.3.4 Employee Wellness
We have appointed Director, General Manager of FUJIFILM Holdings Human Resource Department as Employee Wellness
Officer for the Group. Our Employee Wellness Promotion Group of FUJIFILM Holdings Human Resource Department acts the
key role to manage each wellness promotion department in the Fujifilm Group, and to plan and roll out group-wide wellness
promotion initiatives. The Fujifilm Group Employee Wellness Declaration has been disseminated to all Group companies acrossthe world, and the companies are now taking actions that most suit to their region and country.
In Japan, the Group companies are working closely with Fujifilm Group Health Insurance Association, the labor union, andoccupational health physicians to maintain and promote workplaces wellness. Since fiscal 2019, we have assigned individuals
responsible for employee wellness promotion in every company in Japan at the officer and person-in-charge levels. Groupwide wellness promotion meetings are organized to share the Group wellness policy and related information.

1. Enactment and dissemination of Fujifilm Group Employee Wellness Declaration
The chairman of FUJIFILM Holdings, Mr. Kenji Sukeno, published a message concerning employee wellness in the Fujifilm
Group newsletter targeted at all group employees. From fiscal 2019 we have also been providing a health-related e-learning
course under the supervision of occupational health physicians. Every year, more than 42,000 employees in Japan
participate in the course to raise their health awareness. At the same time, we shared wellness information via FUJIFILM
Holdings’ and Group companies’ intranets and newsletters. Since February 2020, all executive officers of FUJIFILM
Corporation and FUJIFILM Business Innovation Corp. and the presidents of their subsidiaries have declared their personalwellness commitments on the intranet. With the disclosed commitments including endoscopic screenings and no-smoking
declarations by executive officers, we accelerate employee wellness under the leadership of the top management.

2. Central management and analysis of employees’ health data
In 2015, we introduced an information system that centrally manages employees’ health checkup results linked to their working
hours and results of stress level checks. It visualizes each employee’s health status per company or across the entire Group.
On top of that, we analyze the health data combined with medical data provided by Fujifilm Group Health Insurance Association
to evaluate collective employee health level for each Group company and issue a health report that includes specific advice forfurther wellness enhancements. Those reports enable each company to clarify health issues to be addressed.

3. Setting the mid-term target for wellness issues
Since fiscal 2018, we have focused on five priority areas associated with employee wellness: behavior-related diseases;smoking; cancer; mental health; and long working hours. For each of the priority areas, we have set KPIs and group-widetargets for fical 2022.
(1) KPIs in Health Issues, Mid-term Targets and Results

Behavior-relateddiseases
Smoking

CancerResults

Mid-term Targets
for FY2022

FY2020

FY2021

Employees with BMI ≥ 25

21%

27.0%

26.9%

Employees with HbA1c ≥ 6.0%

6%

7.8%

7.7%

Employees who smoke

12%

20.8%

19.6%

Lungs

100%

98.9%

99.4%

Stomach

100%

84.7%

81.9%

Stomach byendoscope

90%+

60.7%

59.9%

Large intestine

100%

91.5%

88.8%

Breasts

90%+

79.7%

77.5%

Cervical

90%+

66.9%

65.9%

Priority Areas

KPIs

Employees
who received
screening

Scope: Fujifilm Group employees in Japan (Screening rates for stomach and large intestine cancers are for employees aged 40 or over)

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116Social Aspects
4.3 ｜ Health, Safety and Wellness of Employees(2) Efforts against cancer
Cancer is one of the five priority areas. We launched Fujifilm Nishi-Azabu Endoscopic Screening Clinic in our Nishi-Azabu HQin 2014. For employees who require endoscope, we use our own system which incorporates our unique advanced technology.
The system includes transnasal endoscope which reduces nausea caused by gag reflex that tends to occur with conventionaltransoral endoscope.
In April 2022, we launched FUJIFILM Mediterrace Yokohama, a medical clinic for Fujifilm Group Health Insurance
Association members, in FUJIFILM Business Innovation Yokohama Minatomirai Center. The clinic equipped with the Fujifilm
Group’s cutting-edge endoscope and mammography systems as well as an AI-driven medical IT system enable us to offer
high-quality health checkup services to Fujifilm Group employees.
Moving forward, by the end of fiscal 2022, we strive to bring the employees screening rate to 90% at lowest for stomach
cancer, large intestine cancer, breast cancer, and cervical cancer. We promote this initiative with our strong will to minimize
the number of Group employees passing away from cancer by increasing the chances of early cancer detection and receiving
appropriate treatment.
Cancer Screening (Fujifilm Group Health Insurance Association Subsidy Program)Cancer Type

StomachEsophagus

Large Intestine

BreastProcedure

Target Group(age/gender)

Interval

Endoscopy (X-ray)

35/over 40

AnnualFecal occult blood test

35/over 40

AnnualColonoscopy

Over 50

Once during
employment period

FemaleAnnualUltrasound (under 39)
Mammography (over 40)

CervicalCytologic diagnosis

FemaleAnnualProstate

PSA (blood)

Male over 50

Biennial

Lung

Chest helical CT

Over 40

AnnualLiver, kidney, pancreatic, biliary tract

Ultrasound35/over 40

AnnualFUJIFILM Holdings Corporation Sustainability Report 2022

117Social Aspects
4.3 ｜ Health, Safety and Wellness of Employees

4. Wellness initiatives
We have started a wide range of initiatives for workplace wellness under the leadership of the Employee Wellness Officer
assigned in each company.
(1) Initiatives in Japan
Example Activities in Japan in the Priority Areas
Priority Areas

FY2021 Program

Establishment of the “Seven Actions for Good
Health” to acquire wellness practices

Behavior-relateddiseases* Seven Actions for Good Health is aset of practices for employees toacquire healthy habits.
(1) Check weight once a week;(2) Watch your health checkup
results;(3) No alcohol day once a week;(4) More than 6 hours of sleep everyday;(5) 30 min. walk every day;(6) Participate in the walk event(Arukatsu);(7) No smoking.

FY2021 Results, etc.
Results of the implementation survey for“Seven Actions for Good Health”
Yes① Checking weightonce a week

47.4%

52.6%

② Watching your health

96.5%

checkup results③ No alcohol day

83.0%

once a week

④ More than 6 hours

walk event (Arukatsu)⑦ No smoking

37.4%

63.8%

every day

24.5%

3.5%
17.0%

62.6%

of sleep every day⑤ 30 min. walk⑥ Participated in the

No

36.2%
75.5%

79.6%

20.4%

Scope: All employees of the Fujifilm Group Japan 38,585 (FY2021)

Smoking

CancerOnline program for quitting smoking

9 participants

Free distribution of two weeks’ worth ofantismoking patches

97 participants

Free distribution of antismoking chewing gum

106 participants

Non-smoking during working hours

Incorporated into working regulations since April 2020

Smoking areas on company premises closed

All of the 131 smoking areas in the Group were closed
since fiscal 2020.

Lecture by medical specialists

Lecture video over the intranet in Japan•O
 ral cancer seminar (Jan)•S tomach, colon cancer and endoscopy seminar(Feb)

Mental health-related training•L ine care (e-learning) for managers. 8,811 viewers.
•M ental Health Care in COVID-19 (e-learning) for all
employees. 44,111 viewers.
• Improve conditions in workplaces judged to be highstress based on stress check results.

Mental health consultation office

Newly established an office (telephone and face-toface interview) for consulting about mental healthissues.

Mental health

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118Social Aspects
4.3 ｜ Health, Safety and Wellness of Employees

Raising health awareness among employees
To further promote employee wellness, we set up the Seven Actions for Good Health Committee in fiscal 2022 jointly with allcompanies in Japan, their respective labor union, and the Health Insurance Association.
We plan to expand the programs through which group employees can improve their health in enjoyable ways, such as
Arukatsu, a twice-yearly walking event jointly organized by the labor union and the Health Insurance Association, and Arukatsu
Koshien, a group-wide walking competition in which 34 domestic group companies participate.
(2) Initiatives around the world
FUJIFILM Holdings Employee Wellness Promotion Group started regular communications with the wellness promoters in the
U.S., Europe, China, and Asia Pacific in fiscal 2019. For our overseas employees, various wellness programs are developedand implemented taking into account local conditions such as medical care system and wellness practices in each region or
country.
Additionally, we have conducted activities on a global scale to protect our employees from COVID-19 infection.
In January 2020, we established the COVID-19 Control Office within FUJIFILM Holdings. In cooperation with the overseas
Group companies, the office played a central role in supplying face masks and sterilizers as well as sharing anti-infection
measures depending on the situation in each region where we operate.
In fiscal 2021, workplace vaccinations for COVID-19 took place in 14 domestic sites. Other initiatives include distributionof a seminar by an infectious disease specialist, who also works as an occupational health physicians for FUJIFILM Holdings,
across the group to promote day-to-day measures to ensure our business could continue safely.
(3) Health promotion among suppliers
We confirm that our suppliers have external assessment results and certificates concerning their employees’ wellness. We
also provide a lecture every year for suppliers to raise health awareness among their employees by explaining the importanceof employee wellness and describing our own health promotion activities.
(4) Recognition
In March 2022, FUJIFILM Holdings was listed on the Health and Productivity Stock Selection for the second consecutive year.
The Health and Productivity Stock Selection certifies industry leader companies listed on the Tokyo Stock Exchange that are
actively promoting health and productivity management from a strategic perspective, recognizing the importance of health andproductivity management. The certification was started in 2015 jointly by the Ministry of Economy, Trade and Industry, Japan(METI) and the Tokyo Stock Exchange.
Also, 25 companies in the Fujifilm Group were certified as “Health and Productivity White 500” for 2022 accredited by
METI. The certification is given to the 500 businesses engaged in excellent employees’ well-being practices promoted by
Nippon Kenko Kaigi (Health and Productivity Management Organization). The honor indicates that the active health andproductivity management initiatives by those companies are highly recognized.
Listed on the Health and Productivity Stock Selection for the second consecutive year

Certified as “Health and Productivity White 500” for the sixth consecutive year

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Social Aspects
4.4 ｜ Employee Development, Talent Attraction and Engagement

4.4 Employee Development, Talent Attraction andEngagement
Definitions in this section· Fujifilm Group: FUJIFILM Holdings Corporation and its consolidated companies· Fujifilm Group Japan: FUJIFILM Holdings Corporation and its consolidated companies in Japan· Fujifilm Group Overseas: FUJIFILM Holdings Corporation and its consolidated companies outside of Japan· Fuji Xerox Co., Ltd. changed its corporate name to FUJIFILM Business Innovation Corp. as of April 1, 2021.

4.4.1 Basic Approach
For the Fujifilm Group to be able to create change, it is important that we continually drive up the individual growth of ouremployees as well as the growth of the Group. Our Human Resources Division has built two pillars of employee development
to drive individual growth in the changing environment and to enable them to make day-to-day changes. Based on thesepillars, various initiatives have been rolled out aiming to create a workplace where highly engaged employees can demonstrate
their unique strengths and exercise their full potential.
(1) Build on the basics of work (“See-Think-Plan-Do” Training)(2) Strengthen foundation for individual growth (self-development assistance program “+STORY”)
The Fujifilm Group’s Human Resource Development Ideals

A Group that can create changes
Value from Innovation

Highly engaged employees
Growth of
the Group

Growth ofthe employees

The +STORY process has generated as many interwoven stories as there are employees,
allowing them to demonstrate their unique strengths and exercise their full potential.

Build on the basics of work
See-Think-Plan-Do (STPD) Training,
specialist expertise, skills
Take the initiative in thinking throughessential issues and resolving thembeyond your immediate role incooperation with others.

Strengthen foundation for
individual growth (+STORY)①Employees leverage change and pursue
their own growth through proactively setting
stretch goals.
②Managers have a good understanding of
the values and points of views of theirsubordinates through conversation and train
and motivate them to take on new challenges.

Basic business skills (communication, logical thinking, and others), IT literacy, IT skills“Open, fair, and clear” corporate culture, wide range of business segments/technologies

4.4.2 Structure for Human Resource Development
1. Human resource development programs(1) Build on the basics of work (“See-Think-Plan-Do” Training)
The Fujifilm Group is pushing forward global human resource development through collaborations among the human resource
departments of each Group company under the leadership of the Human Resources Division of FUJIFILM Holdings. The
universal foundation to determine the direction of our human resources development is the FUJIFILM WAY (FF-WAY), which
focuses on reinforcement of See-Think-Plan-Do (STPD). The FF-WAY incorporates essential factors to change people’s
minds towards realizing the company vision and to reform our corporate culture. The methods used for day-to-day business
operations have been established in accordance with the FF-WAY. The Fujifilm Group promotes dissemination of the FF-WAY
to all employees under the initiative of the director of each company.
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Social Aspects
4.4 ｜ Employee Development, Talent Attraction and Engagement

FUJIFILM Corporation’s Human Resource Development

Individual
seeking to
grow

Earnestcommitment
to people’s
development

Strongleaders

Professionals

FUJIFILM Corporation’s Training to Develop Global
Human Resources● For Japanese employees

Diversity

Training prior to overseas appointment

For employees appointed tooverseas positions

Training to develop overseas managers
Short-term onsite training system

Enhancement of organizations
and functions

Enhancement of individuals
Enhancement ofroles by qualification
systemTraining for newly
appointed managers
Training for
professionals
management training
Training for newly
appointed managers
Training for candidates
for promotion, etc.

Enhancement ofprofessional mindset

Enhancement ofbasic skills

Enhancement ofskills and expertise

Career life design
training
New employee training
Career development
program, etc.

Business and strategy
Sales and marketing
Intelligent power (Use of
ICT)Management skills
Rational thinking (KTmethod)Communication

Managers and directors
Enhancement ofspecialist skills
Various seminars on
basic technology,
science and research
Quality control
Safety, environment
Danger prediction

Selection-style training
Management school
Training for next
generation management
Enhancement of global
mindset, etc.

Overseas trainee system

Overseas onsite training

Overseas study system
For interested employees

Language lessons, distance-learning (languages)

For technical position

MOT (technical management) training● For employees of overseas subsidiaries
FUJIFILM Global Leadership Seminar

Development of global leadership

FUJIFILM Regional Leadership Seminar

Dissemination of corporate philosophy

FUJIFILM WAY Training

Human Resources Development of FUJIFILM Business Innovation Corp.
Our Goal

Professional
Training by
job category

Develop Human Resources Who “Think and Act Independently” “Aggressively tackling new challenges”

Technical Training

Sales Training

System Engineer Training

Customer Engineer Training

Fundamental Training
GeneralTraining

See-Think-Plan-Do (STPD) Training
Stratified Training / Talent Management Training
Stratified Training (New Hire Training, Management Training, etc)
● Talent Management Training (Next Leaders development Training, etc)
● Career Development Training●

Compulsory
Training●

Risk Management Training, Customer Satisfaction Training, etc(2) Strengthen foundation for individual growth (self-development assistance program “+STORY”)
The objectives of the Fujifilm Group’s career development tool +STORY (plus-story) are twofold:① Employees leverage change and pursue their own growth through proactively setting stretch goals;② Managers have a good understanding of the values and points of views of their subordinates through conversation and train
and motivate them to take on new challenges.
Employees encounter different situations time to time naturally while they are absorbed in the task at hand. Each situation isaccompanied by particular feelings such as fulfilled, delighted, impressed, disappointed, frustrated, or painful. Those personal
feelings employees experience, coupled with encounters with inspiring people, act as the threads for weaving their uniquestories using the +STORY format. In the annual +STORY conversation with their immediate managers, employees review what
they have experienced in the past year.
Our +STORY enables employees to receive multiple “pluses” while they follow the defined process; lessons learned fromtheir own experiences and setting a stretch goal reflecting those lessons, and the managers themselves receive a “plus”
through thinking deeply how they can offer the subordinates support in pursuing their own stories. The numerous stories
equaling the number of employees undergoing the +STORY process as a whole serve as a driving force for the Fujifilm Group.

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121Social Aspects
4.4 ｜ Employee Development, Talent Attraction and Engagement

Objectives of the self-development assistance program “+STORY”
(1) Employees leverage change and pursue
their own growth through proactively
setting stretch goals.

Employee

Manager(2) Managers have a good understanding of thevalues and points of views of their subordinates
through conversation and train and motivatethem to take on new challenges.

Build a workplace where our diverse
employees are highly engaged so that they candemonstrate their unique strength, exercise
their full potential, and make changes.

2. Individual performance appraisal
The Fujifilm Group has been introducing performance assessments through the Management by Objectives approach inGroup companies across the world. The Management by Objectives approach draws out employees’ sense of ownershipand facilitates mutual communication with their supervisors, and hence help build an “open, fair, and clear” corporate culture.
We aim to embed this approach throughout the Group companies for a better corporate culture. In those organizations orfunctions where the Management by Objectives approach is already in place, employees are to participate in one-on-one
meetings with their immediate managers for annual or biannual performance review.

3. Employee engagement
One of our goals in the Sustainable Value Plan 2030 (SVP 2030) is “Create environments that lead to motivated workplaces.”
The growth of each employee in the group and full exertion of their capabilities are the indispensable driving force to achieve
our organizational goals. Based on this idea, we regard positive feedback concerning their work as the foundation of their will
to exert their capabilities. For this reason, we conduct regular surveys on employees’ engagement with their jobs.
Also, the Fujifilm Group employees are free to access FUJIFILM Holdings’ consultation contacts directly without having
their supervisor involved. For more details, refer to 2.2.5-4 Whistle-Blowing Office and Consultation Office.

4.4.3 Results and Progress
1. Human resource development programs
The Fujifilm Group globally invests in human resource development by offering comprehensive learning and training
opportunities ranging from tiered programs for all levels of regular employees including people managers, executive leadershipprograms, and professional skill development programs on top of the mandatory trainings delivered across the Group.
FY2021 Training and Development Inputs
Hours / Days*1

Amount Spent*2 (Currency: yen)Total

approx. 1.58 million hours

approx. 1.7 billion yen

Average per employee

approx. 19 hours (2.5 days)

approx. 20 thousand yen*1 Time spent in days is based on our normal working hours per day, 7 hours 40 minutes or 460 minutes.
*2 For FY2021, the reported figure is the total spend for the programs rolled out by FUJIFILM Holdings Corporation and for the programs led by ourlines of business. For FY2020 and before, we reported the spend for the programs rolled out by FUJIFILM Holdings Corporation only.

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122Social Aspects
4.4 ｜ Employee Development, Talent Attraction and Engagement

We continued to provide our employees with the FUJIFILM WAY Training and STPD (See-Think-Plan-Do) Training in fiscal
2021. In Japan, these programs start at the new hire training and are incorporated into each training session for employees
who are being promoted. We provide e-learning courses so that our overseas employees may participate in the training at theconvenience of each organization.
We also focus on developing diverse DX capabilities. Our employees with advanced IT skills have been utilizing those skillsin their day-to-day works.
Specifically, we are training business planners, architects, and engineers who develop and implement new businessmodels for transforming our products and services. We are also developing data scientists and experts in business intelligence(BI) tools and Python to promote business DX and improve work productivity from the aspects of speed and quality. To date,
4,300 employees have participated in the Basic DX literacy course while 870 have participated in the introductory data science
training course for strengthening skills required in specialized areas. In addition, we have been providing our employees withsupport to obtain qualification such as the IT Passport.

Specialized fieldDX Human Resources Development System of the Fujifilm GroupNew business model
development

Improving speed
and quality of work

DX for products and services

Business DX

Training boot camp for business planners

Training boot camp for data scientists

Training session for product architects

Self BI training in utilizing the database

Training session for full-stack engineers

Creating
outcomeAcquiringskillsTraining for Python/Practical follow-up training
Introductory training in data science/Practical follow-up training

Acquiringknowledge

Reinforcement and establishment of overall ICT knowledge

Basic field

Support with obtaining IT certification

Raising awareness and building a culture for group-wide DX promotion
Basic DX training

IT lecture

Basic data science training

MindsetBasic group-wide DX literacy session

2. Individual performance appraisal
By fiscal 2019, we have implemented the Management by Objectives approach to 100% of Fujifilm Group Japan employees.
Annually or biannually, employees have a one-on-one meeting with their managers to review their approach and progressagainst the goals that they had set out at the beginning of the period. During the meeting, employees’ comparative rankings
within the respective employee category were communicated by their managers and objectives for the following period wereset accordingly.
Implementation of MBO (Fujifilm Group Japan)

As of March 31, 2022

FY2020Use of Management by Objective approach

100%

Comparative ranking of employees within one employee category

100%

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Social Aspects
4.4 ｜ Employee Development, Talent Attraction and Engagement

3. Support for self-development assistance program ”+STORY”
To help our employees learn from other employees’ stories, we have launched +STORY Live, an online series, as well as+STORY interviews on the intranet.
+STORY Live is a program in which our employees share the lessons learned from their working experiences as well as
their own goals. Each episode of the monthly program, which started in March 2021, has been viewed by some hundreds ofFujifilm Group employees. As our businesses and functions are wide-ranging, we have many employees with various expertiseand unique strengths fostered through working in the Fujifilm Group. +STORY Live provides our employees with opportunities
to gain inner awareness and share knowledge and experience for their development.
In response to our employees’ willingness to take on new challenges and desire for growth, we have an internal job posting
system called +STORY Challenge System across the Group. It serves as a place for posting roles to be strengthened such as
development of new priority businesses and global expansion of existing businesses.
We continued to offer sessions on balancing work and childcare, focusing on the employees who had returned fromchildcare leave. The sessions helped reinstated employees, resume their career path using the +STORY tool in parallel withbalancing workplace and household responsibilities.

4. Employee engagement
Between October and December 2020, we conducted a questionnaire survey covering all employees in the 215 Fujifilm Group
companies in the world on their understanding of company policies and compliance issues. The total response was 84,925(48,029 in Japan and 36,896 overseas) including direct-hire and agency-dispatched temporary workers, with a total response
rate of 98%.
The survey also measured the extent of employee engagement. To the question “You are proud to work for the Fujifilm
Group,” 75% of employees surveyed responded favorably in 5-point scale. Likewise, to the question “You feel that your current
job is rewarding,” 67% responded favorably in 5-point scale. The results of the survey were analyzed according to breakdown
on multiple categories such as management level and country/region as well as the trend where available. Feedbacks were
provided to each unit without personal data to identify areas for improvement as a workplace.
In fiscal 2021, we paused our employee engagement survey to allow our leaders to allocate enough time to comprehensively
analyze the fiscal 2020 results, and draw up and implement plans to enhance the engagement level. We will conductengagement surveys to regularly measure the levels of the key metrics so that we can build a workplace for our employees tobe actively involved in their work and to invest in their enthusiasm and talents even further.
Employee engagement score: Proud to work for the Group“I am proud to work for the Fujifilm Group”
FY2017% of favorable responses*1

FY2020Evaluated on a
4-point Scale

Evaluated on a
4-point Scale

Evaluated on a
5-point Scale

84%

91%

75%
(Target: 75%)18%

% of neutral response% of unfavorable responses*2% of Fujifilm Group employees
participating in survey

FY2021

16%
97%

9%

(No Survey)

−

7%
98%

−

*1 Favorable responses in the FY2020 survey combine the top two responses on a 5-point scale. To monitor changes from the FY2017 survey, theresults of the FY2020 survey were converted into a 4-point scale. The top two responses in both surveys were “strongly agree” and “somewhat
agree”.
*2 Unfavorable responses include unclear responses or when the question was left blank.

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4.4 ｜ Employee Development, Talent Attraction and Engagement

Employee engagement score: Current job is rewarding“I feel that my current job is rewarding”
FY2020

FY2021

Evaluated on a 5-point Scale(No Survey)% of favorable responses*1

67％% of neutral response22％% of unfavorable responses*2

11％% of Fujifilm Group employees
participated in survey

98％

−

−

*1 Favorable responses in the FY2020 survey combine the top two responses, “strongly agree” and “somewhat agree” on a 5-point scale.
*2 Unfavorable responses include unclear responses or when the question was left blank.++

5. Employee stock ownership
Fujifilm Group Japan started its employee stock ownership scheme in 1975 for Fujifilm Group employees in Japan to help
motivate their job engagement.
FY2018FY2019FY2020

FY2021

Number of employee stock owners

10,688

11,344

13,227

14,197% of ownership*

30%

32%

37%

39%

* % of ownership =Number of employee stock owners as of relevant fiscal year
Number of domestic Group company employees as of relevant fiscal year.

6. Attracting talents
As a global group operating a wide range of businesses, we have been working to attract talents as the top priority. Talented
employees are promoted to major positions regardless of their nationalities and serving years.

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4.5 ｜ Human Rights

4.5 Human Rights
4.5.1 Basic Approach
The Fujifilm Group recognizes that respect for human rights is our responsibility. We clearly state our commitment to this
responsibility in Fujifilm Group’s Charter for Corporate Behavior and Code of Conduct translated into 24 languages. The
Charter for Corporate Behavior and the Code of Conduct state our basic approach toward respecting human rights. We
established Fujifilm Group Human Rights Statement, in which we declare our support for a range of global human rights
principles, including the UN International Bill of Human Rights and the UN’s Guiding Principles on Business and Human Rights
and to take any necessary measures to assess and mitigate the risks that negatively impact human rights in business activities.
To create the Human Rights Statement, we sought opinions and advice from our Group companies and stakeholders acrossthe world and it was introduced after adoption by the CSR Committee (current ESG Committee), chaired by the President of
FUJIFILM Holdings Corporation in 2018.
The Fujifilm Group aims to grow together with our suppliers through sharing with them the importance of social responsibility
and corporate ethics in undertaking business activities. With this aim, we communicate to our suppliers our “Request to
Suppliers” which refers to Fujifilm Group Charter for Corporate Behavior and Code of Conduct, and Fujifilm Group Sustainable
Procurement Guidelines, and request them to operate in line with the Charter and the Code.
In step with the expansion of our healthcare business, in July 2020 we established the Fujifilm Group Global Healthcare
Code of Conduct to clarify our basic principles, such as respect for the human rights of our patients in all of our activities, aswell as to ensure appropriateness and transparency in our interactions with medical professionals. In December 2020, we
adopted the Fujifilm Group AI Policy as the basis for our active utilization of AI in the drive to accelerate our efforts to resolve
social issues in our various business areas. In view of the fact that AI technology has yet to reach maturity, we will examine
the risks that are likely to emerge in ethics and other areas to ensure that we carry out our business activities with respect forbasic human rights.
Fujifilm Group Charter for Corporate Behavior Article 2. Social Responsibility, Article 3. Respect for Human Rights, Article 5. Vibrant Workplaces
https://holdings.fujifilm.com/en/about/philosophy/conduct
Fujifilm Group Code of Conduct

https://holdings.fujifilm.com/en/about/philosophy/law

Fujifilm Group Human Rights Statement

https://holdings.fujifilm.com/en/sustainability/vision/policy/statement

Request to Suppliers and Fujifilm Group Sustainable Procurement Guidelines
https://holdings.fujifilm.com/en/sustainability/vision/policy/procurement
Fujifilm Group Global Healthcare Code of Conduct

https://holdings.fujifilm.com/en/sustainability/vision/policy/global-healthcare

Fujifilm Group AI Policy

https://holdings.fujifilm.com/en/sustainability/vision/policy/ai

4.5.2 Management System
1. Human rights due diligence process
The Fujifilm Group has implemented a human rights due diligence process in accordance with the procedures set out in the
UN Guiding Principles on Business and Human Rights, covering all business activities we are operating or involved in. To
facilitate the process, we referred to the requirements in the UN Guiding Principles Reporting Framework with Implementation
Guidance, which we studied in the Human Rights Due Diligence Working Group under the Global Compact Network Japan.
Specifically, we identify potential and actual risks, investigate where in the value chain of business activities such risks are likely
to occur, specify the individuals who could be negatively impacted and how, examine and implement preventive or mitigating
measures, communicate with external stakeholders, and disclose relative information. We summarize the findings from the risk
assessment in a form of risk map and revisit it periodically.
In the Fujifilm Group, priority issues concerning human rights are escalated, along with the progress of preventive or
mitigating measures implemented, to the FUJIFILM Holdings ESG Committee for their deliberation and reported to the Boardof Directors. In 2020, the ESG Committee added “Activities for identifying significant human rights issues in business activities
and preventing and reducing any issues” as a subject of deliberation and decision-making in the ESG Committee Policy.
On a day-to-day basis, resources to ensure respect for human rights are allocated depending on the individuals potentially
impacted; Human Resource resources for issues concerning the Fujifilm Group employees, Procurement resources for issues
concerning suppliers or in-plant contractors. Prior to the execution of a merger and acquisition or at the start of a new businessinvolving large investment, we perform human rights checkup as a part of the comprehensive due diligence process, to assess
the appropriateness of such investment.

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2. Human rights impact assessment to determine Fujifilm Group’s priority issues
In fiscal 2019, we re-examined potential human rights issues based on the character of our businesses and the countries inwhich we operate. We also assessed the potential and likely severity for those issues. We have set three human rights issues
as a priority which were shared and discussed among top management at the regular Board of Directors meeting of FUJIFILM
Holdings held in July 2020. We have continued to implement associated activities on the following three priority issues in fiscal
2021:(1) Inappropriate work environment and labor practices at suppliers;(2) Long working hours, discrimination and harassment of our employees;(3) Violations of the rights of clinical trial participants in healthcare business.
Impact Assessment of Potential Human Rights Issues (Risks Associated with Existing Businesses)
Severe(1) Inappropriate work environment
and labor practices at suppliers
Anti-Corruption
Protecting Privacy
information

Conflict
Minerals

Severity (scale, scope)(3) Violations of the rights
of clinical trial participants Human Rights
of Patientsin healthcare business
Environmental
Conservation

Workplace
SafetyLong Working
Hours

Discrimination
Supplier

ConsumerSocial Security
Long Working
Hours

Protecting Privacy
information

Company
Employees

Forced Labor,
Child Labor

Product Safety

Freedom of
Association

Discrimination,
Harassment

Discrimination,
Harassment

Workplace
Safety(2) Long working hours, discrimination andharassment of our employees

Community

Mild
Low

High

Likelihood

3. Prevention and mitigation of adverse impact on human rights and progress(1) Inappropriate work environment and labor practices at suppliers
The Fujifilm Group operates businesses that require assembling and processing products and parts, and has a large numberof suppliers to work with. In these circumstances, one of our priority human rights issues to tackle is possible inappropriate
work environment and labor practices at our suppliers. The Fujifilm Group implements actions for respecting human rights inour supply chain at the suppliers and in-plant contractors mainly within the framework of sustainable procurement. We clearlyspecify the Procurement Policy and Request to Suppliers as a procurement approach and present specific checkpoints in
the Fujifilm Group Sustainable Procurement Guidelines to gain the understanding of suppliers involved in our global productmanufacturing regarding the importance of CSR management.
In the Sustainable Value Plan 2030 (SVP 2030), our CSR mid- and long-term plan announced in 2017, we committed
to reinforce the CSR foundations such as labor practices, human rights, environment, and corporate ethics throughout the
supply chain which we set as the base for business activities. The Group’s sustainable procurement program comprises (1)Communication of sustainable procurement-related policies; (2) Risk assessments on suppliers; (3) Requesting suppliers to
improve and offering support; (4) Improvement activities by suppliers. We provide various checks and support for suppliers,
aiming to eliminate forced labor and child labor and encouraging better labor management, occupational health and safety,
and consideration for migrant workers.
Procurement Policy, Request to Suppliers and Fujifilm Group Sustainable Procurement Guidelines
https://holdings.fujifilm.com/en/sustainability/vision/policy/procurement
Sustainable Value Plan 2030 (SVP 2030), Mid-Term to Long-Term CSR Plan
https://holdings.fujifilm.com/en/sustainability/plan/svp2030

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4.5 ｜ Human Rights(2) Long working hours, discrimination and harassment of our employees
Employee education regarding human rights issues
The Fujifilm Group conducts the global education for all the employees to disseminate the Human Rights Statement as well
as Fujifilm Group’s Charter for Corporate Behavior and Code of Conduct. As for the human rights issues on our employees,
we raise awareness among Group employees in their new hire training programs and training programs for new managerial
personnel. The training programs for new managerial personnel focus on workforce management in general, including
prevention of long working hours and mental health measures, as well as harassment prevention. Regarding overtime working
hours, trend in monthly overtime is monitored, and warnings and guidance are issued to the business divisions exceeding thedesignated levels and the necessary corrective measures are implemented continuously. We address harassment issues byimplementing measures coordinated to fit the conditions at each company or business division, in addition to regular training
programs.
(3) Violation of the rights of clinical trial participants in healthcare buisness
The Fujifilm Group Global Healthcare Code of Conduct published in fiscal 2020 opens with a declaration of respect for the rightto self-determination, dignity, privacy and the human rights of clinical trial participants. The Code of Conduct not only applies
to all executive officers and employees in our healthcare businesses, but also to our subcontractors, temporary workers, sales
agents and distributors, and all other business partners and interested parties involved in the provision, sales and supportof our products and services. We implement appropriate steps to request all these parties to respect the standards andrequirements of the Code of Conduct.
Complaints related to healthcare products and services are reported promptly to the relevant business division or affiliate.
Appropriate investigation will then be carried out, followed by corrective measures where necessary. Complaints may bereported to the relevant regulatory authority where appropriate.
Our Global Healthcare Code of Conduct has been disseminated across the Fujifilm Group. We develop e-learning programs
for all employees working in the field of healthcare worldwide.

4. Human rights grievance mechanism for internal and external stakeholders
Chapter 1 of the Fujifilm Group Code of Conduct describes our policies on Respect for Human Rights. The Fujifilm Group
employees have access to the internal whistle-blowing systems to report any concerns relating to violation of any item listed
in the chapter or infringements of human rights that require correction and remedies. Reports can be submitted to either (1)each company or region, or (2) FUJIFILM Holdings. In either case, the anonymity of the whistle blower is ensured and therefore
employees will not be unfavorably treated because of their report.
For the results of the whistle-blowing system in fiscal 2021, see 2.2.6 Achievements in this report.
For external stakeholders, we provide “Contact regarding Sustainability” form on our official website to listen to the
feedbacks on our sustainability activities including those related to human rights from the public at large, both anonymously
and otherwise. All complaints and suggestions will be considered and handled appropriately after investigating the facts.
Contact regarding Sustainability

https://holdings.fujifilm.com/en/contact

5. Collaboration with initiatives regarding human rights(1) UN Global Compact
FUJIFILM Holdings is signed up for United Nations Global Compact, a voluntary initiative that encourages companies
to undertake fair operations in the areas of human rights, labor, environment, and anti-corruption. We have also been incollaboration with the Global Compact local network in Japan, by participating in, to name those concerning human rights,
the Human Rights Due Diligence Working Group, Supply Chain Working Group and Human Rights Education Working Group.
(2) Caux Round Table (CRT) Japan
FUJIFILM Holdings has been participating in the Stakeholder Engagement Program (SHE) organized by the Nippon CSR
Consortium (secretariat: CRT Japan) since 2012, discussing human rights issues by industry.
* CRT Stakeholder Engagement Program (SHE)(Japanese)(English)http://crt-japan.jp/portfolio/she-program/
http://crt-japan.jp/en/portfolio/human-rights-due-diligence-workshop/

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4.5.3 Results for Measures Including Remedies and Corrective Actions
1. Establishing and disseminating policies related to human rights
The Fujifilm Group Global Healthcare Code of Conduct was established in fiscal 2020 to clarify our commitment to humanrights in the healthcare business. In addition, the Guidelines on the Global Healthcare Code of Conduct were released to ouremployees to provide a detailed explanation of the Code of Conduct. To foster greater awareness and ensure comprehensive
implementation of the Code of Conduct across the Group, Healthcare Compliance Training Programs were held for some 3,500
employees in the healthcare business in Japan, including our Medical Systems Business and Pharmaceuticals Business. For
employees outside Japan, an e-learning program for basic training in understanding our Code of Conduct was implemented
for approx. 20,000 employees. In fiscal 2021, these training programs were implemented for employees who are new to thehealthcare business as well as for those of companies that have recently joined the Fujifilm Group to inform them fully of the
Fujifilm Group Global Healthcare Code of Conduct.
The Fujifilm Group, which is part of the drive to accelerate the use of AI technology to resolve social issues, established its
Fujifilm Group AI Policy in December 2020 to clarify our basic principles for the application of AI technology, including respectfor human rights and fair and appropriate use of the technology. While launching the All-Fujifilm DX Promotion Initiative inJuly 2021 and accelerating the promotion of DX utilizing AI technology in each business field, we have confirmed with relatedparties that we will continue to respect human rights based on this policy.
Regarding information accessibility, which is one of the human rights issues, the Fujifilm Group held an accessibility seminar
online in November 2021 for Group employees in Japan engaged in the production of official websites, advertisements, andbrochures with the participation of 193 employees. This was held to confirm a basic understanding of social demands andoutstanding issues with the aim of improving usability for all users, including people with disabilities, who sometimes havetrouble accessing information. In the questionnaire for participants, the awareness of consideration for accessibility increased
from 38.0% before the course to 97.7%, saying that they learned the possible difficulties from the viewpoint of people withdisabilities and understood the importance of creating an environment where everyone can easily access information.

2. Efforts for the priority issues on human rights(1) Inappropriate work environment and labor practices at suppliers
The Fujifilm Group pledges in its Human Rights Statement to respect human rights in its business activities and its supply
chain. In the past, we assessed risks in the area of sustainable procurement with a self-check list on labor practices, humanrights, the environment and corporate ethics and found that risks were minimal in our tier-1 suppliers in Japan and Western
nations. In this activity, we have designated China, where a number of our manufacturing sites are located, as a priority region.
In fiscal 2021, we continued to conduct risk assessment based on self-checks. We have also conducted on-site visit risk
assessments at suppliers and our internal expert teams check our supplier sites to provide support with improvements. In fiscal
2021, we found some problems with labor practices, including employees’ overtime hours and the insufficient management
system related to labor and human rights (response to child labor, elimination of discrimination, etc.). Requests were madeto the corresponding suppliers to make improvements. By the end of fiscal 2021, we had confirmed the progress made withimprovements to critical items at all suppliers who underwent on-site visit risk assessments.
In the face of the recent increased international interest in modern slavery and human trafficking in the supply chain, weare giving close attention to the issues and released a fiscal 2021 statement in response to the Modern Slavery Act 2015 of
the UK and the Modern Slavery Act 2018 of Australia through our Group companies. In fiscal 2021, there were no reported
incidents involving violations of the rights of indigenous peoples in the business activities and procurement activities of the
Fujifilm Group.
We will continue to foster greater understanding across the Group. For details of our sustainable procurement activities,
including activities related to conflict minerals and other themes that involve potential human rights violations, please refer to
2.5 Supply Chain Management in this report.
(2) Long working hours, discrimination and harassment of our employees
In fiscal 2021, long working hours, discrimination and harassment were identified as priority issues in 69 companies in the
Fujifilm Group. Preventive and mitigation measures have now been developed and implemented at all these companies.
For details of our group-wide risk management, please refer to 2.2.4 Risk Management in this report.
Among the reports and consultations processed by the Fujifilm Group’s internal whistle-blowing system in fiscal 2021, there
were no cases of human rights violations with such severity as to be publicly reported.
Taking account that human rights issues concerning foreign workers are surfacing in Japan, the Fujifilm Group started asurvey on the status of foreign workers directly employed by our operating companies in fiscal 2019. As of the end of FY2021,
we have 225 employees from 18 countries and regions and have received no reports of issues related to the labor environment
and practices. We will continue to investigate their working conditions.

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4.5 ｜ Human Rights

For occupational health and safety efforts, see 4.3 Health, Safety and Wellness of Employees in this report.
We also confirm that no instances of child labor have been uncovered in our workforce in fiscal 2021.
(3) Violations of the rights of clinical trial participants
We have set up the Bioethics Review Committee to monitor clinical trials to protect the interests of participants. No violationsof Global Healthcare Code of Conduct were reported in fiscal 2021.

3. Dialogue on human rights with external stakeholders(1) Adopting opinions of external experts pertaining to life sciences (Bioethics Review Committee)
We have set up Fujifilm Bioethics Review Committee to oversee our research and business activities related to life sciences.
The committee members include external experts, allowing the committee to conduct comprehensive studies into protecting
personal information and the viability of action in terms of ethics and science. The findings of such reviews are fed back to
our research & development and other related activities appropriately. The targets for review are genetic analysis with the useof human-derived tissue, immunological research, clinical research and the handling of personal genetic data and related
operations. In clinical trials, for example, our clinical trial plans are reviewed by the external experts to ensure that they do notaffect the interests of the clinical trial participants.
In fiscal 2021, we concluded 34 bioethics reviews in total including simplified reviews. The Committee’s regulations, list ofmembers, related research documents published, and minutes of the committee meetings are available on our website.
(2) Dialogue with community
As a member of the community, the Fujifilm Group proactively discloses the Group’s environmental protection activities andholds events in the form of environmental communication meetings and similar activities to collect feedbacks from the local
community. We plan to upgrade the environmental activities conducted by our factories and carry out active and continuous
information communication and disclosure to the public at large.

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130Social Aspects
4.6 ｜ Corporate Citizenship

4.6 Corporate Citizenship4.6.1 Basic Approach
The Fujifilm Group is committed to contributing to the sustainable development of society, working together with local
communities as a good corporate citizen and responding sincerely to the demands and expectations of those communities. In
2008 we formulated the Fujifilm Group Social Contribution Policy. Based on the Policy, we are conducting activities focusing on
the fields of education and research, culture, arts and sports, health and environment. We value cooperation and collaboration
with local communities, institutions, NPO/NGOs, and others and contribution by employees’ voluntary activities.

Fujifilm Group Social Contribution Policy
The Fujifilm Group will work together with local communities as a good corporate citizen and contribute to society by
responding sincerely to needs and expectations of those communities. The Group has established following action plans
to implement this policy.
1. Focus of activities
The Fujifilm Group will primarily focus on the fields of education and research; culture, arts and sports; health; andenvironment.
2. The Fujifilm Group will place value on following points when we conduct social contribution activities:
1. 	The Group will collaborate and work together with stakeholders. We place importance on mutualcommunication and partnerships with local communities, institutions, NPO/NGOs, and others.
2. 	The Group values the importance of employees to participate in volunteer activities that would enhance local
community harmonization, as well as to enhance social improvements. The Group will fully support such
employee volunteer activities.
3. 	As a means of social contribution, the Group will utilize its business strengths, such as products, services,
technologies and know-how.

Established in April 2008, Revised in April 2019

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131Social Aspects
4.6 ｜ Corporate Citizenship4.6.2 Major Examples of Social Contribution through Business Activities
Impact on Business(Effects on Business and
KPIs)

Typical Activities (Concrete
Activities and KPIs)

We control theenvironmental impact on
our business and society
by setting KPIs for CO2
and waste emissions,and water management.

• Voluntary tree planting in
China and Vietnam (Numberof participants)• Ground Water Conservation
activities in Minami
Aso Village (Number ofparticipants)

Educationand research

Our Group is promoting a rangeof businesses, and so needs adiversity of human resources. We
work with partners and NPOs
to foster diversity in the coming
generations in the regions where
we operate. This will enable us
to establish relationships withlocal communities through thedevelopment of human resources
and to increase recognition of ourGroup.

These activities willallow us to enhance
our relationship withthe regions where we
operate and establish
the Fujifilm brand. We
set the continuity of ourbusiness and sales in
the region as our KPIs.

• Offering large-font textbooks
to students with low vision(Volume of our production)• Charitable Trust Fujifilm
Green Fund working withNPOs Kikigaki Koushienby high school students(Number of participants)• Offering learning materials inemerging countries (Numberof children were provided
learning materials)• Sponsoring All Japan HighSchool Soccer Tournament(to be continued)

Culture, artsand sports

Since our foundation, we
have operated a businessof photographic films andphotosensitive materials to“contribute to society by offering
more informative images.” Wealso focus on Creating Shared
Value (CSV) utilizing multifunction
devices and latest technologies
under the banner of “Valuablecommunication beyond thetimes.”We expect to create
further printing demandin photographic
products and in
the graphic systembusiness. Our approachshould also create
new demand for ourBusiness Innovation(former Document)
business. The results will
be seen in our sales andprofits.

• Holding The Heart to Heart
Communication—“PHOTO
IS” Photo Exhibition, andother events in FUJIFILM
Square (Number ofparticipants)• Reproduction anddigitalization of historical
documents (Number of
documents restored)• Supporting Special Olympics
Nippon• Sponsoring SUPER CUP
2021 soccer competition

HealthWe aim to create a healthiersociety and further develop
our healthcare businesssimultaneously. This will beachieved by promoting disease
prevention, diagnosis, andtreatment in emerging and othercountries. In this way, we candrive forward our healthcare
business, which offers medical
products such as mammographysystems, diagnostic imaging
systems, and medicines. As apart of our social contribution,
we are raising health awareness,
including disease prevention,
diagnosis, and treatment inemerging countries which
encourages people to take healthchecks and visit doctors. Thisshould enhance the healthcare
market. This movement
should also increase our
reputation in this field and help
stable expansion of businessdevelopment.

We anticipate
sustainable growthof the healthcare
business. Suchbusiness encompasses
medical systems,
contract development
manufacturing of
biomedicines, and life
sciences. The results will
be seen in our sales andprofits.

• Improving medical
accessibility in all 196
countries and regions in theworld in which we operate
by introducing AI-based
medical products andservices by 2030.
• Offering medical training• Supporting the Pink Ribbon
campaign etc.

Priority Activities in Each Field(Relation to Business)

Environment

The Fujifilm Group has always
paid attention and protected
the environment as clean waterand fresh air are essential forour businesses. Environmental
issues have a great impact on all
our businesses, so we continuesocial contributions related toenvironment.

SDGs

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132Social Aspects
4.6 ｜ Corporate Citizenship●

Voluntary tree planting activity in China and Vietnum (Fujifilm)
Ground water conservation activities in Minami-Aso village (FUJIFILM Kyushu)
Charitable Trust Fujifilm Green Fund (Fujifilm)
Training sessions for nature guides (HASU-Club, FUJIFILM Business Innovation)

●
●
●
●●

Education andresearch

Environment

4.6.3 Social Contribution Activities Continued by the Fujifilm Group

Kankyo-Nikki, “Midori-no-Komichi” (Fujifilm)“Watashi-no-Shizenkansatsuro Competition” (Fujifilm Green Fund, etc.)●●●

Support to make large-font textbooks to students with low vision (FUJIFILM Business Innovation)
Offering learning materials in emerging countries (FUJIFILM Business Innovation)
Photo class for young people (Fujifilm)
Kikigaki-Koshien (Fujifilm)

●
●
●
●

Culture, arts andsports

●
●
●
●
●
●

Health●The Heart to Heart Communication—“PHOTO IS” Photo Exhibition (Fujifilm)
Fujifilm SquareAlbum Café (Fujifilm)
Reproducing historical documents (FUJIFILM Business Innovation)
Creating digital archives of cultural assets (Fujifilm)
Supporting Photo rescue activities (Fujifilm)
Special Olympics Nippon (FUJIFILM Business Innovation)
SUPER CUP 2021 (FUJIFILM Business Innovation)● Improving medical accessibility in all 196 countries and regions in the world in which we operate byintroducing AI-based medical products and services by 2030.
● Offering medical training● Pink Ribbon Campaign (Fujifilm)

4.6.4 Results of Social Contribution (FY2021)
1. The amount of expense on social contribution
The Amount of Expense of FY2021 by Category in the Fujifilm Group(Unit: million yen)Type of Contribution

AmountEducation for future generations• Expenses for activities for future generations• Donations (cash and goods)

120

Harmony with the local community• Expenses for community events and for community
organizations• Donations to community events and to community
organizations, etc. (cash and goods)• Expenses for community exchanges andneighborhood cleanups• Donations for natural disasters (cash and goods)

96

Promote culture and the arts in society(in Japan)• Expenses for cultural, artistic, sports activities, etc.
• Donations for cultural, artistic, sports activities, etc.
(cash and goods)

423

Consideration for the international
community and international cultures• Expenses for international exchanges, etc.
• Donations for international exchanges, etc. (cashand goods)• Support for natural disasters (cash and goods)

152

Cooperation with NGOs and NPOs

• Expenses for joint work
• Donations for sponsorship and charity funding• Support through providing products and services

32

Total

823

* See Chapter 5. Sustainability Accounting

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133Social Aspects
4.6 ｜ Corporate Citizenship

Monetary value of 2021 Fujifilm Group Social Contribution Activities

Types of Social Contribution(converted into money)(Unit: million yen)

Cash

Goods

Volunteering
Cost*

Operation Cost/
Other Expenses,
Etc.

434

14

5

363

* Volunteering cost = Hours spent on volunteer activities × salary

2. Community investment cases● Fujifilm Green FundIn commemoration of FUJIFILM’s 50th anniversary, Fujifilm contributed a billion yen and started this Fund as Japan’s first charitable
trust to protect nature in 1983. Through this fund, we offer financial support for nature protection activities and research bodies, andhost nature protection awareness raising programs for primary and junior high school pupils.
● HASU-Club (FUJIFILM Business Innovation)
This is a volunteer support organization established in 1991 and operated by employees’ own initiative. The organization is fundedthrough the payroll giving by the employees who opted to donate a fraction (less than 100 yen) of their salary and bonus, plus anamount that the individual wishes to add monthly. The fund is then reserved in four charity areas; “social welfare,” “culture andeducation,” “natural environment,” “international aid,” chosen by employees to support their volunteer activities and related NPOs.

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4.6 ｜ Corporate Citizenship4.6.5 Efforts to Assess the Impact on Society and the Environment
1. Contribution effect for customers through environmental activities in business (CO2 and water)
The contribution effect for customers is the sum of customers’ expenses brought by when a new product with lower
environmental burden has replaced a conventional product. The total effect on customers in fiscal 2021 increased by ¥5.1 billion(approx. 18%) over the preceding fiscal year ¥32.9 billion.
(Unit: million yen)

FY2019AmountFY20201. High-density magnetic memorymaterials

8,252

9,148

13,242

2. Processless CTP plate that
does not require developer*

3,382

2,516

5,660

3. Film for LCDs: WV films

2,398

2,476

1,964

4. D
 igital color multifunction
device and printers

14,033

13,635

12,027

Total

28,064

27,77432,893

Product

FY2021

2. Social impact assessment of social contribution
In 2018, FUJIFILM Business Innovation worked to “visualize” its social contribution activities in order to understand their social
significance, results, and effects and make them improve. We will continue to carry out impact assessments regularly to clarify
and improve our activities.
[Implementation method]
To evaluate the social impact from our major social contribution activities, including the project to offer learning materials
in emerging countries and reproduction and utilization of historical documents, we created a logic model and made trial
assessments. We did not find any negative impact on a local community from the result of trial assessments.
(1) Considering a logic model utilizing the Social Impact Assessment Tool Set created by GSG.*1(2) C reating a logic model based on a program evaluation approach and a review by Meiji University.
To enhance the reliability of our own assessments, we asked the Institute for Program Evaluation of Meiji University to review
our assessment results in FY2017.
*1 GSG: http://impactinvestment.jp/about/ (in Japanese only)

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135Social Aspects
4.6 ｜ Corporate Citizenship

3. Discussion example: Suggested social impact assessment logic model and indices(1) Project to provide learning materials for children in emerging countries
Logic model and suggested performance indicators for FUJIFILM Business Innovation’s “project to provide learning materials
for children in emerging countries”
Multi-sector collaboration aimed at distributing learning materials to some 100,000 children by 2023 to rectify disparity of educational opportunities in emerging countries
Interim outcome(Operation objective)

Final outcome(Higher-order objective)

PeopleStaff, employees
as volunteers

Distributing learning materials

ChildrenFeeling the joy of learning

Higher academic capability

Increased learning
opportunities• Increased motivation
to learn
Number of positive responses
in surveys (level of interest in/enthusiasm for study)

Children can choose afuture path they desire(higher education/
employment)

Local NGOs

• Higher basic knowledge /skills• Increased enthusiasm forhigher education• Number of learningmaterials distributed• Number of children who
receive learning materials• Types of learningmaterials distributed

Outputs

Increased partners fortheir activities
Financial sponsors
Having their company names
appear in learning materials

Materials

Local communities andresidents

Printing devices,
paper

Becoming aware of
the activities

Higher name value/reputation
in local communities• Number of partners for the
project• Number of media reports on
the project• Number of positive responses
in surveys (level of recognition/
reputation in local communities)

Greater interest/awareness/emphasis on childrenChildrenMoney• Number of children who
have received mentoring/monitoring• Number of employees
who joined the activities
as volunteers

Increased opportunities
to get associated withadults• Heightened self esteem• Heightened sense of
empowerment
Number of positive responses insurveys (mentality score given on self
esteem and sense of empowerment/
mentality about future)

Capable of considering personalgoals and the future

Guardians
Increased opportunities tothink about children’s
education

Greater connection withlocal communities
Number of people participatingin local activities (various
projects, events, etc.)

Number of positive responses
in surveys (level of interest/
awareness)

Heightened self respect/dignity

Monitoring/mentoring(children and parents)• Exam scores• Number of positive responses
in surveys (enthusiasm forhigher education)

Number of positive responses
in surveys (score given on
mentality about the future)

Improved school attendanceand established study habit
at homeNumber of positive responses
in surveys (attendance status,
study hours/frequency at home)

Heightened sense of trustin society• Establishing a sense ofengagement in social issues
Number of positive responses
in surveys (score given on thesense of trust in society)

Heightened understanding
about the importance ofstudy for young children

Established environment thatfacilitates children’s learning

Number of positive responses insurveys (level of awareness about theimportance of children’s education)

Number of positive responses insurveys (level of improvement inchildren’s learning environment)• Enrollment status: Junior highschools, senior high schools,
universities• Number/ratio of children who
have enrolled: Junior highschools, senior high schools,
universities• Employment rate

Vision: Contributing to redress the disparity of educational opportunities among children in the Asia Pacific region

Initial outcome(Direct objective)

Inputs/activities* This shows a logic model and suggested performance indicators for social impact measurement as of June 2018.

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Social Aspects
4.6 ｜ Corporate Citizenship(2) Project to replicate and utilize historical documents
Logic model and suggested performance indicators for FUJIFILM Business Innovation’s project to replicate and utilize
historical documents
Time-transcending communication through the replication and use of historical documents to succeed local history and cultures to future generations
Inputs/activities

Outputs

Initial outcome(Direct objective)

PeopleReplication
work

Replicating andgifting documents

Producing high-quality
replicas that are faithfully
reproduced
Owners/administrators
displaying and using
replicas

Experts (using the replicas
to conduct research)

Materials

Multi-functional
devices,
Japanesetraditional paperand othermaterials

Experts using replicas
to conduct research
Planning the use of
replicated documents• Education• Events/fairs

Building a structure forreceiving feedback fromrecipients about the useof the replicas

Circulating information
about this project

Satisfying needs toreplicate historical
documents• Number of times information
about the project ispresented• Number of times replicateddocuments are gifted• Recipients’ level ofsatisfaction about the replicas

Use of replicatedhistorical documents• Level of replicateddocuments’ use (usage
method, number of times/
frequency the replicateddocuments are used, numberof people who have viewed
the replicated documents)

Wide recognition andsupport for advanced
replication technology• Number of media reports on the
project (external)• Number of times project information
is displayed/posted (internal)• Number of times project information
is viewed (internal)

Approaching local
governments’ cultural
departments and the
Agency for Cultural
Affairs with presentation
about the project etc.

Reinforcing relationship withlocal communities/universities
and public organizations suchas the Agency of Cultural Affairs

Making local historical
documents available toview and touch for alarge number of people• Increased number ofopportunities to view historical
documents• Level of local interest in cultures/historical documents

Replication of historical
documents making themaccessible to promoteresearch and education• Outcome of research on
historical documents• Use of historical documents• Number of collaborations forschool education/adulteducation• Level of understanding
among those who receive
education about replicateddocuments

Establishing people’s
understanding about thesocial value of parties
that own historical
documents• Heightened recognition oforganizations/people owninghistorical documents• Increased number of visitors
to the exhibition

Preserving/utilizing
valuable historical
documents without thepossibility of loss
(Protecting theexistence and value ofhistorical documents)

Helping people recognize
the significance of
succeeding local cultures

Helping local residents
deepen their sense of
attachment andunderstanding for theircommunities

Vision: Succeeding local histories and cultures to future generations• Conducting presentations
about the project• Identifying issues such as thepreservation of originals• Compiling a collection ofusage examples in this project

Final outcome(Higher-order objective)

Users (those who learn history
and cultures from replicas)
and local residents

Owners/administrators ofhistorical documents
Identifying needs for
replicated documents

Interim outcome(Operation objective)• Number of cases of reinforced
relations with recipients• Number of collaborations with
universities/public organizations• Number of cases of reinforced
relations with universities/publicorganizations* This shows a logic model and suggested performance indicators for social impact measurement as of June 2018.

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Sustainability Accounting
5 ｜ Sustainability Accounting (Labor Environment and Social Benefit Accounting, Environmental Accounting)5S ustainability Accounting (Labor Environment andSocial Benefit Accounting, Environmental Accounting)<Period of coverage>
FY2021 (April 1, 2021 to March 31, 2022)<Scope of sustainability accounting>	27 domestic companies in the Fujifilm Group	(FUJIFILM Holdings, FUJIFILM Corporation and 18 Fujifilm affiliates, FUJIFILM Business Innovation Corp. (33 branch
offices) and 5 FUJIFILM Business Innovation affiliates)· All the sales companies under FUJIFILM Business Innovation were consolidated in April 2021 and reorganized as FUJIFILM Business Innovation
Japan. For this reason, the number of the companies decreased.

5.1.1 Labor Environment and Social Benefit Accounting<Basic items>●Objectives of labor environment and social benefit accounting
These accounts are prepared to get the picture of our activities in this area. The amounts spent for improving the working
environment of our employees and social contributions are calculated with classification by each stakeholder.
●Accounting method

The expenditures (including investments) for the year have been added up to arrive at the figures shown. These figures do notinclude depreciation. Figures for employee development and social contributions may overlap with figures in the Environmental
Account as well.
*Values presented are rounded and the sums of the items do not always make up the totals.

Breakdown of Labor Environment and Social Benefit Accounting
Stakeholder

Goal

Unit: million yen

Cost Totals
FY2020

FY2021

Occupational health and safety

675

712

Promote physical and mental health (Health andProductivity)

2,218

2,133

Human resource development

637

853

Protect diversity

20

18

Develop a workplace in which employees can work
comfortably

808

578

Customers

Ensure appropriate customer response and safety

170

180

Future generations

Education for future generations

109

120

Communities(local society andgovernment)

Harmony with the local community

126

96

Promote culture and the arts in society (in Japan)

634

423

International
community

Consideration for the international community andinternational cultures

2

152

NGOs and NPOs

Cooperation with NGOs and NPOs

77

32

Suppliers

Consideration for products

15

14

5,491

5,313

Employees

Total* For “Occupational health and safety,” “Promote physical and mental health (Health and Productivity)” was classified as a separate item. “Promote
physical and mental health (Health and Productivity)” includes the expenses of the Fujifilm Group Health Insurance Association (insured anddependent of special-case retired insured persons system).

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Sustainability Accounting
5 ｜ Sustainability Accounting (Labor Environment and Social Benefit Accounting, Environmental Accounting)

Volunteer Activities During Working Hours

Hours spent on volunteer activities
Volunteering cost (million yen)

FY2020

FY2021

2,480

3,338

5

5

* Volunteer activities
Calculated based on the hours spent on volunteer activities, such as area clean-up during working hours, the salary equivalent to that of those
hours, and cost of the activities.

Overview of FY2021• Efforts are made for human resource development (employees) and consideration for the international community andinternational cultures• Efforts are made to ensure occupational health and safety and human resource development including employee training.
In the promotion of art and culture, expenditure includes Fujifilm Square as the base for preservation and communication
concerning photographic culture, as well as for photo contests.

5.1.2 Environmental Accounting<Basic items>●Objectives of environmental accounting
1. To provide accurate quantitative information on volumes and economic effects to interested parties inside and outside theGroup
2. To provide numerical environment-related information useful for decision making by management and supervisors of the
facilities●Accounting method

Based on the “Environmental Accounting Guidelines (2018 edition)” published by the Ministry of the Environment in Japan.
1. Depreciation is calculated in principle according to the straight-line method over a three-year period.
2. When costs include expenditures for both environmental and non-environmental purposes, the portion relating to nonenvironmental purposes has been excluded.
3. Economic impact within the Group: The difference in value terms from the previous year in pollution load levy and usageof energy, raw materials, water, and other resources is accounted for, as well as the real impact of recovery, recycling, andother measures in value terms for the year in question.
4. Economic impact outside the Group: The difference in value terms from the previous fiscal year has been shown for SOx,
VOCs, and CO2. For recycling, the anticipated benefit in value terms has been shown for the year in question.
* Values presented are rounded and the sums of the items do not always make up the totals.

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Sustainability Accounting
5 ｜ Sustainability Accounting (Labor Environment and Social Benefit Accounting, Environmental Accounting)

Environmental Accounting

Unit: million yen

Environmental Conservation Costs
Capital Investment
Expenses
Fiscal Year
2020
2021
2020
2021
1. C
 osts incurred within
1,761
1,954
6,732
6,906
the business site

Environmental Conservation Benefits
Economic Impact inside the Group
Economic Impact outside the Group
Fiscal Year
2020
2021
Fiscal Year
2020
2021

Reduced pollution
load levy(1) Environmental
damage prevention(2) Global
environmental
preservation(3) Resource recycling

458

1,268

36

522

1,396

36

1,454

2,262

3,016

1

1,639

2,484

2,783

Energy saving

Reduced raw
materials andresources used
Reducedwater resource
consumption*5
Recovery andRecycling
SilverPolymericmaterials
Aluminummaterials
Others2. Upstream/downstream
costs
Recovery from themarket3. Cost of management
activities
4. R esearch anddevelopment costs
5. Costs for social
programs
6. Costs for handlingenvironmental damage
Pollution load levies
Total

1

0

0

5,295

5,656

38

70

10,607

10,935

491

493

9,012

9,584

0

0

1

1

13

3

31

19

2,303

2,520

31,67933,102

Parts recoveredfrom usedequipment

4,850

8,786

2,176

Reduction in SOx
emissions*1
Reduction involume of SOx
emissions
Reduction involume of NOxemissions
Reduction in VOCemissions*2
Reduction involume of VOC
Reduction in CO2emissions*3
Reduction involume of CO2
emissions

0

-4 t

3t

18 t

5t

21

-30

59 t

-87 t

185

-150

35 kilotons -15 kilotons

8,259

248

130

1,888

3,911

265

223

206

633

125

198

5,077

7,202

Reduced wastematerials throughreuse andrecycling*4

7,155

8,180

Reduced volume*6

71.5
kilotons

81.8
kilotons

Reuse of aluminum
177
328
materials
Reduced volume of
30 kilotons 40 kilotons
CO2 emissions

Customerbenefits*7

21,446

0

22,733

27,77432,89335,312

41,220*1 S
 Ox emissions reductions: ¥2.4/ton
Bidding price of SOx emissions credits offered by the United States Environmental Protection Agency in March 2022 (US$0.02/ton).
*2 V
 OC emissions reductions: ¥350,000/ton
From the “Economics Evaluation Report on Countermeasures for Harmful Atmospheric Pollutants” issued by Japan Environmental Management
Association for Industry, February 2004.
*3 CO2 emissions reductions: ¥9,809/ton
Trading price of EU emissions credit 2022 futures (€75.13/ton) at the end of March 2022.
*4 L andfill costs for the waste product (¥100/kg).
*5 W
 ater resource consumption reduction: ¥200/ton for clean water supply, ¥200/ton for sewage water times the reductions amount.
*6 Volume of recycle and valuable resources in generated industrial waste*7 For further details of customer benefits, please refer to 4.6.5 Efforts to Assess the Impact on Society and the Environment.

Overview of FY2021●Environmental conservation costs
Total costs increased by 5% year-on-year. The facility investment was approx. 9% and expenditure was approx. 4% increased.
Cost of R&D and resource recycling increased notably over last year.
[Facility investments] Increased by 9% year-on-year.
[Expenditure] Increased by 4% year-on-year.
●Environmental conservation benefits
This resulted in a year-on-year increase of 13% when internal and external economic effects were combined. Recovery fromused equipment and customer benefits increased.
[Internal economic effect] Increased by 6% year-on-year.
[External economic effect] Increased by 17% year-on-year.
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Independent Assurance Report
6 ｜ Independent Assurance Report

6 Independent Assurance Report
FUJIFILM Holdings Corporation commissioned SGS Japan Inc. to conduct an independent assurance of the environmental
and social data contained in its Sustainability Report 2022.
For further details on the Independent Assurance Report, please refer to our website.
https://holdings.fujifilm.com/en/sustainability/evaluation

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141

■ Please address inquiries on this publication to:

FUJIFILM Holdings Corporation
ESG DivisionTokyo Midtown, 9-7-3 Akasaka, Minato-ku, Tokyo 107-0052
Tel.: +81-3-6271-2065 Fax: +81-3-6271-1190
https://holdings.fujifilm.com/en/contact

Date of publication: October 2022

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