Management Performance

INDEX

1. Overview
1.0 About Management Performance4

1.1 Fujifilm Group Organization Overview

5

1.2 CSR Management

7

1.2.1
1.2.2

Basic Approach
Philosophical Concepts and Related Policiesof the Fujifilm Group

1.2.3
1.2.4

CSR Management System
Background of CSR Planning and Process
for Identifying Priority Issues (Materiality)
SVP 2030 Major Targets and Resultsin FY2020
The CSR Plan of the Fujifilm Group
Sustainable Value Plan 2030 (SVP 2030)
Communication with Stakeholders
Member Organizations/Third-Party Initiatives

15
17
19

2.2.9 Privacy Protection
2.2.10 Preparations for Large Scale Natural Disasters

39
40

1.2.5

7

1.2.6

7

1.2.7
1.2.8

9
10
14

2. Governance
2.1 Corporate Governance
2.1.1
2.1.2
2.1.3
2.1.4
2.1.5
2.1.6
2.1.7
2.1.8

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

2.2 Compliance and Risk Management
2.2.1
2.2.2
2.2.3
2.2.4
2.2.5
2.2.6
2.2.7
2.2.8

Basic Approach
History of the Measures Implemented forCompliance and Risk Management
Compliance and Risk Management
Promotion Structure
Risk Management
Efforts to Promote Compliance
Achievements
Efforts for Each Theme Related to Laws
and Regulations Particularly Important inBusiness Management
Information Security

20
20
20
21
21
23
23
24
27

28
28
28
29
30
31
33
34
35

2.3 Innovation Management43

2.4 Customer Relationship Management

44

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 Response to Conflict Minerals
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

44
44
45

47
47
47
48
50
51
54
54
55
56
57
57

3. Environmental Aspects
3.1 Environmental Policy and Management
System
58
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
Overview of FY2020
Environmental Management in
the Supply Chain

58
58
60
60
61

3.2 Climate Change Strategy
3.2.1
3.2.2
3.2.3
3.2.4
3.2.5
3.2.6

Basic Approach
Climate Change Strategy and Management
Activity Overview
Status of Renewable Energy Usage
Data Related to Climate Change Measures
Energy Consumption Data

63
63
63
68
69
70
73

62

FUJIFILM Holdings Corporation Management Performance 2021

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INDEX

3.3 Promoting Resource Recycling
3.3.1
3.3.2

75

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

80

3.4 P
 roduct Stewardship (Design forEnvironment)

81

3.3.3
3.3.4
3.3.5
3.3.6

3.4.1
3.4.2
3.4.3
3.4.4
3.4.5

75
75
76
78
79

3.5 Management of Chemical Substances 85
3.5.1
3.5.2
3.5.3
3.5.4
3.5.5
3.5.6

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

81
81
81
82
83

3.5.7
3.5.8

Basic Approach85
Anticipatory Risk Management of Chemical
Substances
85
Promoting Animal Testing Alternatives
86
Contribute to Resolving Social Issues
through Development of New Materials
86
and Processes
Contribution to Sound Chemical Management
88
Across the Supply Chain
Fluorocarbons Emissions/Volatile Organic
88
Compounds (VOC) Emissions
Managing Hazardous Waste
89
Managing Pollutants
90

3.6 Biodiversity Conservation
3.6.1
3.6.2
3.6.3

92

Basic Approach
92
Risk Assessments of Our Business Activities 92
Activities for Biodiversity
92

4. Social Aspects
4.1 Employee Overview
4.1.1
4.1.2
4.1.3

95

Basic Approach
Basic Data
Regular Employees

95
95
95

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

4.3 Health, Safety and Wellness of
Employees
4.3.1
4.3.2
4.3.3
4.3.4

96

Basic Approach
Management System
Effort Results and Progress
Freedom of Association

96
96
96
100

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

4.5 Human Rights
4.5.1
4.5.2
4.5.3

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

4.6 Corporate Citizenship
102

Basic Approach
Management System
Occupational Safety
Employee Wellness

102
103
103
106

4.6.1
4.6.2
4.6.3
4.6.4
4.6.5

109

Basic Approach
109
Structure for Human Resource Development 109
Effort Results and Progress
111

Basic Approach
Major Examples of Social Contribution
through Business Activities
Social Contribution Activities Continued
by the Fujifilm Group
Results of Social Contribution (FY2020)
Efforts to Assess the Impact on Society
and the Environment

114
114
114
117

119
119
120
121
122
123

5. Sustainability Accounting
5.1.1
5.1.2

Labor Environment and Social Benefit
Accounting
Environmental Accounting

6. Independent Assurance Report

126
127

114

FUJIFILM Holdings Corporation Management Performance 2021

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Overview

1.0 ｜ About Management Performance

1.0 About Management Performance
FUJIFILM Holdings Sustainability Report 2021—Management Performance introduces our basic approach, promotion systems
and an overview & results for 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, we identified our high priority issues (materiality) from various CSR issues related to our business andestablished the Fujifilm Group’s CSR Plan, “Sustainable Value Plan 2030 (SVP 2030).” Now we are implementing the activities
along with the Plan. We will prepare a separate report, FUJIFILM Holdings Sustainability Report 2021—SVP Stories, tointroduce the progress of our activities in fiscal 2020. Please refer to SVP Stories together with this Management Performance.

• Period covered by the report
Fiscal 2020 (April 1, 2020—March 31, 2021) is covered in the performance data.
With regards to the contents of activities, wherever possible, we have conveyed the most recent trends, including activities infiscal 2021.

• Organizations covered by the report
The Fujifilm Group (FUJIFILM Holdings, and all the consolidated companies)
Major consolidated companies are shown on our website.

https://holdings.fujifilm.com/en/about/affiliates* We are planning to divide our business into four areas in fiscal 2021. However, the information disclosed here is for the three areas used during theperiod covered by this report.

• Date of publication (Management Performance)
July 2021 (next report: July 2022, previous report: August 2020), published once a year

• Referenced guidelines· Japan’s Ministry of the Environment: Environmental Reporting Guidelines (2018 Version)· GRI: The GRI Sustainability Reporting Standards (Core option)· SASB (Sustainability Accounting Standards Board) (Hardware)· Japan’s Ministry of the Environment: Environmental Accounting Guidelines (2005 Version)· ISO 26000: Social Responsibility• 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.
· Fuji Xerox Co., Ltd. changed its corporate name to FUJIFILM Business Innovation Corp. from April 1, 2021. The new corporatename is used in this report.

FUJIFILM Holdings Corporation Management Performance 2021

4

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.”
Holding Company: FUJIFILM Holdings Corporation
Company name:
FUJIFILM Holdings Corporation
Chairman, Representative Director and Board Chairman:
Kenji Sukeno
President and Chief Operating Officer: Teiichi Goto
Head office:Tokyo Midtown, 9-7-3 Akasaka, Minato-ku, Tokyo 107-0052, Japan
Established:
January 20, 1934
Capital:¥40,363 million (as of March 31, 2021)
Employees:
228 (as of March 31, 2020)
Consolidated company employees: 	83,006 (as of March 31, 2021)[Breakdown] Regular employees 73,275 (as of March 31, 2021),
temporary staff 9,731 (average number in FY2020)
Consolidated subsidiaries:
310 (as of March 31, 2021)
Proportion of Consolidated Company Employees by Region (FY2020)

(as of March 31, 2021)

Japan

The Americas

EuropeAsia and others

54%

9%

8%

29%

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

Consolidated Revenue/Consolidate Operating Income

Unit: 100 millions of yen

FY2016FY2017FY2018FY2019FY2020Consolidated revenue

23,222

24,33424,315

23,151

21,925

Consolidate operating income

1,723

1,233

2,098

1,866

1,655

FUJIFILM Holdings Corporation Management Performance 2021

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Overview
1.1 ｜ Fujifilm Group Organization Overview

Proportion of Consolidated Revenue by Region (FY2020)
Japan

The Americas

EuropeAsia and others

42%

19%

12%

27%

Proportion of Consolidated Revenue by Operating Segments (FY2020)
Healthcare & Materials Solutions

Document Solutions

Imaging Solutions

48%

39%

13%

Healthcare & Materials Solutions

Proportion of revenue bybusiness (FY2020)

Healthcare

Industrial
Products/
Electronic
Materials, etc.

Graphic
Systems/
Ink Jet

Display
Materials

Recording
Media

54%

18%

16%

9%

3%

* Others: Items not included in the above classifications are omitted because they are less than 1%.



Unit: 100 millions of yen

FY2016FY2017FY2018FY2019FY2020Consolidated revenue*

8,995

10,026

10,390

10,242

10,526

Consolidate operating
income

827

914

976

924

1,075

Document Solutions

Proportion of revenue bybusiness (FY2020)

Office Products/
Office Printers

Solution Services

Production Services

Others

56%

29%

11%

4%



Unit: 100 millions of yen

FY2016FY2017FY2018FY2019FY2020Consolidated revenue*

10,80910,47810,056

9,583

8,547

Consolidate operating
income

827

84

964

1,050

733

Imaging Solutions

Proportion of revenue bybusiness (FY2020)

Photo Imaging

Optical Devices and Electric Imaging

69%

31%



Unit: 100 millions of yen

FY2016FY2017FY2018FY2019FY2020Consolidated revenue*

3,417

3,380

3,869

3,326

2,852

Consolidate operating
income

368

558

511

251

156

* The figures in the financial results for FY2017 have been revised according to changes in the presentation of the net periodic pension cost and net
periodic postretirement benefit cost following the change of US GAAP.

FUJIFILM Holdings Corporation Management Performance 2021

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Overview

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. In order to meet these social demands, the Fujifilm Group established the “Fujifilm
Group Global Healthcare Code of Conduct” in July 2020, and in addition to the Fujifilm Group Code of Conduct, appropriate
directors and employees in the healthcare business must be followed in order to promote proper business activities.
These policies were established after due deliberation by the ESG Committee and with top management approval. The
established policies are regularly reviewed and further revised with top management approval. Any employee who breaches
these policies becomes subject to a penalty dependent upon the nature of the breach.

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.
Revised in February 2014
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

FUJIFILM Holdings Corporation Management Performance 2021

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Overview

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

FUJIFILM Holdings Corporation Management Performance 2021

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Overview

1.2 ｜ CSR Management

1.2.3 CSR Management System
1. The Fujifilm Group’s CSR promotion system
The Fujifilm Group established the ESG Committee (reorganized from CSR committee in June 2019) chaired by the Presidentof FUJIFILM Holdings. The Committee takes decisions on the important matters relating to the CSR activities of the entire
Group. The ESG Division of FUJIFILM Holdings, which is the Secretariat of the ESG Committee, is responsible ensuring
rigorous CSR management by the Fujifilm Group. The Division considers the priority issues for the entire Group, discloses
information outside, communicates with stakeholders, supports the CSR activities of Group companies, audits the CSR
activities of the entire Group, and operation of the whistle-blowing offices.
FUJIFILM Holdings Corporation[Function of ESG Division of FUJIFILM Holdings]● ESG Committee Secretariat● Activity promotion across the entire Fujifilm GroupESG Committee
Deliberation and decision of important matters relating to the CSR activities of the Fujifilm Group
Chairperson: President of FUJIFILM Holdings
Secretariat: ESG Division of FUJIFILM Holdings• Apply policies and strategic objectives (determined by the ESG
Committee across the entire Fujifilm Group)• Implement and manage progress of priority issues andinitiatives as determined by the ESG Committee across the
Fujifilm Group• 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 GroupOperating Companies[Function of ESG department of the operating companies]

FUJIFILM Corporation

FUJIFILM Business Innovation Corp.

ESG department of the operating companies(including our shared service companies)

To fulfill our CSR:
● Formulate and implement CSR activity plan
● Ensure thorough compliance and conduct risk
management● Promote communication with stakeholders● Report CSR measures to FUJIFILM Holdings’ ESG
Committee

2. Effective management system
Since 2007, the year following the group was reorganized under FUJIFILM Holdings, the Fujifilm Group has been formulating
medium-term CSR plans along with the medium-term management plans. Every year since then, we disclose the progress ofthe year in our Sustainability Reports etc., and also review our activities through opinions from inside and outside the company.
We also summarize our activities of every three years, and the every review has led to the formulation of the next medium-term
CSR plan. Each medium-term CSR plan has been deliberated and approved by the ESG Committee chaired by the Presidentof Fujifilm Holdings.
We changed our policy of establishing the three-year medium-term CSR plan in 2016 and announced our CSR plan,
Sustainable Value Plan 2030 (SVP 2030) in 2017. SVP 2030 is a long-term target for 2030, but as ever, we will basically review
every three years in line with the formulation of the medium-term management plan, and also when there is a big change inthe direction of our business as needed.
(For our environmental management system, please refer to 3.1.2 Environmental Management.)

FUJIFILM Holdings Corporation Management Performance 2021

9Overview

1.2 ｜ CSR Management

1.2.4 Background of CSR Planning and Process for Identifying Priority Issues (Materiality)
1. Social background and basic approach
In recent days, international long-term targets such as Sustainable Development Goals (SDGs*1) and the Paris Agreement*2
have been announced in the drive to resolve social issues. In particular, expectations are growing for the role of companies
as players in resolving social issues and building a sustainable society. In view of these developments, 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 “insideout” 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*3), exploring what products and services
are necessary and what technologies are needed for our contribution to the sustainable society (i.e., outcome*4). 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 corporate value.
*1 SDGs (Sustainable Development Goals): Goals in sustainable development adopted by the United Nations General Assembly in 2015, to beaddressed as social issues by the international community until 2030. There are 17 goals and 169 targets established to address the issues ofpoverty, inequality and injustice, health, education, fulfillment in work, climate change and the environment, etc.
*2 Paris Agreement: International, multilateral agreement on arresting climatic changes that was adopted by The 21st Session of the United Nations
Framework Convention on Climate Change Conference of the Parties (COP 21) held in Paris in 2015. The Agreement calls for holding the global
temperature rise to less than 2°C over the level before the Industrial Revolution.
*3 Output: Products, services, etc., produced by our organizational and business activities.
*4 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
governance and compliancel Reduction of impact onenvironment 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] Clarifying the Basic Policies
In addition to the review of CSR activities under SVP 2016, issues that should take priority in SVP 2030 were identified withattention given to global developments in response to climate change, etc. As a result of the review, the perspective adopted in
SVP 2016 to make company-wide efforts to solve social issues as opportunities for business growth was upgraded to clearlyspecify a future vision from the long-term perspective on contributions to resolving social issues as a global company and was
adopted as the basic policy.

[STEP 2] Extracting Social Issues Based on Business Strategy
In identifying social issues, a comprehensive list of some 300 items has been created, with the addition of items that must
be addressed from a long-term perspective, including roughly 130 items from various indexes such as the global standards
ISO 26000 and GRI Guidelines/Standard, the goals of the Paris Agreement and the 169 goals under the SDGs. In addition,technologies, products and services that were developed by all our divisions have been reviewed for the degree to which they
will contribute to resolving social issues, and a list of relevant social issues has been created.

FUJIFILM Holdings Corporation Management Performance 2021

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Overview

1.2 ｜ CSR Management[STEP 3] Evaluation of Materiality
In evaluation of materiality, we adopted the two sides of approaches reducing/making consideration of the social impact
generated from business activities and resolving social issues through business.
(1) Taking into consideration and reducing the impact our business activities have on the environment and society
In addition to our own evaluation of materiality, the CSR specialist E Square has conducted an evaluation of social interests
and requests. Based on these findings, the priority issues shown at top right were identified and materiality was establishedaccordingly.

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
Social issues to which the present and future technologies, products and services of our business divisions can contributewere identified and organized in a matrix chart. The issues with major impacts (shown by the large number of dots) in both ourbusiness and social issues were given priority and identified as materiality.
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
…

…

・
・
・
・

●●

●

Furthermore, regarding social issues we have selected through the above two processes, to organize the contents which we
can have some impacts, we have laid them out in the following map especially from environmental viewpoints, which is an
issue of urgency, of both the negative impacts from business processes (risk) and the positive impacts from social contribution
through business (opportunity) based on the SDG Compass.
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 Life Cycle)

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 viewpoints of both the negative impacts from business processes and the positive impacts from social contribution through business

FUJIFILM Holdings Corporation Management Performance 2021

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Overview

1.2 ｜ CSR Management[STEP 4] P lanning and Review
For each priority issue defined in STEP3, we classified them by fields and make them easier to understand. To ensure concrete
action, we also defined targets for fiscal 2030 considering business issues our businesses should address and indicators toboost progress together with relevant business divisions at operating companies.
Regarding environmental issues on a global scale, numerical targets for 2030 were set.
Priority issues of SVP 2030 were finalized in the deliberations by the CSR Committee (present ESG Committee), headedby the President of FUJIFILM Holdings. After approval by the ESG Committee, we are now addressing the issues under agroupwide policy.

4. Reviewing Priority Issues (Materiality)
The Fujifilm Group reviewed its CSR plan SVP 2030 from FY2019 to FY2020 in preparation for Vision 2023, our new MediumTerm Management Plan. SVP 2030 is intended to be reviewed every three years with each new Medium-Term Management
Plan. In the latest review, certain targets in the area of the Environment have been made more challenging. At the same time,
a number of new targets have been established. In the areas of Health and Work Style, new KPIs have been introduced forpriority issues that are targeted for resolution through our business activities.
[Environment]
We revised some targets to make them more challenging and added some new targets. Added/revised targets are as follows:
By FY2030:• Reduce CO2 emissions throughout the entire product life cycle by 45% compared with FY2013 levels.
• Increase the amount of contribution to reduce CO2 emissions to 90 million tons by offering products and services that enablesignificant CO2 emissions reduction 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.
[Daily Life]As a result of the review, we determine that our efforts are sufficiently valid and we should continue the same contents.
[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.
For achievement of SVP 2030, we will re-examine our group-wide activities and long-term targets through PDCA every three
years by planning for medium-term management reform.
The outline of major activities for SVP 2030 in fiscal 2020 is as follows:

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Overview

1.2 ｜ CSR Management

Major SVP 2030 Targets and Activity Results
Priority Area

Priority Issues

Targets for FY2020

Activities results until FY2020
Achieved 30% reduction target aheadof plan.
g
CO2 emissions reduction target by
FY2030 was revised upward to 45%.
Moving forward successfully toward ourtarget.
g
Revised the target upward 50 million
to 90 million tons.

Reduce the Fujifilm Group’s CO2
emissions by 30% by FY2030
compared to FY2013 levels.
Environment

Address climate change.
Contribute to 90 million tons CO2
emissions reduction through products
and services by FY2030.
Fulfill unmet medical
needs.

Develop and disseminate newtreatments based on regenerative
medicine and cell therapy.

Promoted drug development by CDMO,iPS cells cultures

Improve accessibilities to
medical services.

Reduce burden on medical
professionals by utilizing IT

Developed products and services
utilizing an AI technology to support
diagnosis in 57 countries.

HealthContribute to creating asafe and secure society.
Daily Life
Contribute to enriching
humanity and relationships
between people.

Work Style

Create environmentsthat lead to motivatedworkplace (provision ofsolution services).

Develop technologies for products andservices and promote their greater use
to contribute to the development of an
ICT.
Contribute to enriching and making
people’s lives peaceful through recordsof photos and videos, and photographic
products that give form to memories.
Contribute to generate the innovationfor organizations and society by offeringsolutions and services that support
increasing worker’s productivity andexerting their creativity.

Developed and disseminated new
products such as high-capacity
magnetic tape storage media of 30TB.
Held photo exhibitions around theworld, such as The Heart to Heart
Communication—“PHOTO IS” 50,000—
Person Photo Exhibition, etc.
Provided solution services to support
remote working during COVID-19
pandemic, such as Net Print Service

SVP 2030 Priority Issues and Relevant Parties

Priority Area

Environment

HealthDaily Life

Work Style

Supply Chain

Governance

Priority Issues

Solving
Consideringsocial issues society and thethroughenvironment inbusinessour businessactivities
processes

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. P romote 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.

●

Relevant business/parties●●

Entire Group (especially for factories/
Highly Functional Materials)
Entire Group (especially for factories/
Highly Functional Materials)
Entire Group (especially for Highly
Functional Materials)
Entire Group (especially for factories/
Highly Functional Materials)
Healthcare
Healthcare●

Healthcare●

Healthcare

●

●

●

(Internal)●

Highly Functional Materials●

Imaging●●

Business Innovation (former Document
Solutions)●(Internal)
Supplies (+ Entire Group)

Entire Group (+ Supplies)

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Overview

1.2 ｜ CSR Management

1.2.5 SVP 2030 Major Targets and Results in FY2020
Priority Area

Priority Issues

Major Targets for FY2020*The following targets are all for FY2030.

Major Activities in FY2020• Reduce the Fujifilm Group’s CO2
emissions by 45% by FY2030(compared to the FY2013 level).
• Contribute to a reduction in
the CO2 emissions generated
in society by 90 million tons by
FY2030.
• Minimize adverse effect on
chemical substances on humanhealth and the environment.

• Increased the CO2 emissions reduction
target by 2030.
• Certified increased target value by the
SBTi.
• Certified 30 new products under theGreen Value Product Certification
Program, our environmentally conscious
design standards (total 166 products).
• Registered in the CDP Water Security A
List, and listed in the• Evaluated CDP Supplier Engagement
Leaderboard for three consecutive years.

Health

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. P romote management ofa healthy workplace.

• 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.

• Selected as a Health and Productivity
Stock Selection Program for the firsttime.
• Opened a medical center in India, mainly
providing cancer screenings.
• Launched a PCR test kit, produced an
active pharmaceutical ingredient fora COVID-19 vaccine, and undertook
commissioned pharmaceuticals
production.
• Greatly enhanced our Danish biomedical
production facility.
• Newly launched SYNAPSE Radiotherapy,
the AI-based radiation treatment
planning software.

Daily Life

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

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

• Developed data storage technology thatenabled us to create 580 TB magnetic
tape, offering 50 times more capacity
than our conventional tape.
• Enhanced the AI function of
Infrastructure Photo Analysis Cloud
Service Hibimikke (Crack Finder).

Work Style

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

• Actions for work style reform forcustomers.
• Improve the rate of women in
managerial positions.

• Our personal workspace, CocoDesk,
which supports remote working forbusiness people, received the Nikkei
Business Daily Prize under the Nikkei
Superior Products and Services Awards.
• Launched the IT Expert Service to offer
an IT outsourcing service to small-tomedium companies.
• Increased the percentage of female
managers from 14.5% in FY2019 to
15.4% in FY2020.

SupplyChain

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

Promote sustainable procurement.

• Resubmitted “Requests to Suppliers”
to procurement suppliers in Japan andother countries and collected receipts
from 213 companies.

Improve compliance awarenessacross the entire global Group andreinforce risk management.

• Created the AI Policy.
• Revised the Corporate Governance
Guidelines.
• United our document businesses under
the Fujifilm brand for better coordination.
• Establishment of the Fujifilm Group
Global Healthcare Code of Conduct andtraining programs of employees involved
in relevant business.
• Compliance awareness survey
conducted for all employees in theGroup to monitor their awareness of ourcompliance policies and compliance ingeneral.

Environment

Governance

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

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

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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. Also, we revised
the targets upward and added new targets in fiscal
2019 and fiscal 2020, along with continuing progress of
SVP2030. The new plan sets itself apart from previous
medium-term CSR plans in characteristically targetingfiscal 2030 as its long-term goal, which is expected to lay
the foundations 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
BusinessInnovation

Materials

Ch

ar t

B us ine s s S e g me nt sucCer fo orporate Philosophy / Vision Condfr Cor poorate Behavior / Codet

C o r p o r a te B a s i s

SVP2030 Priority Areas and Priority Issues (Materiality)
Priority Areas

Considering society and theenvironment in our businessprocesses

Contribution (Opportunities)

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

●
●
●
●
●

Daily Life

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

Work Style

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

Environment

HealthPriority Issues

Resolving social issues
through business activities

Goals 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

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 areaof Environment

Resolving social issues in the areaof Work Style

The initiatives taken to achieve
the targets of our “Healthcare”
business in the Medium-Term
Management Plan, VISION 2023
will resolve the social issues under“Health,” one of our Priority Issues
in the CSR plan SVP 2030.

Our CSR plan SVP 2030 towardfiscal 2030 is our targets forcontributing to building asustainable society. Our MediumTerm Management Plan VISION
2023 sets out the concretebusiness strategies to achievethese targets. We implement
measures for the two aspects ofresolving social issues throughbusiness activities and consideringsociety and the environment in ourbusiness.

The initiatives taken to achieve
the targets of our “Business
Innovation” business in theMedium-Term Management Plan,
VISION 2023 will resolve social
issues under “Work Styles,” one of
our Priority Issue in the CSR plan
SVP 2030.

Revenue & profit

Costs & risks

Risks, sales & revenue• Reducing medical disparities
and creating a healthy society byproviding cutting-edge products
and services globally across allareas of prevention, diagnosis,
and treatment.

• Enhancing environmental
initiatives through our businessto build robust businessfoundations.
• Implementing a cost-cutting
business structure andmaximizing profits through ourenergy strategies and energy
conservation activities.
• Contributing to resolving
environmental issues bycreating and disseminating
environmentally conscious
products.

• Contributing to social reform sothat each person is motivatedin the workplace through theglobal provision of products andsolutions services that bring highproductivity and creativity.

[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.

[Environment]• Reducing CO2 emissions acrossthe entire product lifecycle by
45% by FY2030 compared to
FY2013 levels.
• Contributing to reducing CO2
emissions in society by 90 million
tons by FY2030.
• Reducing the amount of water
the Fujifilm Group uses in its
production processes by 30%
by FY2030 compared to FY2013
levels.
• Achieving zero CO2 emissions
from the energy we use by fiscal
2050.

[Work Style]• Offering 50 million people work
styles that support employee
productivity and creativity
through solution services thatbring innovation to our business.

FY2030

FY2030 (Some for FY2050)

FY2030Applied when determining
compensation of executive officers
responsible for Healthcare.

Applied when determining
compensation of executive officers
responsible for CSR.

Applied when determining
compensation of executive
officers responsible for Business
Innovation (former Document
Solutions).

Relations toBusiness

Business Impact

Businessstrategies

Long-Term
Target/Index

Target Year

Executive
Compensation

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Overview

1.2 ｜ CSR Management

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.

Industrial
associations
Governmentorganization
Business
partners

Transaction
partners

Suppliers

Shareholders
andinvestors
Customers

Employees

Fujifilm Group

Futuregenerations

Local
communities

MarketSociety (local and global)

NPOs/NGOs

Environment

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Overview

1.2 ｜ CSR Management

The Fujifilm Group’s Communications with Stakeholders
Main stakeholders

Customers

Employees

Shareholders& investors

Transaction
partners

Futuregenerations& localsocieties

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
customer satisfaction
and cosmetics to office printers,levelsmedical systems, medicine, highly• Customer response &functional materials and equipment
supportand materials for graphic arts.

Methods of communication• 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• Ensuring occupational
health and safety• Personnel management division liaison & interviews• Respect for humanrights• Compliance & Sexual Harassment Helpline• Utilization and training of
human resources• Regular meetings between the company and labor• Respect for diversity
unions/Health & Safety Committee

FUJIFILM Holdings has 136,348
shareholders, characterized by ahigh proportion of overseas andinstitutional investors. Japanesefinancial institutions account for
31.1% of our shareholders, while
foreign companies constitute
28.3% (as of end-March 2021).

• 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.

We 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.

• Day-to-day/
As needed• Day-to-day• As needed• Intranet; in-house magazines• Day-to-day• 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• Liaison office for responding to inquiries• Day-to-day• Briefings to suppliers (on CSR procurement including
green supply, management of chemical substances • As needed
contained, etc.)• CSR Self-Check (self-audited) and Onsite “Visit andCheck” by expert team• As needed• Website for exclusive use of transaction partners• Day-to-day• Regular discussions with partners• As needed• Liaison office 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• Liaison offices (at each factory & office)• Prevention of fires
and accidents in the• Dispatch of lecturers to the academic organization &workplaceendowed chairs• Educational support for•Environmental education activities in cooperation
future generations
with NGOs & NPOs

• Legal compliance• Joint research &development andcooperation in public
policy aimed at theresolution of social
issuesFrequency• Customer Center (liaison office for responding toinquiries)

Employees working for the Fujifilm
Group total approx. 83,000
people in 310 companies. Regular
employees are active all over theworld and their composition bycountry is Japan 54 the U.S. 9%,
Europe 8% and Asia 29% (as ofend-March 2021).

The Fujifilm Group has businesses
in countries all over the world.
Government Each of these businesses belongs
several industrial associationsorganizations toand has active relations with& industrial
the respective government
associations organizations, including
participating in collaborations
and information exchanges, etc.

NGOs &
NPOs

Main issues
and areas of
responsibility• 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 through industry• As needed
associations• 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• Afflicted area support activities with NPO• As needed

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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)[ESG]
UN Global Compact

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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 ourbusiness management. We also position the Board of Directors as the organization that determines basic Group management
policies and strategies and other important matters relating to business execution, as well as supervising the implementationof business affairs.
This idea is clarified in the Corporate Governance Guidelines, which are approved by the Board of Directors.
Corporate Governance Guidelines
https://asset.fujifilm.com/holdings/files/2020-06/0a34c0bd6edc052b798655ba12838d90/about_governance_ff_governance_guideline_en.pdf
Report on Corporate Governance (Tokyo Stock Exchange)
https://asset.fujifilm.com/holdings/files/2020-06/b2ad6c1ec376694c5918beb5d9ff5dde/about_governance_ff_ab_2020_001.pdf (in Japanese only)
Our Basic Policy on Internal Control Systems
https://www.fujifilmholdings.com/en/about/governance/internal_control/index.html
Articles of Incorporation
https://www.fujifilm.com/files-holdings/ja/about/governance/about_governance_ff_irnews_20150626_001j.pdf (in Japanese only)
Yuka Shoken Hokokusho (Securities Report) 2021
https://ir.fujifilm.com/ja/investors/ir-materials/securities-reports/main/0110/teaserItems1/0/linkList/04/link/ff_sr_20213q4_allj.pdf_allj.pdf(in Japanese only)
Integrated Report 2020
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 and Governing 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 (1 female director)
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 (including chairman), 1 inside director

FUJIFILM Holdings Corporation Management Performance 2021

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Governance

2.1 ｜ Corporate Governance

Auditing structure
As part of upgrading our corporate governance, we have adopted an auditing system based on interactive coordination ofinternal audits, auditor’s audits and financial audits (including internal control audits for financial reports) by independent audit
corporation.
As of end of June 2021, 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
meetings and engage in regular exchanges of views with the representative director. They also receive regular audit reports
from the internal audit division and independent audit corporation. Overview of the business year is reported to the Audit &Supervisory Board.
The internal auditing departments consist of the Global Auditing Division currently made up of 87 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 2021, 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 our female outside director in June 2018.

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Governance

2.1 ｜ Corporate Governance

Expected Expertise and Experience for Directors and Auditors

Experience
ESG
Innovation/
Globalof priority
Legal/Risk (Environment/
Finance/Technology/
management business andSocial/Accounting managementDX
industry
Governance)

Name

Directors

Auditors

As end of June 2021

1

Kenji Sukeno

〇

〇

〇

2

Teiichi Goto

〇

〇

〇

〇

3

Kouichi Tamai

〇

〇

〇

〇

4

Takashi Iwasaki

〇

〇

〇

5

Takatoshi Ishikawa

〇

〇

〇

6

Junji Okada

〇

〇

〇

7

Masayuki Higuchi

〇

〇

〇

8

Tatsuo Kawada

Outside〇〇9

Kunitaro Kitamura

Outside〇10 Makiko Eda

Outside〇11 Takashi Shimada

Outside〇Nobuo Hanada

2

Motoko Kawasaki

3

Masataka Mitsuhashi Outside

4

Tatsuya Inagawa

〇

〇

〇
〇

〇

〇

〇
〇
〇

1

〇

〇
〇

Outside

〇

〇

〇

〇
〇

〇

* Indicates the best four items for Director and Auditor. This table does not show all the knowledge and experience each Director and Auditor has.

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2.1 ｜ Corporate Governance2.1.5 Effectiveness of Directors and Auditors
Attendance Status for the Board and Audit & Supervisory Board Meeting (between April 1, 2020 and March 31, 2021)
Board meeting(No. held: 12)

Name

Attendance

Held

Rate

12

12

100%

Kenji Sukeno

12

12

100%

Kouichi Tamai

12

12

100%

Junji Okada

12

12

100%

Takashi Iwasaki

12

12

100%

Teiichi Goto

12

12

100%

Takatoshi Ishikawa

12

12

100%

Shigetaka Komori

Directors

Auditors

Audit & Supervisory Board meeting(No. held: 14)

Chair

Attendance

Held

Rate

Tatsuo Kawada

Outside

12

12

100%

Kunitaro Kitamura

Outside

12

12

100%

Makiko Eda

Outside

12

12

100%

Makoto Kaiami

Outside

3

3

100%

Takashi Shimada

Outside

9

9

100%

Kazuya Mishima

12

12

100%

14

14

100%

Nobuo Hanada

9

9

100%

11

11

100%

Masataka Mitsuhashi

Outside

12

12

100%

14

14

100%

Tatsuya Inagawa

Outside

9

9

100%

11

11

100%

3

3

100%

3

3

100%

3

3

100%

3

3

100%

Naohiko Sugita
Shiro Uchida

Outside* Term of office of a director: one year / Term of office of an auditor: four years maximum* The average number of years in office for a director is 6.1 years.
* Takashi Shimada was appointed a director on June 26, 2020, Nobuo Hanada and Tatsuya Inagawa were appointed auditors on June 26, 2020.
Makoto Kaiamiwas retired from a director on June 26, 2020, and Naohiko Sugita and Shiro Uchida were retired from auditors on June 26, 2020.

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:
Outline:All of 11 Board Meetings held in the fiscal 2020
All of 11 Directors and 4 Audit and Supervisory Board members, who were in office as of theend of December 2020
January through March, 2021
Evaluation point• The improvement status from last year (added as new point from this time)• 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
Outline: 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• The BoD appropriately performed its roles and duties as stipulated in our Guidelines with regard to efficient deliberation anddecision-making, and supervision of the business execution for factors and perspectives that the board members place
importance to in the strategic decision and the supervision that the important matters related business execution;• The BoD maintains an appropriate composition, and its administration is managed well. We have implemented measures
to improve the quality of the deliberation by the BoD by setting separate opportunities to make sufficient explanation to theboard members with regard to businesses and propositions.
• In the session related to bio-CDMO business which was implemented towards the Outside Directors and Outside Audit &Supervisory Board members in this fiscal year, we have reported and shared information including the PMI of the Danishbase which was acquired in the previous fiscal year and has lead to deepen the understanding of the Outside Directors andOutside Audit & Supervisory Board members and has helped to stimulate discussions of the BoD.

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 countermeasures.
• We will furthermore increase opportunities for the BoD to be reported and discuss on medium- and long-term management
issues and SDGs initiatives.
• We will institutionalize reporting to the BoD on PMI of important M&A and the investment effect of capital investment
resolved by the BoD.
• To stimulate discussion and to enhance the quality of the deliberation of the BoD, we will increase the provision of informationon the process of the internal discussion.
• By utilizing web conference, etc., we will enable Outside Directors and Outside Audit & Supervisory Board members to visit
workplaces that could not have been carried out during the fiscal 2020 due to COVID-19 calamity, and will deepen theirunderstanding of our management and company business by providing them with on-site information.

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 (including performance-based remuneration) is determined by the resolution in the board
meeting after deliberations of the Nomination and Remuneration Advisory Committee. The remuneration of each auditor isdetermined through discussions by the auditors.

2. Remuneration structure linked to business performance• Remuneration for directors consists of a fixed remuneration decided by their position and responsibilities and a performancebased remuneration that depends on their business performance. Performance-based remuneration comprises a shortterm performance-based remuneration that is associated with their performance and target achievements in a single
business year, and a stock option that is a medium- and long-term performance-based remuneration.
• Remuneration for outside directors and auditors consists of a fixed remuneration only, due to the nature of their role and to

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Governance

2.1 ｜ Corporate Governancemaintain their independency.
The total amount of remuneration for directors who also serve as employees is determined according to the position.
It includes employee salaries, employee bonuses and the amount of stock option costs.
As a guide, the ratio in the total amount is as follows;
50% (fixed compensation), 15% (short-term performance-linked compensation), and 35% (giving stock options).
They are therefore subject to vary depending on our evaluation of their business performance and changes in our stock value.
The evaluation is carried out by adding ESG initiatives, which are important for improving the corporate value and sustainablegrowth of the company, to the indicators.
• For short-term performance-based remuneration, “consolidated sales” and “consolidated operating profit,” which are thenumerical targets for the Company’s short-term business management, are selected as performance-based indicators in asingle fiscal year, and the amount of short-term performance-based remuneration is changed between 0% and 150% of thestandard value based on the achievement level of the indicators and the comparison with the previous fiscal year’s result.
• Stock options are granted to directors (excluding outside directors) as middle- and long-term performance-based
remuneration for the purpose of encouraging directors to share the interests of stock price fluctuations with our shareholders
and to contribute to improvement of corporate value. The stock option plan is an incentive for management to improve thecorporate value, and the amount of shares granted as stock options is determined by the Board of Directors according torules in consideration of the position, responsibility, authority etc. of each director.
••••

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 deliberate on CEO succession plan and the basic policies
and procedures for director remuneration and reports its deliberations to the Board of Directors.
The principal activities of the Committee during the current fiscal year are as follows.
• Confirmation of criteria for CEO appointment• Deliberations on the term of office for the current CEO and the latest list of potential successors• Report on the evaluation of executive bonuses for the previous fiscal year
• Deliberations on executive remuneration (evaluation and monetary value) for the current fiscal year (including decisionmaking policy on remuneration and other matters for each director)

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Governance

2.1 ｜ Corporate Governance

Remuneration for Each Director (FY2020)

Name

Category

CompanyBasicremuneration(million yen)

Short-term
based
remuneration(Bonus)Stock option

Total(million yen)(million yen)(million yen)

Shigetaka
Komori

Directors

FUJIFILM Holdings Corporation

109

20

157

286

Directors

FUJIFILM Corporation

61

20

31

113

Directors

FUJIFILM Business Innovation Corp.

52

12

ー

64

Directors

FUJIFILM Holdings Corporation

101

13

78

193

Directors

FUJIFILM Corporation

45

13

15

74

1

ー

Total

Kenji
SukenoDirectors

FUJIFILM Business Innovation Corp.

9

10
Total

Teiichi
Goto

Directors

FUJIFILM Holdings Corporation

15

ー

11

Directors

FUJIFILM Corporation

46

10

11

Directors
Directors

FUJIFILM Holdings Corporation
FUJIFILM Business Innovation Corp.

29

2

31

82

28

ー

69

110

FUJIFILM Holdings Corporation

34

6

11

52

Directors

FUJIFILM Corporation

32

6

21

60
112

Directors

FUJIFILM Holdings Corporation

15

ー

11

27

Directors

FUJIFILM Corporation

55

14

21

91
Total

Junji
Okada

173

Directors

Total
Takatoshi
Ishikawa

96
63

Total
TakashiIwasaki

279
27

Total
Kouichi
Tamai

465

118

Directors

FUJIFILM Holdings Corporation

16

ー

11

28

Directors

FUJIFILM Corporation

36

10

11

58

Directors

FUJIFILM Toyama Chemical Co.,
Ltd.

5

ー

ー

5
Total

91

For further details, please refer to the Yuka Shoken Hokokusho (Securities Report) 2021.
https://ir.fujifilm.com/ja/investors/ir-materials/securities-reports/main/0110/teaserItems1/0/linkList/03/link/ff_sr_20213q4_allj.pdf (in Japanese only)

The Number and Amount of Remuneration Paid to Executive Officers (FY2020)

Category

NumberBasicremuneration(million yen)

Short-term
based
remuneration(Bonus)Stock option

Total(million yen)(million yen)(million yen)

Directors(excluding outside directors)

7

322
(225)

42
(ー)

313
(313)

678
(539)

Auditors(excluding outside auditors)

3

42
(42)

ー

ー

42
(42)

Outside Executive Officer

8

61
(61)

ー

ー

61
(61)

Total

18

425
(329)

42
(ー)

313
(313)

782
(642)

* The above amounts include remuneration paid as compensation for the duties of executive officers and Directors.
* The remuneration for executive officers is written in ( ).
For further details, please refer to the Yuka Shoken Hokokusho (Securities Report) 2021.
https://ir.fujifilm.com/ja/investors/ir-materials/securities-reports/main/0110/teaserItems1/0/linkList/04/link/ff_sr_20213q4_allj.pdf (in Japanese only)

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Governance

2.1 ｜ Corporate Governance2.1.8 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
The Fujifilm Group closely monitors our tax-related activities and management.
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.
Yuka Shoken Hokokusho (Securities Report) 2021
https://ir.fujifilm.com/ja/investors/ir-materials/securities-reports/main/0110/teaserItems1/0/linkList/04/link/ff_sr_20213q4_allj.pdf (in Japanese only)

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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• Revision of Group’s Corporate Philosophy and Charter for Corporate Behavior , and formulation of Vision and code of
Conduct and raising awareness• Expansion of initiative to Group companies outside of Japan

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• 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 whistleblowing systems of the two corporations• Establishment of Fujifilm Group Global Healthcare Code of Conduct

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Governance

2.2 ｜ Compliance and Risk Management

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

FUJIFILM Corporation ESG Division
Compliance & Risk Management Division

FUJIFILM Business Innovation
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 business corporations
and group 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 organization to
the ESG Committee of FUJIFILM Holdings, and from the ESG committee to the Board of Directors. The Board of Directors
is responsible for supervising compliance and risk management for the entire Group. The Board also provides direction andadvice on the report from the ESG Committee to assure the effectiveness of the processes.

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Governance

2.2 ｜ Compliance and Risk Management

2.2.4 Risk Management
Under the risk management regulations of Fujifilm Group, we identify issues for risk prevention and take action in the event ofa risk incident.
To strengthen our risk prevention activities, especially in normal circumstances, we implement the following process every
year on a global scale, covering all companies controlled by FUJIFILM Holdings, to identify the risks at each company anddevelop action plans to address them.
Risk Extraction and Process for Establishing an Action Plan
Each company must clarify risks from the following 16 viewpoints, assess each risk taking accountRisk Items of probability of occurrence and scale of impact on business management, and createan action plan. The company then reports the results to the committee of the operating company
to which the reporting company belongs (i.e. either the Fujifilm Total Risk Management Committeeor the FUJIFILM Business Innovation Risk Management Committee).

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) Logistics(6) Patents and other intellectual property
rights(7) M&A, business partnerships, etc.
(8) Human resources recruitment(9) Internal control (including prevention of
fraud and misconduct)(10) Information systems (including
information security and privacy
protection)(11) Public regulations(12) Environmental regulations(13) Climate change(14) Large-scale disasters(15) Assurance of transparency in business(16) Maintenance and improvement ofworking conditions for employees

Based on the submitted report, the committee of the operating company (Fujifilm Total Risk
Management Committee or FUJIFILM Business Innovation Risk Management Committee) identifies
the major risks for each operating company and report the results to the FUJIFILM Holdings ESG
Committee (Chair person: Kenji Sukeno, COO, FUJIFILM Holdings).

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

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

Priority risks in FY2020
Please refer to the Yuka Shoken Hokokusho (Securities Report) for risk issues not listed below.
Risk item

Reason for selection

Countermeasures

Information security

Rise in security risks for confidential data for growing areas
such as regenerative medicine and an increase in services
handling customer data

Personal information protection

Importance of exhaustive protection against data leaks,
which can lead to significant loss of credibility, because of
the large number of businesses handling massive volumesof personal data

Natural disasters & infectious
diseases• Spread of COVID-19• Water-related damage from typhoons and rainstorms

Compliance of healthcare
business (Securing ethics andtransparency)

In the healthcare business, higher ethical conduct andtransparency are requested by the regulatory authorities
in each country. Meeting social requirements as well ascompliance with laws and regulations are necessary.

Fraud and misconduct

Although incidents are on the decline, stronger governanceand continuous training are necessary.

Harassment

Impact of a power harassment occurrence is growing as
the Power Harassment Prevention Act (as commonly called)
took effect on June 1, 2020, attracting great social interest.

• Improvements tointernal rules and risk
management systems• Comprehensive
implementation of arange of compliance,
information security andrisk management training

FUJIFILM Holdings Corporation Management Performance 202130

Governance

2.2 ｜ Compliance and Risk Management

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 the procedures set out in our risk management regulations. When found, it isreported to each business company and ESG Division of FUJIFILM Holdings, and at the same time addressed swiftly toprevent further propagation of the risk.
Each business company supervises the execution of recurrence prevention measures at the Group company in question
and takes exhaustive action to prevent any recurrence through group-wide dissemination and application of the measuresthroughout the Group.
Serving as Secretariat, the ESG Division of FUJIFILM Holdings reports incidents received through our business 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.
Status for FY2020
In fiscal 2020, 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

Revising the annualCompliance Briefings based on
the results from the awarenesssurvey among employees, thereport on workplace briefings
held in each office, andchanges in social concers.

Providing employees witheducation throughmanagers based on theabove revisions.

Conducting a survey toassess changes in
employees’ awarenessthrough various
educational programs andbriefings.

Reflecting the results of
the awareness survey andreport contents in the
Compliance Briefings ofthe following year.

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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Governance

2.2 ｜ Compliance and Risk Management

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.
Training is also conducted for specific job levels and functions to ensure that the necessary information is disseminated to
the right persons at the right timing. M&A cases are increasing in the Fujifilm Group in recent years, requiring training at newly
acquired subsidiaries. Due diligence is 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

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 awareness survey (Japan): Conducted in alternate years
Objective: Examine the level of comprehension of harassment and current conditions

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4. Whistle-blowing and consultation system
The Fujifilm Group has two separate whistle-blowing systems. One is to report directly to FUJIFILM Holdings from all Fujifilm
Group employees across the world (available in 23 languages including Japanese and English), and the other enables
employees to report to the system in each regional headquarter.
Employees are able to report violations of laws or the Code of Conduct, as well as suspicion of such acts, and to consult
on compliance-related issues.
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 compliance division investigates the issue. If a violation is confirmed,
corrective actions are taken properly to prevent for further occurrence.
Anonymous reporting is possible under each whistleblowing system. Investigations are conducted with confidentiality
and protection for the whistleblower, to prevent the retaliation as a result of their report. We promote the systems 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.

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 84,000 employees globally and 99% of the employees completed by the end of March, 2021.
• Training on the Fujifilm Group Global Healthcare Code of Conduct established in July 2020 has been implemented for
employees working in the Healthcare business both in Japan and other countries.
• Training on compliance and risk management has been conducted for newly joined employees, new managers and new
executive officers in their respective positions.
• In October 2020, employees appointed to overseas positions received risk management training including case studies toprevent illegal fraud and conduct at their respective business locations.
• With an introduction of the new internal system in November 2020, exhaustive training was conducted on the correctpurchasing procedure and payment processing.
• An e-learning training was conducted in December 2020 to ensure implementation of the information security rules.

2. Compliance awareness survey• An anonymous compliance awareness survey was conducted globally in the October-December 2020 period for all theemployees of the Fujifilm Group in Japan and other countries and the response rate was roughly 98%. Favorable results
were confirmed, with more than 80% of employees understanding compliance and reporting its dissemination in theirworkplaces. The survey results were shared to both executive officers and employees, to improve compliance awarenessand practice.

3. Whistle-blowing and consultation reports• Number of whistle-blowing reports and consultations in fiscal 2020: 270 (225 in Japan and 45 in overseas)
Among the whistle-blowing reports and consultations received, issues related to human relationships, personnel and laboraffairs and harassment accounted for 60% 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 2020, 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 of the Fujifilm Group in conducting its business activities.
Chapter 2 of the Charter for Corporate Behavior and Code of Conduct (Fair Business Activities) states explicitly that the Groupwill uphold fair competition, fair sales activities, fair procurement activities, prevention of corruption, prohibition of bribery andrestrictions on gifts and entertainment and compliance with export control regulations.

1. Efforts to prevent 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 Corruption Prevention Regulations and conducts
regular on-site audits in areas where the risk is deemed to be high.
The Corruption Prevention Regulations prohibit actions that are for inappropriate purposes or lacking in propriety bygeneral social norms, involving provision, request or promise of monetary and other benefits. Both the Corruption Prevention
Guidelines and the Regulations specify the procedure to make advanced application for the provision of benefits within ascope that is socially acceptable, to obtain approval and record the procedure, to conduct self audits at least once a year, toreport the results of the self audit to the Secretariat of FUJIFILM Holdings and to report to the Secretariat if violations are found.
These measures are implemented appropriately at each company.
Relationships with middlemen such as sales agents require advanced inspection prior to starting to trade, inclusion ofcorruption prevention stipulations in contracts and submission of reports once a year.
Status for FY2020• Self audits have been carried out by each Group company worldwide and no serious incidents were found. The results werereported to the Secretariat at FUJIFILM Holdings.
• 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.
Status for FY2020• Anti-trust Laws:
Self audits were carried out at each Group company worldwide and no serious violations were found. Since 2008, we havenot been subject to any penalties concerning antitrust/anti-competitive practice, nor are there any ongoing antitrust lawsuits.
• Act against Delay in Payment of Subcontract Proceeds, Etc. to Subcontractors
Internal inspections were carried out based on the written survey conducted by the regulatory authorities and no serious
violations were found. The Fujifilm Group confirmed there have been no serious cases pointed out by administrative authorities
concerning the Act against Delay in Payment of Subcontract Proceeds, Etc. to Subcontractors.

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3. 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.
We have prepared an e-learning program to train employees in the purpose and outline of export and import control tofacilitate acquisition of the necessary knowledge.
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 Group companies, we conduct on-site audits in addition to annual written audits to check whether
improvements are required.
Status for FY2020
We carried out written audits and on-site audits in fiscal 2020 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

2.2.8 Information Security
1. The environment surrounding information security and the importance of the risks
The environment surrounding information security is changing rapidly. Security risks are broadening, with advanced targetedcyberattacks requiring reinforcement of personal data protection in various countries and assurance of information security
not only for a single company but for the entire supply chain. Recently, the value of the damage caused by cyberattacks isincreasing rapidly both in Japan and other countries and is expected to grow in the future. The Fujifilm Group also faces
growing opportunities for handling vital customer data in areas such as medical systems and IT solutions and services andrecognizes that information security risks are a major management issue. The Group is committed to assuring safety andsecurity for its customers and society through information security measures for its products and services.

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

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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

(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 officer (CISO), who is the director in charge of the ESG Division.
Regarding groupwide information security strategies, decision-making on such issues is conducted by the ESG Committee,
headed by the president of Fujifilm Holdings. Issues in this area are reported on a regular basis from the ESG Committee to theBoard of Directors, who are responsible for supervision of compliance and risk management for the entire Group.
Measures adopted by the information security management organization are implemented in each organization under the
initiative of the information security manager.
(3) Cybersecurity response system
The Fujifilm Group offers its products and services not only in Japan but also in various countries around the world andrecognizes responding to cyberattacks as an important management issue requiring global action. For this purpose, theGroup has formed FUJIFILM CERT, the Group's computer security incident response team (CSIRT) dealing with cyberattacks,
to assure the safety of its products and services for customers and to maintain stability and 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
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2.2 ｜ Compliance and Risk Management(4) Employee training
The Fujifilm Group believes that each and every employee who handles information each day must acquire the necessary
knowledge and a high level of awareness of security in handling personal information, to enable them to prevent incidents orviolations in this area. For this reason, e-learning programs on personal information protection are being conducted every year
for all employees.
Additionally, we conduct training on cyberattacks, including sophisticated persistent threats, by actually sending emails
posing as phishing emails to employees. This suspicious email handling training, aimed at increasing sensitivity to security
through the experience 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.
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 is involved in various information security activities following the PDCA process, which is compliant with
ISO/IEC 27001. Based on the risk assessment and action plan developed each year, activities4 are planned in the areas shown
below, with each organization acting under the leadership of the information security manager.
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, secure coding, response to supply chain vulnerabilities and regular vulnerability inspections before and after
product release in the processes upstream of design and development, 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 releases information asneeded 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 whistleblower, 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.

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2.2 ｜ Compliance and Risk Management③ 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 organized by the Nippon CSIRT Association. Cyber drills are also organizedindependently by FUJIFILM CERT to confirm response procedures and upgrade response skills.

4. Development of an emergency response system to address incidents
The Fujifilm Group has a report reception office to consolidate the receipt of incident reports, including information security
incidents and cyberattacks. In the event of an incident, information is collected promptly in the groupwide security management
division and measures are implemented to minimize the damage.
* From fiscal 2016 to 2020, no serious information security incidents were identified by any third parties or administrative authorities or assessed as
requiring public disclosure.
Board of Directors
Report
ESG Committee(Chaired by President)
ReportChief Information Security Management Officer
・Information Security Management Organization
ReportEach Group company and each organization*Urgent and important incidents are reported to the President and CISO immediately.

Regarding our system failure resulting from a cyber-attack on the GroupOn the night of June 1, 2021, we confirmed unauthorized external access to the server used by our subsidiary FUJIFILM
Corporation, and we shut down all the servers, computers and the network that could be affected by the attack on June 2.
From June 4, we started to put the servers and computers that were confirmed to be safe back into operation, and resumed
communications on the blocked network in steps.
By June 8, we had restored all the contact points for product and service inquiries, and by June 14 had restored normal
operations, including receiving orders for our products.
This incident was investigated by the Total Risk Management Committee chaired by the President of FUJIFILM Corporation
and a special task force that included external experts. Our investigation, which was completed before full restoration ofservices, showed no evidence of any information leakage from the server. We have already implemented countermeasures forthis unauthorized access. We will continue to monitor and strengthen the information security of the entire Group.

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 on page 14 of the Information
Security Report.
Information Security Reporthttps://www.fujifilm.com/files-holdings/en/sustainability/activity/governance/security/en_i_security2020.pdf

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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 information 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’s eight basic principles on privacy.
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 Personal Information Management Regulations to specify themethods of handling personal information. The General Manager of the ESG Division is appointed as the officer responsible
for building and maintaining the personal information protection structure.
The policies and targets related to the group-wide personal information protection are determined by the ESG Committee,
chaired by the president of FUJIFILM Holdings, and its report is submitted to the Board of Directors regularly. The Boardof Directors is responsible for monitoring group-wide compliance and risk management, including protection of personal
information, as one of the priority issues. In this way, we ensure the effectiveness of the process. After the ESG Committee has
determined policies concerning personal information protection, The ESG Division of FUJIFILM Holdings takes responsibility
for overall management of such policy implementation and other privacy protection. The ESG Division’s tasks include
dissemination of the policies and targets, 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 of organizations that handle personal information.
Especially, as social awareness of personal information protection rises, we check our security measures in the processesof risk identification and action planning from the viewpoint of risk management. Our risk management structure spans theentire Group.
Companies with ISMS certification are involved in personal information protection in combination with ISMS. Companies
dealing with sensitive personal information have acquired the Privacy Mark. Both types of companies are making improvements
based on the results of regular audits by external audit firms.

3. Employee training
Please refer to 2.2.8 Information Security.

4. Appropriate handling of personal information
Under the Fujifilm Group Policy on Personal Information Protection and Privacy Policy, the Group has established internal
regulations on the handling of personal information (such as personal information management regulations and various
guidelines) to implement appropriate safety management measures and protect personal information held by the Group.
Updates on its Personal Information Protection Policy and Privacy Policy are disclosed on the Fujifilm website, acquiring theappropriate consent of the person in question where required by law.
Once a year, each business division conducts an inventory of the personal information held by the division, to confirm andcorrect safety control measures and to perform other procedures, such as the deletion of personal information that is no longer
necessary. The inventory status is audited by the ESG Division in each organization. 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 raise awareness. We
take various measures to prevent information taken out of the company to assure protection of personal information.
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 information.

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5. Action on global compliance
In face of the rapid development and review of personal information 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.
Although our regional headquarters and local subsidiaries are involved in the practical aspect of dealing with thesedevelopments, the ESG Division 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 information handlingIn fiscal 2020, there were no cases related to personal information handling were pointed out by any third parties or administrative
authorities and assessed to require public disclosure.
Acquisition of P-Mark and ISMS at Fujifilm Group
Certification
P-Mark*1

ISMS*2As of February, 2021

Certified affiliates
FUJIFILM Medical Co., Ltd.

FUJIFILM Techno Service Co., Ltd.

FUJIFILM Imaging Systems Co., Ltd.

FUJIFILM Imaging Protec Co., Ltd.

FUJIFILM Media Crest Co., Ltd.

FUJIFILM Business Innovation System Service Co., Ltd.

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

FUJIFILM Service Creative Co., Ltd.

FUJIFILM Business Innovation Japan
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*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 information (Information Security
Management System).
*3 F ujifilm Holdings Information Security Report Page 18:
https://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
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.
(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
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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.
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 Groupwidedisaster 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

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.
(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.
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.
• Regular 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 system waterlevels made available by the national and regional administrative authorities to strengthen preparatory measures in each region.
We also use the information to predict changes in river water levels and develop a groupwide system to issue alerts when thewarning criteria are reached. Each business site customizes the system to its own particular conditions and employees to givean early warning of a potential disaster and allow countermeasures to be taken.
(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.
① 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.

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2.2 ｜ Compliance and Risk Management② 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 create a scheme for real-timeassessment on a digital map, which combines their respective data 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 each business site in the event of a disaster,
was introduced in 2017 and has been utilized for a first-round diagnosis of structural damage before allowing employees toreturn to the facilities.
In addition, an overseas risk management system was introduced in 2019 for business sites in the Americas, Europe,
Southeast Asia and other regions 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 global scale 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. Up to the middle of June, approximately
46,000 employees in Japan had followed the program.

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2.3 ｜ Innovation Management

2.3 Innovation Management
Under the Group’s corporate slogan, “Value from Innovation,” aimed at being continuously innovating—creating newtechnologies, products and services that inspire and excite people everywhere, the Fujifilm Group will continue to createa wide range of products and businesses, supported by the diverse technologies we have accumulated in manufacturing
photographic / motion picture film and other fields with the aim of resolving social issues in a broad range of areas.
In the drive to generate innovation, activities are underway to create innovative new products and services, as well as new
businesses and new values, chiefly in our priority areas of healthcare and highly functional materials.
We believe in the fundamental importance of engaging in face-to-face communication with parties outside the company, in
addition to building co-creation ties with equal relationship and sharing the same ambitions and goals with our partners, toachieve real innovation that will have a significant impact on society. For this purpose, we created an “Open Innovation Hub”
in Japan in 2014 as a center for these activities. As of July 2021, 3 of these centers have been created in regions including theUnited States and Europe to accelerate collaborative efforts for open 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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2.4.3 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: %FY2017FY2018FY2019FY2020Target in
FY2020Online customers*1 (Percentage ofcustomers who use online services or sales
platforms among all customers)

74.7

79.3

83.4

85.6

85

Online sales*2 (Percentage of online sales(direct sales and advertising))

4.8

4.9

4.9

5.5

5.0

*1: Online customers refers to customers of the document business in Japan, with contract of online remote maintenance on our multifunction devices.
*2: O nline sales were calculated from the business fields of life science, document and imaging business where online business has been
reinforced.

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 the document business, photograph-related products, and digital cameras in the Fujifilm Group.
① Results of customer satisfaction survey

Unit: %FY2017FY2018FY2019FY2020Target in
FY2020Percentage of satisfied customers among all
customers (%)

83.5

85.1

86.3

87.5

87

Data coverage (within all the sales of ourcompany)

73

77

77.6

77.9

② Customer satisfaction by business fields in the above data

Business field

Unit: %FY2017FY2018FY2019FY2020

Healthcare & Materials Solutions business(medical products)

80

78

79

79

Document Solutions business

93.2

91

92

93

Imaging Solutions business (photographrelated products and digital cameras)

85.2

89

89

93

(2) Received awards for customer satisfaction survey in 2020
FUJIFILM Business Innovation ranked highest in the large & midsize business segment of the J.D. Power 2020 Color MFP
Customer Satisfaction StudySM.
https://www.fujifilm.com/fbglobal/eng/company/news/release/2020/2419

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4. Efforts in the healthcare business
The healthcare business 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 business 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 business① Sales activities through fair competition

The Fujifilm Group recognizes the importance of ensuring transparency and trust in our relationships with medical institutionsin the healthcare business. 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 business.
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 business 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 business 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
As a global company, the Fujifilm Group distributes 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 safetyof our products, but also appropriately managing the supply chain of materials and components used in their production. In
response to recent increases in social demands, we are keen to fulfill our social responsibility across the entire supply chainof the Fujifilm Group including our suppliers. The scope of this responsibility covers the global environment; ethics; humanrights; and health and safety, and other labor conditions of those working within the supply chain from the CSR point of view.
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: 48% in Japan, 28% in China, 13% in Americas, 8% in Europe, and
3% in Asia and other regions.
Proportion of Procurement Amount by Region
3%
8%
13%
48%

28%

Japan
China
America
EU
Asia and others

The Fujifilm Group pursues optimization of production and the 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 thethree points listed below. We continually improve our procurement activities by setting strategy plan and targets every year.
(1) Cost improvement (pricing)(2) Constant and stable procurement and supply (quality and delivery deadlines)(3) Business Continuity Plan (BCP) for procurement
To secure stable procurement and business continuity, one important aspect is to understand and reduce CSR risks in theareas of human rights, 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 use various suppliers with different regional characteristics forour businesses and products, which span a broad range of categories. Further, social demand for corporations 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) byincorporating CSR-based assessments when choosing a supplier and in periodic evaluations. In general, labor disputes tend tooccur relatively frequently in Asian countries other than Japan. For this reason, and due to the rapid tightening of environmental
regulations propelled by international public opinion, 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.
The Fujifilm Group’s pursuit of sustainable procurement is not only to avoid risks, but also for the positive benefits it brings.

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We believe that respecting the human rights of workers in the supply chain increases productivity and moral action, which inturn 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

CSR 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 added the aspects of CSR for 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 its own employees and subcontractors(that is, secondary contractors of the Fujifilm Group).
Fujifilm Group Request to Suppliers

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

Fujifilm Group Charter for Corporate Behavior/ Code of Conduct
https://asset.fujifilm.com/holdings/files/2019-12/e12d042816e0b60935df86d6fca9a970/02_FF_CoC_2019_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. CSR Procurement Guidelines for Suppliers
The Fujifilm Group has compiled the most important points and an explanation of the Fujifilm Group Code of Conduct as aset of guidelines so that suppliers can fully grasp the CSR rules to which they must adhere. The guidelines also contain an
action checklist, and cover the international CSR framework organized by the electric and electronics industry and all the items
specified in the RBA’s* Code of Conduct.
* RBA: Responsible Business Alliance

Reference: Elements of CSR Procurement Guidelines for Suppliers
1. Human Rights and Labor (Social)
Prevention of Forced and Child Labor; Prevention of Unfair Discrimination and Privacy Infringement; Consideration for
Human Rights of International Employees; Prevention of Violence, Sexual Abuse, Sexual Harassment, and Excessive
Punishment in Workplaces; Provision of Appropriate Wages and Proper Management of Working Hours and Mandatory
Days Off; Guarantee of Right of the Directly Employed for Organization and Collective Bargaining; Prevention of WorkRelated Accidents at Workplaces and on Duties; Establishment of Measures on Treatment of Illnesses and Injuries andMaintenance of Health; Sufficient Healthcare Facilities and Welfare Measures; Promotion of Human Resource Development(Capacity Building); Promotion of Third-Party Certification
2. Environment
Prevention of Global Warming; Promotion of Resource Conservation in Products (Reduced Use of Natural Resources);
Recycling and Proper Waste Disposal; Proper Management of Chemical Substances; Promotion of the Natural Environment
Preservation (Biological Diversity and the Ecosystem); Adherence to Administrative Procedures; Promotion of Third-Party
Certification of an Environmental Management System (EMS)
3. Corporate Ethics (Governance)
Corporate Ethics and Compliance Management; Anti-Corruption; Protection of Intellectual Property; Guarantee of Fair
Procurement Transaction; Establishment and Management of Raising Concerns and Whistleblowing; Establishment ofInformation Security System
4. Extended application of the provisions by suppliers to their suppliers (secondary suppliers for Fujifilm Group)
We request our suppliers to promote of recommendation and application of each of the three aforementioned provisions
to their suppliers.

Fujifilm CSR Procurement Guideline for Suppliers
https://asset.fujifilm.com/www/jp/files/2019-12/1eccfe0689686a3e1e354e0fc0a7ee38/about_sustainability_procurement_index_pdf_02_en.pdf
FUJIFILM Business Innovation CSR Management Guidelines
https://www.fujifilm.com/fbglobal/eng/company/csr/svp2030/governance_supply/supplychain.html

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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://asset.fujifilm.com/www/jp/files/2019-12/7759a2fe60f6bfd732e7570e522b33c2/about_sustainability_procurement_ff_greenbasic_ver3_3e.pdf
FUJIFILM Business Innovation Green Procurement Standards
https://assets-fb.fujifilm.com/files/2021-05/331505461ec46ec159df86355386332e/Green%20Procurement%20Standard%20Ver1.0%20English.pdf● 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 of FUJIFILM Holdings
Corporation formulates policies and plans for sustainable procurement within the Fujifilm Group. Among these activities,
important matters related to corporate management are approved and adopted 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 the ESG Division are
disseminated to the CSR promotion 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

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

FUJIFILM Holdings Corporation
ESG Committee (headed by the President)

Deliberation and decision on important matters

FUJIFILM Holdings Corporation
ESG Division

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 departments in FUJIFILM
Corporation, FUJIFILM Business
Innovation Corp., and 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 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 an Sustainable Procurement Promotion Program that covers (1) dissemination of
procurement-related policies (including our Supplier Code of Conduct); (2) risk assessments of suppliers; (3) request to improveand offer support to any supplier facing CSR risks (environment, human rights, labor management and corporate ethics). The
program 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 confirmation on a regular basis.
(2) Supplier Assessments
To identify supplier’s CSR risks and issues in high risk areas*1, such as in China or in other Asian countries, we
conduct regular CSR risk assessments and CSR self-check*2 of suppliers we see as critical according to the value andcharacteristics of the items being procured.
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 daily procurement practices, after
conducting individual onsite reviews of suppliers, we request them to improve and offer them support. In China andAsia, 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 identify risk areas within its procurement chain from the viewpoint of CSR by analyzing the regional environment, social risks
and the relevant regulations in countries and regions.
*2 Fields and elements in the supplier CSR self-check (see next page).
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Field

Elements

Human rights &Labor

Policy, Legal monitoring, Forced labor, Human rights of international employees, Child/youth labor,
Discrimination and harassment, Discipline, Working hours management (control of long working hours,etc.), Wages (minimum wage, overtime allowance), Working conditions, Collective bargaining rights,
Supplier management

Environment

Policy, Legal monitoring, Prevention of global warming, Reduction of resource use, Recycling and proper
disposal of waste, Anti-pollution, Licenses, EMS, Supplier management

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

BCP

Business Continuity Plan (BCP)

2. Overview of FY2020 activities(1) Dissemination of the Fujifilm Group’s Approach to CSR
We re-informed 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 receipts from 213 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
2020, we standardized the self-check items in China and expanded the coverage of suppliers outside Japan subject to theself-check. We have collected self-check results from 426 suppliers (610 sites), which is an increase of more than 60% fromthe previous year. As the number of suppliers requesting the self-check has increased, the response rate has fallen since last
fiscal year. Since we believe that the response rate from suppliers outside Japan still has room for further improvement, we
aim to increase the response rate in the next fiscal year. When a significant risk is identified through the self-check, we request
the supplier to make improvements and provide support to achieve this. The assessment results in fiscal 2020 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 62 suppliers located in China and Vietnam. Expert teams from our production sites provided onsite
visit and check to 56 suppliers out of 62. As a result of risk assessments, we identified issues in physical examinations for
women during some employment procedures, overtime hours, and the number of annual holidays used, etc. We requested
suppliers to rectify these issues. Out of the 56 suppliers where we have conducted onsite visits by expert teams, we
confirmed improvements in important items in 51 suppliers by the end of fiscal 2020.
② Training, Capacity building

We hold a chemical management seminar for domestic suppliers every six months. We explained the importance of CSR
and our efforts in sustainable procurement as the Fujifilm Group to deepen suppliers’ understanding. In fiscal 2020, due
to the COVID-19 pandemic, we held an online seminar instead of the usual six-monthly onsite seminar. The online seminar
actually made it possible for a greater number of suppliers to share in the seminar contents.
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 ofreceipt

CSR self-checkby suppliers(Supplier selfassessment
questionnaire)

Visit and check

Item

FY2018FY2019FY2020

Number of suppliers’ receipt
collected

-

398

213

150

Number of suppliers requested

408

263

568

400

Response rate

86%

98%

75%

90% or over

87%*

87%

90% or over

46

39

56

100%

76%

90%

Percentage ofsuppliers with
90% or higher
conformance
rate(Most criticalitems)

94%(Critical
items)

75%

Number of suppliers evaluatedPlan achievement rate

FY2021 target

Plan achievement rate100%

* For FY2018, results of FUJIFILM Business Innovation. From FY2019, classification of most critical items and critical items is abolished, and total
percentage for Fujifilm Group was calculated.

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 Conduct87%

80%-89%Some issues need improvements

8%Less than 80%

Need our supports for their improvement

5%

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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 observe
it. For a better understanding of the rules to be followed, we also distribute our CSR Procurement Guidelines for Suppliers.
For Fujifilm Group Code of Conduct and CSR Procurement Guidelines, please refer to 2.5.3 Procurement Policy and Structure.
(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.

3.5.5 Contribution
to Sound Chemical
Management Across the
Supply Chain

Responsible Paper
Procurement

To establish a responsible method of procuring paper, we haveestablished procurement standards based on biodiversity andrespect for the rights of local residents. Our procurement process isalways in line with these standards.

2.5.9 Efforts in Paper
Procurement

Responsible plantderived materials

To meet the social demand for biodiversity conservation, in 2021 wewill implement groupwide guidelines for the procurement of plantderived material such as cellulose. We will ensure that our biodiversity
conscious procurement is always in agreement with our guidelines.

—

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 2020, 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-check by our production sites
We conducted the CSR self-check in eight production sites across the world, and confirmed that all sites observed 100%
compliance. The RBA self-assessment questionnaire results (conducted in 7 sites) also remained “green” evaluation for allsites.

3. Reinforcement of CSR activities in China
We made progress in the standardization of the CSR procurement procedure, including the CSR self-check items among
FUJIFILM manufacturing subsidiaries, while approving the related activities they have voluntarily conducted to date. In fiscal
2021, we plan to standardize and reinforce activities in terms of an onsite check by an expert team, and support suppliers for
improvements.

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2.5.8 Response to Conflict Minerals
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

Fujifilm Group Efforts
OECD 5 steps

Fujifilm Group efforts(1) E stablish strong
company management
systems.

Because the document business is particularly relevant to targeted minerals, HQ and the
procurement and sales departments have formed an intra-company structure to accurately
track the origins of minerals by monitoring the supply conditions. An annual plan is formulated
every year and a survey is conducted. We are extending this scheme to the whole Group.

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

We track the origin of minerals through monitoring our supply chains, 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 document business.
In other businesses such as the optical devices & electronic imaging business, the graphic
systems business and the recording media business, we have received inquiries about theorigin of minerals from many clients and have responded to them appropriately.

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

Although it is possible that minerals from conflict areas have been used, there has beenno proof that any terrorist groups were involved. Because there are recognized humane
mining companies and organizations in the area, we have not withdrawn from mineral usage
uniformly.

(4) C arry out independent
third-party audit 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 discusses RMAP*4 jointly with other companies.
We encourage suppliers to use conflict-free smelters that are verified by the RMI after a thirdparty audit.

(5) R eport annually on
supply chain due
diligence.

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

*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 avoiding conflict minerals
In conflict minerals survey for fiscal 2020, we got a response from 99% of suppliers in scope relating to the documentbusiness. As a result of surveys, we identified 309 suppliers listed as a smelter or refiner by the Responsible Minerals Initiative(RMI). Out of these smelters or refiners, 233 were compliant with the Responsible Minerals Assurance Process (RMAP). (Asof March 31, 2021)
FY2018FY2019FY2020

FY2021 target

Supplier response rate for conflictminerals survey

99%

98%

99%

100%

Percentage of RMAP conformant
smelters in conflict minerals
survey

55%

76%

75%

Continuous
improvement of RMAP
conformant smelters
percentage

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FY2020

Total

Gold

Tantalum

Tin

Tungsten

Number of identified smelters

309

159

38

59

53

Number of conflict-free smelters

233

107

37

47

42

Rate of conflict-free smelters

75%

67%

97%

80%

79%

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 document business sells paper for printers and copiers 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 have also formulated Environmental, Healthand 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 andrespect 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 2020, 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)

FY2018FY2019FY2020

FY2021 target

100%

100%

100%

100%

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2.5.10 Sustainable Procurement Efforts in Logistics
The number of items delivered by courier services has significantly increased since 2017 due to continued popularization ofinternet commerce. This has caused social problems in logistic companies’ employees, such as long working hours by courier
drivers, death from overworking, and environmental and safety issues caused by poorly maintained vehicles.
FUJIFILM Logistics Co., Ltd., which delivers Fujifilm Group products, has been requesting its logistics partners (primary
suppliers) to cooperate in our sustainable procurement for logistics in Japan since fiscal 2009. Through such requests, logistics
partners conduct CSR self-checks and if they identify that their conformance rate is less than 90%, FUJIFILM Logistics visits
the partner company to offer advice for correction. In fiscal 2020, we requested 116 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%, wepostponed the onsite visit for improvement until fiscal 2021 to minimize risks from the COVID-19 pandemic.
Sustainable Procurement Effort KPI in Domestic Logistics

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

FY2018FY2019FY2020

FY2021 target

100%

97%

97%

100%

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)
JAMP aims to disseminate a system to manage chemical substance information and smoothly communicate suchinformation across supply chains.
• United Nations Global Compact (UNGC), and Global Compact Network (GCNJ)
Fuji Xerox (now FUJIFILM Business Innovation) 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 Global Compact Network (GCNJ).
• Responsible Minerals Trade Working Group of JEITABoth Fujifilm and FUJIFILM Business Innovation participate in the Responsible Minerals Trade Working Group led by theJapan Electronics and Information Technology Industries Association (JEITA), the industrial organization of the Japanese IT
and electronics industry.
• Responsible Minerals Initiatives (RMI)
FUJIFILM Business Innovation 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 throughcollaboration with RMI and JEITA.

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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 of our sites each year to determine the priority actions forthe following fiscal year. Each site operates based on the priority action list to improve their environmental performance andreduce environmental risks. Utilizing the Integrated Management System (IMS)* for these continuing environmental 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 Priority Measures listed below are the items related to environment safety we need to resolve chiefly within fiscal
2021 in order to achieve the SVP 2030 targets.
* 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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FY2020 Fujifilm Group Priority Measures
Priority Issues

Priority Measures

1. Address climate change(1) Continually promote CO2 emission reduction at each of the stages of the
product life cycle. “procurement,” “manufacturing,” “transportation,” “use,”“disposal”(2) Develop and market products and services that will contribute to CO2emission reduction(Create “Green Value Products” certified under Fujifilm Group’s
environmentally-conscious product certification program)(3) Promote energy strategy activities globally① E xpand the use of renewable energy② Study technical feasibility of the introduction of fuels that do not emit CO2③ Dissemination of good examples of energy conservation and renewableenergy introduction to the Fujifilm group(4) Assess risks and business opportunities associated with climate change to
set future business strategy and information disclosure

2. Promote recycling of resources(1) Improve the quality of resource recycling① Promote the recycling of simple disposed waste (landfill/Incineration) andits conversion into valuables② Improve market recovery of used product and materials recycling③ Consider using recycled plastics and bioplastics from the beginning
design and development(2) Develop and market products and services that will contribute to theconservation of water resources(Create “Green Value Products” certified under Fujifilm Group’s
environmentally-conscious product certification program)

3. Address energy issues toward a noncarbon society

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

4. E nsure product and chemical safety(1) Reduce priority substances for risk management and VOC emissions(2) Utilize vast in-house chemical substances library to contribute to developing
safer chemical substances(3) Continue dissemination of approaches and systems to improve chemicalsafety in the entire supply chain(4) Evaluate and improve the operation of internal regulations concerning
product safety and chemical management(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 (prevention of industrial
accidents)(1) Improve management of biological materials through group-widestandardized procedure(2) Implement risk assessment on industrial processes to prevent workplace
incidents

6. Strengthen CSR foundations across theentire supply chain(1) Enhance onsite audits of critical suppliers to reinforce improvement activities(2) Enhance supplier management system by adopting a framework utilizedinternationally(3) Conserve biodiversity by procurement guidelines for plant derived materials
and goods

7. Information disclosure andcommunication of relevant information(1) Disclose information actively through various methods (e.g., Corporate
Reports, websites)(2) Enhance disclosure of environmental performance

8. Employee education

Educate employees in the areas of product safety, occupational safety andenvironmental law

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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 FY2020
Certification/audit/verification system byspecialized companies with International
Certification (ISO14001, EMAS)* Target sites are determined in consideration of business characteristics

Coverage: 87.1%
Target sites: 62 Certified sites: 54
Coverage: 12.9%

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: 62 Certified sites: 8

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
When we acquire lands and buildings through M&A, we undertake environmental due diligence, including a pollution
assessment of the land and underground water. In addition to conducting surveys on the history and contamination level ofthe lands and buildings, we check whether they comply with environmental laws to minimize any environmental risks.

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3.1.5 Overview of FY2020* 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.

1. Material flow
Direct control over the Fujifilm
Group’s environmental burdens

Wastematerial

77.7 kilotons

Discharged
water

O
U
T
P
U
T

Atmosphericemissions

Water*6..........37.8 million tons
BOD*7 .................... 22.1 tons
COD*7 ....................... 80 tons
Total nitrogen*7......... 150 tons
Total phosphorus*7.. 2.79 tons

CO2*1 .........1,355 kilotons

Atmosphericemissions

Atmosphericemissions

Atmosphericemissions

CO2*3 .... 192 kilotons

CO2*4 .... 320 kilotons

CO2*5 ...... 81 kilotons

Atmosphericemissions
CO2*2 ........ 948 kilotons
VOC ......... 0.68 kilotons
SOx............... 15.2 tons
NOx................ 268 tons
Soot .............. 2.26 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.)..............................79 kilotons
Others ..................133 kilotons

Electricity...... 998 million kWh
Purchased energy ...... 185 TJ
Oil*8 .......................... 23.5 ML
Natural gas*9.................... 211 million Nm3
Water ...........42.0 million tons

Light diesel oil, etc*11................................... 74 ML

Electricity*12.................... 599 million kWh

Combustion amount(estimation)*13 ....... 18 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*1057.4 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

2. Response to environmental laws and regulations
Legal Compliance and Reports on Complaints in FY2020
In fiscal 2020, there was one violation of environment-related laws, with no customer complaints and no incidents. The legal
violation concerned management of wastewater in the United States—the preventive measure has already been completed.
Fujifilm Group total
1 (1)Number of legal violations (number of cases solved)

168 USD

Penalty
Number of complaints (number of cases solved)

0 (0)Number of incidents (number of cases solved)

0 (0)Responses to Environment-Related Complaints and Legal Violations in FY2020*
Company/Site name
FUJIFILM Diosynth
Biotechnologies U.S.A.Inc.

Description

Responses

Missed sampling of a low-level mercury
wastewater for wastewater permit

Strengthening communication with contact
laboratory and improvement of data review* Relatively minor violations have been excluded.

3.1.6 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
The Fujifilm Group has set CO2 emissions reduction targets toward 2030 to create of a decarbonized society aimed at by theParis Agreement. Along with CO2 emissions reduction across the entire product lifecycle (from material procurement, productmanufacturing, transportation, use and disposal), we are continuing to actively reduce CO2 emissions in society throughproviding our products and services. At the manufacturing stage, we direct our efforts at using lower carbon energy sources,
including adopting and utilizing renewable energy, in addition to the promotion of energy saving and efficient energy usage.
We aim to achieve zero CO2 emissions from energy consumption by the Group by selection of renewable energy sources
whenever we purchase electric power, and also by changing fuels in our cogeneration facilities to hydrogen and other fuels
without CO2 emissions by introducing new technologies by FY2050.
Targets and Progresses of Addressing Climate Change
Long-term target: 	Reduce the Fujifilm Group’s CO2 emissions by 45% by the end of FY2030 (compared to the FY2013 level)
Progress: 	41% reduction at the end of FY2020 (compared to the FY2013 level).
Mid-term target: 	Reduce the Fujifilm Group’s CO2 emissions by 35% by the end of FY2025 (compared to the FY2013 level)
Progress: 	41% reduction at the end of FY2020 (compared to the FY2013 level).
Short-term target: 	Reduce the Fujifilm Group’s CO2 emissions by 6% by the end of FY2021 (compared to the FY2019 level).
* Long-term targets are set down in SVP 2030 and certified as Science Based Targets by the SBT Initiative.

From fiscal 2020, we are promoting CO2 emissions reduction by setting an activity target of “implement one or more CO2
emissions reduction measures in each site per year.”

3.2.2 Climate Change Strategy and Management
1. Information disclosure based on the TCFD recommendations
In December 2018, the Fujifilm Group announced that it would endorse the recommendations issued by the Task Force on
Climate-related Financial Disclosures (TCFD). Furthermore, we have started a scenario analysis of Fujifilm group on climatechange since 2020.
(1) Governance
Deliberations and decision on activities related to climate change are made by the ESG Committee chaired by the president
and are reported to the Board of Directors. The ESG Committee issues instructions and makes decisions on measures andactivities to achieve the targets of SVP 2030. In addition to setting the renewable energy target, the Committee have madedecisions on involvement in climate change-related initiatives, such as declaring support for TCFD, joining in RE100 members,
and getting our targets verified by SBTi.
(2) 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 business site in various countries and regions and uses these data to identify risks. The Energy
Strategy Promotion Committee analyzes factors of these risks and reports the high-priority issues to the ESG Committee,
consequently, supports them to make a decision for appropriate operations. As one of evaluation index for climate-relatedrisks and opportunities, we have introduced “Carbon pricing on CO2 emissions” since the previous year, and we have reviewed
anticipated impacts and the action required.
Moreover, scenario analysis based on the TCFD recommendations enable the risks caused by the external factors such aschange of climate-related laws, customer trends and technology in addition to our environmental performance to be identified
and measures for important issues to be carried out.
(3) Strategy
For scenario analysis, we have taken consideration into two types of climate-related scenarios in reference to the Representative
Concentration Pathways 2.6 through 8.5 described in the report of the Intergovernmental Panel on Climate Change (IPCC).
One is the 2°C scenario (RCP2.6) in which rigorous measures are implemented to build a decarbonized society and effectively
keep the rise in temperatures by the year 2100 well below 2°C compared to the level during the Industrial Revolution. The other

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3.2 ｜ Climate Change Strategy

is the 4°C (RCP8.5) scenario in which the temperature rises by 3.2 to 5°C over the Industrial Revolution level as a result of failingto implement measures that surpass those currently in place.
(See the scenario and analysis results for details.)(4) Metrics and Targets① Reduce CO2 emissions by 45% across the entire product lifecycle by FY2030 (compared to the FY2013 level).
② Convert 50% of purchased electric power to renewable energy-derived power by FY2030. Aim at zero CO2 emissions fromenergy consumption (Scope 1 and 2) by FY2050.
③ Contribute to 90 million tons CO2 emissions reduction by FY2030.
The Fujifilm Group has established these climate change targets in SVP 2030 and is planning to enhance energy conservationand choose renewable energy proactively. In addition, we manage the Green Value Products (GVP) certification system
certifying our products and services that excel in reducing environmental impact to make a greater contribution to reducing
CO2 emissions in society.
GovernanceRisk Management• Deliberate on climate change risks and opportunities at
the ESG Committee (chaired by the President) to reflect
them in our management, and report to the Board of
Directors.
[Managerial judgement on climate change]- Establish a target consistent with SBT criteria- Establish a target for renewable energy use andendorsing the TCFD recommendations.
- Join RE100, the global corporate leadership initiative.
- Disclosure of analysis results on scenario based on the
TCFD recommendations•M onitor the levels of CO2 emitted by each business andthrough the product lifecycle with the global system.
• Analyze factors affecting energy efficiency and CO2
emissions at the Energy Strategy Promotion Committee.
• Identify water risks using indexes for “water stress,”“water usage” and “relation to business” at all sites.

Strategy

Metrics and Targets[Establishing the CSR plan]• Establish Sustainable Value Plan 2030 (SVP 2030) with
FY2030 as its long-term targets.
[Risks and opportunities derived from climate change]• Identifying risks based on scenario analysis andestablishing countermeasures.
• As a business opportunity, develop and distributeproducts that mitigate and address climate change
by making use of the internal certification system forenvironmentally conscious products.
* See the following scenario analysis results for details.

[Other CO2 emissions reduction strategies]• Aim at zero CO2 emissions not only by changing ourelectricity purchasing to renewable sources, but also byadopting new technologies, such as by utilizing hydrogenas the fuel for private cogeneration power systems.
•C larify our approach to a decarbonized society
through RE100, the international initiative, and promote
infrastructure development as a consumer.

 arget for reducing CO2 emissions (Certified by the•T
Science Based Targets Initiatives).
- Reduce CO2 emissions by 45% across the entire productlifecycle by FY2030 (compared to the FY2013 level).
•R enewable energy usage target- Convert 50% of purchased electric power to renewableenergy-derived power by FY2030.
- Convert 100% of purchased electric power to renewableenergy-derived power by FY2050. (Aim at zero CO2emissions from energy such as electricity, fuels, etc.)•W ater usage reduction target-R educe the amount of water used in production by 30%
by FY2030 (compared to the FY2013 level).
•C ontribute to reducing accumulated 90 million tons of
CO2 emission in society by FY2030

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3.2 ｜ Climate Change Strategy

2. Analysis results of our scenario based on TCFD recommendations
Analysis of Risks and Opportunities by Scenario Based on 4°C and 2°C Scenario

Risks (Physical risks)

4°C scenario: Measures surpassing those in place at present are not implemented, resulting in the average temperaturerising by 3.2 to 5°C over the level during the Industrial Revolution.
Environment, social
conditions and systems

Risks

Measures (Activities)

The sea level rises, andthe areas below sea level
increase. Temperature
increase triggers weather
events frequently, including
torrential rains, heavy
typhoons, hurricanes, floods
and drought. Accordingly,
available water resources are
decreased by drought.

• Cessation in procurement
and factory production
due to sea level rising or
natural disasters, such as
flooding.
• Factory production
stoppages due to drought.
• Power grid breakdown
and Power cuts due totyphoons.

• 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 by ourown water risk assessment system (Please refer to
3.3.5 Effective Use of Water Resources.)• Install regular and emergency in-housecogeneration systems.

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.

• Material shortages due totree and forest withering.
(Paper: pulp, Film:cellulose)[Paper]• Have suppliers in multiple regions• Reduce paper with Document Solutions Services
utilizing digital and IT technologies.
https://www.fujifilm.com/fb/solution/theme/paper-less(in Japanese only)[Film]• Reduce film materials by using thinner films andpromotion of recycle.
• Utilizing used multifunction devices. (reuse)https://www.fujifilm.com/fbglobal/eng/company/csr/svp2030/environment/recycle.html• Material shortages due tofossil fuel depletion.

• Aim at appropriate number of devices andreduction of unnecessary print-outs by providing
an appropriate management across the lifecycle ofmultifunction devices (device selection/operation/
disposal)
https://www.fujifilm.com/fb/solution/menu/mps_xos(in Japanese only)

Opportunities*1

Rise in average temperature
increases heat stress felt bypeople.

There is an increased
demand for systems,
products and technologies
required for society to adapt
to climate change.
• Monitoring and predicting
climate• Preventive maintenanceof infrastructures such as
structures and catchments
Changes in climate andecosystems make it difficult
to secure drinking waterand foods, boosting the
manufacturing of drinking
water and production atplant factories.

• Intense heat has a growing
adverse impact on thehealth of employees, suchas heatstroke and sleep
deprivation.
[Fujifilm’s technologies]•L ens processing,polishing, coating,and manufacturing
technologies/Image
processing technologies
High-Precision Imaging
Forming
Technology Technology[Business opportunities against climate change]• Providing high-sensitivity surveillance cameras
capable of monitoring rivers and weather even inrough weather or at nighthttps://holdings.fujifilm.com/en/sustainability/activity/life/priority-issue-1

SystemDesign• High-precision image
analysis and AI technology
Imaging
Technology• Measure heat index at work sites and sendheatstroke warnings to employees.

SystemDesign• Ion exchange membranes
by electro separation
technologies• Offer infrastructure degradation diagnosis services
for bridges, dam walls, and embankments in caseof typhoons.
https://www.fujifilm.com/jp/ja/business/inspection/infraservice/hibimikke(in Japanese only)• Contribution to measures for water shortageby water filtration technology and ion exchange
membranes.
https://www.fujifilmmembranes.com/water-membranes/technology

Functional
Polymer
Technology

FilmHigh-Precision Functional
Coating
Molecules Formation
Technology Technology Technology

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2°C scenario: R igorous measures are implemented to build a decarbonized society, keeping temperature rises by the year
2100 down to 2°C or less in comparison with the level during the Industrial Revolution.

Risks (Transition risks)

Environment, social
conditions and systems

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

Risks

Measures (Activities)• Increase 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.]• Reduce CO2 emissions by 45% across the entire
product lifecycle by FY2030 (compared to the
FY2013 level).
• Convert 50% of purchasing energy to renewables
by FY2030.
• Achieve no CO2 emissions in the manufacturing
stage by converting energy purchasing to100%
renewables by FY2050, and using hydrogen for
in-house cogeneration systems.

*2 T otal financial effects on
direct CO2 emissions fromour manufacturing mustbear some 4.7 billion yen/
year.

[Fujifilm’s technologies]•B arium ferrite magnetic
material with excellent
magnetic properties andlong-term storage

Opportunities*1

High-Precision Functional
Grain
Coating
Formation
Molecules
Technology Technology Technology

Systems and productswith high energy efficiency
are given priority in social
implementation in order tominimize the load of energysupply systems.
Society adopts a distributed
structure due to its affinity
with natural energy, creating
the demand for reducing
transportation of humans
and goods and time requiredfor it.

[Prediction for 2030]• Accomplish CO2 emission targets in our SVP
2030 by these measures and other energy saving
measures. Cost reduction of 1.0 billion yen/year
for carbon tax on CO2 emissions at manufacturing
against 2020.*3[Business opportunities against climate change]• Products contributing to energy consumption
reduction Energy-saving data storage by highcapacity magnetic tape data archiving systems.
https://www.fujifilm.com/about/profile/business_fields/recording_media/

Nano
Dispersion
Technology• Material processing
technology forphotopolymerization
Functional
Polymer
Technology

https://holdings.fujifilm.com/en/news/list/500• Resource and energy usage reduction byprocessless CTP plates for printing.
https://fujifilm.com/products/graphic_systems/ctp/processless_plate/

Grain
Functional
Redox
Formation Molecules
ControlTechnology Technology Technology

Nano
Dispersion
Technology• Gas separation membrane
technology• CO2 separation membrane removes CO2 fromnatural gas
https://www.fujifilm.com/jp/en/about/rd/open-innovation/material

Functional
Molecules
Technology

FilmHigh-Precision
Functional
Formation
Coating
Polymer
Technology Technology Technology• IT solution and systemdesign technology withexcellent communication
quality and confidentiality
SystemDesign• Reduce CO2 emissions by cutting back on time,transportation and space with Document Solutions
Services utilizing digital and IT technologies.
https://www.fujifilm.com/fb/solution/work_style_reform/telework_202003.html#anc301(Telework Solution) (in Japanese only)https://www.fujifilm.com/fb/solution/menu/cocodesk(CocoDesk) (in Japanese only)*1 Develop and offer products that contribute to alleviation of and adaptation to climate change by utilizing the Green Value Products Certification
Program. (Please refer to 3.4.3 “Green Value Products” Certification Program.)*2 When the carbon tax is assumed to be ¥5000/ton as the same level as the emission allowance price under EU-ETS in 2021, FY2020 CO2emissions at the manufacturing stage are at 948,000 tons, which translates to 948,000 × ¥5,000/ton ≒ ¥4.7 billion/year.
*3 F Y2020 CO2 emissions at the manufacturing stage are at 948,000 tons. The CO2 emissions target for the manufacturing stage in the year 2030
is 747,000 tons in SVP2030. If this target is achieved, the carbon tax saving value translates to (948-747) thousand tons × ¥5000/ton in 2030
compared to 2020 (identical to *2) ≒ ¥1 billion/year.

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3. Overview of Fujifilm Group’s scenario analyses(1) 4°C scenario: Measures surpassing those in place at present are not implemented, resulting in the averagetemperature rising by the year 2100 by 3.2 to 5°C over the level during the Industrial Revolution.
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 found. To address these risks, we have been developed preventive
measures base on the Business Continuity Plans (BCPs) that include diversification of production sites and procurement
sources and implementation of a securing stable power supply. Especially in recent years, typhoons and heavy rains causedby climate change have caused damage from disruption of power supply, which is an important lifeline, in various regions. To
secure a stable power supply, the Fujifilm Group has been setting up in-house cogeneration systems at its major production
sites in line with implementation planning since the 1960s, and moreover, we have been reviewed the risks of power failure
regularly. For example, in the previous year, we conducted re-examination of power failure risks and introduced emergency
in-house cogeneration systems as BCP for radioactive pharmaceutical production facilities.
Furthermore, there are risks of change in animal and plant habitats caused by temperature and changes in precipitation
patterns that 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 fuels is expected tocause supply instabilities and rising prices for petroleum-based materials. The Fujifilm Group is working to reduce these risks
by reducing material consumption, such as by employing thinner films made from plant-derived materials and reuse of partsof multifunction device in the area of business innovation.
Opportunities
Social demand for systems, products and technology aimed at adapting to climate change is expected to rise. Examples are
improvements in weather monitoring and forecast accuracy and inspection of buildings and other structures to prepare fortyphoons and heavy rains. Also, changes in the climate and ecosystems are expected to cause shortages of drinking waterand food. For this reason, the production of drinking water and the output of agricultural plantation are expected to increase. To
address these impacts, the Fujifilm Group believes that business opportunities will grow in response to these changes, and willuse its high-definition lens processing and manufacturing technologies to create high-sensitive cameras for monitoring rivers
and sea levels at night and during inclement weather and its degradation analysis technologies for bridges, embankments,
etc., making use of high-definition image analysis and AI technologies. With regard to the water shortage problem that is
growing into a global risk, we believe we are able to make huge contributions to secure drinking water and water for agricultural
use with our filtration technology that employs ion exchange membranes for the desalination of brine and seawater.
(2) 2°C scenario
Rigorous measures are implemented to build a decarbonized society, keeping temperature rises by the year 2100 down to 2°C
or less in comparison with the level during the Industrial Revolution.
Risks (Transition risks)
In the 2°C scenario, measures to cut the use of fossil fuels and foster technological innovation are implemented in the transition
to a decarbonized society. They include, for example, carbon tax and carbon border adjustments mechanism designed to
discourage the transfer of business operations prompted by differences in carbon tax among countries. The Fujifilm Group’s
direct CO2 emissions in fiscal 2020 were at 948,000 tons. Based on carbon pricing by EU-ETS, etc., the price per ton of CO2
is assumed to be ¥5,000, resulting in a financial risk of approx. ¥4.7 billion. In our CSR plan SVP 2030, we set the target toachieve zero CO2 emissions from the energy consumed in the year 2050. To achieve this, we are implementing both promotionof energy conservation and introduction of renewable energy sources. Our direct CO2 emissions in fiscal 2020 were 6% lessthan the previous fiscal year.
Opportunities
To minimize the impact on energy supply systems, systems and products with higher energy efficiency will be prioritized foruse in society. Also, society is likely to become decentralized through greater harmonization with natural energy sources andto see a rise in demand for lower travel distances and times for people and goods. Alongside wider use of renewable energy
sources, the need for large-capacity, high-efficiency storage battery facilities is expected to grow.
The Fujifilm Group contributes to reducing CO2 emissions in society by its products when in use, with CO2 emissions
during data storage reduced by the use of its large-capacity magnetic tape data archive system utilizing its barium ferrite
magnetic particle technology, and by supplying energy-saving devices such as energy-saving multifunction devices. Our
solutions services, digitization and IT are expected to see a growth in demand for both reductions in travel distances, time andspace and actions to cater to a more diversified society.
Among others, we promote the development and dissemination of green energy applications in the decarbonized societyof the future. In the area of highly functional materials, we are moving forward in the development of technologies to build amore resilient energy society, represented by natural glass refining that uses technology for separating mixed gases, methane
refining from biomethane and methanation and high-capacity storage battery materials that use dispersed coating and organic
materials technologies.

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3.2.3 Activity Overview
In reducing CO2 emissions across the product lifecycle (material procurement, product manufacturing, transportation, use anddisposal), we are promoting activities shown below.
Measures

Procurement

Reuse of parts and recycle of used products in
multifunction devices
Reduction of raw material use by aluminum closed
loop recycling system

Manufacturing

Promoting energy-saving measures• Group-wide energy workshop, etc.
Maximizing energy efficiency• Introducing highly efficient cogeneration system• Updating facilities with highly efficient equipment• Reduction of energy consumption by efficient
production due to integrating variety andshortening switching time
Reduction of CO2 emission by energy source
conversions to natural gas
Introduction of renewable energy

Transportation

Optimization of routes• Milk Run procurement system for components,
etc.
Improvements in load ratio
Promotion of modal shift
Using light and compact packaging
Local energy production for local energy
consumption by manufacturing at global sites

Use

Providing environmentally conscious products by
GVP products certification

Disposal

Production site
allocation to minimize
environmental impact

Thoroughimplementation of
Design for Environment

Reduction in resource input• Active utilization of recycled materials, etc.

To reduce impact by Fujifilm Group’s business activities, the Energy Strategy Promotion Committee has been working
groupwide to maximize efficiency in energy usage and to seek CO2 reduction measures in the energy procurement. We havebeen actively working to disseminate these measures across the Group.
The Fujifilm Group is actively incorporating the use of renewable energy, represented by the introduction of wind powergenerated electricity, at its factory in the Netherlands (FUJIFILM Manufacturing Europe B.V.) and installation of a large-scale
photovoltaic power generation facility at its China operation (Fujifilm Printing Plate (China) Co., Ltd.). Additionally, we establisheda renewable energy use target in January 2019. In recent years, we have been actively promoting the use of renewable energy
sources both in Japan and other countries, including installation of a photovoltaic power generation facility at the Sano Site of
Fujifilm Techno Products Co., Ltd., and a 100% switch to power derived from renewable energy sources at Fujifilm Electronic
Materials (Europe) N.V. and Fujifilm Belgium N.V. We plan to continue pursuing further energy conservation and introducing
renewable energy sources to meet our CSR targets for the year 2030 as established in SVP 2030.
In developing environmentally conscious products, we are developing products that have a low impact on the environment.
We try to design products that not only reduce their environment impact by themselves such as energy- and resource-saving
design but that also contribute to reducing CO2 emissions in society. Based on the internal rules and guidelines for Design forEnvironment, we evaluate the level of environmental impact reduction and calculation results of the contribution to reduce CO2
emissions from our products and services in society. We are working to reduce environmental impact accordingly.
We believe that developing products to address climate change issues is the first step to resolving environmental issues insociety as well as to creating business opportunities. (For further details, please refer to 3.4 Product Stewardship (Design for
the Environment.)

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3.2.4 Status of Renewable Energy Usage
Renewable Energy Usage Targets• Converting 50% of purchased electric power to renewable energy-derived power by FY2030.
• Converting 100% of purchased electric power to renewable energy-derived power aiming at zero CO2 emissions from ourenergy consumption by converting using fuels to hydrogen in our in-house cogeneration systems by FY2050.
• This target was certified as being in line with the purpose of the RE100 by the Climate Group, an international NPO; we joined
the RE100 in April 2019.
Renewable Energy (Electric Power) Consumption

Renewableenergyconsumption

Unit: MWh

FY2016FY2017FY2018FY2019FY2020Fujifilm Group Total

102,552

101,435

96,10095,82786,784

Fujifilm

100,772

99,883

94,73894,65885,153

FUJIFILM Business
Innovation

1,780

1,552

1,362

1,170

1,632

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

Year

Site

StatusType

Capacity

2006

FUJIFILM Kyushu

Japan

Installed

Solar power

100 KW

2006

FUJIFILM Kaisei FactoryJapan

Installed

Solar power

72 KW

2009

FUJIFILM Manufacturing U.S.A., Inc.
(Greenwood)

USA

Purchase of
methane gas
generated fromwaste landfills

Methane gas(Biogas)(Purchase)2011

FUJIFILM Manufacturing Europe B.V.

Netherlands

Installed

Wind power

10,000KW(2,000 kW×5)

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 Manufacturing Europe B.V.

Netherlands

Purchased

Wind power(Purchase)2015

FUJIFILM Speciality Ink Systems Limited

UK

Installed

Solar power

200 KW

2018

FUJIFILM Printing Plate (China) Co., Ltd

China

Installed

Solar power

1,440 KW

2018

FUJIFILM Wako Pure Chemical
Corporation Osaka Factory

Japan

Purchased

Water power(Purchase)2019

FUJIFILM Techno Products Sano FactoryJapan

Installed

Solar power

95 KW

2019

FUJIFILM Electronic Materials (Europe)
N.V.

Belgium

Purchased

Solar power,
wind power, andothers(Purchase)2019

FUJIFILM Belgium NV

Belgium

Purchased

Solar power,
wind power, andothers(Purchase)* Some sites purchase renewable power and Tradable Green Certificates.

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3.2.5 Data Related to Climate Change Measures
GHG Emissions (Scope 1, 2)
Unit
Total direct
GHG emissions(Scope 1)

Total
emissions

FY2016FY2017FY2018FY2019FY2020661,000

639,000

626,000

595,000

565,000

Fujifilm

619,000

597,000

586,000

557,000

531,000

FUJIFILM Business
Innovation

42,00042,00040,00038,00034,000FY2016FY2017FY2018FY2019FY2020554,000

523,000

499,000

445,000

409,000

Fujifilm

391,000

370,000

355,000

320,000

295,000

FUJIFILM Business
Innovation

163,000

153,000

144,000

125,000

114,000

Fujifilm Group Total

t CO2e(metric
tons CO2
equivalents)

Unit
Total indirect
GHG emissions(Scope 2)

Total
emissions

Fujifilm Group Total

t CO2e(metric
tons CO2
equivalents)* Scope 1: CO2 emissions in fuel.
* Scope 2: Market standard* Data coverage is for 100% of total sales* The above Scope 1 & 2 data have been verified by the third party organization: SGS Japan, Inc.

FY2020 Results of GHG Scope 3 Emissions for Fujifilm Group
Purchased goods
and services

Capital goods

Energy excluding
Scope1,2

Upstreamtransportation anddistribution

Waste generated
in operation

Business travel

Employeecommuting

Upstream leased
assetsDownstream
transportation anddistribution

Use of soldproducts

Disposal or
products

Downstream
leased assets

Downstream
leased assets

Unit: %

51.1

11.9

4.9

0.3

0.3

0.4

1.1

-

7.9

3.2

3.6

3.4

11.9

Fujifilm

59.9

13.1

6.1

0.3

0.4

0.3

0.7

-

5.5

4.3

4.9

4.5

-

FUJIFILM Business
Innovation

25.8

8.4

1.4

0.3

0.1

0.8

2.2

-

14.7

-

-

-

46.4

Fujifilm Group Total

CO2 Emissions (Scope 1, 2, 3)
FY2016FY2017FY2018FY2019FY2020CO2 Emissions (kt- CO2/year)

4,867

4,707

4,285

3,877

3,392

Scope 1

14%

14%

15%

15%

17%

Scope 2

11%

11%

12%

11%

12%

Scope 3

75%

75%

74%

73%

71%

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FY2020 Result of CO2 Emission for Fujifilm GroupProcurement

Manufacturing

Transportation

Use

Disposal

Total

1,355

948

192

351

50

2,896

PET, TAC, etc.
Items

Unit: kt-CO2/year

Aluminum
Copiers/Printers/
Fax machines

398
788
169

Gas
Petroleum
Electricity

475
64

192

Medicalequipment

60

Minilab23

Copiers/Printers/
Fax machines
Others (including
emission trading)

409

288

50
(including
emissiontrading)-20

CO2 Emissions*

Unit: kt- CO2/year

FY2016FY2017FY2018FY2019FY2020Japan/Manufacturing

829

783

757

705

671

Japan/
Non-manufacturing

28

28

26

21

20

Overseas/Manufacturing

276

278

273

253

226

Overseas/
Non-manufacturing

50

42

39

33

31

Group total

1,184

1,130

1,096

1,013

948

Vehicle

31

31

29

27

26

Total

1,215

1,161

1,125

1,040

974

R&D/
Manufacturing/
Office* Calculation method: Calculation of CO2 emission by energy usage specified in the Act on the Rational Use of Energy. Emission coefficient byelectric power utility used for purchased power.
* Values presented are rounded and the sums of the items do not always make up the totals.

FY2020 CO2 Emission by Region* (R&D/Manufacturing/Office)
691

Japan

Overseas

Group total

Unit: kt-CO2/year

Americas (USA, Canada & Brazil)

130

Europe (Netherlands, Germany, Belgium, UK & France)

43

China

49

Asia excl. China & Oceania (Australia, South Korea, Singapore,
etc.)

35
948

* Calculation method: Calculation of CO2 emission by energy usage specified in the Act on the Rational Use of Energy. Emission coefficient byelectric power utility used for purchased power in Japan, and emission coefficient released by IEA for each country used for other countries.
* Excluding vehicles

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Annual Changes in Transport Volume* (Japan)

Transportation volume

Unit: million tons/kilometer

FY2016FY2017FY2018FY2019FY2020

190

168

155

135

127

* Range of transportation volume is calculated within the range of ownership in compliance with reporting under the Act on the Rational Use ofEnergyAnnual Changes in Total CO2 Emissions in Logistics* (Japan)

Total CO2 emissions

Unit: t- CO2/year

FY2016FY2017FY2018FY2019FY202049,761

47,10045,846

43,20540,873* Total CO2 emissions are calculated as the amount of CO2 emitted by FUJIFILM Logistics Co., Ltd. in its logistics activities for the Fujifilm Group
companies. Since FY2006, we shifted calculation method to the method based on revised Energy Conservation Law (travel distance of empty cars
not included in calculations, etc.).

Amount of CO2 Reductions and Reduction Rates through Transportation Efficiency Improvements in Distribution* (Japan)
FY2016FY2017FY2018FY2019FY2020

Amount of CO2 reductions (tons of CO2/year)

15,79013,156

12,927

10,775

7,333

CO2 reduction rate (%)

25.4

21.8

22.0

20.0

15.2

* CO2 reduction rate (%) =Amount of CO2 reductions
Total CO2 emissions + CO2 reductions* In the FY2019, we enforced our activities for CO2 reductions in collaboration with a specified consigner. Major reduction initiatives, which proved
effective, include starting modal shifts (road transport to sea transport) in FY2017, as well as improving carrying efficiency by double stacking
during transport and enhancing gasoline mileage by eco-driving. The amount was a total figure of each facility’s CO2 reduction measure.

Utilizing carbon offset
Efforts in FY2020
Business fields

Coverage

Life Science

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

Graphic System

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

Document Solutions• Carbon offset for CO2 emissions for all power used at the final and semifinals of 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 Fuji Xerox Super Cup
2021, and for power consumed in the use of the production system printer Iridesse™
Production Press, etc.

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3.2.6 Energy Consumption Data
Annual Changes in Energy Consumption*1
Fujifilm Group Total
Electric power,
purchased
electric power

FY2016FY2017FY2018FY2019FY2020

6,202

5,942

5,673

5,448

4,983

Fujifilm

4,142

3,930

3,766

3,664

3,328

FUJIFILM Business Innovation

2,060

2.013

1,906

1,784

1,655

1,466

1,299

1,110

1,023

896

1,465

1,299

1,110

1,022

896

1

0

0

0

0

8,586

8,348

8,507

8,097

8,000

Fujifilm

8,261

8,023

8,172

7,762

7,708

FUJIFILM Business Innovation

325

325

335

335

292

1

1

11

11

21

Fujifilm

1

1

11

11

21

FUJIFILM Business Innovation

0

0

0

0

0

5,017

5,077

5,085

4,759

4,431

Fujifilm

4,089

4,215

4,264

4,057

3,813

FUJIFILM Business Innovation

927

862

820

702

618

30

24

23

23

24

Fujifilm

19

18

19

20

22

FUJIFILM Business Innovation

10

6

4

3

2

1,852

1,839

1,760

1,731

1,465

Fujifilm

1,826

1,809

1,733

1,712

1,450

FUJIFILM Business Innovation

27

30

27

18

15

886

856

800

772

694

Fujifilm

880

850

795

768

678

FUJIFILM Business Innovation

6

6

5

4

16

24,04023,38622,96821,863

20,514

Fujifilm

20,683

20,144

19,87019,016

17,915

FUJIFILM Business Innovation

3,357

3,242

3,098

2,847

2,598

Fujifilm Group Total

Fujifilm Group Total
Heavy oil, etc.*2

Fujifilm
FUJIFILM Business Innovation

Japan

Fujifilm Group Total
Gas*3

Fujifilm Group Total
RenewableenergyElectric power,
purchased
electric power

Fujifilm Group Total

Fujifilm Group Total
Heavy oil, etc.*2
Overseas

Fujifilm Group Total
Gas*3

Fujifilm Group Total
Renewableenergy*4

Fujifilm Group Total
Total

Unit: TJ

* Values presented are rounded and the sums of the items do not always make up the totals.
*1 Per unit calorific value is based on the Energy Conservation Act.
*2 Total of heavy oil A, heavy oil C, kerosene, light oil and gasoline*3 Total of natural gas, liquefied natural gas (LNG), city gas, butane and liquefied petroleum gas (LPG)*4 FUJIFILM Manufacturing Europe B.V. (EF) classified its energy usage as renewable energy because the supply of wind-generated power has
been 100% since FY2015.

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Environmental Aspects
3.2 ｜ Climate Change Strategy

Breakdown of Consumption of Heavy Oil, Etc. (FY2020)*

Unit: thousand kiloliters

Heavy oil

Kerosene

Light oil

Gasoline

Japan

21.4

1.1

0.1

0.0

Overseas

0.0

0.0

0.6

0.0

Group total

21.4

1.1

0.7

0.0

*Consumption in manufacturing only

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Environmental Aspects
3.3 ｜ Promoting Resource Recycling

3.3 Promoting Resource Recycling
3.3.1 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
and copiers, etc. We are conducting efforts to use resources effectively and reduce waste through measures which take into
account the 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.

3.3.2 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 recycling plastics toachieve our SVP 2030 targets.

Targets and Progresses on Waste Reduction and Resource Recycling (Target for 2030)
Long-term target
Target 1:	Reduce the amount of waste generated by the Fujifilm Group by 30% by FY2030 (compared to the FY2013
level).
Progress:

Reduced by 0.4% at the end of FY2020 (compared to the FY2013 level).

New targets
Target 2: 	Recycle index: More than 10.
Progress: 	6.5 at the end of FY2020.
Target 3: 	Valuable conversion index: More than 1.
Progress:	0.63 at the end of FY2020.
Waste Generation 

Unit: ton

FY2016FY2017FY2018FY2019FY2020A. Total waste generated volume*1

82,60082,60084,70084,80077,700B. Total wastes used, recycled or sold

68,00067,80068,30067,80062,100Total volume of simple disposal waste*2 (A – B)

14,60014,80016,40017,00015,600* 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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3.3 ｜ Promoting Resource Recycling

Annual Changes in Valuable-converted Waste*

Valuable-converted waste

Unit: thousand tons/year

FY2016FY2017FY2018FY2019FY2020

72.4

57.4

47.0

45.4

39.3

* Valuable resources sold to the third party.

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

Unit: thousand tons/year

FY2016FY2017FY2018FY2019FY2020Recycling index

9.6

8.4

7.0

6.6

6.5

Valuables conversion index

1.06

0.85

0.69

0.67

0.63

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

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

Total consumption

Unit: thousand tons/year

FY2016FY2017FY2018FY2019FY2020

15.6

15.6

16.3

16.1

12.6

*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: %FY2016FY2017FY2018FY2019FY2020

12.7

17.5

17.8

14.1

15.4

*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

3.3.3 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 Document Solutions business(1) Product recycling policy in Document Solutions 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 and copiers in the Document Solutions business takes the following three approaches for manufacturing aiming to
reduce environmental impact across the product lifecycle.

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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3.3 ｜ 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)
About collecting used cartridges

https://www.fujifilm.com/fb/support/cru/printer (in Japanese only)

Promote Recycling of Resources

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

New Resource Reduction by Using Reuse Parts in Document Solutions business*

New Resource Reduction

Unit: tons

FY2016FY2017FY2018FY2019FY2020

3,809

3,730

2,967

3,393

3,145

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

The Percentage of Used Product Recycling by Sites in Document Solutions business*
FY2016FY2017FY2018FY2019FY2020

Japan

99.9%

99.9%

99.9%

99.9%

99.9%

China

99.9%

99.9%

99.8%

99.7%

99.8%

Other Asia-Pacific Region

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

2. PLATE to PLATE – Closed loop recycling system in the Graphic System 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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3.3 ｜ Promoting Resource Recycling

3.3.4 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 usage” as its two indicators, and has engaged in continual evaluation of water risks for all business operations under theGroup.
At the same time, we contributes to issues on water treatment in society by providing our product and services, including
filtration materials.
Targets and Progresses on Water
Long-term target:	Reduce the amount of water the Fujifilm Group uses for production by 30% by FY2030 (compared to the
FY2013 level).
Progress: 	16% reduction at the end of FY2020 (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: 	16% reduction at the end of FY2020 (compared to the FY2013 level).
Short-term Target: 	Reduce the amount of water the Fujifilm Group uses for production by 2% by FY2021 (compared to the
FY2019 level).
Water Withdrawal/Discharge/Intensity in FY2020

Water
withdrawal

Waterdischarge

Revenue
intensity

Unit

FY2016FY2017FY2018FY2019FY2020Clean water

million m3

4.9

4.9

4.9

4.6

4.1

Industrial water

million m3

3.3

3.3

3.3

3.1

3.3

Underground water

million m3

37.1

35.6

34.5

34.6

34.4

Rain water. others

million m3

0.2

0.2

0.3

0.2

0.2

Sewage water

million m3

18.5

18.0

17.8

17.7

16.2

Riversmillion m3

23.2

22.4

22.0

22.8

21.6

Othersmillion m3

1.1

1.1

1.0

0.9

0.9

Withdrawal

1,000 ton/
100 million
yen

1.96

1.81

1.77

1.84

1.92

1.84

1.70

1.68

1.79

1.76

Water consumption* Data coverage for Fujifilm Group’s production sites & non-production sites* The above data has been verified by the third party organization: SGS Japan, Inc.

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3.3 ｜ Promoting Resource Recycling

3.3.5 Response to Water Risks
High

6

5

MiddleWatershed environmental risks

●●

4

●

●●●●●

●●

3

●

●●●

●●●

●

2

●●●●●
●●●●●
●

●●●●●
●●●●●
●●●●●

●●●

●●●●●

●

1
Low

Assessment of locations in water stress regions

Assessment Map of the Impact of Water Resources on Company Business

●

●●●

1

2

●

3

Low

●●●●

4

●●●

5

6

7

MiddleHigh

Degree of impact on company business

Assessment of water usage & business risks
: Worksites (production sites & non-production sites)*Sites whose impact of water resources on our business is recognized high: Netherlands (1), : Japan (3)FY2020 Water Withdrawal by Region

Water
withdrawal

Unit: %

Japan

Americas

EuropeChina, Asia/
Oceania

Total

Clean water

20

44

11

25

100

Industrial water

96

0

0

4

100

Underground water

97

0

3

0

100

Rain water, Others

98

0

2

0

100

* Data coverage for Fujifilm Group’s production sites & non-production sites

2025 Water Stress Map and 2020 Fujifilm Group’s Water Usage

North America

4%Europe4%DenmarkUK
The Netherlands

China/Asia

3%
Japan

Fujifilm
FUJIFILM Business Innovation(

South Carolina

Suzhou Shanghai

89%shows size of water usage)

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
10,000 m3–

Sufficient quantities
Water Stress Map: Mapping Fujifilm Group’s current water usage into 2025 Water Stress Map (UNEP)

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3.3 ｜ Promoting Resource Recycling

3.3.6 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 (Shanghai) Trading Co., Ltd.

Voluntary tree planting for 23 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
3.4 ｜ Product Stewardship (Design for Environment)

3.4 Product Stewardship (Design for Environment)
3.4.1 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 software and solution development 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

3.4.2 Design for Environment
The Fujifilm Group manages Design for Environment following the two standards below.

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 life cycle (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 45% by FY2030 (compared to the FY2013 level).

3.4.3 “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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3.4 ｜ Product Stewardship (Design for Environment)

3.4.4 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: 	32% per sales.

Level

DiamondGold

SilverNumber of thecertified products

Major certified products

FY2020

Total

1

2

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

52• Mirrorless digital camera FUJIFILM GFX 50R• Smartphone Printer instax mini Link
• SUPERIA ZD-II system for process-less CTP plates for commercial printing• Digital inkjet press Jet Press 750S
• Data Management Solutions• ApeosPort C7070 series and ApeosPort/DocuCentre-V1 C7773 series of color
multifunction devices, etc.
• ApeosPort Print C5570 color printer• Document Management Cloud Services “Working Folder”• Document handling software “DocuWorks”• Robust network security service beat112

• ApeosPort-VII CP 4422 color printer, etc.
• ApeosPort-V 7080N/6080N/5080N series of black-and-white multifunction
devices, etc.
• DocuPrint P450d/P450ps series of black-and-white printers, etc.
• SYNAPSE series for medical imaging IT systems, etc.

1613“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

CO2 emissions reduction in
the entire product lifecycle(1) T arget: Reduce CO2 emissions across the entire product lifecycle by 45% by FY2030,
compared to the FY2013 level.
(2) Progress: Reduce by 41% compared to the FY2013 level.
(3) Major products:• Process-less thermal CTP plates: No film development process and closed loop recycle
by used plates• Digital inkjet press: Reduction of processes by digital printing• Multifunction devices/printers: Design for Environment; reuse, reduce and reuse by usedproducts• TAC Display films: thinner film; using biomass materials• Cosmetics: Using refill container

The Contribution of Products
to Avoid Greenhouse Gas at
customers’ site(1) T arget: Contribute to 90 million tons CO2 emissions reduction by FY2030.
(2) Progress: Contribution amount was 20.3 million tons. Progress: 23%(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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3.4 ｜ Product Stewardship (Design for Environment)

3.4.5 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)

OthersJapan
China
TaiwanSouth Korea
Thailand
VietnamSingapore
Malaysia
Philippines
New ZealandGermany
The US
Canada• 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)• Blue Angel (BA)
• EPEAT• EcoLogo

This is a program by manufacturers to promote
the environmental
quality of their products, services, and systems
to the market
through self-declaration. No third-party
judgment is involved.
Environmental quality is demonstrated by labels
attached to
products and descriptions in instruction
manuals, promotional
materials, and CSR reports.

Fujifilm• Green Value Products (for all
products)• PLATE to PLATE aluminum
recycling label (CTP plates/PS
plates)This is a method to indicate quantitative data on
a product’s environmental impact
calculated by the Life Cycle Assessment (LCA).
ECO LEAF is an environmental label that
displays quantitative environmental data forvarious ranges, while Carbon Footprint shows
simply quantitative data on global warming
potential.

Japan
Japan

• EcoLeaf• Carbon footprint (ISO14067)

Japan• 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 4, Lot 6/26)

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

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, the US
China
China
Hong Kong
South Korea
TaiwanVietnam
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3.4 ｜ Product Stewardship (Design for Environment)

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.

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Environmental Aspects
3.5 ｜ Management of Chemical Substance

3.5 Management of Chemical Substances
3.5.1 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)

3.5.2 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.

S category and its voluntary management
policyS0

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: 	Of the seven “priority risk management chemical
substances” identified last year, two substances
have been completely replaced.

Table of the Classification of Our Chemical Management

Management based on risk
assessment

Target of Anticipatory Risk Management of Chemical
Substances

Not classified

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3.5 ｜ Management of Chemical Substance

3.5.3 Promoting Animal Testing Alternatives
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 chemical substances.
Target: 	Adopting animal testing alternatives in all safety assessments.
Conduct all the safety evaluation as alternatives to animal testing.
(1) Conduct the safety evaluation for our newly developed chemical substances using alternative methods foranimal testing by 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: 	The skin sensitization test, “Amino acid Derivative Reactivity Assay (ADRA)”, developed by Fujifilm, was evaluatedas skin sensitization method with higher accuracy than conventional methods and was adopted in the OECD
Guidelines (OECD TG 442C) in June 2019.
	In April 2020, we introduced a new evaluation method that uses a Reconstructed Human Epidermis model forskin irritation tests on the chemicals used as raw materials in our products to ensure the safety of the employees
involved.
*1 We haven’t already tested with animals for safety evaluation of chemical substances used in cosmetics (including quasi-pharmaceuticalproducts). 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 chemical substances used in medicines and foods.
*2 Chemical products: Fine chemicals, various treatment chemicals, chemical substance or mixture.

3.5.4 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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Environmental Aspects
3.5 ｜ Management of Chemical Substance

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

Ultraviolet& infraredabsorbers

Contribution

SDGs

•M
 aterials that can selectively block a ray of specific wavelengths(ultraviolet and infrared waves).
• Incorporated into various functional materials for a wide range ofapplications by mixing into resins or coating various materials to not
only increase the durability of the materials but also to bring a better
quality of life to the users, because their low coloring level do not
obstruct visibility.

  

  

  

  

  

  

  

  

Specific wavelength absorber (COMFOGUARD)
https://www.fujifilm.com/jp/ja/business/materials/comfoguard(in Japanese only)

Peptidesynthesis
process• Peptides (protein fragments) used in pharmaceutical products,
functional foods, cosmetics, etc., are synthesized effectively and athigh purity levels in comparison to conventional generic processes,
contributing to further development of new pharmaceuticals, etc.
• Avoids the use of solvents of high concerns as carcinogenic,
mutagenic, or reproductive chemicals, which have been used inconventional generic processes.
• Reduces the use of solvents and other raw materials in comparison toconventional generic processes.
Peptide development & manufacturing services
https://www.fujifilm.co.jp/corporate/news/articleffnr_1471.html?_ga=2.116029824.763390590.1608781906-1968599578.1540716341(in Japanese only)

Ion exchange
membrane &gas separation
membranes• Remove salt from irrigation water, brackish water, river water, etc., tosecure drinking water and agricultural water in remote islands or arid
lands.
• Concentrate industrial wastewater to reduce or eliminate waste,contributing to energy saving in the waste treatment.
• Contributes to energy saving by separating CO2 and other specificgases, reducing greenhouse gas emissions through low-nitrogenoxide emissions achieved by removing impurities from fuel gas, andmore efficient energy use.
Ion exchange membranehttps://www.fujifilm.com/jp/ja/business/manufacturing-process/ion-exchange-membranes/overview(in Japanese only)
Membranes in general
https://www.fujifilmmembranes.com/

Water-soluble,
polymerizationmaterials• The use of highly water-soluble monomers reduces VOCs inadhesives, paints, coatings, etc..
• Bring both reactivity and safety when used in materials in a wide
range of fields, including medical equipment and materials, electronicmaterials, optical materials, recording materials, printing materials,
etc.
Water-soluble monomers
https://specchem-wako-jp.fujifilm.com/whm/methacrylamide_monomers.htm(in Japanese only)

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Environmental Aspects
3.5 ｜ Management of Chemical Substance

3.5.5 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: 	Upgraded to a new version of chemSHERPA, in compliance with the international standard IEC 62474.
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. Supplier understanding of the scheme has reached90%, notwithstanding the COVID-19 pandemic.
Target 2: 	Continue providing Article Information Sheets (AIS).
Result: 	Total of 236 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.
	· In response to a request from Japan’s Ministry of Economy, Trade and Industry regarding technical supports
in handling chemicals for the ASEAN region, Trade and Industry, we gave presentations and practices on
chemical risk assessment based on our own experiences for the regulatory authorities and chemicals industry
associations of Indonesia and Thailand.

3.5.6 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 half the previous year’s level.
Direct Emissions of FCs and VOC
Unit

FY2016FY2017FY2018FY2019FY2020PFC

kg PFC/metric tons
produced

1,257

62

112

0

0

CFC

kg

1.06

161.1

0.15

0

0

HCFC

kg

4,900

3,403

5,344

3,489

2,938

HFC

kg

3,586

6,650

5,633

5,444

5,147

VOC

metric tons

750

800

707

735

683

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

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Environmental Aspects
3.5 ｜ Management of Chemical Substance

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 found on the following Fujifilm website.
Subjects and Circumstances for PRTR Notification
https://holdings.fujifilm.com/en/sustainability/activity/environment/environmental-preservation#nav_02

VOC emissions by region 

Unit: hundred tons/year

FY2016FY2017FY2018FY2019FY2020

Japan

5.9

6.4

5.8

6.1

5.5

Overseas

1.6

1.6

1.3

1.3

1.3

Group total

7.5

8.0

7.1

7.3

6.8

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

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

1.5

4

Methyl alcohol

23.6

19

Ethyl acetate

6.6

5

Methyl ethyl ketone

-2.1

-7

Acetone-0.4-20Name of substance* Reduction in volumes in FY2019 compared with actual levels in previous year

3.5.7 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.
Annual Changes in Amount of Specified Hazardous Waste

Amount of specified hazardous waste

Unit: t

FY2016FY2017FY2018FY2019FY2020

2,235

2,094

1,570

1,304

1,322

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Environmental Aspects
3.5 ｜ Management of Chemical Substance

Storage and Management of Devices/Equipment Containing PCBs* (FY2020)
Types of equipment containing PCBs Unit

Storing and managing amount

Unit

Japan

Group total

High voltage transformers

Quantity017High voltage condensers

Quantity090

PCB oil waste, etc.

kg

0.0

0.0

Sludge, etc.

m3

0.0

0.0

Fluorescent lamp stabilizers

Quantity

5,936

5,936

Low voltage condenser excluding
fluorescent lamps

Quantity

90,54890,548Low voltage transformer Quantity

Quantity

0

0

kg

1,061

1,061

Quantity

413

413

Rags
Other devices Quantity* Excludes PCB wastes in low concentration

3.5.8 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 are using IoT technology to reinforce environmental monitoring to preventthe release of waste in excess of regulatory levels outside factory premises.
Annual Changes in Volume of Atmospheric EmissionsSox emissions

NOx emissions

Soot particle emissions

Atmospheric emissions ofspecified CFCs*

Unit: tons/year

FY2016FY2017FY2018FY2019FY2020

Japan

19

15

19

11

15

Overseas

2

3

3

1

0

Group total

21

18

22

11

15

Japan

369

290

232

242

225

Overseas

86

111

94

82

43

Group total

455

401

326

325

268

Japan

2.3

2.4

1.8

2.1

2.2

Overseas

1.0

1.8

3.3

5.7

0.1

Group total

3.3

4.2

5.1

7.9

2.3

CFC-11

0.00

0.16

0.00

0.00

0.00

CFC-12

0.00

0.00

0.00

0.00

0.00

* 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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3.5 ｜ Management of Chemical Substance

Annual Changes in Water Contaminant Burden & Emissions*1

Unit: tons/year

FY2016FY2017FY2018FY2019FY2020

Japan

69.0

55.9

68.6

49.4

54.1

Overseas

55.5

49.6

27.2

19.7

25.6

Group total

124.5

105.4

95.8

69.1

79.7

Japan

30.2

24.3

26.8

25.1

21.5

Overseas

0.5

0.1

0.6

1.2

0.5

Group total

30.7

24.5

27.4

26.3

22.1

Total amount of nitrogen
emissions

Japan

170.9

181.7

167.2

143.1

149.4

Total amount ofphosphorous emissions

Japan

1.4

2.7

1.8

2.0

2.7

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.

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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Environmental Aspects
3.6 ｜ Biodiversity Conservation

3.6 Biodiversity Conservation
3.6.1 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

3.6.2 Risk Assessments of Our Business Activities
The Fujifilm Group assesses and promotes to minimize biodiversity risks in its business operations. Our findings regarding
the impact of our business activities on biodiversity led to our designating paper procurement in our Document Solutions
business as a priority area affecting forest resources. In 2018, in compiling the Natural Capital Accounting data we disclosein our Integrated Report, we used the Natural Capital Protocol from the Natural Capital Coalition to assess the impact of
our Document Solutions business on paper procurement and its dependency on natural capital. Specifically, we comparedprocurement of raw materials for paper production from sustainably managed forest resources with procurement from forest
resources that have problems with sustainability and evaluated their respective impacts on climate change, public health andsanitation and biodiversity. The results showed that procurement from sustainable resources reduced our social loss in therange from 20 (in minimum) 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.

3.6.3 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 [Defense]

Contribution to maintain/recover on biodiversity [Offence]●●

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 environment 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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Environmental Aspects
3.6 ｜ Biodiversity Conservation

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 in paper procurement
As the Document Solutions business sells paper for printers and copiers, the company declares that it procures pulp fromforests that are managed with consideration for the environment and human rights, avoiding any involvement in forest
destruction and human rights infringements.
To realize this, we established the Environmental, Health, and Safety Requirements regarding Paper Procurement. These
rules specify paper quality standards for procurement, as well as selection criteria for material suppliers. Through theserules, we request material suppliers to pay attention to biodiversity and respect the rights of local residents in their business
operations.
We also hold an annual meeting of the CSR Paper Procurement Committee, chaired by the director responsible for
procurement, in order to confirm the compliance status of existing suppliers and to select new suppliers.
Percentage of suppliers fully meeting our paper procurement standards for shared paper procurement (Document Solutions):
100%
Percentage of FSC®-certified paper brands for paper products in Document Solutions: 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 living in
the Kumamoto City area. Thirteen thousand broad-leaf trees including konara oak and yamazakura cherry have been planted
over 5.24 hectares of land.

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Environmental Aspects
3.6 ｜ 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.”

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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Social Aspects
4.1 ｜ Employee Overview

4.1 Employee Overview
4.1.1 Basic Approach

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· Fuji Xerox Co., Ltd. changed its corporate name to FUJIFILM Business
Innovation Corp. as of April 1, 2021.

Under our corporate slogan, “Value from Innovation,” the Fujifilm Group has been transforming our businesses proactively
in the rapidly changing business environment, aiming at delivering value to society. To realize the aim, we emphasize thateach and every one of our diverse employees has his/her unique strengths and exercises the full potential. We have beencreating a workplace that enables our employees to achieve results through efficient and productive manners of working while
collaborating with various stakeholders, both inside and outside the Group.

4.1.2 Basic Data
Fujifilm Group Employees

As of March 31, 2021

Total

Male

% of total

Female% of total

9

6

67%

3

33%

73,27552,42572%

20,85028%

Managerial personnel*

14,322

12,112

85%

2,210

15%

General employees

58,95340,31468%

18,639

32%

9,731

—

—

—

—

Executive officers (excluding Directors)
Regular employees

Non-regular employees* Based on the definition by each overseas subsidiary

4.1.3 Regular Employees

As of March 31, 2021

FUJIFILM Corporation

FUJIFILM Business Innovation
Total

Male

Female

Total

Male

FemaleNumber of employees
Proportion

4,655
100%

3,840
82.5%

815
17.5%

Number of employees
Proportion

7,227
100%

6,019
83.3%

1,208
16.7%

Managerial personnel
Proportion

1,152
100%

1,099
95.4%

53
4.6%

Managerial personnel
Proportion

1,465
100%

1,345
91.8%

120
8.2%

Average age

42.86

43.25

41.01

Average age

45.26

46.16

40.81

Average length of
employment (years)

18.09

18.16

17.75

Average length of
employment (years)

20.33

21.06

16.71

Utilization of paid
leave*1

67.2%

ー

ー

Utilization of paid
leave*1

55.3%

ー

ー

Turnover rate*2

1.42%

1.34%

1.77%

Turnover rate*2

3.49%

3.21%

4.85%

*1 Based on the fiscal year (from April 1, 2020 to March 31, 2021).
*2 Turnover rate =Attrition + Voluntary
Total number of employees at FUJIFILM
Corporation at the end of the preceding fiscal year

(numerator not counting compulsory retiree, transferee to othergroup companies, or retiree through the early retirement program)*1 Based on the calendar year (from January 1, 2020 to December 31,
2020)
*2 T
 urnover rate =Attrition + Voluntary
Total number of employees at FUJIFILM Business
Innovation Corp. at the end of the preceding fiscal year

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

Re-employment after compulsory retirement*

As of March 31, 2021

FY2020
FUJIFILM Corporation

71

FUJIFILM Business Innovation

191* Employees re-employed during the relevant fiscal year after compulsory retirement
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Social Aspects
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· 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 Chapter 1 of the Fujifilm
Group Code of Conduct (“Respect for Human Rights”). Diversity of our people and non-discrimination culture form the basefor us at the Fujifilm Group. We aim to become a robust organization that can contribute to a prosperous society by creating
new values through respecting, accepting, and being inspired by each employee’s personality and individuality.
We are fully committed to providing equal opportunities in hiring, promotion and advancement, 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
to continue their work and then smoothly resume fulltime working. This support aims to ensure opportunities not only for theemployees to grow through their working experiences but also for the Fujifilm Group to fully leverage their diversity for theGroup.
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.”

Target 1: Promoting talented employees worldwide
Principal indices:		

Percentage of international employees*1 in major positions*2 in the Fujifilm GroupFY2030 target: 35%, FY2020 results: 27%*1 International employees: Non-Japanese
We continue to promote talents who can lead our businesses in different markets regardless of their nationalities.
*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.

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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%, FY2020 results: 15.4%
		(2) P ercentage of women in managerial positions in the Fujifilm Group Japan
FY2030 target: 15%, FY2020 results: 5.8%
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 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 andAdvancement in the Workplace. Both plans have been made public.
Principal indices:

Percentage of Women in Managerial Positions
FY2018FY2019FY2020

FY2030 target

Fujifilm Group

13.9%

14.5%

15.4%

25.0%

Fujifilm Group Japan

5.4%

5.4%

5.8%

15.0%

* Based on the definition by each overseas subsidiary

Target 3: Continue exceeding the legally-stipulated rate of employment of people withdisabilities (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%), FY2020 results: 2.48%
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*
FY2016

As of April 1, 2021

FY2017FY2018FY2019FY2020

FY2030 Target

2.32%

2.42%

2.48%

Higher than thelegally-specified
percentage (2.35%)−

Fujifilm Group
FUJIFILM Corporation

2.24%

2.27%

FUJIFILM Business
Innovation Corp.

2.22%

2.18%

* 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)
Principal indices:		(1) Job retention rate three years after returning from childcare leave
FY2030 target: 100% (Fujifilm Group Japan),
FY2020 results: 90.5% (FUJIFILM Corporation)(2) J ob retention rate three years after returning from nursing care leave.
FY2030 target: 100% (Fujifilm Group Japan),
FY2020 results: 100% (FUJIFILM Corporation)

Since fiscal 2020, we have expanded the scope of this metric to cover the entire Fujifilm Group in 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.
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97Social Aspects
4.2 ｜ Diversity and Equal Opportunities for Employees

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 working environment for
employees working from home.

Returning Rate from Childcare and Nursing Care leaves
FUJIFILM Corporation

FUJIFILM Business Innovation Corp.
Total

Male

FemaleReturning rate fromchildcare leave*1

93.9%(46/49)100.0%(16/16)90.9%(30/33)Returning rate fromnursing care leave*1

100.0%
(1/1)

N/A
(0/0)

Retention rate
after 3 years fromreinstatement(childcare)*2

90.5%(38/42)Retention rate
after 3 years fromreinstatement(nursing care)*2

100.0%(4/4)*1 Returning rate=

As of March 31, 2020

Total

Male

FemaleReturning rate fromchildcare leave*1

96.5%(111/115)

100.0%(47/47)94.1%(64/68)100.0%(1/1)

Returning rate fromnursing care leave*1

50.0%
(1/2)

50.0%
(1/2)

N/A
(0/0)

N/A
(0/0)

90.5%
(38/42)Retention rate
after 3 years fromreinstatement(childcare)*2

91.3%(73/80)80.8%(21/26)

96.3%(52/54)100.0%(2/2)

100.0%(2/2)

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

20.0%
(1/5)

N/A
(0/0)

20.0%
(1/5)

Number of returned employees whose expiration date of the leave arrived in FY2020
Number of all employees whose expiration date of the leave arrived in FY2020*2 R
 etention rate after 3 years from reinstatement (childcare) =Number of employees as of the end of the current fiscal year among those who
reinstated in the second preceding fiscal year
Number of employees reinstated after the leave in the second preceding fiscal year

FUJIFILM Holdings Corporation Management Performance 202198Social Aspects
4.2 ｜ Diversity and Equal Opportunities for Employees

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 stocked 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.

FUJIFILM Business Innovation Corp. (All those systems provide for generous leave beyond that required by law.)Childbirth and childcare• Paid maternity leave• Leave of absence for childcare (until
the child turns to two-years old, withfinancial support equivalent to housingrelated 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.

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Social Aspects
4.2 ｜ Diversity and Equal Opportunities for Employees

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

Labor Union Membership 

As of March 31, 2021

Total number of employees represented
by an independent trade union% of employees represented byan independent trade union*

8,154

68.5%

FUJIFILM Corporation and
FUJIFILM Business Innovation* % of employees represented by an independent trade union = Ratio to regular employees including managerial staff.

Revisions to Systems That Operate Based on Agreements between the Labor Unions and theCompany (in the last five years)
FUJIFILM Corporation
FY

As of March 31, 2021

Item

2016

• Partial revision of travel expense rules and company house management regulations• Partial revision of collective labor agreement and wage rules in response to establishment of a new branch• Partial revision of collective labor agreement, letter of agreement and work rules regarding childcare leave andnursing care leave

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)* F-PRO: Discretionary labor system of FUJIFILM Corporation

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Social Aspects
4.2 ｜ Diversity and Equal Opportunities for Employees

FUJIFILM Business Innovation Corp.
FY

As of March 31, 2021

Item

2016

• Agreement between labor and management regarding the terms and conditions for applying a program totransfer and a leave of absence due to accompanying a spouse’s transfer• Revision of systems for childcare and nursing care due to the change of the related laws
• Change of starting point for reckoning on yearly paid vacation according to the systems at the Group companies
in Japan2017• 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

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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· 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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102Social Aspects
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 major business sites inside and outside Japan, occupational health and safety officers are appointed. These officers
create and implement measures and education programs to reduce workplace accidents and conduct self-checks using adesignated checklist toward the target of zero workdays lost through accidents etc. They also monitor the progress of theirmeasures. Further, each site sets its own measures to protect employees’ health and safety, such as chemical substancemanagement, depending on the nature of its business.
Moreover, we regularly conduct labor-management consultations on occupational safety at each site of Fujifilm Group
companies.
In 2020, FUJIFILM Holdings is to enact, at its sites all over the world, new Occupational Health and Safety Regulations
that meet the requirements of ISO 45001:2018, an international occupational health and safety standard. The enactment andoperation 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.

1. Efforts for occupational health and safety
Group-wide target #1: Zero 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
FY2020Fujifilm Group*

32,674* Scope: Fujifilm Group

Including those who are acquired licenses, skill training courses, and special education required by law when engaging inhazardous work.

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

2. Serious workplace accidents in FY2020
Fujifilm Group: 1- Cutting left fingers during maintenance of the equipment (FUJIFILM Business Innovation Japan)
Number of Fatal Workplace Accidents

Fujifilm GroupFujifilm*
FUJIFILM Business
Innovation*

FY2016FY2017FY2018FY2019FY2020TargetEmployees

0

0

0

1

0

0

Contracted

0

0

0

1

0

0

Employees

0

0

0

0

0

0

Contracted

0

0

0

0

0

0

Employees

0

0

0

1

0

0

Contracted

0

0

0

1

0

0

* Fujifilm and FUJIFILM Business Innovation (-FY2018), Fujifilm, FUJIFILM Business Innovation and their group companies (FY2019-)

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

3. Workplace accident rate and workplace accident severity
Japan

FY2016FY2017FY2018FY2019FY20200.00(0.37)

0.35(0.28)

0.12(0.47)

0.42(0.42)

0.29(0.32)

Fujifilm and its groupcompanies in Japan*1

0.00

0.30

0.00

0.30

0.31

FUJIFILM Business Innovationand its group companies inJapan*2

0.00

0.37

0.18

0.54

0.28

FY2016FY2017FY2018FY2019FY2020

3.79

1.87

2.71

1.36

2.01

3.79

1.87

2.71

1.53

1.85

1.23

2.24

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

FY2017FY2018FY2019FY2020

0.00
(0.0)

0.00
(0.01)

0.00(0.01)

0.003(0.01)

0.004(0.01)

Fujifilm and its groupcompanies in Japan*1

0.00

0.00

0.00

0.005

0.003

FUJIFILM Business Innovationand its group companies inJapan*2

0.00

0.00

0.00

0.002

0.004

FY2016FY2017FY2018FY2019FY2020

0.07

0.04

0.06

0.031

0.036

0.07

0.04

0.06

0.043

0.033

0.022

0.041

Overseas
Fujifilm Group (Overseas)*3
Workplace
accident
severity*5

Target

FY2016
Fujifilm Group (Japan)

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

Fujifilm and its groupcompanies outside of Japan*1
FUJIFILM Business Innovationand its group companies
outside of Japan—

TRIR (Fujifilm Group)
FY2016FY2017FY2018FY2019FY2020

—

—

—

2.10

2.34

TRIR

*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: 2020 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 and occupational
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. Group-wide wellness
promotion meetings are organized to share the Group wellness policy and related information.

1. Enactment and dissemination of Fujifilm Group Employee Wellness Declaration
With the adoption of Fujifilm Group Employee Wellness Declaration, we have conducted an e-learning course supervisedby occupational health physicians to gain a deep understanding of the declaration among all employees since fiscal
2019. More than 42,000 employees in Japan participate in the course every year. 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 and the presidents of their subsidiaries have declared
their personal wellness commitments on the intranet. With the disclosed commitments including 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 .
KPIs in Health Issues, Mid-term Targets and Results
Mid-term Targets for
FY2022

Results for
FY2019Results for
FY2020

Employees with BMI > 25

21%

25.9%

27.0%

Employees with HbA1c > 6.0%

6%

7.7%

7.8%

Employees who smoke

12%

22.6%

20.8%

Lungs

100%

98.6%

98.9%

Stomach

100%

78.5%

84.7%

Endoscope

90%+

56.6%

60.7%

Large intestine

100%

82.0%

91.5%

Breasts

90%+

72.5%

79.7%

Cervical

90%+

59.2%

66.9%

Priority Areas
Behavior-relatedDiseases
Smoking

Cancer

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

Efforts against cancer
Cancer is one of the five priority areas. We launched Fujifilm Nishi-Azabu Medical Center* in our Nishi-Azabu HQ in 2014. The
center has contributed to increase the number of employees who receive cancer screening. For example, the percentage
of Group employees in Japan who received stomach cancer screening as a part of the company’s regular health checkup
program is now higher than that in fiscal 2015 by more than 10 percentage points. Moving forward, by fiscal 2022, we strive tobring this figure 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 thechances of early cancer detection and receiving appropriate treatment.
* The Medical Center is equipped with endoscopic systems incorporating our unique advanced technologies to offer upper and lower endoscopy
services. Such technologies include a transnasal endoscope that is inserted through the nose to reduce nausea caused by gag reflex. The
medical center also has mammography and breast ultrasound equipment to offer gynecological checkups to the employees. Fujifilm HealthManagement Center in Minami-Ashigara City, Kanagawa Prefecture, Japan also offers similar screening and checkup services as Nishi-Azabu
Medical Center.

Cancer Screening (Fujifilm Group Health Insurance Association Subsidy Program)Cancer type

Procedure

StomachEsophagus

Large IntestineInterval

Endoscopy (X-ray)

Over 35/over 40

AnnualFecal occult blood test

Over 35/over 40

AnnualColonoscopy

Over 50

Once during
employment period

FemaleAnnualUltrasound (under 39)

BreastTarget Group

Mammography (over 40)

CervicalCytologic diagnosis

FemaleAnnualProstate

PSA (blood)

Male over 50

Biennial

Lung

Chest helical CT

Over 40

AnnualLiver, kidney, pancreatic, biliary tract

UltrasoundOver 35/over 40

Annual

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
In JapanPriority Areas

FY2020 programs

Behavior-relatedDiseases

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

Survey of the implementation rate per company

Online program for quitting smoking

153 participants

Free distribution of two weeks’ worth ofantismoking patches

782 participants

Free distribution of antismoking chewing gum

186 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.

During the Breast Cancer Awareness Month,a webinar was held to give a lecture by aradiologist engaged in the joint research on
FUJIFILM Mammography.

450 employees participated in the webinar on theimportance of breast cancer checks; the webinar wasrecorded and made accessible by all employees via
our intranet.

Smoking

Cancer

FY2020 results, etc.

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107Social Aspects
4.3 ｜ Health, Safety and Wellness of Employees(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 resuming business at our overseas sites after temporary closure, we have been making efforts to maintain safe operations
under the new conditions. Such efforts include developing Infection Control Guidelines in compliance with the respective
national and regional guidelines and holding COVID-19 seminars for employees.
(3) Recognition
In March 2021, FUJIFILM Holdings was listed on the Health and Productivity Stock Selection 2020 for the first time. 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.
On top of that, 19 companies in the Fujifilm Group were certified as “Health and Productivity White 500” for 2021 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 health and productivity
management initiatives by those companies are highly recognized.
Listed on the Health and Productivity Stock Selection 2021 for the first time

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

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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· Fuji Xerox Co., Ltd. changed its corporate name to FUJIFILM Business Innovation Corp. as of April 1, 2021.

4.4.1 Basic Approach
The Fujifilm Group values human resource development as we believe that individual growth is extremely important for thecompany’s growth. In order to accelerate the global development of a company in a rapidly changing business environment, it
is indispensable that each employee initiates their own reforms by sensitively detecting and responding to social changes froma wide viewpoint embracing those changes as growth opportunities as an individual. We are working to develop a corporate
environment where individuals and organizations can build their capacities and concentrate on their tasks through exerting
their abilities to the fullest extent and thereby improve their careers.

Corporate culture
The Fujifilm Group strives to foster an inclusive culture where our diverse employees with unique strengths can exercise
their full potential – to realize such an ambition, we build productive workplace so that results are delivered without
depending on long working hours. Our employees can enjoy growth and success of their own and of the Group throughdriving changes while contributing perspectives untied to stereotypes along with working enthusiastically with innovativemindset.
Employee development
We believe that a team can achieve required growth most effectively when a strong leadership exists. Team members
are to capture maximum opportunities from the changes they face and to dedicate their best efforts for their own growth;managers are to be passionate about and truly committed to providing their subordinates with all the necessary coachingand support for their growth. The Fujifilm Group’s approach is to increase the number of employees with highly competitive
strengths who are keen to continuously build up-to-date skills, and hence are capable of powering our innovation.

4.4.2 Structure for Human Resource Development
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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4.4 ｜ Employee Development, Talent Attraction and Engagement

1. Human resource development programs
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
Development of global leadership
Dissemination of corporate philosophy

FUJIFILM Global Leadership Seminar
FUJIFILM Regional Leadership Seminar
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. 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. Career development “+STORY (plus-story)”
The Fujifilm Group employees are encouraged not to avoid facing and overcoming various changes around them since wehave a strong belief that any changes encountered can be leveraged as growth opportunities for them.
With that respect, we have launched a career development tool called +STORY (plus-story) in Japan. Employees encounter
different situations time to time naturally while they are absorbed in their tasks at hand. Each situation is accompanied
by particular feelings such as fulfilled, delighted, impressed, disappointed, frustrated, or painful. Those personal feelings
employees experienced act as the threads for weaving their unique stories using the +STORY format. In the annual +STORY
conversation with their immediate managers, employees identify completed and ongoing tasks and develop individual annual
plans based on their stories.

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Our +STORY enables employees to receive multiple “plus” while they follow the defined process; lessons learned from theirown experiences, setting a stretch goal reflecting those lessons, and supports by their managers for pursuing their 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.

4. 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 Whistle-Blowing Office and Consultation Office.

4.4.3 Effort 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. In fiscal
2000, we adopted online sessions widely for the sake of keeping social distance under the lasting COVID-19 pandemic.
FY2020 Training and Development Inputs

Total
Average per employee

Time spent

Amount spent

3,859,041 hours

553,394,406 yen

53 hours (6.9 days*)

7,552 yen

* Time spent in days is based on our normal working hours per day, 7 hours 40 minutes or 460 minutes.

We continued to provide our employees with the FUJIFILM WAY Training and STPD (See-Think-Plan-Do) Training in fiscal 2020.
These programs are incorporated into the training sessions for new and promoted employees in Japan. We provide e-learning
courses so that our overseas employees may participate in the training at the convenience of each organization.
We also continued offering our data science training programs in fiscal 2020 to bring digital transformation to the entire
business and enhance employees’ IT literacy for better productivity. There have been some 600 participants to the programs
to date, 150 of which were followed up to help them apply what they have learned from the programs in their tasks. At the sametime, we further improved efficiency in business operations utilizing ICT, such as spreading the Robotic Process Automation(RPA) and Business Intelligence (BI) tools. In addition, we launched an introductory data science training course for managers
to drive the employment of IT skills at the workplace level. Some 1,300 managers participated in fiscal 2020 alone.

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, 2021

FY2020Use of Management by Objective approach

100%

Comparative ranking of employees within one employee category

100%

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4.4 ｜ Employee Development, Talent Attraction and Engagement

3. Career development review (+STORY)
To help our employees learn from other employees’ stories, we launched +STORY Live, an online series, as well as +STORY
interviews on the intranet. Both cover actual stories by our employees from a variety of fields in the Fujifilm Group and theshared stories inspired employees to weave their own stories.
Furthermore, we continued to offer sessions on balancing work and childcare, focusing on the employees who had
returned from childcare leave. The sessions helped reinstated employees, regardless of gender or ages, resume their career
path using the +STORY tool in parallel with balancing workplace and household responsibilities.

4. Employee engagement(1) Employee engagement survey
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 positively. Likewise, to the question ”You feel that your current job is rewarding,”
67% responded positively. 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.
We will conduct engagement surveys every two years to regularly measure the levels of the key metrics so that we canbuild a workplace for our employees to be actively involved in their work and to invest in their enthusiasm and talents evenfurther.
FY2020 Results: “Proud to work for the Group”% of Actively engaged employees*

Are you proud to be working for the Fujifilm Group?

FY2017(most recent survey
before FY2020)

FY2020

FY2020 Target

84%

75%

75%

* 4 point scale for FY2017 and 5 point scale for FY2020; in either survey, “Strongly agree” and “Somewhat agree” responses are combined to show
the overall percentage of actively engaged employees.

FY2020 Results: “Current job is rewarding”% of Actively engaged employees*
FY2020“You feel that your current job is rewarding”

67%* 5 point scale; “Strongly agree” and “Somewhat agree” responses are combined to show the overall percentage of actively engaged employees.

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

Number of employee stock owners

10,688

11,344

13,227% of ownership*

30%

32%

37%

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

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4.4 ｜ Employee Development, Talent Attraction and Engagement

6. Attracting talents
As a global group operating a wide range of businesses, we have been working to attract talents, irrespective of gender andnationality, who can contribute to starting new businesses and quickly get them on track. Talented employees are promoted
to major positions regardless of their nationalities and serving years.

7. Regular employees new hires
FUJIFILM Corporation

FUJIFILM Business Innovation
Total

Male

Female

107

83

24

Technical
positions

59

47

12

Administrative
positions

48

36

12

Factory
recruitment

0

0

0

Total
Numberof new
graduate
new hires*1

Startingsalaries
for new
graduates*2

Graduate

235,000 yen

Master263,600 yen

Doctor288,300 yen

Number of mid-career
recruitment*2

15

13

Total

Male

Female

167

129

38

Technical
positions

73

63

10

Administrative
positions

94

66

28

Total
Numberof new
graduate
new hires*1

Startingsalaries
for new
graduates*2

Graduate

231,530 yen

Master257,280 yen

Number of mid-career
recruitment*2

2

41

33

8

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

Number of new employee hires*
FY2017FY2018FY2019FY2020

120

152

152

122

Male

89

110

118

96

Female

31

42

34

26

133

174

192

208

Male

85

139

149

162

Female

48

35

43

46

253

326

344

330

Male

174

249

267

258

Female

79

77

77

72

Total
FUJIFILM Corporation

Total
FUJIFILM Business Innovation

Total
FUJIFILM Corporation and FUJIFILM
Business Innovation* The number of employees joined within this fiscal year.

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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 in
2018.
The Fujifilm Group aims to grow together with our suppliers through sharing with them the recognition of the importanceof social responsibility and corporate ethics in undertaking business activities. With this aim, we clearly communicate to our
suppliers our “Request to Suppliers” which refers to Fujifilm Group Charter for Corporate Behavior and Code of Conduct andrequest 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 healthcare 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

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 July 2020, the ESG Committee added “Activities for identifying significant human rights issues in businessactivities 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 business involving large investment, we perform human rights checkup as a part of the comprehensive due diligenceprocess, to assess the appropriateness of such investment.

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4.5 ｜ Human Rights

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 and continued to implement associated activities in fiscal 2020:(1) Inappropriate working environments and labor practices at suppliers;(2) Long working hours, discrimination and harassment of our employees;(3) Violations of the rights of participants in clinical trials in our healthcare business.
These priority issues concerning human rights were shared and discussed among top management as a major theme at
the regular Board of Directors meeting of FUJIFILM Holdings held in July 2020.
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

Severity (scale, scope)(3) Violations of the rightsof participants in clinical
trials in our healthcare
business

Conflict
Minerals

Human Rights
of Patients

Environmental
Conservation

Workplace
SafetyLong Working
Hours

Discrimination
Supplier

Product Safety

ConsumerSocial Security
Long Working
Hours

Protecting Privacy
information

Company
Employees

Forced Labor,
Child Labor

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 lot of
suppliers to work with. In these circumstances, one of our priority human rights issues to tackle is possible inappropriate work
environments and labor practices at our suppliers. The Fujifilm Group implements actions for respecting human rights in our
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 to gain the understanding of suppliers
involved in the Group’s product manufacturing 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 thebase for business activities. The Group’s sustainable procurement program comprises (1) Communication of procurementrelated policies; (2) Risk assessments at 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 laborand encouraging better labor management, occupational health and safety, and consideration for migrant workers.
Procurement Policy and Request to Suppliers

https://holdings.fujifilm.com/en/sustainability/vision/policy/procurement(2) Long working hours, discrimination and harassment of our employees
Employee education regarding human rights issues
The Fujifilm Group has started 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
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Social Aspects
4.5 ｜ Human Rights

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 Business
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 2020, see 2.2.6 Effort Results in this report.
For external stakeholders, we provide “Contact Sustainability” form on our official website to listen to the feedbacks on oursustainability 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 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 ｜ Human Rights

4.5.3 Results for Measures Including Remedies and Corrective Actions
1. Establishing and disseminating policies related to human rights
In July 2020, the Fujifilm Group Global Healthcare Code of Conduct was established to clarify our commitment to humanrights in the healthcare business. In October 2020, we released Guidelines on the Global Healthcare Code of Conduct 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, Pharmaceuticals Businessand Life Sciences Business (now the Consumer Healthcare Business). The approximately one-hour program was held online
a total of 22 times until February 2021. Training materials adapted to the distinctive characteristics of each business division
including case studies were used to encourage practical application and wider employee awareness and understanding. For
employees outside Japan, an e-learning program for basic training in understanding our Code of Conduct began in February
2021. It has now been implemented for approx. 20,000 employees in 73 companies in our healthcare business (including 18
companies in Japan).
In December 2020, the Fujifilm Group AI Policy established the basic principles for the application of AI technology, such as
respect for human rights and fair and appropriate use of the technology, for our various businesses in the drive to accelerate
the use of the technology to resolve social issues. In developing the Policy, awareness-sharing and discussions were heldon the risks related to human rights that are likely to emerge in the development and provision of technologies, products andservices, including discussions with the heads of the R&D divisions responsible for using AI in developing our products andservices, the heads of various functional divisions working on improving business efficiency and the Chief Technical Officer.
The Policy was presented in November 2020 at an internal IT lecture related to our DX (digital transformation) strategy and AI
strategy, attended by more than 1,200 managerial personnel. The objectives of the Policy were also presented in March 2021
in Japan to the Chairperson of the Conference toward an AI Network Society organized by the Ministry of Internal Affairs andCommunications, at its seventh hearing.

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 other regions, we are improving our assessment of human rights risks. We have designated China, where anumber of our manufacturing sites are located, as a priority region. In fiscal 2020, we broadened the scope of risk assessment
target sites 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. Suppliers where labor practice problems are found arerequested to make improvements from the standpoint of human rights. In addition to corrective action, we are continuing tomonitor the progress made with improvements.
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 2020 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 2020, there were no reported
incidents involving violations of the rights of indigenous peoples in the business activities and procurement activities of the
Fujifilm Group.
As for human rights issues in the supply chain, we are releasing information on possible risks and the objectives ofsustainable procurement on the Group’s intranet to raise employee awareness. We will continue to foster greater understanding
across the Group. For details of our sustainable procurement activities, including activities related to conflict minerals and otherthemes 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 2020, potential and actual risks related to long working hours, discrimination and harassment were identified in
186 companies in the Fujifilm Group. Preventive and mitigation measures have been developed and implemented at allthese companies. In business divisions where potential and actual risk levels were found to be high, training was conducted
specifically focusing on discrimination and harassment. Risk managers in various companies were also trained in the detailed
handling of reported cases including those of bullying or harassment. As one of the preventive measures, power harassment
training programs were implemented for managerial personnel of Japan subsidiaries in July to September 2020, and 3,800
managers participated.
In fiscal 2020, a program focusing chiefly on harassment issues was added to the training for the Fujifilm Group Charterfor Corporate Behavior and Code of Conduct for some employees in Japan and certain other Asian countries where interest

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4.5 ｜ Human Rights

in workplace harassment is high. Approximately 69,600 employees participated in the program. Referring to the Black Lives
Matter (BLM) movement that has spread across the world in 2020, we shared information on the approach to human rights
required of businesses and employees on our Group intranet to foster employee understanding in Japan where human rights
issues are not familiar topics to discuss.
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 2020,
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 FY2020,
we have 227 employees from 15 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.
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 2020.
(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 2020.

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 trials participants.
In fiscal 2020, we concluded 38 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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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 research and education, culture, arts and sports, health and natural environment. We value cooperation andcollaboration 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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Social Aspects
4.6 ｜ Corporate Citizenship4.6.2 Major Examples of Social Contribution through Business Activities
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.

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.

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.”

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.

SDGs

  

  

  
  

  

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)• Minami-Aso Ground Water
Conservation (Number ofparticipants)

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 Koushien by highschool students (Number ofparticipants)• Offering learning materials inemerging countries• Sponsoring All Japan HighSchool Soccer Tournament

We expect to create
further printing demandin photographic
products and in
the graphic systembusiness. Our approachshould also create new
demand for our business
innovation areas (former
document business).
The results will be seenin our sales and profits.

• Holding The Heart to Heart
Communication—“PHOTO
IS” 50,000—Person Photo
Exhibition, and other eventsin FUJIFILM Square (Numberof participants)• Reproduction anddigitalization of historical
documents (Number of
documents were restored)• Supporting Special Olympics
Nippon• Sponsoring SUPER CUP
2021 soccer competition

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.

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Social Aspects
4.6 ｜ Corporate Citizenship4.6.3 Social Contribution Activities Continued by the Fujifilm Group
Environment●

Volunteer 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)

●
●
●
●●

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

Education andresearch●●●

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)“Kids’ ISO 14000” program (FUJIFILM Business Innovation)
Kikigaki-Koshien (Fujifilm)

●
●
●
●
●

Culture, arts andsports

●
●
●
●
●
●

Health●The Heart to Heart Communication—“PHOTO IS” 50,000—Person Photo Exhibition (Fujifilm)
Fujifilm SquareAlbum Café (Fujifilm)
Reproducing historical documents (FUJIFILM Business Innovation)
Creating digital archives of cultural assets (Fujifilm)
Photo Rescue Project (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)

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121Social Aspects
4.6 ｜ Corporate Citizenship4.6.4 Results of Social Contribution (FY2020)
1. The amount of expense on social contribution
The Amount of Expense of FY2020 by Category in the Fujifilm Group(Unit: million yen)Type of contribution

AmountEducation for future generations

109

Harmony with the local community

126

Promote culture and the arts in society (in Japan)

634

Consideration for the international community and international cultures

2

Cooperation with NGOs and NPOs

77

Total

948

* See Chapter 5. Sustainability Accounting

Monetary value of 2020 Fujifilm Group Social Contribution Activities

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

Cash

Goods

Volunteering
cost*

Operation cost /other expenses,
etc.

389

23

5

530

* Volunteering cost = Hours spent on volunteer activities × salary

2. Community investment cases
In Japan● Fujifilm Green FundIn commemoration of FUJIFILM’s 50th anniversary, Fujifilm
started this Fund as Japan’s first charitable trust to protect naturein 1983.
Through this fund, we offer financial support for nature protection
activities and research bodies, and host nature protection
awareness raising programs for primary and junior high school
pupils.

Overseas● Contribution to recover the original marshland and bushland

Dutch nature preservation group, Natuurmonumenten has been
recovering woodland and agricultural land in Huis ter Heide backinto the original marshland and bushland since 1993. Fujifilm’s
office is in Tilburg, near Huis ter Heide and the company has
contributed to Natuurmonumenten’s activities through financial
support of more than 100,000 euros over the last 10 years.

● HASU-Club (FUJIFILM Business Innovation)

This is a volunteer support organization established by
employees’ own initiative in 1991. 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
an amount that the individual wishes to add monthly. The fundis then reserved and the company offers matching donations
in four charity areas; “social welfare,” “culture and education,”“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 which is environmental
friendly has replaced a conventional product. The total effect on customers in fiscal 2020 fell by ¥300 million (approx. 1%) overthe preceding fiscal year ¥27.8 billion.
(Unit: million yen)

FY2018Amount
FY2019FY20201. High-density magnetic memorymaterials

8,414

8,252

9,148

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

2,598

3,382

2,516

3. Film for LCDs: WV films

2,790

2,398

2,476

4. D
 igital color multifunction
device and printers

16,986

14,033

13,635

Total

30,78828,064

27,774

Product* Since 2019, the second item in the above chart is changed from “Pre-sensitized alminium plate not using plate-making film” which has been listed
until last year to “Processless CTP plate that does not require developer”

2. Social impact assessment in 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.
(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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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 positive responses
in surveys (level of recognition/
reputation in local communities)• Number of partners for the
project• Number of media reports on
the projectGreater 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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124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,etc. about the project

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>
FY2020 (April 1, 2020 to March 31, 2021)<Scope of labor environment and social benefit accounting>	60 domestic companies in the Fujifilm Group	(FUJIFILM Holdings, FUJIFILM Corporation and 19 Fujifilm affiliates, FUJIFILM Business Innovation and 38 FUJIFILM
Business Innovation affiliates)· All the sales companies under FUJIFILM Business Innovation were consolidated in April 2021 and reorganized as FUJIFILM Business Innovation
Japan. Please note that the statistical data given here are for the fiscal 2020 results based on the number of companies that existed prior toconsolidation.

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
FY2019FY2020Occupational health and safety

1,548

2,588

Employee development

936

637

Protect diversity

27

20

Develop a workplace in which employees can work
comfortably

896

531

Customers

Ensure appropriate customer response and safety

197

170

Future generations

Education for future generations

49

109

Communities(local society andgovernment)

Harmony with the local community

115

126

Promote culture and the arts in society (in Japan)

729

634

International
community

Consideration for the international community andinternational cultures

1

2

NGOs and NPOs

Cooperation with NGOs and NPOs

18

77

Suppliers

Consideration for products

15

15

4,533

4,908

Employees

Total

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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)

FY2019FY2020

2,575

2,480

6

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 FY2020• Efforts are made to ensure occupational health and safety and employee development including employee training.
• For local communities, expenditure includes supports and donations for recovery from the damage caused by typhoons
and heavy rains. In the promotion of art and culture, expenditure includes Fujifilm Square as the base for preservation andcommunication 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 (2005 edition)” published by the Ministry of the Environment in Japan.
1. Depreciation is calculated in principle according to the straight-line method over a threeyear 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 fines for polluting and usage ofenergy, 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
2019
2020
2019
2020
1. C
 osts incurred within
1,539
1,761
6,242
6,732
the business site

Environmental conservation benefits
Economic impact inside the Group
Economic impact outside the Group
Fiscal year
2019
2020
Fiscal year
2019
2020

Reduced pollution
levy(1) Environmental
damage prevention(2) Global
environmental
preservation(3) Resource recycling

293

1,201

45

458

1,268

36

1,535

2,132

2,575

1

1,454

2,262

3,016

Energy saving

Reduced raw
materials andresources used
Reducedwater resource
consumption*5
Recovery andRecycling
SilverPolymericmaterials
Aluminummaterials
Others2. Upstream/downstream
costs
Recovery from themarket3. C
 ost of management
activities
4. R esearch anddevelopment costs
5. Costs for social
programs
6. Costs for handlingenvironmental damage
Pollution levies
Total

1

0

0

6,224

5,295

73

38

11,128

10,607

1,347

491

11,128

9,012

0

0

4

1

12

13

43

31

2,972

2,303

34,76831,679Parts recoveredfrom usedequipment

2,040

8,666

4,850

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

9t

-4 t

-10 t

18 t

-8

21

-23 t

59 t

103

185

44 kilotons 35 kilotons

8,786

-114

248

1,895

1,888

274

265

198

206

125

125

6,901

5,077

Reduced wastematerials throughreuse andrecycling*4

7,178

7,155

Reduced volume*6

71.8
kilotons

71.5
kilotons

Reuse of aluminum
75
177
materials
Reduced volume of
30 kilotons 30 kilotons
CO2 emissions

Customerbenefits*7

19,985021,44628,064

27,77435,41335,312*1 SOx emissions reductions: ¥1.1/ton
Bidding price of SOx emissions credits offered by the United States Environmental Protection Agency in March 2021 (US$0.01/ton).
*2 VOC 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 C
 O2 emissions reductions: ¥5,289/ton
Trading price of EU emissions credit 2021 futures (€40.87/ton) at the end of March 2021.
*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 FY2020●Environmental conservation costs
Total costs decreased by 10% year-on-year. The facility investment was approx. 23% and expenditure was approx. 7%
decreased. Cost of R&D and resource recycling decreased notably over last year.
[Facility investments] Decreased by 23% year-on-year.
[Expenditure] Decreased by 7% year-on-year.
●Environmental conservation benefits
This resulted in a year-on-year increase of 2% when internal and external economic effects were combined. Energy-saving
promotion benefits increased; however, customer benefits decreased.
[Internal economic effect] Increased by 7% year-on-year.
[External economic effect] Almost the same as FY2019.

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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 2021.
For further details on the Independent Assurance Report, please refer to our website.
https://holdings.fujifilm.com/en/sustainability/evaluation

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■ 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: July 2021

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