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

7

1.2.3
1.2.4
1.2.5
1.2.6

CSR Management System
Background of CSR Planning and Process
for Identifying Priority Issues (Materiality)
The CSR Plan of the Fujifilm Group
Sustainable Value Plan 2030 (SVP 2030)
Communication with Stakeholders

8
9
13
15

7

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
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
Effort Results
Efforts for Each Theme Related to Laws
and Regulations Particularly Important inBusiness Management
Information Security

17
17
17
18
18
20
20
21
23

24
24
24
25
25
26
28
29
31

2.2.9 Privacy Protection
2.2.10 Preparations for Large Scale Natural Disasters

34
35

2.3 Innovation Management36

2.4 Supply Chain Management

37

2.4.1
2.4.2
2.4.3
2.4.4

Basic Approach
Fujifilm Group Procurement Overview
Procurement Policy and Structure
Structure of Sustainable Procurement
Promotion
2.4.5 Efforts to Improve Sustainability in the
Supply Chain
2.4.6 Efforts in Fujifilm Group Production Sites
2.4.7 Response to Conflict Minerals
2.4.8 Efforts in Paper Procurement
2.4.9 Sustainable Procurement Efforts in Logistics
2.4.10 Collaboration with Initiatives
in the Supply Chain Area

2.5 Customer Relationship Management

37
37
38
40
41
43
44
45
45
46

47

2.5.1
2.5.2
2.5.3

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

47
47
48

3.2.2
3.2.3
3.2.4
3.2.5

Climate Change Strategy and Management
Activity Overview
Status of Renewable Energy Usage
Data Related to Climate Change Measures(GHG and CO2 emissions)
Energy Consumption Data

55
58
59

3. Environmental Aspects
3.1 Environmental Policy and Management
System
50
3.1.1
3.1.2
3.1.3
3.1.4
3.1.5

Basic Approach
Environmental Management
EMS: Certification/Audit/Verification
Risk Management by Environmental Due
Diligence
Overview of FY2019

3.2 Climate Change Strategy
3.2.1

Basic Approach

50
50
52
52
53

55
55

3.2.6

3.3 Promoting Resource Recycling
3.3.1
3.3.2

Basic Approach
Reducing Waste and Using Resources
Effectively

60
63

65
65
65

FUJIFILM Holdings Corporation Management Performance 2020

2

INDEX

3.3.3
3.3.4
3.3.5
3.3.6
3.3.7

Reducing Resource Input
Effective Recycling of Used Products
Effective Use of Water Resources
Response to Water Risks
Working Together with Water-Related
Stakeholders

3.4 P roduct Stewardship (Design forEnvironment)
3.4.1
3.4.2
3.4.3
3.4.4
3.4.5

66
67
68
69
70

71

Basic Approach
71
Design for Environment
71“Green Value Products” Certification Program 71
Result of Design for Environment
72
Disclosing Environment-Related Information
for Products
73

3.5 Management of Chemical Substances 75
3.5.1
3.5.2
3.5.3
3.5.4
3.5.5
3.5.6
3.5.7
3.5.8

Basic Approach75
Anticipatory Risk Management of Chemical
Substances75
Promoting Animal Testing Alternatives
75
Contribute to Resolving Social Issues throughDevelopment of New Materials and Processes 76
Contribution to Appropriate Chemical Substance77
Management Across the Supply Chain
Perfluorocarbons (PFC) Emissions/ Volatile
Organic Compounds (VOC) Emissions
77
Managing Hazardous Waste
78
Managing Pollutants
79

3.6 Biodiversity Conservation
3.6.1
3.6.2
3.6.3

80

Basic Approach
80
Risk Assessments of Our Business Activities 80
Activities for Biodiversity
80

4. Social Aspects
4.1 Employee Overview
4.1.1
4.1.2

Basic Approach
Basic Data

4.2 P
 romotion of Diversity and Equal
Opportunities for Employees
4.2.1
4.2.2
4.2.3
4.2.4

Basic Approach
Management System to Drive Diversity andInclusion
Effort Results and Progress
Freedom of Association

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

Basic Approach
Management System
Occupational Safety
Employee Wellness

83
83
83

85
85
85
85
89

91
91
91
92
93

4.4 Human Resource Development for
Employees/Talent Attraction and Retention 97
4.4.1
4.4.2
4.4.3

Basic Approach
Structure for Human Resource Development
Effort Results and Progress

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
4.6.1
4.6.2
4.6.3
4.6.4
4.6.5

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

97
97
98

101
101
101
104

106
106
106
107
107
108

5. Sustainability Accounting
5.1.1
5.1.2

Labor Environment and Social Benefit
Accounting
Environmental Accounting

6. Independent Assurance Report

111
112

114
FUJIFILM Holdings Corporation Management Performance 20203

Overview

1.0 ｜ About Management Performance

1.0 About Management Performance
FUJIFILM Holdings Sustainability Report 2020—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.
Please see the full report on the management performance in Sustainability Report 2020 at:
https://holdings.fujifilm.com/en/sustainability/data

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 2020—SVP Stories, tointroduce the progress of our activities in fiscal 2019. Please refer to SVP Stories together with this Management Performance.

• Period covered by the report
Fiscal 2019 (April 1, 2019—March 31, 2020) 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 2020.

• 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• Date of publication (Management Performance)
August 2020 (next report: July 2021, previous report: July 2019)• Referenced guidelines· J apan’s Ministry of the Environment: Environmental Reporting Guidelines (2018 Version)·G RI: The GRI Sustainability Reporting Standards·S ustainability Accounting Board (SASB)· J apan’s Ministry of the Environment: Environmental Accounting Guidelines (2005 Version)· ISO 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.

FUJIFILM Holdings Corporation Management Performance 20204

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:
Representative:
Head office:Established:
Capital:Employees:
Consolidated company employees:
Consolidated subsidiaries:

FUJIFILM Holdings Corporation
Shigetaka Komori
Tokyo Midtown, 9-7-3 Akasaka, Minato-ku, Tokyo 107-0052, Japan
January 20, 1934
¥40,363 million (as of March 31, 2020)
228 (as of March 31, 2020)
73,906 (as of March 31, 2020)
317 (as of March 31, 2020)

Proportion of Consolidated Company Employees by Region (FY2019)

(as of March 31, 2020)

Japan

The Americas

EuropeAsia and others

49%

9%

7%

35%

Fujifilm Group Organization Overview
FUJIFILM Holdings Corporation

Holding company
Operating companies

Shared service company

100％

100％

100％

100％

100％

FUJIFILM Corporation

Fuji Xerox Co., Ltd.

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

FY2015FY2016FY2017FY2018FY2019Consolidated revenue

24,604

23,222

24,33424,315

23,151

Consolidate operating income

1,806

1,723

1,233

2,098

1,866

Proportion of Consolidated Revenue by Region (FY2019)Japan

The Americas

EuropeAsia and others

43%

18%

13%

26%

FUJIFILM Holdings Corporation Management Performance 20205

Overview
1.1 ｜ Fujifilm Group Organization Overview

Proportion of Consolidated Revenue by Operating Segments (FY2019)
Imaging Solutions

Healthcare & Materials Solution

Document Solutions

14%

42%

44%

Imaging Solutions
Photo Imaging

Optical Devices and Electric Imaging

69%

31%

Proportion of revenue bybusiness (FY2019)

Unit: 100 millions of yen

FY2017FY2018FY2019Consolidated revenue*

3,830

3,869

3,326

Consolidate operating
income

558

511

251

Healthcare & Materials Solution

Proportion of revenue bybusiness (FY2019)

Healthcare

Graphic
Systems/
Ink JetIndustrial
Products/
Electronic
Materials, etc.

Display
Materials

RecordingMedia

Others

49%

21%

17%

8%

4%

1%



Unit: 100 millions of yen

FY2017FY2018FY2019Consolidated revenue*

10,026

10,390

10,242

Consolidate operating
income

914

976

924

Document Solutions

Proportion of revenue bybusiness (FY2019)

Office Products/
Office Printers

Solution Services

Production Services

Others

55%

29%

12%

4%



Unit: 100 millions of yen

FY2017FY2018FY2019Consolidated revenue*

10,47810,056

9,583

Consolidate operating
income

84

964

1,050

* 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 20206

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. Founded on the spirit of contribution to advancement of society, improved health, environment protectionand enhancement of the quality of life of people, by providing top-quality products and services with open, fair and clear
workplace culture and leading-edge, proprietary technologies, 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 awarenessand implementation by all employees, we established the Fujifilm Group’s Approach to CSR. Seven additional policies(environmental, social contribution, biodiversity, procurement, quality, occupational health and safety and global security tradeand control) have been established to promote activities. In addition, we have established the Human Rights Statement toclearly specify our stance in 2018. We are promoting our activities along with them.
In recent years, the sales volume and 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 thehealthcare business must be followed in order to promote proper business activities.

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)

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

FUJIFILM Holdings Corporation Management Performance 20207

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
CSR-Related Policies in the Fujifilm GroupThe Fujifilm Group’s Approach to CSR

Human Rights Statement

Green Policy (Environmental Policy)

Social Contribution Policy

Guidelines for Biodiversity

Procurement Policy

Revised April 2019

Revised April 2019

Revised April 2019

Revised April 2020

Quality Policy

Occupational Health and Safety Policy

Global Security Trade Control Policy

Requests to Suppliers

Revised April 2019

Revised April 2019

Adopted May 2015

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
Chairman: 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

Fuji Xerox Co., Ltd.

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 of the 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 in accordancewith the drafting of the next medium-term management plan, 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 (reorganized from the CSR
Committee in June 2019) chaired by the President of Fujifilm Holdings
In 2016, we changed our policy of establishing the three-year medium-term CSR plan and announced our long-term CSR
plan, Sustainable Value Plan 2030 (SVP 2030). 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 Policy and Management System.)

FUJIFILM Holdings Corporation Management Performance 20208

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 asplayers in resolving social issues and building a sustainable society. In view of these developments, the 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 P aris 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 O utput: Products, services, etc., produced by our organizational and business activities.
*4 O utcome: 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.
Main CSR Issues (PDF)

https://www.fujifilmholdings.com/en/sustainability/svp2017/process/pack/pdf/main_CSR_Issue_en.pdf

FUJIFILM Holdings Corporation Management Performance 20209

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 202010

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), headed by
the President of FUJIFILM Holdings. After approval by the ESG Committee, we are now addressing the issues under a groupwide policy.
Fiscal 2019 used to be the last year of our Medium-Term Management Plan, VISION 2019 (for the time being, the next
medium-term management plan was postponed to be announced owing to Corona virus influence). In light of progress
on VISION 2019 and the latest global trends in issues, we have reviewed the following three perspectives that had beenemphasized in the planning of SVP 2030, our CSR Plan that started in 2017.
As a result of these reviews, we have decided to continue the basic policy of clearly specifying our long-term vision of how
the Group will contribute to resolving social issues as a global company.
• Define long-term targets (for 2030)• Promote measures based on disclosed numerical targets for global environmental issues• Promote priority measures for solving social issues through our business activities (contribution to environment and society)and considering society and the environment in our business processes (minimization of environmental and social impacts).
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.
Sustainable Value Plan 2030

Priority Area

Priority Issues
1. A ddress climate change

Environment

HealthDaily Life

Work Style

SupplyChain

Governance

Solving
Consideringsocial issues society and thethroughenvironment inbusinessour businessactivities
processes●●

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

2. Promote recycling of resources●

3. Address energy issues toward adecarbonized society.
4. E nsure product and chemicalsafety.
1. F
 ulfill unmet medical needs.
2. Improve accessibilities to medical
services.
3. Contribute to identifying diseases
at an early stage.
4. C
 ontribute to health promotion
and beauty.
5. P romote management of ahealthy workplace.
1. C ontribute to creating a safe andsecure society.
2. Contribute to enriching humanity
and relationships between
people.
1. C reate environments that lead tomotivated workplace (provisionof solution services).
2. Develop and utilize diverse
human resources.
Strengthen CSR foundations
across the entire supply
chain including factors of theenvironment, ethics, and humanrights.
Improve and maintain governancestructures by further disseminating
an open, fair and clear corporate
culture.

●
●

●

●

●

(Internal)●

Highly Functional Materials●

Imaging●●Document solution●(Internal)
Supplies (+ Entire Group)

Entire Group (+ Supplies)

FUJIFILM Holdings Corporation Management Performance 202011

Overview

1.2 ｜ CSR Management

Major Progress in Materiality Issues
Priority Area

Environment

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

Major Targets for FY2019*The following targets are all for FY2030.
• 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.

Major Activities in FY2019• Endorsed the TCFD recommendationand joined RE100.
• Certified new solution service under
the in-house “Green Value Products”
certification system (16 products).
• Received first certification of A List on
the CDP Climate Change.
• Established targets for FY2030
regarding chemical substances.

Health

1. Fulfill unmet medical needs.
2. Improve accessibilities to
medical services.
3. C ontribute to identifying
diseases at an early stage.
4. Contribute to healthpromotion and beauty.
5. P romote management of ahealthy 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.

• Approved for inclusion within national
health insurance coverage asregenerative care for epidermolysis
bullosa.
• Together with Kyoto University, we
have successfully developed an AI
technology to support diagnosis ofinterstitial pneumonia.
• Launched SYNAPSE SAI viewer, an
AI diagnosis support platform, as thefirst product under the brand of our
medical AI technology, REiLI.
• Announced Fujifilm Employee Wellness
Declaration.

Daily Life

1. Contribute to creating a safe
and secure society.
2. Contribute to enriching
humanity and relationships
between people.

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

• Released a magnetic tape storage
media that achieves a maximum
recording capacity of 30TB, which is
twice the conventional capacity.
• Held Fujifilm Global Photo Exhibition in
8 countries including Africa, displaying
110,000 works worldwide.

Work Style

1. Create environments thatlead to motivated workplace(provision of solution
services).
2. Develop and utilize diverse
human resources.

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

• Launched “CocoDesk,” a privateroom-type workspace that supports
telework for business people.
• Improved the rate of women in
managerial positions (from 13.9% in2018 to 14.5 % in 2019).

SupplyChain

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

Promote sustainable procurement.

• Re-informed our suppliers across theworld about the Request to Suppliersand collected receipts from 398
suppliers.

GovernanceImprove and maintain
governance structures byfurther disseminating an open,
fair and clear corporate culture.

Improve compliance awarenessacross the entire global Group andreinforce risk management.

• Conducted the Harassmentawareness survey in Japan.
• Revised the Fujifilm Group Charterfor Corporate Behavior and Code of
Conduct.

FUJIFILM Holdings Corporation Management Performance 202012

Overview

1.2 ｜ CSR Management

1.2.5 The CSR Plan of the Fujifilm
Group Sustainable Value Plan
2030 (SVP 2030)

Realization of a
Sustainable Society

Value from Innovation

The Fujifilm Group announced its Sustainable Value
Plan 2030 (SVP 2030) in August 2017. The new plansets itself apart from previous medium-term CSR
plans in characteristically targeting fiscal 2030 as its
longterm goal, which is expected to lay the foundationsof the Group’s business management strategies forsustainable 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.

FUJIFILM
Sustainable Value Plan 2030

Environment
HealthDaily Life
Work Style

Supply Chain
GovernanceBusiness Fields
Imaging
Solutions

Healthcare& Materials

Document

Solutions

Solutions

Corporate CodeCorporate Philosophy / Vision / Code of Conduct

SVP 2030 Priority Area/Priority Issues (Materiality)

Solving social issues throughbusiness activities

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 accessibilities 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 motivatedworkplace (provision of solution services).
2. Develop and utilize diverse human resources.

●

Environment

HealthFujifilm Group’sContribution to SDGs

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

Base for 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.

FUJIFILM Holdings Corporation Management Performance 202013

Overview

1.2 ｜ CSR Management

Relationship between CSR plan and management plan
Our Long-Term CSR Plan SVP 2030 toward fiscal 2030 is our targets for contributing to building a sustainable society alongwith SDG’s. Our Medium-Term Management Plan VISION 2019 sets out the concrete business strategies to achieve thesetargets.
Themes That Are Significantly Related with our Business in the Priority Issues of SVP 2030
Item

CSR Priority Issue 1

Material Issues

Contribute to resolving social issues
related to health, daily life, environment
and work style through products andservices(Issues related to social impact in thefour areas “Environment”, “Health”,“Daily Life”, and “Work Style” of
SVP 2030)

Business processes that respond toenvironmental issues.
(Issue related to the company’s
operation in the “Environment” of
SVP 2030)

Develop and make use of diverse
human resources.
(Priority Issue 2 in the “Work Style” of
SVP 2030)

In the above four areas “Environment”,“Health”, “Daily Life”, and “Work Style”
of SVP 2030, contributing to resolvingsocial issues including improving
access to medical services, identifying
disease at an early stage, fulfilling
unmet medical needs and promoting
health are priority areas in our MediumTerm Management Plan VISION 2019and lead to business growth.

Business operations that respondto environmental issues (energy
conservation) not only contribute to
reduced costs and improved earnings
for a company in the chemical,
electrical and machinery industries but
are also essential in ensuring stability
and continuity of business, as well as inmaintaining our social reputation.

The people working at the various
worksites form the foundation of ourglobal business operations in diverse
fields. Improving working conditions
and assuring employee diversity inthe company and in the supply chainat large is the key to reducing job
turnover, increasing motivation andultimately leading to business growth.
In addition, the expertise gained in thecourse of these activities has led to us
offering work style reform services toother companies.

Revenue & profit

Costs & risks

Risks, sales & revenue• Grow sales in the growth areasof medical IT, endoscopes andultrasonic diagnosis systems inmarkets including emerging countries
and expand our lineup of productswith functional claims using our
exclusive technologies.

• Launch of innovative new products
founded on value co-creation andincorporating our high levels offundamental and core technologies
that contribute to solving
environmental issues in partnershipwith external parties.
• Maximizing profits through energy
conservation and implementing a
cost-cutting business structure.

• Creating a corporate environment inwhich diverse employees are able todemonstrate their individual strengths
through the introduction of Work
Style Innovation.

[Health]Increase healthcare business sales
by 30% over FY2016 levels in line with
the Medium-Term Management Plan
VISION 2019.
[Environment]• Long-Term CSR plan
• Reduce CO2 emissions by 90 million
tons by FY2030.

Increase sales of highly functional
materials by 20% over FY2016
levels in line with the Medium-Term
Management Plan VISION 2019.
Medium-Term CSR Plan
• 35% reduction in CO2 emissions over
FY2013 levels by FY2025• 20% reduction in water consumptionof the entire group over FY2013 levels
by FY2025
Long-Term CSR Plan
• 45% reduction in CO2 emissions overthe product lifecycle over FY2013
levels by FY2030• 30% reduction in water consumptionof the entire Group over FY2013
levels by FY2030• Raise the percentage of woman inmanagerial position by 25% (theFujifilm Group) and by 15% (theFujifilm Group Japan) by FY2030

FY2030

FY2030

FY2030Applied when determining
compensation of the company
president serving as COO andexecutive officers supervising relevant
divisionsApplied when determining
compensation of the company
president serving as COO andexecutive officers supervising relevant
divisions, as well as executive officers
in charge of CSR

Applied to personnel administration
and when determining compensationof executive officers in charge of HR
and CSR

Relations toBusiness

Business Impact

Businessstrategies

Long-Term
Target/Index

Target Year

Executive
Compensation

CSR Priority Issue 2

CSR Priority Issue 3

FUJIFILM Holdings Corporation Management Performance 202014

Overview

1.2 ｜ CSR Management

1.2.6 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 priority issues such as “Environment,” “Work Style,” etc., we
conduct individual briefings on the content of the activities to external
parties, to receive their advice and evaluation.* Looking back over ouractivities and obtaining the views of external parties in this way provides agood 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

FUJIFILM Holdings Corporation Management Performance 202015

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 135,049
shareholders, characterized by ahigh proportion of overseas andinstitutional investors. Japanesefinancial institutions account for
32.9% of our shareholders, while
foreign companies constitute
27.2% (as of end-March 2020).

• 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. 73,000 people
in 317 companies. They are
active all over the world and theircomposition by country is Japan
49%, the U.S. 9%, Europe 7% andAsia 35% (as of end-March 2020).

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

FUJIFILM Holdings Corporation Management Performance 202016

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://ir.fujifilm.com/ja/investors/stock-and-shareholder/shareholders-meeting/main/02/teaserItems1/00/tableContents/0/
multiFileUpload2_0/link/ff_irnews_20150626_001j.pdf (in Japanese only)
Fujifilm Tax Policy
Sustainability Report 2020 Management Performance 2.1.8
Yuka Shoken Hokokusho (Securities Report) 2020
https://ir.fujifilm.com/ja/investors/ir-materials/securities-reports/main/019/teaserItems1/0/linkList/0/link/ff_sr_2019q4_allj.pdf.pdf(in Japanese only)
Integrated Report 2019https://ir.fujifilm.com/en/investors/ir-materials/integrated-report.html

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

Nomination andRemuneration
Advisory Committee

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

Chairman, Representative Director & CEO

Business Execution

Audit &
Supervisory Board

Independent
Auditors

Audit & Supervisory
Board Office(Staff of Audit & Supervisory
Board Members)

President, Representative Director& COO

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

Each Group Comapny
Structure of the Board of Directors: 4 independent outside directors, 7 inside directors
Structure of the Audit & Supervisory Board: 2 independent outside auditors, 2 full-time auditors
Structure of the Nomination and Remuneration Advisory Committee: 2 independent outside directors, 1 inside director

FUJIFILM Holdings Corporation Management Performance 202017

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 July 31, 2020, the Audit & Supervisory Board consists of 4 members, of which 2 (50%) are outside auditors. One of
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 86 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 July 2020, 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.

FUJIFILM Holdings Corporation Management Performance 202018

Governance

2.1 ｜ Corporate Governance

Expected Expertise and Experience for Directors and Auditors

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

Name

Directors

As end of July 2020

Shigetaka Komori〇〇

Kenji Sukeno〇〇

Kouichi Tamai

〇

〇

〇

Takashi Iwasaki

〇

〇

〇

Takatoshi Ishikawa

〇

〇

〇

Junji Okada〇〇

Teiichi Goto〇〇〇

Tatsuo Kawada

Outside〇Kunitaro Kitamura

Outside〇Makiko Eda

Outside〇Takashi Shimada

Outside

〇

〇

〇
〇

〇

〇

〇

〇
〇

〇

〇

Nobuo Hanada
Masataka Mitsuhashi

OutsideTatsuya Inagawa

Outside〇〇〇Kazuya Mishima
Auditors

〇

〇

〇

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.

FUJIFILM Holdings Corporation Management Performance 202019

Governance

2.1 ｜ Corporate Governance2.1.5 Effectiveness of Directors
Attendance Status for the Board and Audit & Supervisory Board Meeting (between April 1, 2019 and March 31, 2020)
Outside directors and auditors are indicated with *. The chair person is indicated with ◎NameBoard meeting

Audit & Supervisory Board meeting(No. held: 11)(No. held: 14)

Directors

Shigetaka Komori◎ (Attendance rate: 11/11, 100%)

Directors

Kenji Sukeno〇 (Attendance rate: 11/11, 100%)

Directors

Kouichi Tamai〇 (Attendance rate: 11/11, 100%)

Directors

Junji Okada〇 (Attendance rate: 11/11, 100%)

Directors

Takashi Iwasaki〇 (Attendance rate: 11/11, 100%)

Directors

Teiichi Goto

〇 (Attendance rate: 11/11, 100%)

Directors

Takatoshi Ishikawa〇 (Attendance rate: 9/9, 100%)

Directors*

Tatsuo Kawada〇 (Attendance rate: 10/11, 91%)

Directors*

Kunitaro Kitamura〇 (Attendance rate: 10/11, 91%)

Directors*

Makiko Eda〇 (Attendance rate: 10/11, 91%)

Directors*

Makoto Kaiami〇 (Attendance rate: 11/11, 100%)

Auditors

Kazuya Mishima〇 (Attendance rate: 11/11, 100%)◎ (Attendance rate: 14/14, 100%)

Auditors

Naohiko Sugita〇 (Attendance rate: 10/11, 91%)

〇 (Attendance rate: 14/14, 100%)

Auditors*

Hisayoshi
Kobayakawa〇 (Attendance rate: 2/2, 100%)〇 (Attendance rate: 4/4, 100%)

Auditors*

Masataka
Mitsuhashi〇 (Attendance rate: 9/9, 100%)〇 (Attendance rate: 10/10, 100%)

Auditors*

Shiro Uchida〇 (Attendance rate: 10/11, 91%)

〇 (Attendance rate: 12/14, 86%)

* The attendance rate is since the appointment.
* Director’s duty period: One year
* Auditor duty period: Maximum four years* Takatoshi Ishikawa was appointed a director on June 27, 2019, Masataka Mitsuhashi was appointed an auditor on June 27, 2019, and Hisayoshi
Kobayakawa retired from an auditor on June 27, 2019

2.1.6 The Evaluation of the Effectiveness of the Board of Directors
Here is the summary of the outcome of the evaluation which we have recently conducted.

1. Method of the evaluation
Evaluated Board Meetings:
Evaluators:
Survey Execution Period:
Outline:All of 12 Board Meetings held in the fiscal 2019
All of 11 Directors and 4 Audit and Supervisory Board members
The end of January through mid March, 2020
Evaluation point

The decision of management basic policies, management strategies and the deliberation of propositions about the decisionand supervision of the important business execution (added as new point from this time)
The composition, the deliberation and the administration of the Board of Directors (“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.
• For the purpose of securing transparency and objectivity, a part of the questionnaire making and the evaluation analysis
was consigned to a third party agency.

FUJIFILM Holdings Corporation Management Performance 202020

Governance

2.1 ｜ Corporate Governance

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 the
Independent Officers with regard to businesses and propositions. In this fiscal year, the Independent Officers deepened
their understanding through briefing sessions about our important human resources strategy, IT strategy, and an approachto promotion of ESG, which are important for achieving sustained growth.

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.
• To improve the quality of the deliberation at the BoD, we will promote the understanding of the board members for
propositions to be deliberated by giving information to be conscious of the consistency with the company’s corporate andmanagement philosophy, and the company-wide point of view.
• In the deliberation of important M&A’s and capital investments, we will provide information about the process of discussions
in the company and establish opportunities to subsequently review the effects of the execution.
• We will increase opportunities to discuss management issues from a medium-and-long term point of view and opportunities
to discuss environmental issues and SDGs as important issues of the management.

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 tomaintain 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.

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2.1 ｜ Corporate Governance

3. Nomination and Remuneration Advisory Committee
The Nomination and Remuneration Advisory Committee, which was established in June 2018 as a voluntary advisoryorganization to the Board of Directors, is made up of 3 members, 2 of which (including the chairman) are outside directors.
The Committee normally convenes more than once a year to deliberate on CEO succession plan and the basic policies andprocedures for director remuneration and reports its deliberations to the Board of Directors. The Committee met three times
in fiscal 2019 (with 100% attendance each time) and the main activities are as follows.
•
•
•
•
•
•

Confirmation of criteria for appointing a CEO
Confirmation of criteria for dismissing executive officers
Deliberations on the list of CEO candidates
Deliberation and agreement on fiscal 2019 director remuneration
Review of the director remuneration system
Report to the Board of Directors of the above items

Remuneration for Each Director (FY2019)

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

97

25

169

293

Directors

FUJIFILM Corporation

50

14

33

98

Directors

Fuji Xerox Co., Ltd.

52

18

ー

71
Total

Kenji
SukenoDirectors

FUJIFILM Holdings Corporation

87

21

85

194

Directors

FUJIFILM Corporation

37

10

17

65

Directors

Fuji Xerox Co., Ltd.

9

2

ー

11
Total

Kouichi
Tamai

Directors

FUJIFILM Holdings Corporation

24

3

33

62

FUJIFILM Corporation

2

ー

7

10

Directors

Fuji Xerox Co., Ltd.

82

33

ー

116

Directors

FUJIFILM Holdings Corporation

28

10

12

50

Directors

FUJIFILM Corporation

19

7

12

40

Directors

FUJIFILM Electronic Materials Co., Ltd.

6

ー

ー

Directors

FUJIFILM Holdings Corporation

9

3

ー

Directors

FUJIFILM Corporation

44

14

20

79
92

Directors

FUJIFILM Holdings Corporation

16

6

12

35

Directors

FUJIFILM Corporation

25

9

2

37

Directors

FUJIFILM Toyama Chemical Co.,
Ltd.

6

ー

ー

6
Total

Teiichi
Goto

97
12

Total

Junji
Okada

188

6
Total

Takatoshi
Ishikawa

270

Directors

Total

TakashiIwasaki463

78

Directors

FUJIFILM Holdings Corporation

11

3

12

26

Directors

FUJIFILM Corporation

39

13

12

65
Total

91

For further details, please refer to the Yuka Shoken Hokokusho (Securities Report) 2020.
https://ir.fujifilm.com/ja/investors/ir-materials/securities-reports/main/019/teaserItems1/0/linkList/0/link/ff_sr_2019q4_allj.pdf.pdf (in Japanese only)

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2.1 ｜ Corporate Governance

The Number and Amount of Remuneration Paid to Executive Officers (FY2019)

Category

NumberBasicremuneration(million yen)

Short-term
based
remuneration(Bonus)Stock option

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

Directors(excluding outside directors)

7

275

73

325

674

Auditors(excluding outside auditors)

2

43

ー

ー

43

Outside Executive Officer

7

60

ー

ー

61

Total

16

380

73

325

779

* The above amounts include remuneration paid as compensation for the duties of executive officers and Directors.
For further details, please refer to the Yuka Shoken Hokokusho (Securities Report) 2020.
https://ir.fujifilm.com/ja/investors/ir-materials/securities-reports/main/019/teaserItems1/0/linkList/0/link/ff_sr_2019q4_allj.pdf.pdf (in Japanese only)

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

Control of tax matters
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) 2020
https://ir.fujifilm.com/ja/investors/ir-materials/securities-reports/main/019/teaserItems1/0/linkList/0/link/ff_sr_2019q4_allj.pdf.pdf (in Japanese only)

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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

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

Report

ESG Committee
Chairman: President

Fujifilm

Total Risk Management Committee

Fuji Xerox
Compliance & Risk Management Committee

Chairman: President

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

Chief executive for risk management: President
Risk Manager(Headed by President)

Risk Management Committee

Fuji Xerox Group Companies
Risk Management Committee
Chairman: President

The Fujifilm Group appoints officers in charge of compliance and risk management at each of its businesses and Group
companies and implements a variety of measures to establish throughout the Group the business spirit treasured by theGroup and a corporate culture that is “open, fair and clear.” Status on implementation of such measures is reported regularly
from each organization to the ESG Committee of FUJIFILM Holdings, and from the ESG committee to the Board of Directors
on a regular basis. The Board of Directors is responsible for supervising compliance and risk management for the entire Groupand for assuring the effectiveness of the processes.

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 Fuji Xerox Risk Management Committee).

Based on the submitted report, the committee of the operating company (Fujifilm Total Risk
Management Committee or Fuji Xerox Risk Management Committee) identifies the major risks foreach 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.

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

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2.2 ｜ Compliance and Risk Management

Priority risks in FY2019
Please refer to the Yuka Shoken Hokokusho (Securities Report) for risk issues not listed below.
Risk item

Reason for selection

Countermeasures

Personal data management

In the face of the growing reinforcement of local regulations
in each country, the effects of violations and information
leaks are growing. Therefore, more comprehensive
management is necessary.

Information security

In response to the expansion of ICT in products, services
and manufacturing, enhancement of our conventional
system is necessary.

Compliance of healthcare
business (Securing ethics andtransparency)

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

Eliminating misconducts andfraud

Incidents are declining; however, more comprehensive
management and education mainly for overseas arenecessary.

Labor management

In line with the Work Style Reform Law that was enacted in
April 2019, we manage working hours to suitable lengths toprevent long working hours.

Harassment

With society’s increasing interest in harassment issues,
harassing behavior must be prevented.

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

Response to crises
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 the
ESG Committee to the Board of Directors in every quarter.
Status for FY2019
No major crisis worthy of public announcement took place in fiscal 2019.

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.

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2.2 ｜ Compliance and Risk Management

1. Charter for Corporate Behavior and Code of Conduct
In step 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.
In April 2019, revisions were made from a perspective more global in scale than previously, in step with the changes inour policy on corporate social responsibility taking place in recent years. To ensure that our employees have an accurate
understanding of the changes, the Charter and the Code of Conduct were translated into 23 languages and disseminated 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#https://holdings.fujifilm.com/en/about/philosophy#24languages

2. Compliance education
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 pledge compliance with “understand, observe and act” in accordance with the provisions set out in the Charterand the Code of Conduct.
Additionally, workplace discussions are organized on a regular basis for employees in each workplace for exchanges
on concrete issues related to compliance and risks that are closer to home for them, such as harassment and preventing
misconduct.
Training is also conducted for specific job levels and functions to ensure that the necessary information is disseminated tothose who require it and comprehensive compliance is implemented.
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)

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2.2 ｜ Compliance and Risk Management

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

4. Whistle-blowing office and consultation office
The Fujifilm Group has a separate whistle-blowing system. One is in FUJIFILM Holdings that can be accessed directly by all
Fujifilm Group employees across the world (consultation available in Japanese, English and other 23 languages), and the otherenables employees to report to each regional headquarter.
Anonymous reporting is possible to the various reporting systems. Privacy of the reporting person is protected by theregulations, to ensure that the person does not suffer any discrimination as a result of the report. We are promoting thiswhistle-blowing system among all employees through posters and the intranet to ensure that they can make contact whenevernecessary.
The offices handle each report and consultation promptly and appropriately to lead to a resolution. In the case that apossible infringement of the Code of Conduct becomes known through whistle blowing or an internal audit, a compliancedivision takes responsibility for factual investigation and making an appropriate response.
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.

2.2.6 Effort Results
1. Compliance education• Training on the Charter for Corporate Behavior and Code of Conduct revised in April 2019 and request for pledge ofcompliance were implemented for approximately 80,000 global employees. They have been completed for 99% of the
global workforce by the end of March 31, 2020.
• In January and February 2020, we held training programs for employees to learn about compliance and risk management,
including workplace discussions about identifying potential risks and their countermeasures. The programs were provided
for all 47,000 employees in Japan, and with a 94% attendance rate.
• The workplace discussions have been held only in Japan. To expand them to overseas Group companies, the first session
was provided to managers in the US under the theme of misconduct prevention.
• We provided training programs about compliance and the mindset of a corporate person for our new employees in April
2019. In January 2020, another training programs about compliance and risk management from the managerial viewpoint
was held for new managers.
• In September 2019, risk management officers in each Group company joined training programs to learn about the Group’s
priority risk issues, the appropriate attitude as an responsible officer, and information security.

2. Compliance awareness survey• In December 2017, a compliance awareness survey was conducted on 93,000 Group company employees.
• Compliance priority marked more than 90%, which was a good result. The survey results are shared across the Group for
further improvement of compliance awareness.
• We made the follow-up investigation for companies which answered some concerns about misconducts in the 2018
compliance awareness survey. We confirmed that there was no serious issue.
• July–August 2019: Harassment awareness survey was conducted on 50,00 employees at 69 Fujifilm Group companies inJapan. From all companies, the number of employees who responded that “they had recieved sexual or power harassment
in some form during the past year” remained roughly unchanged from the two previous surveys, showing that frequent
training and awareness promotion are necessary. Subsidiaries that rated below the Group average in the findings were
designated for intensive training. After studying and implementing these measures during the next 12 months, we willconduct a repeat survey in fiscal 2021.
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2.2 ｜ Compliance and Risk Management

3. Whistle-blowing and consultation results• Number of whistle-blowing reports and consultations in fiscal 2019: 136 (112 in Japan and 24 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. We have handled each case appropriately. There have been no
incidents that could lead to a serious situation for the Group.
• In fiscal 2019, we did not experience any critical violation of Code of Conduct that we needed to make public.

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 FY2019• 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. Efforts to prevent anti-competitive practices, etc.
The Fujifilm Group is working hard to observe anti-trust laws and have 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 introduce 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 compliance withthe subcontractor law in response to inspections conducted once a year either by the Japan Fair Trade Commission or the
Small and Medium Enterprise Agency.
Status for FY2019• Anti-trust Laws:
Internal audits were carried out at each Group company worldwide and no serious violations were found. Since 2003, we havenever been subject to a penalty 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 in fiscal 2019 based on the written survey conducted by the regulatory authorities andno serious violations were found. In response to the domestic consumption tax hike in October 2019, the purchasing system
was modified, and transaction partners were notified of the changes in the consumption tax rate, in order to prevent violations.

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2.2 ｜ Compliance and Risk Management

The Fujifilm Group never had a case pointed out by administrative authorities concerning the Act against Delay in Payment of
Subcontract Proceeds, Etc. to Subcontractors.

3. Export and import control
The Fujifilm Group has created the Global Security Trade Control Policy, one of the basic policies commonly shared acrossthe 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 threateninternational security. We can therefore state that we contribute to maintaining international 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 FY2019
We carried out written audits and on-site audits in fiscal 2019 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

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

Basic Information Security Policy
Under an “open, fair, and clear” corporate culture, the Fujifilm Group establishes the Basic Information Security Policy tomaintain and improve corporate information security, which is one of the priority issues in our business activities, so that
we will remain as a reliable corporation that fulfills its social responsibility.
1. Development of rules on information security
To observe all laws and regulations applicable to the areas in which we operate, we establish and implement rules
and guidelines based upon this policy.
2. Establishment of an information security control system
To ensure that information security measures are appropriately carried out, we clarify the security system andresponsibilities.
3. Training in information security
To ensure that information security measures are appropriately carried out, we disseminate knowledge about
information security and improve security awareness through educational programs for employees, and fully
implement the information security regulations.
4. Continual improvements to information security measures
To remain up-to-date with changes in laws and regulations and technological innovations, we review the rules andguidelines based on the policy in both a regular and ad-hoc manner. We continuously improve such rules andregulations to keep our information security practices at a high standard.
5. Preservation and protection of corporate assets and information
Based on the Code of Conduct, we endeavor to protect our corporate assets and information.
6. Compliance with laws and regulations
We observe laws such as the Unfair Competition Prevention Act, Act on the Protection of Personal Information Heldby Administrative Organs, Intellectual Property Basic Act, and Act on Prohibition of Unauthorized Computer Access,and the contracts made with customers and suppliers.

2. Promotion structure
The Fujifilm Group has appointed the director in charge of ESG-related matters as the corporate executive officer for information
security who is to engage in the maintenance and improvement of information security management for the entire Group.
The group-wide information security strategy is determined by the ESG Committee chaired by the President of FUJIFILM
Holdings, and strategy-related information is regularly reported from the ESG Committee to the Board of Directors. The
Board of Directors is responsible for monitoring group-wide compliance and risk management, including information security
and protection of privacy as one of the priority issues. In this way, the effectiveness of the process is secured. Information
security and personal information protection activities are implemented by a system in which the policy decisions are madeby the ESG Committee, followed by communication of the measures to be implemented from the ESG Division of FUJIFILM
Holdings, which is responsible for information security management, to the various Group companies and comprehensive
implementation of the measures by the information security manager at each organization.

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

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2.2 ｜ Compliance and Risk Management

Structure of Information Security Rules at Fujifilm Group

Basic Information Security Policy

Global Information Security Regulations

Information Security Guidelines

4. Summary of efforts(1) Information security training and education
To maintain information security at a high level, it is necessary for each and every employee to maintain a high level ofawareness and the knowledge essential to handling information securely each day. We hold e-learning courses on information
security and personal information protection each year for all our employees in Japan and overseas.
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.
The Fujifilm Group work regulations incorporate an article stipulating the observation of information security. Any employee
who breaches this article become subject to disciplinary action. We are keen to prevent the occurrence of information security
incidents by raising awareness through sharing near-incident cases both from our own and other companies.
(2) Incident response
To prepare for information security incidents, both Fujifilm and Fuji Xerox have set up their respective information security
incident response teams to minimize damage from such incidents.
Due to the need to take prompt and comprehensive action in the event of a cyberattack in accordance with the response
procedure, the information security incident response team works together with business divisions related to services andproducts to conduct cyberattack response training (desktop training) every year on a regular basis. This includes activities toimprove the actual desktop training procedure and an incident response manual by presenting trainees with training scenarios.
Desktop Training Procedure
Making an action plan
Plan presentation & approval/acknowledgment by relevant personnel
Schedule and venue alignment/appropriation
Making the training scenario
Preliminary training and Q&A development
Training & review
Post-training questionnaire survey
Report of results

Incident
responsemanualFUJIFILM Holdings Corporation Management Performance 202032

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2.2 ｜ Compliance and Risk Management(3) Escalation procedure of Security incident case
The Fujifilm Group specifies an escalation procedure in the event of an information security incident or suspicious case. Shouldsuch an incident or case occur, we respond quickly and appropriately to minimize any damage or loss that could occur.
Security Incident Reporting Procedure
FUJIFILM Holdings
Board of Directors
Supervise

Report

ESG Committee (Chaired by President)
Approval, Direction

ReportFUJIFILM Holdings ESG Division(Secretariat of ESG Committee)
Approval, Direction

ESG Division of Fujifilm
CP & RM Division of Fuji Xerox
Direction

ReportFujifilm/Fuji Xerox
Response
direction
ReportReportFujifilm/Fuji Xerox
Information Security Incident Response Team
(Risk Management Division, IT Division, etc.)

Response support

Information sharing

Manager of Divisions, Risk Managers
Supervisors
Fujifilm Group Employees(4) Coordination with external incident response organizations
To deal with the ever-changing cyber security risks, it is important to cooperate with various cyber security responseorganizations to share the latest information on cyber threats and system vulnerabilities, along with exchanges of know-how
in responding to incidents and improving response skills. For this reason, we participate in international communities of cybersecurity response teams such as FIRST and Nippon CSIRT Association and we are building cooperative relationship withexternal parties. At the same time, we are actively participating in various working groups organized by these communities andare working on greater information security not only for us but also for the entire network society.
(5) Security audits and continual improvement
We are making efforts to eradicating information security incidents and to improve how we manage them, so that we canassure customers that their information assets will be protected securely when they use our solutions and services.
Web servers that are likely to be targeted by external attacks undergo vulnerability tests semiannually, and the necessary
security measures are implemented. In addition, we employ external security ventures to conduct security assessments of ourmajor services to ensure that our security assessments are objective.
We examined information security in the course of identifying risks and developing action plans for the entire Group eachyear as part of our risk management activities, to ensure the effectiveness of our group-wide risk management. We continue
to improve our measures with the PDCA cycle, and increase our security levels.

5. Incidents and violations on information security
There were no serious cases related to information security were pointed out by any third parties or administrative authorities
and assessed to require public disclosure in the last five years.

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2.2 ｜ Compliance and Risk Management

2.2.9 Privacy Protection
1. Basic policy
In the Fujifilm Group, the Code of Conduct that sets out how all Fujifilm employees are to conduct themselves, protection ofprivacy has been defined as an item affecting respect for human rights.
The policy is being applied to external suppliers as requests to suppliers and is being applied to all Fujifilm Group operations.
Each Group company specifies a privacy protection policy, that includes common contents are shared across the Fujifilm
Group to handle personal information in a uniform manner. FUJIFILM Holdings Privacy Policy is shown below as an example.

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.

3. 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.
Our work regulations specify imposing disciplinary action on employees who take information out from the company
without permission. We also raise security awareness by sharing near-incident cases that occurred in our own and othercompanies across the group to maintain the high level of personal information protection.

4. Appropriate handling of personal information
Based on the Privacy Policy, the Fujifilm Group stipulates internal regulations concerning the handling of personal informationand implements appropriate security measures to protect the personal information we have acquired. Once a year, eachdepartment conducts an “inventory check” of the personal information they hold, confirm and reform security measures asnecessary, and delete the information they no longer require. This check is audited by the Compliance and Risk Management
Division.

5. Incidents and violations in personal information handlingIn fiscal 2019, 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.

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2.2 ｜ Compliance and Risk Management

Acquisition of P-Mark and ISMS at Fujifilm Group
Certification
P-Mark*1

ISMS*2As of March, 2020

Certified affiliates
FUJIFILM Medical Co., Ltd.

FUJIFILM Techno Service Co., Ltd.

FUJIFILM Imaging Protec Co., Ltd.

FUJIFILM Imaging Systems Co., Ltd.

Fuji Xerox System Service Co., Ltd.

FUJIFILM Media Crest Co., Ltd.

FUJIFILM Global Graphic Systems Co.,Ltd.

Fuji Xerox Co., Ltd.

Fuji Xerox Manufacturing Co., Ltd.

FUJIFILM Software Co., Ltd.

Fuji Xerox domestic sales companies(37 companies)

Fuji Xerox Service Creative Co., Ltd.

FUJIFILM Imaging Systems Co., Ltd.

Fuji Xerox System Service Co., Ltd.

FUJIFILM Imaging Protec Co., Ltd.

Fuji Xerox Printing Systems Co., Ltd.

Fuji Xerox overseas manufacturing
companies (4 companies)

FUJIFILM Business Expert Corporation

Fuji Xerox InterField Co., Ltd.

Fuji Xerox Asia Pacific Pte Ltd

FUJIFILM Recording Media Products
Division

Fuji Xerox Service Link Co., Ltd.

Fuji Xerox overseas sales companies(16 companies)

FUJIFILM Medical Co., Ltd.

*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 uji Xerox “Information Security Report” Page 18:
https://assets.fujixerox.co.jp/sites/com/files/2019-09/15a48c07d388aad47397a2063cadd0c1/i_security.pdf#page=18

2.2.10 Preparations for Large Scale Natural Disasters
As the global environment changes, such as rising sea level by climate change and abnormal weather occurrence, risks
concerning natural disasters are increasing.
Based on the damage estimations, we are enhancing and reinforcing the anti-disaster measures as a part of the BusinessContinuity Plans (BCPs) to further improve the Group response to a wide-area natural disasters in Japan, including preparations
for a Tokai-Tonankai-Nankai multiplate earthquake (Nankai megathrust earthquake), Tokyo Metropolitan earthquake, eruptionof Mt. Fuji., torrential rain, river floods and rising sea level.
In particular, we are reinforcing preparatory measures for heavy rains, which are increasing in frequency in Japan, andadopting an alert system for early damage prediction to implement damage control measures. We also implement BCPs
and reinforce employee safety measures for natural disasters specific to America, Europe, and Southeast Asia, such as
earthquakes, tornados, and wildfires.

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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 2020, 3 of these centers have been created in regions including theUnited States and Europe to accelerate collaborative efforts for open innovation. Moreover, in 2018 we set up a center on thedevelopment of the next-generation AI technology named “Brains” to advance these co-creation activities for the added valueof our products and services.

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2.4 ｜ Supply Chain Management

2.4 Supply Chain Management
2.4.1 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.

2.4.2 Fujifilm Group Procurement Overview
The Fujifilm Group manufactures a wide range of products, including chemical products; functional materials; and medical,
precision, optical, and office equipment. Our major production sites are located in Japan, Americas, China, the Netherlands,
and Vietnam. Procurement items are also diverse, including sensitive commodities, chemicals, equipment, and packaging
materials. The costs are shared among different regions: 52% in Japan, 26% in China, 11% in Americas, 7% in Europe, and
4% in Asia and other regions.
Proportion of Procurement Amount by Region

7%

4%

11%
52%
26%

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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2.4 ｜ Supply Chain Management

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.

2.4.3 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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2.4 ｜ Supply Chain Management

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)
Fuji Xerox requests its 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
Fuji Xerox CSR Management Guidelines
https://www.fujixerox.com/eng/company/csr/svp2030/governance_supply/supplychain.html

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2.4 ｜ Supply Chain Management

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
Fuji Xerox Green Procurement Standards
https://www.fujixerox.co.jp/company/eco/green/pdf/green_procurement_standards_ver60_english.pdf● Policy on human rights

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

2.4.4 Structure of Sustainable Procurement Promotion
Collaborating with FUJIFILM Corporation and Fuji Xerox Co., Ltd., the ESG Division of FUJIFILM Holdings Corporation
formulates policies and plans for sustainable procurement within the Fujifilm Group. Among these activities, important mattersrelated to corporate management are approved and adopted by the FUJIFILM Holdings ESG Committee, chaired by the CEOof 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

Fuji Xerox Co., Ltd.
ESG/Procurement Divisions

ESG/Procurement Divisions of the Group Companies

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2.4 ｜ Supply Chain Management

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, andliaison office* for external inquiries.

ESG and Procurement Divisions in
FUJIFILM Corporation and Fuji Xerox
Co., Ltd.

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, Fuji Xerox Co., Ltd., andGroup companies

Request to suppliers of CSR activities based on Fujifilm Group Procurement andEnvironmental Policies; checking CSR activities implementation status by surveys
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

2.4.5 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*2, such as in China or in other Asian countries, we conduct
regular CSR risk assessments and CSR self-check*3 of suppliers we see as critical*1 according to the value andcharacteristics of the items being procured.
(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 reviews of suppliers, we request them to improve and offer them support. In China and Asia, expert teams
conduct onsite visit and check for CSR activities by the supplier and provides advice on making improvements. Basedon 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 considers suppliers that could potentially have a large impact on our business continuity and competitiveness as criticalsuppliers. The Fujifilm Group identifies critical suppliers by weighing the value of items procured, substitutability, partnership continuity, etc.
*2 T he 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.
*3 F ields and elements in the supplier CSR self-check (see next page).

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2.4 ｜ Supply Chain Management

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 FY2019 activities(1) Dissemination of the Fujifilm Group’s Approach to CSR
We re-informed our suppliers across the world 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 398 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. Although
the self-check response rate increased over last fiscal year, the response rate from overseas suppliers still require additional
improvement. We will make efforts for further improvement in the coming 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. No such serious
cases were identified in fiscal 2019.
(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 51 suppliers located in China and Vietnam. Expert teams from our production sites provided onsite visit
and check to 39 suppliers out of 51. Especially, environmental and safety risks that may lead to environmental destruction
or occupational accidents were identified, and we requested improvements to relevant suppliers. With their accumulated
knowledge through activities, the teams offered advice to help improve other CSR issues identified in the suppliers. For theidentified issues, we monitor the progress of improvements made according to the supplier’s improvement plan, and also
revisit the sites to confirm the improvement status.
② Training, Capacity building

Fujifilm holds 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.
Fuji Xerox Shenzhen (FXSZ) held an occupational health management seminar to share information on establishmentof the labor and health management structures. FUJIFILM Imaging System (Suzhou) (FC) started full-scale sustainableprocurement in fiscal 2019, and held CSR briefings for 32 particularly important suppliers, utilizing the knowledge acquired
from FXSZ. The briefings encouraged suppliers to understand the importance of CSR and the Fujifilm Group’s focus onsustainable procurement.
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 started supporting suppliers in resolving the CSRrelated issues they face, such as reducing GHG emissions and reducing energy consumption, utilizing the technologies andexpertise owned by FUJIFILM Engineering Co., Ltd.

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Governance
2.4 ｜ Supply Chain Management

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

FY2017FY2018--

Receipt collection rate-

Number of suppliers requested
Response rate

Number of suppliers requested

Percentage ofsuppliers with
90% or higher
conformance
rate

FY2019FY2020 target

398

400

-

98%*1

90% or over

635

408

263

400

88%

86%

98%*2

90% or over

(Most criticalitems)

96%

94%(Critical
items)

69%

75%

49

46

39

100%

100%

76%

Number of suppliers evaluatedPlan achievement rate

87%*3

Plan achievemtn rate100%

*1 Fujifilm: 96%, Fuji Xerox: 100%
*2 F ujifilm: 96%, Fuji Xerox: 99%*3 F
 or FY2017 and FY2018, results of Fuji Xerox . In FY2019, classification of most critical items and critical items is abolished, and total percentage
for Fujifilm Group was calculated.

2.4.6 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 2019, 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 8 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.
We also made a site visit to a production site in the Philippines to inspect their CSR efforts—including their contractors. As aresult, we found out that they imposed a pregnancy test on female workers. Although the test was conducted in considerationof their working situation, it may have led to the detriment of gender equal opportunities and fair working conditions. Therefore,
we requested the abolishment of the test, applying accepted international standards. We also confirmed that no other Group
companies carried out similar practices.

3. Reinforcement of CSR activities in China
In June 2019, Fujifilm and Fuji Xerox jointly held a meeting in Suzhou, China, under the theme of environment and sustainableprocurement. The meeting was attended by 33 people from 12 companies, including Tokyo head office and major Group
companies in China. The attendants shared their environmental and sustainable procurement plans and goals, CSR activity
statuses at each site, and discussed potential CSR risks in suppliers and countermeasures against them. The results of the
discussions will be reflected in addressing future challenges.

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Governance
2.4 ｜ Supply Chain Management

2.4.7 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) Establish 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) Identify 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 Fuji Xerox 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 third-party 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 R
 MI = Responsible Minerals Initiative*3 J EITA: Japan Electronics and Information Technology Industries Association.
*4 R
 MAP: Responsible Minerals Assurance Process.

2. Results and targets for avoiding conflict minerals
In conflict minerals survey for fiscal 2019, we got a response from 98% of suppliers in scope relating to the document business.
As a result of surveys, we identified 331 suppliers listed as a smelter or refiner by the Responsible Minerals Initiative (RMI). Outof these smelters or refiners, 250 were compliant with the Responsible Minerals Assurance Process (RMAP). (As of March 31,
2020)
FY2017FY2018FY2019FY2020 target

Supplier response rate for conflictminerals survey

100%

99%

98%

95% or higher

Percentage of conflict-freesmelters in conflict minerals
survey

46%

55%

76%

Continuous
improvement ofconflict-free smelter
percentage

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Governance
2.4 ｜ Supply Chain Management

2.4.8 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.

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(Fuji Xerox)

FY2017FY2018FY2019FY2020 target

100%

100%

100%

100%

2.4.9 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 2019, 123 partners conducted CSR self-checks.
Sustainable Procurement Effort KPI in Domestic Logistics

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

FY2017FY2018FY2019FY2020 target

97%

100%

97%

100%

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Governance
2.4 ｜ Supply Chain Management

2.4.10 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 became a signatory to the United Nations Global Compact in 2002, and participated in the Action Platform on
Decent Work in Global Supply Chains in 2019. (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 Fuji Xerox participate in the Responsible Minerals Trade Working Group led by the Japan Electronics
and Information Technology Industries Association (JEITA), the industrial organization of the Japanese IT and electronics
industry.
• International Labour Organization (ILO)
In 2019, Fuji Xerox responded to the ILO’s request to prove best practices for the Responsible Supply Chains in Asia
programme.

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Governance
2.5 ｜ Customer Relationship Management

2.5 Customer Relationship Management
2.5.1 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.

2.5.2 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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Governance
2.5 ｜ Customer Relationship Management

2.5.3 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: %FY2017FY2018FY2019Target in
FY2019Online customers*1 (Percentage ofcustomers who use online services or sales
platforms among all customers)

74.7

79.3

83.4

82

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

4.8

4.9

4.9

5.0

*1: O
 nline customers refers to customers using Fuji Xerox’s multifunction machine online remote maintenance contract in Japan.
*2: O nline sales were calculated from the business fields of imaging, life science, and document solution, where online business has been
reinforced.

3. Customer satisfaction survey results(1) Customer satisfaction survey
Customer satisfaction percentage was calculated in the area of FUJIFUILM Holdings to take track of customer satisfaction
where after-sales services are critical, i.e., in photograph-related products, digital cameras, medical systems and the document
solution business.
① Results of customer satisfaction survey

Unit: %FY2017FY2018FY2019Target in
FY2019Percentage of satisfied customers among all
customers (%)

83.5

85.1

86.3

86

Data coverage (e.g. within sales, customers,
etc.)

73

77

77.6

② Customer satisfaction for business fields in the above data

Unit: %

Business field

FY2017FY2018FY2019Imaging Solutions business (digital cameras
and photograph-related products)

85.2

89

89

Healthcare & Materials Solutions business(medical systems)

80

78

79

Document Solution business

93.2

91

92

(2) Received awards for customer satisfaction survey in 2019
Fuji Xerox Ranks Highest for two years in a row, in J.D. Power 2019 Japan Technical Support Call Center Customer Satisfaction
Study <Copiers/Printers>.
The study measures overall customer satisfaction with companies with five or more employees for technical support;
troubles shooting and support.
http://jdpower-japan.com (in Japanese only)

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Governance
2.5 ｜ Customer Relationship Management

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 for use 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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Environmental Aspects
3.1 ｜ Environmental Policy and Management System

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

Fujifilm Group Green Policy
Basic Policy“Sustainable development” is the most important issue for our planet, the human race, and all business entities in the 21st
century. Through all products and services and businesses, we will strive our contributions to “sustainable development”
by initiative to address climate change, promote resource circulation, ensure chemical safety, preservation for regional
environment and biodiversity conservation.
Action Guidelines
1. W
 e 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. VISION 2019, the Medium-Term Management Plan released in the same year, is a concrete business strategy toachieve the SVP 2030 targets. The Priority Issues listed below are the environmental and other items we need to resolve chiefly
within fiscal 2020 in order to achieve the SVP 2030 targets.
* Integrated management system (IMS): Management system integrating, quality management system (QMS), occupational health and safetyassessment system (OHSAS) and information security management system (ISMS).
https://holdings.fujifilm.com/en/sustainability/vision/management/management-system

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Environmental Aspects
3.1 ｜ Environmental Policy and Management System

FY2020 Fujifilm Group Priority Issues
Priority Issues

Priority Measures

1. A
 ddress Climate Change(1) R educe CO2 emissions across the entire product lifecycle from material
procurement, product manufacturing, transportation, to use and disposal.
(2) D evelop and disseminate products and services that contribute to CO2emissions reduction in society.
(Creation of the Fujifilm Group environmentally conscious products, Green
Value Products)(3) Globally promote strategic energy-saving activities.
① Group-wide expansion of energy-saving and renewable-energy-usage
measures.
② More efficient energy usage using cogeneration systems.
(4) Assess risks and opportunities concerning climate change, reflect theassessment results in the business strategy, and disclose relevant
information.

2. P
 romote Recycling of Resources(1) P romote efficient water usage.
(2) D evelop and disseminate products and services that contribute to water
resource conservation in society.
(Creation of the Fujifilm Group environmentally conscious products, Green
Value Products)(3) Improve resource usage per unit in production.
(4) Promote waste reduction.
(5) Improve the quality of resource recycling.
① Promotion of recycling and recovering valuable materials from waste.
② Increase recycling of used products.

3. A
 ddress Energy Issues(1) D evelop technologies that contribute to energy saving, storage and creation.

4. E
 nsure Product and Chemical Safety(1) P romote voluntary control over high priority substances for risk
management; and continue management of VOC emissions.
(2) C ontribute to chemical safety utilizing the chemical library.
(3) Develop a safety assessment method taking account of animal welfare andapply the method to intra-company chemical management.
(4) Disseminate management of chemicals in products across the supply chain.
(5) P romote safe chemical handling.
(6) Assess and improve performance of internal rules concerning productsafety and chemical management.
(7) Continue improving legal compliance to support product expansion.

5. P romote Management of a Healthy
Workplace (work accident prevention)(1) Improve management level by standardizing biological material handlingacross the group.
(2) P revention of work accidents by assessing occupational safety and healthrisks.

6. Strengthen CSR Foundations acrossthe Entire Supply Chain(1) R equest suppliers to run their business with consideration for theenvironment, ethics, and human rights.
(2) E stablish regular onsite “Visit and Check” in critical suppliers and reinforce
improvement activities.
(3) Appropriately procure plant-derived materials.

7. Improve Communications, andInformation Disclosure & Provision(1) P roactively disclose corporate information through the official website andthe Sustainability Report.
(2) E nhance the quality of environmental performance information.

8. Employee Training(1) T horoughly educate employees about product safety, workplace safety, andenvironmental laws.

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Environmental Aspects
3.1 ｜ Environmental Policy and Management System

3.1.3 EMS: Certification/Audit/Verification
Status of EMS Certification and Audit in FY2019
Certification/audit/verification system byspecialized companies with International
Certification (ISO14001, EMAS)* Main sites with production function and some non-production sites

Coverage: 88.2%
Target sites: 68 Certified sites: 60
Coverage: 11.8%

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: 68 Certified sites: 8

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

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.

FUJIFILM Holdings Corporation Management Performance 202052

Environmental Aspects
3.1 ｜ Environmental Policy and Management System

3.1.5 Overview of FY2019*O rganizations 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

86.6 kilotons

Discharged
water

O
U
T
P
U
T

Atmosphericemissions

Water*6..........40.5 million tons
BOD*7 .................... 26.3 tons
COD*7 .................... 69.1 tons
Total nitrogen*7......... 144 tons
Total phosphorus*7.. 2.56 tons

CO2*1 .........1,507 kilotons

Atmosphericemissions

Atmosphericemissions

Atmosphericemissions

CO2*3 .... 282 kilotons

CO2*4 .... 369 kilotons

CO2*5 ...... 78 kilotons

Atmosphericemissions
CO2*2 ..... 1,040 kilotons
VOC ......... 0.72 kilotons
SOx............... 11.1 tons
NOx................ 325 tons
Soot .............. 7.87 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.)............................103 kilotons
Others ..................164 kilotons

Electricity... 1,131 million kWh
Purchased energy ...... 194 TJ
Oil*8 .......................... 26.8 ML
Natural gas*9.................... 218 million Nm3
Water ...........42.6 million tons

Light diesel oil, etc*11................................. 109 ML

Electricity*12.................... 637 million kWh

Combustion amount(estimation)*13 ....... 27 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*1065.0 million tons

*4 For 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 Environmental 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 Wastewater released as a result of business activities*7 Volume released to public water*8 Total 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 Total 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*12 B ased on the average CO2 emission coefficient of theFederation of Electric Power Companies of Japan
*13 H
 ypothetical 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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Environmental Aspects
3.1 ｜ Environmental Policy and Management System

2. Response to environmental laws and regulations
Legal Compliance and Reports on Complaints in FY2019
In 2019, there were two violations of environment-related laws and no customer complaints, and no incidents. The legal
violation issue concerned shipment/notification of deleterious substances in Japan and expired storage of hazardous waste in
the United States— in both case preventive measures have already been completed.
Fujifilm Group total
Number of legal violations (number of cases
solved)2 (2)Penalty

0 yen

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 FY2019*
Company/Site name

Description

Responses

Fujifilm Kaisei area

Violation associated with shipment/
notification of products containing
deleterious substances

Review of work procedures andcheck system

FUJIFILM Manufacturing U.S.A. Inc.

Expired storage of hazardous waste

Improvement of waste management
system* Relatively minor violations have been excluded.

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Environmental Aspects
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 in all the energy we use by converting our electricity purchasing to 100% renewable energy
sources by fiscal 2050 and by adopting new technologies, such as changing the fuel for cogeneration system to hydrogen.
Targets and Progresses of 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: 	30% reduction at the end of FY2019 (compared to the FY2013 level).
Mid-term target: 	Reduce the Fujifilm Group’s CO2 emissions by 35% by the end of FY2020 (compared to the FY2005 level)
Progress: 	30% reduction at the end of FY2019 (compared to the FY2005 level).
Short-term target: 	Reduce the Fujifilm Group’s CO2 emissions by 2% by the end of FY2020 (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
At the Fujifilm Group, the Energy Strategy Promotion Committee has been working group-wide to maximize efficiency inenergy usage and to seek further CO2 emissions reductions at the procurement stage. We are promoting these measures
proactively throughout the Group. We are utilizing the carbon pricing scheme (price of CO2 emissions) to evaluate risks andopportunities for climate change, and are now examining impact probabilities and future measures.
At the manufacturing stage, we promote CO2 emissions reduction measures that include improvements to efficient energy
usage, conversion to renewable energy-derived electric power, conversion of natural gas and heavy oil used in our in-housecogeneration systems to hydrogen sources (after fiscal 2030). At the procurement stage, we are reducing the input of material
resources by a more sophisticated system for reusing and recycling them. In response to the physical risks accompanying theclimate change, we are introducing risk countermeasures for product supplies in procurement and manufacturing in various
countries.
Furthermore, we are contributing to reducing CO2 emissions on a global scale by promoting design for the environment
and providing, disclosing and introducing appealing products and solutions that have a high CO2 reduction efficiency throughthe FUJIFILM Holdings Environment Conscious Certification System (established in May 2018).

1. Information disclosure based on TCFD
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 are participating in the TCFD support program of the Ministryof the Environment and have started a scenario analysis on climate change.

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Environmental Aspects
3.2 ｜ Climate Change Strategy

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.
[Examples]- Establish a target for renewable energy use and endorse
the TCFD recommendations.
- Join RE100, the global corporate leadership initiative.

•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

Index and Target[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.
• Clarify our approach to a decarbonized society
through RE100, the international initiative, and promote
infrastructure development as a consumer.

• Target for reducing CO2 emissions (Certified by Science
Based Targets).
-R educe CO2 emissions by 45% across the entire productlifecycle by FY2030 (compared to the FY2013 level).
• Renewable 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- Reduce the amount of water used in production by 30%
by FY2030 (compared to the FY2013 level).

2. Analysis results of our scenario based on TCFD recommendations
Based on the Representative Concentration Pathway (RCP) 2.6 to 8.5 presented in the Intergovernmental Panel on Climate
Change (IPCC) Assessment, we established our own 2°C and 4°C scenarios and undertook analyses based on these scenarios.
The risks we identified in the 4°C scenario include the negative impact of extreme weather on production facilities and possible
cessation of supplies of product materials, and factory shutdowns from power cuts. We are now forming countermeasures
for these risks, such as decentralization of production sites and material suppliers and installation of private power generators.
The major risk in the 2°C scenario is a financial risk due to the possible introduction of carbon taxes. The countermeasurefor this is adoption of renewable energy and a range of energy-saving activities to meet the CO2 emissions reduction targets.
Opportunities associated with the 2°C scenario include offering energy-saving equipment and solution services that
support the future remote working society. Such solution services can save travelling, transportation time, and office space,
all of which can contribute to CO2 emissions reduction.

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Environmental Aspects
3.2 ｜ Climate Change Strategy

Analysis of Risks and Opportunities by Scenario Based on 4°C and 2°C Scenario
4°C scenario: Continued CO2 emissions, attributable to man, causes CO2 buildup on the Earth, increasing temperatures by
4 degrees Celsius or above from the level at the Industrial Revolution.
Environment, social
conditions and systems

Measures• Cessation in material
procurement and factory
production due to natural
disasters, such as flooding.
• Factory production stoppages
due to drought.
• Power grid breakdown andPower cuts due to typhoons.

• Create a BCP to secure emergency
suppliers and distribute production sites.
• Obtain and monitor the latest rain forecast
and flood prevention by controlling water
gates to factories.
• Continual water risk assessment for all sites
by our own water risk assessment system(Please refer to 3.3.5 Effective Use of Water
Resources.)• Install regular and emergency in-housecogeneration systems.

Risks

Temperature increase triggers
weather events frequently,
including torrential rains,
floods and drought.

Risks

Changes in temperature andprecipitation patterns alter
animal habitats, lowering their
population and even driving
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 to tree
and forest withering.
(Paper: pulp, Film: cellulose)[Paper]• Reduce paper with Document Solution
Services utilizing digital and IT technologies.
[Film]• Reduce film materials by using thinner films
and promotion of recycle.
• Utilizing used multifunction devices. (reuse)https://www.fujixerox.com/eng/company/csr/• Material shortages due to fossil
fuel depletion.

svp2030/environment/recycle.html• Aim at appropriate number of multifunction
devices by expanding sharing services.
https://www.fujixerox.com/eng/solution/

Opportunities*1

outsourcingservices/services/next_gen_mps.html

There is an increased demand
for systems, products andtechnologies required forsociety to adapt to climatechange.
• Monitoring and predicting
climate• Deterioration diagnosis
of 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 at plantfactories.

• Providing high-sensitivity surveillance cameras capable of monitoring rivers andweather even in rough weather or at nighthttps://holdings.fujifilm.com/en/sustainability/activity/other-activities/social-contributionactivities/kyushu• Offer infrastructure degradation diagnosis services for bridges, dam walls, andembankments in case of typhoons.
https://www.fujifilm.com/jp/ja/business/inspection/infraservice/hibimikke(in Japanese only)• Contribution to measures for water shortage by water filtration technology and ion
exchange membranes.
https://www.fujifilmmembranes.com/water-membranes/technology

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Environmental Aspects
3.2 ｜ Climate Change Strategy

2°C scenario: H uman-caused CO2 emissions become virtually eliminated due to technological innovation and thedevelopment of social systems, keeping the temperature increase by no more than 2 degrees Celsius fromthe time of Industrial Revolution.

Opportunities*1

Risks

Environment, social
conditions and systems

During transition into a
decarbonized society,the government imposesa carbon tax as a policy
for restricting the use offossil fuels and promoting
technological innovation.
A border carbon tax is
introduced to mitigate
industrial transfer, promptedby disparity in carbon tax
rates in different countries.

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 andgoods and time required for it.

Risks• Increase in manufacturing costs due
to carbon taxes on fossil fuel.
* Total financial effects on direct CO2
emissions from our manufacturing mustbear some 5 billion yen/year.*2

Measures[Promote energy saving and renewableenergy usage.]• Convert 50% of purchasing energy torenewables by FY2030.
• Achieve no CO2 emissions in the
manufacturing stage by converting
energy purchasing to100%
renewables by FY2050, and usinghydrogen for in-house cogeneration
systems.
https://holdings.fujifilm.com/en/news/list/500[Prediction for 2030]• Accomplish CO2 emission targets
in our SVP 2030 by these measuresand other energy saving measures.
Cost reduction of 2.3 billion yen/year
for CO2 emissions at manufacturing
stage.*2• Providing environmentally conscious products.
Energy-saving multifunction devices.
Energy-saving data storage by high-capacity magnetic tape data archiving
systems.
https://www.fujifilm.com/about/profile/business_fields/recording_media/• Reduce CO2 emissions by cutting back on time, transportation and space with
Document Solution Services utilizing digital and IT technologies.
 ttps://www.fujixerox.co.jp/solution/work_style_reform/telework_202003.html#clm05
h(Telework Solution) (in Japanese only)https://www.fujixerox.co.jp/solution/menu/cocodesk (CocoDesk) (in Japanese only)• Resource and energy usage reduction by process-less thermal CTP plates forprinting.
https://fujifilm.com/products/graphic_systems/ctp/processless_plate/*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 W
 hen calculating with 5,000 yen/ton-CO2 for carbon tax.

3.2.3 Activity Overview
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 have been
actively working to disseminate these measures across the Group.
Recently, we are directed efforts to the active introduction of renewable energy, both in Japan and other countries, including
the introduction of wind power-generated electricity at FUJIFILM Manufacturing Europe B.V. (Netherlands), installation of aphotovoltaic power facility at its Kumamoto Plant (Japan) and installation of a new large-scale photovoltaic power facility at
FUJIFILM Printing Plate (China) Co., Ltd., in fiscal 2018. In January 2019, we established a renewable energy usage target, andwe 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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Environmental Aspects
3.2 ｜ Climate Change Strategy

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

Unit: MWh

FY2015FY2016FY2017FY2018FY2019Fujifilm Group Total

46,675102,552

101,435

96,10095,827

Fujifilm

44,848100,772

99,883

94,73894,658

Fuji Xerox

1,827

1,780

1,552

1,362

1,170

Renewable energy
consumption

Year

Site

StatusType

Capacity

1998

FUJIFILM Kanagawa FactoryJapan

Installed

Solar power

20 KW(Suspended)

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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Environmental Aspects
3.2 ｜ Climate Change Strategy

3.2.5 Data Related to Climate Change Measures (GHG and CO2 emissions)
GHG Emissions (Scope 1, 2)
Unit
Total direct
GHG emissions(Scope 1)

Total
emissions

FY2015FY2016FY2017FY2018FY2019687,000

659,000

637,000

624,000

593,000

Fujifilm

643,000

617,000

595,000

584,000

555,000

Fuji Xerox

44,00042,00042,00040,00038,000FY2015FY2016FY2017FY2018FY2019616,000

580,000

526,000

502,000

474,000

Fujifilm

449,000

417,000

373,000

358,000

343,000

Fuji Xerox

167,000

163,000

153,000

144,000

131,000

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.
* 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.

FY2019 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: %

Fujifilm Group Total

54.5

9.2

2.0

0.3

0.3

1.2

1.0

-

10.5

2.5

3.4

4.0

11.1

Fujifilm

64.9

10.5

2.4

0.3

0.4

0.8

0.6

-

6.7

3.4

4.6

5.4

-

Fuji Xerox

24.9

5.5

0.8

0.2

0.1

2.6

2.0

-

21.4

-

-

-

42.5

CO2 Emissions (Scope 1, 2, 3)
FY2015FY2016FY2017FY2018FY2019CO2 Emissions (kt- CO2/year)

5,017

4,839

4,389

4,102

3,738

Scope 1

14%

14%

15%

15%

16%

Scope 2

12%

11%

12%

12%

13%

Scope 3

74%

75%

74%

73%

71%

FY2019 Result of CO2 Emission for Fujifilm Group

Items

Unit: kt-CO2/year

Procurement

Manufacturing

Transportation

Use

Disposal

Total

1,507

1,040

282

369

78

3,276

PET, TAC, etc.

306

Gas

493

Aluminum

1,027

Petroleum

73

Copiers/Printers/
Fax machines

174

Electricity

474

282

Medicalequipment

60

Minilab24

Copiers/Printers/
Fax machines
Others (including
emission trading)296

78(including
emissiontrading)-12

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Environmental Aspects
3.2 ｜ Climate Change Strategy

CO2 Emissions*

Unit: kt- CO2/year

FY2015FY2016FY2017FY2018FY2019Japan/Manufacturing

894

853

783

757

724

Japan/
Non-manufacturing

30

33

32

30

27

Overseas/Manufacturing

311

273

275

270

255

Overseas/
Non-manufacturing

37

50

42

39

35

Group total

1,272

1,209

1,132

1,097

1,040

Vehicle

31

31

31

29

27

Total

1,303

1,240

1,163

1,126

1,068

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.

FY2019 CO2 Emission by Region* (R&D/Manufacturing/Office)

Unit: kt-CO2/year

751

Japan

Overseas

Americas (USA, Canada & Brazil)

144

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

53

China

57

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

36

Group total

1,040* 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.

Annual Changes in Transport Volume* (Japan)

Transportation volume

Unit: million tons/kilometer

FY2015FY2016FY2017FY2018FY2019

190

190

168

155

135

* 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

FY2015FY2016FY2017FY2018FY201950,22949,761

47,10045,846

43,205* 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)
FY2015FY2016FY2017FY2018FY2019Amount of CO2 reductions (tons of CO2/year)

12,692

15,79013,156

12,927

10,775

CO2 reduction rate (%)

20.2

25.4

21.8

22.0

20.0

* 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.
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Environmental Aspects
3.2 ｜ Climate Change Strategy

Utilizing carbon offset
Efforts in FY2019
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 (Registered with third-party certification by Japan
Management Association)

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 Solution

We utilize the Tradable Green Certificate (issued by Japan Natural Energy Co., Ltd. for wind
power energy) to use renewable energy of approx. 44,000 kWh in total for the venue of
FUJI XEROX SUPER CUP 2020, All Japan High School Soccer Tournament (semi-finals andfinal), events and seminars for customers, and our welfare events.

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Environmental Aspects
3.2 ｜ Climate Change Strategy

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

Heavy oil, etc.*2
Japan
Gas*3

Renewable energy

Electric power,
purchased electric
power

Heavy oil, etc.*2
Overseas
Gas*3

Renewable energy*4

Total

Unit: TJ

FY2015FY2016FY2017FY2018FY2019

6,718

6,583

6,032

5,760

5,530

Fujifilm

4,621

4,523

4,019

3,853

3,750

Fuji Xerox

2,097

2.060

2,013

1,906

1,780

Fujifilm Group Total

2,040

1,569

1,299

1,110

1,023

Fujifilm

2,039

1,568

1,299

1,110

1,022

Fuji Xerox

1

1

0

0

0

Fujifilm Group Total

8,495

8,609

8,348

8,507

8,097

Fujifilm

8,158

8,284

8,023

8,172

7,762

Fuji Xerox

337

325

325

335

334

Fujifilm Group Total

1

1

1

4

5

Fujifilm

1

1

1

4

5

Fuji Xerox

0

0

0

0

0

Fujifilm Group Total

5,215

4,922

4,983

4,990

5,016

Fujifilm

4,325

3,994

4,120

4,169

4,313

Fuji Xerox

890

927

862

820

703

Fujifilm Group Total

33

30

24

23

23

Fujifilm

18

19

18

19

20

Fuji Xerox

15

10

6

4

3

Fujifilm Group Total

1,796

1,811

1,798

1,713

1,687

Fujifilm

1,772

1,784

1,768

1,686

1,669

Fuji Xerox

24

27

30

27

18

Fujifilm Group Total

291

874

844

788

646

Fujifilm

284

867

839

783

641

Fuji Xerox

7

6

6

5

4

Fujifilm Group Total

24,58824,39723,32822,89522,026

Fujifilm

21,21721,04020,087

19,797

19,183

Fuji Xerox

3,371

3,357

3,242

3,098

2,843

Fujifilm Group Total*1 Per unit calorific value is based on the Energy Conservation Act.
*2 T
 otal of heavy oil A, heavy oil C, kerosene, light oil and gasoline*3 T otal of natural gas, liquefied natural gas (LNG), city gas, butane and liquefied petroleum gas (LPG)*4 F
 UJIFILM 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. (FY2019)*

Unit: thousand kiloliters

Heavy oil

Kerosene

Light oil

Gasoline

Japan

24.5

1.1

0.1

0.0

Overseas

0.0

0.0

1.3

0.0

Group total

24.5

1.1

1.5

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 Fujifilm Group is proceeding more effective use for resources and reduction of waste, not only at the manufacturing stage
but across the entire product lifecycle as well. In addition to the emphasis on recycling and conservation of resources at the
product design stage, reductions in the waste generated at the manufacturing stage are underway in ways that suit eachregion. We have been promoting Group-wide optimization, including extracting valuables from waste and improving the qualityof recycling, not only at our production sites but over our entire business operations including offices and warehouses.
Since fiscal 2016, the amount of waste disposed of by incineration or in landfill has been increasing because of the increasein wastes resulting from our new business expansion and difficulties in recycling plastics by reinforcement of international
regulations on plastics. We are working for the entire Group to reduce the amount of waste by improving processes and byrecycling plastics to achieve 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:	Increased by 11% at the end of FY2019 (compared to the FY2013 level).
New targets
Target 2: 	Recycle index: More than 10.
Progress: 	6.8 at the end of FY2019.
Target 3: 	Valuable conversion index: More than 1.
Progress:	0.63 at the end of FY2019.
Waste Generation 

Unit: ton

FY2016FY2017FY2018FY2019

A. Total waste generated volume*1

83,00083,40085,40086,600B. Total wastes used, recycled or sold

68,40068,60069,00069,800Total volume of simple disposal waste*2 (A – B)

14,60014,80016,40016,800* 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 S imple incineration or landfill disposal by external service providers and on sites.

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Environmental Aspects
3.3 ｜ Promoting Resource Recycling

Annual Changes in Valuable-converted Waste*

Valuable-converted waste

Unit: thousand tons/year

FY2016FY2017FY2018FY2019

72.4

57.4

47.0

43.8

* Valuable resources sold to the third party.

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

Unit: thousand tons/year

FY2016FY2017FY2018FY2019Recycling index

9.6

8.5

7.1

6.8

Valuables conversion index

1.06

0.84

0.68

0.63

* Recycling index = (Recycled volume + Valuable-converted volume)/Simple disposal volume** 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

FY2015FY2016FY2017FY2018FY2019

15.2

15.6

15.6

16.3

16.1

*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: %FY2015FY2016FY2017FY2018FY2019

10.5

12.7

17.5

17.8

14.1

*1 Total weight of export packaging materials handled by FUJIFILM Logistics in FY2019.
Weight reduced*2 P ackaging material reduction rate (%) =Total material weight + weight reduced

3.3.3 Reducing Resource Input
The Fujifilm Group develops and offers a wide range of products such as chemical products, functional materials, opticaldevices, office equipment, and medical equipment, etc. For this reason, we formulated the Assessment Method of Resource
Input per Unit (resource material input weight per converted production volume) that utilizes the “Converted Production Volume(production volume of each product converted using the energy used during production)” which is authorized by the Energy
Saving Act in Japan. We started to use this method in fiscal 2017.
Target: 	Improve the Fujifilm Group’s Resource Input per Unit by 30% by FY2030.
Progress:	Improved by 32% (Achieved)
Resource Input per Unit (Fujifilm Group)

Improvement rate of Resource Input per Unit
(compared to the FY2013 level)

FY2017FY2018FY2019

22%

28%

32%

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Environmental Aspects
3.3 ｜ Promoting Resource Recycling

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

1. Resource recycling system in Document Solution business(1) Product recycling policy in Document Solution 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 Solution business takes the following three approaches for manufacturing aiming to
reduce environmental impact across the product lifecycle.

Resource recycling
system for
multifunction devices
and copiers

Closed Loop System

Utilize 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(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

http://www.fujixerox.co.jp/support/cru/printer (in Japanese only)

Resource recycling system in Document Solution business

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

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

New Resource Reduction

Unit: tons

FY2015FY2016FY2017FY2018FY2019

3,273

3,809

3,730

2,967

3,393

* 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 Fuji Xerox trading areas.

The Percentage of Used Product Recycling by Sites in Document Solution business*
FY2015FY2016FY2017FY2018FY2019

Japan

99.9%

99.9%

99.9%

99.9%

99.9%

China

99.9%

99.9%

99.9%

99.8%

99.7%

Other Asia-Pacific Region

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

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 system for used CTP and PS plates

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

3.3.5 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: 	15% reduction at the end of FY2019 (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: 	15% reduction at the end of FY2019 (compared to the FY2013 level).
Short-term Target: 	Reduce the amount of water the Fujifilm Group uses for production by 1% by FY2020 (compared to the
FY2019 level).
Water Withdrawal/Discharge/Intensity in FY2019

Water
withdrawal

Waterdischarge

Revenue
intensity

Unit

FY2016FY2017FY2018FY2019Clean water

million m3

5.1

5.0

4.9

4.6

Industrial water

million m3

3.5

3.3

3.3

3.1

Underground water

million m3

37.5

35.6

34.5

34.6

Rain water. others

million m3

0.2

0.2

0.3

0.2

Sewage water

million m3

18.9

18.0

17.8

18.7

Riversmillion m3

22.5

22.2

21.8

22.7

Othersmillion m3

0.1

0.1

0.1

0.0

million m3/
100 million yen

1.99

1.82

1.77

1.84

1.84

1.70

1.68

1.79

Withdrawal
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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Environmental Aspects
3.3 ｜ Promoting Resource Recycling

3.3.6 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 (4)FY2019 Water Withdrawal by Region

Water
withdrawal

Unit: %

Japan

Americas

EuropeChina, Asia/
Oceania

Total

Clean water

20

48

11

21

100

Industrial water

99

0

0

1

100

Underground water

95

0

5

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 2019 Fujifilm Group’s Water Usage

North America

5%Europe5%DenmarkUK
The Netherlands

China/Asia

2%
Japan

South Carolina

Fujifilm
Fuji Xerox(

Suzhou Shanghai

88%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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Environmental Aspects
3.3 ｜ Promoting Resource Recycling

3.3.7 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

FUJIFILM (Shanghai) Trading Co., Ltd.

Voluntary tree planting for 23 years

Local NPO

FUJIFILM (Shanghai) Trading Co., Ltd.

Involved in Tree Planting Activities by the Industrial
Collaboration of Green Printing since 2015

Printing Technology
Association of China

FUJIFILM Manufacturing Europe B.V.

Conducting joint wastewater treatment with fourneighboring corporations by installing a large-capacity
water treatment facility in our own premises. This has
also helped cost reduction.

Neighboring four
companies

Suiden-Otasuke-Tai, FUJIFILM Kyusyu
https://holdings.fujifilm.com/en/sustainability/activity/other-activities/social-contribution-activities/kyushu

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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.
Development and promotion of environmentally conscious products and services
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
As a new means to create products with environmental consideration, the Fujifilm Group introduced the Fujifilm Group “Green
Value Products” certification program in fiscal 2018 to certify products incorporating outstanding environmental consciousness.
The standards and their operation of Design for Environment are made common across the Group so that the degree ofenvironmental value is quantified through the standards set for each product and service. The products and services are thenclassified as Silver, Gold, or Diamond to indicate the improvement level. This also helps clarify the environmental issues to beaddressed next for further reduction of environmental impact.
Level

Certification criteria

Diamond

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

Gold

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

SilverProducts and services that reduce environmental impact at a higher level than their respective industries' standard
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Environmental Aspects
3.4 ｜ Product Stewardship (Design for Environment)

3.4.4 Result of Design for Environment
1. Certifications of Fujifilm Group Green Value Products
We established a new target for the environmentally conscious products in fiscal 2019.
Target: 	Make Green Value Products rate per sales 60% by FY2030.
Result: 	32% per sales.

Level
DiamondGold

SilverNumber of
products

Green Value Products

FY2019

Total

0

1

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

36• SUPERIA ZD-II system for process-less CTP plates for commercial printing• Digital inkjet press Jet Press 750S
• Data Management Solutions• ApeosPort/DocuCentre-V1 C7773/7771 series of color multifunction devices• Document Management Cloud Services “Working Folder”• Document handling software “DocuWorks”

99• 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.

526“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
We reviewed the target for environmental impact reduction in product usage at customers’ sites (society) and changed thetarget from 50 million to 90 million in fiscal 2019.

CO2 emissions reduction in
the entire product lifecycle(1) Target: Reduce CO2 emissions across the entire product lifecycle by 45% by FY2030,
compared to the FY2013 level.
(2) R esults: Reduce by 30% compared to the FY2030 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) Target: Contribute to 90 million tons CO2 emissions reduction by FY2030.
(2) F Y2018 results: Contribution amount was 16.1 million tons. Progress: 18%(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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Environmental Aspects
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
Europe (EU)FUJIFILM Holdings Corporation Management Performance 202073

Environmental Aspects
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 M
 aterial 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 we havedeveloped in terms of human health and the global environment. In recent years, we have been focusing on replacing animal
testing for safety assessments from the viewpoint of animal welfare*1. Utilizing the safety data and the chemical library we haveaccumulated to date, we are developing safer materials grounded upon our core technologies that contribute to resolving
various social issues.
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
policySince the commencement of S category and its voluntary
management policy in 2011, we have made progress in
reducing the usage of one of S3 substances, which wasused most, to 13% of the maximum usage.

S0

Ban on use

S1

Substitute

S2

Reduce the usage or theemissions

S3

Plan to substitutePriority risk management chemical
substances
Not classified

Compliance with laws andindustry standards

Target: 	Replace or reduce usage of “priority risk
management chemical substances” by
FY2030.
Progress: 	We have designated seven chemical
substances as priority risk management
chemical substances.

Table of the Classification of Our Chemical Management

Management based on risk
assessment

Target of Anticipatory Risk Management of Chemical
Substances

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.

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Environmental Aspects
3.5 ｜ Management of Chemical Substance

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.
	The skin corrosive test using the in-vitro 3D human skin tissue model developed by Japan Tissue Engineering
Co., Ltd. (J-TEC) was also adopted in the OECD guidelines (OECD TG 431).
*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 C hemical 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
Based on our core technology of material and process development, the Fujifilm Group offers products and services 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.
Examples of Our Exclusive Materials and Processes to Contribute SDGs
Materials andprocesses

Applicable SDGs

Contribution details

Water-soluble
polymerized materials• Water-soluble polyfunctional acrylamide monomer that cancontribute to VOC reduction.
• It is both reactive and safe. Can be used as a material
for various purposes, including medical equipment andcomponents, electronic optics, data storage, and printing
plates.

Flow synthesis
process• Reduction of waste and heavy metal catalysts.
• Saving energy, space, and human labor.
• Enables on-demand production and short-period setup.
• Controls sensitive reaction process safely.

Ion exchange
membranes• Can remove salt from irrigation water, brackish water, andriver water to secure drinking and agricultural water inremote islands or arid lands.
• Can concentrate industrial wastewater to reduce or eliminate
waste, contributing to cost reduction.

RoHS testing
reagents• Reagents to accurately and quickly analyze restricted
substances under the EU RoHS Directive.

Water-soluble polymerized materials

https://specchem-wako-jp.fujifilm.com/en/whm/index.htm

Flow synthesis process

https://specchem-wako-jp.fujifilm.com/en/cdmo_chemicals/

Ion exchange membranes

https://www.fujifilmmembranes.com/

RoHS testing reagents

https://labchem-wako.fujifilm.com/europe/category/analysis/environmental/index.html

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Environmental Aspects
3.5 ｜ Management of Chemical Substance

3.5.5 Contribution to Appropriate Chemical Substance 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 compliant with international
standards, to share information about chemical substances in our products with suppliers and customers. We are a memberof the system’s operational consortium, helping promote chemSHERPA throughout the supply chain by offering explanatory
meetings and individual consultations to our transaction 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 a common 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, display monitor materials, etc. to communicate withour 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 international standard IEC62474.
Target 2: 	Continue providing Article Information Sheets (AIS).
Result: 	Total of 231 AISs have been newly created or updated and published on our official website.
Target 3: 	Disseminate knowhow about the safe handling of chemical substances.
Result: 	As a reagent manufacturer, FUJIFILM Wako Pure Chemical Corporation has provided a total of 430 training
program on the Safe Handling of Reagents for customers since fiscal 2000.
	We provided training to the persons in charge of chemical management of the Fujifilm Group to learn about thesafe handling of chemicals and related laws and regulations.

3.5.6 Perfluorocarbons (PFC) Emissions/Volatile Organic Compounds (VOC)
Emissions
We are introducing measures to reduce perfluorocarbons (PFC), one of the greenhouse gases, according to the regulations ineach country. We have set a target to reduce VOC emissions to less than half the previous year’s level.
PFC and VOC Emissions
Unit

FY2015FY2016FY2017FY2018FY2019Direct PFC emissions

kg PFC/
metric tons
produced

0

1,257

62

112

0

Direct VOC emissions

metric tons

834

750

800

707

724

* 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.

Response to the PRTR Law (Fujifilm Group) in Japan
Fujifilm 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 affiliates may
be found on the following Fujifilm website.
https://holdings.fujifilm.com/en/sustainability/activity/environment/environmental-preservation#nav_02

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Environmental Aspects
3.5 ｜ Management of Chemical Substance

Annual Changes in Atmospheric Emissions of VOCs 

Unit: hundred tons/year

FY2015FY2016FY2017FY2018FY2019

Japan

6.5

5.9

6.4

5.8

6.1

Overseas

1.8

1.6

1.6

1.3

1.2

Group total

8.3

7.5

8.0

7.1

7.2

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

8

10

Methyl alcohol

179Ethyl acetate

-38

-37

Methyl ethyl ketone-1-2Acetone-5-12

Name 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

FY2015FY2016FY2017FY2018FY2019

t

1,231

2,235

2,094

1,570

1,304

Storage and Management of Devices/Equipment Containing PCBs* (FY2019)
Types of equipment containing PCBs
Unit

Unit

Storing and managing amountJapan

Group total

High voltage transformers

Quantity

7

24High voltage condensers

Quantity090

PCB oil waste, etc.

kg

0.0

0.0

Sludge, etc.

m3

0.0

0.0

Fluorescent lamp stabilizers

Quantity

10,658

10,669Low voltage condenser excluding
fluorescent lamps

Quantity

90,54890,548Low voltage transformer Quantity

Quantity

0

0

kg

1,145

1,145

Quantity

295

295

Rags
Other devices Quantity*Excludes PCB in low concentration

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Environmental Aspects
3.5 ｜ Management of Chemical Substance

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.
We also conduct environmental risk assessments to prevent accidents that may emit excess pollutants beyond our
premises.
Annual Changes in Volume of Atmospheric EmissionsSox emissions

NOx emissions

Soot particle emissions

Atmospheric emissions ofspecified CFCs*

Unit: tons/year

FY2015FY2016FY2017FY2018FY2019

Japan

9

19

15

19

10

Overseas

10

2

3

3

1

Group total

19

21

18

22

11

Japan

424

369

290

232

242

Overseas

78

86

111

94

82

Group total

502

455

401

326

325

Japan

3.1

2.3

2.4

1.8

2.1

Overseas

4.2

1.0

1.8

3.3

5.7

Group total

7.3

3.3

4.2

5.1

7.9

CFC-11

0.21

0.00

0.16

0.00

0.00

CFC-12

0.00

0.00

0.00

0.00

0.00

*Group total, below the limit of detection = 0

Annual Changes in Water Contaminant Burden & Emissions*1

Unit: tons/year

FY2015FY2016FY2017FY2018FY2019

Japan

82.1

69.0

55.9

68.6

49.4

Overseas

67.3

55.5

49.6

27.2

19.7

Group total

149.4

124.5

105.4

95.8

69.1

Japan

37.1

30.2

24.3

26.8

25.1

Overseas

16.6

0.5

0.1

0.6

1.2

Group total

53.7

30.7

24.4

27.4

26.3

Total amount of nitrogen
emissions

Japan

232.3

170.9

181.7

167.2

143.1

Total amount ofphosphorous emissions

Japan

4.2

1.4

2.7

1.8

2.0

Total amount of COD*2

Total amount of BOD*3*1 Effluent release into public water bodies*2 C
 OD (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 B
 OD (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 (Fujifilm Group companies in Japan)
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.
https://holdings.fujifilm.com/en/sustainability/activity/environment/environmental-preservation

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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/

Fuji Xerox “Sustainable Paper Procurement”

https://www.fujixerox.com/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 Solution 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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80

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 Fuji Xerox sells paper for printers and copiers, the company declares that it procures pulp from forests that are managedwith 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: 29%
Fuji Xerox paper procurement regulations:
https://www.fujixerox.com/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·P reservation 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.
·M aintaining 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. Social contributions(1) Tokyo Greenship Action
Since 2004, Fuji Xerox Tama has been participating in Tokyo Greenship Action, a greenery conservation activity organized by
the Tokyo Metropolitan Government in cooperation with businesses and NPOs. Employees and their families participate every
year as volunteers and learn about the importance of nature.
(2) 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: 100 experts explained about the sea and the mountains
to 100 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
Fuji Xerox participates in the Japan Business Initiative for Biodiversity (JBIB), an organization promoting innovative actions toconserve biodiversity in Japan and contributes to member businesses conserving biodiversity in the supply chain by 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
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

4.1.1 Basic Approach
Under our corporate slogan, “Value from Innovation,” we are proactively reforming our business regardless of the quickly
changing environment, aiming at generating value in society. To realize this aim, we value that each of our diverse employees
has their own strengths and exerts their abilities to the fullest extent. We are establishing an environment to enable employees
to deliver results through efficient manners of working, while collaborating with various stakeholders, both inside and outside
the company.

4.1.2 Basic Data
Fujifilm Group Composition of Employees

As of March 31, 2020

Total

Male

Proportion

FemaleProportion

Executive officer(exc. Directors)

7

5

71%

2

29%

Regular employees

73,90653,39672%

20,51028%

Managerial personnel

13,327

11,390

85%

1,937

15%

General employees

60,57942,006

69%

18,57331%

Non-regular employees

10,010Status of Regular Employees

As of March 31, 2020

FUJIFILM Corporation

Fuji Xerox Co., Ltd.
Total

Male

Female

Total

Male

FemaleNumber of employees
Proportion

4,702
100%

3,888
82.7%

814
17.3%

Number of employees
Proportion

7,731
100%

6,461
83.6%

1,270
16.4%

Managerial personnel
Proportion

1,166
100%

1,119
96.0%

47
4.0%

Managerial personnel
Proportion

1,725
100%

1,597
92.6%

128
7.4%

Average age

42.68

43.06

40.83

Average age

45.01

45.92

40.39

Average length of
employment (years)

17.88

17.94

17.58

Average length of
employment (years)

20.08

20.81

16.36

Utilization of paid
leave*1

72.1%

ー

ー

Utilization of paid
leave*1

66.6%

ー

ー

Turnover rate*2

1.22%

1.15%

1.54%

Turnover rate*2

2.98%

2.85%

3.70%

*1 Data on utilization of paid leave is calculated based on data for theperiod from April 1, 2019 to March 31, 2020.
*2 T urnover rate =Attrition + Voluntary
Total number of employees at FUJIFILM
Corporation at the end of the preceding fiscal
year (Retirements including the company early
retirement program are not counted)*1 Data on utilization of paid leave is calculated based on data for theperiod from April 1, 2019 to March 31, 2020.
*2 T urnover rate =Attrition + Voluntary
Total number of employees at Fuji Xerox Co., Ltd.
at the end of the preceding fiscal year (Retirements
including the company early retirement program
are not counted)

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Social Aspects
4.1 ｜ Employee Overview

Re-employment
FUJIFILM Corporation

Fuji Xerox Co., Ltd.

FY2015FY2016FY2017FY2018FY2019FY2015FY2016FY2017FY2018FY2019

19

37

45

65

59

554

554

173

215

185

* Employees re-employed after retirement during the relevant fiscal
year* Employees re-employed after retirement during the relevant fiscal
year

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Social Aspects
4.2 ｜ Promotion of Diversity and Equal Opportunities for Employees

4.2 P romotion of Diversity 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

4.2.1 Basic Approach
The Fujifilm Group lists “Respect and promotion of diversity” and “Prohibition of discrimination” in Chapter 1 Respect for Human
Rights of the Fujifilm Group Code of Conduct. We aim to become a robust organization that can contribute to a prosperous
society by generating new values through respecting, accepting, and being inspired by each employee’s personality andindividuality.
Even during a major life event, such as child care and nursing care, our working environment allows flexible ways to enable
employees to continue their work and then smoothly return to fulltime working. This support aims to ensure opportunities for
employees to grow through their jobs and that their diversity can contribute to the organization.
Fujifilm Group Code of Conduct Chapter 1 Respect of human rights
https://holdings.fujifilm.com/en/about/philosophy/law

4.2.2 Management System to Drive Diversity and Inclusion
One of the Priority Issues listed in the Sustainable Value Plan 2030 (SVP 2030), our CSR Plan, states “Create frameworks
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 progress work-style reform and diversity promotion: (1) Promoting talented
employees worldwide; (2) Promoting women in leadership; (3) Continue exceeding the legally-stipulated rate of employment ofpeople with disabilities (Japan); and (4) Achieve zero retirement of employees caused by childcare and nursing care (Japan).
In April 2019, we revised the Fujifilm Group Charter for Corporate Behavior and Code of Conduct with clear mention ofrespecting diversity and elimination of discrimination. The revised Code of Conduct was translated into 24 languages andglobal education was started for all Group employees across the world.

4.2.3 Effort Results and ProgressIn fiscal 2019, the Fujifilm Group revised the indices to measure “the extent to which diverse employees are exerting theircapabilities and creativity to the fullest extent” and set new long-term goals in line with, our CSR plan, Sustainable Value Plan
2030 (SVP 2030).

Target 1: Promoting talented employees worldwide
Principal indices:		

Percentage of international employees (i.e. non-Japanese) in major positions* in the Fujifilm GroupFY2030 target: 35%, FY2019 results: 26%* Major positions: Presidents of major subsidiaries, General Managers of major business

Taking our Group globally, we reviewed our core positions. In addition to the existing major positions in our Group companies,
we include key positions in our businesses and Head Office functions that are becoming increasingly important when looking
towards the future. We continue to promote talents who can lead our businesses in different markets regardless of theirnationalities.

Target 2: Promoting women in leadership
Principal indices:
		

(1) P
 ercentage of women in managerial positions in the Fujifilm GroupFY2030 target: 25%, FY2019 results: 14.5%(2) P ercentage of women in managerial positions in the Fujifilm Group Japan
FY2030 target: 15%, FY2019 results: 5.4%

We aim to promote talented female employees to managerial positions across the Fujifilm Group, and at the same time, weplan to enhance recruiting of a greater number of female future-manager candidates.

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Social Aspects
4.2 ｜ Promotion of Diversity and Equal Opportunities for Employees

Percentage of Women in Managerial Positions
FY2018FY2019FY2030 target

Fujifilm Group

13.9%

14.5%

25.0%

Fujifilm Group Japan

5.4%

5.4%

15.0%

Target 3: Continue exceeding the legally-stipulated rate of employment of people withdisabilities (Japan)
Principal indices:	Percentage of employees with disabilities according to the group-wide calculation under FUJIFILM
Holdings
		FY2030 target: 2.35%, FY2019 results: 2.42%
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.
Percentage of Employment of Persons with Disabilities*
FY2015FY2016

As of June 1, 2020

FY2017FY2018FY2019FY2030 Target

2.32%

2.42%

2.35%

−

Fujifilm Group
FUJIFILM Corporation

2.10%

2.24%

2.27%

Fuji Xerox Co., Ltd.

2.09%

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 caused by childcare and nursing care (Japan)
Principal indices:		(1) J ob retention rate three years after returning from childcare leave
FY2030 target: 100% (Fujifilm Group Japan),
FY2019 results: 92.0% (FUJIFILM Corporation)(2) J ob retention rate three years after returning from nursing care leave.
FY2030 target: 100% (Fujifilm Group Japan),
FY2019 results: 100% (FUJIFILM Corporation)

We held seminars for both employees returning from childcare leave and their managers to raise awareness about ways ofmaking 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 annual leave. For nursing care, we held specialist
seminars to avoid employees quitting their jobs through having to provide nursing care and enhanced support services for
those engaged in nursing care.
We are also accelerating workstyle innovations for all of our group employees, not limited to those currently facing major life
events. This effort includes making new rules or altering existing rules to make working hours or holidays more flexible, shifting
to online meetings, shortening meeting times, and organizing the remote working environment.

FUJIFILM Holdings Corporation Management Performance 202086Social Aspects
4.2 ｜ Promotion of Diversity and Equal Opportunities for Employees

System for a Work-life Balance
We have improved various programs that more than satisfy legal requirements in order to support a flexible work style according
to the life event such as childcare and family care.
FUJIFILM Corporation
Giving birth and childcare• Catering for pre- and post-birthrequirements• Leave of absence for childcare• Use of stock leave* for childcare• Support for employees working whileraising children• Three-person interview at the time of
returning to work from childcare leave• Child medical care leave program (1relevant child: 12 days per year; 2 ormore children: 24 days per year)• Reduced work hour program (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 careprogram• 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 counselingofficeOther• 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• Leaving the office on time (2 days per
week)• Re-employment Program• Paid Leave by the Hour System* Stock leave is a system enabling employees to accumulate unused leave up to 60 days. Accumulated leave days may be used for treatment
needed for personal health problems, rehabilitation, childcare, nursing care, and volunteer activities.

Fuji Xerox Co., Ltd. (All those systems provide for generous leave beyond that required by law.)
Giving birth and childcare

Nursing care

Other

• Maternity leave (paid)• Leave of absence for childcare program• Program for rehiring former employees
who left the company for reasons suchas spouse’s transfer or childcare• Accumulated paid leave* for healthcareof employees’ family• Shortened working hours program (tothird grade of elementary school)• Limited off-hours work for childcare (until
sixth grade of elementary school)• Limited late-night work for childcare(until six grade of elementary school)• Special leave for supporting the wife
during her childbirth period (first child’sbirth: 2 days; second child’s birth andthereafter: 5 days)• Leave of absence for birth support (oneyear leave system for fertility treatment)• Leave of absence for nursing careprogram• Limited off-hours work for nursing care
• Limited late-night work for nursing care
• Nursing care leave program• Accumulated paid leave* for nursingcare• 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 (support forsenior employees’ second career)• A program for transfer and a leaveof absence due to accompanying a
spouse’s transfer* Accumulated paid leave is a system enabling employees to accumulate unused leave up to 60 days. Accumulated leave days may be used for
healthcare, childcare, nursing care, and volunteer activities.

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Social Aspects
4.2 ｜ Promotion of Diversity and Equal Opportunities for Employees

Status of Returning Rate from Childcare and Nursing Care leaves

As of March 31, 2020

Fuji Xerox Co., Ltd.

FUJIFILM Corporation
Total

Male

FemaleReturning rate fromchildcare leave*1

95.4%

100.0%

94.6%

Retention rate
after 3 years fromreinstatement(childcare)*2

92.0%

100.0%

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

100.0%

100.0%

Total

Male

FemaleReturning rate fromchildcare leave*1

99.0%

100.0%

99.0%

91.8%

Retention rate
after 3 years fromreinstatement(childcare)*2

89.2%

73.3%

93.2%

100.0%

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

0%

0%

0%

*1 Number of returned employees whose expiration date of child careleave arrived in FY2019/Number of all employees whose expiration
date of childcare leave arrived in FY2019
Returning rate from childcare leave is calculated with the expirationdate.

*1 Number of returned employees whose expiration date of child careleave arrived in FY2019/Number of all employees whose expiration
date of childcare leave arrived in FY2019
Returning rate from childcare leave is calculated with the expiration
date.

Number of employees as of the end of thecurrent fiscal year among those returning*2 R
 etention rate
to work after childcare leave in the second
after 3 years frompreceding fiscal year=
reinstatement
Number of employees reinstated after(childcare)childcare leave in the second preceding fiscal
year

Number of employees as of the end of thecurrent fiscal year among those returning*2 R
 etention rate
to work after childcare leave in the second
after 3 years frompreceding fiscal year=
reinstatement
Number of employees reinstated after(childcare)childcare leave in the second preceding fiscal
year

*3 U
 sing the same methods as *2*3 U sing the same methods as *2

Number of Employees Taking a Leave of Absence
Fuji Xerox Co., Ltd.*1

FUJIFILM Corporation*

FY2015 FY2016 FY2017 FY2018 FY2019*2

FY2015 FY2016 FY2017 FY2018 FY2019
Total

53

49

45

36

51

Male

5

3

3

1

10

Female

48

46

42

35

41

Total

2

4

3

5

0

Male

0

2

1

3

0

Female

2

2

2

2

0

Total
Leave ofabsence forMalevolunteerwork
Female

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

Leave ofabsence forchildcare

Leave ofabsence fornursing care

* Number of employees who began leave of absence during therelevant fiscal year.

Total

60

84

69

96

106

Male

10

11

14

35

38

Female

50

73

55

61

68

Total
Leave ofabsenceMalefor nursing
careFemale

4

4

5

4

5

2

2

2

1

3

2

2

3

3

2

Total
Leave ofabsence forMalevolunteer3
work*
Female

0

0

1

1

0

0

0

1

1

0

0

0

0

0

0

Leave ofabsence forchildcare*1 Number of employees who began leave of absence during therelevant fiscal year.
*2 F uji Xerox Co., Ltd. merged one of its affiliate companies in Japan,
Fuji Xerox Advanced Technology Co., Ltd. as of April 1, 2019.
*3 N umber of employees who used the company social service
program.

FUJIFILM Holdings Corporation Management Performance 202088Social Aspects
4.2 ｜ Promotion of Diversity and Equal Opportunities for Employees

Number of Employees Taking a Care Leave (number of days)
FUJIFILM Corporation* Total number of days is shown in parenthesis.

Fuji Xerox Co., Ltd.*1
FY2015 FY2016 FY2017 FY2018 FY2019*2

FY2015 FY2016 FY2017 FY2018 FY2019
Total
Childcare
care leave

Nursingcare leave

Leave ofabsence forvolunteer
work

7

Male

5

Female

2

Total

15

Male

10

Female

5

Total
Male
Female

1
(1)
1
(1)
0

16
18
24
21
(161.5) (141.5) (97)
(131)
8
10
18
16
(117.5) (86)
(85)
(124)
8
8
6
5
(44) (55.5) (12)
(7)
26
39
25
38
(130.5) (162) (148.5) (148.5)
15
25
22
24
(103) (37.5) (138) (107)
11
14
3
14
(27.5) (24.5) (10.5) (41.5)
1
1
0
0
(5)
(0.5)
1
1
0
0
(5)
(0.5)
0

0

0

0

* Number of employees who began a leave during the relevant fiscal
year.

Childcare
careleave*3

Nursing
careleave*4

Leave ofabsenceforvolunteer
work*5

Total

314

373

386

382

503

Male

147

206

213

241*6

332

Female

167

167

173

141

171

Total

44

59

84

85

98

Male

27

40

64

69

82

Female

17

19

20

16

16

Total

20
(62)

11
(36)

7
(22)

8
(50)

21
(36)

Male

16

8

5

6

12

Female

4

3

2

2

9

*1 Number of employees who began a leave during the relevant fiscal
year.
*2 F
 uji Xerox Co., Ltd. merged one of its affiliate companies in Japan,
Fuji Xerox Advanced Technology Co., Ltd. as of April 1, 2019*3 N umber of employees taking leave of nursing care leave underthe “accumulated paid leave (nursing care for family members),”“nursing care for family members” and “one-day nursing care leave”
programs.
*4 N
 umber of employees taking childcare leave under the“accumulated paid leave (child healthcare)” and “child medical care”
programs As a program equivalent to childcare leave, special leave(of 5 days at most) is granted for care of the eldest child at the timeof birth of the second child.
*5 V olunteer work leave shows the number of employees who took“accumulated paid leave (volunteer activity)” and the number ofdays spent for such activities. Total number of days is shown inparenthesis.
*6 Including 70 taking a special leave when their wives’ gave birth on
and after the second child.

4.2.4 Freedom of Association
The Fujifilm Group clearly states that we maintain a smooth relationship between staff and management, while respecting theright to engage in collective bargaining and the right to enjoy freedom of association, as permitted by applicable laws, andrules in the country in which it conducts business. Such statements are included in the Fujifilm Group Code of Conduct andthe 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

Composition of Labor Union Membership 

FUJIFILM Corporation andFuji Xerox Co., Ltd.

As of March 31, 2020

Union Membership

Percentage of Union Membership*

8,442

68.4%

* Proportion of union membership = Ratio to regular employees including managerial staff.

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Social Aspects
4.2 ｜ Promotion of Diversity and Equal Opportunities for Employees

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, 2020

Item

2015

• Partial revision of work regulations, wage rules, retirement allowance regulations and overseas travel regulations• Wider range of job assignment destinations within the Fujifilm Group in Japan• Introduction of Working from Home System• Introduction of Paid Leave by the Hour System

2016• Partial revision of travel expense rules and company house management regulations• Partial revision of collective labor agreement and wage rules due to establishing a new branch• Partial revision of collective labor agreement, written agreement and work regulations regarding childcare andnursing care leave

2017• Partial revision of collective labor agreement and wage rules• Partial revision of collective labor agreement, written agreement and work regulations 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*1 allowance• Revision of parts of the employee leave system to improve convenience and address inadequacies in the system*1 F-PRO: Discretionary labor system of FUJIFILM Corporation

Fuji Xerox Co., Ltd.
FY

As of March 31, 2020

Item

2015

• Revision of working conditions, work support and employee welfare with consolidation of various programs at
Group companies in Japan2016• 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.)

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Social Aspects
4.3 ｜ Health, Safety and Wellness of Employees

4.3 Health, Safety and Wellness of Employees
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

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
Chairman: President

Occupational Health and Safety
ESG Division of
FUJIFILM Holdings Corporation

Health Promotion
Human Resources Division of
FUJIFILM Holdings Corporation

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Social Aspects
4.3 ｜ Health, Safety and Wellness of Employees

4.3.3 Occupational Safety
With the concept of “Occupational health and safety is the basis of all business activities,” FUJIFILM Holdings gives thehighest 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 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 2030
Number of Employees Taking Occupational Health and Safety Training
FY201923,157

Fujifilm Group** Fujifilm and its subsidiaries in Japan

2. Serious workplace accidents in FY2019
Fujifilm Group: 2- Death of heart attack during the union activity (Fuji Xerox China Limited)- Fall death from a carrier machine during transport (Fuji Xerox Manufacturing Co., Ltd)
Number of Fatal Workplace Accidents

Fujifilm GroupFujifilm*
Fuji Xerox*

FY2016FY2017FY2018FY2019TargetEmployees

0

0

0

1

0

Contracted

0

0

0

1

0

Employees

0

0

0

0

0

Contracted

0

0

0

0

0

Employees

0

0

0

1

0

Contracted

0

0

0

1

0

* Fujifilm and Fuji Xerox (-2018), Fujifilm, Fuji Xerox and their subsidiaries (2019-)

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Social Aspects
4.3 ｜ Health, Safety and Wellness of Employees

3. Workplace accident rate and workplace accident severity
Japan

FY2016FY2017FY2018FY2019Fujifilm Group

0.00(0.37)

0.35(0.28)

0.12(0.47)

0.42(0.42)

Fujifilm*3

0.00

0.30

0.00

0.30

Fuji Xerox*4

0.00

0.37

0.18

0.54

FY2016FY2017FY2018FY2019TargetFujifilm Group*5

3.79

1.87

2.71

1.36

Fujifilm

3.79

1.87

2.71

1.53

Workplace
accident rateof 0.1 or lessby 2030

Workplace
accident rate*1

Overseas
Workplace
accident rate*1—

Fuji Xerox
Japan

1.23

TargetWorkplace
accident rateof 0.1 or lessby 2030

FY2016FY2017FY2018FY2019Fujifilm Group

0.00(0.00)

0.00(0.00)

0.00(0.00)

0.003(0.01)

Fujifilm*3

0.00

0.00

0.00

0.005

Fuji Xerox*4

0.00

0.00

0.00

0.002

FY2016FY2017FY2018FY2019Fujifilm Group*5

0.07

0.04

0.06

0.031

Fujifilm

0.07

0.04

0.06

0.043

Workplace
accident severity*2

Overseas
Workplace
accident severity*2—

Fuji Xerox*1 Workplace accident rate =( ) : chemical industry average in parenthesis*6

Number of employees involved in workplace accidents
Gross number of hours worked*2 Workplace accident severity =Number of workdays lost
Gross number of hours worked

0.022
× 1,000,000

× 1,000*3 Fujifilm (-2018), Fujifilm and subsidiaries (2019-)*4 Fuji Xerox (-2018), Fuji Xerox and subsidiaries (2019-)*5 Fujifilm and subsidiaries overseas (-2018)*6 Source for chemical industry average: 2019 Survey on Industrial Accidents, Ministry of Health, Labour and Welfare

4.3.4 Employee Wellness
We have appointed Director, General Manager FUJIFILM Holdings Human Resources as Employee Wellness Officer for theGroup. Our newly established FUJIFILM Holdings Employee Wellness Promotion Group acts the key role to manage thewellness promotion department in Fujifilm Group, and to plan and roll out Group-wide wellness promotion initiatives. Fujifilm
Group Employee Wellness Declaration has been disseminated to all Group companies across the world, and the companies
are now taking actions that most suit to their region and country.
In Japan, the company is working closely with Fujifilm Group Health Insurance Association and occupational healthphysicians to maintain and promote workplaces wellness. In fiscal 2019, we assigned individuals responsible for employee
wellness promotion in every Group 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 developed an e-learning course to gain a deep
understanding of the declaration among all Group employees. In fiscal 2019, 44,224 employees in Japan completed thecourse. At the same time, we shared wellness information via FUJIFILM Holdings’ and Group companies’ intranets andnewsletters. In February 2020, all the executive officers of FUJIFILM Corporation and Fuji Xerox, as well as the presidents of
their affiliate companies, made their own wellness declarations on the intranets.

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Social Aspects
4.3 ｜ Health, Safety and Wellness of Employees

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 FY2019 Results
Mid-term Targets for
FY2022

Results for
FY2019

Employees with BMI > 25

21%

25.9%

Employees with HbA1c > 6.0%

6%

7.7%

Employees who smoke

12%

22.6%

Lungs

100%

98.6%

Stomach

100%

78.5%

Endoscope rate

90%+

56.6%

Large intestine

100%

82.0%

Breasts

90%+

72.5%

Cervical

90%+

59.2%

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)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.
* Fujifilm Nishi-Azabu Medical Center is equipped with endoscopic systems incorporating our unique advanced technologies to offer upper
endoscopy and colonoscopy 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 equipments to offer gynecological checkups to Fujifilm
Group employees. Fujifilm Health Management Center in Minami-Ashigara City, Kanagawa Prefecture, Japan also offers similar screening andcheckup services as Nishi-Azabu Medical Center.

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Social Aspects
4.3 ｜ Health, Safety and Wellness of Employees

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

Procedure

StomachEsophagus

Large Intestine

Target Group

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)

BreastInterval

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
Behavior-relatedDiseases

Smoking

Cancer

FY2019 Programs

FY2019 Highlights

Walking events

22,649 employees participated(x 3.3 vs. FY2018)

Online program for quitting smoking

436 applications(x 8.5 vs. FY2018)

Non-smoking during working hours

Incorporated into working regulations since April 2020

Monthly non-smoking day throughout the
day including break time

Six times since October 2019

Lecture on large intestine endoscopy by
Director of Fujifilm Endoscopic Clinic in
Nishi-Azabu

165 employees attended in the HQ; the lecture wasrecorded and made available on the intranet

FUJIFILM Holdings Corporation Management Performance 202095

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. Through collaborative efforts, we offer wellness programs for overseas
Group employees taking into account local conditions such as medical care system and wellness practices in each region or
country.
Around the WorldCountries/Regions

Programs

U.S.

Launched Fujifilm Fit wellness program in North America. The program includes walking and yoga
classes guided by instructors. 15,000 employees have joined the program since 2014.
The company provides information on behavioral health such as diet and checkups via website“HealthyColors.com.”

EuropeReflecting the findings on wellness status in each country, programs tailored to meet local needs areoffered.
Examples in the U.K.: wellness information posted on “Wellbeing Hub” intranet website; healthy canteen
menus; awareness raising program to prevent breast cancer

China

Similarly to Japan, increases in prevalence of behavior-related diseases and cancer are the major issues
to be addressed.
Employees can participate in company-sponsored wellness seminars and exercises to prevent lower
back pain in addition to access wellness information on the intranet.

Asia PacificWith the perception of cultural diversity among Southeast Asia, India, and Oceania, efforts are being
made, as well as sharing related information, to build awareness that we should enhance our own
wellness just as we contribute to the improvement of people’s wellness through our healthcare
business.

(3) Recognition received as leading company to promote employee wellness
FUJIFILM Holdings, together with its operating companies Fujifilm and Fuji Xerox, was certified as “Health and Productivity
White 500” accredited by the Ministry of Economy, Trade and Industry, Japan (METI). The certification is given to top 500 large
enterprises engaged in promoting employees’ well-being from strategic perspective. It is the fourth consecutive year for us toreceive the honor. In addition, fifteen of our Group companies in Japan and Fujifilm Group Health Insurance Association also
were certified as “Health and Productivity” companies for 2020 in the medium-sized entity category.

Certified as “Health and Productivity White 500” for the fourth consecutive year since 2016

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Social Aspects
4.4 ｜ Human Resource Development for Employees/Talent Attraction and Retention

4.4 Human Resource Development for Employees/
Talent Attraction and Retention
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

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 while maintaining their own strengths as a professional. 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 tothe fullest extent and thereby improve their careers.

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.

1. Human resource development programs
FUJIFILM Corporation’s Human Resource Development

Individual
seeking to
grow

Earnestcommitment
to people’s
development

Strongleaders

Professionals

Diversity

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

For employees appointed tooverseas positions

Training to develop overseas managers
Short-term onsite training system

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 of organizations
and functions

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

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4.4 ｜ Human Resource Development for Employees/Talent Attraction and Retention

Human Resources Development of Fuji Xerox Co., Ltd.
Our Goal

Professional
Training by
job category

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

Technical Training

System Engineer Training

Sales 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 ownership andfacilitates 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.

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

4.4.3 Effort Results and Progress
1. Human resource development programs
We continued to provide our employees with the FUJIFILM WAY Training and STPD (See-Think-Plan-Do) Training in fiscal 2019.
These programs are incorporated within the training sessions in Japan for new and promoted employees. We have started
providing these programs worldwide through e-learning courses.
Number of participants to FUJIFILM WAY Training and STPD (See-Think-Plan-Do) TrainingFujifilm GroupAs of March 31, 2020

FY2018FY20195,745
Of which, 753 were in Japan

4,865
Of which, 1,475 were in Japan

We continued offering our data science training programs in fiscal 2019 to bring digital reforms to the entire business andenhance employees’ IT literacy for better productivity. There have been some 500 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 jobs. At the same time, we
further improved efficiency in business operations utilizing ICT, such as spreading the Robotic Process Automation (RPA) andBusiness Intelligence (BI) tools.
We also started the MATLAB program for employees in the medical business. This area currently takes the leading role
among our businesses and this program will add further momentum. The program is designed to increase employees’ AI
literacy and thereby enhance the application and implementation of AI within products.

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Social Aspects
4.4 ｜ Human Resource Development for Employees/Talent Attraction and Retention

Number of MATLAB Participants and Sales of Related Products

As of March 31, 2020

FY2019Number of MATLAB participants

10[Reference] Sales of related products• Sales increase of AI-based 3D image analysis system, VINCENT,
compared to previous year: 112%
• New product, SAI, developed and launched in 2019.

Training and Development Inputs As of March 31, 2019

Number of total
hours

Number of hours
per each employee

Number of total cost

Number of cost pereach employee

FUJIFILM Corporation

28,766

5.44

197,620 thousand yen

37,371 yen

Fuji Xerox Co., Ltd.*112,45613.8

263,645 thousand yen

32,472 yen*Including executive officers and employees on temporary assignment

2. Individual performance appraisal
By fiscal 2019, we have implemented the MBO (management by objectives) to 100.0% of Fujifilm Group Japan employees.
Implementation of MBOAs of March 31, 2019

FY2019Fujifilm Group Japan

100.0%

3. Employee engagement
In December 2017, we conducted a survey of all 93,000 Group employees to study their understanding of company policies
and awareness of compliance (response rate: 97%). The survey found that 84% of employees felt proud to be working in the
Fujifilm Group.
In addition, responses to the surveys carried out by each company conducted in fiscal 2019 have been analyzed, alongwith changes over previous fiscal years, and the results utilized to further improve employees’ job engagement.
(1) FUJIFILM Corporation survey on job motivation

Percentage of respondents who reported
that they feel motivated in their jobs*

FY2017FY2018FY2019

92.5%

92.2%

93.1%

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Social Aspects
4.4 ｜ Human Resource Development for Employees/Talent Attraction and Retention(2) Fuji Xerox employee engagement survey
Fuji Xerox and its affiliated companies worldwide have been conducting an annual employee motivation survey based on thecommon indices “Core Morales”*1 as well as on unique indices customized for each region and country. In fiscal 2019, total
28,500 people (94.8% of target employees) responded to the survey.
Coverage

Scoresfor Core
Morales,*2
employeeawareness
indices

FY2016FY2017FY2018FY2019Fuji Xerox Co., Ltd.

3.38

3.33

3.37

3.40

Sales companies in Japan

3.40

3.35

3.34

3.39

Affiliate companies inJapan excluding sales
companies

3.26

3.26

3.27

3.37

Other affiliate companies(marketing andadministration)

3.55

3.56

3.53

3.62

*1 Core Morales are the set of five indices Fuji Xerox regards as important to understand employees’ morale. The five indices are: Job fulfillment,
Workplace fulfillment, Trust in supervisors, HR operation satisfaction, Organization operation satisfaction.
*2 T he average of scores for Core Morales (5.00 points max.) in the ES awareness survey(3) 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.
FY2018FY2019Number of employee stock owners

10,688

11,344

Percentage of ownership*

30%

32%

* Ownership percentage =Number of employee stock owners as of March 31, 2020
Number of domestic Group company employees as of March 31, 2020.

4. Regular employees new hires
FUJIFILM Corporation

Fuji Xerox Co., Ltd.
Total

Male

FemaleTechnical
positions

56

44

12

Administrative
positions

55

Factory
recruitment

2

0

2

Mid-career recruitment*2

39

35

4

New
graduate
new hires*139

16*1 Number of new graduates hired for FY2019 as confirmed at the
beginning of April, 2020. (including graduates from university &graduate school )*2 N umber of mid-career recruitment represents those from April 2019
to March 2020.

Total

New
graduate
new hires*1

Technical
positions

Male

Female

50

8

37

22

62

13

117
Administrative
positionsMid-career recruitment*275*1 Number of new graduates hired for FY2019 as confirmed at the
beginning of April, 2020. (including graduates from university &graduate school )*2 N umber of mid-career recruitment represents those from April 2019
to March 2020.

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Social Aspects
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 July 2020, we established Fujifilm Group Global Healthcare Code of Conduct to clarify the fundamental principles suchas respecting patients and their human rights in all of our activities as well as ensuring appropriateness and transparency in
our interactions with healthcare professionals. The Code of Conduct applies to all executive officers and employees involved in
our healthcare business. Moreover, we will request our business partners including distributors, in addition to other executive
officers and employees of Fujifilm Group, to respect the Code of Conduct.
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

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. 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.

2. Human rights impact assessment to determine Fujifilm Group’s priority issues
In fiscal 2019, we re-examined our potential human rights issues based on the characteristics of our businesses and thecountries in which we operated. We also assessed those potential issues based on their severity and likelihood. We havedetermined three human rights issues as our priority and initiated related activities: (1) Inappropriate work environment andlabor practices at suppliers, (2) Long working hours, discrimination and harassment of our employees and (3) Violations of therights of participants in clinical trials in our healthcare business.

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Social Aspects
4.5 ｜ Human Rights

We also remain involved in the Stakeholder Engagement Program (SHE) hosted by Caux Round Table Japan. The program
highlights some high-priority human rights issues which we reflect in our assessment.
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
As the Fujifilm Group operates businesses that require assembling and processing products and parts, one of our priority
human rights issues is 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, contractors and cooperation companies mainly
within the framework of sustainable procurement. We clearly specify 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 planannounced 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 appointed as one of the priority areas. The Group’s sustainableprocurement program comprises (1) Communication of procurement-related policies; (2) Risk assessments at suppliers; (3)Requesting suppliers to improve and offering support; (4) Improvement activities by suppliers. As well as elimination of forcedlabor and child labor, we provide various checks and support for suppliers, including labor management, occupational healthand 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
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.

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Social Aspects
4.5 ｜ Human Rights(3) Violation of the rights of clinical trial participants in Healthcare Business
The newly published Global Healthcare Code of Conduct opens with a declaration of respect for the right to 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 anddistributors, and all other business partners and interested parties involved in the provision, sales and support of our products
and services. We plan to implement appropriate steps to request all these parties to respect the standards and requirementsof 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 plan to 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) eachcompany or region, or (2) FUJIFILM Holdings. In either case, the anonymity of the whistle blower is ensured and therefore theycannot be unfavorably treated because of their report.
For the results of the whistle-blowing system in fiscal 2019, 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.*1 In the 2018 Business andHuman Rights Conference in Tokyo, held by CRT Japan, we presented our human rights practices*2 as an example of aJapanese company. We also had individual dialogues with international business and human rights experts and reviewed ourpractices based on the learnings from the dialogue.*3*1 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/*2 Presentation in the CRT International Conference (Agenda and report)(Japanese)(English)http://crt-japan.jp/human-rights/conference/
http://crt-japan.jp/en/seminar-overview/global-conference/*3 CRT dialogues with experts (in Japanese only)
http://crt-japan.jp/human-rights/expert-dialogue/

Please refer to 4.5.3 (2) in this report for more information on the dialogues.

FUJIFILM Holdings Corporation Management Performance 2020103Social Aspects
4.5 ｜ Human Rights

4.5.3 Results for Measures Including Remedies and Corrective Actions
1. Measures for the priority issues on human rights(1) Inappropriate work environment and labor practices at suppliers
To assess human rights risks in our supply chain, we have been requesting suppliers to use a self-checklist covering areas
such as labor, human rights, the environment, corporate ethics etc. As a result of our continued efforts, our first-tier suppliersin Japan, Europe, and the United States have all been recognized as having low CSR risks. Beyond these regions, we are
currently enhancing to gather information on human right risks. In fiscal 2019, a certain labor practice at our production site in
the Philippines and its subcontractor was uncovered in an internal audit and has been corrected to ensure that they respectfor human rights is maintained.
For details of our sustainable procurement activities, including those related to conflict minerals and other themes thatinvolve potential risk of human rights violations, please refer to 2.4 Supply Chain Management in this report.
(2) Long working hours, discrimination and harassment of our employees
In fiscal 2019, 92 of the Fujifilm Group companies identified actual or potential risks related to long working hours and/or
discrimination and harassment at their workplace. These were designated as priority human rights issues and preventive
measures to mitigate the risks have been implemented in all these Group companies. For the business divisions where
potential or actual risk levels were recognized to be high, we conducted customized harassment training. Also, we provided
the risk managers in those divisions with detailed instructions on how to handle the situation when this kind of issue arises.
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 2019, 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, we identified the numberof the foreign workers (312 at the end of fiscal 2018) and their nationalities. We plan to investigate their working conditions as
our next step.
For occupational health and safety efforts, see 4.3 Health, Safety and Wellness of Employees in this report.
We also confirm once again that no instances of child labor have been uncovered in our workforce in fiscal 2019.
(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 violations of Global Healthcare Code of Conduct were reported in fiscal 2019.

2. Dialogue on human rights with external stakeholders(1) Caux Round Table (CRT) Japan
In the Business and Human Rights Conference in Tokyo, organized by Caux Round Table (CRT) Japan, we had individual
dialogues with international business and human rights experts again in 2019.
● FY2019 Dialogue with human rights experts

Date:
October 10, 2019
Location:
Tokyo, Japan
Participants:
Experts
		Livio Sarandrea, Business and Human Rights Advisor, United Nations Development Programme,
Bangkok Regional Hub		Neill Wilkins, Head of Migrant Workers Programme, Institute for Human Rights and Business		Dirk Hoffmann, Senior Advisor, Denish Institute for Human Rights		Pauliina Murphy, Engagement Director, World Benchmarking Alliance
		
		
		
		

FUJIFILM Holdings
Rumi Hagiwara, Manager, ESG Division
Yuko Araki, Manager, ESG Division
Toshihiko Hoshino, ESG Division				Moderator
Minoru Matsuzaki, Caux Round Table (CRT) Japan

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Social Aspects
4.5 ｜ Human Rights

Topics: 	Assessment of the Fujifilm Group’s current efforts concerning human rights and opinion exchange on
future challenges
Discussion results:		The Fujifilm Group received recognition that our efforts covered a wide scope of issues and were
improving year by year. Also, our determination to explain how our corporate human rights policy follows
UN principles in an easy-to-understand manner for an external audience was particularly valued. We also
won assent for our focus on ESG, through which we provide positive impact by means of our business,rather than on CSR, which emphasizes one’s philanthropic attitude but tend to leave human rights issues
not sufficiently clarified.
		At the same time, we were advised to extend our efforts concerning the supply chain other than throughthe self-assessment undertaken by suppliers themselves. Specifically, we were advised to hold directconversations with local stakeholders with the help of local human rights experts and NGOs as well as
to go through assessment by those local stakeholders. Another suggestion was that we need not try
to realize these all by ourselves, but could leverage existing CSR programs and cooperate with othercompanies in the target countries.
(2) 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 2019, we concluded 18 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.
(3) 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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Social Aspects
4.6 ｜ Corporate Citizenship

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

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

Established in April 2008, Revised in April 2019

4.6.2 Major Examples of Social Contribution through Business Activities


FF: Fujifilm, FX: Fuji Xerox

SVP 2030

Theme of social
contribution

HealthContribution
to improving
medicalenvironment &prompte disease
prevention

Life Style

Contribution
to culture, art,
education,and recovery
from disasterutilizing photos,
photographic
film, and printing
technologies

Health/OthersContribution
to educational
issues to the next
generation anddisabled people

SDGs

Relation tobusiness

Activities

Social/environmental
results

Healthcare& Materials
Solutions• Supporting prevention of Heartdisease for American women (FF)• Implementing Global health programaiming to reduce global medical
disparities (FF)• Fighting breast cancer campaign (FF)etc.

• Improving medical
environment by
participating medical
projects in emerging
countries• Providing medical devices
and technical instruction

Imaging
Solutions,
Document
Solutions• Replication of historical documents(FX)• Photo project for children who
encountered death in the family (FF)• Photo restoration project (FF) etc.
• Supporting the project of establishinga library in the school• Promoting various
partnerships among eachregion• Increasing
communicating
population• Support for children who
sufferedDocument
Solutions• Offering learning materials inemerging countries (FX)
• Support to make large-font textbooks
to students with low vision (FX)
• KID’S ISO (FX)
• Donation books and stationery to
deprived children (FF)• Photographic events for children withrare or intractable diseases (FF)• Mental support for children throughphotographs (FF)• Volunteer group that support
employees take part in social
participation: Hasu (fraction) Club etc.

• Raising children’s
knowledge level andsupport for children in
emerging countries• HR development tocontribute to local
community

FUJIFILM Holdings Corporation Management Performance 2020106Social Aspects
4.6 ｜ Corporate Citizenship

●
●
●
●
●
●

Photo Rescue Project (Fujifilm)
Creating digital archives of cultural assets (Fujifilm)
The Heart to Heart Communication—“PHOTO IS” 50,000—Person Photo Exhibition (Fujifilm)
Album Café (Fujifilm)
Reproducing historical documents (Fuji Xerox)
Pink Ribbon Campaign (Fujifilm)

●●
●●
●●

Photo class for young people (Fujifilm)
Support to make large-font textbooks to students with low vision (Fuji Xerox)
Offering learning materials in emerging countries (Fuji Xerox)*1●
Environmental conservation
and biodiversity conservation

Support for the educationof the future generation

Social contribution throughbusiness operations

4.6.3 Social Contribution Activities Continued by the Fujifilm GroupSpecial Olympics (Fuji Xerox)●● Kikigaki-Koshien (Fujifilm)●● Kankyo-Nikki, “Midori-no-Komichi” (Fujifilm)●● “Kids’ ISO 14000” program (Fuji Xerox)● Charitable Trust Fujifilm Green Fund (Fujifilm)● “Watashi-no-Shizenkansatsuro Competition” (Fujifilm Green Fund, etc.)● Ground water conservation activities in Minami-Aso village (FUJIFILM Kyushu)● Volunteer tree planting activity in China (Fujifilm)● Training sessions for nature guides (HASU-Club, Fuji Xerox)

Example of the Activities by FX Group Companies (*1 Textbook provision in emerging countries)
FY2018FY2019Number of
textbook
distributed

Numberof children
supported

Numberof media
exposed(includingSNS)

Number ofvolunteers

Number of
textbook
distributed

Numberof children
supported

Numberof media
exposed(includingSNS)

Number ofvolunteers

Philippines

0

0

0

0

0

0

0

0

Thailand

39

39

21

26

0

0

0

0

Vietnam(2 companies)

10,860

7,000

8

24

8,000

3,500

19

23

Malaysia

800

250

3

0

418

418

0

0

Total

12,199

7,289

32

50

8,418

3,918

19

23

Country

4.6.4 Results of Social Contribution
1. The amount of expense on social contribution
The Amount of Expense of FY2019 by Category in the Fujifilm Group
Type of contribution

Amount (million yen)

Education for future generations

49

Harmony with the local community

111

Promote culture and the arts in society (in Japan)

729

Consideration for the international community andinternational cultures

1

Cooperation with NGOs and NPOs

18

Total

908

* See Chapter 5. Sustainability Accounting

FUJIFILM Holdings Corporation Management Performance 2020107

Social Aspects
4.6 ｜ Corporate Citizenship2. Community investment cases
In Japan

Overseas● 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.

● 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 (Fuji Xerox)

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.

4.6.5 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. (For example, when customers use an environmental friendly product, we
calculate the amount of money comparing the reduced cost for electricity, resources, or consumables which they used to use
with a conventional product.)(Unit: million yen)

FY2017

Amount
FY2018

1. H
 igh-density magnetic memorymaterials

7,165

8,414

8,252

2. P
 rocessless CTP plate that
does not require developer*

1,746

2,598

3,382

3. F
 ilm for LCDs: WV films

4,120

2,790

2,398

4. D
 igital color multifunction
device and printers

24,962

16,986

14,033

Total

37,99330,78828,064

Product

FY2019* The second item in the above chart is changed from “Pre-sensitized alminium plate not using plate-making film” which has been listed until lastyear to “Processless CTP plate that does not require developer”

2. Social impact assessment in social contribution
In 2018, Fuji Xerox 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 ouractivities.
[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 traditional 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)
FUJIFILM Holdings Corporation Management Performance 2020108

Social Aspects
4.6 ｜ Corporate Citizenship

3. Discussion example: Suggested social impact assessment logic model and indices(1) Project to provide learning materials for children in emerging countries
Logic model and suggested performance indicators for Fuji Xerox’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.

FUJIFILM Holdings Corporation Management Performance 2020109

Social Aspects
4.6 ｜ Corporate Citizenship(2) Project to replicate and utilize traditional documents
Logic model and suggested performance indicators for Fuji Xerox’s project to replicate and utilize traditional documents
Time-transcending communication through the replication and use of traditional 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 traditional
documents• Number of times information
about the project ispresented• Number of times replicateddocuments are gifted• Recipients’ level ofsatisfaction about the replicas

Use of replicatedtraditional 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 traditional
documents available toview and touch for alarge number of people• Increased number ofopportunities to view traditional
documents• Level of local interest in cultures/traditional documents

Replication of traditional
documents making themaccessible to promoteresearch and education• Outcome of research on
traditional documents• Use of traditional 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 traditional
documents• Heightened recognition oforganizations/people owning
traditional documents• Increased number of visitors
to the exhibition

Preserving/utilizing
valuable traditional
documents without thepossibility of loss
(Protecting theexistence and value of
traditional 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 of
traditional 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.

FUJIFILM Holdings Corporation Management Performance 2020110

Sustainability Accounting
5 ｜ Sustainability Accounting (Labor Environment and Social Benefit Accounting, Environmental Accounting)5 Sustainability Accounting (Labor Environment andSocial Benefit Accounting, Environmental Accounting)<Period of coverage>
FY2019 (April 1, 2019 to March 31, 2020)<Scope of labor environment and social benefit accounting>	60 domestic companies in the Fujifilm Group(FUJIFILM Holdings, Fujifilm and 19 Fujifilm affiliates, Fuji Xerox and 38 Fuji Xerox affiliates)

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
not include depreciation. Figures for personnel training 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
FY2018FY2019Work health and safety

1,586

1,548

Personnel training

912

936

Protect diversity

26

27

Develop a workplace in which employees can work
comfortably

864

896

Customers

Ensure appropriate customer response and safety

202

197

Future generations

Education for future generations

68

49

Communities(local society andgovernment)

Harmony with the local community

220

111

Promote culture and the arts in society (in Japan)

756

729

International
community

Consideration for the international community andinternational cultures

96

1

NGOs and NPOs

Cooperation with NGOs and NPOs

34

18

Suppliers

Consideration for products

14

15

4,778

4,529

Employees

Total

FUJIFILM Holdings Corporation Management Performance 2020111

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)

FY2018FY2019

1,440

790

9

2

* 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 FY2019• Efforts are made to create a worker-friendly environment through expanding educational seminars and supporting mental
healthcare programs.
• For local communities, expenditure includes a donation to build the Japan Photographic Preservation Center and a productdonation to the Nature Conservation Society of Japan. In the promotion of art and culture, expenditure includes Fujifilm
Square as the base for preservation and communication concerning photographic culture, as well as for photo contests.

5.1.2 Environmental Accounting<Basic items>●Objectives of environmental accounting
1. To provide accurate quantitative information on volumes and economic effects to interested parties inside and outside theGroup
2. To provide numerical environment-related information useful for decision making by management and supervisors at theworking level●Accounting method

Based on the “Environmental Accounting Guidelines (2005 edition)” published by the Ministry of the Environment in Japan.
1. D
 epreciation 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.

FUJIFILM Holdings Corporation Management Performance 2020112

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
2018
2019
2018
2019
1. C
 osts incurred within
1,168
1,539
6,355
6,242
the business site(1) Environmental
damage prevention

367

293

1,738

1,535

(2) Global
environmental
protection

797

1,201

2,073

2,132

4

(3) Resource recycling

45

2,544

2,575

Environmental conservation benefits
Economic impact inside the Group
Economic impact outside the Group
Fiscal year
2018
2019
Fiscal year
2018
2019

Reduced pollution
levy

-5

1

Energyconservation

590

2,040

8,125

8,666

412

-114

1,676

1,895

283

274

245

198

103

125

7,704

6,901

Reduced raw
materials andresources used
Reducedwater resource
consumption*5
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. C osts for handlingenvironmental damage
Pollution levies
Total

0

0

6,976

6,173

138

73

9,708

11,178

425

1,347

9,401

11,128

0

0

4

5

19

12

50

43

1,750

2,972

32,49434,768

Parts recoveredfrom usedequipment

Reduction in00
SOx emissions*1
Reduction involume of SOx-4 t
9t
emissions
Reduction involume of NOx
75 t
-10 t
emissions
Reductionin VOC2-8
emissions*2
Reduction in
6t-23 t
volume of VOC
Reduction in
142
103
CO2 emissions*3
Reduction involume of CO2
50 kilotons 44 kilotons
emissions
Reduced wastematerials
through reuse
and recycling*4

7,554

7,178

Reducedvolume*6

75.5
kilotons

71.8
kilotons

87

75

Reuse ofaluminummaterials
Reducedvolume of CO2
emissionsCustomerbenefits*7

19,133

19,98530 kilotons 30 kilotons

30,78828,064

38,57235,413*1 S
 Ox emissions reductions: ¥1.1/ton
Bidding price of SOx emissions credits offered by the United States Environmental Protection Agency in March 2020 (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 CO2 emissions reductions: 2,370.7/ton
Trading price of EU emissions credit 2019 futures (€19.83/ton) at the end of March 2020.
*4 L andfill costs for the waste product (¥100/kg).
*5 Water 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 F or further details of customer benefits, please refer to 4.6.5 Efforts to Assess the Impact on Society and the Environment.

Overview of FY2019●Environmental conservation costs
Total costs increased by 10% year-on-year. The facility investment was approx. 3% and expenditure was approx. 7%. Cost of
R&D and resource recycling increased over last year.
[Facility investments] Increased by 70% year-on-year.
[Expenditure] Increased by 7% year-on-year.
●Environmental conservation benefits
This resulted in a year-on-year decrease of 4% when internal and external economic effects were combined. Energy-saving
promotion benefits increased; however, customer benefits decreased.
[Internal economic effect] Increased by 5% year-on-year.
[External economic effect] Decreased by 8% year-on-year.
FUJIFILM Holdings Corporation Management Performance 2020113

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 2020.
For further details on the Independent Assurance Report, please refer to our website.
https://holdings.fujifilm.com/en/sustainability/evaluation

FUJIFILM Holdings Corporation Management Performance 2020114

■ 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: August 2020

© 2020 FUJIFILM Holdings Corporation