INDEX

1. Overview
1.0 About Sustainability Report3

1.1 Fujifilm Group Organization Overview

4

1.1.1
1.1.2

Corporate Overview
Financial Highlights

1.2 CSR Management
1.2.1
1.2.2

Basic Approach
Philosophical Concepts and Related Policiesof the Fujifilm Group

4
5

7
7

1.2.3
1.2.4
1.2.5
1.2.6
1.2.7
1.2.8

CSR Management System
Background of CSR Planning and Process for
Identifying Priority Issues (Materiality)
SVP 2030 Major Targets and Results in FY2022
The CSR Plan of the Fujifilm Group Sustainable
Value Plan 2030 (SVP 2030)
Communication with Stakeholders
Member Organizations/Third-Party Initiatives

8
9
13
15
17
20

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 Structure
and Features
Independence of Outside Directors
Diversity among Directors
Effectiveness of Directors and Auditors
The Evaluation of the Effectiveness of theBoard of Directors
Executive Remuneration
Tax Policy

2.2 Compliance and Risk Management
2.2.1
2.2.2

Basic Approach
History of the Measures Implemented forCompliance and Risk Management
2.2.3 Compliance and Risk Management Promotion
Structure
2.2.4 Risk Management
2.2.5 Efforts to Promote Compliance2.2.6 Achievements for Efforts to Promote
Compliance2.2.7 Efforts for Each Theme Related to Laws andRegulations Particularly Important in Business
Management
2.2.8 Information Security
2.2.9 Privacy Protection
2.2.10 Initiatives on Business Continuity Such As
Large Scale Natural Disasters

21
21

21
23
23
25
26
27
30

31
31

31
32
32
34
37
37
40
44
45

2.3 P
 roduct Development Management(Quality Control and Innovation)48

2.4 Customer Relationship Management52

2.5 Supply Chain Management

55

2.3.1
2.3.2
2.3.3
2.3.4
2.3.5

2.4.1
2.4.2
2.4.3

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

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

2.5.1
2.5.2
2.5.3
2.5.4

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

48
48
49
49
51

52
52
53

55
55
56

59
60
63
64
65
66
67
67

3. Environmental Aspects
3.1 E
 nvironmental Policy and Management
System
3.1.1
3.1.2
3.1.3
3.1.4
3.1.5
3.1.6

Basic Approach
Environmental Management
EMS: Certification/Audit/Verification
Risk Management by Environmental Due
Diligence
Response to Environmental Laws andRegulations
Environmental Training for Employees

1 FUJIFILM Holdings Corporation Sustainability Report 2023

3.1.7

Environmental Management in the Supply
Chain

72

3.2 Climante Change Response Strategy

73

69

69
69
71
71

71
72

3.2.1
3.2.2
3.2.3
3.2.4
3.2.5

Basic Approach
GovernanceRisk Management
Strategy
Metrics and Targets

73
73
73
74
75

3.3 Activities Related to Climate Change
Response
3.3.1
3.3.2
3.3.3

Activity Overview
Collaboration with Initiatives
Data Related to Climate Change Measures

3.4 Promoting Resource Recycling
3.4.1
3.4.2

3.4.3
3.4.4
3.4.5
3.4.6

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

3.5 Product Stewardship (Design forEnvironment)
3.5.1
3.5.2
3.5.3
3.5.4

Basic Approach
Design for Environment“Green Value Products” Certification Program
Result of Design for Environment

3.5.5

76
76
76
78

82
82

82
84
85
86
87

88
88
88
88
89

Disclosing Environment-Related Information for
Products
91

3.6 Management of Chemical Substances
3.6.1
3.6.2

3.6.3
3.6.4
3.6.5
3.6.6
3.6.7
3.6.8

Basic Approach
Anticipatory Risk Management of Chemical
Substances
Promoting Alternatives to Animal Testing
Contribute to Resolving Social Issues throughDevelopment of New Materials and Processes
Contribution to Sound Chemical Management
Across the Supply Chain
Fluorocarbons Emissions/Volatile Organic
Compounds (VOC) Emissions
Managing Hazardous Waste
Managing Pollutants

3.7 Biodiversity Conservation
3.7.1
3.7.2
3.7.3

Basic Approach
Risk Assessments of Our Business Activities
Activities for Biodiversity

92
92

92
93
93
95
96
97
98

99

99
99
100

4. Social Aspects
4.1 Employee Overview
4.1.1
4.1.2

Basic Approach
Employee Basic Data

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

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

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

103
103
103

107
107
107
108
111
112

113
113
113
114
115

4.4 E
 mployee Development, Talent
Attraction and Engagement
4.4.1

4.4.2
4.4.3

Fujifilm Group’s Human Resource
Development
Structure for Human Resource Development
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 (FY2022)
Efforts to Assess the Impact on Society andthe Environment

121
121
121
123

126
126
126

129

133
133

134
135
135
136

5 Sustainability Accounting
5.1.1
5.1.2

Labor Environment and Social Benefit
Accounting
Environmental Accounting

139
140

6 Independent Assurance Report

142

FUJIFILM Holdings Corporation Sustainability Report 2023

2

Overview

1.0 About Sustainability Report
FUJIFILM Holdings Sustainability Report 2023 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 tounderstand, it mainly shows the basic results from the ESG point of view, including Governance, Environmental Aspects
and Social Aspects.
On the other hand, FUJIFILM Holdings identified our high priority issues (materiality) from various CSR issues related
to our business and established the Fujifilm Group’s CSR Plan, “Sustainable Value Plan 2030 (SVP 2030).” Now we are
implementing the activities along with the Plan. Further information about our CSR Policies, CSR Plan, and CSR Activity
Report is available on our website.
FUJIFILM Holdings Sustainability●

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

Period covered by the report

This report covers the same period as the Yuka Shoken Hokokusho (Securities Report), including the performance data:
Fiscal 2022 (April 1, 2022—March 31, 2023). With regards to the contents of activities, wherever possible, we have
conveyed the most recent trends, including activities in fiscal 2023.
●

Organizations covered by the report

The organizations covered in this report are the same as those covered in the Yuka Shoken Hokokusho (Securities Report):
The Fujifilm Group (FUJIFILM Holdings, and 273 consolidated companies).
Major consolidated companies are shown on our website.
127th Yuka Shoken Hokokusho (Securities Report)●

https://holdings.fujifilm.com/en/about/grouphttps://ir.fujifilm.com/ja/investors/ir-materials/securities-reports.html (in Japanese only)

Date of publication

October 2023 (once a year)
Next report: October 2024
Previous report: October 2022●

Referenced guidelines• Japan’s Ministry of the Environment: Environmental Reporting Guidelines (2018 Version)• GRI: The GRI Sustainability Reporting Standards (In accordance)• SASB: Sustainability Accounting Standards Board (Hardware)• ISO 26000: Social Responsibility●

Supplemental information regarding reported matters

The term “employees” refers to all employees, including managers, general employees, and part-time staff. The term“company employees” indicates employees (full-time staff). To further ensure the accuracy of the report, the terms“regular employees” and “non-regular employees” (temporary staff, part-time staff, others) have been used separately
as required.
●

Significant changes

Not applicable●

Division responsible for publishing this report:

ESG Division, FUJIFILM Holdings Corporation

3 FUJIFILM Holdings Corporation Sustainability Report 2023

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,” whichseeks to continue creating new technologies, products and services that inspire and excite people everywhere, andempower the potential and expand the horizons of tomorrow’s business and lifestyle.
We continue to deliver new value through our business operations and technologies aiming to resolve social issues
under the sprit of our corporate slogan: “Value from Innovation.”

1.1.1 Corporate Overview
Holding Company: FUJIFILM Holdings Corporation
Company name: FUJIFILM Holdings Corporation
Chairman, Director and Board Chairman: Kenji Sukeno
President, Representative Director and Chief Executive Officer: Teiichi Goto
Head office: Tokyo Midtown, 9-7-3 Akasaka, Minato-ku, Tokyo 107-0052, Japan
Established: January 20, 1934
Capital: ¥40,363 million (as of March 31, 2023)
Consolidated company employees: 83,513 (as of March 31, 2023)[Breakdown] Regular employees 73,878 (as of March 31, 2023), temporary staff 9,635 (average number in fiscal 2022)
Consolidated companies: 273 (as of March 31, 2023)
Fujifilm Group Regular Employees by Region (Consolidated, FY2021)
Japan

The
Americas

EuropeAsia and
OthersWorldwide

52%

11%

9%

29%

100%

22%

20%

19%

12%

19%

% of male in total

93%

69%

68%

69%

84%

% of female in
total

7%

31%

32%

31%

16%

78%

80%

81%

88%

81%

% of male in total

77%

64%

64%

54%

67%

% of female in
total

23%

36%

36%

46%

33%

Managers
Breakdownof regular
employees
by region(Worldwide:
73,878)

Managers(13,818)

Other
Other
(60,060)(as of March 31, 2023)

FUJIFILM Holdings Corporation Sustainability Report 2023

4

Overview

Fujifilm Group Organization Overview
FUJIFILM Holdings Corporation

Holding company

Operating companies

Shared service company

100%

100%

100%

100%

100%

FUJIFILM Corporation

FUJIFILM Business
Innovation Corp.

FUJIFILM Business
Expert Corporation

FUJIFILM Systems
Corporation

FUJIFILM Intellectual
Property Research Co., Ltd.

Subsidiaries

Subsidiaries

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

1.1.2 Financial Highlights
Consolidated Revenue/Consolidate Operating Income

Unit: 100 millions of yen

FY2018FY2019FY2020

FY2021

FY2022

Consolidated revenue

24,315

23,151

21,92525,25828,590Consolidate operating
income

2,098

1,866

1,655

2,297

2,731

Proportion of Consolidated Revenue by Region (FY2022)Japan

The Americas

EuropeAsia and Others

36%

23%

15%

26%

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

Consolidated Operating
IncomeConsolidated Revenue
FY2021

FY2022

FY2021

FY2022

32%

1,005

1,005

6,927

24%

684

677

30%

8,381

29%

579

695

3,334

13%

4,103

15%

370

729

−

−

−

−

-341

-375

25,258100%

28,590

100%

2,297

2,731

AmountProportion

AmountProportion

Healthcare

8,017

32%

9,179

Materials

6,308

25%

Business Innovation

7,599

Imaging
Corporate Expenses &Eliminations
Total

Unit: 100 millions of yen* The figures for total revenue and operating income from the professional multifunction devices targeting printing companies have been moved
from the Business Innovation segment to the Materials segment. Information for FY2021 has been restated with this change in classification.
Data by Operating Segments:

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

5 FUJIFILM Holdings Corporation Sustainability Report 2023

1.1 ｜ Fujifilm Group Organization Overview

Healthcare: Proportion of Revenue by Business
FY2021

FY2022

Medical systems

66%

67%

BIO CDMO

19%

21%

LS solutions

15%

12%

FY2021

FY2022Graphic communication

47%

49%

Electronic materials

23%

26%

Display materials

15%

10%

Other advanced materials

15%

15%

Materials: Proportion of Revenue by Business* The figures for total revenue and operating income from the professional multifunction devices targeting printing companies have been moved
from the Business Innovation segment to the Materials segment. Information for FY2021 has been restated with this change in classification.

Business Innovation: Proportion of Revenue by Business
FY2021

FY2022

Office solutions

66%

66%

Business solutions

34%

34%

* The figures for total revenue and operating income from the professional multifunction devices targeting printing companies have been
moved from the Business Innovation segment to the Materials segment. However, there is no change in the operating segment-based revenue
structure within the Business Innovation segment after this change in classification.

Imaging: Proportion of Revenue by Business
FY2021

FY2022

Consumer imaging

66%

65%

Professional imaging

34%

35%

FUJIFILM Holdings Corporation Sustainability Report 2023

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Overview

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 theycannot try it out beforehand. Thus, for the Fujifilm Group, an approach which emphasizes environmental conservationand maintaining the trust of stakeholders has been a major premise at the very foundations of our business activities. Thisapproach is the starting point for our corporate social responsibility (CSR) activities and continues to be passed down
within our Group, as the Fujifilm Group’s “DNA.”

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

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

Fujifilm Group Corporate Philosophy/Vision (full text)

https://www.fujifilmholdings.com/en/about/philosophy/index.html

Fujifilm Group Charter for Corporate Behavior (full text)

https://www.fujifilmholdings.com/en/about/philosophy/conduct/index.html

Fujifilm Group Code of Conduct (full text)

https://www.fujifilmholdings.com/en/about/philosophy/law/index.html

Fujifilm Group Global Healthcare Code of Conduct

https://holdings.fujifilm.com/en/about/philosophy/global-healthcare

Fujifilm Group Human Rights Statement

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

7 FUJIFILM Holdings Corporation Sustainability Report 2023

1.2 ｜ CSR Management

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

The Fujifilm Group’s Approach to CSR

Human Rights Statement

Policies

Names of Regulations andPolicies

Time of Adoption/
Revision

Green Policy (Environmental Policy)
Social Contribution Policy
Guidelines for Biodiversity
Procurement Policy
Quality Policy
Occupational Safety and Health Policy
Global Security Trade Control Policy
AI Policy
Information Security Policy

Revised April 2019
Revised April 2019
Revised April 2019
Revised April 2020
Revised April 2019
Revised April 2019
Adopted May 2015
Adopted December 2020
Revised April 2021

https://holdings.fujifilm.com/en/sustainability/vision/policy/green
https://holdings.fujifilm.com/en/sustainability/vision/policy/society
https://holdings.fujifilm.com/en/sustainability/vision/policy/biodiversity
https://holdings.fujifilm.com/en/sustainability/vision/policy/procurement
https://holdings.fujifilm.com/en/sustainability/vision/policy/quality
https://holdings.fujifilm.com/en/sustainability/vision/policy/health-safety
https://holdings.fujifilm.com/en/sustainability/vision/policy/control
https://holdings.fujifilm.com/en/sustainability/vision/policy/ai
https://holdings.fujifilm.com/en/sustainability/vision/policy/security

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

FUJIFILM Holdings Corporation[Function of ESG Division of FUJIFILM Holdings]● ESG Committee Secretariat

ESG Committee

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

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

FUJIFILM Business Innovation Corp.

[Function of ESG department of the operating companies]● Formulate and implement CSR activity plan

● Implement compliance and risk management thoroughly

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

FUJIFILM Holdings Corporation Sustainability Report 2023

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Overview

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

1.2.4 Background of CSR Planning and Process for Identifying Priority Issues (Materiality)
1. Social background and basic approach
In face of the uncertainties in our global society in recent years and the obstacles they pose in predicting the future,
expectations are growing for business corporations to act as players in resolving social issues and creating a sustainable
society. In our Sustainable Value Plan 2030 (SVP 2030), we have analyzed priority issues (materiality) from the perspectivesof social and environmental issues to be resolved by 2030 and business growth in the Fujifilm Group. SVP 2030 has set
as its long-term goal for fiscal 2030 to contribute to achieving the goals for resolving global social issues set by SDGs, theParis Agreement, etc.
The long-term targets for fiscal 2030 set out in SVP 2030 were set as part of the drive from two perspectives; an“inside-out” perspective, starting from existing business activities and an “outside-in” perspective, originating from social
issues and examining what our products and services should be. SVP 2030 reaches beyond the Fujifilm Group’s products
and services (i.e., output*1), exploring what products and services are necessary and what technologies are needed forour contribution to the sustainable society (i.e., outcome*2). It lays down as our final goals both the growth of the Groupand solutions to social issues.
In the years ahead, we will continue working to achieve the targets of SVP 2030 by creating new value through thedevelopment of cutting-edge products, services and technological innovations that benefit society and that make a bigger
contribution to resolving social issues and upgrading our Group’s corporate value.
*1 Output: Products, services, etc., produced by our organizational and business activities.
*2 Outcome: Change, benefits, learning and other effects that are generated by an organization or business operation.

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

The 1st Medium-Term CSR Plan
FY2007-2009

The 2nd Medium-Term CSR Plan
FY2010-2013

The 3rd Medium-Term CSR PlanSVP 2016
FY2014-2016

SVP 2030
FY2017-2030

Maintain & reinforce
 Thorough implementation ofsound corporate governanceand compliance Reduction of negative impact
on environment and society Across the value chain,product lifecycles, andworld-wide viewpoint 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

9 FUJIFILM Holdings Corporation Sustainability Report 2023

 Continue to promote measures forthe two aspects of resolving social
issues through business andreducing the negative impact ofour business activities in society
Have a long-term perspective tocontribute to resolving social issues
as a global company and show the
future vision clearly1.2 ｜ CSR Management

3. Process for identifying priority issues (materiality)[STEP 1] Deciding the Basic Policies
The first process in identifying materiality is to determine the basic policy on future CSR activities, focusing on CSRrelated developments in society, the state of activities as it relates to the philosophy and the basic policies of the Fujifilm
Group and business developments.
Under SVP 2030, our current CSR plan, the objective was to identify our vision as a global corporation by capturing
what contribution we can make to resolving social issues from a long-term perspective. SVP 2016, our previous CSR
plan, identified the relationship between business development and company-wide action to resolve issues in society
as opportunities for business growth. The difference in SVP2030 from the previous CSR plan is that it identifies a clear
vision for the entire Group, positions the medium-term management policy as its action plan and defines the direction ofevolution as a global company with the focus on social issues. Although this basic policy is expected to remain fundamentally
unchanged until the target year of 2030, we intend to conduct periodic reviews to examine the need for revisions.

[STEP 2] Extracting Social Issues Based on Business Strategy
Under basic policies, we have extracted social issues related to the current and future business activities of the Fujifilm
Group from a wide variety of identified global social issues.
We have listed social issues shared by the entire world, including global standards represented by ISO 26000,
guidelines such as the GRI Standards, the targets of the Paris Agreement and SDGs and social issues unique to the industry.
Information was gathered from shareholder meetings, interviews with investors and dialogues on environmental issues,
as well as social issues that we may be able to address through the products, technologies and services all our divisions
have developed. These issues are listed up as relevant social issues. In addition, we will examine these social issues as they
relate to our businesses, focusing on social and environmental changes, regulatory and policy directions, the demands ofstakeholders in the business areas that are linked or likely to be linked in the future. When SVP 2030 was established, thenumber of issues totaled roughly 300 items.

[STEP 3] Evaluation of Materiality
The social issues that have been extracted are prioritized to determine which will have a significant impact on our businessactivities by studying the social demands for our Group and the degree that an issue affects our business operations. In
evaluating materiality, we have adopted a two-sided approach: reducing and considering the negative impact generated
from our business activities on society and the environment (emphasizing risk response) and resolving social issues
through our business activities (emphasizing creation of opportunities).
(1) R educing and considering the negative impact from our business activities has on society and the environment(responding to risks)
As for the social issues extracted in Step 2, we evaluate the materiality for the Group by ourselves and employ the CSR
consulting specialist E Square, which has a lot of experience in addressing social issues, to evaluate which social interests
and requests for the Group are representatives of society. Materiality is reviewed from both perspectives with the focus
on important social issues (shown at top right of the matrix chart below).

Social interests and requests

5

4

●

3
2
1

● ●
● ●
● ● ●

●

●

●
1

●

● ●
●
●

●

●

● ●
● ●

●
2

●

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

3

●

●

●

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

●

Materiality (Priority Issues):●

5

Materiality for Fujifilm Group
FUJIFILM Holdings Corporation Sustainability Report 2023

10

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

MedicalSocial issues
Energy issues
Global Warming

HighlyFunctional
Materials

Document
Solutions

●●●

●●

●●●●●

●●●●

●

●●

Pharmaceuticals●

Exhaustion of resources●●●●●

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…

Identify diseases at an early
stage

・
・
・
・

[STEP 4] Planning and Review
Using the results of our identification and assessment of medium- to long-term risk and opportunities (please refer toMedium- to Long-Term Risks/Opportunities and Materiality in our Integrated Report), we define plans and targets for thepriority issues extracted in Step 3 in cooperation with the relevant business divisions of the operating companies working
on these issues. The plans and targets are examined and approved by the ESG Committee. Progress in these activities isreviewed annually and described in the Sustainability Report.
SVP 2030 planning targets for fiscal 2030 were finalized in cooperation with the relevant business divisions. Especiallyfor environmental issues, we identify the state of progress and establish numerical targets, with the focus on climatechange, which is an urgent global issues.
Priority issues under SVP 2030 are deliberated on and approved by the ESG Committee (Please refer to 1.2.3 CSRManagement System) headed by the president of Fujifilm Holdings and reported to the Board of Directors. These issues
are then reflected in the group-wide policy and acted on throughout the Group.

4. Reviewing Priority Issues (Materiality)
Coordinated with the development of each medium-term management plan, priority issues are reviewed at regularintervals, at least once every three years, implementing changes as needed.
When establishing VISION 2023, our medium-term management plan that sets fiscal 2023 as the goal, CSR Plan SVP
2030 was also reviewed from fiscal 2019 to fiscal 2020. As a result of the review, we have updated some of our targets
under “Environment” to make it more challenging and defined some new targets. Under “Health” and “Work Style,” new
KPIs were established for priority issues designed to contribute to resolving social issues through our business activities.
Additionally, through reviewing our targets, the environmental target for reducing our CO2 emissions was raised to achieve
the so-called 1.5°C target in December 2021.
Furthermore, we have used the SDG Compass has been used as a reference under “Environment,” where there aremany issues requiring urgent global action, to organize and map the risks and opportunities in the environment andsociety on our value chain.

11 FUJIFILM Holdings Corporation Sustainability Report 2023

1.2 ｜ CSR Management

Impact on Business Processes across the Value Chain (Ex. Environment)

Negative impacts(environmental impacts)

Positive impacts(contributions)

Procurement

R&D/Manufacturing

Transportation

Use

Disposal/Recycling

Design for the Environment

Products with reduced
CO2 emissions

Resource recovery(recycling)

Environmental response knowhow(for entire lifecycle)

Products with reduced
water consumption

Conversion into
valuable resources
Recycling knowhow

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

CO2 emissions
from transportation

Wastewater released
during manufacturing

Electric power consumed during
product use (CO2 emissions)

CO2 emissions
from incineration

Wastewater released
during product use

Waste liquid treatment(recycling)

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

Outline of recent developments in reviewing priority issues when developing the medium-term management plan
Period: Fiscal 2019 to 2020 (some activities in the Environment were implemented also in fiscal 2021)[Environment]
We revised some targets to make them more challenging and added some new targets.
Some of added/revised targets are as follows:
By FY2030:●

50% reduction of CO2 emissions through our entire product lifecycle* (compared to the FY2019 level).
* Procurement of raw materials, and manufacturing, transportation, use, and disposal of products●

Contribute to reducing CO2 emissions to 90 million tons by offering products and services that enable significant CO2
emissions reductions when our customers use them.

●

Increase the sales percentage of Green Value Products, which significantly reduce environmental impact, to 60% of
total Fujifilm Group sales.

[Health]We have set following KPIs in the area for solving social issues through business activities.
●

Improving access to medical services by using medical AI technologies to introduce our products and services to all
196 countries and regions in the world by fiscal 2030.

[Work style]
We have set following KPIs in the area for solving social issues through business activities.
●

Offering 50 million people work styles that support employee productivity and creativity through solution services
that bring innovation to our business.

[Daily Life] [Supply Chain] [Governance]
As a result of the review, we determine that our priority issues are sufficiently valid and we should continue the samecontents.
As we re-examine our priority issues at least every three years by establishing for medium-term management plan, we will
work on group-wide activities for achievement of SVP 2030.

FUJIFILM Holdings Corporation Sustainability Report 2023

12

Overview

1.2.5 SVP 2030 Major Results and Activities in FY2022
Priority Area

Environment

HealthPriority Issues

1. A ddress climatechange.
2. P
 romote recycling ofresources.
3. Address energy
issues toward
a decarbonizedsociety.
4. E
 nsure product andchemical safety.

1. F ulfill unmet medical
needs.
2. Improveaccessibilities to
medical services.
3. Contribute to
identifying diseases
at an early stage.
4. C
 ontribute to healthpromotion andbeauty.
5. Promote Kenkokeiei®
* Kenkokeiei is a registeredtrademark of Kenkokeiei
Nonprofit Organaization.

Daily Life

1. C
 ontribute tocreating a safe andsecure society.
2. Contribute toenriching humanity
and relationships
between people.

Work Style

1. C reate environmentsthat lead tomotivated
workplace (provisionof solution services).
2. D evelop and utilize
diverse humanresources.

13 FUJIFILM Holdings Corporation Sustainability Report 2023

Major Targets for FY2022

Major Results and Activities in FY2022• Reduce the Fujifilm Group’s CO2
emissions by 50% (compared to
the FY2019 level). (achieve net
zero CO2 emissions by FY2040)• Reduce CO2 emissions acrossthe entire product lifecycle by
50% (compared to the FY2019
levels)• Sales percentage of Green Value
Products: 60%• Contribute to a reduction in
the CO2 emissions generated
in society by 90 million tons by
FY2030 (accumulated value).
Contribute to 90 million tons
CO2 emissions reduction throughproducts and services by FY2030.

• Started partnership agreement with Tokyo
Gas and Minamiashigara City to develop a net
zero CO2 emissions model in manufacturing.
• Achieved carbon neutrality at a multifunction
devices recycling center in China.
• Introduced the internal carbon pricing
system.
• Certified 22 new products under the Green
Value Products Certification Program, ourenvironmentally conscious design standards(total 226 products, 30% of total sales for theGroup).
• Registered in the A List for the two areas ofclimate change and water security by CDP.

• Develop new treatment
solutions/Improve accessibility
to new treatment solutions.
• Expand and scale up AI & IoT
technology to reduce burdens
on medical professionals.
• Promote management of healthand productivity to maintainemployees’ vitality.
• Develop broader deployment of
products and services utilizing
medical AI technology.
F Y2023: 100 countries andregionsF Y2030: 196 countries andregions• Set up our first BIO CDMO site in Toyama to
expand business in the Asian markets andstrengthen the vaccine production system inJapan (Plan to start its operation in 2027).
• Created new NURA centers, health checkup
centers focused chiefly on cancer, in India(Gurugram and Mumbai).
• Promoted to tackle with tuberculosis control
initiatives in developing countries.
• Opened FUJIFILM Mediterrace Yokohama
as a health checkup facility for employees,
as part of our health and productivity
management.
• Selected for the Health and Productivity
Stock Selection Program for third consecutiveyear.
• Deployed products and services utilizing
medical AI technology (93 countries andregions).

• Develop and disseminate
technology for products
and services contributing todevelopment of an ICT society.
• O ffering opportunities to enjoy
photos that give forms tomemories.

• Introduced CMP slurry production facilities
and quality assessment equipment in
the Kyushu plant of FUJIFILM MATERIAL
MANUFACTURING Co., Ltd. for startup in
January 2024, as a step to reinforcing the
supply chain in semiconductor industry
from the standpoint of economic security
assurance, in addition to responding to thegrowing demand for new semiconductors
as a result of advances in AI, IoT and 5G
technologies.
• L aunched the flagship mirrorless digital
camera with its high-speed continuousshooting, high-quality auto focus, video
shooting and other features.
• Held online exhibition of the entire
collection of works in The Heart to Heart
Communication—“PHOTO IS” Photo
Exhibition.

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

• Acquired Smart Messaging Services Pty. Ltd.,the digital messaging service company.
• Acquired the IT service company,
MicroChannel Services Pty. Limited forfull-scale global expansion of the businesslaunched in January 2022, namely, sales andimplementation support for core systems
focused on Microsoft Dynamics 365.
• Increased ratio of female managers(from16.1% in FY2021 to 16.5% in FY2022).

*The following targets are all for FY2030.

1.2 ｜ CSR Management

Supply Chain

Governance

Strengthen CSR
foundations acrossthe entire supply chain
including factors of theenvironment, ethics,
and human rights.

Improve andmaintain governancestructures by further
disseminating an open,
fair and clear corporate
culture.

• Promote sustainableprocurement.

• CSR self-check
Requesting companies and sites/Response
rate: 774 companies and 1,236 sites (92%);
Percentage of companies that reached 90%
compliance: 70%• Response rate in conflict minerals to thesurvey / percentage of RMAP-conformant
smelters: 99% / 50%• Percentage of suppliers who satisfy all of ourpaper procurement regulation standards:
100%• Improve compliance awarenessacross the entire global Groupand reinforce risk management.

• Implemented training programs organizedglobally, including anti-corruption training
for compliance with laws and regulations ofvarious countries, as well as for the Fujifilm
Group Charter for Corporate Behavior andCode of Conduct.
• Organized drills on first response at a cyberincident with participation of executive
officers and managers of business divisions
who are responsible for information security.
• Implemented globally the Fujifilm Group
Employee Engagement Survey that
consolidated the past compliance awarenesssurveys to cover all executive officers andemployees.

SVP 2030 Priority Issues and Relevant Parties

Priority Area

Priority Issues

Solving Social
Issues throughBusiness
Activities

Considering
Society and theEnvironment in
Our Business
Processes

Relevant Segments/Parties

1. A
 ddress climate change.
2. Promote recycling of resources.
3. A ddress energy issues toward adecarbonized society.
4. E nsure product and chemicalsafety.

●
●
●

●
●

Healthcare
Materials
Business Innovation●●

Imaging

1. F
 ulfill unmet medical needs.
2. Improve accessibilities to medical
services.
3. C ontribute to identifying diseases
at an early stage.
4. C
 ontribute to health promotion
and beauty.
5. P romote management of a healthy
workplace.

●●

Healthcare
Healthcare●

Healthcare●

Healthcare●

Materials

Daily Life

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

●

Imaging●Work Style

1. C reate environments that lead tomotivated workplace (provision ofsolution services).
2. Develop and utilize diverse humanresources.

Supply Chain

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

Supplies (+ Entire Group)

GovernanceImprove and maintain governancestructures by further disseminating
an open, fair and clear corporate
culture.

Entire Group (+ Supplies)

Environment

Health●Healthcare (Internal)●

Business Innovation●

Business Innovation (Internal)

FUJIFILM Holdings Corporation Sustainability Report 2023

14

Overview

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

Realization ofa Sustainable Society

Value from Innovation

The Fujifilm Group announced its Sustainable Value

Sustainable Value Plan 2030

Plan 2030 (SVP 2030) in August 2017. For the growing
social issues such as climate change, we revised targets
upward and added new targets for fiscal 2019 andEnvironment

fiscal 2021, in view of the urgency.
SVP 2030 sets itself apart from previous medium-

Healthterm CSR plans in characteristically targeting fiscal
2030 as its long-term goal, and is expected to lay the

Daily Life
Work Style

foundations of the Group’s business management
strategies for sustainable growth.
Under SVP 2030, the Fujifilm Group will introduce

Supply Chainfurther measures to resolve social issues through ourbusiness activities, including the launch of innovative
products, technologies and services, in our aim to

Governancedevelop into a company that can make a greater
contribution to creating a sustainable society.
Healthcare

Imaging
Materials

Ch

ar t

BusinessInnovation

B u s in e s s S e g m e nt suer f Corporate Philosophy / Vision Con dor Cofrporate Behavior / Code oct

Co r p o ra te B a s i s

1. SVP2030 Priority Areas and Priority Issues(Materiality)

Resolving social issues
through business activities

Considering society
and the environment inour business processes

Contribution (Opportunities)

Impact (Risks)

1. Address climate change
2. Promote recycling of resources
3. Address energy issues toward adecarbonized society
4. Ensure product and chemical safety

●
●
●

●
●

●

●

Health

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

Daily Life

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

Work Style

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

Environment

Goals in the SDGs

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

Basis of Business Activities

Supply Chain

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

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

15 FUJIFILM Holdings Corporation Sustainability Report 2023

1.2 ｜ CSR Management

2. Relationship between CSR plan and management plan
Our CSR plan SVP 2030 toward fiscal 2030 is our targets for contributing to building a sustainable society along with
SDG’s. Our Medium-Term Management Plan VISION 2023 sets out the concrete business strategies to achieve thesetargets.

Themes That Are Significantly Related with our Business in the Priority Issues of SVP 2030
Item
Material Issues

Relationshipbetween CSR plan
SVP 2030 andMedium-Term
Management Plan
VISION 2023

CSR Priority Issue 1

CSR Priority Issue 2

CSR Priority Issue 3

Resolving social issues in the areaof Health

Resolving social issues in the area ofDaily Life

Resolving social issues in the area ofWork Style• Health, a priority issue in our CSR
plan SVP 2030, matches activities
aimed at the business targets forhealthcare, a priority business inthe medium-term management
plan VISION 2023.

•D aily Life, a priority issue in our CSR
plan SVP 2030, matches activities
aimed at the business targets for“Materials” and “Imaging” that arepriority business operations in themedium-term management plan
VISION 2023.

•W ork Style, a priority issue in our
CSR plan SVP 2030, matches
activities aimed at the businesstargets for Business Innovation, apriority business in the mediumterm management plan VISION
2023.

• In the Materials segment, actions
are aimed at creating a better social
infrastructure specified as Goal 9
among the SDGs.

•W
 ork Style in SVP 2030 is also
designed to achieve a more
efficient work style for our
employees through various
programs. In other words, it
is aimed at work style reform
through the whole of society,including the Fujifilm Group.

• The priority issue of “Health”
in SVP 2030 includes activities
aimed at improving the health of
our employees.
• It is aimed at resolving social
issues regarding health and also at
health management in the Group.

• In Imaging, actions are aimed atachieving the wellbeing that societyneeds.

Business Impact

Revenue, profit & risks

Sales, profit & risks

Sales, profit & risks

Business strategies• Reducing medical disparities andbuilding a healthy society throughglobal availability of leading-edge
products and services in all of theareas, prevention, diagnosis andtreatment.

•C ontributing to the creation of a safe
and secure society amid advances indigital transformation, through thedevelopment and supply of cuttingedge functional materials.

•C ontributing to socialtransformation that provides
fulfillment in work for everyone, by
making available on a global scale
products and solutions services
that bring greater productivity andstimulate greater creativity.

• Addressing environmental issues in all of our business operations and establishing CO2 reduction targets in eachsegment in recognition of the urgency of climate change as a global issue and of activities aimed at creating adecarbonized society as a criterion in participating in global business.
[Health][Daily Life][Work Style]• Improving access to medical
services by using medical AI
technologies to introduce our
products and services to all 196
countries and regions in the world
by fiscal 2030.

By FY2030, we aim to contribute toachieving the targets below:• O ffering 50 million people work
styles that support employee
productivity and creativity
through solutions services thatbring innovation to our business by
fiscal 2030.

• Index: 100 countries by FY2023,
196 countries by FY2030• ( VISION 2023) Healthcare
segment targets:
F Y2023 revenue: 860 billion yen
Operating income: 103 billion yen
Ratio of operating income: 12.0%
Long-Term Target/
Index

CO2 emissions by segmentcompared to the FY2013 level:
15% reduction• ( 1) Developing technologies for
products and services and promoting
their greater use to contribute to
the development of an ICT, and (2)Contributing to creating a safe andsecure society by improving safety insocial infrastructure through diagnostic
services for buildings, etc.
•C
 ontributing to enriching humanity
and relationships between people bymaking people’s lives peaceful throughphotographic and video records andphotographic products that preserve
memories.

• ( VISION 2023) Business
Innovation segment targets:
F Y2023 revenue: 820 billion yen
Operating income: 82 billion yen
Ratio of operating income: 10%
 O2 emissions by segment
Ccompared to the FY2013 level:
55% reduction• ( VISION2023) Materials segment
targets:
F Y2023 revenue: 720 billion yen
Operating income: 95 billion yen
Ratio of operating income: 13.2%
CO2 emissions by segment compared to
the FY2013 level: 33% reduction• ( VISION2023) Imaging segment
targets:
F Y2023 revenue: 300 billion yen
Operating income: 25 billion yen
Ratio of operating income: 8.3%
 O2 emissions by segment compared toC
the FY2013 level: 52% reduction

Target YearFY2023, FY2030

FY2023, FY2030

FY2023, FY2030

FUJIFILM Holdings Corporation Sustainability Report 2023

16

Overview

Item

Executive
Compensation

CSR Priority Issue 1

CSR Priority Issue 2

CSR Priority Issue 3• Overview of share-based
remuneration plan for executive
officers responsible for Healthcare
segment in 2.1.7 Executive
Remuneration of this report.

• Overview of share-based remuneration
plan for executive officers responsible
for Materials and Imaging segments in
2.1.7 Executive Remuneration of thisreport.

• Performance Share Unit Plan
(Evaluated according to the levelof achievement of indicatorssuch as consolidated revenue,
consolidated operating income
and ROIC, ESG indicator, etc.)• Performance Share Unit Plan
(Evaluated according to the level ofachievement of indicators such as
consolidated revenue, consolidated
operating income and ROIC, ESG
indicator, etc.)• Overview of share-based
remuneration plan for executive
officers responsible for Business
Innovation segment in 2.1.7
Executive Remuneration of thisreport.

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

https://holdings.fujifilm.com/en/about/governance/compensation• Performance Share Unit Plan
(Evaluated according to the levelof achievement of indicatorssuch as consolidated revenue,
consolidated operating income
and ROIC, ESG indicator, etc.)
https://holdings.fujifilm.com/en/about/governance/compensation

1.2.7 Communication with Stakeholders
Companies conduct their activities while interacting and maintaining
relations with a wide variety of stakeholders, and it is important tolisten carefully to their various views and expectations.
At the Fujifilm Group, we ensure that we make appropriate
information disclosures as well as verifying, 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 arereflected in our CSR activities, we also review them in our Sustainability
Report.
In addition to opinions relating to our CSR activities as a whole,regarding a part of priority issues, we conduct individual briefings on

Shareholders
andinvestors

Industrial
associations
Governmentorganization
Business
partners

Transaction
partners

Customers

Employees

Suppliers

Fujifilm Group

Futuregenerations

Local
communities

MarketSociety (local and global) NPOs/NGOsthe content of the activities to external parties, to receive their advice

Environment

and evaluation. Looking back over our activities and obtaining the viewsof external parties in this way provides a good opportunity to reexamine
our activities.
The Fujifilm Group’s Communications with Stakeholders
Main Stakeholders

Customers

We have a diverse range ofcustomers, from individuals,
businesses, corporations togovernment offices, etc., since
we have business deployed allover the world, and we offer
such a wide lineup of products,
ranging from digital cameras
and cosmetics to officeprinters, medical systems,
medicine, highly functional
materials and equipment andmaterials for graphic arts.

17 FUJIFILM Holdings Corporation Sustainability Report 2023

Main Issues and Areasof Responsibility• Securing the safety andquality of products• Design for Environment• Provision of appropriate
information on services& products• Improvement ofcustomer satisfactionlevels• Customer response &support

Methods of Communication

Frequency• Customer Center (contact
point for responding toinquiries)• Day-to-day• Usability evaluation meetingsand monitor surveys• A s needed• Customer satisfaction surveys• A s needed• Questionnaires at productpurchase• Day-to-day• Showrooms, exhibitions• A s needed• Holding seminars• A s needed• Websites and social media• A s needed1.2 ｜ CSR Management

Main Stakeholders

Employees

Shareholders& investors

Transaction
partners

Futuregenerations& localsocieties

Employees working for the
Fujifilm Group total approx.
83,000 people in 273
companies. Regular employees
are active all over the world
and their composition bycountry/region is Japan 52%
the U.S. 11%, Europe 9% andAsia 29% (as of end-March
2023).

FUJIFILM Holdings has
approx. 147,000 shareholders,characterized by a highproportion of institutional
investors. Financial institutions
account for 38.8% of ourshareholders, while foreigncompanies constitute 35.7%(as of end-March 2023).

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

The Fujifilm Group has bases
in approx. 40 countries acrossthe world and conducts its
activities by treating the local
culture and customs withrespect, as well as putting
efforts into educational
support for future generations.

Main Issues and Areasof Responsibility• Ensuring occupational
health and safety• Respect for humanrights• Utilization and trainingof human resources• Respect for diversity• Maintenance andexpansion of corporatevalue• Appropriate
redistribution of profits• Timely & appropriate
information disclosure• Measures for Socially
Responsible Investment(SRI)• Thoroughimplementation of
fairness & transparency
in transactions• Promotion of CSR
issues in the supply
chain, such as humanrights and theenvironment• Contribution activities
which make use of
our main businessstrengths• Respecting local
culture & customs
and environmental
conservation• Prevention of disasters
and accidents in theworkplace• Educational support for
future generations

Methods of Communication

Frequency• Providing opportunities
for dialogue with top
management• A s needed• Personnel management
division contact point &interviews• Day-to-day/
As needed• Compliance & Sexual
Harassment Helpline• Day-to-day• Regular meetings between thecompany and labor unions/
Health & Safety Committee• A s needed• Intranet; in-house magazines• Day-to-day• General shareholders
meetings/Business reportbriefings/Briefings forinvestors• Once ayear/4 times
a year/As
needed• IR conferences/Individual
meetings• A s needed• Integrated reports/
Shareholder communications• A s needed• IR information website• Day-to-day• Contact point (forstakeholders) for responding
to inquiries• Day-to-day• Briefings to suppliers (onCSR procurement including
green supply, managementof chemical substances
contained, etc.)• A s needed• CSR Self-Check (self-audited)
and Onsite “Visit and Check”
by expert team• A s needed• Website for exclusive use oftransaction partners• Day-to-day• Regular discussions withpartners• A s needed• Contact point for responding
to inquiries (in eachprocurement and sales
division)• Day-to-day• Environmental communication
meetings/Factory tours• A s needed• Community volunteer
activities• A s needed• Regular discussions withlocal governments (city hall,mayor, community associationpresidents, etc.)• A s needed• Contact point (at each factory& office)• Day-to-day• Dispatch of lecturers to theacademic organization &endowed chairs• A s needed• Environmental education
activities in cooperation with
NGOs & NPOs

• A s needed

FUJIFILM Holdings Corporation Sustainability Report 2023

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Overview

Main Stakeholders

Governmentorganizations& industrial
associations

NGOs &NPOs

The Fujifilm Group hasbusinesses in countries all over
the world.
Each of these businesses
belongs to several industrial
associations and has active
relations with the respective
government organizations,
including participating incollaborations andinformation exchanges, etc.

We are conducting dialogues
with NGOs & NPOs who
are actively aiming for asustainable society, for the
resolution of social issues andenvironmental conservation.

19 FUJIFILM Holdings Corporation Sustainability Report 2023

Main Issues and Areasof Responsibility• Legal compliance• Joint research &development andcooperation in public
policy aimed at theresolution of social
issues• Dialogue, collaborationand support aimed at
the resolution of socialand environmental
issues

Methods of Communication

Frequency• Participation in various
industrial committees• A s needed• Participation in thedevelopment of industry
guidelines• A s needed• Announcement of publiccomments through industry
associations• A s needed• Joint research & developmentof government or industry
association• A s needed• Proposals aimed at theresolution of social issues• A s needed• Obtain views on the
Sustainability Report• A s needed• Participate in stakeholder
dialogue• A s needed• Administration committeeof Public Trust Fujifilm GreenFund• A s needed• Review meetings on various
CSR issues• A s needed• Support for disaster area withNPO

• A s needed1.2 ｜ CSR Management

1.2.8 Member Organizations/Third-Party Initiatives
In order to respond to the increasing level of global CSR demands and operate our businesses in an appropriate manner,
we participate in various initiatives to keep ourselves up to date with global trends.
[Industry Organization]
Japan Business Federation (Keidanren)
Japan Association of Corporate Executives (DOYUKAI)Japan Chemical Industry Association
Japan Electronics and Information Technology Industries Association (JEITA)
Joint Article Management Promotion Consortium (JAMP) —chemSHERPA by JAMP

[Environment]

SBT Initiative (Science Based Targets Initiative)
RE100
TCFD Consortium (Task Force On Climate-Related Financial Disclosures Consortium)
Japan Climate Leaders’ Partnership (Japan-CLP)
Japan Climate Initiative (JCI)
Japan Clean Ocean Material Alliance (CLOMA)
Japan Business Initiative for Biodiversity (JBIB)Japan Hydrogen Association (JH2A)
Green Transformation League[ESG]
UN Global Compact (UNGC)
Global Compact Network Japan (GCNJ)

FUJIFILM Holdings Corporation Sustainability Report 2023

20

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 throughsincere and fair business activities.
As the foundation to achieve this, we regard corporate governance as a primary issue in our business management. We
also position the Board of Directors as the organization that determines basic Group management policies and strategies
and other important matters relating to business execution, as well as supervising the implementation of business affairs.
This idea is clarified in the Corporate Governance Guidelines, which are approved by the Board of Directors.
Corporate Governance Guidelines
https://www.fujifilm.com/files-holdings/en/about/governance/about_governance_ff_governance_guideline_en.pdf
Report on Corporate Governance (Tokyo Stock Exchange)https://www.fujifilm.com/files-holdings/ja/about/governance/about_governance_ff_ab_2022_003.pdf (in Japanese only)

Our Basic Policy on Internal Control Systems
https://holdings.fujifilm.com/en/about/governance/internal-control

Articles of Incorporation
https://www.fujifilm.com/files-holdings/ja/about/governance/about_governance_ff_irnews_20220629_001j.pdf (in Japanese only)
127th Yuka Shoken Hokokusho (Securities Report)
https://ir.fujifilm.com/ja/investors/ir-materials/securities-reports.html (in Japanese only)
Integrated Reporthttps://ir.fujifilm.com/en/investors/ir-materials/integrated-report.html
Fujifilm Group Tax Policy
https://holdings.fujifilm.com/en/about/governance/tax-policy

2.1.2 Corporate Governance Structure and Features
1. Corporate governance structure overview
The key points of Fujifilm's corporate governance structure are as follows.
Institutional design• Adopted a system with an Audit & Supervisory Board.
• Established the Nomination and Remuneration Advisory Committee as an arbitrary advisory body to the Boardof Director.
Board of Directors• Set the number of directors at 12 or less, of which at least one-third shall be independent outside directors.
• Separated the role of the chairman of the Board of Directors and the Chief Executive Officer (CEO) and strengthened
the supervision function.
• Set the term of office of directors at one year to further clarify the mission and responsibilities of the directors.
Audit & Supervisory Board• Set the number of Audit & Supervisory Board members at five or less, of which at least half shall be independent
outside Audit & Supervisory Board Members.
• Established an Audit & Supervisory Board Office (a staff department for Audit & Supervisory Board Members) toenhance the audit functions of Audit & Supervisory Board members.
Nomination and Remuneration Advisory Committee• Set the composition of the committee to be three or more members appointed by resolution of the Board of
Directors, with at least half being independent outside directors.
• The chairman shall be an independent outside director.

21 FUJIFILM Holdings Corporation Sustainability Report 2023

2.1 ｜ Corporate Governance2. Corporate Governance and Governing Structure
Corporate Governance Structure
General Meeting of Shareholders(1) Board of Directors● Determination of Group management policies
and strategies● Decisions on important matters relating tobusiness execution● Supervision of business execution(2) Nomination and Remuneration
Advisory Committee(3) Audit & Supervisory Board

Audit & Supervisory Board Office

Chairman of the Board of Directors(Director and Board Chairman)
Business Execution(Staff Department for Audit &Supervisory Board Members)

President and CEO,
Representative Director(5) ESG Committee

Corporate Vice Presidents(6) M&A Investment Committee

Including Compliance & Risk Management(4) Management Council

Corporate
Planning
Division

ICT
Strategy
DivisionIndependent Auditors

Corporate Communications
Division(7) DX Strategy Committee

Accounting
and Finance
Division

Human
Resources
Division

Legal
DivisionIntellectual Property
Division

ESG
Division

Global Audit
Division

FUJIFILM Corporation, FUJIFILM Business Innovation Corp. and other Group companies(As of the end of June 2023)
Structure of the Board of Directors: 4 independent outside directors, 6 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 (including chairman), 1 inside director

3. The roles and activities of the committees* For the roles of the Board of Directors, please refer to 2.1.6 Evaluation of the Effectiveness of the Board of Directors.
* For the roles of the Audit & Supervisory Board, please refer to Chapter 4. Auditing structure.

Nomination and Remuneration Advisory Committee
As an advisory body to the Board of Directors, the Nomination and Remuneration Advisory Committee was voluntarily
established for the purpose of ensuring objectivity and transparency regarding the CEO succession plan and the proceduresfor director remuneration plans and related matters. Directors. For the status of activities, please refer also to 2.1.7-3
Nomination and Remuneration Advisory Committee.
Management Council
The Management Council deliberates on important matters and Group-wide topics based on the basic policies, plans andstrategies decided by the Board of Directors. In addition, the Company has adopted the corporate vice president system
to facilitate speedy business execution. Corporate Vice Presidents are responsible for business execution in accordancewith the basic policy determined by the Board of Directors. The Company currently has 10 Corporate Vice Presidents,
three of whom are concurrently serving as Board members. The Corporate Vice Presidents have a one-year term of office,the same as the Company’s directors.
ESG Committee
The ESG Committee deliberates and decides on important ESG-related matters for the Fujifilm Group. The committee
also conducts reviews and promotes basic policy development and appropriate measures from a Group-wide perspectivewith regard to important risks facing each Group company. The committee is chaired by the President and vice-chaired by
the director responsible for ESG Division.
M&A Investment Committee
The M&A Investment Committee selects M&A projects that align with Group-wide management strategy and businessstrategy, and holds discussions to ensure M&As are conducted through the proper processes with appropriate schemes
and at an appropriate price. The committee also checks on the progress of post-merger integration (PMI) after the M&A.
The committee is chaired by the President and vice-chaired by the director responsible for the Corporate Planning Division.
DX Strategy Committee
The Company established the DX Strategy Committee as the highest decision-making body involved in promoting DX
throughout the Fujifilm Group. The CEO serves as chairman and the CDO as vice-chairman.
FUJIFILM Holdings Corporation Sustainability Report 2023

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Governance

4. Auditing structure
To improve corporate governance, we are working on interactive coordination among internal audits by the internal audit
division, auditor’s audits and financial audits by an independent audit corporation (including internal control audits forfinancial reports).
As of the end of June 2023, 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 knowledgeof 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 andexperience in the field of compliance.
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. The full-time auditors also receive
regular audit reports from the internal audit division and independent audit corporation. They submit reports also toexternal auditors at the Audit & Supervisory Board meetings held on a monthly basis and engage in exchanges of opinion.
The internal auditing departments consist of the Global Auditing Division made up of members who are independentof our business execution divisions, and is responsible for evaluating and inspecting the appropriateness of business
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 10 directors as of the end of June 2023, 4 of which are independent outside directors (40% of the board).
Outside Directors observe the Board of Directors’ decision making and its processes objectively to judge and discuss theirrationality 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
exchange of 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 and judge 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, andlaw and experience regarding Fujifilm business fields, and such. We appointed a female outside director in June 2018. We
have also appointed female directors in the Company since June 2022.

23 FUJIFILM Holdings Corporation Sustainability Report 2023

2.1 ｜ Corporate Governance

Expected Expertise and Experience for Directors and Auditors* Male 11, female 3 (21% of female in 14 directors and auditors) As end of June 2023
No.

Auditors

Directors

1

Knowledge
and
Human
Legal
Expertise
Finance &Resources
Innovation/
Affairs/Risk
Years in
Globalin CoreAccounting/
Sustainability Strategy andTechnology
Management/
Office Management
Business
Capital Policy
Corporate
Governanceand Related
CultureIndustries

Name

Kenji Sukeno

10

○

○
○

○

2

Teiichi Goto

5

○

3

Masayuki Higuchi

2

○

○

4

Naoki Hama

1

○

○

○

5

Chisato Yoshizawa

6

Yoji Ito– (New)

○

○

○

7

Kunitaro Kitamura

Outside6○

8

Makiko Eda

OutsideFemale5○9Tsuyoshi Nagano

Outside

1

○

1

○

FemaleOutsideIkuro Sugawara

1

Nobuo Hanada

2

Motoko Kawasaki

Female2

3Masataka Mitsuhashi Outside

4

4

Tatsuya Inagawa

3

○

○

○

○
○

○

○

○

○

○

○

○

○

○

○
○

○

○

○

○

○

○

○
○

○

○
○

○

○

3

Outside

○

1

10

○

○

○

○
○

○

* A maximum of five sought -after items are indicated for each individual. This table is not indicative of all the expertise and experience
possessed by each individual.
* The average years in office for a director is 3.2 years (as of June 29, 2023).

Reason for Selection of Each Skills
Skill

Reason for Selection

Global management

We aspire to accelerate business growth while resolving environmental and social
issues globally in looking to attain the Company’s future vision of realizing a sustainable
society. To such ends, we seek experience in global corporate management and overseas
business management, as well as knowledge and expertise related to the global businessenvironment.

Knowledge and expertise incore businesses and relatedindustries

We aspire to accelerate growth in the healthcare and advanced materials domains, which
serve as growth drivers of the Company. We furthermore aspire to achieve sustainablegrowth and to build a more resilient business platform. To such ends, we seek experiencein leading operations in business segments being pursued by the Company (Healthcare,
Materials, Business Innovation and Imaging) and furthermore seek knowledge andexpertise related to such businesses and related industries.

Innovation/Technology

In achieving sustainable innovation, it is important that we provide the world with
innovative products and solutions that contribute to resolving environmental and social
issues enlisting the tangible and intangible technological assets we have created by using
our base technologies cultivated through the development of new business models andphotographic film, combined with our core technologies and production technologies
for building sustainable competitive advantage. To such ends, we seek experience intransforming business models as well as knowledge and expertise in technology.

Finance & accounting /Capital policy

We aspire to build a robust business portfolio to increase our corporate value over the
medium to long term. To such ends, we seek experience in M&As; cash (flow/allocation)
management achieved through operational streamlining, fundraising and dialogue withcapital markets; and knowledge and expertise related to finance, accounting and capital
policy.

Legal affairs/
Risk management/
Governance

We aspire to create a framework for sustainable growth and medium- to long-term
improvement in corporate value under an open, fair and clear corporate culture. To suchends, we seek experience in business risk management as well as knowledge and expertise
related to governance, which we position as the foundation of our business activities
particularly in terms of long-term CSR plans and medium-term management plans.

FUJIFILM Holdings Corporation Sustainability Report 2023

24

Governance

Skill

Reason for Selection

Sustainability

We aspire to achieve objectives particularly with respect to long-term CSR and mediumterm management plans. We also aspire to assess whether our trajectory and outcomesalign with social trends and the medium- to long-term value sought by society in orderto improve our corporate value. To such ends, we seek experience in striking a balance
between economic value and social/environmental value, as well as knowledge andexpertise related to sustainability.

Human resources strategy
and corporate culture

When it comes to human resources, which serve as our source of innovation, we aspire tobuild a robust business portfolio by speedily implementing a human resources strategy
centered on securing and training human resources in new fields, utilizing diverse
employees, supporting their growth and improving engagement. In addition, it is importantthat we perpetuate and develop the corporate culture, which has given rise to innovationin order to sustain the growth of the Company. To such ends, we seek experience inmaking decisions related to human resources from a management perspective as well as
knowledge and expertise in human capital management.

For the details of the approach to creating the skill matrix and the process, please refer to Notice of Convocation for the 127th Ordinary General
Meeting of Shareholders.
https://ir.fujifilm.com/en/investors/stock-and-shareholder/shareholders-meeting.html

2.1.5 Effectiveness of Directors and Auditors
Attendance Status for the Board and Audit & Supervisory Board Meeting (between April 1, 2022 and March 31, 2023)
Board Meeting(No. held: 14)

Name

Directors

Kenji Sukeno

Chair

Attendance

Held

Rate

13

14

93%

Teiichi Goto

14

14

100%

Takashi Iwasaki

14

14

100%

Takatoshi Ishikawa

14

14

100%

Masayuki Higuchi

14

14

100%

Naoki Hama

11

11

100%

Chisato Yoshizawa

Female

11

11

100%

Kunitaro Kitamura

Outside

14

14

100%

Makiko Eda

OutsideFemale

13

14

93%

Tsuyoshi Nagano

Outside

10

11

91%

Ikuro Sugawara

Outside

11

11

100%

Attendance

Held

Rate

Kouichi Tamai

3

3

100%

Junji Okada

3

3

100%

3

3

100%

14

14

100%

17

17

100%

Tatsuo Kawada

OutsideNobuo Hanada
Auditors

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

Motoko Kawasaki

Female

14

14

100%

17

17

100%

Masataka
Mitsuhashi

Outside

14

14

100%

17

17

100%

Tatsuya Inagawa

Outside

14

14

100%

17

17

100%

* Naoki Hama, Chisato Yoshizawa, Tsuyoshi Nagano and Ikuro Sugawara were appointed directors on June 29, 2022. Number of attendance ofMeeting were counted after their appointments.
* Kouichi Tamai, Junji Okada and Tatsuo Kawada were resigned from directors on June 26, 2022. Number of attendance of Meeting werecounted before their resignations.

25 FUJIFILM Holdings Corporation Sustainability Report 2023

2.1 ｜ Corporate Governance2.1.6 The Evaluation of the Effectiveness of the Board of Directors
In October 2015, we formulated and published the FUJIFILM Holdings Corporation Corporate Governance Guidelines(“Guidelines”), recognizing that corporate governance is an important management issue, as the fundamental basis for
the FUJIFILM Group to achieve sustainable growth and increase its corporate value, and to contribute to the sustainable
development of society. We have since revised the Guidelines to reflect revisions to the Corporate Governance Code of
the Tokyo Stock Exchange and our policy for strengthening corporate governance.
The Guidelines stipulate the roles and duties of the Board of Directors (“BoD”) as follows: (i) to decide basic
management policies, strategies, and important matters relating to business execution, and (ii) to supervise the executionof business. To ensure the effectiveness of the BoD, evaluations and hearing sessions, etc. are conducted by each Directorand Audit & Supervisory Board Member, and after analysis, evaluation, and discussion of improvement measures by the
BoD, we publish a summary of the results. For the purpose of securing transparency and objectivity, we have engaged athird-party organization on a regular basis for part of the questionnaire creation and evaluation analysis since the April
2020 publication.
We conducted an effectiveness evaluation of the Board Meetings held in 2022, and the results were reported anddiscussed at the BoD. The following is a summary of the evaluation results.

1. Roles of our Company’s BoD
We are organized as a company with an Audit & Supervisory Board, and our company’s BoD makes decisions on basic
management policies, strategies, and important matters relating to business execution, as well as supervising theexecution of business. In this context, it is important to fulfill the following two roles:• The role of making decisions with a high-level of knowledge for each business and thorough understanding of the assets,such as technology and human resources, in line with the robust business portfolio that we have built to date.
• The role of ensuring that the orientation of business execution aligns with the medium- and long-term values demanded
by society, in order to balance economic and social value, with the aim of achieving a sustainable society.

2. Evaluation Process
For the purpose of securing the transparency and objectivity of the evaluation, we engaged a third-party organization toestablish evaluation items and create questionnaire items. Based on changes in management structure in June 2021 andsubsequent initiatives to improve the BoD, the evaluation criteria and questionnaire items were given a comprehensive
re-examination. In this process, the third-party organization reviewed documents such as the Board Meeting minutes, therules related to the BoD, etc.
•
The third-party organization conducted analysis of the questionnaire responses from each Director and Audit &Supervisory Board Member. Based on the analysis, the BoD Office conducted individual interviews with the Directors
and Audit & Supervisory Board Members.
• The effectiveness of the BoD was evaluated based on analysis of the document reviews, questionnaire responses
and interview results. Furthermore, the status of initiatives to address issues identified in the previous evaluation wasclarified, and future issues were identified.

3. Evaluation Overview
Evaluation to assess whether the BoD is fully performing to expectations, in light of its roles at our company.
(1) Subject of Evaluation
Board Meetings of our company held in the CY2022 (all 15 that were held)(2) Evaluators
Our company’s Directors and Audit & Supervisory Board Members (15 persons in total)(3) Evaluation Items
Roles that the BoD should fulfil, composition of the BoD, quality of discussions, deliberations by the Nomination andRemuneration Advisory Committee, support system for Outside Officers, constructive dialogue with stakeholders, etc.
(4) Evaluation Results
We evaluate that our company’s BoD is fully effective in its performance.
For the details of the evaluation, the future issues identified, and our initiatives for 2023, please refer to our website:https://holdings.fujifilm.com/en/about/governance/board-of-directors

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Governance2.1.7 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 policy on remuneration for individual directors, etc., (hereinafter called "Remuneration Decision-making Policy") isfinalized by the Board of Directors after deliberations by the Nomination and Remuneration Advisory Committee, which
is made up of a majority of outside directors and chaired by an outside director.
* For the overview of the remuneration decision-making policy, please refer to the 127th Yuka Shoken Hokokusho (Securities Report).

• To assure objectivity and transparency in the decision-making process for the remuneration, etc., of individual directors,
the Nomination and Remuneration Advisory Committee conducts a multilateral study of the draft proposal, includingalignment of the policy. The Board of Directors make the decision based on the Committee’s report.

2. Remuneration structure linked to business performance(1) Our remuneration plan
Remuneration for directors other than external directors (including the employee portion of bonuses and remuneration
for corporate vice presidents and directors) consists of a fixed remuneration, a performance-linked remuneration (a shortterm performance-linked remuneration + Performance Share Unit Plan) and a Restricted Share-Based Remuneration
Plan. The allocation ratio for the fixed remuneration, performance-linked remuneration and Restricted Share-BasedRemuneration Plan shall be 55%, 15% (of which 10% for short-term performance-linked remuneration and 5% for the
performance share unit plan) and 30%. Remuneration is determined in accordance with each director’s position andperformance evaluation.
Remuneration for outside directors and auditors consists of a fixed remuneration only, due to the nature of their roleand to maintain their independence.
Performance-linked remuneration
Fixed remuneration:
approx. 55%

Short-term
performance-linked
remuneration:
approx. 10%

Performance
share unit:
approx. 5%

Restricted Share-BasedRemuneration Plan:approx.30%(2) Fixed remuneration
Fixed remuneration is determined according to job position and responsibilities and is paid on a regular basis.
(3) Short-term performance-linked remuneration
Short-term performance-linked remuneration is paid for a specific period each year as the employee portion of bonuses
for directors who concurrently serve as Corporate Vice Presidents. Short-term performance-linked remuneration is paidin an amount calculated based on performance-linked indicators. Here, consolidated revenue and consolidated operating
income, which are the numerical targets for the Company’s short-term business management, are used as single-year
performance-linked indicators, where the amount paid varies based on the achievement level of these indicators and incomparison with the previous fiscal year’s performance within the range of 0% to 150% of a reference value.
These indicators were chosen under the assumption that they will serve as an incentive for achieving the short-term
performance targets and that they will help improve medium to long-term corporate value.
(4) Medium-term performance-linked share remuneration (Performance Share Unit Plan)
Medium-term performance-linked share-based remuneration is paid to directors, other than outside directors (hereinafter,“Eligible Directors”), with adjustments made in a range of 0% to 150% relative to the base paid shares according to
the level of achievement of indicators in the Company’s medium-term management plan, such as consolidated revenue,
consolidated operating income, ROIC and ESG indicators. A number of shares equivalent to 50% of the adjusted numberof shares is paid as medium-term performance-linked share-based remuneration. In addition, cash equivalent to the shareprice times 50% of the adjusted number of shares is also paid. The number of base paid shares by position, as determinedby the Board of Directors, is listed in the regulations for medium-term performance-linked share-based remuneration.
This form of remuneration shall be granted after performance is finalized.
These indicators were selected under the assumption that they will help better encourage Eligible Directors tocontribute to share price growth, improved corporate value and enhanced performance over the medium term.

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2.1 ｜ Corporate Governance

As an incentive to achieve our new CO2 emission reduction targets established in December 2021 to build a decarbonizedsociety, ESG indicators (CO2 emissions performance rate against the target) were added to the Performance Share Unit
Plan in April 1, 2022.
These indicators cover the period from fiscal 2021 to fiscal 2023 of the Medium-Term Management Plan “VISION2023.”
As the targeted term ends at the end of March, 2023, there is no performance rate result for fiscal 2022.
(5) Restricted Share-based Remuneration Plan
The Company will issue or dispose of restricted shares by granting monetary remuneration receivables to the Eligible
Directors for the purpose of allotting restricted shares, in principle, every fiscal year, and have the Eligible Directors holdthese shares by having them contribute all of these monetary remuneration receivables in kind. The aforementioned
monetary remuneration receivables shall be paid on the condition that the Eligible Directors agree to said contribution
in kind and that the Company and the Eligible Directors have concluded an allotment agreement for transfer restricted
shares.
* For further details, please refer to the 127th Yuka Shoken Hokokusho (Securities Report).
https://ir.fujifilm.com/ja/investors/ir-materials/securities-reports.html (in Japanese only)

3. Nomination and Remuneration Advisory Committee(1) Overview
The Nomination and Remuneration Advisory Committee is to be established as an advisory organization to the Board of
Directors and is to consist of three members, two outside directors appointed by a resolution of the Board and one insidedirector, with one outside director appointed as chairperson. The Committee normally convenes at least once a year, inprinciple, to deliberate on the CEO succession plan and the basic policies and procedures for director remuneration andreports its deliberations to the Board of Directors.
(2) Fiscal 2022 committee meetings
The committee convened three times in fiscal 2022 and each attendance is as follows.
Position

Name

Attendance

Chair

Kunitaro Kitamura

3/3 (100%)

MemberTsuyoshi Nagano

2/2 (100%)

MemberKenji Sukeno

3/3 (100%)

Chair

Tatsuo Kawada

1/1 (100%)* Mr. Kunitaro Kitamura was appointed chairperson of the Nomination and Remuneration Advisory Committee on June 29, 2022.
* Mr. Tsuyoshi Nagano was appointed member of the Nomination and Remuneration Advisory Committee on June 29, 2022.
* Mr. Tatsuo Kawada resigned from the post of chairperson of the Remuneration Advisory Committee on June 29, 2022.

The principal activities of the Committee during the current fiscal year are as follows.
• Deliberations on maintaining the CEO• Report on evaluation results for executive bonuses in fiscal 2021
• Report on the allocation of share-based remuneration under the share-based• Deliberations on executive remuneration in fiscal 2022 (evaluation method and amount)* For the evaluation of the effectiveness of the Board of Directors , see 2.1.6 The Evaluation of the Effectiveness of the Board of Directors and our
website.
https://holdings.fujifilm.com/en/about/governance/board-of-directors

FUJIFILM Holdings Corporation Sustainability Report 2023

28

Governance

Remuneration for Each Director (FY2022)
Total Amount by Type of Remuneration(million yen)
Performance-linked Remuneration
Name

Category

Company

Monetary
Remuneration
Short-term
Performancelinked
Remuneration

Kenji
SukenoNon-performance-linked
Remuneration

Total Amount of
Non-monetary
MonetaryNon-monetary Remuneration
Remuneration Remuneration Remuneration(million yen)

Performance Share
Units

Fixed
Remuneration

Restricted
Share-based
Remuneration

Directors

FUJIFILM Holdings
Corporation

20

−

−

90

85

196

Directors

FUJIFILM
Corporation

5

−

−

23

17

45

Directors

FUJIFILM Business
Innovation Corp.

−

−

−

9

−

9
Total

Teiichi
Goto

Directors

FUJIFILM Holdings
Corporation

24

7

11

102

93

239

Directors

FUJIFILM
Corporation

6

1

1

40

15

65

Directors

FUJIFILM Business
Innovation Corp.

－

－

－

9

－

9

Total

TakashiIwasaki

FUJIFILM Holdings
Corporation

9

－

－

38

3

52

Directors

FUJIFILM
Corporation

9

3

5

36

54

108

FUJIFILM Holdings
Corporation

－

－

－

11

3

16

Directors

FUJIFILM
Corporation

21

3

5

62

54

147

FUJIFILM Holdings
Corporation

5

－

－

29

3

40

Directors

FUJIFILM
Corporation

5

2

3

27

32

71

Auditors

FUJIFILM Business
Innovation Corp.

－

－

－

8

－

8
119

Directors

FUJIFILM Holdings
Corporation

－

－

－

8

2

12

Directors

FUJIFILM Business
Innovation Corp.

12

6

8

68

34

129

Total

ChisatoYoshizawa

163

Directors

Total

Naoki
Hama

161

Directors

Total

Masayuki
Higuchi313

Directors

Total

Takatoshi
Ishikawa

251

142

Directors

FUJIFILM Holdings
Corporation

2

－

－

22

2

28

Directors

FUJIFILM
Corporation

2

1

2

20

23

50

Total
* The chart shows information limited to directors (excluding directors who resigned in the relevant fiscal year and outside directors).
* For further details, please refer to the 127th Yuka Shoken Hokokusho (Securities Report).
https://ir.fujifilm.com/ja/investors/ir-materials/securities-reports.html (in Japanese only)

29 FUJIFILM Holdings Corporation Sustainability Report 2023

79

2.1 ｜ Corporate Governance

The Number and Amount of Remuneration Paid to Executive Officers (FY2022)
Total Amount by Type of Remuneration(million yen)
Performance-linked Remuneration
Category

NumberNon-performance-linked
Remuneration

Total
Amount of
Non-monetary
MonetaryNon-monetary
Remuneration Remuneration Remuneration Remuneration(million yen)
Restricted
Fixed
Performance Share Units
Share-based
Remuneration
Remuneration

Monetary Remuneration
Short-term
Performancelinked
Remuneration

Directors

9

63
(—)

10
(10)

12
(12)

310
(128)

200
(200)

597
(352)

Auditors

2

—
(—)

—

—

42
(42)

—
(—)

42
(42)

Outside directors& auditors

7

—
(—)

(—)

(—)

76
(76)

—
(—)

76
(76)

Total

18

63
(—)

10
(10)

12
(12)

430
(248)

200
(200)

717
(472)

* For further details, please refer to the 127th Yuka Shoken Hokokusho (Securities Report).
https://ir.fujifilm.com/ja/investors/ir-materials/securities-reports.html (in Japanese only)

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

Control of tax matters
Based on the “Fujifilm Group Tax Policy,” the Fujifilm Group pays taxes in a timely and appropriate manner to the countries
where it operates, and strives to maintain and improve tax governance.
We do not recognize any serious issue concerning tax-related risks at this moment.
• The director responsible for managing the accounting departments takes responsibility for execution of tax processing
and instructions, and the creation of financial statements. Note that the financial statements are audited by anindependent audit corporation.
• With the recognition that each auditor is an independent authority to form an overall corporate governance system,
the auditors 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.
127th Yuka Shoken Hokokusho (Securities Report)

https://ir.fujifilm.com/ja/investors/ir-materials/securities-reports.html (in Japanese only)

FUJIFILM Holdings Corporation Sustainability Report 2023

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Governance

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 frameworkof common sense and ethics.” Moreover, we think the compliance and the risk are two sides of the coin, as the lack ofcompliance awareness among employees would lead to grow the possible corporate risk. For this reason, we are promoting
compliance and 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●●●

 ormulation of a Code of Conduct for employeesF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●●●

 stablishment of FUJIFILM Holdings CSR Committee
E
Expansion of initiative to Group companies outside of Japan
Revision of Group’s Corporate Philosophy and Charter for Corporate Behavior , and formulationof Vision and code of Conduct and raising awareness

Addressing new priority issues●

2009-2013●●●I ntroduction 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●●

 eview and clarification of major risks for the Fujifilm GroupR
Strengthening measures to raise awareness on existing rules and regulations etc.

Strengthening Corporate Governance as the Fujifilm Group●2017-2019●●●

 ompliance education for all Employees and distribution of CEO message concerning theCinappropriate accounting issue
Establishment of whistle-blowing system to report directly to FUJIFILM Holdings
Revision of the Charter for Corporate Behavior and the Code of ConductEstablishment of FUJIFILM Holdings ESG Committee reorganized from CSR committee

Strengthening compliance and risk management organizations and reinforcement of activities●

2020-2022●●●

 onsolidation and reorganization of compliance and risk management organizations at
C
FUJIFILM Corporation and FUJIFILM Business Innovation Corp. under Fujifilm Holdings
Corporation
Consolidation and integration of various policies and domestic whistleblowing systems of thetwo corporations
Establishment of Fujifilm Group Global Healthcare Code of ConductUpdate of message from the president regarding the Fujifilm Group Charter for Corporate
Behavior and Code of Conduct.

31 FUJIFILM Holdings Corporation Sustainability Report 2023

2.2 ｜ Compliance and Risk Management

2.2.3 Compliance and Risk Management Promotion Structure
Fujifilm Group Compliance and Risk Management System
Fujifilm Holdings Corporation
Audit

Board of Directors
Supervise

Audit & Supervisory
Board

Report

ESG Committee(Chairperson: President, Deputy Chairperson: Director responsible for ESG)
Approve, Direct

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

ReportEach Group Company
President
Risk Manager

The Fujifilm Group has set up an ESG Committee chaired by the president of Fujifilm Holdings, with the director responsible
for ESG serving as deputy chairperson. The Committee deliberates and makes decisions on priority issues related to risk
management and ESG.
The activities of the Committee are reported to the Board of Directors, which in turn monitors and assures theeffectiveness of risk management for the entire Group. The Audit & Supervisory Board conducts audits to ensure that theinternal control systems are functioning appropriately.
The Fujifilm Group appoints officers in charge of compliance and risk management at each of its business corporations
and group companies, and implements a variety of measures to penetrate the spirit of an “open, fair and clear” corporate
culture throughout the Group.

2.2.4 Risk Management
The Fujifilm Group employs Risk Management Regulations that specify the group-wide basic policy and risk management
system. Based on these regulations, we identify the tasks required to counter various risks related to our business and are
fully prepared to make appropriate responses in the event of a critical incident.

1. The decision-making process for priority risks
The Fujifilm Group has identified 60 items as risks that are likely to have a significant impact on the business management
and has organized them into five areas: strategy risks, financial and taxation risks, operation risks, natural disasters &infectious diseases, and climate change. Each risk has been evaluated quantitatively based on the level of the impact
multiplied by the occurrence probability. Priority risks that require preferential action are decided by the ESG Committee,
and the action status on these risks is reported to the Board of Directors semiannually.
Priority risk issues that are related to our groupwide business environment are deliberated on and approved by the
ESG Committee each year. The issues are identified and examined from the standpoint of human rights and economic
security and assurance.

FUJIFILM Holdings Corporation Sustainability Report 2023

32

GovernanceDecision-making Process for Priority Risks
Extracting the risks

Risk assessment

Risk items

Risks that are likely to impact our Group(60 items in five areas) are extracted.

The level of impact of each risk item and its
occurrence probability are assessed quantitatively.

(1) Impact of economic changes andforeign exchange fluctuations on
business performance(2) Environmental changes andcompetition in each business
field(3) Manufacturing activities(4) Product quality & productliability(5) Medical business andregenerative medicine business(6) Logistics(7) Patents and other intellectual
property rights(8) M&A, business partnerships, etc.
(9) Human resources recruitment(10) Internal control (including
prevention of fraud andmisconduct)(11) Information systems (including
information security andprivacy protection)(12) Public regulations(13) Environmental regulations(14) Climate change(15) Large-scale disasters andinfectious diseases

high5) Climate change(1) Physical risks caused by climate change(2) Transitional risks caused by climate change

Priority risks

Impact level1) Strategy risks(1) Failure of new business or facility
investment(2) Change in market needs

low
low

Occurrence probability

highAction on risks

Priority risks and decision-making on counteractions

Action on priority risks taken at eachorganization, in accordance with the action policy

ESG Committee decides on the priority risks in
our Group and the policies for addressing them.

Report to and supervised by the Board of Directors

2. Priority risks in FY2023
We recognize that the following major risks might affect our financial condition and the results of our business operations.
On the page for Risks on business. etc. of the Yuka Shoken Hokokusho, in addition to the following items, economic risks
such as loss of business opportunities are described.
127th Yuka Shoken Hokokusho (Securities Report)

https://ir.fujifilm.com/ja/investors/ir-materials/securities-reports.html (in Japanese only)

Risk Items

Status of Action

Information security (cyberattacks, confidential dataleakage & personal information
leakage)

To reinforce measures against cyberattacks, installation of sensors to monitor the
behavior of PCs, servers and development of a global scale security surveillance centers
have been completed.

Rising prices and shortfalls in
raw and other materials

Procurement from multiple origins for raw and other materials used in priority
businesses and products.

Geopolitical risks

The manufacturing, development and marketing sites of the Group, as well as our
suppliers, are distributed across various countries. The latest information on conditions
is collected, and instructions on employee safety, asset protection and economic
activities decided as part of the risk management system. The instructions are delivered
promptly to minimize damage.

Large-scale natural disasters

Risk assessment, monitoring and BCP development have been conducted for eachbusiness site and supply chain.

Climate change risks

Low-carbon investments are made by reducing CO2 emissions in the product lifecycle,
developing manufacturing methods with low environmental impact and the internalcarbon pricing scheme.

Reinforcement of chemical
substances management

Strict regulation requirements are likely to lead to prohibition of the use of existing raw
materials. We recognize that PFAS control is a priority issue and plan to minimize theimpact by developing substitute or alternative materials.

Corruption and bribery

Due to the strict restrictions and the government approval required in the healthcare
business, corruption poses a high risk. Preventive measures will be strengthened, chiefly
through employee education and monitoring middlemen through outside vendors.

Pandemic and infectious
diseases

To reduce the impact of infectious diseases spreading through the business, eachorganization has developed its own BCP for comprehensive prevention of infection
within the organization.

33 FUJIFILM Holdings Corporation Sustainability Report 2023

2.2 ｜ Compliance and Risk Management

Risk Items

Status of Action

Fires and accidents

Knowledge and skills on handling chemical substances and facility safety are employed
to implement measures to prevent fires and explosions.

Product liability and productdefectIn the healthcare business, problems with product quality pose risks that lead tocustomers experiencing health hazards. Accidents are prevented through productdesign and quality assurance.

Fraud by executive officers or
employees

Fraud is prevented through the development and appropriate implementation ofinternal control. Monitoring is also carried out for early detection and prevention.

3. Response to crisis
Any crisis that takes place in a Group company is handled by the Compliance and Risk Management Promotion Structure(described in 2.2.3) and in accordance with our risk management regulations. When found, it is reported to each operatingcompany and ESG Division of FUJIFILM Holdings, and at the same time addressed swiftly to prevent further propagationof the risk. If a potentially critical incident occurs, it is immediately reported to the ESG Committee for assessment and to
determine the response to the issue.
Each operating company supervises the execution of recurrence prevention measures at the Group company inquestion. At the same time the operating company shares the incident details and the relevant preventative measuresamong its Group companies to avoid recurrence of the same or similar incidents.
Serving as Secretariat, the ESG Division of FUJIFILM Holdings reports incidents received through our operatingcompanies to the ESG Committee and at the same time takes action to strengthen and promote risk management for theentire 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 Division to the Directors and Auditors in every quarter.

4. Status for FY2022
In fiscal 2022, no significant crisis cases including legal violations and fines in social economic areas that should beannounced outside the company were confirmed.

2.2.5 Efforts to Promote Compliance
At the Fujifilm Group, the following four steps have been implemented in the STPD (See-Think-Plan-Do) cycle in the drive
to maintain and increase awareness of employees’ compliance.
With the growing speed of social change, our previous business experience and accumulated knowledge no longer
apply to a growing range of our business activities. For this reason, the Fujifilm Group has upgraded its existing approachto PDCA and established STPD (See-Think-Plan-Do) independently to facilitate action from new perspectives.
For details of our approach to STPD, please refer to 4.4.2-1. Human resource development programs.

See

Think

Plan

Do

Assess conditions both insideand outside the company
from social conditions, theGroup's priority risks, resultsof the previous year's
awareness survey, the statusof risk occurrence, reports
received by the internal
whistle-blowing office, etc.

After information analysis,
the key points requiringreinforcement are examined.
The awareness survey results
and trends in whistle-blowing
reports are shared for study
by each organization
throughout the Group to
improve the workplaceatmosphere and give greater
compliance awareness.

Business domain-specifictraining and awarenesssurveys are planned toconfirm that measures are
effective.

In addition to the annual
declaration by all executive
officers and employees thatthey comply with the Charterfor Corporate Behavior andCode of Conduct, various
measures are implemented
based on the developed
plans.

FUJIFILM Holdings Corporation Sustainability Report 2023

34

Governance

1. Charter for Corporate Behavior and Code of Conduct
The Fujifilm Group reviews the Charter for Corporate Behavior and Code of Conduct in step with changes in society
and business operations. Revisions are made from a global perspective, and the new versions are shared globally inall 24 languages to ensure a correct understanding by employees in each country. In July 2021, the Message from Top
Management has been updated to reflect the Fujifilm Group Charter for Corporate Behavior and Code of Conduct.
The employees who violate the Code of Conduct possibly become subject to disciplinary measures depending on thecontent of the violation.
Fujifilm Group Charter for Corporate Behavior

https://www.fujifilmholdings.com/en/about/philosophy/conduct/index.html

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

Fujifilm Group Code of Conduct

Fujifilm Group Charter for Corporate Behavior and Code of Conduct in 24 Languages

https://holdings.fujifilm.com/en/about/philosophy#24languages

In the healthcare business, we recognize that higher ethical conduct and transparency and fair business activities arerequested by society and the regulatory authorities in each country. In accordance with this situation, in July 2020 weestablished the Fujifilm Group Global Healthcare Code of Conduct that must be adhered to in promoting proper businessactivities.
Fujifilm Group Global Healthcare Code of Conduct

https://holdings.fujifilm.com/en/about/philosophy/global-healthcare

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

Category

Objective

Charter for Corporate Behavior andCode of Conduct and declaration ofcompliance (Global)

Gaining a greater understanding of the Charter for
Corporate Behavior and Code of Conduct Declarationof understanding, complying with and behaving
according to the Code of Conduct

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

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

Information security

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

All executive officers
and employees
in the healthcare
business

Global Healthcare Code of Conduct
and Healthcare ComplianceStudy of the Code of Conduct and laws and regulations
related to the healthcare business to prevent violations.

New employees(New executive
officers, newmanagerial
personnel, newgeneral employees)

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

All executive officers
and employees

35 FUJIFILM Holdings Corporation Sustainability Report 2023

2.2 ｜ Compliance and Risk Management

Intended Audience

Category

Objective

Officers in chargeof compliance/riskmanagement at eachorganization

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

3. Awareness survey
The Fujifilm Group conducts regular compliance awareness surveys to examine the degree of awareness of compliance andcomprehension among employees and to review the effectiveness of the Code of Conduct. In fiscal 2022, we introduced
the Employee Engagement Survey covering past compliance awareness surveys.
The survey consolidates the various theme-specific employee surveys, such as on compliance and brand management,in order to assess the status of engagement in the entire Group. The survey covers approximately 76,000 employees
worldwide. The survey findings are reported to the Board of Directors, the ESG Committee and the top management ofvarious Group companies. In addition, they are incorporated in the training programs and measures at each company tomaintain and improve compliance awareness and to prevent violations.
●Employee Engagement Survey (global): Conducted every year
Objective: Examine the level of dissemination of awareness and comprehension of compliance in general, examine thelevel of awareness of whistle-blowing and consultation system●

Harassment survey (Japan): Conducted in alternate years
Objective: Examine the actual conditions of harassment

4. Whistle-blowing and consultation system
The Fujifilm Group prepares two separate whistle-blowing systems. One is through the contact points in Japan andregional headquarters that accept a range of questions and reports including inter-personal issues and compliance in
day-to-day business. The other is by directly contacting the ESG Division (the compliance division) of FUJIFILM Holdings
concerning critical issues that could significantly impact our business, such as a misconduct and violation of laws. This typeof report can be made in 24 different languages, including Japanese and English.
Reports and inquiries are being handled swiftly and properly at each system for prompt resolution of problems. If aprobable violation of the Code of Conduct is identified, the ESG Division (compliance division) investigates the issue. If aviolation is confirmed, corrective actions are taken properly to prevent for further occurrence. A serious case is immediately
notified to the executive officer responsible for the ESG Division and top management to discuss and determine theresponse.
Anonymous reporting is essentially possible under each whistle-blowing system. As the regulations on whistle-blowing
are established, investigations are conducted with confidentiality and protection for the whistle-blower, to prevent theretaliation as a result of their report. Particularly in Japan, in accordance with a new requirement by the amended Whistleblower Protection Act of 2022, officers engaged in responding to whistle-blowing reports were appointed in each Group
company. We disseminate this whistle-blowing and consultation system among all employees through posters and theintranet to ensure that they can make contact whenever necessary.
For external stakeholders, we provide “Contact regarding Sustainability” form on our official website to listen to
the feedbacks on our sustainability activities including those related to human rights from the public at large, either
anonymous or named. All complaints and suggestions are examined and handled appropriately after investigating thefacts.
The number of whistle-blowing reports and contents are regularly reported to the board of directors with due
consideration to the whistle-blower.

FUJIFILM Holdings Corporation Sustainability Report 2023

36

Governance2.2.6 Achievements for Efforts to Promote Compliance1. Compliance training●

All executive officers and employees of the Fujifilm Group worldwide received training on the Charter for Corporate
Behavior and Code of Conduct; 96% participated in the training program and declared compliance.

●

All executive officers and employees of the healthcare business in Japan underwent training in the Global Healthcare
Code of Conduct; 14,017 people participated in the program. In addition, healthcare compliance seminars were held
for all executive officers and employees to ensure that they perform their business activities with understanding and astrong ethical code as regulatory control increases every year. The seminars target all employees in marketing, services,
sales, R&D and manufacturing and other related staff in the healthcare business in Japan. 12,503 people participatedthrough the e-learning program.

●Training on compliance and risk management has been conducted for newly joined employees, new managers and new
executive officers in their respective positions.

●Corruption prevention training programs adapted to the laws and regulations of each country have been organized byeach group company in the global Fujifilm Group.

2. Awareness survey●

Based on the harassment survey conducted in May-June 2022, interviews were held with some of our organizations togive instructions on further harassment control, as well as to develop and implement measures to advance psychologicalsafety in each organization.

●

An employee engagement survey covering some 76,000 employees worldwide was conducted in December 2022. The
survey found that employees of the Fujifilm Group show an extremely high level of compliance awareness, understandthe need to maintain an open, fair and clear corporate culture and have knowledge of the whistle-blowing system andcounseling office. Based on these results, interviews have been held with some of the organizations, and instructions
were given to develop and implement measures to improve compliance awareness and continue to develop the workplaceenvironment.

3. Whistle-blowing and consultation reports●

Number of whistle-blowing reports and consultations in fiscal 2022: 286 (231 in Japan and 55 in overseas)
Among the whistle-blowing reports and consultations received, issues related to human relationships, personnel andlabor affairs and harassment accounted for 70% of the total, in which each case was handled each case appropriately.
There have been no incidents that could lead to a serious situation for the Group.

●In fiscal 2022, 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 on which the Fujifilm Group conducts its businessactivities. Chapter 2 of the Charter for Corporate Behavior and Code of Conduct (Fair Business Activities) states explicitlythat the Group will uphold fair competition, fair sales activities, fair procurement activities, prevention of corruption,prohibition of bribery and restrictions on gifts and entertainment and compliance with export and import control
regulations. Similar provisions are stated explicitly in the Fujifilm Group Global Healthcare Code of Conduct.

1. Efforts for anti-corruption (bribery)In the Charter for Corporate Behavior and Code of Conduct, the Fujifilm Group has declared that we will refuse any
involvement in corruption or in any dubious action that could cause suspicion of fraud with suppliers, business partners,
public officials and government representatives.
We took action to reduce the occurrence of priority risks related to corruption and bribery in fiscal 2022. Anticorruption regulations in effect at Fujifilm Group companies in Japan and other countries are updated as required to adapt
to new laws and revisions to existing laws and regulations.

37 FUJIFILM Holdings Corporation Sustainability Report 2023

2.2 ｜ Compliance and Risk Management

Anti-corruption regulations are designed to control the following.
●Providing, requesting or promising monetary and other benefits for inappropriate purposes or outside normal social
propriety.

●Advanced application and approval procedure required when providing benefits that are within the scope of normalsocial propriety.

●Preparatory inspections made before starting to trade with agents such as distributors and other intermediaries andanti-corruption provisions included in contracts.

●

Procedure for handling reports in the event of violations or matters of concern

To deal with such cases, Fujifilm Group companies in Japan and other countries receive an annual self-audit on compliancewith anti-corruption regulations and a review of the status of their anti-corruption training program.
Agents such as distributors and other intermediaries are also required to submit annual reports to confirm that they
are free from any corrupt practices. In addition, agents are told to employ the services of an external research firm incarrying out compliance due diligence with the focus on preventing corruption.
An annual status report on these anti-corruption activities is sent to the Board of Directors of Fujifilm Holdings.
Status for FY2022●

As a result of the self-audits conducted by all Group companies on a global scale, anti-corruption training has been given
to all employees that require it. There have been no serious corruption incidents requiring disclosure. The findings arereported to the Board of Directors of Fujifilm Holdings.

●

In Japan and the Americas, compliance due diligence focusing on anti-corruption is conducted by an external researchfirm. This is expected to take effect in more areas.

2. Preventing anti-competitive practices
The Fujifilm Group is working hard to observe anti-trust laws and has developed manuals and guidebooks that provide
basic knowledge of anti-trust laws, standards of conduct to be observed and important points to be noted. We maintainregular employee education systems, and have introduced annual self audits.
For compliance with Japan’s subcontractor law (Act against Delay in Payment of Subcontract Proceeds, Etc. to
Subcontractors), regular training sessions are organized for personnel responsible for order management at businessdivisions where subcontractor business volumes are large. At the same time, divisions are monitored for their state ofcompliance with the subcontractor law in response to inspections either by the Japan Fair Trade Commission or the Smalland Medium Enterprise Agency. In-house seminars on Japan’s anti-trust law and subcontractor law were held for majoraffiliates to ensure that these laws are firmly established and complied with. In fiscal 2022, an assessment of employees
in Japan was conducted to determine their knowledge of Japanese laws, including the Japanese anti-monopoly law andsubcontractor payment law, and their awareness and compliance with these laws and regulations.
As for the anti-trust laws, self audits were carried out at each Group company worldwide and no serious violations were
found.
Since 2008, we have not been subjected to any penalties for antitrust/anti-competitive practices, nor are there any
serious cases pointed out by administrative authorities. Also, there have been no ongoing antitrust lawsuits.

3. Initiative on the Pharmaceutical and Medical Device Act (Act on Securing Quality, Efficacy and Safetyof Products Including Pharmaceuticals and Medical Devices)
The Fujifilm Group Global Healthcare Code of Conduct was established in fiscal 2020 to ensure legal compliance in thearea of healthcare.
Status for FY2022
Training was given to executive officers and employees working in the healthcare business, along with an internal auditof pharmaceutical affairs. In addition, the guidelines established in 2020 to promote the application of compliance in
day-to-day business operations were revised in April 2023 and this raised the level of awareness across the Group. The
administrative authorities have not identified any serious cases.

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Governance

4. 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
threaten international security. We can therefore state that we contribute to maintaining international peace and safety
not only by observing the related laws. The Fujifilm Group has established Regulations on Export Security Control basedon its Export Security Control Policy for export control in compliance with laws and regulations by an export control
organization chaired by the President.
Fujifilm Group Export Control Framework
Export Control Chief Officer(FUJIFILM Holdings President and Chief Executive Officer)
Final Approver on Export Trading(FUJIFILM Holdings Corporate Vice President in charge of ESG)
Export Control Supervising Division(FUJIFILM Holdings ESG Trade Compliance Group)

Fujifilm
Export Control Manager at each division

FUJIFILM Business Innovation
Export Control Manager at each division

Export Control Supervising Division
at group companies

We have prepared e-learning programs to train employees in the purpose and outline of export and import control tofacilitate acquisition of the necessary knowledge at the right time. Additionally, we hold briefings on revisions to laws andrules, concrete details on export and import control methods, etc., to foster greater understanding among employees.
For each division in our Group companies, we conduct annual written audits, as well as on-site audits, for continual
improvement aimed at more solid and reliable export and import control.
Status for FY2022
We carried out written audits and on-site audits also in fiscal 2022 and did not find any serious violations.
The Fujifilm Group never had a case pointed out by administrative authorities concerning export and import control.
Global Security Trade Control Policy

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

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

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2.2 ｜ Compliance and Risk Management

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

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

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

Adopted May 2013. Revised April 2021

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Governance(2) Information security risk management system
The Fujifilm Group has implemented information security governance for the entire group, with information security
management organization set up under the chief information security governance officer, who is the executive officer incharge of the ESG Division. We also appoint the executive officer responsible for ICT as the chief ICT security officer who
oversees the ICT security management organization and implements countermeasures for cyber security risks which arebecoming increasingly important. The groupwide information security strategies are determined by the ESG Committee,
chaired by the president of Fujifilm Holdings. Issues concerning these strategies are also regularly reported by the ESG
Committee to the Board of Directors, which supervises compliance and risk management across the entire group.
Measures regarding the information security are implemented by the information security managers in eachorganization.
(3) Cybersecurity response system
To ensure that all information on our products and services exchanged with our customers is secure and to safeguard
business continuity, the Fujifilm Group has set up the Fujifilm Security Operation Center (Fujifilm SOC) to monitor
information security for the entire Group. It has also set up the Fujifilm Cybersecurity Incident Response/Readiness Team
(Fujifilm CERT) to be responsible for comprehensive surveillance of the entire Fujifilm Group, detect any signs of security
incidents rapidly and respond swiftly to any incident to prevent damage from spreading.
Highly sophisticated protective measures based on the concept of zero trust network access and connected
continuously to a cloud server provide solid security in a user-friendly environment, ensuring both convenience and safety.
With the risk of cyberattacks growing every day, groupwide action is being taken to identify all internal issues to beresolved in the event of a sophisticated attack. Our systems’ defense measures are being reviewed and strengthened fromthe outbreak of an incident and the initial response through to the recovery phase.
(4) Employee training
The Fujifilm Group believes that it is important for each and every employee to acquire the necessary knowledge andmaintain a high level of awareness in order to prevent information security incidents and incidents or violations related
to the handling of personal data. For this reason, e-learning programs on personal data protection are being conducted
every year for all employees.
Additionally, we conduct training on cyberattacks, including targeted attack emails, by actually sending emails posing
as phishing emails to employees. This suspicious email handling training, aimed at increasing sensitivity to security throughthe experience of receiving such emails, has been conducted every year since 2011.

3. Identifying information security risks and countermeasures(1) Establishing an information security management system
The Fujifilm Group ensures a uniform global security level led by our regional headquarters in Japan, the US, Europe,
Southeast Asia, and China, based on the 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 andeach company manages their security 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

Information Security Policy

Global Information Security Regulations

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

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

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

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

To ensure a versatile and appropriate response in the event of an incident stemming from a cyberattack, the Fujifilm Groupparticipates in joint annual cyber drills with NISC (National Center of Incident Readiness and Strategy for Cybersecurity)organized by the Nippon CSIRT Association. Cyber drills are also organized independently by FUJIFILM CERT to confirm
response procedures and upgrade response skills.
In fiscal 2022, an initial response drill for a cyber incident was held with the participation of executive officers anddepartment heads responsible for cybersecurity.
In these drills, details of the incident are not disclosed in advance. During the designated time frame, an interim reportfrom Fujifilm CERT is organized and prepared by the department head for submission to the director responsible, who inturn decides how to limit the damage and the impact on business activities. Issues were revealed during the first drill andthe findings were fed back to improve the incident initial response procedure. A second drill for executive management
was held in FY2023 to improve management’s initial response to an incident.

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Governance

4. Development of an emergency response system to address incidents
The Fujifilm Group provides a one-stop report reception office to accept reports about information security incidents andcyberattacks to promptly gather information about such incidents in a centralized manner. In the event of an incident,
the ICT security management organization and the information security governance organization work together, sharing
tasks, to implement measures to minimize any damage.
Board of Directors
Report
ESG Committee(Chaired by President)
ReportInformation Security Management Structure
Chief Information Security Governance Officer
・Information Security Governance Organization

Chief ICT Security Officer
・
ICT Security Management Organization

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

ReportEach Group company andeach organization

Report
CSIRT at each region

5. Measures for supply chain security
The Fujifilm Group’s activities are organized acknowledging that the scope of management is not limited to its own
companies but also the entire supply chain including business partners. Cases of cyberattacks in the supply chain have beenreported that actually affect the manufacture and supply of goods. Following the Japanese government’s warnings on theneed to reinforce cybersecurity countermeasures, measures to address cyber risks at suppliers have been implemented.
In addition to the existing measures on information security management at subcontractors, our suppliers in Japan andother countries have been instructed to carry out information security self-checks to assess the status. Responses havebeen received from 722 companies. This self-check has enabled us to confirm the status of information security at our
suppliers. This was followed up by a clear statement of the level expected of a company in the Fujifilm Group and arequest to reinforce security. We will conduct these checks regularly in the future to reduce information security risks at
our suppliers.
For details on information security management at our suppliers, please refer to the Fujifilm Holdings Information
Security Report, "Information Security in Cooperation with Business Partners."
Information Security Reporthttps://holdings.fujifilm.com/en/sustainability/activity/governance/security

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

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2.2 ｜ Compliance and Risk Management

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

2. Promotion structure
Based on the Privacy Policy, the Fujifilm Group established the Global Personal Information Protection Regulations and the
Personal Information Management Regulations to specify the methods of handling personal data. The General Managerof the ESG Division is appointed as the officer responsible for building and maintaining the personal data protection
structure.
The policies and targets related to the group-wide personal data protection are determined by the ESG Committee,
chaired by the president of FUJIFILM Holdings, and its report is submitted to the Board of Directors regularly. The
Board of Directors is responsible for monitoring group-wide compliance and risk management, including protectionof personal data, 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 data protection, the ESG Division of FUJIFILM Holdings takes
responsibility for overall management of such policy implementation and other privacy protection. The ESG Division’stasks include dissemination of the policies and targets, implementation of such policies, inspecting the implementationand management status, promoting details of the Personal Information Management Regulations among employees, andproviding instructions and advice to managers of organizations that handle personal data.
In the risks identified each year, protecting personal information is recognized as a priority risk for the entire Group,with action required by law, including development and implementation of a management system. In addition, the officers
responsible for personal information management at each organization in our Group companies and organizations arecontinually instigating measures to protect personal information.
The companies with ISMS certification or the Privacy Mark certification are implementing improvement activities withregular audits by external audit firms and audit results.

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

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

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Governance

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

6. Incidents and violations in personal data handling
In July 2022, unauthorized access achieved through vulnerabilities in the tools provided by a service provider took place atthe EC site of a Group company in Japan. Credit card information on 1,370 customers may have been leaked.
The incident was reported to the competent police authorities, and a report sent to the Personal Information Protection
Committee. Notice of the incident and a letter of apology was sent to the individual customers whose information may
have been leaked. Measures to prevent any recurrence have been implemented.
Except for the above, in fiscal 2022 the administrative authorities have identified no cases or appeals that require
public disclosure.

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

P-Mark*1

ISMS*2As of June, 2023

Certified Affiliates
FUJIFILM Medical Co., Ltd.
FUJIFILM Imaging Systems Co., Ltd.
FUJIFILM Media Crest Co., Ltd.
FUJIFILM Techno Service Co., Ltd.
FUJIFILM Imaging Protec Co., Ltd.

FUJIFILM System Services Corp.
FUJIFILM Medical Solutions Corporation
FUJIFILM Healthcare Systems Corporation
FUJIFILM Healthcare Laboratory Co., Ltd.

FUJIFILM Imaging Systems Co., Ltd.
FUJIFILM Imaging Protec Co., Ltd.
FUJIFILM Medical Co., Ltd.
FUJIFILM Business Innovation Corp.
FUJIFILM Business Innovation Japan Corp.
FUJIFILM Manufacturing Co., Ltd.
FUJIFILM Printing Systems Co., Ltd.
FUJIFILM Software Co., Ltd.
FUJIFILM Recording Media Products Division(now Industry Equipment Division)

FUJIFILM Medical Systems Business Division
FUJIFILM Wako Pure Chemical Corporation
FUJIFILM System Service Co., Ltd.
FUJIFILM Service Link Co., Ltd.
FUJIFILM Service Creative Co., Ltd.
FUJIFILM Digital Solutions Co., Ltd.
FUJIFILM Business Innovation overseas
manufacturing companies (3 companies)
FUJIFILM Business Innovation overseas sales
companies (14 companies)

The scope of application may be limited for some organizations. Please contact the relevant companies for details.
*1 P rivacy Mark (P-Mark): A mark granted by the Japan Information Processing Development Corporation (JIPDEC) to companies in which
personal information is handled appropriately.
*2 ISMS: Certification regarding the overall management framework for information including personal information (Information Security
Management System).
Fujifilm Holdings Information Security: Third party evaluation and certification
https://www.fujifilm.com/files-holdings/en/sustainability/activity/governance/security/security_report_en.pdf

2.2.10 Initiatives on Business Continuity Such As Large Scale Natural
Disasters
１. Basic policy
Of the variety of risks that threaten business continuity, risks related to large scale natural disasters have increased inrecent years. Drastic environmental changes are happening around the world, represented by rises in sea levels andabnormal meteorological phenomena caused by climate change. The results of these changes are getting more serious
each year. In conducting its business activities on a global scale, the Fujifilm Group believes in its social responsibility to

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2.2 ｜ Compliance and Risk Management

maintain a continuous supply of its products and services (business continuity) while at the same time assuring safety andprotecting the lives of its employees in various regions. To minimize damage to business in the event of a natural disaster,
we actively work to protect against and mitigate damage from natural disasters.

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

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

EMT leader(Establishing headquarters & assembling members)

Disaster control
officein businessdivisions

Members of the Disaster
Control Headquarters

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

Members of disaster working unit
Information-collection & actions based on
instructions from the Disaster Control Head

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

Damage information (web-based system)

FactoryA

FactoryB

GroupcompanyC

Group
companyD

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

3. Summary of activities
We carry out projections of possible risks (and screening for disaster risks) for each business site in Japan and othercountries. The Group is implementing measures, not only on an across-the-board, group-wide scale, but also those thatare specific to the potential disaster risks at individual business sites and businesses.
(1) Reinforcement of preparatory action
The Fujifilm Group focuses on the following two important points.
① Assessment and greater visibility of disaster risks●

Disaster risks for each business site are assessed, followed by preparation of a risk map based on the information.

●

In the past, individual BCPs were created per risk in different businesses. We have now integrated into the All Hazards
BCP, which comprehensively covers natural disasters, infectious diseases, and information security.

② Study and preparation of countermeasures to address the assessed disaster risks●

An “action manual” is produced by each production site, specifically for that site, to address each disaster risk madevisible on the disaster risk map.

●

Drills on how to proceed in the event of an emergency are held based on the manual.
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Governance

To improve the Group’s ability to address a wide-area disaster, the Fujifilm Group is adding and strengthening the measures
to be taken when a natural disaster is anticipated. For torrential rain, we use information on rainstorms and river systemwater levels made available by the administrative authorities to strengthen preparatory measures in each region. We also
use the information to predict changes in river water levels and develop a groupwide system to issue alerts when thewarning criteria are reached. Each business site established a manual to respond to the alerts and estimates potential
disasters and takes early countermeasures.
(2) Information collection on the outbreak of a disasterTo grasp an information such as employee and structural safety rapidly and properly, the Fujifilm Group has introduced
various systems to assist in doing this.
① Employee safety check system

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

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

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

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2.3 ｜ Product Development Management

2.3 Product Development Management (Quality
Control and Innovation)
2.3.1 Basic Approach
The Fujifilm Group’s Corporate Philosophy is that we will use leading-edge, proprietary technologies to provide topquality products and services that contribute to the advancement of culture, science, technology and industry, as wellas improved health and environmental protection in society. Our overarching aim is to help enhance the quality of life ofpeople worldwide. Our belief that assuring uniformity in the quality and providing a stable supply of products we havedeveloped is the basis to earn customers’ trust and contribute to society. We have retained this belief as the foundation of
our business activities since the company’s founding.
We offer products and services across a wide range of business fields, represented by digital cameras, medical imaging
systems and document systems such as printers and multifunction devices, as well as recording media and advanced
materials. Amid the drastic changes in the market and the great technological advances brought about by recent
digitization, we intend to continue meeting the expectations and trust of our customers in all our business fields throughdevelopment and management, as well as to continue to update our comprehensive quality management systems for our
products and services.

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

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

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

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GovernanceStatus of QMS Certification and Audit in FY2022

* Target sites are determined in consideration of business characteristics.

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

Scope 83.5%
Target sites 79 / Certified sites 66

Details of internal expert inspection/audit/verification
systemScope 16.5%
Inspections executed in accordance with the Quality Policy.
Target sites 79 / Certified sites 13

Quality management system (QMS) coverage at the
Fujifilm Group (total of the above two)100%

Effective Management System

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

2.3.3 Product Development Flow
In the development of new products (including improvements to existing products), the Fujifilm Group conducts
verifications at each stage of the development process from product planning to product review, examining not only
the level of achievement and quality targets but also environmental matters, safety and statutory regulations, as well as
reviews from the viewpoint of user needs.

2.3.4 Product Safety

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

49 FUJIFILM Holdings Corporation Sustainability Report 2023

2.3 ｜ Product Development Management

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

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

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

Considering solutions
When company-wide action is required

When company-wide action is not required

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

ESG Committee

Subcommittee on countermeasures for
major product compliance (including PL)● Collect and analyze PL information● Promote and manage countermeasures● Internal audit of product safety

Relevant Business Division

Relevant Business Division

Sales/Quality Assurance/Engineering/Manufacturing

Sales/Quality Assurance/Engineering/Manufacturing● Obtain the information and respond to the customer● Remove risks from existing items● Safety measures for future product● Accumulate information to improve safety● Report to the authorities and make a company announcement as necessary● Obtain the information and respond to the customer● Remove risks from existing items● Safety measures for future product● Accumulate information to improve safety

Treatment and response

Implement countermeasures

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Governance2.3.5 Initiatives for Open Innovation
Amid the digitization wave of recent years, the new technological innovations and cutting-edge advances that are required
are not easily achieved with speed and impact solely through independent development by the company itself; they also
require collaboration with a broad range of business partners outside the company. To trigger reform in society andachieve major innovations that can contribute to resolving social issues, we are committed to and are actively promoting“Open Innovation” implemented through co-creation and collaborations founded on equal partnerships among equalbusiness partners.
We are involved in activities to create new value, chiefly in the segment of healthcare and highly functional materials,
and innovative products and services and new business operations through active collaboration among the industrial,
governmental and academic sectors.

1. Open Innovation Hub (creating a venue for Open Innovation)
We created an Open Innovation Hub in 2014 in Roppongi, Tokyo to provide a venue for Open Innovation founded on equal,co-creation partnerships with outside organizations. This was followed by formation of a trilateral organization involvingsites in the United States and the Netherlands with more than 5,000 companies and approx. 26,000 customers in total (asof March 31, 2023). At 15% of these customers, we are promoting discussions and activities to create concrete plans for
new products and technologies.
Although the three sites were temporarily closed immediately due to the outbreak of the COVID-19 pandemic in
2020, teleconferencing and virtual tour systems that enable interactive communication were introduced to enable theskillful management of online and off-line activities in line with the state of the pandemic, enabling us to continue Open
Innovation with our customers.

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

NEDO-sponsored Projects in which We Participate

As of June 2023

● Development of Continuous Production and Process Technologies of Fine Chemicals● Artificial Photosynthesis Project● Development of Material Evaluation Techniques for Advanced and Innovative Batteries (Phase 2)● Research promotion project on creation and reinforcement of innovations, under “Field for Knowledge Integration
and Innovation”● Promotion of Carbon Recycling Using CO2 from Biomanufacturing Technology as a Direct Raw Material

51 FUJIFILM Holdings Corporation Sustainability Report 2023

2.4 ｜ Customer Relationship Management

2.4 Customer Relationship Management
2.4.1 Basic Approach for Customer RelationshipAs we declare in our corporate philosophy, the Fujifilm Group aims to provide the best quality products and services
which are safe, appealing to customers and provide them with peace of mind, by basing our management on Customer
Satisfaction (CS).” In order to achieve customer satisfaction, it is important to obtain the views of a wide range of customers
and to have a mechanism in place for effectively reflecting these in our products and services. For this purpose, we pay
special attention to communicating 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 areconstructing a system to link these views to improvements in our work processes and product development.

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

Integrated Customer
Support Center

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

Employees who interface
with customers

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

See
Think
Plan
Do

Strengthening of relationships with individual customers; improvement ofoperating processes based on remarks, opinions, and requests, etc.

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

Competitive
Benchmarking
CS Program

User CS Program

Decisions on companywide policies and methods for resolving
important issues by the Management Council, etc.

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 whencompared with competitive
companies

CS improvement activities
based on individual customer
evaluations

Users CS Program

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Governance2.4.3 Efforts to Improve Customer Satisfaction
1. Education and training programs for our employees and sales distribution network
The Fujifilm Group offers training not only to our own customer engineers but also to our external partners in authorized
retailers to further improve our customer satisfaction.
In order to deliver high and consistent support quality to customers, we offer all partners product and service training
sessions that cover the skills and knowledge required for software and hardware installation of various products andservices, 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 our companies and our external partners, we aim to further improve customer satisfaction across the world.

2. Online service
Online Service Usage Status

Unit: %FY2018FY2019FY2020

FY2021

FY2022

Target in
FY2022

Online customers*1 (Percentage ofcustomers who use online services or sales
platforms among all customers)

79.3

83.4

85.6

86.9

88.3

88

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

4.5

4.3

4.2

4.2

4.7

4.5

*1 O
 nline customers refers to customers of the Business Innovation segment in Japan, with contract of online remote maintenance on ourmultifunction devices.
*2 Online sales were calculated from the online site sales in the sales of the Business Innovation segment in Japan.

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

Unit: %FY2018FY2019FY2020

FY2021

FY2022

Target in
FY2022

Percentage of satisfied customers among all
customers (%)

85.1

86.3

87.5

88.0

87.3

88

Data coverage (within all the sales of ourcompany)

77.0

77.6

77.9

75.2

75.8

② Customer satisfaction by business fields in the above data
Segment

Unit: %FY2018FY2019FY2020

FY2021

FY2022

Healthcare (medical products)

78

79

79

80

80

Business Innovation (multifunction device
products)

91

92

93

93

92

Imaging (photograph-related products suchas digital cameras)

89

89

93

93

90

(2) Efforts to improve customer satisfaction
In addition to initiatives at various liaison offices for customers, we improve our products and services through the viewsof a wide range of customers.

53 FUJIFILM Holdings Corporation Sustainability Report 2023

2.4 ｜ Customer Relationship Management[Received awards for customer satisfaction survey in fiscal 2022 (FUJIFILM Business Innovation)]

No.1 in J.D. Power 2022 Japan Color MFP Customer Satisfaction StudySM <Large/Midsize Business>

No.1 in J.D. Power 2022 Japan Color MFP Customer Satisfaction StudySM <Small Business> *Tied in 2022
https://www.fujifilm.com/fb/company/news/release/2022/78807 (in Japanese only)

No.1 in J.D. Power 2022 Japan Technical Support Call Center Customer Satisfaction StudySM <Servers>
https://www.fujifilm.com/fb/company/news/release/79237 (in Japanese only)

Top in the IT Consulting/Upstream Design Services category of Customer Satisfaction Survey 2022-2023 by Nikkei Computer
https://www.fujifilm.com/fb/company/news/release/78552 (in Japanese only)

Customers Response (FUJIFILM’s Activities)
https://holdings.fujifilm.com/en/sustainability/activity/other-activities/customer-service/customer
Activities Incorporating Customers' Feedback (FUJIFILM’s Activities in Japan)
https://holdings.fujifilm.com/en/sustainability/activity/other-activities/customer-service/customer/case-study
Customer Satisfaction Improvement Committee (FUJIFILM Healthcare Laboratory Co., Ltd.)
https://h-jp.fujifilm.com/contents/cs/voice/committee.html (in Japanese only)
Aiming to enhance Customer Satisfaction (FUJIFILM Business Innovation)
https://www.fujifilm.com/fbglobal/eng/company/cs

4. Efforts in the Healthcare segment
The Healthcare segment is one of the most critical field that directly influences on people’s life.
As the foundation of its business activities, the Fujifilm Group increases awareness of our Charter for Corporate
Behavior and Code of Conduct among all employees. We also implement the following activities with the Healthcare
segment in mind.
(1) Efforts to improve access to healthcare services
The Fujifilm Group appoints health as one of our priority areas and aims to improve the quality of life for people throughour products, services, and technologies. Setting “Improve Accessibilities to Medical Services” as the priority issue in thearea, we are promoting various efforts such as introducing a health check service within different regions and developing
an early tuberculosis diagnosis system in developing countries.
https://holdings.fujifilm.com/en/sustainability/activity/health/priority-issue-2(2) Efforts to ensure fairness and transparency in the Healthcare segment① Sales activities through fair competition
The Fujifilm Group recognizes the importance of ensuring transparency and trust in our relationships with medical
institutions in the Healthcare segment. All activities conducted by the Fujifilm Group follow industrial regulations, such as
the Code of Ethics, the Charter of Business Behavior, the Promotion Code of the Medical Devices Industry, and the Codeof Practice and Fair Competition Code of 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, we have set up the Fujifilm Group Charter for Corporate Behavior and Code of
Conduct, as well as each company’s regulations involved in the Healthcare segment.
In view of the laws and regulations we are required to comply with, we established Fujifilm Group Global Healthcare
Code of Conduct for relevant Group companies in the Healthcare segment in July 2020. Employees in the relevant Group
companies take trainings on these regulations regularly and follow them in carrying out their business to ensure fairbusiness competition.
② Information disclosure
The Fujifilm Group regularly discloses Healthcare segment information, such as funding, in order to gain the wider
understanding of society with regards to the manner in which the Group operates its business to a high ethical standard.
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Governance

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

2.5.2 Fujifilm Group Procurement Overview
The Fujifilm Group manufactures a wide range of products, including chemical products; functional materials; andmedical, precision, optical and office equipment. Our major production sites are located in Japan, Americas, China, theNetherlands and Vietnam.
We have some 5,500 tier 1 suppliers across the world from which we procure production materials. We have identified
approximately 2,000 critical suppliers, which accounts for almost 36% of our tier 1 suppliers. Critical suppliers referto those who are significantly important for the Fujifilm Group’s competitiveness and business continuation based on
criteria concerning procurement amount and supply volume, substitutability of the suppliers themselves or the items they
provide, and possibility of business continuity. The percentage of procurement amount by region is as follows: Japan 47%;
China 24%; the Americas 13%; Europe 9%; and Asia and others 7%. The Fujifilm Group also actively procures from local
suppliers. The percentage of local procurement in China is 85%, and in Asia and other areas it is 67% (as of the end of
March 2023).
Procurement Amount by Region	Procurement Ratio by Region Based on
Number of Tier 1 Suppliers

7%

10%

9%
13%

8%
10%

47%

24%

55 FUJIFILM Holdings Corporation Sustainability Report 2023

56%
Japan
China
Americas
EuropeAsia and others

16%

Japan
China
Americas
EuropeAsia and others

2.5 ｜ Supply Chain Management

Percentage of Local Procurement in China, and Asia and Others

China

Asia and others

85%

67%

The Fujifilm Group pursues optimization of production and procurement process in all businesses in order to manufacture
ever better products and offer them at appropriate prices. We are promoting our procurement activities by continually
improving the following three points from the viewpoint of supply chain sustainability.
(1) Quality(2) Cost(3) Delivery
The Fujifilm Group bears a variety of sustainability risks because we conduct business with various suppliers of different
regional characteristics for our diversified businesses and products. Further, social demand for companies to pursue CSR
is also increasing as a part of the ever-changing business environment.
Taking account of such situations, we are working to maintain sustainability-conscious procurement by incorporating
CSR-based assessments when choosing a supplier and in periodic evaluations. In general, labor disputes tend to occur
relatively frequently in Asian countries other than Japan. For this reason, and due to the rapid tightening of environmental
regulations propelled by society, factories in Asian countries have a higher risk of operational cessation. To avoid such risk,
the Fujifilm Group focuses on sustainable procurement in Asia, including China.
The Fujifilm Group’s pursuit of sustainable procurement is not only to avoid risks, but also for the positive benefits
it brings. We believe that respecting the human rights of workers in the supply chain increases productivity and moral
action, which in turn lead to the provision of better products and services, as well encouraging innovation. We aim todevelop together with our suppliers by encouraging them to take initiatives in such activities to spread such positiveeffects.
For more details on our concrete efforts of sustainable procurement, refer to 2.5.5 Efforts to Improve Sustainability in
the Supply Chain (Sustainable Procurement Activities).

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

Human Rights Statement

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

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

Sustainable Procurement Guidelines
for Suppliers

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Governance2. 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 initiatives fromthe viewpoint of CSR, such as environment, human rights, occupational health and safety, corporate ethics, etc. and work
together with us in resolving issues. Therefore, we include the aspects of sustainability in our supplier evaluation standard.
Fujifilm Group Procurement Policy

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

3. Request to Suppliers (Supplier Code of Conduct)
The Fujifilm Group recognizes the importance of social responsibility and corporate ethics in undertaking business activities
not only within the Group itself but also in partnership with our suppliers as we strive to build stronger partnerships. With
this aim, we inform and request suppliers to adhere to the Fujifilm Group Charter for Corporate Behavior and the Code of
Conduct.
We also ask our suppliers to request adherence to the Supplier Code of Conduct by their own employees andsubcontractors (that is, tier 2 suppliers of the Fujifilm Group).
Fujifilm Group Request to Suppliers

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

Fujifilm Group Charter for Corporate Behavior / Code of Conduct [24 languages including Japanese]

https://holdings.fujifilm.com/en/about/philosophy#24languages

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, Promotionof work-life balance, Prohibition of forced labor / child labor, Promotion of occupationalsafety and health, 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 trade control
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 ofconfidential 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
use of chemicals, Protection of local environments and partnerships with local
communities

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

57 FUJIFILM Holdings Corporation Sustainability Report 2023

2.5 ｜ Supply Chain Management

Elements of Sustainable Procurement Guidelines for Suppliers

Respect for Human Rights

Respect of human rights, Respect and promotion of diversity, Prohibition of
discrimination, Prohibition of bullying and harassment, Protection of privacy, Promotionof work-life balance, Prohibition of forced labor / child labor, Promotion of occupationalsafety and health, 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 trade control
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 ofconfidential 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
use of chemicals, Protection of local environments and partnerships with local
communities

Others

Implementing the management system and promoting CSR awareness (i.e. requesting
our suppliers to ask their own suppliers to also promote the above four elements)

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

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 concerningenergy saving that our Group has accumulated.
● Environmental Policy
Fujifilm Group Green Policy (Environmental Policy)

https://holdings.fujifilm.com/en/sustainability/vision/policy/green● Requests to suppliers on environment
Fujifilm Green Procurement Standards

https://www.fujifilm.com/jp/en/about/sustainability/procurement

FUJIFILM Business Innovation Green Procurement Standards

https://www.fujifilm.com/fb/company/policy/purchase● Policy on human rights
Fujifilm Group Human Rights Statement

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

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Governance2.5.4 Structure of Sustainable Procurement Promotion
Collaborating with FUJIFILM Corporation and FUJIFILM Business Innovation Corp., the ESG Division and the Procurement &Equipment Manufacturing Division of FUJIFILM Holdings Corporation formulate policies and plans for the Fujifilm Group's
sustainable procurement. This is carried out under the monitoring of FUJIFILM Holding’s director and corporate vicepresident. In fiscal 2021, the CSR Procurement Promotion Group (now Sustainable Procurement Group) was establishedwithin the Procurement & Equipment Manufacturing Division in FUJIFILM Holdings in order to expand sustainableprocurement across the Group. Critical management issues concerning the sustainable procurement policy and planning
are approved and adopted by FUJIFILM Holdings’ ESG Committee, chaired by the president of FUJIFILM Holdings.
The matters approved and adopted by the ESG Committee and the policies and plans formulated by FUJIFILM Holdings
are disseminated to the ESG and procurement divisions of the Group companies and implemented by each company. The
sustainable procurement promotion structure and roles of the organizations within it are as follows.
Sustainable Procurement Promotion Structure
FUJIFILM Holdings Corporation
ESG Committee
ESG Division, Procurement & Equipment Manufacturing Division

FUJIFILM Corporation
ESG/Procurement Divisions

FUJIFILM Business Innovation Corp.
ESG/Procurement Divisions

ESG/Procurement Divisions of the Group Companies

Roles of Each Organization
Organization

Major Roles

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

Deliberation and decision on important matters

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

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

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

Dissemination of the group-wide policies and plans to the relevant
divisions, formulation of concrete action plans based on such policies andplans, and support for sustainability activities in the company and otherGroup companies●

ESG and Procurement Divisions in Group
companies● issemination of group-wide policies and plans, and support forDsustainability activities within the company
Request to suppliers of sustainability activities based on Fujifilm Group
Procurement and Environmental Policies; checking sustainability activities
implementation status by surveys and site visits; and providing advice andsupport for improvement* Liaison office for suppliers concerning Fujifilm Group sustainability activities. It accepts any type of enquiry, including consultations andcomplaints.
Contact Sustainability

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

59 FUJIFILM Holdings Corporation Sustainability Report 2023

2.5 ｜ Supply Chain Management

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

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 ourpolicies and standards directly, and request for their compliance. To go even further, we also send out our Code of
Conduct to the suppliers and receive their consent forms on a regular basis to disseminate our approach.
(2) Supplier Assessments
To identify sustainability-related risks and issues concerning suppliers, the Fujifilm Group conducts regular risk
assessments and requests suppliers to carry out self-checks (see the table on the next page for fields and elements).
Such assessments are carried out on the critical suppliers, as determined by procurement costs and substitutabilityof the provided items and whether they are located in high risk regions* such as China and Asia. In addition toevaluating existing suppliers, our major group companies also conduct assessments on sustainability-related risks
when selecting potential new suppliers.
Also, we started using a risk screening tool provided by an external vendor in fiscal 2022 for more efficient
identification of sustainability risks concerning suppliers to enable a prompt response in the event of a risk-related
incident.
(3) Request/support for supplier's improvement activities, and (4) Improvement activities by suppliers
In addition to the self-checks described in section (2), an onsite risk assessment takes place individually for high-risk
suppliers—determined by the self-check results and day-to-day procurement practices. Following the assessment,
we submit improvement requests as needed and provide support for such improvements.

In China and Asia, ourinternal expert teams conduct onsite visit and check for sustainability activities by the supplier and provides advice
on making improvements. We position this onsite review by expert teams as equivalent to a Responsible Business
Alliance (RBA) audit. Based on the check results, we encourage the suppliers to proceed with improvements, andthereby promote the Fujifilm Group’s sustainable procurement methods across the whole supply chain.
* The Fujifilm Group identifies risk areas within its supply chain from the viewpoint of sustainability by analyzing the regional environment, social
risks and the relevant regulations in countries and regions.

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GovernanceSelf-Check Fields and Major Elements
Field

Elements

Human rights & Labor

Policy, Legal monitoring, Discriminatory treatment at the time of employment (inappropriate
medical checks), Forced labor, Human rights of international employees, Child/youth labor,
Discrimination and harassment, Discipline, Working hours management (control of long
working hours, etc.), Wages (minimum wage, overtime allowance), Human-rights and laborrelated certifications, Working conditions, Collective bargaining rights, Health and productivity
management*, Technical Intern Training Program and Specified Skilled Worker Program*Environment

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

Health & Safety

Policy, Monitoring of law/regulation, Personal protective equipment, Machinery safety, Chemical
substance management, Disaster prevention, Physical examination, Hygiene control in thecanteens and dormitories, Management system

EthicsFair business, Legal monitoring, Compliance investigation, Anti-corruption, Intellectual property,
Fair business, Whistle-blowing, Information security, Due diligence policy on conflict minerals,
Certification for corporate ethics

Supplier management& BCP

Identifying critical suppliers, Business Continuity Plan (BCP)* Only for the suppliers in JapanThe Fujifilm Group’s Basic Approach to Sustainable Procurement
To ensure viable sustainable procurement, Fujifilm classifies
suppliers into different levels, as shown in the diagram on
the right, to apply appropriate measures.
Level 1 covers all suppliers and we request them to comply
with the Fujifilm Group's Approach to CSR. Level 2 covers
critical suppliers, as determined by procurement costs
along with the substitutability of the items they provide.
These suppliers are requested to carry out regularself-check risk assessments. Level 3 covers high-risk
suppliers, determined by the self-check results andday-to-day procurement practices, and the “most criticalsuppliers” who are significantly important to our businessfrom the viewpoint of procurement costs and the rarity ofthe procured items. We visit these suppliers in the order ofcriticality to assess risks, request improvements, andprovide support. Also, use of an external risk screening tool
enables us to detect sustainability-related risks among our
suppliers, in order to make an early response in the eventof an incident.

Level 3
Most critical and/or
high-risk suppliers

Level 2
Critical suppliers

Level 1All suppliers

Onsiteassessment

Identifying risk
with concurrent
use of risk
screening toolSelf-checkby suppliers

Dissemination of the Fujifilm Group’s
Approach to CSR

2. Overview of fiscal 2022 activities(1) Dissemination of the Fujifilm Group’s Approach to CSR
The Fujifilm Group disseminated its Requests to Suppliers (Fujifilm Group Charter of Corporate Behavior and Code of
Conduct) and collected consent forms from 733 suppliers.
(2) Supplier assessments
We requested critical suppliers to carry out self-checks. The self-check list was revised in fiscal 2022 to cover questions
concerning the Technical Intern Training Program and the Specified Skilled Worker Program to understand the usage
status of these programs by suppliers in Japan. We also expanded the self-check coverage and this resulted in self-check
responses from 774 suppliers (1,262 sites), which was about twice that of last year (response rate of 92%). The fiscal 2022
self-check results did not find any significant risks related to child labor, forced labor, or freedom of association.

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2.5 ｜ Supply Chain Management

Further, the “information security survey (self-check)” also started in fiscal 2022 for critical suppliers. In response toreports that cyberattacks on supply chains were now affecting some other companies production activity and supplies,
we conducted a survey on security risk countermeasures at suppliers. The number of responding suppliers was 722.
For more details on the Information Security Survey, refer to 2.2.8-5 Measures for supply chain security.
(3) Request/support for supplier’s improvement activities(I) Post-self-check feedback to suppliers
For all suppliers that conducted self-checks and responded to the information security survey, we sent a feedback sheetthat included a score compared to the overall average (conformance rate) or evaluation level, and advice on how toaddress and improve any identified issues. Further, for suppliers where non-conformance was identified for high priority
items, we held follow-up interviews etc. with them to understand the actual situation, ask for improvements as nessesaryand confirm the improvement status.
(II) Onsite visit and check by expert teams
Reviewing self-check results, efforts in regard to QCD, environment and so forth, we judged that we need to conduct
risk assessment on 42 suppliers located in China and Vietnam. Expert teams from our production sites provided onsite
visit and check to 24 suppliers out of 42. Since some of the planned onsite visits were canceled due to the pandemic of
COVID-19, the achievement rate was lower than usual, as was the case last year.
In onsite visits during fiscal 2022, as usual we visited suppliers' production sites and their employee dormitories. We
also inspected their labor agreements and related documents. These assessments identified the following problems andconfirmed that they had been rectified.
Changes in labor laws and regulations were not reflected in the employee handbook provided by the company. The● 

descriptions of holiday and leave-related rules did not match with actual implementation.
Classification marks on storage containers of hazardous wastes did not match the classification marks indicated for the● 

storage area.
We confirmed that such critical issues were improved by the end of that fiscal year for all suppliers where onsite
assessments had been conducted.
(III) Training and capacity building
In supplier briefings in Japan, we raised awareness of the importance of appropriate chemical management in the supply
chain. We also provided concrete information on the latest trends concerning procurement-related laws and regulations,and promoted thorough communications on the regulated chemicals contained (or not contained) in the procured goods.
We always opened the briefings with an explanation of the importance of sustainability and our efforts in sustainableprocurement. We also fostered understanding of the Fujifilm Group Charter of Corporate Behavior and Code of Conduct
and requested suppliers to submit their consent form. Following on from the previous year, the fiscal 2022 briefings were
held twice as a webinar due to COVID-19 restrictions. A total of 141 companies attended the webinars.
For more details on chemical management throughout the supply chain, refer to 3.6.5 Contribution to Sound Chemical
Management Across the Supply Chain.
(IV) 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
the most important international issues, through united efforts across the supply chain. Concretely, we disseminate the
Fujifilm Group’s climate change policy through the supplier briefings. We also support suppliers in resolving the CSR
related issues they face, such as reducing GHG emissions and reducing energy consumption, utilizing the technologies andexpertise owned by FUJIFILM Engineering Co., Ltd.
(4) Others (Employee education)
ESG Division and Procurement & Equipment Manufacturing Division of the FUJIFILM Holdings held individual meetings
several times a year with the procurement and purchasing departments of the 14 major group companies that directly
procure materials. The meetings provided explanations on social demands concerning sustainable procurement andthe group’s sustainable procurement activities, as well as opportunities for dialogue on initiatives and issues. Also, we
provided an educational program about supply chains and human rights issues for the Group companies upon request.
The program covered the rising risks related to human rights infringements across the supply chain—such as forced labor,
corporations’ responsibilities, and other related topics.

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Governance

Results of Sustainable Procurement Activities and Targets (KPI)

ResultFY2023
Target

204

350

733

300

426/610(75%)

368/558(90%)

600(90% orover)

774/1,262
(92%)

1,000
(90% or
over)

87%

77%

90% or over

70%

90% or overItem

FY2020

FY2021Dissemination of Codeof Conduct, Collectionof consent forms

Number of suppliers’
consent forms collected

213

Number of suppliers’
responded/Number ofsites responded(Response rate)
Percentage of supplierswith 90% or overconformance rate

Self-check regarding
sustainability

FY2022
TargetActivity

Information security
survey*Number of suppliers
responded

−

−

600

722

1,200

Onsite visit and check

Number of suppliers
evaluated (Planachievement rate)

56
(90%)

33
(62%)

Plan
achievement
rate
100%

24
(57%)

Plan
achievement
rate
100%

* Information security survey was started from fiscal 2022.

Conformance Rate at Self-check Regarding Sustainability
Conformance Rate

Evaluation

Percentage of Conformant Suppliers

90% or over

Almost satisfy the requirements of our Code of Conduct

70%

80 to 89%

Some issues need improvements

20%

Less than 80%

Need our supports for improvement10%

2.5.6 Environmental Efforts in the Supply Chain
1. Basic Approach
The Fujifilm Group’s business originated with photographic film, a product for which lots of clean water and fresh air
are essential to the manufacturing process. It is also a product which requires customers to “buy on trust,” since theycannot try it out beforehand. Thus, for the Fujifilm Group, an approach which emphasizes environmental conservationand maintaining the trust of stakeholders has been a major premise at the very foundations of our business activities. Thisapproach is the starting point for our CSR activities and continues to be passed down within our Group, as the Fujifilm
Group’s “DNA.”Over the years, due to the nature of our founding business, the Fujifilm Group has been working to reduce theenvironmental impact from our business throughout the product life cycle, from material procurement, manufacturing,transportation, and use, to final disposal. Particularly in material procurement, we are expanding the scope of efforts toinclude our suppliers through the structure of sustainable procurement.

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

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

Overview

Reference

Sharing information on
chemical substances

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

3.6.5
Contribution to Sound
Chemical Management Acrossthe Supply Chain

Responsible paper
procurement

To achieve responsible paper procurement, we haveestablished procurement standards based on biodiversity
and respect for the rights of local residents. Our
procurement process is always in line with these standards.

2.5.9
Efforts in Paper Procurement

Responsible plantderived raw materials
procurement

To meet the social demand for biodiversity conservation,
we established company-wide rules for the procurement ofplant-derived raw material such as cellulose in fiscal 2021.
We began operations in sequence at all Fujifilm Group sites
in fiscal 2022. We will ensure that our biodiversity conscious
procurement is always in agreement with these rules.

3.7
Biodiversity Conservation

3. Efforts in Logistics
In order to reduce CO2 emissions in logistics, it is necessary to shift to transportation methods with a lower environmental
impact. It is also important to revise the transportation routes for more efficient timetables, and to streamline activities
across the entire transportation industry through collaboration with shipping and logistics companies. FUJIFILM Logistics,
which is responsible for goods transportation for the Fujifilm Group—mainly in Japan—has been actively working to realizea modal shift* and EV utilization. In fiscal 2022, the company successfully reduced CO2 emissions and environmental
impact in long-distance relay trucking by streamlining the logistics process through cross-industrial collaboration. Sevencompanies partnered in this project received the MLIT Minister's Commendation, the highest ranking in the Excellent
Green Logistics Partnership Commendation Program 2022.
* Modal shift: Transitioning from vehicle-based freight transport to trains and ships, which have less environmental impact

2.5.7 Efforts in Fujifilm Group Production Sites
1. Audit by customers
We appropriately respond to audits conducted by our customers, to whom we supply our products. In fiscal 2022, wereceived several customer audits in both Japanese and overseas sites and no issues that could have an effect on thecontinuation of our partnerships were identified.

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

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Governance2.5.8 Responsible Minerals Procurement
1. Policy and framework of efforts
In the supply chains of minerals from conflict-affected and high-risk areas, the Fujifilm Group perceives the issues
concerning the minerals such as tantalum, tin, tungsten and gold (3TG), which are associated to human rights abuse suchas child labor, environmental destruction, and funding for groups involved in inhumane armed acts, are one of the serious
social issues. The Fujifilm Group manages minerals by following the five steps of the “OECD Due Diligence Guidance for
Responsible Supply Chains of Minerals from Conflict-Affected and High-Risk Areas” 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 Business Innovation business is particularly relevant to targeted minerals,
under a structure headed by the director responsible for production and procurement,
the procurement divisions and the ESG division play a central role in promoting activities
such as formulating annual plans, collecting survey results, and responding based on risk
assessment results.

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

We track the origin of our minerals, verifying the results and identifying the country oforigin, following the procedures specified by the Responsible Minerals Initiative (RMI)*1.
We report the investigation results to our customers for OEM products in theBusiness Innovation business. In addition, we collect responses from suppliers, conduct
risk assessments, report the results to the director responsible for production andprocurement, and obtain approval for actions in response to the risks.
Regarding other businesses such as the Professional Imaging business, the Graphic
Communication business and the Recording Media business, we receive inquiries frommany customers about the origin of the minerals in question contained in our products
and respond to all of them appropriately.

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

Based on the results of the risk assessment, we request the suppliers to switch tocertified smelters. We request suppliers who use high-risk smelters to switch at theearliest opportunity.

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

In the Fujifilm Group, Fujifilm and FUJIFILM Business Innovation participate in the
Responsible Minerals Trade Working Group of JEITA*2 and discuss a rational and effective
process to avoid complicity in human rights violations (RMAP*3) jointly with othercompanies. FUJIFILM Business Innovation also carries out activities as a member of RMI.

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

The Fujifilm Group’s stance towards the conflict minerals*4 issues, measures and results
are disclosed on the official website and in the sustainability report.

*1 R
 MI = Responsible Minerals Initiative*2 JEITA = Japan Electronics and Information Technology Industries Association*3 R
 MAP = Responsible Minerals Assurance Process*4 C onflict Minerals: 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. Results and targets for responsible minerals procurement
Each business in the Fujifilm Group responds to requests from customers for a survey to trace the targeted minerals backthrough the supply chain to the origin (conflict minerals survey).
In the Business Innovation business, we are enhancing our efforts of responsible minerals, taking into account the
expansion of the countries/regions of our sales and the rising social demands. A survey of 3TG (tantalum, tungsten, tin
and gold) resulted in a 99.8% response from the suppliers subject to the survey. The responses helped identify 337
smelters and refiners registered in the Responsible Minerals Initiative (RMI) list. Out of these smelters or refiners, 220
were confirmed to be RMAP conformant (certified smelters) as of May 2023.
In response to client requests, we also added a survey of cobalt to the conventional 3TG surveys in fiscal 2021. The
response rate for the fiscal 2022 cobalt survey was 99.6%. The survey results identified 70 smelters and refiners registeredon the RMI list, of which 35 were confirmed to be RMAP conformant as of May 2023. Based on the survey results, werequested the suppliers to switch to source from the certified smelters to avoid using high-risk smelters. We continue toappropriately manage our responsible mineral procurement while expanding the scope of these surveys.

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2.5 ｜ Supply Chain Management

3TG (tantalum, tungsten, tin and gold)
FY2020

FY2021

FY2022

FY2023 Target

Supplier response rate for conflictminerals survey

99%

98%

99%

95% or over

Percentage of RMAP conformant
smelters in the survey

75%

72%

65%

Continuous improvement of
RMAP conformant smelters
percentage

CobaltFY2022

FY2023 Target

Supplier response rate for conflictminerals survey

99%95% or over

Percentage of RMAP conformant
smelters in the survey

50%

Continuous improvement of RMAP
conformant smelters percentage

FY2022

Total

Gold

Tantalum

Tin

Tungsten

CobaltNumber of identified smelters

407

36

49

81

171

70

Number of RMAP conformant
smelters

255

34

36

58

92

35

Percentage of RMAP conformant
smelters

63%

94%

73%

72%

54%

50%

2.5.9 Efforts in Paper Procurement
To maintain natural forest resources, the Fujifilm Group has established a policy for paper and paper materials toensure responsible paper procurement. Since our Business Innovation 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 Paper Procurement Regulation Standards. These regulations specify paper quality standards for
procurement and selection criteria for material suppliers. These requirements instruct material suppliers to pay attention
to biodiversity and respect the rights of local residents in their business operations.
We hold annual meetings of the CSR Paper Procurement Committee, chaired by the director responsible for
procurement, to confirm the compliance status of existing suppliers regarding these requirements and to select new
suppliers. In fiscal 2022, we checked the compliance status of our suppliers from their submitted signed pledges, checklists, and materials reports. The percentage of forest-certified paper in our Business Innovation paper products in Japanwas 42% (as of March 2023). Please also refer to 3.7.3 Activities for Biodiversity.

Paper Procurement Regulation Standards(1) Principles on paper procurement
I. The paper materials shall be derived from forests managed in a sustainable manner.
II. For recycled pulp, the supplier of waste paper used as raw materials shall be clearly identifiable.
III. The chemical substances used in the manufacturing process shall be confirmed to be safe.
IV. The bleaching process used for the paper shall be chlorine-free.
V. The manufacturing facilities shall have environmental management systems.
(2) Principles on transactions with paper suppliers
I. 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 ecosystem.
II. Right of local communities: Suppliers shall see to it that the rights of local communities, such as the right to exist, are

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66

Governanceprotected, and shall fully engage in dialogue with local communities whose rights might be seriously affected by theirbusiness activities.
III. Corporate ethics: Suppliers shall protect the rights of their workers, conduct fair transactions as a matter of routine,
and avoid any association with antisocial forces or organizations.
Paper Procurement Efforts KPI

Percentage of suppliers
submitted signed pledges, checklists, and materials reports(FUJIFILM Business Innovation)

FY2020

FY2021

FY2022

FY2023 Target

100%

100%

100%

100%

2.5.10 Sustainable Procurement Efforts in Logistics
Japan’s logistics industry faces serious social issues, such as long working hours by courier drivers, death from overworking,and environmental and safety issues caused by poorly maintained vehicles. These problems are caused by the increasing
trend of internet shopping and the surge in home delivery demand due to the COVID-19 pandemic since 2020.
FUJIFILM Logistics Co., Ltd., which is in charge of logistics operations for the Fujifilm Group, has been requesting its
logistics partners (direct suppliers) to cooperate in our sustainable procurement for logistics in Japan since fiscal 2009.
Through such requests, logistics partners conduct sustainability self-checks and if their conformance rate is less than 90%,
FUJIFILM Logistics visits the partner company to offer advice for correction. In fiscal 2022, we requested 111 suppliers
to conduct self-checks and collected the results from all suppliers. The remaining COVID-19 impact limited our supportand visits to partner companies that had less than a 90% conformance rate. However, we were able to confirm that the
improvement on identified issues had been implemented in those companies we visited.
Sustainable Procurement Effort KPI in Domestic Logistics in Japan

Percentage of companies with
90% or more sustainability selfcheck conformance rate

FY2020

FY2021

FY2022

FY2023 Target

97%

95%

97%

100%

In fiscal 2022, FUJIFILM Logistics focused on improving logistics efficiency through cross-industrial collaboration.
Collaboration enabled “long-distance relay trucking,” where multiple drivers change over after covering a set intermediate
distance. Relay trucking reduced both the number of vehicles and working hours, as well as minimizing the long-hourworking resulting from long-distance single driver transportation.
FUJIFILM Logistics is strengthening cooperation not only with direct suppliers, but also with indirect suppliers—
i.e. subcontractors. In fiscal 2022, as in the previous year, FUJIFILM Logistics shared the Fujifilm Group’s COVID-19
countermeasures with direct and indirect suppliers.
Since fiscal 2020, FUJIFILM Logistics has been using the GoStop Management System, a logistics service provided by
the Japan Weather Association, to support transportation safety in bad weather. We provide our partners with information
gained from the system, such as bad weather forecasts and other data that helps determine whether it is necessary tocancel transportation. In fiscal 2022, there were no accidents caused by natural disasters.
Further information, please refer to 2.5.6-3 Efforts in Logistics.

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2.5.11 Collaboration with Initiatives in the Supply Chain Area
The Fujifilm Group participates in various initiatives to meet the evolving globally-applicable production and procurement
standards and deliver our products with confidence, valuing the importance of global CSR trends. Below are the initiatives
in which we participate in the supply chain area.
●

Joint Article Management Promotion-consortium (JAMP)
FUJIFILM Corporation and FUJIFILM Business Innovation Corp. participate in JAMP, which aims to disseminate asystem to manage chemical substance information and smoothly communicate such information across supply
chains.

●United Nations Global Compact (UNGC), and Global Compact Network Japan (GCNJ)
FUJIFILM Business Innovation Corp. became a signatory to the United Nations Global Compact in 2002. Since June
2020, we have signed UNGC as FUJIFILM Holdings. Moreover, we are working actively in the Supply Chain Working
Group and the Human Rights Due Diligence Working Group of the GCNJ.

●

Japan Electronics and Information Technology Industries Association (JEITA)
Both FUJIFILM Corporation and FUJIFILM Business Innovation Corp. participate in the Responsible Minerals Trade
Working Group led by the JEITA, the industrial organization of the Japanese IT and electronics industry.

●

Responsible Minerals Initiatives (RMI)
FUJIFILM Business Innovation Corp. joined RMI in May 2021. RMI is the leading organization dedicated to global
efforts for the responsible procurement of conflict minerals. We will strengthen our efforts for responsible minerals
procurement through collaboration with RMI and JEITA.

●

Responsible Business Alliance (RBA)
FUJIFILM Business Innovation Corp. joined the RBA in April 2022. The RBA sets out standards in the electronics
industry supply chains to ensure that the working environment is safe, that workers are treated with respect anddignity, and that they are environmentally friendly.

●

Japan Business Machine and Information System Industries Association (JBMIA)
FUJIFILM Business Innovation Corp. participates in the activities of the JBMIA as a member of the Responsible
Corporate Behavior Committee, established in April 2022. The JBMIA is an organization that contributes to thedevelopment of Japan’s business machines and information systems industries. The Responsible Corporate Behavior
Committee mainly works in the area of human rights issues within the supply chain.

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Environmental Aspects

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

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

3.1.2 Environmental Management
The Fujifilm Group collects environmental performance data from all our sites each year, and reports the data to top
management through the ESG Committee. This data is analyzed to determine the priority measures for the following fiscal
year. Each company and site sets targets and action plans based on the priority measures to improve their environmental
performance while also reducing environmental risks. Utilizing the Integrated Management System (IMS)* for thesecontinuing 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 asustainable society. The following list shows the fiscal 2022 priority measures corresponding to the area of environmental
safety in SVP2030.
* Integrated management system (IMS): Management system integrating, quality management system (QMS), occupational health and safetyassessment system (OHSMS) and information security management system (ISMS).
Effective Management System

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

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3.1 ｜ Environmental Policy and Management System

FY2023 Fujifilm Group Priority Measures
SVP2030 Priority Issues

FY2023 Priority Measures

1. A
 ddress climate change

1) P romote CO2 emission reduction activities in each business domain
based on the Fujifilm Group environmental strategy "Green Value Climate
Strategy"2) Create “Green Value Products” to be certified under the Fujifilm Group’s
environmentally-conscious product certification program(i) R educe CO2 emissions across the entire product life cycle(ii) C ontribute to reducing CO2 emissions in society and at customer end3) P romote "Green Value Manufacturing" that requires low CO2 emissions(i) E xpand the use of renewable energy(ii) S
 tudy technical feasibility of the introduction of fuels that do not emitCO2(iii) Develop and introduce production processes and manufacturing
technologies that have low CO2 emissions(iv) U se the Internal Carbon Pricing system to promote CO2 emission
reduction measures4) A ssess risks and business opportunities associated with climate change to
set future business strategy

2. P romote recycling of resources

1) Improve the quality of resource recycling(i) R educe incineration/landfill waste or change to alternative disposal
methods(ii) C onvert waste plastics into valuable material(iii) Expand the scope of application for product reuse and recycling(iv) P romote using recycled plastics into new products and packaging
materials
2) Promote water use reduction, reuse and recycling to contribute to water
resource conservation

3. Address energy issues toward adecarbonized society

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

4. E nsure product and chemical safety

1) P romote reduction and replacement of priority substances for risk
management
2) Develop materials and processes that contribute to reducing
environmental impact and promoting resources recycling3) D isseminate knowledge and mechanisms that facilitate appropriate
chemicals management across the supply chain4) Implement product safety assessment and monitoring in accordance with
the internal rules5) C ontinue to improve the systems for regulatory compliance to support the
expansion of product and business areas

5. P romote management of a healthy
workplace (prevent workplace
accidents)

1) Improve the level of biological material management in accordance with
the internal rules2) Analyze root causes of serious workplace accidents and take preventive
measures(i) Improve knowledge and sensitivity of employees to safety hazards(ii) I dentify safety hazards and assign appropriate persons to handle(iii) Investigate the cause of accidents in depth to prevent the recurrenceof similar accidents and implement preventive measures throughout
the Fujifilm Group

6. Strengthen CSR foundations across theentire supply chain1) S trengthen communication and collaboration with suppliers for reducing
CO2 emissions2) Implement appropriate procurement of plant-derived materials inaccordance with the internal rules

7. I nformation disclosure andcommunication

Disclose scenarios and activities toward achieving the SVP2030 goals

8. E
 mployee education

1) Implement environmental education based on the SVP2030 priority issues
by inspiring voluntary activities
2) Continue basic educations on environmental safety, product safety andoccupational safety

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70

Environmental Aspects

3.1.3 EMS: Certification/Audit/Verification
Status of EMS Certification and Audit in FY2022

* Target sites are determined in consideration of business characteristics

Certification/audit/verification system byspecialized companies with International
Certification (ISO14001, EMAS)

Coverage: 84.8%
Target sites: 79 Certified sites: 67

Certification/audit/verification system byinternal experts

Coverage: 15.2%
Through internal audits and environmental performance data system, ourinternal experts verify the status of environmental activities based on theEnvironmental Policy and the priority issues.
Target sites: 79 Certified sites: 12

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

Effective Management System

https://www.fujifilmholdings.com/en/sustainability/vision/activity.html

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

3.1.5 Response to Environmental Laws and Regulations
Legal Compliance and Reports on Complaints in FY2022
In fiscal 2022, there was five violations of environment-related laws and one complaint. The legal violations of laws
concerned wastewater management and emissions of volatile organic compounds (both in the U.S.). Recurrence
prevention measures have already been implemented.
FY2019FY2020

FY2021

FY2022

Number of legal violations

0

1

1

5

Penalty (USD)

0

168

3,600

20,744

No. of cases addressed

0

1

1

4

Penalty paid (USD)

0

168

3,600

20,744

No. of cases being addressed

0

0

0

1

Debts as of the end of fiscal year (USD)

0

0

0

0

No. of other violations and complaints

2

0

0

1

71 FUJIFILM Holdings Corporation Sustainability Report 2023

3.1 ｜ Environmental Policy and Management System

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

Description

Responses

FUJIFILM Diosynth Biotechnologies
U.S.A., Inc.

Water quality sampling was notconducted.

Water quality at subcontractors wasinspected immediately.

FUJIFILM Diosynth Biotechnologies
U.S.A., Inc.

Chloride level in wastewater
exceeded the standards due tosimultaneous release from multiple
reverse osmosis (RO) systems.

RO system operation schedule wasrevised.

FUJIFILM Diosynth Biotechnologies
U.S.A., Inc.

Below-standard low pH wastewater
released.

Internal investigation resulted in nocorrection required. Abnormal pH
wastewater has not been detected
since.

FUJIFILM Wako Chemicals U.S.A.
Corporation

Emission of volatile organic
compounds (VOC) exceeded thestandards.

Management reinforced byappointing a dedicated controller.

* Relatively minor violations have been excluded.

3.1.6 Environmental Training for Employees

To promote our group-wide environmental activities, the Fujifilm Group provides environmental education for all
employees to acquire basic environmental knowledge and raise awareness for environmental issues. The education
program is provided continuously through the e-learning system to encourage understanding and implementation of the
Fujifilm Group Green Policy and SVP2030.
In fiscal 2021, we provided a learning program on “Response to Climate Change” to Fujifilm Group employees in Japan,
China, and other Asian countries. The same program was also provided to those in Europe and the U.S. in fiscal 2022.
For employees who require specific environmental knowledge and skills, we also offer specialized education programs,
including those about management of chemical substances, Design for the Environment, waste management, and productsafety.
Environmental Education

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

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

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72

Environmental Aspects

3.2 Climante Change Response Strategy
3.2.1 Basic Approach
In December 2021, the Fujifilm Group set new CO2 emissions reduction targets to build a decarbonized society. These newtargets mean that we will achieve net zero CO2 emissions from our energy consumption*1 by fiscal 2040 by maximizing
the efficiency of our energy use and by using renewable energy sources. We will also reduce CO2 emissions across theentire product lifecycle—from the procurement of raw materials to the manufacture, transportation, use and disposal—by50% (compared to fiscal 2019 levels) by fiscal 2030. The new decarbonization targets established by the Fujifilm Groupsatisfy the 1.5°C goal set out in the Paris Agreement.
To achieve these targets, we have established a new Fujifilm Group environmental strategy: “Green Value Climate
Strategy.”*2 Under the strategy we promote manufacturing of lower environmental burden by introducing and utilizing fuelsthat do not emit CO2 substantially such as synthetic methane and hydrogen in addition to electric power. Also we promote
development and dissemination of products and services with excellent environmental performance. Additionally, we
have started internal carbon pricing (ICP) system to accelerate the implementation of these measures in fiscal 2022. We
continue to direct our strategy and efforts to initiatives that address the imminent global social issue of climate change.
*1 D irect emissions from our manufacturing processes (Scope 1) and indirect emissions due to the use of electricity and steam supplied fromother companies (Scope 2).
*2 Please refer to the following site for Green Climate Strategy
Environmental Strategy Briefing on April 13, 2022
https://ir.fujifilm.com/en/investors/ir-materials/presentations/main/0118/teaserItems1/0/tableContents/019/multiFileUpload2_0/link/ff_presentation_20220413_001j.pdf

3.2.2 GovernanceOur activities related to climate change are deliberated on and determined by the ESG Committee, chaired by thepresident. The Committee is held on a regular basis, and the agenda is then reported to the Board of Directors, who thenissue instructions and advice in response to the report received from the ESG Committee to ensure the effectiveness ofthe process.
Issues related to climate change are deliberated on by the ESG Committee as priority risks along with other issues oncompliance and other risks (2.2.3 Compliance and Risk Management Promotion Structure). In addition to CO2 emissions
reduction and renewable energy introduction targets, the Committee has decided in the past to participate in climatechange-related initiatives, including endorsing the TCFD recommendations, joining RE100 and obtaining SBT validation.
In recent ESG Committee meetings, deliberation and decisions were made on introducing internal carbon pricing andinformation disclosure compliant with a TCFD report. The results were reported to the Board of Directors, where further
discussions were held. The ESG indicator reflects the achievement rate of CO2 emissions reduction against the set target.
The Nomination and Remuneration Advisory Committee examined the use of this indicator within the Performance Share
Unit Plan to assess directors’ performance and this was accepted by the Board of Directors.

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

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3.2 ｜ Climante Change Response Strategy

3.2.4 Strategy
For scenario analysis based on the TCFD recommendations, we have set and evaluated two types of climate-related
scenarios—1.5°C and 4°C—in reference to low-carbon 2°C scenario (2DS) based on the Representative Concentration
Pathways (RCP) 2.6 through 8.5 described in the report of the Intergovernmental Panel on Climate Change (IPCC) andthe IEA (International Energy Agency) ETP (Energy Technology Perspectives). One is the 1.5°C scenario in which more
rigorous measures are implemented to build a decarbonized society and effectively keep the rise in temperatures by theyear 2100 to 1.5°C compared with the level during the Industrial Revolution. The other is the 4°C scenario in which thetemperature rises by 3.2°C to 5°C over the Industrial Revolution level as a result of failing to implement measures that
surpass those currently in place.
For further detail on scenario analysis, please refer to TCFD Report.

[Scenario analysis overview]
1. 4°C Scenario
Measures surpassing those in place at present are not implemented, resulting in the average temperature rising by theyear 2100 by 3.2°C to 5°C over the level during the Industrial Revolution. Natural disasters will increase in intensity andirreversible ecological changes will occur.
(1) Business risks (Physical risks)①	Impact on production facilities due to extreme weather conditions, suspension of supply of raw materials for products
and factory shutdowns due to power outages
	[Countermeasures] Promote measures such as the decentralization of production bases and raw material suppliers byformulating business continuity plans (BCP) and securing a stable power supply.
② Instability and soaring prices of plant-derived raw materials due to ecological changes caused by climate change	[Countermeasures] Reduce the amount of raw materials used by producing thinner films made from plant-derived raw
materials and promoting the recycling (reuse) of multifunction devices in the area of business innovation.
(2) Business opportunity① Developing resilience of social infrastructure against disasters
Highly sensitive camera products that can monitor rivers and sea surfaces at night and in stormy weather
Deterioration diagnosis technology for bridges, levees, etc., using high-precision image analysis and AI technology
Digitalization of local governments’ disaster response processes to help residents quickly rebuild their lives after adisaster.
② Securing drinking water and water for agriculture
Desalination of brine and seawater using ion exchange membranes and other filtration technologies③ Reducing the burden on healthcare professionals and improving access to healthcare
Global deployment of medical IT, medical diagnostic imaging and AI technologies that help reduce the workload on
healthcare professionals and contribute to remote diagnosis
● 
● 
● 

● 

● 

2. 1.5°C Scenario
Rigorous measures are implemented to build a decarbonized society, keeping temperature rises by the year 2100 down
to 1.5°C in comparison with the level during the Industrial Revolution.
(1) Business risks (Transition risks)
Laws and regulations for carbon pricing systems will be introduced in each country/region, which will be a cost-increasing
factor. Assuming that the Fujifilm Group itself emitted 980,000 tons of Scope 1 + 2 CO2 in fiscal 2022 and that the carbon
tax per ton of CO2 emitted was ¥12,000, the financial risk is estimated to be approximately ¥11.7 billion.
	[Countermeasures] Accelerate capital investment for decarbonization by utilizing an internal carbon pricing system.
(2) Business opportunity
Help solve energy issues and achieve a decentralized society based on fundamental and core technologies.
① Energy conservation
Data archive storage systems using high-capacity magnetic tape to reduce CO2 emissions during data storage
Multifunction devices with enhanced power-saving performance● ● 

FUJIFILM Holdings Corporation Sustainability Report 2023

74

Environmental Aspects② Energy creation
Technology that enables inspection and diagnosis of operating wind turbine blades even in harsh environments such● 

as windy coastal and offshore areas by combining a high-performance anti-vibration and ultra-telephoto camera thatutilizes imaging and precision molding technologies with high-precision image analysis and AI technologies③ Energy storage
Development of semi-solid batteries with lower cost and higher capacity compared to conventional liquid lithium-ion● 

batteries by utilizing dispersion/coating and material technologies④ CO2 capture and fixation
Bioproduction of useful substances from CO2 using bioengineering technology● ⑤ Solutions and services adapted to a decentralized society
Solutions that support lifestyles and business activities in a decentralized society by promoting digitization, automation● and paperless business processes
Solutions and services to support healthcare professionals and improve access to healthcare through the use of● 

healthcare IT and AI technologies

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

1. Targets and progresses of CO2 emissions reduction across the entire product lifecycle
Long-term target:	Reduce CO2 emissions by 50% by the end of FY2030 (compared to the FY2019 level)
Progress:	9.2% reduction at the end of FY2022 (compared to the FY2019 level).

2. Targets and progresses of the Fujifilm Group’s CO2 emissions from energy consumption
Long-term target: Achieve net zero CO2 emissions by the end of FY2040.
Mid-term target: 	Reduce the Fujifilm Group’s CO2 emissions by 50% by the end of FY2030 (compared to the FY2019
level).
Short-term target: 	Reduce the Fujifilm Group’s CO2 emissions by 11% by the end of FY2023 (compared to the FY2019
level).
Progress:

10% reduction at the end of FY2022 (compared to the FY2019 level).

3. Renewable Energy Usage Targets
Convert 50% of purchased electric power to renewable energy-derived power by FY2030.

● Progress: We converted 12% of purchased electric power to renewable energy-derived power as of the end of fiscal
2022.
Convert 100% of purchased electric power to renewable energy-derived power aiming at zero CO2 emissions from our● energy consumption by converting using fuels to fuels which do not accompany CO2 emissions like hydrogen in our inhouse cogeneration systems by FY2040.
This target was recognized as being in line with the purpose of the RE100 by the Climate Group, an international NPO;● 

we joined the RE100 in April 2019.

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

● 

75 FUJIFILM Holdings Corporation Sustainability Report 2023

3.3 ｜ Activities Related to Climate Change Response

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

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

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

Transportation

More efficient transportation

Use

Provide low-carbon type solution services

Disposal

Waste recycling
Develop products with low CO2 emissions at disposal

3.3.2 Collaboration with Initiatives
1. Participating in climate change initiatives
The Fujifilm Group participates in the following climate change initiatives to endorse and support their activities.
(1) Japan Climate Leader’s Partnership (JCLP)
A coalition of Japanese companies that aim to build a sustainable decarbonized society, established in 2009. We becamea partner in May 2018.
<Our activities>
In July 2020, we gave a presentation, “The Fujifilm Group’s Procurement of Renewable Energy,” at a seminar held● 

by JCLP. The presentation introduced our renewable energy usage practices and the company’s electricity and fuelstrategy towards decarbonization.
(2) Japan Climate Initiative (JCI)
Established in July 2018 as a voluntary network to reinforce communications and exchange opinions among corporations,
local governments, NGOs, and other organizations that are actively working to combat climate change. We joined theinitiative in 2018.
<Our activities>
In June 2020, as a JCI member, we participated in an opinion exchange session with the Environment Minister towards● Green Recovery from the COVID-19 pandemic. We appealed for the government’s support in technological development
and infrastructure building towards fuel decarbonization, which is critical in the chemical industry.
In January 2021, as one of 93 corporate members, we published a message calling for the Japanese government to raise● 

its 2030 renewable energy target to 40–50% in the 2030 electricity mix.
In April 2021, JCI submitted a statement to request the Japanese government to raise its emission reduction target● from 26% to a more ambitious level, one that better represents Japan’s responsibility as a leading economy and is morealigned with the European Union’s target of 55% and the United States’ 50%. At the press conference related to thestatement, we announced our endorsement of the JCI message along with our own efforts towards reducing climatechange.
FUJIFILM Holdings Corporation Sustainability Report 2023

76

Environmental Aspects(3) Task Force for Climate-related Financial Disclosure (TCFD)
An organization that advises corporations on disclosing financial information concerning climate change risks andopportunities. We announced our endorsement of the TCFD recommendations in December 2018.
<Our activities>
Joined the TCFD Support Project by the Ministry of the Environment in 2019.
Joined the TCFD Consortium in 2019.
Began disclosing environmental analyses and information based on TCFD recommendations starting with our
Sustainability Report 2019.
● 
● 
● 

(4) RE100
An international initiative of corporations that are committed to using 100% renewable electricity for their business
operations. We joined the organization in 2019.
<Participation background: Decarbonization difficulties in the chemical industry>
The chemical industry requires high temperature steam heat. It is extremely difficult to replace the conventionalenergy required for these processes with renewable energy using current technology. We are aware that accelerationof technological innovation is indispensable towards the decarbonization of electricity and energy, not only within ourcompanies but across society as a whole. For this reason, we joined RE100 in 2019, aiming at zero CO2 emissions by 2050
through replacement with fuels without CO2 emissions, such as hydrogen, in addition to our renewable energy usage
target. In 2021, we increased the target values and brought forward the goal date to 2040.
<Our activities>
In June 2019 at the JCLP Symposium, the “Proposal from Corporate Consumers Aiming to Source 100% of Power from
Renewable Electricity” was released based on discussions among RE100 Japanese companies.
In 2020, in a series of seminars, “Corporate Sourcing of Renewable Energy,” jointly held by RE100 and GWEC/CDP, we
presented the Fujifilm Group’s practice of renewable energy procurement.
In March 2021, under a collaboration with JCLP, 53 of the RE100 companies submitted a letter calling for the Japanese
government to increase their renewables ambitions.
● 

● 

● 

(5) Science-Based Targets initiative (SBTi)
A partnership comprising the WWF, CDP, United Nations Global Compact, and the World Resources Institute (WRI). The
initiative recommends corporations to set science-based CO2 emissions reduction targets to limit the global averagetemperature rise to 1.5°C above pre-industrial levels.
<Our activities>
In 2017, we announced our reduction targets and obtained the official 2°C Limit validation within the same month.
In 2020, we obtained the official Well-Below 2°C Limit validation by presenting our revised targets.
● ● (6) Japan Hydrogen Association (JH2A)
This organization was established in 2020 to set up a hydrogen infrastructure and related services in Japan, to run projects
for social implementation, raise hydrogen demands, and make policy proposals for easing hydrogen regulations. FUJIFILM
Corporation has been a member since 2022.

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

● 

● 

● 

77 FUJIFILM Holdings Corporation Sustainability Report 2023

3.3 ｜ Activities Related to Climate Change Response

and assessment. We participated in the plan through the Japan Chemical Industry Association by annually reporting
progress in CO2 emissions reduction and energy-saving measures.
<Our concrete measures>
We are working to reduce CO2 emissions by continuing our pursuit of efficient energy usage in production processes,
begun in the 1990s, and a gradual switch to low carbon fuels, such as natural gas, since the 2000s.
The manufacturing industry tends to aim at optimization of production efficiency towards a set CO2 emissions intensity
target. However, we decided to set an absolute reduction target determined from the base year to achieve businessexpansion and emissions reduction at the same time.
Participation to GX League
The GX League is an initiative to support companies that are leading the Green Transformation (GX) of the entire
economic and social system, collaborating with a variety of stakeholders, including participants in their value chains,consumers, educational institutes, and NGOs. We joined in fiscal 2023, endorsing the GX League plan announced in
February 2022 by the Ministry of Economy, Trade and Industry.
● 

● 

● 

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

FY2018FY2019FY2020

FY2021

FY2022

672

633

603

633

580

Fujifilm

629

594

567

599

548

FUJIFILM Business
Innovation

43

40

36

34

33

FY2018FY2019FY2020

FY2021

FY2022

510

451

409

420

400

Fujifilm

366

325

294

306

291

FUJIFILM Business
Innovation

143

126

115

114

109

FY2018FY2019FY2020

FY2021

FY2022

576

514

475

494

472

Fujifilm

427

382

354

375

357

FUJIFILM Business
Innovation

149

132

120

118

115

Fujifilm Group Total
kt CO2e

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

Fujifilm Group Total
kt CO2e

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

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

FUJIFILM Holdings Corporation Sustainability Report 2023

78

Environmental Aspects

2. GHG Emissions (Scope 3)
FY2022 Results
No.

Category

Emissions from the
Fujifilm Group(kt CO2e)

Proportion of
Scope 3

Fujifilm

FUJIFILM Business
Innovation

1

Purchased goods andservices

2,200

53.9%

1,523

677

2

Capital goods

821

20.1%

779

42

3

Energy excluding Scope 1,2

134

3.3%

126

8

4

Transportation anddistribution (Upstream)

240

5.9%

96

144

5

Waste generated inoperation

12

0.3%

9.3

2.3

6

Business travel

10

0.2%

5.2

4.3

7

Employee commuting

30

0.7%

16

14

8

Leased assets (Upstream)Calculated as
Scope 2

−

−

−

9

Transportation andDistribution (Downstream)

33

0.8%

31

2

10

Processing of sold products

77

1.9%

77

0

11

Use of sold products

465

11.4%

310

155

12

Disposal of sold products

64

1.6%

64

0

13

Leased assets (Downstream)

No leased assets

−

−

−

14

Franchise

−

−

−

−

15

Investment

−

−

−

−

4,085

100%

3,036

1,049

Total

3. GHG Emissions across the Entire Product Lifecycle
FY2022 Result of GHG Emission
Procurement

Manufacturing

Transportation

Use

Disposal

Total

2,334

980

240

465

64

4,083

Aluminum for printing
plate

Items

Unit: kt-CO2/yearParts for Multifunction
devices

1,220 Fossil fuel

533

677

Purchased
electric power

387

Highly functional film
materials

156

Purchased heat13

Parts for medical
equipment

56

Fuel for vehicles

25

Other materials and
parts

91

Non-energy
source22

Fuel derived

134

79 FUJIFILM Holdings Corporation Sustainability Report 2023

Multifunction
devices155

Medicalequipment

127

Imagingequipment,
etc.

183

3.3 ｜ Activities Related to Climate Change Response

4. Energy Consumption Data*
Annual Changes

Unit: TJ

Scope

FY2018FY2019FY2020

FY2021

FY2022

Fujifilm Group Total

1,139

1,053

923

907

781

Fujifilm

1,134

1,049

920

905

778

4

3

2

2

3

Fujifilm Group Total

431

400

374

373

373

Fujifilm

130

126

116

121

129

FUJIFILM Business Innovation

301

273

257

252

244

Fujifilm Group Total

10,798

10,2809,959

10,563

9,520

Fujifilm

10,436

9,932

9,654

10,297

9,241

362

348

304

266

278

Fujifilm Group Total

55

59

53

54

31

Fujifilm

55

59

53

54

31

FUJIFILM Business Innovation

0

0

0

0

0

Fujifilm Group Total

10,776

10,248

9,319

9,425

8,880

Fujifilm

8,170

7,876

7,152

7,285

6,676

FUJIFILM Business Innovation

2,606

2,372

2,167

2,140

2,104

Fujifilm Group Total

213

205

188

233

320

Fujifilm

98

90

83

120

207

FUJIFILM Business Innovation

114

115

105

114

114

Fujifilm Group Total

794

770

785

976

971

Fujifilm

794

770

785

976

971

FUJIFILM Business Innovation

0

0

0

0

1

Fujifilm Group Total

24,20623,014

21,601

22,531

20,875

Fujifilm

20,81819,902

18,76519,75618,132

FUJIFILM Business Innovation

3,388

3,111

2,836

2,775

2,743

Heavy oil,
etc.*1

FUJIFILM Business Innovation

VehiclesGas*2

FUJIFILM Business Innovation

Bio Gas*3

Purchased
electric power

Purchased
heat

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

5. Renewable Energy-derived Power Consumption
Annual Changes

Renewableenergyderived power
consumption

Unit: MWh

FY2018FY2019FY2020

FY2021

FY2022

Fujifilm Group Total

94,741

94,65894,038108,290

119,606

Fujifilm

94,741

94,65894,038108,290

119,381

0

0

0

0

225

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

FUJIFILM Holdings Corporation Sustainability Report 2023

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Environmental Aspects

6. Status for Renewable Energy-derived Power Consumption
Year

Site

StatusType

Capacity

Netherlands

Installed

Wind power

10,000 KW

2011

FUJIFILM Manufacturing Europe B.V.

2012

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

USA

Installed

Solar power

71 KW

2014

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

USA

Installed

Solar power

667 KW

2015

FUJIFILM Speciality Ink Systems Limited

UK

Installed

Solar power

200 KW

2015

FUJIFILM Manufacturing Europe B.V.

Netherlands

Purchased

Wind power(Purchase)2018

FUJIFILM Printing Plate (China) Co., Ltd

China

Installed

Solar power

1,440 KW

2019

FUJIFILM Healthcare Manufacturing
Corporation Sano FactoryJapan

Installed

Solar power

95 KW

2019

FUJIFILM Electronic Materials (Europe) N.V.

Belgium

Purchased

Solar power, wind
power, and others(Purchase)2019

FUJIFILM Belgium NV

Belgium

Purchased

Solar power, wind
power, and others(Purchase)2020

FUJIFILM Diosynth biothechnologies UK

UK

Purchased

Solar power, wind
power, and others(Purchase)2020

FUJIFILM IRELAND

Ireland

Purchased

Solar power, wind
power, and others(Purchase)2020

FUJIFILM Speciality Ink Systems Limited

UK

Purchased

Solar power, wind
power, and others(Purchase)

2021

Fujifilm Asia Pacific Pte. Ltd.

Singapore

Purchased

Water power(Purchase)2022

FUJIFILM Safety Evaluation CenterJapan

Non-fossil
fuel energy
certificate

2022

FUJIFILM Advanced Research Laboratories

Japan

Non-fossil
fuel energy
certificate

2022

FUJIFILM Miyanodai Technology Development
CenterJapan

Non-fossil
fuel energy
certificate

2022

FUJIFILM Eco-Manufacturing (Suzhou) Corp.

China

Installed and
iREC* Some sites purchase renewable power and Tradable Green Certificates.

7. Utilizing carbon offset
Efforts in FY2022
Business fields
Consumer Healthcare

Business Innovation

Coverage•W e offset CO2 emissions by customers per day when a customer purchases either an
ASTALIFT Jelly Aquarysta or Moist Lotion• Carbon offset for CO2 emissions for all power used at the All Japan High School Soccer
Tournament.
•G reen Electricity Certificate-A ll energy consumption at FUJIFILM SUPER CUP 2023
-P
 ower consumed in the use of the production system printer Revolva Press, etc.
-A
 ll power consumed in the use of the private office services CocoDesk* The Green Electricity Certificate is a validation of green power sourced from renewable energy(wind), demonstrating our contribution to energy saving (fossil fuel usage reduction), CO2
emissions reduction, and climate change mitigation.

81 FUJIFILM Holdings Corporation Sustainability Report 2023

3.4 ｜ Promoting Resource Recycling

3.4 Promoting Resource Recycling
3.4.1 Basic Approach

Since our establishment, the Fujifilm Group has been actively recycling resources, through reducing water usage, recycling
and reusing water, recovering and reusing resources (e.g. silver), and establishing a recycling system for multifunction
devices, etc. We are conducting efforts to use resources effectively and reduce waste through measures which take into
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.

3.4.2 Reducing Waste and Using Resources Effectively

The product design and manufacturing divisions are working together to reduce waste in the Fujifilm group. In designing,products are designed with an awareness of recycling and conserving resources. Moreover, in manufacturing, we are
improving the production yield rate based on “constant manufacturing condition,” which forms the basis of Fujifilm’s
quality, to increase product quality and reduce waste.
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.
We are working for the entire Group to reduce the amount of waste by improving processes and by reusing plastic
members to achieve our SVP 2030 targets.

1. Targets and progresses on waste reduction and resource recycling (Target for 2030)
Target 1: Reduce the amount of waste generated by the Fujifilm Group by 30% by FY2030 (compared to the FY2013 level).
Progress: Increased by 26% at the end of FY2022 (compared to the FY2013 level).
Target 2: Recycle index: More than 10.
Progress: 7.7 at the end of FY2022.
Target 3: Valuable conversion index: More than 1.
Progress: 0.49 at the end of FY2022.

FUJIFILM Holdings Corporation Sustainability Report 2023

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Environmental Aspects

2. Reducing Waste
Waste Generation

A. Total waste
generatedvolume*1

B. Total wastes
used, recycled or
sold

Unit: ton

FY2018FY2019FY2020

FY2021

FY2022

Fujifilm Group Total

95,00096,00088,70092,500109,300

Fujifilm

84,60088,10081,10085,70097,400

FUJIFILM Business Innovation

10,400

7,900

7,500

6,800

11,900Fujifilm Group Total

74,10072,40066,70072,40091,700Fujifilm

63,90064,90060,00066,60081,300

FUJIFILM Business Innovation

10,200

7,500

6,700

5,800

10,400Fujifilm Group Total

32,40024,60019,40020,40022,600Fujifilm

29,30022,00016,80018,50019,200

FUJIFILM Business Innovation

3,000

2,600

2,600

1,900

3,400

Fujifilm Group Total

20,90023,50022,00020,10017,700Fujifilm

20,70023,20021,10019,100

16,100

100

300

900

900

1,600

C. Total thermal
recycled wastes

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

FUJIFILM Business Innovation* The above data has been verified by the third party organization: SGS Japan, Inc.
*1 P
 rocessed by external service providers and simple incineration or landfill disposal on sites.
*2 Simple incineration or landfill disposal by external service providers and on sites.
* Figures for the Fujifilm Group Total may not reflect the sum of each subtotal.

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

Valuable-converted waste

Unit: thousand tons/year

FY2018FY2019FY2020

FY2021

FY2022

47.0

45.4

39.3

43.8

44.9

* Valuable resources sold to the third party.

4. Recycling
Annual Changes in Recycling Index*1 and Valuables Conversion Index*2
FY2018FY2019FY2020

FY2021

FY2022

Recycling index

5.8

5.0

4.8

5.8

7.7

Valuables conversion index

0.65

0.64

0.59

0.61

0.49

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

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

Total consumption

Unit: thousand tons/year

FY2018FY2019FY2020

FY2021

FY2022

16.3

16.1

12.6

14.2

13.4

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

83 FUJIFILM Holdings Corporation Sustainability Report 2023

3.4 ｜ Promoting Resource Recycling

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

Packaging material reduction rate*2

Unit: %FY2018FY2019FY2020

FY2021

FY2022

17.8

14.1

15.4

12.9

10.6

*1 Total weight of export packaging materials handled by FUJIFILM Logistics in FY2022.
*2 Packaging material reduction rate (%) =Weight reduced
Total material weight + weight reduced

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

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

Resource
recyclingsystemClosed Loop Recycling 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)
FUJIFILM Business Innovation Integrated Recycling System   
About collecting used cartridges   

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

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

New Resource Reduction

Unit: tons

FY2018FY2019FY2020

FY2021

FY2022

2,967

3,393

3,145

3,777

4,050

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

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Environmental Aspects

The Percentage of Used Product Recycling by Sites in Business Innovation Business*
FY2018FY2019FY2020

FY2021

FY2022

99.9%

99.9%

99.9%

99.9% or more

99.9% or more

80.0%~99.9%

90.0%~99.9%

96.3%~99.8%

96.1%~99.8%

97.8%~99.9%

Japan
Other Asia-Pacific Region* There was no serious violations of the Basel Convention concerning our product recycling initiatives.
* Asia Pacific Region: China, Hong Kong, Indonesia, Malaysia, Philippines, Korea, Thailand, Vietnam, Singapore, Australia, and New Zealand.

2. PLATE to PLATE – Closed loop recycling system in the Graphic Communication business
In Japan, we have established a closed loop recycling system called “PLATE to PLATE” in the printing supply chain, throughwhich 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 from recycled material vendors.
Closed loop recycling system for used CTP and PS plates

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

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

1. Targets and progress on waterLong-term target:	Reduce the amount of water the Fujifilm Group uses for production by 30% by FY2030 (comparedto the FY2013 level).
Mid-term target:	Reduce the amount of water the Fujifilm Group uses for production by 20% by FY2025 (comparedto the FY2013 level).
Short-term target:	Reduce the amount of water the Fujifilm Group uses for production by 18% by FY2023 (comparedto the FY2013 level).
Progress: 	17% reduction at the end of FY2022 (compared to the FY2013 level).

85 FUJIFILM Holdings Corporation Sustainability Report 2023

3.4 ｜ Promoting Resource Recycling

2. Results in Water Resource Management
Water Withdrawal/Discharge in FY2022
Unit

FY2018 FY2019 FY2020 FY2021 FY2022
Fujifilm Group Total

Clean waterIndustrial
water

million m3

Rain water.
othersTotal water withdrawal

Waterdischarge

4.7

4.2

4.1

4.4

4.2

3.7

3.7

3.7

FUJIFILM Business Innovation

0.6

0.5

0.5

0.4

0.4

3.3

3.1

3.3

3.3

3.3

3.3

3.1

3.3

3.3

3.3

Fujifilm Group Total
million m3

Fujifilm
FUJIFILM Business Innovation

Water
withdrawal
Underground
water

5.0

Fujifilm

0

0

0

0

0

34.6

34.7

33.6

35.7

34.3

Fujifilm

33.1

33.2

32.3

34.4

32.9

FUJIFILM Business Innovation

1.4

1.5

1.3

1.4

1.4

0.3

0.2

0.2

0.2

0.2

Fujifilm Group Total
million m3

Fujifilm Group Total
million m3
million m3

Sewagewater

million m3

Riversmillion m3

Fujifilm

0.3

0.2

0.2

0.2

0.2

FUJIFILM Business Innovation

0.02

0.02

0.02

0.01

0.06

Fujifilm Group Total

43.2

42.7

41.3

43.3

41.8

Fujifilm Group Total

17.9

17.8

16.3

14.9

14.4

Fujifilm

17.3

17.2

15.7

14.5

14.0

FUJIFILM Business Innovation

0.7

0.6

0.6

0.5

0.4

Fujifilm Group Total

21.9

22.7

22.7

21.8

20.4

Fujifilm

20.8

21.5

21.7

20.7

19.1

FUJIFILM Business Innovation

1.1

1.2

1.0

1.2

1.2

Fujifilm Group Total
Othersmillion m3

Total water discharge

million m3

4.1

Fujifilm
FUJIFILM Business Innovation
Fujifilm Group Total

1.0

0.9

0.9

0.8

0.9

1.0

0.9

0.9

0.8

0.9

0.02

0.02

0

0

0

40.8

41.9

39.9

37.5

35.7

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

FY2022 Revenue Intensity
Unit
Revenue
intensity

Withdrawal
Water
consumption

kt/100
million yen

FY2018 FY2019 FY2020 FY2021 FY2022
Fujifilm Group Total

1.77

1.84

1.92

1.67

1.46

Fujifilm Group Total

1.68

1.79

1.76

1.45

1.25

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

3.4.5 Response to Water Risks
Water Withdrawal by Region
FY2022 Results

Water
withdrawal

Unit: %

Japan

Americas

EuropeChina, Asia/
Oceania

Total

Clean water

19

27

13

41

100

Industrial water

97

0

0

3

100

Underground water

97

0

3

0

100

Rain water, Others

97

0

3

0

100

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

FUJIFILM Holdings Corporation Sustainability Report 2023

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Environmental Aspects

3.4.6 Working Together with Water-Related Stakeholders
The Fujifilm Group is promoting environmental protection activities together with local residents and NGOs. In the
production of 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 MATERIAL MANUFACTURING CO.,LTD., Kyushu area (former FUJIFILM Kyushu
Co., Ltd.)

Tree planting in the important water recharge zoneof the Shirakawa river

Minami-Aso
village, Kumamoto
Prefecture

FUJIFILM (Shanghai) Trading Co., Ltd.

Voluntary tree planting for 25 years

Local NPO

FUJIFILM Manufacturing Europe B.V.

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

Neighboring four
companies

87 FUJIFILM Holdings Corporation Sustainability Report 2023

3.5 ｜ Product Stewardship (Design for Environment)

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

https://holdings.fujifilm.com/en/sustainability/activity/environment#link07

3.5.2 Design for Environment
1. Standards of Design for Environment(1) Materials and equipment
In the development of environmentally conscious products, we also set targets concerning environmental quality fromthe perspective of climate change mitigation (reduced power use, etc.), the Reduce, Reuse & Recycle principle of resourcesaving 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 isthen 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 tocreate products that can contribute to environmental impact reduction throughout the whole of society.

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

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

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Environmental Aspects

Certification Level
Level

Certification Criteria

Diamond

Products and services that use their respective industries’ innovativetechnologies 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 thantheir respective industries’ standard

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

Level

DiamondGold

SilverNumber of theCertified Produts

Major Certified Produts

FY2022

Total

0

2

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

83•D
 R CALNEO Flow series X-ray fluoroscopy system with flat panel sensor of
cassette-size digital radiography•D R CALNEO DROSS X-ray diagnostic imaging system•F CR PROFECT CS Plus Digital X-ray diagnostic imaging system•E
 LUXEO EI-740D/S endoscope system•A pura GSM 2.0C gas separation membrane•L TO Tape data archive media•d ternity On-site Archive data archive solution•S UPERIA ZD-II process-less CTP plates for commercial printing•D igital inkjet press Jet Press 750S•A
 peosPort C5240 series and ApeosPort/DocuCentre-V1 C7070 series ofcolor multifunction devices, etc.
•A
 peosPort Print C5240 color printer•P roduction printers “ApeosPro C810/C750/C650”•M PS Guardia: optimizing and transforming your print & document
environment•P rivate office services “Cocodesk”•C loud service with document handling software “DocuWorks Cloud”

141• ApeosPort-VII C4030/C3530 color printers, etc.
• Apeos 3060 / 2560/2060 black and white multifunction devices etc.
• ApeosPrint 4560 S/3960 S/3360 S black and white printers, etc.
• Wide Format Multi Functional Printer “ApeosWide 6050/3030”• Production printer “Revoria Press PC1120”, etc.
• Cloud services "Cloud On-Demand Print"• RakuRaku Scan Pro• SYNAPSE series for medical imaging IT systems, etc.

616“Green Value Products” Certified Products

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

89 FUJIFILM Holdings Corporation Sustainability Report 2023

3.5 ｜ Product Stewardship (Design for Environment)

2. Products in Response to Climate Change(1) Measures for mitigating climate change

CO2 emissions reduction in
the entire product lifecycle(1) Target: Reduce CO2 emissions across the entire product lifecycle by 50% by FY2030(compared to the FY2019 level).
(2) Progress: Reduce by 6.9% compared to the FY2019 level.
(3) Major products:•P rocess-less thermal CTP plates: No film development process and closed loop recycle ofused plates•D igital inkjet press: Reduction of processes by digital printing•T AC Display films: thinner film; using biomass materials•D iagnostic medical devices: downsize and lightweight•M ultifunction devices/printers: Design for Environment; reuse, reduce and reuse by usedproducts•C osmetics: Using refill container

The contribution of products
to reduce CO2 emissions at
customers’ site(1) Target: Contribute to reducing accumulated 90 million tons CO2 emissions in society
by FY2030.
(2) Progress: Contribution amount was 11.3 million tons. Progress: 12.5%*(3) Major products:•H igh capacity magnetic tape: Energy-saving by archive data storage•M ultifunction devices/printers and medical equipment: Reducing energy
consumption•D ocument handling software: Paper reduction•N et printing services: transportation reduction and streamlining business process•M edical IT System: Streamlining business process* We revised our calculation logic according to changes in the product portfolio in the Business Innovation segment.

(2) Measures in response to climate change
Major product examples:[Strengthen infrastructure and create energy]●

Provide high-sensitivity surveillance cameras to monitor river and sea levels at night and during inclement weather.

●Provide multifunction zoom cameras to enable remote diagnostics of offshore/land wind turbines during operation.

●

Provide structural degradation diagnosis and inspection services for bridges, roads, and embankments to prepare fortyphoons, etc.

[Adapt to decentralized society]●Provide a document management cloud service to encourage businesses to adapt to social changes through use of
secure, high-capacity cloud storage services.

[Reduce burden on medical professionals and improve accessibility to medical services]●Provide emergency medical solutions when accessibility to medical services is restricted due to transportation
disruptions from natural disasters or disease control etc. and support medical professionals. Such solutions include a
portable X-ray device and other diagnostic devices that use medical IT, image analysis, and AI.

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Environmental Aspects

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

1. Environmental labels
The environmental labels indicate products with low environmental impact. We actively use the label as a part ofenvironmental information disclosure. We use the following labels:
Environmental Labels Which the Fujifilm Group Obtained• 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)Type I:
Third party
certification(ISO14024)

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

Japan
China
TaiwanSouth Korea
Thailand
VietnamSingapore
Malaysia
Philippines
New ZealandType II:
Self-declaredenvironmental
claims(ISO14021)

This is a program by manufacturers topromote the environmental quality of theirproducts, services, and systems to the market
through self-declaration. No third-party
judgment is involved. Environmental quality isdemonstrated by labels attached to products
and descriptions in instruction manuals,
promotional materials, and Sustainable
Reports.

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

Type III:
Environmental
Product
Declarations(ISO14025)

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

Japan• Act on Promoting Green
Purchasing• Energy Star Program• China Energy Label• Energy Efficiency Certification• Energy Label (VEELS)• e-Standby Power Program• Energy Efficiency Label• EU ErP (Lot 6/26)

OthersThere are environmental labels other thanType I to III, including energy-saving labelsthat display the achievement level of a certain
environmental performance. Also, green
purchase systems are available to encourage
consumers (including public organizations)to choose products and services with lower
environmental impact.

Japan, the US
China
China
Hong Kong
South Korea
Vietnam
Europe (EU)• Carbon footprint (ISO14067)

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

3. Incidents of non-compliance concerning product and service information and labeling
In fiscal 2022, there was no serious incident of non-compliance concerning product and service information and labeling.

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3.6 ｜ Management of Chemical Substance

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

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

Table of the Classification of Our Chemical Management

and octylphenols.

Target: 
Replaceor

reduceusageof“priority

risk

management chemical substances” by FY2030.
Progress:• Two of the seven risk management priority substances

identified in fiscal 2020 have been replaced in 2021.
We reduced consumption of four others, and the final
one was revised to be low risk. Two new substanceswere specified as risk management priority substancesin fiscal 2022 and technological development towards
their replacement is ongoing.

S0

Ban on use

S1

Substitute

S2

Reduce the usage or theemissions

S3

Plan to substitute

S4

Study for replacement of
substances

Priority risk management chemical
substances

Compliance with laws andindustry standards

Target of Anticipatory Risk Management ofChemical Substances

Management based on risk
assessment

S category and its voluntary
management policy

Not classified

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Environmental Aspects• The global chemical management system was upgraded in fiscal 2021 to improve the risk assessment accuracy forchemicals used across the Group. The system is now used as a database not only to reduce risks but also to develop
technologies that contribute to solving social issues.
• In fiscal 2022, we enhanced an existing system to manage chemicals contained in molded items to enable speedy andhighly accurate risk assessment of our various products, some of which comprise numerous components that could
reach even tens of thousands.
Classification and Standards of Chemical Substances in Molded Items
Classifications of Chemical Substances

Management Details

Restricted containing chemical
substances

Chemical substances are prohibited or limited to use in molded items by laws
or the Company’s regulations.

Content monitored/managed chemical
substances

Chemical substances whose content in molded items must be monitored andmanaged.

3.6.3 Promoting Alternatives to Animal Testing
To reduce animal testing in the safety evaluation of chemicals, 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.

Targets and results
Targets: Adopting alternatives to animal testing in all safety assessments.
Conduct all the safety evaluation as alternatives to animal testing.
(1) Conduct the safety evaluation for our newly developed chemicals using alternative methods for animal testing by
FY2025*1.
(2) Obtain the safety data on the safety data sheet for our chemical products using alternative methods for animal
testing by FY2030*2.
Results:	“Amino acid Derivative Reactivity Assay (ADRA),” exclusively developed by Fujifilm, is a skin sensitization methodthat does not require animal testing. It enables a more accurate skin sensitization test compared with conventional
methods, because we utilize advanced chemical synthesis and molecular design technologies. ADRA was adopted
in the OECD test guidelines in 2019, and is now globally recognized as a standard testing method. In 2022, wedeveloped the evaluation method “ADRA” that can evaluate not only single chemical but also mixtures, and wasnewly adopted in the OECD test guidelines (OECD TG 442C). We are now considering to apply this method tochemical substances we develop in the future.
We introduced a new evaluation method that uses a Reconstructed Human Epidermis model for skin irritation
tests on the chemicals used as raw materials in our products to ensure the safety of the employees involved. We
are also working to adopt it in product testing.
*1 W
 e haven’t already tested with animals for safety evaluation of chemicals used in cosmetics (including quasi-pharmaceutical products).
We do not plan to conduct animal testing for this purpose unless such testing is required to achieve accountability of chemical safety or is
instructed by the authorities concerned. Note that we conduct legally specified safety evaluation for chemical substances used in medicinesand foods.
*2 Chemical products: Fine chemicals, various treatment chemicals, chemicals or mixture.

3.6.4 Contribute to Resolving Social Issues through Development of New
Materials and Processes
The Fujifilm Group is committed to using our core technology of materials and process development to provide products
and services that resolve various social issues.

Targets and results
Target: Contribute to resolving social issues through development of new materials and processes.
Result: Disclose our exclusive materials and processes developed by our Group to contribute SDGs.

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3.6 ｜ Management of Chemical Substance

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

Contribution

SDGs

•A
 component in a device that achieves both high-speed, highquality performance and reducing environmental load.
T his component allows for space-saving in the device body (50%reduction), energy consumption of the drum cartridge (the part thatapplies toner and prints text or images onto paper) by 60%, andproduction cost of drum cartridge by reducing the number of parts
and its downsizing by 70%.** Comparison on our company's multi-function devices, with conventional components as 100%.

Electricallycharged
materials• Received Asahi Shimbun Award and Award for Contribution toInvention under the National Invention Awards 2022.
https://www.fujifilm.com/fb/company/news/release/2022/77145• Received Asahi Shimbun Award under the National Invention
Awards 2022 for Patent No. 6136862 concerning this technology.
http://koueki.jiii.or.jp/hyosho/zenkoku/2022/asahi.html• Received the Minister's Prize, the Ministry of Economy, Trade andIndustry under the 11th Eco Products Awards for our multifunction
device that adopts this technology.
https://www.jemai.or.jp/ris/award-results2014.html

Water-based
polymericmaterial• Contributes to the reduction of VOC use in manufacturing.
• Provides a variety of hydrophilic azo polymerization initiators and
RAFT agents, enabling the manufacture of functional water-soluble
polymers.
Azo polymerization initiators
https://specchem-wako.fujifilm.com/jp/azo-polymerization-initiators/index.htm#water-soluble-azo-initiators
RAFT agents
https://specchem-wako.fujifilm.com/jp/raft/index.htm

Plant-based
plastic

Measurement
Standard
Reagents forEnvironmental
Management• Contributes to carbon neutrality by providing non-fossil fuelderived raw materials.
• Provides monomers derived from pine resin, which can be used as
raw material for biomass plastic.
• Contributes to water quality and environmental management.
• Promotes the development of Certified Reference Materials (CRM)of elemental (metal) standard solutions.
• Developes PFAS mixed standard solution and mixed internal
standard solution used in notification and inspection methods of theWater Supply Act.
Acquisition of certification for element standard solutions
https://www.fujifilm.com/ffwk/ja/news/218
Element standard solutions
https://labchem-wako.fujifilm.com/jp/category/analysis/elementalanalysis/index.html
Development of PFAS mixture standard solution
https://labchem-wako.fujifilm.com/jp/category/00353.html

Printing
materials &process-lessplates• Achieves both quality & ease of use and reducing environmentalload.
• To eliminate plate processors from printing along with related
power, chemicals, water, and wastewater.
Calculated per factory with the following essentially becoming zero
based on representative example: electricity: 12,600 kWh/year,
chemicals: 2.2 tons/year, water: 12.1 tons/year, waste liquid: 4.3
tons/year.
• Using our unique technology, improves the visibility of exposure
images and the durability of plates, which used to be trade-off
relationships with process-less printing.
https://www.fujifilm.com/jp/ja/business/graphic/ctpplate/processless• Received Incentive Award for Research Conference Presentationin the 147th Japanese Society of Printing Science and Technology
conference, 2022.

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Environmental Aspects

Materials/
Processes

Dye for dye
sensitized solar
cell

Contribution

SDGs

•S
 olar cells that can contribute to creation of a next-generation
renewable energy power generator that does not require batteries
or utility power.
Compared with conventional silicon solar cells, dye-sensitizedsolar cells can generate more power in interiors, shade, and otherlow-light conditions. They can be multi-colored and made flexible.
Developing indoor power generators utilizing our solar cells cancontribute to environmental impact reduction.
https://www.fujifilm.com/jp/ja/business/materials/battery/solar-battery

3.6.5 Contribution to Sound Chemical Management Across the Supply Chain
It is indispensable for effective chemical substance management to share information about the chemical substances
contained in products and safe handling methods for such chemicals and products across the supply chain.
The Fujifilm Group uses chemSHERPA, a chemical information communication system conforming to international
standards, to share information about chemicals in our products with suppliers and customers and to comply fully withlaws and regulations, as well as IEC 62474 and other standards. We are a member of the system’s operational consortium,
helping promote chemSHERPA throughout the supply chain by offering explanatory meetings and individual consultations
to 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, medical materials, display materials, etc. to communicate with our customers and ensure
safe usage of our products.

Targets and Results
Target 1:	Communicate information on chemical substances in our products in compliant with international standards.
Result:• To promote wider use of chemSHERPA in the supply chain in compliance with international standard IEC

62474, we hold explanatory meetings for suppliers via our website. We have contributed to deepen theirunderstanding of the chemSHERPA scheme and communicate accurate information in the supply chain.
• In FY2022, we have enhanced the function of our system that managed chemical substances in our products,

and installed it in a company that newly joined our Group. Following the installation, more than 90% of thecompany’s suppliers and customers adopted the chemSHERPA.
Target 2:	Continue providing Article Information Sheets (AIS).
Result:	526 AISs have been cumulatively created or updated and published on our official website.
Target 3: Disseminate knowhow about the safe handling of chemical substances.
Result:• Training programs for chemical laws and regulations, and the safe handling of chemical substances wereorganized for all the divisions involved in Fujifilm Group’s chemical lifecycle (procurement, R&D, manufacturing,sales and disposal) in Japan. The program is given by an expert from FUJIFILM Wako Pure Chemical who holds
specialized seminars outside the Company.
• In line with the Industrial Safety and Health Act and our internal regulations, we established a policy to appointa chemical manager within every business division that handles, sells, or provides chemicals, in Japan. We are
now creating an education program for chemical managers who can assist in managing chemical safety for our
employees and customers.

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3.6 ｜ Management of Chemical Substance

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

1. Emissions of FCs and VOC
Unit

FY2018FY2019FY2020

FY2021

FY2022PFC

kg PFC/metric tons produced

112

0

0

0

55

CFC

kg

0.15

0

0

0

0

HCFC

kg

5,349

3,489

3,815

4,590

1,286

HFC

kg

5,685

5,451

5,419

5,165

5,774

VOC

metric tons

707

735

675

754

645

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

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

3. VOC emissions by region

Unit: hundred tons/year

FY2018FY2019FY2020

FY2021

FY2022

Japan

5.8

6.1

5.4

6.3

5.4

Overseas

1.3

1.3

1.3

1.2

1.0

Group total

7.1

7.3

6.7

7.5

6.5

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

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

Substances voluntarily
controlled by the company

Reduction (tons)

Reduction Rate in Comparison
to Previous Fiscal Year (%)

Dichloromethane

13.6

45

Methyl alcohol

51.9

32

Ethyl acetate

12.6

9

Methyl ethyl ketone

1.2

4

Acetone1.7

64

Name of Substance* Reduction in volumes in FY2022 compared with actual levels in previous year

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Environmental Aspects

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

1. Annual Changes in Amount of Specified Hazardous Waste

Amount of
specifiedhazardous
waste

Unit: t

FY2018FY2019FY2020

FY2021

FY2022

Fujifilm Group Total

1,738

2,257

1,709

2,015

2,652

Fujifilm

901

1484

928

1165

1840

FUJIFILM Business Innovation

837

774

782

850

812

* Figures for the Fujifilm Group Total may not reflect the sum of each subtotal.

2. Storage and management of devices/equipment containing PCBs* (FY2022)
Types of Eqluipment Containing PCBs
Unit

Unit

Storing and Managing AmountJapan

Group total

High voltage transformers

Quantity017High voltage condensers

Quantity090

PCB oil waste, etc.

kg

0

0

Sludge, etc.

m3

0

0

Fluorescent lamp stabilizers

Quantity

4,495

4,495

Low voltage condenser excluding
fluorescent lamps

Quantity

62,54462,544Low voltage transformer Quantity

Quantity

0

0

kg

1,183

1,183

Quantity

43

43

Rags
Other devices Quantity* Excludes PCB wastes in low concentration

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3.6 ｜ Management of Chemical Substance

3.6.8 Managing Pollutants
We have established management standards for air and water pollutants to meet the requirements and limit values
concerning concentrations and emission quantities specified by the laws and regulations applicable to each site. Pollutant
emissions aremonitored and regularly checked for compliance with these specified limits.

In addition to environmental risk assessment, we have been reinforcing environmental monitoring to prevent therelease of waste in excess of regulatory levels outside factory premises.

1. Annual Changes in Volume of Atmospheric Emissions 

Sox emissions

NOx emissions

Soot particle emissions

Unit: tons/year

FY2018FY2019FY2020

FY2021

FY2022

Japan

19

11

15

12

11

Overseas

3

1

0

3

7

Group total

22

11

15

15

18

Japan

232

242

225

220

195

Overseas

94

82

43

49

107

Group total

326

325

268

269

302

Japan

1.8

2.1

2.2

3.6

2.5

Overseas

3.3

5.7

0.1

1.9

2.1

Group total

5.1

7.9

2.3

5.5

4.6

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

2. Annual changes in water contaminant burden & emissions*1

Unit: tons/year

FY2018FY2019FY2020

FY2021

FY2022

Japan

68.6

49.4

54.1

48.0

46.6

Overseas

27.2

19.7

25.6

24.9

16.7

Group total

95.8

69.1

79.7

72.9

63.3

Japan

26.8

25.1

21.5

20.9

17.0

Overseas

0.6

1.2

0.5

0.7

0.3

Group total

27.4

26.3

22.1

21.5

17.3

Total amount of nitrogen
emissions

Japan

167.2

143.1

149.4

193.9

190.6

Total amount ofphosphorous emissions

Japan

1.8

2.0

2.7

1.9

1.9

Total amount of COD*2

Total amount of BOD*3* Values presented are rounded and the sums of the items do not always make up the totals.
*1 E
 ffluent release into public water bodies*2 COD (Chemical Oxygen Demand): An indicator of water pollution. COD indicates the amount of oxygen consumed when water-borne
pollutants (primarily organic contaminants) are oxidized upon the introduction of an oxidant.
*3 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.

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

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Environmental Aspects

3.7 Biodiversity Conservation
3.7.1. Basic Approach
For the preservation and maintenance of biodiversity, the Fujifilm Group has established the Fujifilm Group Basic Concepts
and Action 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,conservation and sustainable use and are working to reduce the destruction of biodiversity. We are engaged in constantcommunication with our stakeholders in this area from an international standpoint to ensure that we are responding to
the needs of society.
FUJIFILM Holdings “Guidelines for Biodiversity”

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

Fujifilm “Policies for Wood Pulp Procurement”

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

FUJIFILM Business Innovation “Sustainable Paper Procurement”

https://www.fujifilm.com/fbglobal/eng/company/csr/svp2030/environment/chem_bio.html#anc02

3.7.2 Risk Assessments of Our Business Activities
The Fujifilm Group assesses and promotes to minimize biodiversity risks in its business operations.
In 2019, while compiling Natural Capital Accounting data as disclosed in our Integrated Report, we identified “paper,”which occupies the majority of procurement costs of natural bio-ingredients in the business innovation segment, as an
item that poses the highest risk to the ecosystem. We used the Natural Capital Protocol from the Natural Capital Coalition
to assess the impact from our paper procurement and its dependency on natural capital. Specifically, we comparedprocurement of raw materials for paper production from sustainably managed forest resources with procurement fromforest resources that have problems with sustainability and evaluated their respective impacts on climate change, publichealth and sanitation and biodiversity. The results showed that procurement from sustainable resources reduced oursocial loss in the range from 20 (in minimum) to 750 (in maximum) million dollars in comparison to procurement fromunsustainable resources.
These findings substantiate the monetary value of our paper procurement activities, which we have been carrying out
since 2004 with an awareness of ecosystems, biodiversity and the human rights of local communities. We now intend to
expand the scope of our measures.

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3.7 ｜ Biodiversity Conservation

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

Minimize impact in manufacture
Contribution to maintain/recover on biodiversity

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
impactGrasp/measure for impact● Chemicals cont. ◎ Waste water cont. ● Air pollution ● CO2 emissions ○ Wastes ◎ Land use

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

Socialcontribution

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

Communication

Enlightenment
for FF/region◎ Domestic education program within the Fujifilm Group ○Communication meeting with region

Factories●●

Biodiversity conservation

Activities on Biodiversity Conservation —Outline—

Direct contribution (monitor etc.)○: Activities to conserve biodiversity (currently underway) ◎: Activities to conserve biodiversity (to be strengthened)●: Indirect activities to conserve biodiversity

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 the impact 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 these three assessment areas ensures that our products and services are sustainable and have highenvironmental value.
(2) Efforts to procure plant-derived materials
The Fujifilm Group established “Management Rules for Procurement of Plant-Derived Materials” in fiscal 2021. The rules
are to strictly control procurement of materials made from plant resources, such as pulp and palm oil, to ensure that they
are managed with consideration for the environment and human rights. The rules ensure that we are not involved in thedestruction of nature nor human rights infringement.
In our Business Innovation segment, specific subrules for paper procurement require not only quality standards but
also supplier criteria to ensure that our suppliers pay attention to biodiversity and respect the rights of local residents intheir business operations. To confirm the compliance status of existing suppliers and new suppliers, the officer responsible
for procurement chairs the CSR Paper Procurement Committee annually.
•Percentage of suppliers fully meeting our paper procurement standards for shared paper procurement (Business

Innovation): 100%
• Percentage certified paper brands for paper products in Business Innovation (in Japan): 42%

As references, please refer to 2.5.6 Environmental Efforts in the Supply Chain and 2.5.9 Efforts in Paper Procurement.
FUJIFILM Management Rules for Procurement of Plant-Derived Materials
https://www.fujifilm.com/jp/en/about/sustainability/procurement
FUJIFILM Business Innovation paper procurement regulations:
https://www.fujifilm.com/fbglobal/eng/company/csr/svp2030/environment/chem_bio.html#anc02

FUJIFILM Holdings Corporation Sustainability Report 2023

100

Environmental Aspects

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
contamination and soil contamination have led to the degradation of biodiversity, not only in areas where our factories
are located, but also in surrounding regions and nearby river systems, which in some cases require a very long period oftime for recovery. To prevent such incidents, in addition to compliance with relevant laws, we have established voluntary
control levels designed to raise site management to a higher level.
(2) Environmental protection in local communities• Preservation of paddy fields in areas that are water sources
FUJIFILM MATERIAL MANUFACTURING CO., LTD. Kyushu Area (former FUJIFILM Kyushu) has signed contracts with
farmers in Minami-Aso Village to support rice cultivation with the aim of replenishing groundwater levels and preserving
the paddy field landscape since fiscal 2010. Since fiscal 2020, preservation activities have engaged in at Kikuyo-machi
where its factory is located. Employees of the company and their families participate in planting and harvesting rice every
year.
• Maintaining forests that protect watersheds
FUJIFILM MATERIAL MANUFACTURING CO., LTD. Kyushu Area (former FUJIFILM Kyushu) cooperates in planting trees
and maintaining forests that protect the catchment function of the watershed on 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.

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

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

101 FUJIFILM Holdings Corporation Sustainability Report 2023

3.7 ｜ Biodiversity Conservation

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102Social Aspects

4.1 Employee Overview

Definitions in this section (Chapter 4.1)
・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・Fujifilm Group Overseas: FUJIFILM Holdings Corporation andits consolidated companies outside of Japan

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

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

As of March 31, 2023

Total

Male

% of Total

Female% of Total

7

7

100%

0

0%

73,87851,90970%

21,96930%

Managerial personnel*2

13,818

11,543

84%

2,275

16%

General employees

60,06040,36667%

19,694

33%

9,635

−

−

−

−

Corporate vice presidents(excluding Directors)*1
Regular employees

Non-regular employees*1 F
 UJIFILM Holdings Corporation
One female corporate vice president is no longer included in the number as she became a director.
*2 Based on the definition by each overseas subsidiary

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4.1 ｜ Employee Overview

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

As of March 31, 2023

Total

Male

FemaleNumber of employees
Proportion

4,607
100%

3,772
81.9%

835
18.1%

Managerial personnel Proportion

1,154
100%

1,096
95.0%

58
5.0%

Average age

42.82

43.19

41.15

Average length of employment(years)

17.86

18.00

17.24

Utilization of paid leave*1

73.5%

−

−

Turnover rate*2

1.81%

1.87%

1.49%

Percentage of male employees
taking childcare leave*3

52.0%
All Workers

Regular Workers

Part-time or Temporary Workers

70.4%

72.7%

62.6%

Gender wage gap *4

Regular Workers
Managers

General101.1%

79.6%*1 F
 rom October 1, 2021 to September 30, 2022
Attrition + Voluntary*2 Turnover rate =Total number of regular employees at FUJIFILM Corporation at the end of the preceding fiscal year + number of retirees(numerator not counting compulsory retiree, transferee to other group companies, or retiree through the early retirement program)*3 O
 f male regular employees whose spouse gave birth between April 1, 2022 and March 31, 2023, the total of those who took leave by order,used expired Stock Leave for childcare, or took special leave for supporting the spouse at the time of childbirth (excluding overlaps).
*4 T he percentage of average wage for female compared with the male average wage being regarded as 100.

FUJIFILM Business Innovation

As of March 31, 2023

Total

Male

FemaleNumber of employees
Proportion

4,505
100%

3,806
84.5%

699
15.5%

Managerial personnel Proportion

956
100%

872
91.2%

84
8.8%

Average age

45.14

45.89

41.09

Average length of employment(years)*1

20.10

20.67

17.03

Utilization of paid leave*2

75.3%

−

−

Turnover rate*3

4.89%

4.59%

6.50%

Percentage of males taking
childcare leave*4

82.2%
All Workers

Regular Workers

Part-time or Temporary Workers

75.8%

78.7%

71.9%

Gender wage gap*5

Regular Workers
Managers

Managers

98.8%

82.1%

*1 Y
 ears of service as of March 31, 2023. Duration of less than a year rounded down.
*2 From October 1, 2021 to March 31, 2023
*3 T
 urnover rate =Attrition + Voluntary
Total number of regular employees at FUJIFILM Corporation at the end of the preceding fiscal year + number of retirees(numerator not counting compulsory retiree, transferee to other group companies, or retiree through the early retirement program)*4 O
 f male regular employees whose spouse gave birth between April 1, 2022 and March 31, 2023, the total of those who took leave by order,used accumulated expired paid leave for childcare, or took special leave for supporting the spouse at the time of childbirth (excluding
overlaps).
*5 T he percentage of average wage for female compared with the male average wage being regarded as 100.

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104Social Aspects

3. Fujifilm Group Japan operating companies: New regular employee hires
FUJIFILM Corporation

As of March 31, 2023

Total

Male

Female

129

96

33

Technical positions

78

59

19

Administrative
positions

51

37

14

Total
Number of new
graduate new hires*1

Starting salaries for
new graduates

Graduate

246,000 yen*3

Master273,900 yen*3

Doctor

297,900 yen*3

Number of mid-career recruitment*2

46

34

12

*1 The number of new employees joined on April 1, 2023 (including graduates and postgraduates).
*2 The number of employees, excluding new graduates, joined within relevant fiscal year.
*3 Amount after the labor-management agreement on June 1, 2023

FUJIFILM Business Innovation

As of March 31, 2023

Total

Male

Female61

45

16Technical positions

47

37

10

Administrative
positions

14

8

6

Total
Number of new
graduate new hires*1

Starting salaries for
new graduates

Graduate

246,000 yen*3

Master273,900 yen*3

Doctor

300,400 yen*3

Number of mid-career recruitment*2

16

15

1

*1 The number of new employees joined on April 1, 2023 (including graduates and postgraduates).
*2 The number of employees, excluding new graduates, joined within relevant fiscal year.
*3 Amount after the labor-management agreement on June 1, 2023

Number of New Employee Hires*
FY2018FY2019FY2020

FY2021

FY2022

152

152

122

129

175

Male

110

118

96

101

130

Female

42

34

26

28

45

174

192

208

81

77

Male

139

149

162

61

60

Female

35

43

46

20

17

326

344

330

210

252

Male

249

267

258

162

190

Female

77

77

72

48

62

Total
FUJIFILM Corporation

Total
FUJIFILM Business
Innovation

FUJIFILM Corporation
and FUJIFILM Business
Innovation

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

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4.1 ｜ Employee Overview

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

As of March 31, 2023

FY2022
FUJIFILM Corporation

90

FUJIFILM Business Innovation

104* Employees re-employed during the relevant fiscal year

5. Fujifilm Group Japan operating companies: Nationalities of employees
Since 2019, we have kept a record of the nationalities of employees directly employed in Japan by our major operatingcompanies. As of the end of fiscal 2022, we had 232 employees from 20 countries and regions outside Japan; the top four
nationalities in descending order are China (132), Korea (39), Brazil (30), and Philippines (4).

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106Social Aspects

4.2 Diversity and Equal Opportunities for Employees
Definitions in this section (Chapter 4.2)
・Fujifilm Group: FUJIFILM Holdings Corporation and its consolidated companies
・Fujifilm Group Japan: FUJIFILM Holdings Corporation and its consolidated companies in Japan・Fujifilm Group Overseas: FUJIFILM Holdings Corporation and its consolidated companies outside of Japan

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

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

4.2.2 Management System
One of the Priority Issues addressed in the Sustainable Value Plan 2030 (SVP 2030), our CSR plan, states “Create systems
and workplaces so that the Fujifilm Group’s diverse employees may exert their capabilities and creativity to the fullest
extent.” Concretely, we set the following targets to monitor the progress of our efforts to transform the way we work andto advance diversity and inclusion: (1) Promoting talented employees worldwide; (2) Promoting women in leadership; (3)Continue exceeding the legally-stipulated rate of employment of people with disabilities (in Japan); and (4) Achieve zero
retirement of employees due to childcare or nursing care (in Japan).
We clearly state respect and promotion of diversity and prohibition of discrimination in the Fujifilm Group Charter for
Corporate Behavior and Code of Conduct. Our Code of Conduct is shared in 24 languages and penetrated through theGroup across the globe by trainings including e-Learning.
In November 2022, we established the DE&I (diversity, equity, and inclusion) Promotion Group within the Human
Resource Division. Under the banner of “Respect and support each other's STORY in diverse situations,” the group helps
female employees work more extensively, provides support for childcare and nursing care, and enables men to be more
involved in childcare. The group is working to build a corporate culture with a higher awareness of DE&I among employees
by holding sessions on balancing work and childcare for those who have just returned from childcare leave and their
managers, and have organized an employee community, +STORY Childcare Salon.

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4.2 ｜ Diversity and Equal Opportunities for Employees

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

1. Targets and results
Target 1: Promoting talented employees worldwide
Principal indices: Percentage of international employees*1 in major positions*2 in the Fujifilm GroupFY2030 target: 35%, FY2022 results: 27.8%*1 International employees: Non-Japanese. We continue to promote talents who can lead our businesses in different markets regardless of theirnationalities.
*2 Major positions: Presidents of major subsidiaries, general managers of major businesses, and several other senior positions. Taking our Group
globally, we reviewed our key senior positions. In addition to the existing major positions in our Group companies, we include key senior
positions in our businesses and headquarters that are becoming increasingly important when looking toward the future.

Percentage of International Employees in Major PositionsFujifilm GroupAs of March 31, 2023

FY2019FY2020

FY2021

FY2022

FY2030 Target

26.0%

27.1%

27.7%

27.8%

35%

Target 2: Promoting women in leadership
Principal indices: (1) Percentage of women in managerial positions in the Fujifilm GroupFY2030 target: 25%, FY2022 results: 16.5%(2) Percentage of women in managerial positions in the Fujifilm Group Japan
FY2030 target: 15%, FY2022 results: 6.9%
We aim to promote talented female employees to managerial positions across the Fujifilm Group, and at the same time,
we plan to enhance hiring of a greater number of female future-manager candidates.
Fujifilm and FUJIFILM Business Innovation individually formulated a five-year action plan covering fiscal 2021-2025 forpromoting women’s advancement in response to the Act on Promotion of Women’s Participation and Advancement in the
Workplace. Both plans have been made public.
The percentage of female managers is between 10 and 14% in the manufacturing industry in Japan. We have set
steadily achievable targets based on our past records.
To attract and train as many as manager candidates as possible, we have adopted a range of systems to support female
employees as a first step. To support their job and childcare, we provide a session for those who have recently returned
from childcare leave and their managers. External instructors explain the keys to balancing work and childcare, theimportance of support from colleagues and managers, and organize a panel discussion between employees and their
managers. In this way, we are helping employees come back to work smoothly and continue to follow their careers. We
have also set up three-monthly meetings for employees on childcare so that they can talk and share their feelings and any
problems relating to balancing work and childcare.
We continue to work to achieve our current targets and will aim for higher targets through steadily implementing
measures.
Percentage of Women in Managerial Positions

As of March 31, 2023

FY2018FY2019FY2020

FY2021

FY2022

FY2030 Target

Fujifilm Group*

13.9%

14.5%

15.4%

16.1%

16.5%

25.0%

Fujifilm Group Japan

5.4%

5.4%

5.8%

6.4%

6.9%

15.0%

* Based on the definition by each overseas subsidiary

FUJIFILM Holdings Corporation Sustainability Report 2023

108

Social Aspects

Target 3: Continue exceeding the legally-stipulated rate of employment of people with disabilities(in Japan)
Principal indices:	Percentage of employees with disabilities according to the group-wide calculation under
FUJIFILM Holdings
FY2030 target: Higher than the legally-specified percentage (2.35%), FY2022 results: 2.45%
Since fiscal 2016, the Fujifilm Group Japan’s percentage of employees with disabilities remains higher than the legallyspecified percentage. We will continue to maintain this figure in the future.
In order to create inclusive workplace for all employees including members with disabilities, we continue ourcollaboration with external agencies such as the Vocational Training Center for the Disabled. Together with those experts,
we have identified jobs for physically challenged employees and supported their retention. Further, we have set up newworkplaces to help people with intellectual or mental disabilities gain opportunities to actively participate in working.
Percentage of Employment of Persons with Disabilities*

Fujifilm Group Japan

As of May 1, 2023

FY2018FY2019FY2020

FY2021

FY2022

FY2030 Target

2.32%

2.42%

2.48%

2.47%

2.45%

2.35%
(Higher than the legally
specified percentage)* We disclose the actual percentage determined by the group-wide calculation method under FUJIFILM Holdings.

Target 4: Achieve zero retirement of employees due to childcare or nursing care (in Japan)
Principal indices: (1) Job retention rate three years after returning from childcare leave
FY2030 target: 100% (Fujifilm Group Japan),
FY2022 results: 89.4% (FUJIFILM Corporation)(2) Job retention rate three years after returning from nursing care leave.
FY2030 target: 100% (Fujifilm Group Japan),
FY2022 results: 100% (FUJIFILM Corporation)
We are raising awareness about various systems for balancing between work and childcare, including usage of accumulated
expired paid leave among employees, particularly so that male employees can be actively involved in childcare. As fornursing care, we increased the types of support available through our nursing care consultation service in addition toholding a specialist seminar to prevent employees from leaving their jobs due to nursing care. In fiscal 2022, we enhanced
the home working system and work-life balance support system so that diverse employees can proactively work withmotivation, balancing their work and private situations. From April 2023, we started Work Style Innovation with DX. Not
limited to those currently facing major life events, all employees in the Group are encouraged to accelerate their work styleinnovation. While promoting digital transformation (DX)—such as utilization of the M365 communication tool and theshift to paperless—in day-to-day work, we aim to reduce the total working hours and generate business results throughencouraging diverse employees to work in lively and creative ways in less hours. We continue to create a better working
environment by introducing new measures to respond to the changing times.

Returning Rate from Childcare and Nursing Care leaves in FY2022
FUJIFILM Corporation

Lower column: number of people

Total

Male

Female98.4% (62/63)

100% (25/25)

97.4% (37/38)

100% (4/4)

100% (1/1)

100% (3/3)

Retention rate after 3 years fromreinstatement (childcare)*2

89.4% (42/47)

100% (16/16)

83.9% (26/31)

Retention rate after 3 years fromreinstatement (nursing care)*2

100% (1/1)

N/A

100% (1/1)

Returning rate from childcare leave*1
Returning rate from nursing care leave*1

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4.2 ｜ Diversity and Equal Opportunities for Employees

FUJIFILM Business Innovation Corp.
Total

Male

Female95.6% (87/91)

98.4% (63/64)

88.9% (24/27)

100% (9/9)

100% (7/7)

100% (2/2)

Retention rate after 3 years fromreinstatement (childcare)*2

70.3% (78/111)

63.8% (30/47)

75.0% (48/64)

Retention rate after 3 years fromreinstatement (nursing care)*2

100% (1/1)

100% (1/1)

N/A

Returning rate from childcare leave*1
Returning rate from nursing care leave*1*1 Returning rate =Number of returned employees whose expiration date of the leave arrived in FY2022
Number of all employees whose expiration date of the leave arrived in FY2022*2 Retention rate after 3 years from reinstatement =Number of regular employees as of the end of the current fiscal year among those who
reinstated in the second preceding fiscal year
Number of regular employees reinstated after the leave in the second preceding fiscal year

*3 Based on the same method as *2

2. Systems for balancing work and life
We have established multiple company systems and offer various benefits that more than satisfy legal requirements inorder to accommodate flexible work during the period of life events such as childcare and nursing care.
FUJIFILM Corporation
Childbirth and Childcare

Nursing Care

Others• Maternity leave (within seven weeks before childbirth)• Leave of absence for childcare (two-year leave at maximum)• Stock Leave* for childcare• Child medical care leave program• Shorter working hours (student in the third grade or lower ofjunior high school)• Limited overtime work and late-night overtime• Special leave for supporting the wife at the time of childbirth• Reinstatement to same workplace after leave of absence forchildcare• Use of Stock Leave* for fertility treatment• Leave of absence for birth support (one year leave system for
fertility treatment)•L eave of absence fornursing care program•N ursing care leave
program• Shorter working hours
program for nursing
family member•S tock Leave* fornursing care•F lexible working hours•W orking from home•S
 pecial leave according to length of
employment•U sing of Stock Leave* for volunteer work•L eave of absence for volunteer work•S tock Leave* for self-development•L eave of absence when employee's spouseis transferred•D iscretionary labor system•R e-employment Program•P aid leave on an hourly basis* Stock Leave is unused paid leave that can be accumulated up to 60 days per employee to be used for medical treatment, rehabilitation,
childcare, nursing care, and volunteer activities.

FUJIFILM Business Innovation Corp. (All those systems provide for generous leave beyond that required by law.)Childbirth and Childcare

Nursing Care

Others• Maternity leave (within seven weeks before childbirth)• Leave of absence for childcare (two-year leave at maximum)• Accumulated paid leave* for healthcare of employees’ family• Child medical care leave program• Shorter working hours (student in the third grade or lower ofjunior high school)• Limited overtime work and late-night overtime• Special leave for supporting the wife at the time of childbirth• Reinstatement to same workplace after leave of absence forchildcare• Use of accumulated paid leave* for fertility treatment• Leave of absence for birth support (one year leave system for
fertility treatment)• Leave of absence fornursing care program• Nursing care leave
program• Shorter working hours
program for nursing
family member• Accumulated paid
leave* for nursing care•F lexible working hours•W orking from home•S
 pecial leave according to length of
employment/ refresh vacation•A ccumulated paid leave* for volunteer
activities•L eave of absence program for employees
participating in socially beneficial activities•L eave of absence program for selfdevelopment•L eave of absence for education•S upport program for senior employees’
second career•L eave of absence when employee's
spouse is transferred•R e-employment Program•P aid leave on an hourly basis* Accumulated paid leave is unused leave that can be accumulated up to 60 days per employee to be used for healthcare of the family, childcare,nursing care, and volunteer activities.

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Social Aspects

4.2.4 Freedom of Association
The Fujifilm Group clearly states that we maintain good relations between employees and employers 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 where business is conducted. Such statements are part of the Fujifilm Group
Code of Conduct and the Fujifilm Group Human Rights Statement.
Fujifilm Group Human Rights Statement: Consideration for Fujifilm Group Personnel
Fujifilm Group Code of Conduct: Article 9, Chapter 1 Basic Labor Rights

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

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

1. Labor union membershipAs of March 31, 2023

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

6,125

67.2%

FUJIFILM Corporation and FUJIFILM
Business Innovation Corp.

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

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

As of March 31, 2023

FY

Item

2018

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

2019

•R
 evision of maximum working hours and designation of timing to take Paid Leave, in linewith the amendments to the Labor Standards Act.
•R
 evision of the F-PRO* allowance•P artial revision of parts of the employee leave system to improve convenience and address
inadequacies in the system2020• Partial revision of wage rules• Partial revision of collective labor agreement and corresponding work rules to allow paid
leave for childcare or nursing care on an hourly basis• Addition of group companies in Japan as destination for temporary transfer of employees(e.g. FUJIFILM Healthcare Corporation)

2021

•P
 artial revision of wage rules (revision of starting salary)•E stablishment of a new site (Amagasaki)•C hange in job assignment destination within the Fujifilm Group in Japan (FUJIFILM
Business Innovation Corp. and else)2022• Partial revision of wage rules (revision of the F-PRO* allowance and supplement expansionof Shinkansen expense supplement etc.)• Revision of childcare leave rules (newly established childcare leave at a childbirth)* F-PRO: Discretionary labor system of FUJIFILM Corporation

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4.2 ｜ Diversity and Equal Opportunities for Employees

FUJIFILM Business Innovation Corp.

As of March 31, 2023

FY

Item

2018

•R
 evision of regulations for employees working abroad (January 1, 2019)•R evision of regulations of travel expense (January 1, 2019)•R evision of personnel systems (April 1, 2019)•E xpansion of coverage for remote working system (April 1, 2019)•E xpansion of coverage for home working system (April 1, 2019)

2019

•U
 pdates to the employee holiday and leave system (including congratulatory/condolence
leave, alternative holidays, etc.)

2020• Introduction of hour-based paid leave for nursing children or other family members•R evision of basic conditions at the time of transfer

2021

•F
 ixation of the number of annual scheduled holidays•C hange of normal working hours per day•R evision of welfare system

2022

•P
 rovision of a childcare counseling office, and procedure to confirm the intention ofchildcare leave usage based on the revised Act on Childcare Leave, Caregiver Leave.
•R evision of treatment when returning from leave for private/injury/illness reasons•R evision of childcare-related rules based on the Act on Childcare Leave, Caregiver Leave.
•R evision of remote working system•R evision of work-childcare balancing system (shorter working hours for childcare, childnursing care leave, pre-birth leave, accumulated expired leave)•R evision of retirement benefit system

4.2.5 Standard entry level wage
We confirmed that the standard entry level wage paid by the Fujifilm Group companies for fiscal 2022 exceeded thecurrent local minimum wage where the company is located.
Comparison Rate Between Standard Entry Level Wage and the Local Minimum Wage

% of companies* which
standard entry level wage
exceeded local minimum
wage

Japan

The Americas

EuropeAsia and Others

100%

100%

100%

100%

* Consolidated companies

FUJIFILM Holdings Corporation Sustainability Report 2023

112

Social Aspects

4.3 Health, Safety and Wellness of Employees
Definitions in this section (Chapter 4.3)
・Fujifilm Group: FUJIFILM Holdings Corporation and its consolidated companies
・Fujifilm Group Japan: FUJIFILM Holdings Corporation and its consolidated companies in Japan・Fujifilm Group Overseas: FUJIFILM Holdings Corporation and its consolidated companies outside of Japan

4.3.1 Basic Approach
In Fujifilm Group Code of Conduct, the Fujifilm Group clearly states that we comply with applicable occupational healthand safety laws and regulations, such as those designed to prevent workplace accidents. We also state that we aim to
maintain and enhance safe, healthy and fit working environments by giving due consideration to the physical and mental
health of our employees. In April 2019, we revised Fujifilm Group Occupational Safety and Health Policy to show concretemeasures based on 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 Kenkokeiei®* (health and productivity management). We believe it is one of the top managements’priorities to maintain and enhance the wellness of employees as our employees are the foundation imperative in realizing
our Corporate Philosophy and Vision.
* Kenkokeiei® is a registered trademark of Nonprofit Organization Kenkokeiei.
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’
occupational safety 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
to prevent 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. W
 e 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

Chairperson: President

Occupational Health and Safety
ESG Division of
FUJIFILM Holdings Corporation

113 FUJIFILM Holdings Corporation Sustainability Report 2023

Health Promotion
Human Resources Division of
FUJIFILM Holdings Corporation

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

1. Efforts for occupational health and safety
Group-wide target 1: Zero serious workplace accidents * Serious workplace accident: An accident that causes death or permanent disability.
Group-wide target 2: Workplace accident rate of 0.1 or less by FY2030.
Number of Employees Taking Occupational Health and Safety Training
FY2022
Fujifilm Group*

21,195* Including those who are acquired licenses, skill training courses, and special education required by law when engaging in hazardous work.

2. Serious workplace accidents in fiscal 2022
Fujifilm Group: 0
Number of Fatal Workplace Accidents

Fujifilm GroupFujifilm*
FUJIFILM Business
Innovation*

FY2018FY2019FY2020

FY2021

FY2022

FY2023
TargetEmployees

0

1

0

0

0

0

Contracted

0

1

0

0

0

0

Employees

0

0

0

0

0

0

Contracted

0

0

0

0

0

0

Employees

0

1

0

0

0

0

Contracted

0

1

0

0

0

0

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

FUJIFILM Holdings Corporation Sustainability Report 2023

114

Social Aspects

3. Workplace accident rate and workplace accident severity( ) : chemical industry average in parenthesis*6

Japan

FY2018

0.30

0.31

0.29

0.34

FUJIFILM Business Innovation and its
group companies in Japan*2

0.18

0.54

0.28

0.43

0.39

FY2018FY2019FY2020

FY2021

FY2022

2.71

1.36

2.01

1.40

1.94

2.71

1.53

1.85

1.40

1.87

−

1.23

2.24

1.39

2.05

Fujifilm and its group companies
outside of Japan
FUJIFILM Business Innovation and its
group companies outside of Japan

Japan

TargetWorkplace
accident rateof 0.1 or lessby FY2030

TargetWorkplace
accident rateof 0.1 or lessby FY2030

FY2018FY2019FY2020

FY2021

FY20220.00（0.01）

0.003（0.01）

0.004（0.01）

0.006（0.01）

0.007（0.01）

Fujifilm and its group companies inJapan*1

0.00

0.005

0.003

0.007

0.010

FUJIFILM Business Innovation and its
group companies in Japan*2

0.00

0.002

0.004

0.006

0.003

FY2018FY2019FY2020

FY2021

FY2022

0.06

0.031

0.036

0.025

0.031

0.06

0.043

0.033

0.021

0.040

−

0.022

0.041

0.029

0.018

Fujifilm Group (Japan)

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

FY2022

0.00

Fujifilm Group (Overseas)*3

Workplace
accident
severity*5

FY2021

Fujifilm and its group companies inJapan*1

Overseas
Workplace
accident
rate*4FY2020

0.12
0.42
0.29
0.36
0.36
（0.47） （0.42） （0.32） （0.58） （0.34）

Fujifilm Group (Japan)
Workplace
accident
rate*4FY2019Fujifilm and its group companies
outside of Japan
FUJIFILM Business Innovation and its
group companies outside of Japan

TRIR (Fujifilm Group)

TRIR*7FY2018FY2019FY2020

FY2021

FY2022

−

2.10

2.34

2.07

2.70

*1 F
 ujifilm: Unconsolidated until 2018; total data for Fujifilm and its group companies were used for calculation starting in FY2019.
*2 FUJIFILM Business Innovation: FUJIFILM Business Innovation were unconsolidated until FY2018. Total data for FUJIFILM Business Innovationand its group companies were used for calculation starting in FY2019.
*3 F ujifilm group companies outside of Japan until FY2018.
*4 W orkplace accident rate (LITR) =*5 W
 orkplace accident severity =Number of employees involved in workplace accidents
× 1,000,000
Gross number of hours worked

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

4.3.4 Employee Wellness

We have appointed President of FUJIFILM Holdings as Chief Employee Wellness Officer for the Group and Corporate
Vice President, General Manager of FUJIFILM Holdings Human Resources Division as Employee Wellness Officer for theGroup. Our Employee Wellness Promotion Group of FUJIFILM Holdings Human Resource Department acts the key role
to manage each wellness promotion department in the Fujifilm Group, and to plan and roll out group-wide wellness

115 FUJIFILM Holdings Corporation Sustainability Report 2023

4.3 ｜ Health, Safety and Wellness of Employees

promotion initiatives. The 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 Group companies are working closely with the Health Insurance Association and employee organizations(labor union and employees union), and healthcare staff (occupational health physicians, health nurses, and clinical nurses)
to maintain and promote employee wellness. Since fiscal 2019, we have assigned individuals responsible for employee
wellness promotion in every company in Japan at the officer and person-in-charge levels. Groupwide wellness promotion
meetings are organized to share the Group wellness policy and related information.

1. Enactment and dissemination of Fujifilm Group Employee Wellness Declaration
We regularly publish messages from the president concerning employee wellness to all Fujifilm Group employees.
From fiscal 2019 we have also been providing a health-related e-learning course under the supervision of occupational
health physicians. More than 43,000 employees in Japan participate in the course to raise their health awareness. At thesame time, we shared wellness information via FUJIFILM Holdings’ and Group companies’ intranets and newsletters. All
executive officers of FUJIFILM Corporation and FUJIFILM Business Innovation and the presidents of their subsidiaries havedeclared their personal wellness commitments on the intranet. With the disclosed commitments including endoscopic
screenings and no-smoking declarations by executive officers, we accelerate employee wellness under the leadership of
the top management.
We also established the Seven Actions for Good Health in July 2020 to help employees put into practice those habitsthat will support them maintain their healthy lifestyles.

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 theirworking hours and results of stress level checks. It visualizes each employee’s health status per company or across theentire 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 specificadvice for further 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 fiscal 2025.
(1) KPIs and Mid-term Target
Fujifilm Group KPIs in Health issues, Mid-term Targets and Results
Priority Areas

KPIs

Mid-term Targets
for FY2025

Results
FY2020

FY2021

FY2022BehaviorrelatedDiseases

Employees with BMI > 25

21%

27.0%

26.9%

26.8%

Employees with HbA1c > 6.0%

6%

7.8%

7.7%

7.9%

Smoking

Employees who smoke

12%

20.8%

19.6%

18.3%

Lungs

100%

98.9%

99.4%

99.3%

Stomach

100%

84.7%

81.9%

80.0%

Endoscope

90%＋

60.7%

59.9%

64.1%

Large
intestine

100%

91.5%

88.8%

89.6%

Breasts

90%＋

79.7%

77.5%

80.1%

Cervical

90%＋

66.9%

65.9%

67.2%

Cancer

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)

FUJIFILM Holdings Corporation Sustainability Report 2023

116Social Aspects(2) Efforts against cancer
Cancer is one of the five priority areas. We launched Fujifilm Nishi-Azabu Endoscopic Screening Clinic on the first floor of
Fujifilm Nishi-Azabu Building in 2014. For employees who require endoscope, we use our own system which incorporates
our unique advanced technology. The system includes transnasal endoscope which reduces nausea caused by gag reflex
that tends to occur with conventional transoral endoscope.
In April 2022, we opened FUJIFILM Mediterrace Yokohama, a medical clinic for Fujifilm Group Health Insurance
Association members, in FUJIFILM Business Innovation Yokohama Minatomirai Center. The clinic is equipped with the
Fujifilm Group’s latest endoscope and mammography systems, as well as an AI-driven medical IT system, enabling us tooffer high-quality health checkup services to our employees.
Moving forward, by fiscal 2025, we strive to bring this employees’ health checkup rate to 90% at lowest for stomach
cancer, large intestine cancer, breast cancer, and cervical cancer. We promote this initiative with our strong will tominimize the number of Group employees passing away from cancer by increasing the chances of early cancer detection
and receiving appropriate treatment.
Cancer Screening (Fujifilm Group Health Insurance Association Subsidy Program)Cancer type
StomachEsophagus

Large Intestine

BreastProcedure

Target GroupInterval

Endoscopy (X-ray)

Over 35/over 40

AnnualFecal occult blood test

Over 35/over 40

AnnualColonoscopy

Over 50

Once during
employment
periodFemaleAnnualUltrasound (under 39)
Mammography (over 40)

CervicalCytologic diagnosis

FemaleAnnualProstate

PSA (blood)

Male over 50

Biennial

Lung

Chest helical CT

Over 40

AnnualLiver, kidney, pancreatic, biliary tract

UltrasoundOver 35/over 40

Annual117 FUJIFILM Holdings Corporation Sustainability Report 2023

4.3 ｜ Health, Safety and Wellness of Employees

4. Wellness initiatives
We have started a wide range of initiatives for employees wellness under the leadership of the Employee Wellness Officer
assigned in each company.
(1) Initiatives in Japan<Example activities in Japan in the priority areas>
Priority Areas

FY2022 Programs

FY2022 Results, etc.
Results of the implementation survey for “Seven
Actions for Good Health”

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

Behavior-relateddiseases* S even Actions for Good Health is a set ofprac tices for employees to acquire
healthy habits.
(1) Check weight once a week;(2) Confirm your health checkup results;(3) No alcohol day once a week;(4) More than 6 hours of sleep every day;(5) 30 min. walk every day;
(6) Participate in the walk event (Arukatsu);(7) No smoking.

Yes(1) Checking weight oncea week smoking

49.7%

No

50.3%

(2) Watching your healthcheckup results

96.9%(3) No alcohol day oncea week

3.1%

84.3%

15.7%

(4) More than 6 hoursof sleep every day

63.1%

36.9%

(5) 30 min. walk every
day

66.4%

33.6%

(6) Participated in the
walk event (Arukatsu)(7) No smoking

44.5%

55.5%
80.9%

19.1%

Scope: All employees of the Fujifilm Group Japan 41,059 (FY2022)

Smoking

CancerOnline program for quitting smoking

42 participants

Free distribution of two weeks’ worth ofantismoking patches

143 participants

Free distribution of antismoking chewing gum

123 participants

Non-smoking during working hours

Incorporated into working regulations since April
2020

Smoking areas on company premises closed

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

Training by medical specialists

Lecture video over the intranet in Japan• Quit smoking seminar (Jun.)
Provided for wellness officers and wellness
managers in group companies (Nov., Feb.)

Training by medical specialists

Lecture video over the intranet in Japan• Breast cancer seminar (Sep.)
E-learning seminar for all employees• Recommendations for stomach & colon cancer
screening (43,259 viewers)

Mental health-related training• Mental health selfcare training (Mar.)• Improved conditions in high stress workplaces
judged by stress check results

Mental health consultation office

Established a mental health consultation office via
phone, face-to-face meeting, and web (24/7)

Mental health

Raising health awareness among employees
To further promote employee wellness, we set up the Seven Actions for Good Health Committee in fiscal 2022 jointly withall domestic group companies, the Health Insurance Association and employee organizations (labor union and employees
union).
We plan to expand the programs through which group employees can improve their health in a fun manner, such as
Arukatsu, a twice-yearly walking event (in spring and autumn) jointly organized by the Health Insurance Association andemployee organizations (labor union and employees union), and Arukatsu Koshien, a group-wide walking competition inwhich 33 (spring) and 38 (autumn) domestic group companies participate.
We found that there is positive correlation between the number of actions actually taken from the Seven Actions for

FUJIFILM Holdings Corporation Sustainability Report 2023

118

Social Aspects

Good Health, and the level of performance*1 and work engagement.*2 We recommend employees to put these actions
into practice.
*1 L evel of performance: Employees assess their own work performance over the last four weeks compared to their 100% performance when
they are free from illness or injury, using the Single-Item Presenteeism Questionnaire developed by the University of Tokyo.
*2 Work engagement: Defined as the state where three aspects are fulfilled. (1) Feeling refreshed or obtaining energy from one’s work (vigor);(2) Feeling pride and a sense of satisfaction in one’s work (dedication); and (3) Devoting significant energy to one’s work (absorption). We
measure this using the 3-item Utrecht Work Engagement Scale.

Seven Actions for Good Health and Performance Level

Performance level (%)

92.0

88.0

83.9

84.0

80.0

85.1

86.5

88.0

89.4

82.0
78.5

76.0

72.0

1

2

3

4

5

6

7

Number of actions taken by Fujifilm Group employees
Fujifilm Group employees in Japan: 38,006, Results: December 2022

Seven Actions for Good Health and Work Engagement
4.0Work engagement score

3.6
3.5

3.1
3.0

2.8

3.2

3.3

3.4

2.9

2.5

2.0

1

2

3

4

5

6

7

Number of actions taken by Fujifilm Group employees
Fujifilm Group employees in Japan: 38,006, Results: December 2022

(2) Initiatives around the world
FUJIFILM Holdings Employee Wellness Promotion Group started regular communications with the wellness promotersin the U.S., Europe, China, and Asia Pacific in fiscal 2019. For our overseas employees, various wellness programs aredeveloped and implemented taking into account local conditions such as medical care system and wellness practices ineach region or country.
Due to the COVID-19 pandemic, we have given the first priority to keeping our employees across the world safe from
infection. We are now exchanging healthcare information regularly with our companies in China, and strongly recommend
their employees to take the Seven Actions for Good Health. We will recommence information exchange with companies inother regions one by one.

119 FUJIFILM Holdings Corporation Sustainability Report 2023

4.3 ｜ Health, Safety and Wellness of Employees(3) Health promotion among suppliers
We confirm that our suppliers have external assessment results and certificates concerning their employees’ wellness.
We also provide a lecture every year for suppliers to raise health awareness among their employees by explaining theimportance of employee wellness and describing our own health promotion activities.
(4) Recognition
In March 2023, FUJIFILM Holdings was listed on the Health and Productivity Stock Selection for the third consecutive year.
The Health and Productivity Stock Selection certifies industry leader companies listed on the Tokyo Stock Exchange thatare actively promoting health and productivity management from a strategic perspective, recognizing the importance of
health and productivity management. The certification was started in 2015 jointly by the Ministry of Economy, Trade andIndustry, Japan (METI) and the Tokyo Stock Exchange.
Also, 36 companies (as of April 2023) in the Fujifilm Group were certified as “Health and Productivity White 500” for2023 accredited by METI. The certification is given to the 500 businesses engaged in excellent employees’ well-being
practices promoted by Nippon Kenko Kaigi (Health and Productivity Management Organization). The honor indicates thatthe active health and productivity management initiatives by those companies are highly recognized.
Listed on the Health and Productivity Stock Selection for the third consecutive year

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

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Social Aspects

4.4 Employee Development, Talent Attraction andEngagement
Definitions in this section (Chapter 4.4)
・Fujifilm Group: FUJIFILM Holdings Corporation and its consolidated companies
・Fujifilm Group Japan: FUJIFILM Holdings Corporation and its consolidated companies in Japan・Fujifilm Group Overseas: FUJIFILM Holdings Corporation and its consolidated companies outside of Japan

4.4.1 Fujifilm Group’s Human Resource Development― Develop employees who leverage change and pursue their own growth throughproactively setting stretch goals.

Under our “open, fair and clear” corporate culture, we aim to increase employee engagement while creating an upward
spiral of individual and organizational growth. For this aim, we place emphasis on building the basics of work and thefoundation for individual growth.
Fujifilm Group Employee Development

To become a company that creates change
Realization of Value from Innovation

Improvement of employee engagement
Growth of theorganization

Growth ofemployees

100 people weave the +STORY*1 of their 100 career paths while eachand every diverse employee maximizes their individuality and abilities

Acquire the foundations of work
Problem formulation ability (STPD)*2,
professional expertise, technical skills
Regarding themselves as the main people,
thinking about essential issues beyond their own roles,
involving those around them and taking action

Acquiring the foundation for self-growth (+STORY)(1) Capturing maximum opportunities for growth from the changes they
face, taking on challenges and growing autonomously(2) Through dialogue, immediate managers guide subordinates while
understanding their values and ideas, thereby fostering a willingness
to take on challenges

Business basics (communication skills, logical skills, etc.)/IT literacy skills
Open, fair, clear culture, wide-ranging business fields/technologies*1 Assistance program to acquire the foundation for individual growth*2 Fujifilm Group’s unique management cycle: See-Think-Plan-Do (STPD)

4.4.2 Structure for Human Resource Development
1. Human resource development programs(1) Build on the basics of work (Strengthening Problem formulation ability)
The Fujifilm Group defines its basics of work as the FF method. This method is implemented in all divisions anddepartments across the Group. The FF method refers to the See-Think-Plan-Do (STPD) cycle, where See is to collect thefactual information, Think is to capture their essence through consideration, Plan is to formulate approaches, and Do is
to implement the plan. We develop all employees—from new employees to those working overseas—to acquire the FF
method as an approach to their work.

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4.4 ｜ Employee Development, Talent Attraction and Engagement

The Fujifilm Group’s Unique Management Cycle – STPD (See-Think-Plan-Do)
Work steps

See

1 Collection of information

Think

3 Establishment of objectives and targets

2 Analysis of information and identification of issues

4 Development of achievement scenarios

Plan

5 Drafting of concrete implementation measures
6 Sticking to it and doing it thoroughlyDo

7 Reflection and summary (feedback for next time)See(2) Strengthen foundation for individual growth (self-development assistance program “+STORY”)
The Fujifilm Group has offered a self-development assistance program called “+STORY” with the aim of capturing
maximum opportunities for growth from the changes they face. Fostering a willingness to take on challenges and growthautonomously.
+STORY in the Fujifilm Group refers to the experience that each employee accumulates through their work. We named
this program hoping that employees could flourish through utilizing their personal feelings and experiences they acquired
through tackling the challenges they face at work and taking them as opportunities to grow. Also, learning from theirvaluable meetings with a variety of people, we hope that each employee will weave their own “story” of their experiences.
In this program, an employee has an annual interview with a manager—called the “+STORY Dialogue” in which theemployee and manager review the experiences of the past year together. We value that the employees accumulate theirstories deriving sustenance from all that they have experienced, so that managers can support their subordinates’ +STORY
through this dialogue to motivate them to take on new challenges.
As each and every employee creates their own unique +STORY, we believe that such diverse +STORIES serve as adriving force for the Fujifilm Group.
Objectives of the self-development assistance program “+STORY”

(1) Employees view changes as opportunities
for growth and embrace challenges.

Employee

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

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

2. Individual performance appraisal
The Fujifilm Group has been introducing performance assessments through the Management by Objectives approach inGroup companies across the world. The Management by Objectives approach draws out employees’ sense of 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. In those organizations orfunctions where the Management by Objectives approach is already in place, employees are to participate in one-on-one
meetings with their supervisors for annual or biannual performance review.

FUJIFILM Holdings Corporation Sustainability Report 2023

122Social Aspects

4.4.3 Results and Progress
1. Human resource development programs
The Fujifilm Group globally invests in human resource development by offering comprehensive learning and training
opportunities ranging from tiered programs for all levels of regular employees including people managers, executive
leadership programs, and professional skill development programs on top of the mandatory trainings delivered acrossthe Group.
FY2022 Training and Development Inputs

Total

Hours/Days

Amount Spentapprox. 1.60 million hours

approx. 3.1 billion yen

approx. 20 hours

approx. 37 thousand yen

Average per employee

In fiscal 2022, we focused on developing DX human resources, and reorganized our training system to take a morestructured approach. Our aim is to enable each employee to incorporate DX into their work voluntarily. For this purpose,
we raise awareness of the need for DX in their business and for acquiring tactical knowledge and skills to produce fruitfulresults.
We held the DX Literacy Course and the self BI Basic Course as an introduction to DX, in which some 40,000 employees
participated. We also held a “boot camp” to develop specialists such as business planners and architects who draw up
new businesses. Over a period of three months, they focused on running a cycle of learning and putting their acquired
knowledge into practice on actual issues. We plan to accelerate our business reforms by enabling these specialists to playcore roles in the company’s DX.
The Fujifilm Group’s Reinforced DX HR Development Program
Business DX

Build new business models

Creating
outcome<practicalapplication>

Developing
DX specialists

DX for products and services

Improve business speed and quality

Business planners

Training boot camp

Business planners

Training boot camp

Product architects

Training boot camp

Product architects

Training boot campSpecialists

Training session

Specialists

Training session

Learn how to apply the best tools in the issue of their work
Machine learning: 500 participants, Natural language analysis: 500, Self BI (Advanced): 2,000,
Python: 800, etc.

Acquiring skills<practice>
Acquiringknowledge

Hands-on training
Learn tools by hands-on training
Self BI (Intermediate) 3,500 participants

Training to reinforce
data usage skills

Machine learning, Natural language analysis,
Numerical analysis, Low coding, No coding

Machine learning,
Natural language

Choose the best tool to solve an analysis, Numericalanalysis
issue in work to master its usage

Programming
AI implementation
skill training

Low
codingData usage awareness training
MindsetPromote data usage, and increase understanding of internal data foundation and BI tools
Self BI (Basic) 35,000 participants, etc.

DX basic training
Provide DX basic knowledge
DX Literacy Course: 40,000 participants, IT Passport Acquirement Support Course: 7,000

DX
practitioner
community
Place forpractitioners
to learn fromeach otherand share
their cases

Power
Platform,
Cloud BI,
Agile,
original tools,etc.

Web portal
training
Internal andexternal training
contents
accessible by
all groupcompany
employees

Varioususefulcontents

Reinforcing common DX foundation

Work follow-up training

2. Self-development assistance program “+STORY” and “Challenge Cycle”
Based on the concept of +STORY, we provide the +STORY program which includes “+STORY Dialogue” for employees
and managers, “+STORY LIVE” online live streaming program, “+STORY Site” intranet program which publishes employee
interviews, and “+STORY Challenge System,” which offers internal job posting system. We also formed the +STORY
Challenge Cycle to link these activities in the +STORY program within the +STORY philosophy.

123 FUJIFILM Holdings Corporation Sustainability Report 2023

4.4 ｜ Employee Development, Talent Attraction and Engagement

The +STORY Challenge Cycle is presented to employees as a challenge cycle in the Fujifilm Group. The cycle has thefollowing steps: (1) Face the task at hand and become the main person -> (2) Capture the essence -> (3) Challenge,
execute and achieve -> (4) Look back on experience-> (5) Self-improvement and active learning -> Back to (1). All +STORY
activities are linked to this cycle and are designed to drive forward the cycle for all ages and job classes.
In June 2023, our +STORY program, including the +STORY Academy which will be explained in the following section,
received awards for excellence in the Human Resource Development category at the 12th Japan HR Challenge Awards
2023, sponsored by the HR Research Institute. Moreover, FUJIFILM Holdings was awarded the highest honor in the
Corporate HR category of HR Awards 2023, bestowed by HR Vision Co., Ltd. and hosted by the HR Awards Steering
Committee.
“+STORY Challenge Cycle” turning change into growth opportunities
Face the task at hand andbecome the main person(fostering ownership, thoughts
and passion)

hand and become
the main person

Acquire the knowledge, ability
and expertise necessary for the
next challenge. Refine it. Learn
from the experiences of others+Story Academy+STORY LIVE+STORY intranet website

With a vision of what you want
to do and how you want toachieve results in light of yourgoals, you will cultivate yourpassion, thoughts and courage
for work.

Face the task at

Self-improvement/
Active learning

Capture the essence

Self-improvement

Capture theActive learningessence

Look back on experience
The experience gained throughwork, including encounters withpeople and feelings of joy andregret, is given meaning andused as food for oneself. Talk
with supervisors and get theirattention.

+STORY Dialogue/sheet+STORY design program

Learning
OFF-JT

To make your dreams cometrue, seriously think throughwhat you should do, repeat thereasons, and grasp the essenceof it. (ability to think with one’s
own head)Strengthen problem
formulation ability

Practice
OJT

Challenge, executeand achieve

Look back on
experience

Challenge, executeand achieve(develop ability
to accomplish)

Take a panoramic view of thewhole, face reality and change
without escaping, actively
involve people around you
without being caught up in theframework of roles, etc., andwork through to the end.

Strengthen problem
formulation ability

3. +STORY Academy to support employees’ voluntary learning+STORY Academy is a platform to support and promote employees’ voluntary learning for their growth. After employees
identify the skills to be learned to create their future +STORY through the +STORY Dialogue with their supervisors, they
can have free access to online training courses, such as “GLOBIS Unlimited Learning” provided by Globis, Inc., and “Udemy
Business” by Benesse Corporation. More than 2,000 diverse courses are available, covering topics in specialist areas,such as business skills and MBA course essentials, to practical areas, such as languages, project management, specialized
technology and programming.
The +STORY Academy also offers other programs, such as “catch UP Seminars” for engineers, which features lecturesby invited experts of advanced research and projects conducted in universities and institutes, and “connectJAM,” to teachcross-boundary business operations, including lectures on technologies, development, and commercialization, deliveredby colleagues. The catch UP Seminars are designed to reinforce knowledge that covers a wide range of fundamental
manufacturing technologies from cutting-edge bio technology to functional material synthesis technology. We held 40 to
50 seminars in the year from April 2022 to March 2023, with nearly 1,400 participants.
With the +STORY Academy, we are building an environment in which our employees can continue learning in alternating
OJTs (practicing) and Off-JTs (learning) throughout their career path.

4. Employee engagement
We believe that maintaining an organization in which employees are highly engaged in their work and are acting
spontaneously while embracing the corporate philosophy and vision, will lead to corporate growth. In December 2022, we
FUJIFILM Holdings Corporation Sustainability Report 2023

124Social Aspects

conducted an Employee Engagement Survey of over 76,000 group employees across the world. The response rate was ashigh as 90% and the resulting engagement score* was 80%, which is satisfactory.
We plan to conduct this survey every year to identify any issues across the entire Group. We also plan to provide
each workplace with an opportunity to discuss their survey result to identify both their strengths and any issues to beaddressed. We intend to utilize these discussions to improve employee engagement across the Group and support thegrowth of both employees and organizations.
* Engagement score: percentage for the two most favorable responses out of a five-point rating scale (positive responses). The higher the score,
the higher the employees’ motivation and willingness to contribute.

Employee Engagement Survey
Response Rate

Number of Responses

Engagement Score

90%

68,48580%

The Fujifilm Group as a whole(global results)

5. Attracting talented human resources
As an organization that operates a wide range of businesses across the world, the Fujifilm Group puts the highest priority
on securing talented human resources and constantly strengthens recruitment measures.
In recent years, we have been actively hosting IT-related interns and organizing events, such as the Fujifilm Group
Hackathon*1 and the Materials Informatics Academy*2 to recruit human resources with advanced IT skills. These eventsare designed to nurture students in the AI and IT fields and to recruit excellent and talented people.
*1 F
 ujifilm Group Hackathon: An event to develop human resources who has problem formulation ability to respond to that meet advanced ICT
demands, proposing IT-based new services and solutions that can add value for existing businesses in the Fujifilm Group.
*2 Materials Informatics Academy: Materials informatics is a field of study to accelerate materials development utilizing information science. In
this academy, participants learn the technical skills and ideas on the field of study as a subject testing their implementation of its program
and result accuracy.

6. Individual performance appraisal
We completed the introduction of the Management by Objectives approach to all Fujifilm Group employees in Japanby fiscal 2019. Employees have an interview with their mangers every six months or one year to review their level ofachievement towards the goals set at the beginning of the term, along with the processes they followed. The manager also
gives the employee a relative appraisal of those in the same job class to create a plan for the following term.
Implementation of the Management by Objectives Approach (Fujifilm Group Japan)

As of March 31, 2023

FY2022
Percentage of employees subject to theManagement by Objectives approach

100%

Percentage subject to relative appraisal in
the same job class100%

7. 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.
Employee Stock Owners
FY2018FY2019FY2020

FY2021

FY2022

Number of employee stock
owners

10,688

11,344

13,227

14,19715,154% of ownership*

30%

32%

37%

39%

41%

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

125 FUJIFILM Holdings Corporation Sustainability Report 2023

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 tothis 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 humanrights principles, including the UN International Bill of Human Rights and the UN’s Guiding Principles on Business andHuman 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 across the world and it was introduced after adoption by the CSR Committee (current ESG Committee),chaired by the President of FUJIFILM Holdings Corporation in 2018.
The Fujifilm Group aims to grow together with our suppliers through sharing with them the importance of social
responsibility and corporate ethics in undertaking business activities. With this aim, we communicate to our suppliers
our “Request to Suppliers” which refers to Fujifilm Group Charter for Corporate Behavior and Code of Conduct, andFujifilm Group Sustainable Procurement Guidelines, and request them to operate in line with the Charter and the Code.
As a company operating in Japan, we also implement initiatives to support respect for human rights in our supply
chain, following the Guidelines on Respecting Human Rights in Responsible Supply Chains announced by the Japanese
government in September 2022.
In step with the expansion of our healthcare business, in July 2020 we established the Fujifilm Group Global Healthcare
Code of Conduct to clarify our basic principles, such as respect for the human rights of our patients in all of our activities,
as well as to ensure appropriateness and transparency in our interactions with medical professionals. In April 2023, theGuidelines on the Global Healthcare Code of Conduct intended for our employees were updated. In December 2020, we
adopted the Fujifilm Group AI Policy as the basis for our active utilization of AI in the drive to accelerate our efforts toresolve social issues in our various business areas. In view of the fact that AI technology has yet to reach maturity, we will
examine the risks that are likely to emerge in ethics and other areas to ensure that we carry out our business activities withrespect for basic human rights.
Fujifilm Group Charter for Corporate Behavior Article 2. Social Responsibility, Article 3. Respect for Human Rights, Article 5. Vibrant Workplaces
https://holdings.fujifilm.com/en/about/philosophy/conduct
Fujifilm Group Code of Conduct Chapter 1 Respect of human rights

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

Fujifilm Group Global Healthcare Code of Conduct

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

Fujifilm Group Human Rights Statement

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

Fujifilm Group Sustainable Procurement Guidelines, Request to Suppliers and Fujifilm Group Sustainable Procurement Guidelines
https://holdings.fujifilm.com/en/sustainability/vision/policy/procurement
Fujifilm Group AI Policy

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

4.5.2 Management System
1. Promotion structure
In the Fujifilm Group, priority issues concerning human rights and the results of measures to prevent/mitigate any violations
are reported to and deliberated on by the FUJIFILM Holdings ESG Committee (chaired by the President) and then reported
to the Board of Directors. The ESG Committee’s policy states clearly that “activities for identifying significant humanrights issues in business activities and preventing and reducing any issues” shall be deliberated on and decided by theCommittee.
Resources to ensure respect for human rights are allocated by the section in question on a day-to-day basis dependingon the potential impact: by Human Resources Division for issues concerning Fujifilm Group employees and by procurement
divisions for issues concerning suppliers or in-plant contractors. Prior to completing a merger and acquisition or at thestart of a new business involving a large investment, we assess the appropriateness of the investment by reviewing thehuman rights status as part of our comprehensive due diligence.

FUJIFILM Holdings Corporation Sustainability Report 2023

126Social Aspects

2. Human rights due diligence process
The Fujifilm Group has implemented a human rights due diligence process in accordance with the procedures set out inthe UN Guiding Principles on Business and Human Rights, covering all business activities we are operating or involved in.

1

Identification andassessment ofadverse humanrights impacts

Human
RightsStatement

2

Prevention andmitigation ofadverse impacts

Human
Rights Due
Diligence4

Grievancemechanism

3

Information
disclosure

Stakeholder
engagement

Monitoring

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, evaluate likelihood and severityof impacts, examine and implement preventive or mitigating measures, communicate with external stakeholders, anddisclose relative information. We summarize the findings from the risk assessment in a form of risk map and revisit itperiodically.
In the Fujifilm Group, the ESG Committee recognizes and reviews any groupwide priority risks involved in its businessactivities from a human rights perspective. Issues related to human rights were identified in the groupwide priority risk
mapping for fiscal 2023.

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

Severity (scale, scope)Anti-Corruption(3) Violations of the rights ofclinical trial participantsin healthcare business

Protecting Privacy
information

Conflict
Minerals

Human Rights
of Patients

Environmental
Conservation

Long Working
Hours

Protecting Privacy
information
Discrimination

Supplier
Company
Employees

Product Safety

ConsumerCommunity

Freedom of
Association

Forced Labor,
Child Labor
Workplace
SafetySocial Security
Long Working
Hours

Discrimination,
Harassment

Discrimination,
Harassment

Workplace
Safety(2) Long working hours, discriminationand harassment of our employees

Mild
Low

127 FUJIFILM Holdings Corporation Sustainability Report 2023

LikelihoodHigh4.5 ｜ Human Rights

4. Prevention and mitigation of adverse impact on human rights and progress
The Fujifilm Group is implementing a number of initiatives to prevent or mitigate any adverse impact on the following threegroup-wide priority human rights issues.
(1) Inappropriate work environment and labor practices at suppliers
The Fujifilm Group operates businesses that require assembling and processing products and parts, and has a large numberof suppliers to work with. In these circumstances, one of our priority human rights issues to tackle is possible inappropriate
work environment and labor practices at our suppliers. The Fujifilm Group implements actions for respecting human rights
in our supply chain at the suppliers and in-plant contractors mainly within the framework of sustainable procurement.
We clearly specify the Procurement Policy and Request to Suppliers as a procurement approach and present specificcheckpoints in the Fujifilm Group Sustainable Procurement Guidelines to gain the understanding of suppliers involved inour global product manufacturing regarding the importance of CSR management. On the other hand, to ensure that the
suppliers understand our approach to procurement, employees who participate in our procurement activities must also
be aware of the importance of sustainable procurement. Our regular in-house procurement meetings arrange for reports
to be presented on sustainable procurement activities and for any issues to be shared, emphasizing the importance ofacting to ensure respect for human rights.
In the Sustainable Value Plan 2030 (SVP 2030), our CSR plan announced in 2017, we committed to reinforce the
CSR foundations such as labor practices, human rights, environment, and corporate ethics throughout the supply chain
which we set as the base for business activities. The Group’s sustainable procurement program comprises the following
4-step cycle: (1) Communication of sustainable procurement-related policies; (2) Risk assessments on suppliers; (3)Requesting suppliers to improve and offering support; (4) Improvement activities by suppliers. We provide various checks
and support for suppliers, aiming to eliminate forced labor and child labor and encouraging better labor management,
occupational health and safety, and consideration for migrant workers.
Procurement Policy, Request to Suppliers and Fujifilm Group Sustainable Procurement Guidelines
https://holdings.fujifilm.com/en/sustainability/vision/policy/procurement
Sustainable Value Plan 2030 (SVP 2030), Mid-Term to Long-Term CSR Plan
https://holdings.fujifilm.com/en/sustainability/plan/svp2030(2) Long working hours, discrimination and harassment of our employees
Employee education regarding human rights issues
The Fujifilm Group conducts the global education for all the executive officers and employees on the Human Rights
Statement as well as Fujifilm Group’s Charter for Corporate Behavior and Code of Conduct. All global executive officers
and employees are required to declare to comply with the 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 andguidance are issued to the business divisions exceeding the designated levels and the necessary corrective measures are
implemented continuously. We address harassment issues by implementing measures coordinated to fit the conditions at
each company or business division, in addition to regular training programs.
(3) Violation of the rights of clinical trial participants in healthcare business
The Fujifilm Group Global Healthcare Code of Conduct published in fiscal 2020 opens with a declaration of respect for theright to self-determination, dignity, privacy and the human rights of clinical trial participants.
Our Global Healthcare Code of Conduct has been disseminated across the Fujifilm Group. It applies to all executive
officers and employees in our healthcare businesses as well as to our subcontractors, temporary workers, sales agentsand distributors, and all other business partners and interested parties involved in the provision, sales and support of ourhealthcare products and services. To ensure that the standards and requirements of the Fujifilm Group Global Healthcare
Code of Conduct are respected, the In-house Guidelines on the Global Healthcare Code of Conduct that explain the Codein detail were also released. In fiscal 2020, the first effective year of the Global Healthcare Code of Conduct, Healthcare
Compliance Training Programs were held for some 3,500 employees in the healthcare business, including the medical
systems and pharmaceuticals businesses. A basic e-learning program was implemented for around 20,000 employees

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Social Aspects

globally. We now conduct regular training programs for all executive officers and employees in the healthcare business.
Complaints related to healthcare products and services are reported promptly to the relevant business division oraffiliate. Appropriate investigation will then be carried out, followed by corrective measures where necessary. Complaints
may be reported to the relevant regulatory authority where appropriate.

5. 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 toeither (1) each company or region, or (2) FUJIFILM Holdings. In either case, the anonymity of the whistle blower is ensured
and therefore employees will not be unfavorably treated because of their report.
For the results of the whistle-blowing system in fiscal 2022, see 2.2.6-3 Whistle-blowing and consultation reports inthis report.
As a mechanism for gathering opinions from employees, we launched a Fujifilm Group Employee Engagement Survey
for the entire Group in fiscal 2022. The survey consolidates all previously conducted employee awareness surveys
covering such topics as compliance and brand management. The survey is standardized on a global scale, allowing us
to make developments and issues relating to Fujifilm Group employees visible from a variety of perspectives. We will
utilize the findings from this survey to be conducted every year to identify and improve human rights issues related to ouremployees. For the results in fiscal 2022, see 4.4.3-4 Employee Engagement.
For external stakeholders, we provide “Contact regarding Sustainability” form on our official website to listen to the
feedbacks on our sustainability activities including those related to human rights from the public at large, both anonymously
and otherwise. All complaints and suggestions will be considered and handled appropriately after investigating the facts.
Contact regarding Sustainability

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

6. 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 toundertake 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. Under the program, NGOs, NPOs, academic experts and other businesscorporations engage in discussions on human rights due diligence as recommended in the UN Guiding Principles on
Human Rights and Business and human rights issues in each industry.
* CRT Stakeholder Engagement Program (SHE)(Japanese)

http://crt-japan.jp/portfolio/she-program/(English)http://crt-japan.jp/en/portfolio/human-rights-due-diligence-workshop/

4.5.3 Results for Measures Including Remedies and Corrective Actions
1. Establishing and disseminating policies related to human rights(1) Fujifilm Group Charter for Corporate Behavior and Code of Conduct
In addition to providing appropriate training programs, the Fujifilm Group requires all executive officers and employees in
the worldwide Group to comply with its basic stance on respect for human rights as stated in the Fujifilm Group Charterfor Corporate Behavior and Code of Conduct. In fiscal 2022, all executive officers and employees worldwide complied, and
96% underwent training and have issued declarations. Additionally, stratified training on respect for human rights is being
conducted for new employees, newly appointed managers and newly appointed executive officers.
(2) Fujifilm Group Global Healthcare Code of Conduct
In fiscal 2020, the Fujifilm Group established its Global Healthcare Code of Conduct to make clear its stance on respectfor human rights in its healthcare business activities. In-house Guidelines on the Global Healthcare Code of Conduct that

129 FUJIFILM Holdings Corporation Sustainability Report 2023

4.5 ｜ Human Rights

explain the Code in detail were published at the same time and were revised in April 2023.
We have been conducting training every year since the start of the program to ensure a broader awareness and fulldissemination of the Code. Training in the Global Healthcare Code of Conduct was held in October through November 2022
for all 14,017 executive officers and employees in the healthcare business in Japan. Additionally, a Healthcare Compliance
Seminar has been held for employees to ensure that they understand the severity of the laws and regulations that are
increasing every year and to make them aware of the need to execute their jobs to a high ethical standard. The seminartargets all employees in the healthcare business in Japan, including marketing, services, sales, R&D, manufacturing andother divisions; it has also been offered as an e-learning program for 12,503 employees.
(3) Fujifilm Group AI Policy
As AI is being implemented in the Fujifilm Group at a rapidly growing pace to resolve social issues, in December 2020 weformulated the Fujifilm Group AI Policy to define the basic principles to be observed, including respect for human rights
and fair use of AI technology. With the startup of the All-Fujifilm DX promotion program in July 2021 and the increasing
speed with which AI-based DX is being used in various business fields, our policy on respect for human rights, which isbased on the AI Policy and includes the requirement to confirm compliance even for the trial in-house use of generative
AI, is being disseminated throughout the Group.

2. Efforts for the priority issues on human rights(1) Inappropriate work environment and labor practices at suppliers
The Fujifilm Group pledges in its Human Rights Statement to respect human rights in its business activities and its supply
chain.
In the past, we assessed risks in the area of sustainable procurement with a self-check list on labor practices, humanrights, the environment and corporate ethics and found that risks were minimal in our tier-1 suppliers in Japan and Western
nations. In this activity, we have designated China and other countries in Asia, where a number of our manufacturing sites
are located, as priority regions. In fiscal 2022, we continued to conduct risk assessment based on self-checks. We sent
feedback sheets to all suppliers who responded to our self-checks, requesting improvements or revisions for any issues
related to human rights and labor that require examination of conditions or review of activities.
Sample check items included: "a fine or deduction from wages imposed as a disciplinary measure” (23% of respondents
said yes), "there is no management system related to human rights/labor and occupational health and safety” (14% of
respondents said yes) and "newly hired employees are required to deposit money or personal identification with thecompany” (3% of respondents said yes). We are making constant efforts to assess conditions and make improvements at
suppliers through interviews conducted via the group companies that are their business partners.
We are conducting expert on-site diagnoses for risk assessments at suppliers and supporting them in making
improvements where problems in labor practices are found, to encourage improvements and revisions from the standpointof human rights protection. In the diagnosis conducted in fiscal 2022, the following requests for improvement were made,and improvements were confirmed subsequently:• Employee handbooks supplied by the company have not been updated with revisions to the labor law and regulation
changes. Regulations for leave and holidays showed descriptions that differ from actual operation.
• Filters in the water dispensers installed in employee dormitories are changed, but drinking water inspections are notconducted regularly.
It was confirmed that improvements to important items had been made by the end of the relevant fiscal year for all
suppliers that underwent expert on-site diagnosis.
At the same time, it is necessary for Fujifilm Group employees working in procurement to understand the importanceof promoting respect for human rights at suppliers. Several times a year, the ESG Division together with Procurement& Equipment Manufacturing Division of FUJIFILM Holdings conducts interviews with the procurement and purchasing
departments of 14 Fujifilm Group companies that directly procure materials, specifically to discuss rising social demands
and Group policies and initiatives for sustainable procurement. In addition, for Group companies that request it, we holdseparate training programs related to supply chains and human rights, including the risk of forced labor and other humanrights violations as well as the responsibilities of the company in the supply chain.
In addition to these activities, in February 2023 outside experts were invited to take part in a seminar on business andhuman rights, with the focus on human rights issues in the supply chain. It was attended by around 40 people including
the general managers of legal affairs, procurement and ESG divisions at FUJIFILM Holdings.
In the face of the recent increased international interest in modern slavery and human trafficking in the supply chain,

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Social Aspects

we are giving close attention to the issues and released a fiscal 2022 statement in response to the Modern Slavery Act
2015 of the UK and the Modern Slavery Act 2018 of Australia through our Group companies. In fiscal 2022, there wereno reported incidents involving violations of the rights of indigenous peoples in the business activities and procurement
activities of the Fujifilm Group.
For details of our sustainable procurement activities, including activities related to conflict minerals and other themesthat involve potential human rights violations, please refer to 2.5 Supply Chain Management in this report.
Response to the Modern Slavery Act at Fujifilm Grouphttps://holdings.fujifilm.com/en/sustainability/activity/other-activities/human-rights#link03(2) Long working hours, discrimination and harassment of our employees
In fiscal 2022, long working hours, discrimination and harassment were identified as priority issues in 68 organizationsin the Fujifilm Group. Preventive and mitigation measures have now been developed and implemented at all theseorganizations.
For details of our group-wide risk management, please refer to 2.2.4 Risk Management in this report.
In fiscal 2022, we introduced the Fujifilm Group Employee Engagement Survey covering the entire Fujifilm Group as a
new scheme to gather employee opinions. The fiscal 2022 survey response rate reached 90%, the encouraging response
being that "conditions in general are satisfactory." We will hold the survey every year to constantly assess the issues
affecting the entire Group and to increase employee engagement through workplace discussions based on the survey
findings.
For further details on the fiscal 2022 results, please refer to 4.4.3-4 Employee engagement.
Among the reports and consultations processed by the Fujifilm Group’s internal whistle-blowing system in fiscal 2022,
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
a survey on the status of foreign workers directly employed by our operating companies in fiscal 2019. As of the end of
fiscal 2022, we have 232 employees from 20 countries and regions and have received no reports of issues related to thelabor environment and practices. We will continue to investigate their working conditions.
For occupational health and safety efforts, see 4.3 Health, Safety and Wellness of Employees in this report.
We also confirm that no instances of child labor have been uncovered in our workforce in fiscal 2022.
(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 2022.

3. Dialogue on human rights with external stakeholders(1) Participation in the Caux Round Table (CRT) Japan's Stakeholder Engagement program
FUJIFILM Holdings has been participating in the Stakeholder Engagement program (SHE) hosted by Caux Round Table(CRT) Japan since 2012. In fiscal 2022, eight sessions were held between May 19 and July 14, with three employees
from our company attending. Participating business corporations, NGOs, NPOs, academic experts and others engaged in
discussions on human rights due diligence as recommended in the UN Guiding Principles on Human Rights and Businessand human rights issues that require special attention in each industry were reviewed with other companies throughgroup work.
* CRT Stakeholder Engagement Program (SHE)(Japanese)

http://crt-japan.jp/portfolio/she-program/(English)http://crt-japan.jp/en/portfolio/human-rights-due-diligence-workshop/(2) Participation in Business and Human Rights (B+HR) Academy hosted by the United Nations Development
Programme (UNDP)
FUJIFILM Holdings participated in the B+HR Academy hosted by the United Nations Development Programme (UNDP).
The Academy was organized to support business efforts in Japan contributing to the implementation of human rights
due diligence by businesses and the creation of responsible global supply chains for Japanese businesses, their affiliates,
suppliers and business partners operating in 17 countries, with the cooperation of UNDP and the Japanese government.
Fujifilm participated in the second session (February 27-28, 2023) held in Tokyo. Top Japanese and foreign authorities andexperts in business and human rights provided insights into the laws and developments on human rights due diligenceand implementation methods. We were able to look back at our initiatives through discussions with other participatingcompanies. We will apply these findings to our human rights due diligence activities in the future.

131 FUJIFILM Holdings Corporation Sustainability Report 2023

4.5 ｜ Human Rights(3) 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 use of 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 not affect the interests of the clinical trial participants.
In fiscal 2022, we concluded 29 bioethics reviews in total including simplified reviews. The Committee’s regulations,
list of members, related research documents published, and minutes of the committee meetings are available on our
website.
(4) Dialogue with community
As a member of the community, the Fujifilm Group proactively discloses the Group’s environmental protection activities
and holds events in the form of environmental communication meetings and similar activities to collect feedbacks fromthe local community. We plan to upgrade the environmental activities conducted by our factories and carry out active andcontinuous information communication and disclosure to the public at large.

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132Social Aspects

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

133 FUJIFILM Holdings Corporation Sustainability Report 2023

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

Typical Activities (Concrete
Activities and KPIs)

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

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

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

• O ffering large-font
textbooks to students
with low vision (Volume
of our production)• Competition operated byCharitable Trust Fujifilm
Green Fund and NPOs
• Kikigaki Koushien byhigh school students(Number of participants)• Sponsoring All Japan
High School Soccer
Tournament (to becontinued)

Culture, artsand sports

Since our foundation, we
have operated a businessof photographic films andphotosensitive materials to“contribute to society by offering
more informative images.” Wealso focus on activities utilizing
multifunction devices and latest
technologies under the banner of“Valuable communication beyond
the times.”

We expect tocreate further
printing demandin photographic
products and in
the graphic systembusiness. Our
approach should also
create new demandfor our Business
Innovation business.
The results will beseen in our sales andprofits.

• Holding The Heart toHeart Communication—“PHOTO IS” Photo
Exhibition, and otherevents in FUJIFILM
Square (Number ofparticipants)• Reproduction anddigitalization of historical
documents (Number of
documents restored)• Supporting Special
Olympics Nippon• Sponsoring FUJIFILM
SUPER CUP
• Supporting FUJIFILM,
Studio Alice Ladies Open

HealthWe aim to create a healthiersociety and further develop
our healthcare businesssimultaneously. This will beachieved by promoting disease
prevention, diagnosis, andtreatment in emerging andother countries. In this way,
we can drive forward ourhealthcare business, which
offers medical products suchas mammography systems,
diagnostic imaging systems,
and medicines. As a part of oursocial contribution, we are raising
health awareness, including
disease prevention, diagnosis,
and treatment in emerging
countries which encourages
people to take health checks andvisit doctors. This should enhance
the healthcare market. This
movement should also increase
our reputation in this field andhelp stable expansion of businessdevelopment.

We anticipate
sustainablegrowth of thehealthcare business.
Such businessencompasses
medical systems,
contractdevelopment
manufacturing of
biomedicines, andlife sciences. The
results will be seen in
our sales and profits.

• Improving medical
accessibility in all 196
countries and regions in
the world in which we
operate by introducing
AI-based medical
products and services by2030.
• O ffering medical training• Supporting the Pink
Ribbon campaign etc.

Priority Activities in Each Field(Relation to Business)

Environment

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

Educationand research

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

SDGs

FUJIFILM Holdings Corporation Sustainability Report 2023

134Social Aspects

Education andresearch●●●

Voluntary tree planting activity in China and Vietnum (Fujifilm)
Ground water conservation activities in Minami-Aso village (FUJIFILM Kyushu)
Charitable Trust Fujifilm Green Fund (Fujifilm)●●●●

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

Support to make large-font textbooks to students with low vision (FUJIFILM Business Innovation)
Photo class for young people (Fujifilm)
Kikigaki-Koshien (Fujifilm)
●
●
●
●
●
●
●
●
●

HealthCulture, arts and sports

Environment

4.6.3 Social Contribution Activities Continued by the Fujifilm GroupThe Heart to Heart Communication—“PHOTO IS” Photo Exhibition (Fujifilm)
Fujifilm Square
Reproducing historical documents (FUJIFILM Business Innovation)
Creating digital archives of cultural assets (Fujifilm)
Supporting Photo rescue activities (Fujifilm)
Special Olympics Nippon (FUJIFILM Business Innovation)
All Japan High School Soccer Tournament (FUJIFILM Business Innovation)
FUJIFILM SUPER CUP (FUJIFILM Business Innovation)
FUJIFILM, Studio Alice Ladies Open (Fujifilm)● Improving medical accessibility in all 196 countries and regions in the world in which we

operate by introducing AI-based medical products and services by 2030.
● Offering medical training● Pink Ribbon Campaign (Fujifilm)

4.6.4 Results of Social Contribution (Fiscal 2022)
1. The amount of expense on social contribution
The Amount of Expense by Category in the Fujifilm Group in FY2022
Type of Contribution

Unit: million yen

AmountEducation for future generations•E xpenses for activities for future generations• Donations (cash and goods)

162

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

132

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

442

Consideration for theinternational community andinternational cultures• Expenses for international exchanges, etc.
• Donations for international exchanges, etc. (cash andgoods)• Support for natural disasters (cash and goods)

79

Cooperation with NGOs andNPOs• Expenses for joint work
• Donations for sponsorship and charity funding• Support through providing products and services

233

Total
* See Chapter 5. Sustainability Accounting* Values presented are rounded and the sums of the items do not always make up the totals.

135 FUJIFILM Holdings Corporation Sustainability Report 2023

1,047

4.6 ｜ Corporate Citizenship

Monetary value of Social Contribution Activities in the Fujifilm Group in FY2022	

Types of Social Contribution(converted into money)

Unit: million yen

Cash

Goods

Volunteering
Cost*

Operation Cost/
Other Expenses,
etc.

530

73

6

426

* Volunteering cost = Hours spent on volunteer activities × salary

2. Community investment cases● Fujifilm Green Fund
In 1983, in commemoration of FUJIFILM’s 50th anniversary, Fujifilm contributed a billion yen and started this Fund. Thisis the first charitable trust in Japan established by a private company aiming to preserve nature. Through this fund, weoffer financial support for nature protection activities and research bodies, and host nature protection awareness raisingprograms for primary and junior high school pupils.
● HASU-Club (FUJIFILM Business Innovation)
This is a volunteer support organization established in 1991 and operated by employees’ own initiative. The organization
is funded through the payroll giving by the employees who opted to donate a fraction (less than 100 yen) of their salaryand bonus, plus an amount that the individual wishes to add monthly as 100 yen per unit. The fund is then reserved in fourcharity areas; “social welfare,” “culture and education,” “natural environment,” “international aid,” chosen by employees tosupport 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 with lower
environmental burden has replaced a conventional product.


Unit: million yen

Product

AmountFY2020

FY2021

FY2022

1. High-density magnetic
memory materials

9,148

13,242

11,007

2. Processless CTP plate that
does not require developer*

2,516

5,660

4,732

3. Film for LCDs: WV films

2,476

1,964

934

4. Digital color multifunction
device and printers

13,635

12,027

12,573

Total

27,77432,89329,246* Values presented are rounded and the sums of the items do not always make up the totals.

FUJIFILM Holdings Corporation Sustainability Report 2023

136

Social Aspects

2. Social impact assessment of social contribution
In 2018, FUJIFILM Business Innovation worked to “visualize” its social contribution activities in order to understandtheir social significance, results, and effects and make them improve. We will continue to carry out impact assessments
regularly to clarify and improve our activities.
[Implementation method]
To evaluate the social impact from our major social contribution activities, including the project to offer learning materials
in emerging countries and reproduction and utilization of historical documents, we created a logic model and made trial
assessments. We did not find any negative impact on a local community from the result of trial assessments.
(1) Considering a logic model utilizing the Social Impact Assessment Tool Set created by GSG.*(2) Creating 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 toreview our assessment results in FY2017.
* GSG:

http://impactinvestment.jp/about/ (in Japanese only)

3. Discussion example: Suggested social impact assessment logic model and indices(1) Project to provide learning materials for children in emerging countries

Logic model and suggested performance indicators for FUJIFILM Business Innovation’s “project to provide learningmaterials 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
Outputs
ChildrenPeopleStaff, employees
as volunteers

Distributing learning materials• Number of learning materials
distributed• Number of children who
receive learning materials• Types of learning materials
distributed

Increased learning
opportunities
Local NGOs
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

Initial outcome(Direct objective)

Interim outcome(Operation objective)

Feeling the joy of learning

Higher academic capability• Increased motivation
to learn• Higher basic knowledge /skills• Increased enthusiasm forhigher education

Number of positive responses insurveys (level of interest in/enthusiasm for study)

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

Greater interest/awareness/emphasis on childrenChildrenMoney• Number of children who havereceived mentoring/monitoring• Number of employees whojoined the activities asvolunteers

Increased opportunities
to get associated withadults• Heightened self esteem• Heightened sense of
empowerment

Number of positive responses in surveys(mentality score given on self esteem andsense of empowerment/
mentality about future)

Capable of considering personalgoals and the future

Guardians
Increased opportunities tothink about children’s
education

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

Number of people participating in
local activities (various projects,
events, etc.)

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

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

Heightened understanding
about the importance ofstudy for young children

Established environment thatfacilitates children’s learning

Number of positive responses in surveys(level of awareness about the importanceof children’s education)

Number of positive responses insurveys (level of improvement inchildren’s learning environment)* This shows a logic model and suggested performance indicators for social impact measurement as of June 2018.

137 FUJIFILM Holdings Corporation Sustainability Report 2023

Greater connection withlocal communities

Number of positive responses insurveys (level of interest/
awareness)

Heightened self respect/dignity

Monitoring/mentoring(children and parents)• Exam scores• Number of positive responses insurveys (enthusiasm for higher
education)

Final outcome(Higher-order objective)
Children can choose afuture path they desire(higher education/
employment)• 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

Inputs/activities

4.6 ｜ Corporate Citizenship(2) Project to replicate and utilize historical documents

Logic model and suggested performance indicators for FUJIFILM Business Innovation’s project to replicate and utilize
historical documents
Time-transcending communication through the replication and use of historical documents to succeed local history and cultures to future generations
Inputs/activities

Outputs

Initial outcome(Direct objective)

Owners/administrators ofhistorical documents
Identifying needs for
replicated documents

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 other materials

Planning the use of
replicated documents• Education• Events/fairs

Experts using replicas toconduct research
Building a structure forreceiving feedback fromrecipients about the use of
the replicas

Circulating information
about this project

Approaching local
governments’ cultural
departments and the Agency
for Cultural Affairs withpresentation about the
project etc.

• Number of times information
about the project is presented• Number of times replicateddocuments are gifted• Recipients’ level of satisfaction
about the replicas

Use of replicated historical
documents• Level of replicated documents’use (usage method, number oftimes/
frequency the replicateddocuments are used, number ofpeople who have viewed thereplicated documents)

Wide recognition andsupport for advanced
replication technology• Number of media reports on the project(external)• Number of times project information isdisplayed/posted (internal)• Number of times project information isviewed (internal)

Reinforcing relationship with local
communities/universities and publicorganizations such as the Agency of
Cultural Affairs

Users (those who learn history
and cultures from replicas)
and local residents

Final outcome(Higher-order objective)

Making local historical
documents available toview and touch for a large
number of people• Increased number of opportunities
to view historical documents• Level of local interest in cultures/historical documents

Replication of historical
documents making themaccessible to promoteresearch and education• Outcome of research on
historical documents• Use of historical documents• Number of collaborations forschool education/adult education• Level of understanding among
those who receive education
about replicated documents

Establishing people’s
understanding about thesocial value of parties thatown historical documents• Heightened recognition oforganizations/people owninghistorical documents• Increased number of visitors to
the exhibition

Preserving/utilizing
valuable historical
documents without thepossibility of loss
(Protecting the existence
and value of historical
documents)

Helping people recognize thesignificance of succeeding local
culturesHelping 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 of usage
examples in this project

Satisfying needs toreplicate historical
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/public organizations* This shows a logic model and suggested performance indicators for social impact measurement as of June 2018.

FUJIFILM Holdings Corporation Sustainability Report 2023

138

Sustainability Accounting

5. S
 ustainability Accounting (Labor Environment andSocial Benefit Accounting, Environmental Accounting)<Period of coverage>

・Fiscal 2022 (April 1, 2022 to March 31, 2023)<Scope of sustainability accounting>・28 domestic companies in the Fujifilm Group(FUJIFILM Holdings, FUJIFILM Corporation and 19 Fujifilm affiliates, FUJIFILM Business
Innovation Japan Corp. (33 branch offices), FUJIFILM Business Innovation Corp. and 5 FUJIFILM
Business Innovation affiliates)* All the sales companies under FUJIFILM Business Innovation were consolidated in April 2021
and reorganized as FUJIFILM Business Innovation Japan.

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 employee development and social contributions may overlap with figures in theEnvironmental Account as well.
* For “Occupational health and safety,” “Promote physical and mental health (Health and Productivity)” was classified as a separate item.
“Promote physical and mental health (Health and Productivity)” includes the expenses for members of the Fujifilm Group Health Insurance
Association (insured and dependent of special-case retired insured persons system).
* 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
FY2021

FY2022

Occupational health andsafety712

918

Promote physical andmental health (Health andProductivity)

2,133

2,518

Human resource
development

853

1,078

Protect diversity

1830

Develop a workplace inwhich employees can work
comfortably

578

3,142

Customers

Ensure appropriate customer
response and safety

180

115

Futuregenerations

Education for future
generations

120

162

Harmony with the local
community

96

132

Promote culture and the arts
in society (in Japan)

423

442

Consideration for theinternational community andinternational cultures

152

79

Employees

Communities(local society andgovernment)International
community

139 FUJIFILM Holdings Corporation Sustainability Report 2023

5 ｜ Sustainability Accounting (Labor Environment and Social Benefit Accounting, Environmental Accounting)Stakeholder

Goal

NGOs and NPOs
Suppliers

Cost Totals
FY2021

FY2022

Cooperation with NGOs and
NPOs

32

233

Consideration for products

14

22

5,313

8,879

FY2021

FY2022

3,338

3,435

5

6

Total

Volunteer Activities During Working Hours

Hours spent on volunteer activities (hours)
Volunteering cost (million yen)

* 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 fiscal 2022
• We concentrated to promote physical and mental health (Health and Productivity) and develop a workplace in which
employees can work comfortably.
• In physical and mental health promotion (Health and Productivity), we accelerated employee wellness initiatives,
including in-house seminars and training. We also concentrated to strengthen health events (Arukatsu, etc.), insurance
guidance and wellness promotion officers.
• In development of workplace wellness, we improved the facility of canteens and kitchens.
• In culture and the art promotion, 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
the Group(2) To provide numerical environment-related information useful for decision making by management and supervisors of
the facilities●Accounting method
Based on the “Environmental Accounting Guidelines (2018 edition)” published by the Ministry of the Environment inJapan.
1. Depreciation is calculated in principle according to the straight-line method over a three-year period.
2. When costs include expenditures for both environmental and non-environmental purposes, the portion relating to nonenvironmental purposes has been excluded.
3. Economic impact within the Group: The difference in value terms from the previous year in pollution load levy and usageof energy, raw materials, water, and other resources is accounted for, as well as the real impact of recovery, recycling,
and other 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 Sustainability Report 2023

140

Sustainability Accounting

1. Environmental Accounting

Unit: million yen

Environmental Conservation Costs

Environmental Conservation Benefits

Capital Investment

Expenses

Fiscal Year

2021

2022

2021

2022

1. C
 osts incurred within
the business site

1,943

2,124

6,181

7,659

(1) Environmental
damage prevention(2) G lobal environmental
preservation(3) Resource recycling

517

1,390

36

501

1,565

59

1,479

2,137

2,565

1,786

2,845

3,029

2. Upstream/downstream
costs

0

0

5,635

6,430

3. C
 ost of management
activities

70

58

10,777

10,801

4. Research anddevelopment costs

493

836

9,550

9,914

5. C
 osts for social
programs

0

374

1

1

6. Costs for handlingenvironmental damage
Pollution load levies

3

0

25

24

2,509

3,018

32,16834,828Total

Economic Impact inside the Group
Fiscal Year

Reduced pollution load
levy

2021

1

Economic Impact outside the Group

2022

11

Energy saving

2,176

2,803

Reduced raw materials
and resources used

8,259

5,748

Reduced water resource
consumption*5

130

583

  Silver

3,911

3,018

  Polymeric materials

223

22

  Aluminum materials

633

760

  Others

198

171

Parts recovered fromused equipment

7,202

7,914

Fiscal Year

2021

2022

Reduction in SOx emissions*00Reduction in volume of SOx
emissions

3t

1t

Reduction in volume of NOxemissions

5t

Reduction in VOC emissions*2

-30

30

Reduction in volume of VOC

-87 t

85 t

Reduction in CO2 emissions*3

-150

739

Reduction in volume of CO2
emissions-15
kilotons

58
kilotons

Reduced waste materials
through reuse and recycling*4

8,180

7,798

Reduced volume*6

81.8
kiloton78.0
kiloton

Reuse of aluminum materials
Reduced volume of CO2
emissions328
40
kilotons

461
40
kilotons

Customer benefits*7

32,89329,246

41,22038,274

Recovery and Recycling

22,733 21,030*1 S
 Ox emissions reductions: 5.4/ton
Bidding price of SOx emissions credits offered by the United States Environmental Protection Agency in March 2023 (US$0.04/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: 12,790/ton
Trading price of EU emissions credit 2022 futures (€89.23/ton) at the end of March 2023.
*4 L andfill costs for the waste product (¥100/kg).
*5 W
 ater resource consumption reduction: ¥200/ton for clean water supply, ¥200/ton for sewage water times the reductions amount.
*6 V olume 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.

2. Overview of fiscal 2022
●Environmental conservation costs

Total costs was increased by 9% year-on-year. The facility investment was approx. 20% and expenditure was approx. 8%
increased. Cost of R&D and resource recycling increased notably over last year.
[Facility investments] Increased by 20% year-on-year.
[Expenditure] Increased by 8% year-on-year.

●Environmental conservation benefits

This resulted in a year-on-year decrease of 7% when internal and external economic effects were combined.
[Internal economic effect] Decreased by 7% year-on-year.
[External economic effect] Decreased by 7% year-on-year.

141 FUJIFILM Holdings Corporation Sustainability Report 2023

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 2023.
[The scope of the assurance]• Data on greenhouse gas (GHG) emissions (Scope 1 including fluorocarbons, 2, and category 1, 11 of Scope 3)• Energy consumption• Aount of water emission and disposal• Waste• VOC emissions• Social data on employees• The management systems supporting the reporting process• The stakeholder management process

FUJIFILM Holdings Corporation Sustainability Report 2023

142

■ Please address inquiries on this publication to:

ESG DivisionTokyo Midtown, 9-7-3 Akasaka, Minato-ku, Tokyo 107-0052
Tel.: +81-3-6271-2065 Fax: +81-3-6271-1190
https://holdings.fujifilm.com/en/contact

Date of publication: October 2023

© 2023 FUJIFILM Holdings Corporation