2023 | Sustainability Report

INDEX 1. Overview 1.0 About Sustainability Report 3 1.2.3 CSR Management System 8 1.2.4 Background of CSR Planning and Process for 1.1 Fujifilm Group Organization Overview 4 Identifying Priority Issues (Materiality) 9 1.1.1 Corporate Overview 4 1.2.5 SVP 2030 Major Targets and Results in FY2022 13 1.1.2 Financial Highlights 5 1.2.6 The CSR Plan of the Fujifilm Group Sustainable Value Plan 2030 (SVP 2030) 15 1.2 CSR Management 7 1.2.7 Communication with Stakeholders 17 1.2.1 Basic Approach 7 1.2.8 Member Organizations/Third-Party Initiatives 20 1.2.2 Philosophical Concepts and Related Policies of the Fujifilm Group 7 2. Governance 2.1 Corporate Governance 21 2.3 Product Development Management 2.1.1 Basic Approach 21 (Quality Control and Innovation) 48 2.1.2 Corporate Governance Structure 2.3.1 Basic Approach 48 and Features 21 2.3.2 Quality Policy and Management System 48 2.1.3 Independence of Outside Directors 23 2.3.3 Product Development Flow 49 2.1.4 Diversity among Directors 23 2.3.4 Product Safety 49 2.1.5 Effectiveness of Directors and Auditors 25 2.3.5 Initiatives for Open Innovation 51 2.1.6 The Evaluation of the Effectiveness of the Board of Directors 26 2.4 Customer Relationship Management 52 2.1.7 Executive Remuneration 27 2.4.1 Basic Approach for Customer Relationship 52 2.1.8 Tax Policy 30 2.4.2 Structure for Customer Relationship 52 2.2 Compliance and Risk Management 31 2.4.3 Efforts to Improve Customer Satisfaction 53 2.2.1 Basic Approach 31 2.5 Supply Chain Management 55 2.2.2 History of the Measures Implemented for 2.5.1 Basic Approach 55 Compliance and Risk Management 31 2.5.2 Fujifilm Group Procurement Overview 55 2.2.3 Compliance and Risk Management Promotion 2.5.3 Procurement Policy and Structure 56 Structure 32 2.2.4 Risk Management 32 2.5.4 Structure of Sustainable Procurement 2.2.5 Efforts to Promote Compliance 34 Promotion 59 2.2.6 Achievements for Efforts to Promote 2.5.5 Efforts to Improve Sustainability in the Supply Compliance 37 Chain (Sustainable Procurement Activities) 60 2.2.7 Efforts for Each Theme Related to Laws and 2.5.6 Environmental Efforts in the Supply Chain 63 Regulations Particularly Important in Business 2.5.7 Efforts in Fujifilm Group Production Sites 64 Management 37 2.5.8 Responsible Minerals Procurement 65 2.2.8 Information Security 40 2.5.9 Efforts in Paper Procurement 66 2.2.9 Privacy Protection 44 2.5.10 Sustainable Procurement Efforts in Logistics 67 2.2.10 Initiatives on Business Continuity Such As 2.5.11 Collaboration with Initiatives in the Supply Large Scale Natural Disasters 45 Chain Area 67 3. Environmental Aspects 3.1 E nvironmental Policy and Management 3.1.7 Environmental Management in the Supply System 69 Chain 72 3.1.1 Basic Approach 69 3.2 Climante Change Response Strategy 73 3.1.2 Environmental Management 69 3.2.1 Basic Approach 73 3.1.3 EMS: Certification/Audit/Verification 71 3.2.2 Governance 73 3.1.4 Risk Management by Environmental Due 3.2.3 Risk Management 73 Diligence 71 3.1.5 Response to Environmental Laws and 3.2.4 Strategy 74 Regulations 71 3.2.5 Metrics and Targets 75 3.1.6 Environmental Training for Employees 72 1 FUJIFILM Holdings Corporation Sustainability Report 2023

3.3 Activities Related to Climate Change 3.5.5 Disclosing Environment-Related Information for Response 76 Products 91 3.3.1 Activity Overview 76 3.6 Management of Chemical Substances 92 3.3.2 Collaboration with Initiatives 76 3.6.1 Basic Approach 92 3.3.3 Data Related to Climate Change Measures 78 3.6.2 Anticipatory Risk Management of Chemical 3.4 Promoting Resource Recycling 82 Substances 92 3.4.1 Basic Approach 82 3.6.3 Promoting Alternatives to Animal Testing 93 3.4.2 Reducing Waste and Using Resources 3.6.4 Contribute to Resolving Social Issues through Effectively 82 Development of New Materials and Processes 93 3.4.3 Effective Recycling of Used Products 84 3.6.5 Contribution to Sound Chemical Management Across the Supply Chain 95 3.4.4 Effective Use of Water Resources 85 3.6.6 Fluorocarbons Emissions/Volatile Organic 3.4.5 Response to Water Risks 86 Compounds (VOC) Emissions 96 3.4.6 Working Together with Water-Related 3.6.7 Managing Hazardous Waste 97 Stakeholders 87 3.6.8 Managing Pollutants 98 3.5 Product Stewardship (Design for 3.7 Biodiversity Conservation 99 Environment) 88 3.7.1 Basic Approach 99 3.5.1 Basic Approach 88 3.7.2 Risk Assessments of Our Business Activities 99 3.5.2 Design for Environment 88 3.7.3 Activities for Biodiversity 100 3.5.3 “Green Value Products” Certification Program 88 3.5.4 Result of Design for Environment 89 4. Social Aspects 4.1 Employee Overview 103 4.4 Employee Development, Talent 4.1.1 Basic Approach 103 Attraction and Engagement 121 4.1.2 Employee Basic Data 103 4.4.1 Fujifilm Group’s Human Resource Development 121 4.2 Diversity and Equal Opportunities for 4.4.2 Structure for Human Resource Development 121 Employees 107 4.4.3 Results and Progress 123 4.2.1 Basic Approach 107 4.5 Human Rights 126 4.2.2 Management System 107 4.2.3 Effort Results and Progress 108 4.5.1 Basic Approach 126 4.2.4 Freedom of Association 111 4.5.2 Management System 126 4.2.5 Standard Entry Level Wage 112 4.5.3 Results for Measures Including Remedies and Corrective Actions 129 4.3 Health, Safety and Wellness of 4.6 Corporate Citizenship 133 Employees 113 4.6.1 Basic Approach 133 4.3.1 Basic Approach 113 4.6.2 Major Examples of Social Contribution 4.3.2 Management System 113 through Business Activities 134 4.3.3 Occupational Safety 114 4.6.3 Social Contribution Activities Continued by 4.3.4 Employee Wellness 115 the Fujifilm Group 135 4.6.4 Results of Social Contribution (FY2022) 135 4.6.5 Efforts to Assess the Impact on Society and the Environment 136 5 Sustainability Accounting 5.1.1 Labor Environment and Social Benefit Accounting 139 5.1.2 Environmental Accounting 140 6 Independent Assurance Report 142 2 FUJIFILM Holdings Corporation Sustainability Report 2023

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 to understand, it mainly shows the basic results from the ESG point of view, including Governance, Environmental Aspects and Social Aspects. On the other hand, FUJIFILM Holdings identified our high priority issues (materiality) from various CSR issues related to 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. https://holdings.fujifilm.com/en/about/group 127th Yuka Shoken Hokokusho (Securities Report) https://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 that differentiate us in terms of sustainable superiority. Combining those technologies, we are able to offer a diverse range of products and services. To celebrate the 80th anniversary in 2014, we established our new corporate slogan, “Value from Innovation,” which seeks to continue creating new technologies, products and services that inspire and excite people everywhere, and empower the potential and expand the horizons of tomorrow’s business and lifestyle. We continue to deliver new value through our business operations and technologies aiming to resolve social issues under the sprit of our corporate slogan: “Value from Innovation.” 1.1.1 Corporate Overview Holding Company: FUJIFILM Holdings Corporation Company name: FUJIFILM Holdings Corporation Chairman, 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) (as of March 31, 2023) Japan The Europe Asia and Worldwide Americas Others 52% 11% 9% 29% 100% Managers 22% 20% 19% 12% 19% Breakdown Managers % of male in total 93% 69% 68% 69% 84% of regular (13,818) employees % of female in 7% 31% 32% 31% 16% by region total (Worldwide: Other 78% 80% 81% 88% 81% 73,878) Other % of male in total 77% 64% 64% 54% 67% (60,060) % of female in 23% 36% 36% 46% 33% total 4 FUJIFILM Holdings Corporation Sustainability Report 2023

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Overview Fujifilm Group Organization Overview Holding company FUJIFILM Holdings Corporation Operating companies Shared service company 100% 100% 100% 100% 100% FUJIFILM Corporation FUJIFILM Business FUJIFILM Business FUJIFILM Systems FUJIFILM Intellectual Innovation Corp. Expert Corporation Corporation 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 FY2018 FY2019 FY2020 FY2021 FY2022 Consolidated revenue 24,315 23,151 21,925 25,258 28,590 Consolidate operating 2,098 1,866 1,655 2,297 2,731 income Proportion of Consolidated Revenue by Region (FY2022) Japan The Americas Europe Asia and Others 36% 23% 15% 26% Proportion of Consolidated Revenue/Consolidated Operating Income by Operating Segments Unit: 100 millions of yen Consolidated Revenue Consolidated Operating Income FY2021 FY2022 FY2021 FY2022 Amount Proportion Amount Proportion Healthcare 8,017 32% 9,179 32% 1,005 1,005 Materials 6,308 25% 6,927 24% 684 677 Business Innovation 7,599 30% 8,381 29% 579 695 Imaging 3,334 13% 4,103 15% 370 729 Corporate Expenses & -341 -375 Eliminations − − − − Total 25,258 100% 28,590 100% 2,297 2,731 * 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% Materials: Proportion of Revenue by Business FY2021 FY2022 Graphic communication 47% 49% Electronic materials 23% 26% Display materials 15% 10% Other advanced materials 15% 15% * 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% 6 FUJIFILM Holdings Corporation Sustainability Report 2023

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 they cannot try it out beforehand. Thus, for the Fujifilm Group, an approach which emphasizes environmental conservation and maintaining the trust of stakeholders has been a major premise at the very foundations of our business activities. This approach is the starting point for our corporate social responsibility (CSR) activities and continues to be passed down within our Group, as the Fujifilm Group’s “DNA.” 1.2.2 Philosophical Concepts and Related Policies of the Fujifilm Group Fujifilm 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 leading- edge, proprietary technologies, we aim to contribute to advancement of society, improved health, environment protection and 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, we established the Fujifilm Group’s Approach to CSR. We have set out our approach to CSR clearly to enable all employees of the Fujifilm Group to 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 for our relevant stakeholders. There are policies on the environment, social contribution, biodiversity, procurement, quality, occupational safety and health, global security trade control, AI and information security, and our Human Rights Statement is related to all these policies. In recent years, importance of the healthcare business in the Fujifilm Group is increasing. In promoting the healthcare business, corporations are required not only to comply with laws and regulations, but also to conduct business operations fairly with higher ethics and transparency. The Fujifilm Group established the Fujifilm Group Global Healthcare Code of Conduct in July 2020 to meet social demands, and in addition to this Code of Conduct, the instructions of the relevant directors 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 of society by putting our Corporate Philosophy into practice through sincere and fair business activities. We will not only fulfill our economic and legal responsibilities, but also: 1. endeavor to understand global as well as local environmental and social issues and create value to address these issues through our business activities. 2. continue to evaluate the environmental and social impact of our business activities and strive to improve the performance 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 and Time of Adoption/ Policies Revision Green Policy (Environmental Policy) Revised April 2019 https://holdings.fujifilm.com/en/sustainability/vision/policy/green Social Contribution Policy Revised April 2019 https://holdings.fujifilm.com/en/sustainability/vision/policy/society Guidelines for Biodiversity Revised April 2019 https://holdings.fujifilm.com/en/sustainability/vision/policy/biodiversity Procurement Policy Revised April 2020 https://holdings.fujifilm.com/en/sustainability/vision/policy/procurement Quality Policy Revised April 2019 https://holdings.fujifilm.com/en/sustainability/vision/policy/quality Occupational Safety and Health Policy Revised April 2019 https://holdings.fujifilm.com/en/sustainability/vision/policy/health-safety Global Security Trade Control Policy Adopted May 2015 https://holdings.fujifilm.com/en/sustainability/vision/policy/control AI Policy Adopted December 2020 https://holdings.fujifilm.com/en/sustainability/vision/policy/ai Information Security Policy Revised April 2021 https://holdings.fujifilm.com/en/sustainability/vision/policy/security 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 non- financial 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 Group management and promotes its dissemination within the Group. The Division reviews and proposes important group-wide issues, 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 ● Activity promotion across the entire Fujifilm Group • Implement and manage progress of priority Deliberation and decision of important matters relating to ESG of the Fujifilm Group issues/initiatives, policies and strategies as determined Chairperson: President of FUJIFILM Holdings by the ESG Committee across the Fujifilm Group Secretariat: ESG Division of FUJIFILM Holdings • Promote compliance and risk management • Support the Fujifilm Group’s CSR activities (collect information and conduct analysis and evaluation) • Promote public information disclosure and dialogues with Operating Companies stakeholders ● Consultation Offices for the entire Fujifilm Group FUJIFILM Corporation FUJIFILM Business Innovation Corp. [Function of ESG department of the operating companies] ● Formulate and implement CSR activity plan ● Implement compliance and risk management thoroughly ● ESG department of the operating companies Promote communication with stakeholders ● (including our shared service companies) Report CSR measures to FUJIFILM Holdings’ ESG Committee 8 FUJIFILM Holdings Corporation Sustainability Report 2023

Overview 2. Effective management system In 2007, the year after the group was reorganized under FUJIFILM Holdings, the Fujifilm Group formulated its medium- term CSR plans and medium-term management plans. Every year since then, we disclose the progress for that year in our Sustainability Reports. We have been conducting regular reviews by gathering opinions and suggestions through communication 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 the Committee. 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-term targets for the year 2030, it undergoes comprehensive assessment and review every three years alongside our medium- term management plans, which are developed on the same timetable. We conduct reviews when required, to match changes in social conditions 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 and outside the Group. Please also refer to 3.1.2 Environmental Management for our environmental management system.) 1.2.4 Background of CSR Planning and Process for Identifying Priority Issues (Materiality) 1. Social background and basic approach In face of the uncertainties in our global society in recent years and the obstacles they pose in predicting the future, expectations are growing for business corporations to act as players in resolving social issues and creating a sustainable society. In our Sustainable Value Plan 2030 (SVP 2030), we have analyzed priority issues (materiality) from the perspectives of social 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, the Paris Agreement, etc. The long-term targets for fiscal 2030 set out in SVP 2030 were set as part of the drive from two perspectives; an “inside-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 for our contribution to the sustainable society (i.e., outcome*2). It lays down as our final goals both the growth of the Group and solutions to social issues. In the years ahead, we will continue working to achieve the targets of SVP 2030 by creating new value through the development of cutting-edge products, services and technological innovations that benefit society and that make a bigger contribution to resolving social issues and upgrading our Group’s corporate value. *1 Output: Products, services, etc., produced by our organizational and business activities. *2 Outcome: Change, benefits, learning and other effects that are generated by an organization or business operation. 2. Developments from the medium- and long-term CSR plan The Medium-Term CSR Plan started in 2007, the year following the group was reorganized under FUJIFILM Holdings, to put in place comprehensive governance and compliance. In 2017, Sustainable Value Plan 2030 (SVP 2030) was announced with longer-range targets for the year 2030. The 3rd Medium-Term CSR Plan The 1st Medium-Term CSR Plan The 2nd Medium-Term CSR Plan SVP 2016 SVP 2030 FY2007-2009 FY2010-2013 FY2014-2016 FY2017-2030 Maintain & reinforce  Thorough implementation of  Across the value chain,  Solve social issues through  Continue to promote measures for sound corporate governance product lifecycles, and business activities actively the two aspects of resolving social and compliance world-wide viewpoint issues through business and  Reduction of negative impact reducing the negative impact of on environment and society our business activities in society Taking responsibility as a Expand the scope as a global Company-wide efforts to solve Have a long-term perspective to corporate citizen by legal corporation social issues as opportunities contribute to resolving social issues compliance for business growth as a global company and show the future vision clearly 9 FUJIFILM Holdings Corporation Sustainability Report 2023

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 CSR- related 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 of evolution 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 of stakeholders in the business areas that are linked or likely to be linked in the future. When SVP 2030 was established, the number 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 business activities 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). 5 ● ● ● Materiality (Priority Issues): ● ● Global Warming, resources recycling, management of ● ● ● products/chemical substances (environment) equests4 ● ● ● ● ● ● ● Work Style (Health) ● ● ● ● ● ● ● ● ● Developing and utilizing diverse human resources ● ● ● ● ● ● ● Measures across the value chain 3 ● ● ● ● ● Governance ests and r ● ● ● ● ● ● ● ● Compliance and risk management ● ● ● 2 ● ● ● ● ● ● ● ● Social inter1 1 2 3 4 5 Materiality for Fujifilm Group 10 FUJIFILM Holdings Corporation Sustainability Report 2023

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 services of the business division. Specifically, they are applied to the matrix chart below to identify priority issues (materiality) that will have a significant impact on both our business and society (shown by the large number of dots) and issues that are highly likely to be business opportunities. Business fields Pharmaceu- Highly Document Medical Functional Social issues ticals Materials Solutions ・・・・ Materiality (Priority Issues): Global warming Energy issues ●●● ●● Resource recycling Global Warming ● ●●●●● ●●●● Unmet medical needs Exhaustion of resources ● ●● Identify diseases at an early Improving accessibility to medical services stage ●●●●● ●●● Creating a safe and secure society Promote communications ●●● ●●●● Enriching humanity Community ● ●● Creating motivated work style Reduce doctor’s burden ●● … ●● ● … [STEP 4] Planning and Review Using the results of our identification and assessment of medium- to long-term risk and opportunities (please refer to Medium- to Long-Term Risks/Opportunities and Materiality in our Integrated Report), we define plans and targets for the priority 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 is reviewed annually and described in the Sustainability Report. SVP 2030 planning targets for fiscal 2030 were finalized in cooperation with the relevant business divisions. Especially for environmental issues, we identify the state of progress and establish numerical targets, with the focus on climate change, which is an urgent global issues. Priority issues under SVP 2030 are deliberated on and approved by the ESG Committee (Please refer to 1.2.3 CSR Management 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 regular intervals, 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 CO emissions was raised to achieve 2 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 are many issues requiring urgent global action, to organize and map the risks and opportunities in the environment and society 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) Procurement R&D/Manufacturing Transportation Use Disposal/Recycling Design for the Environment Products with reduced Resource recovery ) CO2 emissions (recycling) Environmental response knowhow Products with reduced Conversion into (for entire lifecycle) water consumption valuable resources e impacts Recycling knowhow ositivcontributions P ( Other products related to the environment & social issues ) CO2 emissions from CO2 emissions from CO2 emissions Electric power consumed during CO2 emissions raw materials (AL) manufacturing and R&D from transportation product use (CO2 emissions) from incineration Wastewater released Wastewater released Waste liquid treatment e impacts during manufacturing during product use (recycling) Chemical substances onmental impacts (management) Negativvir Air-pollution substances released en ( * 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 CO emissions through our entire product lifecycle* (compared to the FY2019 level). 2 * Procurement of raw materials, and manufacturing, transportation, use, and disposal of products ● Contribute to reducing CO emissions to 90 million tons by offering products and services that enable significant CO 2 2 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 same contents. As we re-examine our priority issues at least every three years by establishing for medium-term management plan, we will work on group-wide activities for achievement of SVP 2030. 12 FUJIFILM Holdings Corporation Sustainability Report 2023

Overview 1.2.5 SVP 2030 Major Results and Activities in FY2022 Priority Area Priority Issues Major Targets for FY2022 Major Results and Activities in FY2022 *The following targets are all for FY2030. • Reduce the Fujifilm Group’s CO 2 emissions by 50% (compared to • Started partnership agreement with Tokyo the FY2019 level). (achieve net Gas and Minamiashigara City to develop a net zero CO emissions by FY2040) 2 zero CO emissions model in manufacturing. 1. Address climate • Reduce CO emissions across 2 change. 2 • Achieved carbon neutrality at a multifunction 2. Promote recycling of the entire product lifecycle by devices recycling center in China. resources. 50% (compared to the FY2019 • Introduced the internal carbon pricing levels) system. Environment 3. Address energy • Sales percentage of Green Value issues toward Products: 60% • Certified 22 new products under the Green a decarbonized • Contribute to a reduction in Value Products Certification Program, our society. the CO emissions generated environmentally conscious design standards 4. En sure product and 2 (total 226 products, 30% of total sales for the chemical safety. in society by 90 million tons by Group). FY2030 (accumulated value). • Registered in the A List for the two areas of Contribute to 90 million tons climate change and water security by CDP. CO emissions reduction through 2 products and services by FY2030. • Set up our first BIO CDMO site in Toyama to • Develop new treatment expand business in the Asian markets and 1. Fulfill unmet medical solutions/Improve accessibility strengthen the vaccine production system in needs. to new treatment solutions. Japan (Plan to start its operation in 2027). 2. Improve • Expand and scale up AI & IoT • Created new NURA centers, health checkup accessibilities to technology to reduce burdens centers focused chiefly on cancer, in India medical services. on medical professionals. (Gurugram and Mumbai). 3. Contribute to • Promote management of health • Promoted to tackle with tuberculosis control identifying diseases and productivity to maintain initiatives in developing countries. Health at an early stage. employees’ vitality. • Opened FUJIFILM Mediterrace Yokohama 4. Contribute to health • Develop broader deployment of as a health checkup facility for employees, promotion and products and services utilizing as part of our health and productivity beauty. medical AI technology. management. 5. Promote Kenkokeiei® FY2023: 100 countries and • Selected for the Health and Productivity * Kenkokeiei is a registered regions Stock Selection Program for third consecutive trademark of Kenkokeiei FY2030: 196 countries and year. Nonprofit Organaization. regions • Deployed products and services utilizing medical AI technology (93 countries and regions). • 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 1. C ontribute to • Develop and disseminate from the standpoint of economic security creating a safe and technology for products assurance, in addition to responding to the secure society. and services contributing to growing demand for new semiconductors Daily Life 2. Contribute to development of an ICT society. as a result of advances in AI, IoT and 5G enriching humanity • Offering opportunities to enjoy technologies. and relationships photos that give forms to • Launched the flagship mirrorless digital between people. memories. camera with its high-speed continuous- shooting, 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. • Acquired Smart Messaging Services Pty. Ltd., 1. C reate environments the digital messaging service company. that lead to • Create environments that • Acquired the IT service company, motivated lead to motivated workplace MicroChannel Services Pty. Limited for Work Style workplace (provision (provision of solution services). full-scale global expansion of the business of solution services). • Develop and utilize diverse launched in January 2022, namely, sales and 2. D evelop and utilize human resources. implementation support for core systems diverse human focused on Microsoft Dynamics 365. resources. • Increased ratio of female managers (from16.1% in FY2021 to 16.5% in FY2022). 13 FUJIFILM Holdings Corporation Sustainability Report 2023

1.2 ｜ CSR Management • CSR self-check Requesting companies and sites/Response Strengthen CSR rate: 774 companies and 1,236 sites (92%); foundations across Percentage of companies that reached 90% the entire supply chain • Promote sustainable compliance: 70% Supply Chain including factors of the procurement. • Response rate in conflict minerals to the environment, ethics, survey / percentage of RMAP-conformant and human rights. smelters: 99% / 50% • Percentage of suppliers who satisfy all of our paper procurement regulation standards: 100% • Implemented training programs organized globally, including anti-corruption training for compliance with laws and regulations of various countries, as well as for the Fujifilm Improve and Group Charter for Corporate Behavior and maintain governance • Improve compliance awareness Code of Conduct. structures by further • Organized drills on first response at a cyber- Governance disseminating an open, across the entire global Group incident with participation of executive reinforce risk management. officers and managers of business divisions fair and clear corporate and who are responsible for information security. culture. • Implemented globally the Fujifilm Group Employee Engagement Survey that consolidated the past compliance awareness surveys to cover all executive officers and employees. SVP 2030 Priority Issues and Relevant Parties Solving Social Considering Issues through Society and the Priority Area Priority Issues Business Environment in Relevant Segments/Parties Activities Our Business Processes 1. A ddress climate change. Healthcare 2. Promote recycling of resources. ● ● Materials 3. A ddress energy issues toward a ● ● Business Innovation Environment decarbonized society. ● 4. En sure product and chemical Imaging safety. ● ● 1. F ulfill unmet medical needs. Healthcare 2. Improve accessibilities to medical ● Healthcare services. ● 3. C ontribute to identifying diseases Healthcare Health at an early stage. ● 4. C ontribute to health promotion Healthcare and beauty. ● 5. P romote management of a healthy Healthcare (Internal) workplace. ● 1. C ontribute to creating a safe and Materials secure society. ● Daily Life 2. Contribute to enriching humanity Imaging and relationships between people. ● 1. C reate environments that lead to Business Innovation motivated workplace (provision of ● ● Work Style solution services). 2. Develop and utilize diverse human Business Innovation (Internal) resources. ● Strengthen CSR foundations across Supply Chain the entire supply chain including Supplies (+ Entire Group) factors of the environment, ethics, and human rights. Improve and maintain governance Governance structures by further disseminating Entire Group (+ Supplies) an open, fair and clear corporate culture. 14 FUJIFILM Holdings Corporation Sustainability Report 2023

Overview 1.2.6 T he CSR Plan of the Fujifilm Realization of Group Sustainable Value Plan a Sustainable Society 2030 (SVP 2030) 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 and Environment fiscal 2021, in view of the urgency. SVP 2030 sets itself apart from previous medium- Health Daily Life term CSR plans in characteristically targeting fiscal 2030 as its long-term goal, and is expected to lay the Work Style foundations of the Group’s business management strategies for sustainable growth. Under SVP 2030, the Fujifilm Group will introduce Supply Chain further measures to resolve social issues through our business activities, including the launch of innovative products, technologies and services, in our aim to develop into a company that can make a greater Governance contribution to creating a sustainable society. Healthcare Imaging Materials Business Innovation Cha Business Segments ct r C n du ter orporate y / Visio on for Philosoph f C C e o orp od orate B vior / C eha Corporate Basis 1. SVP2030 Priority Areas and Priority Issues Resolving social issues Considering society (Materiality) through business activities and the environment in our business processes Contribution (Opportunities) Impact (Risks) Goals in the SDGs 1. Address climate change ● ● 2. Promote recycling of resources 3. Address energy issues toward a ● ● Environment decarbonized society ● 4. Ensure product and chemical safety ● ● 1. Fullfill unmet medical needs ● 2. Improve accessibility to medical services 3. Contribute to early disease detection ● Health 4. Contribute to health promotion and beauty ● 5. Promote management of a healthy ● ● (Employees) workplace 1. Contribute to creating a safe and secure society ● Daily Life 2. Contribute to enriching humanity and relationships between people ● 1. Create environments that lead to a ● (Employees) motivated workplace (provision of solution ● Work Style services) 2. Develop and utilize diverse human resources ● (Employees) Basis of Business Activities Supply Chain Strengthen CSR foundations across the entire supply chain including factors of the environment, ethics, and human rights Governance Improve 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 these targets. Themes That Are Significantly Related with our Business in the Priority Issues of SVP 2030 Item CSR Priority Issue 1 CSR Priority Issue 2 CSR Priority Issue 3 Material Issues Resolving social issues in the area Resolving social issues in the area of Resolving social issues in the area of of Health Daily Life Work Style • Health, a priority issue in our CSR • Daily Life, a priority issue in our CSR • Work Style, a priority issue in our plan SVP 2030, matches activities plan SVP 2030, matches activities CSR plan SVP 2030, matches aimed at the business targets for aimed at the business targets for activities aimed at the business healthcare, a priority business in “Materials” and “Imaging” that are targets for Business Innovation, a Relationship the medium-term management priority business operations in the priority business in the medium- between CSR plan plan VISION 2023. medium-term management plan term management plan VISION SVP 2030 and • The priority issue of “Health” VISION 2023. 2023. Medium-Term in SVP 2030 includes activities • In the Materials segment, actions • Work Style in SVP 2030 is also Management Plan aimed at improving the health of are aimed at creating a better social designed to achieve a more VISION 2023 our employees. infrastructure specified as Goal 9 efficient work style for our • It is aimed at resolving social among the SDGs. employees through various issues regarding health and also at • In Imaging, actions are aimed at programs. In other words, it health management in the Group. achieving the wellbeing that society is aimed at work style reform needs. through the whole of society, including the Fujifilm Group. Business Impact Revenue, profit & risks Sales, profit & risks Sales, profit & risks • Reducing medical disparities and • Contributing to the creation of a safe • Contributing to social building a healthy society through and secure society amid advances in transformation that provides global availability of leading-edge digital transformation, through the fulfillment in work for everyone, by products and services in all of the development and supply of cutting- making available on a global scale Business strategies areas, prevention, diagnosis and edge functional materials. products and solutions services treatment. that bring greater productivity and stimulate greater creativity. • Addressing environmental issues in all of our business operations and establishing CO reduction targets in each 2 segment in recognition of the urgency of climate change as a global issue and of activities aimed at creating a decarbonized society as a criterion in participating in global business. [Health] [Daily Life] [Work Style] • Improving access to medical By FY2030, we aim to contribute to • Offering 50 million people work services by using medical AI achieving the targets below: styles that support employee technologies to introduce our • (1) Developing technologies for productivity and creativity products and services to all 196 products and services and promoting through solutions services that countries and regions in the world their greater use to contribute to bring innovation to our business by by fiscal 2030. the development of an ICT, and (2) fiscal 2030. • Index: 100 countries by FY2023, Contributing to creating a safe and • (VISION 2023) Business 196 countries by FY2030 secure society by improving safety in Innovation segment targets: • (VISION 2023) Healthcare social infrastructure through diagnostic FY2023 revenue: 820 billion yen segment targets: services for buildings, etc. Operating income: 82 billion yen FY2023 revenue: 860 billion yen • Contributing to enriching humanity Ratio of operating income: 10% Operating income: 103 billion yen and relationships between people by making people’s lives peaceful through CO emissions by segment photographic and video records and 2 Ratio of operating income: 12.0% compared to the FY2013 level: CO emissions by segment photographic products that preserve 55% reduction Long-Term Target/ 2 memories. Index compared to the FY2013 level: 15% reduction • (VISION2023) Materials segment targets: FY2023 revenue: 720 billion yen Operating income: 95 billion yen Ratio of operating income: 13.2% CO emissions by segment compared to 2 the FY2013 level: 33% reduction • (VISION2023) Imaging segment targets: FY2023 revenue: 300 billion yen Operating income: 25 billion yen Ratio of operating income: 8.3% CO emissions by segment compared to 2 the FY2013 level: 52% reduction Target Year FY2023, FY2030 FY2023, FY2030 FY2023, FY2030 16 FUJIFILM Holdings Corporation Sustainability Report 2023

Overview Item CSR Priority Issue 1 CSR Priority Issue 2 CSR Priority Issue 3 • Overview of share-based • Overview of share-based remuneration • Overview of share-based remuneration plan for executive plan for executive officers responsible remuneration plan for executive officers responsible for Healthcare for Materials and Imaging segments in officers responsible for Business segment in 2.1.7 Executive 2.1.7 Executive Remuneration of this Innovation segment in 2.1.7 Remuneration of this report. report. Executive Remuneration of this • Performance Share Unit Plan • Performance Share Unit Plan report. Executive (Evaluated according to the level (Evaluated according to the level of • Performance Share Unit Plan Compensation of achievement of indicators achievement of indicators such as (Evaluated according to the level such as consolidated revenue, consolidated revenue, consolidated of achievement of indicators consolidated operating income operating income and ROIC, ESG such as consolidated revenue, and ROIC, ESG indicator, etc.) indicator, etc.) consolidated operating income and ROIC, ESG indicator, etc.) https://holdings.fuji昀椀lm.com/en/about/governance/compensation https://holdings.fuji昀椀lm.com/en/about/governance/compensation https://holdings.fuji昀椀lm.com/en/about/governance/compensation 1.2.7 Communication with Stakeholders Companies conduct their activities while interacting and maintaining relations with a wide variety of stakeholders, and it is important to listen carefully to their various views and expectations. Shareholders and Industrial investors At the Fujifilm Group, we ensure that we make appropriate associations Government information disclosures as well as verifying, at various opportunities, organization Customers Business whether or not our business activities are responding to the demands partners and expectations of all our stakeholders, and reflecting our findings Transaction Future partners Employees generations in our business activities. To ensure that our stakeholders’ views are reflected in our CSR activities, we also review them in our Sustainability Suppliers Local Report. Fujifilm Group communities In addition to opinions relating to our CSR activities as a whole, Market regarding a part of priority issues, we conduct individual briefings on Society (local and global) NPOs/NGOs the content of the activities to external parties, to receive their advice Environment and evaluation. Looking back over our activities and obtaining the views of external parties in this way provides a good opportunity to reexamine our activities. The Fujifilm Group’s Communications with Stakeholders Main Stakeholders Main Issues and Areas Methods of Communication Frequency of Responsibility • Customer Center (contact We have a diverse range of • Securing the safety and point for responding to • Day-to-day customers, from individuals, quality of products inquiries) businesses, corporations to • Design for Environment • Usability evaluation meetings government offices, etc., since and monitor surveys • As needed we have business deployed all • Provision of appropriate over the world, and we offer information on services • Customer satisfaction surveys • As needed Customers such a wide lineup of products, & products ranging from digital cameras • Improvement of • Questionnaires at product • Day-to-day and cosmetics to office customer satisfaction purchase printers, medical systems, levels • Showrooms, exhibitions • As needed medicine, highly functional • Customer response & materials and equipment and support • Holding seminars • As needed materials for graphic arts. • Websites and social media • As needed 17 FUJIFILM Holdings Corporation Sustainability Report 2023

1.2 ｜ CSR Management Main Stakeholders Main Issues and Areas Methods of Communication Frequency of Responsibility • Providing opportunities for dialogue with top • As needed Employees working for the management Fujifilm Group total approx. • Ensuring occupational • Personnel management • Day-to-day/ 83,000 people in 273 health and safety division contact point & As needed companies. Regular employees • Respect for human interviews Employees are active all over the world rights and their composition by • Utilization and training • Compliance & Sexual • Day-to-day country/region is Japan 52% of human resources Harassment Helpline the U.S. 11%, Europe 9% and • Regular meetings between the Asia 29% (as of end-March • Respect for diversity company and labor unions/ • As needed 2023). Health & Safety Committee • Intranet; in-house magazines • Day-to-day • General shareholders • Once a meetings/Business report year/4 times • Maintenance and briefings/Briefings for a year/As FUJIFILM Holdings has expansion of corporate investors needed approx. 147,000 shareholders, value • IR conferences/Individual characterized by a high • Appropriate meetings • As needed Shareholders proportion of institutional redistribution of profits & investors investors. Financial institutions • Timely & appropriate • Integrated reports/ account for 38.8% of our information disclosure Shareholder communications • As needed shareholders, while foreign companies constitute 35.7% • Measures for Socially • IR information website • Day-to-day (as of end-March 2023). Responsible Investment (SRI) • Contact point (for stakeholders) for responding • Day-to-day to inquiries • Briefings to suppliers (on CSR procurement including green supply, management • As needed of chemical substances • Thorough contained, etc.) implementation of • CSR Self-Check (self-audited) The Fujifilm Group conducts fairness & transparency and Onsite “Visit and Check” • As needed Transaction transactions worldwide with in transactions by expert team partners suppliers of raw materials and • Promotion of CSR • Website for exclusive use of components and retailers of issues in the supply transaction partners • Day-to-day our products, etc. chain, such as human rights and the • Regular discussions with • As needed environment partners • Contact point for responding to inquiries (in each • Day-to-day procurement and sales division) • Environmental communication • As needed meetings/Factory tours • Contribution activities • Community volunteer • As needed which make use of activities our main business • Regular discussions with The Fujifilm Group has bases strengths local governments (city hall, in approx. 40 countries across • Respecting local mayor, community association • As needed Future the world and conducts its culture & customs presidents, etc.) generations activities by treating the local and environmental & local culture and customs with conservation • Contact point (at each factory • Day-to-day societies respect, as well as putting • Prevention of disasters & office) efforts into educational and accidents in the support for future generations. workplace • Dispatch of lecturers to the • Educational support for academic organization & • As needed future generations endowed chairs • Environmental education activities in cooperation with • As needed NGOs & NPOs 18 FUJIFILM Holdings Corporation Sustainability Report 2023

Overview Main Stakeholders Main Issues and Areas Methods of Communication Frequency of Responsibility • Participation in various • As needed industrial committees The Fujifilm Group has • Participation in the businesses in countries all over • Legal compliance development of industry • As needed the world. guidelines Government Each of these businesses • Joint research & organizations belongs to several industrial development and • Announcement of public & industrial associations and has active cooperation in public comments through industry • As needed associations relations with the respective policy aimed at the associations government organizations, resolution of social • Joint research & development including participating in issues of government or industry • As needed collaborations and association information exchanges, etc. • Proposals aimed at the • As needed resolution of social issues • Obtain views on the • As needed Sustainability Report • Participate in stakeholder • As needed We are conducting dialogues • Dialogue, collaboration dialogue with NGOs & NPOs who and support aimed at • Administration committee NGOs & are actively aiming for a the resolution of social of Public Trust Fujifilm Green • As needed NPOs sustainable society, for the and environmental Fund resolution of social issues and issues environmental conservation. • Review meetings on various • As needed CSR issues • Support for disaster area with • As needed NPO 19 FUJIFILM Holdings Corporation Sustainability Report 2023

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) 20 FUJIFILM Holdings Corporation Sustainability Report 2023

Governance 2.1 Corporate Governance 2.1.1 Basic Approach The Fujifilm Group aims to contribute to the sustainable growth of society while improving its corporate value through sincere and fair business activities. As the foundation to achieve this, we regard corporate governance as a primary issue in our business management. We also position the Board of Directors as the organization that determines basic Group management policies and strategies 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.fuji昀椀lm.com/昀椀les-holdings/ja/about/governance/about_governance_昀昀_ab_2022_003.pdf(inJapaneseonly) Our Basic Policy on Internal Control Systems https://holdings.fuji昀椀lm.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 Report https://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 Board of 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) to enhance 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

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2.1 ｜ Corporate Governance 2. Corporate Governance and Governing Structure Corporate Governance Structure General Meeting of Shareholders (1) Board of Directors (2) Nomination and Remuneration ● Determination of Group management policies Advisory Committee and strategies (3) Audit & Supervisory Board Independent Auditors ● Decisions on important matters relating to business execution ● Supervision of business execution Audit & Supervisory Board Office Chairman of the Board of Directors (Staff Department for Audit & (Director and Board Chairman) Supervisory Board Members) Business Execution President and CEO, (5) ESG Committee Representative Director Including Compliance & Risk Management Corporate Vice Presidents (6) M&A Investment Committee (4) Management Council (7) DX Strategy Committee Corporate ICT Corporate Communications Accounting Human Legal Intellectual Property ESG Global Audit Planning Strategy Division and Finance Resources Division Division Division Division Division Division Division 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 procedures for 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 and strategies 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 accordance with 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 perspective with 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 business strategy, 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. 22 FUJIFILM Holdings Corporation Sustainability Report 2023

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 for financial 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 knowledge of global business management and specialized knowledge of accounting and financial affairs. The other outside auditor is a qualified lawyer with a career as a public prosecutor and extensive experience in law, as well as knowledge of and experience in the field 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 to external auditors at the Audit & Supervisory Board meetings held on a monthly basis and engage in exchanges of opinion. The internal auditing departments consist of the Global Auditing Division made up of members who are independent of 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 of our 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 their rationality from a perspective of increasing corporate value considering the benefit of stakeholders including minority shareholders. They are playing role of contribution to ensure validity and appropriateness of Board decision making. Outside directors and outside Audit & Supervisory Board members of FUJIFILM Holdings Corporation are deemed to be independent when none of the following conditions apply: Criteria for Independence of Outside Directors and Outside Audit & Supervisory Board Members https://www.fujifilmholdings.com/en/about/governance/officers/index.html 2.1.4 Diversity among Directors Director candidates are selected giving overall consideration including diversity of the Board of Directors, to enable 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 from independent perspective, high level of expertise in fields such as corporate management, finance, and accounting, and law and experience regarding Fujifilm business fields, and such. We appointed a female outside director in June 2018. We 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 Knowledge and Legal Human Years in Global Expertise Innovation/ Finance & Affairs/Risk Resources No. Name Office Management in Core Technology Accounting/ Management/ Sustainability Strategy and Business Capital Policy Governance Corporate and Related Culture Industries 1 Kenji Sukeno 10 ○ ○ ○ ○ ○ 2 Teiichi Goto 5 ○ ○ ○ ○ ○ 3 Masayuki Higuchi 2 ○ ○ ○ ○ s 4 Naoki Hama 1 ○ ○ ○ ○ ○ r o 5 Chisato Yoshizawa Female 1 ○ ○ ○ ○ t c e 6 Yoji Ito – (New) ○ ○ ○ ir D 7 Kunitaro Kitamura Outside 6 ○ ○ ○ ○ ○ Outside 8 Makiko Eda Female 5 ○ ○ ○ ○ ○ 9 Tsuyoshi Nagano Outside 1 ○ ○ ○ ○ ○ 10 Ikuro Sugawara Outside 1 ○ ○ ○ ○ s 1 Nobuo Hanada 3 ○ ○ r to 2 Motoko Kawasaki Female 2 ○ ○ di u 3 Masataka Mitsuhashi Outside 4 ○ ○ ○ A 4 Tatsuya Inagawa Outside 3 ○ * 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 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 Global management 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 business environment. We aspire to accelerate growth in the healthcare and advanced materials domains, which Knowledge and expertise in serve as growth drivers of the Company. We furthermore aspire to achieve sustainable core businesses and related growth and to build a more resilient business platform. To such ends, we seek experience industries in leading operations in business segments being pursued by the Company (Healthcare, Materials, Business Innovation and Imaging) and furthermore seek knowledge and expertise related to such businesses and related industries. 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 Innovation/Technology our base technologies cultivated through the development of new business models and photographic film, combined with our core technologies and production technologies for building sustainable competitive advantage. To such ends, we seek experience in transforming business models as well as knowledge and expertise in technology. We aspire to build a robust business portfolio to increase our corporate value over the Finance & accounting / medium to long term. To such ends, we seek experience in M&As; cash (flow/allocation) Capital policy management achieved through operational streamlining, fundraising and dialogue with capital markets; and knowledge and expertise related to finance, accounting and capital policy. We aspire to create a framework for sustainable growth and medium- to long-term Legal affairs/ improvement in corporate value under an open, fair and clear corporate culture. To such Risk management/ ends, we seek experience in business risk management as well as knowledge and expertise Governance 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. 24 FUJIFILM Holdings Corporation Sustainability Report 2023

Governance Skill Reason for Selection We aspire to achieve objectives particularly with respect to long-term CSR and medium- term management plans. We also aspire to assess whether our trajectory and outcomes Sustainability align with social trends and the medium- to long-term value sought by society in order to 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 and expertise related to sustainability. When it comes to human resources, which serve as our source of innovation, we aspire to build a robust business portfolio by speedily implementing a human resources strategy centered on securing and training human resources in new fields, utilizing diverse Human resources strategy employees, supporting their growth and improving engagement. In addition, it is important and corporate culture that we perpetuate and develop the corporate culture, which has given rise to innovation in order to sustain the growth of the Company. To such ends, we seek experience in making 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.fuji昀椀lm.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 Audit & Supervisory Board Meeting Name (No. held: 14) (No. held: 17) Attendance Held Rate Attendance Held Rate Kenji Sukeno Chair 13 14 93% Teiichi Goto 14 14 100% Takashi Iwasaki 14 14 100% Takatoshi Ishikawa 14 14 100% Masayuki Higuchi 14 14 100% s Naoki Hama 11 11 100% r Chisato Yoshizawa Female 11 11 100% o t c Kunitaro Kitamura Outside 14 14 100% e ir D Makiko Eda Outside 13 14 93% Female Tsuyoshi Nagano Outside 10 11 91% Ikuro Sugawara Outside 11 11 100% Kouichi Tamai 3 3 100% Junji Okada 3 3 100% Tatsuo Kawada Outside 3 3 100% s Nobuo Hanada 14 14 100% 17 17 100% r Motoko Kawasaki Female 14 14 100% 17 17 100% to di Masataka Outside 14 14 100% 17 17 100% u Mitsuhashi A 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 of Meeting 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 were counted before their resignations. 25 FUJIFILM Holdings Corporation Sustainability Report 2023

2.1 ｜ Corporate Governance 2.1.6 The Evaluation of the Effectiveness of the Board of Directors In October 2015, we formulated and published the FUJIFILM Holdings Corporation Corporate Governance Guidelines (“Guidelines”), 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 execution of business. To ensure the effectiveness of the BoD, evaluations and hearing sessions, etc. are conducted by each Director and 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 a third-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 and discussed 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 the execution 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 to establish evaluation items and create questionnaire items. Based on changes in management structure in June 2021 and subsequent 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, the rules 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 was clarified, 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 and Remuneration 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 26 FUJIFILM Holdings Corporation Sustainability Report 2023

Governance 2.1.7 Executive Remuneration 1. Remuneration decision process • The total (upper limit) of the remuneration for either a director or an auditor is determined at the shareholders’ meeting. • The policy on remuneration for individual directors, etc., (hereinafter called "Remuneration Decision-making Policy") is finalized 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, including alignment 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 short- term 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-Based Remuneration 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 and performance evaluation. Remuneration for outside directors and auditors consists of a fixed remuneration only, due to the nature of their role and to maintain their independence. Performance-linked remuneration Fixed remuneration: Short-term Restricted Share-Based approx. 55% performance-linked Performance Remuneration Plan: remuneration: share unit: approx.30% approx. 10% approx. 5% (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 paid in 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 in comparison 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 number of shares is paid as medium-term performance-linked share-based remuneration. In addition, cash equivalent to the share price times 50% of the adjusted number of shares is also paid. The number of base paid shares by position, as determined by 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 to contribute to share price growth, improved corporate value and enhanced performance over the medium term. 27 FUJIFILM Holdings Corporation Sustainability Report 2023

2.1 ｜ Corporate Governance As an incentive to achieve our new CO emission reduction targets established in December 2021 to build a decarbonized 2 society, ESG indicators (CO emissions performance rate against the target) were added to the Performance Share Unit 2 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 hold these 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 inside director, with one outside director appointed as chairperson. The Committee normally convenes at least once a year, in principle, to deliberate on the CEO succession plan and the basic policies and procedures for director remuneration and reports 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%) Member Tsuyoshi Nagano 2/2 (100%) Member Kenji 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 28 FUJIFILM Holdings Corporation Sustainability Report 2023

Governance Remuneration for Each Director (FY2022) Total Amount by Type of Remuneration (million yen) Performance-linked Remuneration Non-performance-linked Remuneration Total Amount of Name Category Company Monetary Non-monetary Monetary Non-monetary Remuneration Remuneration Remuneration Remuneration Remuneration (million yen) Short-term Restricted Performance- Performance Share Fixed Share-based linked Units Remuneration Remuneration Remuneration Directors FUJIFILM Holdings 20 − − 90 85 196 Corporation Kenji Directors FUJIFILM 5 − − 23 17 45 Sukeno Corporation Directors FUJIFILM Business − − − 9 − 9 Innovation Corp. Total 251 Directors FUJIFILM Holdings 24 7 11 102 93 239 Corporation Teiichi Directors FUJIFILM 6 1 1 40 15 65 Goto Corporation Directors FUJIFILM Business 9 9 Innovation Corp. − − − − Total 313 Directors FUJIFILM Holdings 9 38 3 52 Corporation − − Takashi FUJIFILM Iwasaki Directors Corporation 9 3 5 36 54 108 Total 161 Directors FUJIFILM Holdings 11 3 16 Corporation − − − Takatoshi FUJIFILM Ishikawa Directors Corporation 21 3 5 62 54 147 Total 163 Directors FUJIFILM Holdings 5 29 3 40 Corporation − − Masayuki Directors FUJIFILM 5 2 3 27 32 71 Higuchi Corporation Auditors FUJIFILM Business 8 8 Innovation Corp. − − − − Total 119 Directors FUJIFILM Holdings 8 2 12 Corporation − − − Naoki FUJIFILM Business Hama Directors Innovation Corp. 12 6 8 68 34 129 Total 142 Directors FUJIFILM Holdings 2 22 2 28 Corporation − − Chisato FUJIFILM Yoshizawa Directors Corporation 2 1 2 20 23 50 Total 79 * 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

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 Non-performance-linked Remuneration Total Category Number Monetary Remuneration Non-monetary Monetary Non-monetary Amount of Remuneration Remuneration Remuneration Remuneration Short-term (million yen) Performance- Fixed Restricted linked Performance Share Units Remuneration Share-based Remuneration Remuneration 63 10 12 200 597 Directors 310 9 (—) (10) (12) (200) (352) (128) Auditors 2 — — — 42 — 42 (—) (42) (—) (42) Outside directors 7 — (—) (—) 76 — 76 & auditors (—) (76) (—) (76) Total 18 63 10 12 430 200 717 (—) (10) (12) (248) (200) (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 Group shall comply with taxation laws of countries around the world, international taxation regulations and the spirit of 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 the perspective of tax, receive advice from competent tax advisors if and when required, and implement reporting and preliminary approval processes for important tax matters in accordance with internal regulations in order to maintain 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 lack of 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 planning or use tax havens for the sole purpose of obtaining tax benefits. Control of tax matters Based on the “Fujifilm Group Tax Policy,” the Fujifilm Group pays taxes in a timely and appropriate manner to the countries where it operates, and strives to maintain and improve tax governance. We do not recognize any serious issue concerning tax-related risks at this moment. • The director responsible for managing the accounting departments takes responsibility for execution of tax processing and instructions, and the creation of financial statements. Note that the financial statements are audited by an independent audit corporation. • With the recognition that each auditor is an independent authority to form an overall corporate governance system, 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) 30 FUJIFILM Holdings Corporation Sustainability Report 2023

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 framework of common sense and ethics.” Moreover, we think the compliance and the risk are two sides of the coin, as the lack of compliance 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 ● Formulation of a Code of Conduct for employees ● 1995-2005 Establishment of responsible organization (committee) ● Opening of a helpline and whistle-blowing office ● Start raising employees’ Awareness, education, and monitoring through awareness surveys and briefings sessions Establishment and reinforcement of foundation for the entire Fujifilm Group ● 2006-2008 Establishment of FUJIFILM Holdings CSR Committee ● Expansion of initiative to Group companies outside of Japan ● Revision of Group’s Corporate Philosophy and Charter for Corporate Behavior , and formulation of Vision and code of Conduct and raising awareness Addressing new priority issues ● Introduction of anti-corruption regulations ● 2009-2013 Review of Group-wide risk issues related to natural disasters, such as large earthquake or possible eruption of Mt. Fuji ● Establishment of a system to ensure no relations with anti-social forces ● Introduction of information security regulations and guidelines etc. Further activity promotion toward Sustainable Value Plan 2016 targets 2014-2016 ● Review and clarification of major risks for the Fujifilm Group ● Strengthening measures to raise awareness on existing rules and regulations etc. Strengthening Corporate Governance as the Fujifilm Group ● Compliance education for all Employees and distribution of CEO message concerning the 2017-2019 inappropriate accounting issue ● Establishment of whistle-blowing system to report directly to FUJIFILM Holdings ● Revision of the Charter for Corporate Behavior and the Code of Conduct ● Establishment of FUJIFILM Holdings ESG Committee reorganized from CSR committee Strengthening compliance and risk management organizations and reinforcement of activities ● Consolidation and reorganization of compliance and risk management organizations at FUJIFILM Corporation and FUJIFILM Business Innovation Corp. under Fujifilm Holdings 2020-2022 Corporation ● Consolidation and integration of various policies and domestic whistleblowing systems of the two corporations ● Establishment of Fujifilm Group Global Healthcare Code of Conduct ● Update of message from the president regarding the Fujifilm Group Charter for Corporate Behavior and Code of Conduct. 31 FUJIFILM Holdings Corporation Sustainability Report 2023

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2.2 ｜ Compliance and Risk Management 2.2.3 Compliance and Risk Management Promotion Structure Fujifilm Group Compliance and Risk Management System Fujifilm Holdings Corporation Board of Directors Audit Audit & Supervisory Board Supervise Report ESG Committee (Chairperson: President, Deputy Chairperson: Director responsible for ESG) Approve, Direct Report FUJIFILM Holdings ESG Division (ESG Committee Secretariat) Approve, Direct Report Each 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 the effectiveness of risk management for the entire Group. The Audit & Supervisory Board conducts audits to ensure that the internal 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. 32 FUJIFILM Holdings Corporation Sustainability Report 2023

Governance Decision-making Process for Priority Risks Extracting the risks Risk assessment Risk items Risks that are likely to impact our Group The level of impact of each risk item and its (1) Impact of economic changes and (60 items in five areas) are extracted. occurrence probability are assessed quantitatively. foreign exchange fluctuations on business performance 1) Strategy risks high (2) Environmental changes and (1) Failure of new business or facility competition in each business Priority risks field investment (3) Manufacturing activities (2) Change in market needs (4) Product quality & product liability Impact level (5) Medical business and 5) Climate change regenerative medicine business (1) Physical risks caused by climate change low (6) Logistics (2) Transitional risks caused by climate change (7) Patents and other intellectual low Occurrence probability high property rights (8) M&A, business partnerships, etc. (9) Human resources recruitment (10) Internal control (including Action on risks Priority risks and decision-making on counteractions prevention of fraud and misconduct) (11) Information systems (including Action on priority risks taken at each ESG Committee decides on the priority risks in information security and organization, in accordance with the action policy our Group and the policies for addressing them. privacy protection) (12) Public regulations (13) Environmental regulations (14) Climate change (15) Large-scale disasters and Report to and supervised by the Board of Directors infectious diseases 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 (cyber- To reinforce measures against cyberattacks, installation of sensors to monitor the attacks, confidential data behavior of PCs, servers and development of a global scale security surveillance centers leakage & personal information have been completed. leakage) Rising prices and shortfalls in Procurement from multiple origins for raw and other materials used in priority raw and other materials businesses and products. The manufacturing, development and marketing sites of the Group, as well as our suppliers, are distributed across various countries. The latest information on conditions Geopolitical risks 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 each business site and supply chain. Low-carbon investments are made by reducing CO emissions in the product lifecycle, Climate change risks 2 developing manufacturing methods with low environmental impact and the internal carbon pricing scheme. Reinforcement of chemical Strict regulation requirements are likely to lead to prohibition of the use of existing raw substances management materials. We recognize that PFAS control is a priority issue and plan to minimize the impact by developing substitute or alternative materials. Due to the strict restrictions and the government approval required in the healthcare Corruption and bribery business, corruption poses a high risk. Preventive measures will be strengthened, chiefly through employee education and monitoring middlemen through outside vendors. Pandemic and infectious To reduce the impact of infectious diseases spreading through the business, each diseases organization 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 product In the healthcare business, problems with product quality pose risks that lead to defect customers experiencing health hazards. Accidents are prevented through product design and quality assurance. Fraud by executive officers or Fraud is prevented through the development and appropriate implementation of employees internal 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 operating company and ESG Division of FUJIFILM Holdings, and at the same time addressed swiftly to prevent further propagation of 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 in question. At the same time the operating company shares the incident details and the relevant preventative measures among its Group companies to avoid recurrence of the same or similar incidents. Serving as Secretariat, the ESG Division of FUJIFILM Holdings reports incidents received through our operating companies to the ESG Committee and at the same time takes action to strengthen and promote risk management for the entire Group, based on the information received. In the event of a serious incident, reports to the ESG Committee do not only include a summary of the incident, but also detailed 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 be announced outside the company were confirmed. 2.2.5 Efforts to Promote Compliance At the Fujifilm Group, the following four steps have been implemented in the 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 approach to 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 inside After information analysis, Business domain-specific In addition to the annual and outside the company the key points requiring training and awareness declaration by all executive from social conditions, the reinforcement are examined. surveys are planned to officers and employees that Group's priority risks, results The awareness survey results confirm that measures are they comply with the Charter of the previous year's and trends in whistle-blowing effective. for Corporate Behavior and awareness survey, the status reports are shared for study Code of Conduct, various of risk occurrence, reports by each organization measures are implemented received by the internal throughout the Group to based on the developed improve the workplace whistle-blowing office, etc. atmosphere and give greater plans. compliance awareness. 34 FUJIFILM Holdings Corporation Sustainability Report 2023

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 in all 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 the content of the violation. Fujifilm Group Charter for Corporate Behavior https://www.fujifilmholdings.com/en/about/philosophy/conduct/index.html Fujifilm Group Code of Conduct https://holdings.fujifilm.com/en/about/philosophy/law Fujifilm Group Charter for Corporate Behavior and Code of Conduct in 24 Languages https://holdings.fujifilm.com/en/about/philosophy#24languages In the healthcare business, we recognize that higher ethical conduct and transparency and fair business activities are requested by society and the regulatory authorities in each country. In accordance with this situation, in July 2020 we established the Fujifilm Group Global Healthcare Code of Conduct that must be adhered to in promoting proper business activities. Fujifilm Group Global Healthcare Code of Conduct https://holdings.fujifilm.com/en/about/philosophy/global-healthcare 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 and familiar 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 the potential 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 and Gaining a greater understanding of the Charter for Code of Conduct and declaration of Corporate Behavior and Code of Conduct Declaration compliance (Global) of understanding, complying with and behaving according to the Code of Conduct Compliance in general (Prevention of Application of the Charter for Corporate Behavior and All executive officers misconduct, prevention of harassment, Code of Conduct to concrete behavior in compliance and employees whistle-blowing, etc.) Acquire a correct understanding of the information security rules and prevent leaks of confidential Information security information (For further details, please refer to 2.2.8-2 (4) Employee training) All executive officers and employees Global Healthcare Code of Conduct Study of the Code of Conduct and laws and regulations in the healthcare and Healthcare Compliance related to the healthcare business to prevent violations. business New employees (New executive Establish awareness of compliance and risk officers, new Compliance and risk management in management pertaining to each employee’s job level managerial general and function, to assure appropriate behavior. personnel, new general employees) 35 FUJIFILM Holdings Corporation Sustainability Report 2023

2.2 ｜ Compliance and Risk Management Intended Audience Category Objective Officers in charge Risk management in general Handling Promotion and guidance on compliance/risk of compliance/risk harassment inquiries and current management activities in each organization, in management at each topics on information security, etc. accordance with the groupwide policy. organization Managerial Program content focused on key points personnel and in preventing misconduct, workplace Education and training focused on key points to be general employees discussions, preventing harassment, strengthened in each organization, to ensure deeper of organizations to etc. knowledge and greater awareness and improvement be strengthened 3. Awareness survey The Fujifilm Group conducts regular compliance awareness surveys to examine the degree of awareness of compliance and comprehension 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 of various Group companies. In addition, they are incorporated in the training programs and measures at each company to maintain and improve compliance awareness and to prevent violations. ● E mployee Engagement Survey (global): Conducted every year Objective: Examine the level of dissemination of awareness and comprehension of compliance in general, examine the level of awareness of whistle-blowing and consultation system ● H arassment 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 and regional headquarters that accept a range of questions and reports including inter-personal issues and compliance in day-to-day business. The other is by directly contacting the ESG Division (the compliance division) of FUJIFILM Holdings concerning critical issues that could significantly impact our business, such as a misconduct and violation of laws. This type of report 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 a probable violation of the Code of Conduct is identified, the ESG Division (compliance division) investigates the issue. If a violation is confirmed, corrective actions are taken properly to prevent for further occurrence. A serious case is immediately notified to the executive officer responsible for the ESG Division and top management to discuss and determine the response. Anonymous reporting is essentially possible under each whistle-blowing system. As the regulations on whistle-blowing are established, investigations are conducted with confidentiality and protection for the whistle-blower, to prevent the retaliation as a result of their report. Particularly in Japan, in accordance with a new requirement by the amended Whistle- blower Protection Act of 2022, officers engaged in responding to whistle-blowing reports were appointed in each Group company. We disseminate this whistle-blowing and consultation system among all employees through posters and the intranet to ensure that they can make contact whenever necessary. For external stakeholders, we provide “Contact regarding Sustainability” form on our official website to listen to the feedbacks on our sustainability activities including those related to human rights from the public at large, either anonymous or named. All complaints and suggestions are examined and handled appropriately after investigating the facts. The number of whistle-blowing reports and contents are regularly reported to the board of directors with due consideration to the whistle-blower. 36 FUJIFILM Holdings Corporation Sustainability Report 2023

Governance 2.2.6 Achievements for Efforts to Promote Compliance 1. 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 a strong 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 participated through 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 by each 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 to give instructions on further harassment control, as well as to develop and implement measures to advance psychological safety 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, understand the need to maintain an open, fair and clear corporate culture and have knowledge of the whistle-blowing system and counseling 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 workplace environment. 3. Whistle-blowing and consultation reports ● N umber 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 and labor 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. ● I n 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 business activities. Chapter 2 of the Charter for Corporate Behavior and Code of Conduct (Fair Business Activities) states explicitly that the Group will uphold fair competition, fair sales activities, fair procurement activities, prevention of corruption, 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. Anti- corruption 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 normal social propriety. ● Preparatory inspections made before starting to trade with agents such as distributors and other intermediaries and anti-corruption provisions included in contracts. ● P rocedure 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 compliance with 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 in carrying 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 are reported 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 research firm. 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 maintain regular employee education systems, and have introduced annual self audits. For compliance with Japan’s subcontractor law (Act against Delay in Payment of Subcontract Proceeds, Etc. to Subcontractors), regular training sessions are organized for personnel responsible for order management at business divisions where subcontractor business volumes are large. At the same time, divisions are monitored for their state of compliance with the subcontractor law in response to inspections either by the Japan Fair Trade Commission or the Small and Medium Enterprise Agency. In-house seminars on Japan’s anti-trust law and subcontractor law were held for major affiliates to 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 and subcontractor 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 Safety of Products Including Pharmaceuticals and Medical Devices) The Fujifilm Group Global Healthcare Code of Conduct was established in fiscal 2020 to ensure legal compliance in the area of healthcare. Status for FY2022 Training was given to executive officers and employees working in the healthcare business, along with an internal audit of 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. 38 FUJIFILM Holdings Corporation Sustainability Report 2023

Governance 4. Export and import control The Fujifilm Group has created the Global Security Trade Control Policy, one of the basic policies commonly shared across the Fujifilm Group, and control our exports based on this policy. This is our means of preventing products and goods that could be converted into arms or be adapted for military use from being obtained by terrorists or nations that could threaten international security. We can therefore state that we contribute to maintaining international peace and safety not only by observing the related laws. The Fujifilm Group has established Regulations on Export Security Control based on its Export Security Control Policy for export control in compliance with laws and regulations by an export control organization chaired by the President. Fujifilm Group Export Control Framework Export Control Chief Officer (FUJIFILM Holdings President and Chief Executive Officer) Final Approver on Export Trading (FUJIFILM Holdings Corporate Vice President in charge of ESG) Export Control Supervising Division (FUJIFILM Holdings ESG Trade Compliance Group) Fujifilm FUJIFILM Business Innovation Export Control Supervising Division Export Control Manager at each division Export Control Manager at each division at group companies We have prepared e-learning programs to train employees in the purpose and outline of export and import control to facilitate acquisition of the necessary knowledge at the right time. Additionally, we hold briefings on revisions to laws and rules, concrete details on export and import control methods, etc., to foster greater understanding among employees. For each division in our Group companies, we conduct annual written audits, as well as on-site audits, for continual improvement aimed at more solid and reliable export and import control. Status for 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 reference materials on manufacturing parts and materials and production process and data on raw materials costs, product sale prices, etc. The verification reference materials produced by the development, manufacturing and sales divisions must be checked thoroughly, since failure to satisfy even one EPA requirement will be regarded tax evasion. To address this need, we have established the Fujifilm Group EPA Management Regulations to identify explicitly the responsibilities and roles of each business division, the need for continual confirmation of the viability of verification materials and storage periods for such 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 same time, e-learning programs have been developed to assure appropriate application. We will promote wider application of EPAs while assuring compliance through inspections such as on-site and written audits. 39 FUJIFILM Holdings Corporation Sustainability Report 2023

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 are usually connected via networks today. Therefore, we enhance the information security management system and measures described below, with the awareness 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 of Information Security as one of critical issues in business activities in order to continue to be a reliable corporation under our open, fair and clear corporate culture, and to fulfill our social responsibility. 1. Preparation and observance of information security rules We prepare documents such as regulations and guidelines and ensure that they are fully complied with to follow this Policy, as well as to comply with all applicable laws, and regulations enforced in the regions in which we conduct business. 2. Establishment of information security management organization We clearly define the organization structure and responsibilities to implement information security measures appropriately 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 respond to 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 conduct business, as well as contracts with customers and business partners. Adopted May 2013. Revised April 2021 40 FUJIFILM Holdings Corporation Sustainability Report 2023

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 in charge of the ESG Division. We also appoint the executive officer responsible for ICT as the chief ICT security officer who oversees the ICT security management organization and implements countermeasures for cyber security risks which are becoming increasingly important. The groupwide information security strategies are determined by the ESG Committee, chaired by the 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 each organization. (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 be resolved in the event of a sophisticated attack. Our systems’ defense measures are being reviewed and strengthened from the 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 and maintain 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 through the experience of receiving such emails, has been conducted every year since 2011. 3. Identifying information security risks and countermeasures (1) Establishing an information security management system The Fujifilm Group ensures a uniform global security level led by our regional headquarters in Japan, the US, Europe, Southeast Asia, and China, based on the Information Security Guidelines and the Global Information Security Regulations, which complies with ISO/IEC 27001, the standards for an information security management system. The Information Security Guidelines define concrete security management methods that are globally applicable and each company manages 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. 41 FUJIFILM Holdings Corporation Sustainability Report 2023

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 each organization leads following activities. ① Improved security quality of products The Fujifilm Group has implemented a design and development process for better security quality throughout the product lifecycle from product planning, design and development to maintenance and operation. Specifically, we are implementing threat analysis in the upstream process of design and development, secure coding, response to supply chain vulnerabilities and regular vulnerability inspections before and after product release, based on a policy of “security by design.” ② Response to vulnerabilities The Fujifilm Group collects vulnerability data from JPCERT/CC and other external organizations and disseminates information as needed to relevant organizations in the Group. If there is information on a vulnerability that will have a significant impact, 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 Group participates 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 and department heads responsible for cybersecurity. In these drills, details of the incident are not disclosed in advance. During the designated time frame, an interim report from Fujifilm CERT is organized and prepared by the department head for submission to the director responsible, who in turn decides how to limit the damage and the impact on business activities. Issues were revealed during the first drill and the 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. 42 FUJIFILM Holdings Corporation Sustainability Report 2023

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 and cyberattacks 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) Report Information Security Management Structure Chief Information Security Governance Officer Chief ICT Security Officer ・ ・ Information Security Governance Organization ICT Security Management Organization FUJIFILM CERT ・ Information Security Incident Reception Office (Reporting System) Report Report Each Group company and CSIRT at each region each organization 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 been reported that actually affect the manufacture and supply of goods. Following the Japanese government’s warnings on the need 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 and other countries have been instructed to carry out information security self-checks to assess the status. Responses have been 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 a request 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 Report https://holdings.fujifilm.com/en/sustainability/activity/governance/security 6. Closer communication with stakeholders and other relevant parties To report on Fujifilm’s activities on information security and to win stakeholders’ trust for its business operations, the Fujifilm Group publishes an Information Security Report. FUJIFILM CERT is a member of the Forum of Incident Response and Security Teams (FIRST), the international CSIRT community, and also of the Nippon CSIRT Association, the CSIRT community in Japan. This contributes to greater security and safety in cyberspace through information exchange and coordination with other CSIRTs in Japan and other countries. 43 FUJIFILM Holdings Corporation Sustainability Report 2023

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 our Group companies to establish personal data protection policies and privacy policies that include provisions shared by the entire Group. The entire Group maintains a personal data protection policy based on OECD Privacy Principles. These policies are also being implemented at suppliers and contractors of the Fujifilm Group and cover the entire supply chain. 2. Promotion structure Based on the Privacy Policy, the Fujifilm Group established the Global Personal Information Protection Regulations and the Personal Information Management Regulations to specify the methods of handling personal data. The General Manager of 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 protection of 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’s tasks include dissemination of the policies and targets, implementation of such policies, inspecting the implementation and management status, promoting details of the Personal Information Management Regulations among employees, and providing instructions and advice to managers of organizations that handle personal 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 are continually instigating measures to protect personal information. The companies with ISMS certification or the Privacy Mark certification are implementing improvement activities with regular audits by external audit firms and audit results. 3. Employee training Please refer to 2.2.8-2 (4) Employee training. 4. Appropriate handling of personal data The Fujifilm Group has established the Policy on Personal Information Protection, Privacy Policy and internal regulations on the handling of personal data (such as the Global Personal Information Protection Regulations and the Personal Information Management Regulations and various guidelines) to implement appropriate safety management measures and protect personal data held by the Group. Updates on its Personal Information Protection Policy and Privacy Policy are disclosed on the Fujifilm website, acquiring the appropriate consent of the person in question where required by law. 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 and correct safety control measures and to perform other procedures, such as the deletion of personal data that is no longer necessary. The inventory status for each organization is audited by the ESG Division of FUJIFILM Holdings. In the work regulations, punitive action is imposed on any employee who takes company information outside of the company without authorization. At the same time, near-miss cases, including those that have occurred in other companies, are shared as a caution and to 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. 44 FUJIFILM Holdings Corporation Sustainability Report 2023

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 these developments, 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 at the 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 As of June, 2023 Certification Certified Affiliates FUJIFILM Medical Co., Ltd. FUJIFILM System Services Corp. FUJIFILM Imaging Systems Co., Ltd. FUJIFILM Medical Solutions Corporation 1 P-Mark* FUJIFILM Media Crest Co., Ltd. FUJIFILM Healthcare Systems Corporation FUJIFILM Techno Service Co., Ltd. FUJIFILM Healthcare Laboratory Co., Ltd. FUJIFILM Imaging Protec Co., Ltd. FUJIFILM Imaging Systems Co., Ltd. FUJIFILM Medical Systems Business Division FUJIFILM Imaging Protec Co., Ltd. FUJIFILM Wako Pure Chemical Corporation FUJIFILM Medical Co., Ltd. FUJIFILM System Service Co., Ltd. FUJIFILM Business Innovation Corp. FUJIFILM Service Link Co., Ltd. FUJIFILM Business Innovation Japan Corp. FUJIFILM Service Creative Co., Ltd. 2 ISMS* FUJIFILM Manufacturing Co., Ltd. FUJIFILM Digital Solutions Co., Ltd. FUJIFILM Printing Systems Co., Ltd. FUJIFILM Software Co., Ltd. FUJIFILM Business Innovation overseas FUJIFILM Recording Media Products Division manufacturing companies (3 companies) (now Industry Equipment Division) 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 Privacy Mark (P-Mark): A mark granted by the Japan Information Processing Development Corporation (JIPDEC) to companies in which personal information is handled appropriately. *2 I SMS: Certification regarding the overall management framework for information including personal information (Information Security Management System). 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 in recent years. Drastic environmental changes are happening around the world, represented by rises in sea levels and abnormal 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 45 FUJIFILM Holdings Corporation Sustainability Report 2023

2.2 ｜ Compliance and Risk Management maintain a continuous supply of its products and services (business continuity) while at the same time assuring safety and protecting the lives of its employees in various regions. To minimize damage to business in the event of a natural disaster, we actively work to protect against and mitigate damage from natural disasters. ２．Organization in the event of natural disasters Disaster Information-Collection Organization Disaster Control Headquarters Emergency Management Team (EMT) Disaster Control Headquarters (1) Damage information report (President of Fujifilm Holdings) (2) Information for deciding the forming EMT leader of the Disaster Control Headquarters (Establishing headquarters & assembling members) Disaster control Members of the Disaster Emergency Management Team (EMT) office Control Headquarters Information collection & report on in business Deciding the Groupwide disaster control policy damage & damage updates ・ Guidance & promotion of Groupwide BCP divisions ・ *20 appointed from relevant business divisions Members of disaster working unit Information-collection & actions based on Damage information (web-based system) instructions from the Disaster Control Head Factory Factory Group Group A B company company C D 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, and other 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 at head office. Through members of the disaster control headquarters, the action policy and countermeasures decided at the disaster control headquarters are communicated to the disaster control office in each business division, as well as the members of 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 other countries. The Group is implementing measures, not only on an across-the-board, group-wide scale, but also those that are specific to the potential disaster risks at individual business sites and businesses. (1) Reinforcement of preparatory action The Fujifilm Group focuses on the following two important points. ① Assessment and greater visibility of disaster risks ● D isaster risks for each business site are assessed, followed by preparation of a risk map based on the information. ● In the past, individual BCPs were created per risk in different businesses. We have now integrated into the All Hazards BCP, which comprehensively covers natural disasters, infectious diseases, and information security. ② Study and preparation of countermeasures to address the assessed disaster risks ● An “action manual” is produced by each production site, specifically for that site, to address each disaster risk made visible on the disaster risk map. ● D rills on how to proceed in the event of an emergency are held based on the manual. 46 FUJIFILM Holdings Corporation Sustainability Report 2023

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 system water 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 the warning criteria are reached. Each business site established a manual to respond to the alerts and estimates potential disasters and takes early countermeasures. (2) Information collection on the outbreak of a disaster To 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 and water supply failures and other wide-area disaster data. All the information is shared rapidly among the members at the disaster control headquarters at head office on the outbreak of a disaster. ③ Structural safety assessment system A structural safety assessment system, which assesses the safety of structures at our major business sites in the event of a disaster, was introduced in 2017 and has been utilized for a first-round estimation of structural damage before allowing employees to enter to the facilities. In addition, an overseas risk management system was introduced in 2019 for business sites for all the companies in the Fujifilm Group to give a swift assessment of disaster damage and risks that are likely to impact business continuity. We use these systems to rapidly assess the risks and their potential impact on a digital map and is able to assist the relevant parties in taking prompt action. For earthquakes, floods, wind damage and other leading disasters, the probability of occurrence is classified into levels. For business sites located in high-risk regions, action in this area is regarded as a priority issue, requiring development of appropriate measures and annual reviews of the progress made with implementation. We plan to strengthen our disaster protection system and enable wider sharing of the information collection process. (3) Emergency drills and employee training In recent years, the risks of potential disasters have grown in Japan, including Nankai megathrust earthquakes, a greater Tokyo earthquake, a Mount Fuji eruption, torrential rainstorms, flash floods and rises in sea level. we conduct drills that are designed to prepare for possible a Nankai Trough earthquake or a greater Tokyo earthquake, as well as an eruption of Mount Fuji. What kind of procedures will lead to the appropriate action, what initial procedure is required to enable other business sites to respond in the event of Tokyo head office being damaged and what is the best decision-making process that management should follow are all being studied. Our employees are the most important factor for an early recovery when the company sustains damage. To minimize damage from a disaster, each and every employee must increase their understanding of disaster protection and the required preparations. 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. 47 FUJIFILM Holdings Corporation Sustainability Report 2023

2.3 ｜ Product Development Management 2.3 Product Development Management (Quality Control and Innovation) 2.3.1 Basic Approach The Fujifilm Group’s Corporate Philosophy is that we will use leading-edge, proprietary technologies to provide top- quality products and services that contribute to the advancement of culture, science, technology and industry, as well as improved health and environmental protection in society. Our overarching aim is to help enhance the quality of life of people worldwide. Our belief that assuring uniformity in the quality and providing a stable supply of products we have developed is the basis 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 through development 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 and services. 5. We will listen carefully to market opinions and commit to further sustainable quality improvement continuously. Established in January 2010, Revised in April 2019 48 FUJIFILM Holdings Corporation Sustainability Report 2023

Governance Status of QMS Certification and Audit in FY2022 * Target sites are determined in consideration of business characteristics. Details of external expert inspection/audit/verification Scope 83.5% system (International certification under ISO 9001) Target sites 79 / Certified sites 66 Details of internal expert inspection/audit/verification Scope 16.5% system Inspections executed in accordance with the Quality Policy. Target sites 79 / Certified sites 13 Quality management system (QMS) coverage at the 100% Fujifilm Group (total of the above two) 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 the president in each operating company. Should an incident occur, systems are in place for close communication and swift action. In response to the amendments to the Japan’s Consumer Product Safety Act in May 2007, a database for reports on information related to product liability (PL) has been created to speed up information gathering and communication. Should there be a grave product liability incident that requires groupwide action, the Fujifilm Total Risk Management Committee, FUJIFILM Business Innovation Risk Management Committee or a subcommittee conducts a review, with the Secretariat coordinating with the relevant business division to implement swift action. For other incidents, the regular ESG Committee conducts a review to ensure group-wide implementation of all continual improvements. If it is necessary to issue guidance to customers, a warning is issued through the “Important Notice to Customers” on our website. We will continue to implement comprehensive product safety management and disclose information whenever appropriate. There have been no serious incidents that fall under the Consumer Product Safety Act revised in May 2007. * 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 and services of the highest quality.” To ensure high satisfaction and earn the trust of our customers, we will work to ensure 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) ESG Committee Risk Management Committee (FUJIFILM Business Innovation) Subcommittee on countermeasures for ● Collect and analyze PL information major product compliance (including PL) ● 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 ● Obtain the information and respond to the customer ● Remove risks from existing items ● Remove risks from existing items ● Safety measures for future product ● Safety measures for future product ● Accumulate information to improve safety ● Accumulate information to improve safety ● Report to the authorities and make a company announcement as necessary Treatment and response Implement countermeasures 50 FUJIFILM Holdings Corporation Sustainability Report 2023

Governance 2.3.5 Initiatives for Open Innovation Amid the digitization wave of recent years, the new technological innovations and cutting-edge advances that are required are not easily achieved with speed and impact solely through independent development by the company itself; they also require collaboration with a broad range of business partners outside the company. To trigger reform in society and achieve 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 equal business 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 involving sites in the United States and the Netherlands with more than 5,000 companies and approx. 26,000 customers in total (as of 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 the skillful 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 through imaging and to achieve greater workflow efficiency. AI technology that can be utilized in these areas is deployed under the brand 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-academia- government collaboration projects that come under the New Energy and Industrial Technology Development Organization 1 (NEDO). Through these activities, we have been recognized as a “Zero-Emissions Challenge” company* by the Ministry of Economy, Trade and Industry (METI). *1 Companies taking on the Zero-Emissions*2 Challenge: project of the Ministry of Economy, Trade and Industry to create a list of companies 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 A chieving zero CO emissions in this case. 2 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 CO from Biomanufacturing Technology as a Direct Raw Material 2 51 FUJIFILM Holdings Corporation Sustainability Report 2023

2.4 ｜ Customer Relationship Management 2.4 Customer Relationship Management 2.4.1 Basic Approach for Customer Relationship As 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 are constructing 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 Changes in the environment surrounding Customer evaluation (complaints, claims, requests, inquiries, etc.) customers, economic trends, etc. Integrated Customer Employees who interface Official Market Support Center with customers website researches ISO 10002 Self audits based on the Complaints Handling Management System CS improvement activities at customer contact points CS program evaluations Strengthening of relationships with individual customers; improvement of See operating processes based on remarks, opinions, and requests, etc. Think Competitive CS improvement activities by each core group Plan Benchmarking Improvement of operating processes based on remarks, opinions, Do CS Program and requests; strengthening of product planning ability, etc. Top management’s CS activities User CS Program Decisions on companywide policies and methods for resolving important issues by the Management Council, etc. CSProgram(ImprovementactivitiesbasedontheCSsurveys) The Two CS Programs Objectives for the Use of Survey Results Competitive Benchmarking CS Program Activities linked to grasp the CS market position, P CS improvement activities enhance our strengths, and improve on our weaknesses. extracted from issues when compared with competitive Company-wide companies Complementary relations T improvement activities D as well as activities by each site and function Customers CS improvement activities Promote improvements based on customer evaluations based on individual customer and enhance relationships with individual customers. S evaluations Users CS Program 52 FUJIFILM Holdings Corporation Sustainability Report 2023

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Governance 2.4.3 Efforts to Improve Customer Satisfaction 1. Education and training programs for our employees and sales distribution network The Fujifilm Group offers training not only to our own customer engineers but also to our external partners in authorized retailers to further improve our customer satisfaction. In order to deliver high and consistent support quality to customers, we offer all partners product and service training sessions that cover the skills and knowledge required for software and hardware installation of various products and services, maintenance, repair, and usage instructions. We also share the results of customer satisfaction surveys in different regions, and hold associated training sessions to ensure better maintenance services and sales activities. Uniting the efforts of our companies and our external partners, we aim to further improve customer satisfaction across the world. 2. Online service Online Service Usage Status Unit: % FY2018 FY2019 FY2020 FY2021 FY2022 Target in FY2022 1 Online customers* (Percentage of customers who use online services or sales 79.3 83.4 85.6 86.9 88.3 88 platforms among all customers) 2 Online sales* (Percentage of online sales 4.5 4.3 4.2 4.2 4.7 4.5 (direct sales and advertising)) *1 Online customers refers to customers of the Business Innovation segment in Japan, with contract of online remote maintenance on our multifunction devices. *2 O nline 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: % FY2018 FY2019 FY2020 FY2021 FY2022 Target in FY2022 Percentage of satisfied customers among all 85.1 86.3 87.5 88.0 87.3 88 customers (%) Data coverage (within all the sales of our 77.0 77.6 77.9 75.2 75.8 company) ② Customer satisfaction by business fields in the above data Unit: % Segment FY2018 FY2019 FY2020 FY2021 FY2022 Healthcare (medical products) 78 79 79 80 80 Business Innovation (multifunction device 91 92 93 93 92 products) Imaging (photograph-related products such 89 89 93 93 90 as digital cameras) (2) Efforts to improve customer satisfaction In addition to initiatives at various liaison offices for customers, we improve our products and services through the views of 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)] SM No.1 in J.D. Power 2022 Japan Color MFP Customer Satisfaction Study SM No.1 in J.D. Power 2022 Japan Color MFP Customer Satisfaction Study *Tied in 2022 https://www.fujifilm.com/fb/company/news/release/2022/78807 (in Japanese only) SM No.1 in J.D. Power 2022 Japan Technical Support Call Center Customer Satisfaction Study https://www.fuji昀椀lm.com/fb/company/news/release/79237(inJapaneseonly) Top in the IT Consulting/Upstream Design Services category of Customer Satisfaction Survey 2022-2023 by Nikkei Computer https://www.fuji昀椀lm.com/fb/company/news/release/78552(inJapaneseonly) 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 through our products, services, and technologies. Setting “Improve Accessibilities to Medical Services” as the priority issue in the area, we are promoting various efforts such as introducing a health check service within different regions and developing an early tuberculosis diagnosis system in developing countries. https://holdings.fuji昀椀lm.com/en/sustainability/activity/health/priority-issue-2 (2) Efforts to ensure fairness and transparency in the Healthcare segment ① 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 Code of 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 fair business 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. 54 FUJIFILM Holdings Corporation Sustainability Report 2023

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 and Imaging, and is working to contribute to solving social issues through the value chains of these diverse businesses. As a global company, we distribute a range of products to customers across the world, procuring numerous materials and components for such products. We believe that we are responsible for not only ensuring the quality and safety of our products, but also appropriately managing the supply chain of materials and components used in our production. In response to recent increases in social demands, we are keen to promote sustainable procurement activities across the entire 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 a more 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; and medical, precision, optical and office equipment. Our major production sites are located in Japan, Americas, China, the Netherlands 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 refer to 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% 8% 13% 47% 10% 56% 24% Japan 16% Japan China China Americas Americas Europe Europe Asia and others Asia and others 55 FUJIFILM Holdings Corporation Sustainability Report 2023

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 to develop together with our suppliers by encouraging them to take initiatives in such activities to spread such positive effects. 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’s stance toward (=Fujifilm Group Charter for Corporate Behavior and Code of Conduct) the issue of responsible minerals procurement Green Procurement Standards Sustainable Procurement Guidelines for Suppliers 56 FUJIFILM Holdings Corporation Sustainability Report 2023

Governance 2. Fujifilm Group Procurement Policy Fujifilm Group upholds the Fujifilm Group’s Procurement Policy as a group-wide policy. We believe it is important that the business partners and suppliers, especially production materials suppliers, understand the importance of initiatives from the 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 and subcontractors (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 of human rights, Respect and promotion of diversity, Prohibition of Respect for Human Rights discrimination, Prohibition of bullying and harassment, Protection of privacy, Promotion of work-life balance, Prohibition of forced labor / child labor, Promotion of occupational safety and health, Respect of labor rights Active communication, Information disclosure, Fair competition, Fair sales activities, Fair procurement, Prevention of corruption, Prohibition of bribery and restriction on gift- Fair Corporate Activities exchange and entertainment, Prohibition of ideological/religious activities in our roles as executives and employees, Rejection of organized crime, Compliance with trade control regulations, Accuracy of financial reporting and appropriate tax payments, Quality assurance/safety of products and services, Responsible marketing Protection/Preservation Effective use of corporate assets, Prohibition of improper use of corporate assets, of Corporate Assets and Prohibition of conflicts of interest, Prohibition of insider trading, Protection of Information confidential information, Protection of others’ intellectual property, Protection of personal information, Crisis management Measures Related to Response to climate change, Contribution to a circular economy, Safety and effective Environmental Issues 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 the items specified in the RBA’s* Code of Conduct, the international CSR framework organized by the electric and electronics industry. *RBA: Responsible Business Alliance 57 FUJIFILM Holdings Corporation Sustainability Report 2023

2.5 ｜ Supply Chain Management Elements of Sustainable Procurement Guidelines for Suppliers Respect of human rights, Respect and promotion of diversity, Prohibition of Respect for Human Rights discrimination, Prohibition of bullying and harassment, Protection of privacy, Promotion of work-life balance, Prohibition of forced labor / child labor, Promotion of occupational safety and health, Respect of labor rights Active communication, Information disclosure, Fair competition, Fair sales activities, Fair procurement, Prevention of corruption, Prohibition of bribery and restriction on gift- Fair Corporate Activities exchange and entertainment, Prohibition of ideological/religious activities in our roles as executives and employees, Rejection of organized crime, Compliance with trade control regulations, Accuracy of financial reporting and appropriate tax payments, Quality assurance/safety of products and services, Responsible marketing Protection/Preservation Effective use of corporate assets, Prohibition of improper use of corporate assets, of Corporate Assets and Prohibition of conflicts of interest, Prohibition of insider trading, Protection of Information confidential information, Protection of others’ intellectual property, Protection of personal information, Crisis management Measures Related to Response to climate change, Contribution to a circular economy, Safety and effective Environmental Issues 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 their company based on the FUJIFILM Holdings Environmental Policy and other standards. To resolve environmental issues, it is important that we work together across the supply chain to reduce GHG emissions and energy consumption, seeking environmental solutions. We continue to build even closer relationships to help solve problems that our suppliers may encounter by offering support utilizing the technologies and knowledge concerning energy saving that our Group has accumulated. ● Environmental Policy Fujifilm Group Green Policy (Environmental Policy) https://holdings.fujifilm.com/en/sustainability/vision/policy/green ● Requests to suppliers on environment Fujifilm Green Procurement Standards https://www.fujifilm.com/jp/en/about/sustainability/procurement 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 58 FUJIFILM Holdings Corporation Sustainability Report 2023

Governance 2.5.4 Structure of Sustainable Procurement Promotion Collaborating with FUJIFILM Corporation and FUJIFILM Business Innovation Corp., the ESG Division and the Procurement & Equipment Manufacturing Division of FUJIFILM Holdings Corporation formulate policies and plans for the Fujifilm Group's sustainable procurement. This is carried out under the monitoring of FUJIFILM Holding’s director and corporate vice president. In fiscal 2021, the CSR Procurement Promotion Group (now Sustainable Procurement Group) was established within the Procurement & Equipment Manufacturing Division in FUJIFILM Holdings in order to expand sustainable procurement 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 FUJIFILM Business Innovation Corp. ESG/Procurement Divisions ESG/Procurement Divisions ESG/Procurement Divisions of the Group Companies Roles of Each Organization Organization Major Roles ESG Committee (headed by the President) Deliberation and decision on important matters of FUJIFILM Holdings Corporation ESG Division, Procurement & Equipment Formulation of group-wide policies and plans, support for Group Manufacturing Division in FUJIFILM companies, and liaison office* for external inquiries Holdings Corporation ESG and Procurement Divisions in Dissemination of the group-wide policies and plans to the relevant FUJIFILM Corporation and FUJIFILM divisions, formulation of concrete action plans based on such policies and Business Innovation Corp. plans, and support for sustainability activities in the company and other Group companies ● Dissemination of group-wide policies and plans, and support for sustainability activities within the company ESG and Procurement Divisions in Group ● Request to suppliers of sustainability activities based on Fujifilm Group companies Procurement and Environmental Policies; checking sustainability activities implementation status by surveys and site visits; and providing advice and support for improvement * Liaison office for suppliers concerning Fujifilm Group sustainability activities. It accepts any type of enquiry, including consultations and complaints. 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 (2) Supplier Assessments Approach to CSR (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 just disclosing our Code of Conduct and Procurement Policy on our website, we hold supplier briefings to explain our policies and standards directly, and request for their compliance. To go even further, we also send out our Code of Conduct 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 substitutability of the provided items and whether they are located in high risk regions* such as China and Asia. 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, our internal 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, and thereby 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. 60 FUJIFILM Holdings Corporation Sustainability Report 2023

Governance Self-Check Fields and Major Elements Field Elements Policy, Legal monitoring, Discriminatory treatment at the time of employment (inappropriate medical checks), Forced labor, Human rights of international employees, Child/youth labor, Human rights & Labor Discrimination and harassment, Discipline, Working hours management (control of long working hours, etc.), Wages (minimum wage, overtime allowance), Human-rights and labor- related certifications, Working conditions, Collective bargaining rights, Health and productivity management*, Technical Intern Training Program and Specified Skilled Worker Program* Policy, Legal monitoring, Prevention of global warming (greenhouse gas reduction targets), Environment Reduction of resource use, Hazardous chemicals management, Recycling and proper disposal of waste, Antipollution, Licenses, EMS, Supplier management, EMS certifications Policy, Monitoring of law/regulation, Personal protective equipment, Machinery safety, Chemical Health & Safety substance management, Disaster prevention, Physical examination, Hygiene control in the canteens and dormitories, Management system Fair business, Legal monitoring, Compliance investigation, Anti-corruption, Intellectual property, Ethics Fair business, Whistle-blowing, Information security, Due diligence policy on conflict minerals, Certification for corporate ethics Supplier management Identifying critical suppliers, Business Continuity Plan (BCP) & BCP * Only for the suppliers in Japan The 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 3 Level 1 covers all suppliers and we request them to comply Onsite Identifying risk Most critical and/or with concurrent with the Fujifilm Group's Approach to CSR. Level 2 covers high-risk suppliers assessment use of risk critical suppliers, as determined by procurement costs screening tool along with the substitutability of the items they provide. These suppliers are requested to carry out regular Level 2 self-check risk assessments. Level 3 covers high-risk Self-check suppliers, determined by the self-check results and Critical suppliers by suppliers day-to-day procurement practices, and the “most critical suppliers” who are significantly important to our business from the viewpoint of procurement costs and the rarity of the procured items. We visit these suppliers in the order of Level 1 Dissemination of the Fujifilm Group’s criticality to assess risks, request improvements, and All suppliers Approach to CSR provide 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 event of an incident. 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. 61 FUJIFILM Holdings Corporation Sustainability Report 2023

2.5 ｜ Supply Chain Management Further, the “information security survey (self-check)” also started in fiscal 2022 for critical suppliers. In response to reports 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 sheet that included a score compared to the overall average (conformance rate) or evaluation level, and advice on how to address 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 nessesary and 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 and confirmed 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 sustainable procurement. 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 and expertise 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 and the 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. 62 FUJIFILM Holdings Corporation Sustainability Report 2023

Governance Results of Sustainable Procurement Activities and Targets (KPI) Activity Item FY2020 FY2021 FY2022 FY2023 Target Result Target Dissemination of Code Number of suppliers’ of Conduct, Collection consent forms collected 213 204 350 733 300 of consent forms Number of suppliers’ 600 1,000 responded/Number of 426/610 368/558 (90% or 774/1,262 (90% or sites responded (75%) (90%) over) (92%) over) Self-check regarding (Response rate) sustainability Percentage of suppliers with 90% or over 87% 77% 90% or over 70% 90% or over conformance rate Information security Number of suppliers − − 600 722 1,200 survey* responded Number of suppliers Plan Plan Onsite visit and check evaluated (Plan 56 33 achievement 24 achievement achievement rate) (90%) (62%) rate (57%) rate 100% 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 improvement 10% 2.5.6 Environmental Efforts in the Supply Chain 1. Basic Approach The Fujifilm Group’s business originated with photographic film, a product for which lots of clean water and fresh air are essential to the manufacturing process. It is also a product which requires customers to “buy on trust,” since they cannot try it out beforehand. Thus, for the Fujifilm Group, an approach which emphasizes environmental conservation and maintaining the trust of stakeholders has been a major premise at the very foundations of our business activities. This approach 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 the environmental 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 to include our suppliers through the structure of sustainable procurement. 2. Cooperation with Suppliers (1) Requesting suppliers to comply with environmental guidelines Based on Measures Related to Environmental Issues in the Fujifilm Group Code of Conduct, we actively undertake actions to reduce the environmental impact from our business. We also inform our suppliers about the Code and request them to comply with it. For a better understanding of the rules to be followed, we also distribute the Fujifilm Group Sustainable Procurement Guidelines for Suppliers. For Fujifilm Group Code of Conduct and Sustainable Procurement Guidelines for Suppliers, please refer to 2.5.3 Procurement Policy and Structure. 63 FUJIFILM Holdings Corporation Sustainability Report 2023

2.5 ｜ Supply Chain Management (2) Activity Overview of the Major Themes Theme Overview Reference We use chemSHERPA, a chemical information communication system compliant with international 3.6.5 Sharing information on standards, to share information on chemical substances and Contribution to Sound chemical substances to ensure the proper management of chemical substances. Chemical Management Across We also offer regular explanatory meetings for suppliers in the Supply Chain how to use chemSHERPA. To achieve responsible paper procurement, we have Responsible paper established procurement standards based on biodiversity 2.5.9 procurement and respect for the rights of local residents. Our Efforts in Paper Procurement procurement process is always in line with these standards. To meet the social demand for biodiversity conservation, Responsible plant- we established company-wide rules for the procurement of derived raw materials plant-derived raw material such as cellulose in fiscal 2021. 3.7 procurement We began operations in sequence at all Fujifilm Group sites Biodiversity Conservation in fiscal 2022. We will ensure that our biodiversity conscious procurement is always in agreement with these rules. 3. Efforts in Logistics In order to reduce CO emissions in logistics, it is necessary to shift to transportation methods with a lower environmental 2 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 realize a modal shift* and EV utilization. In fiscal 2022, the company successfully reduced CO emissions and environmental 2 impact in long-distance relay trucking by streamlining the logistics process through cross-industrial collaboration. Seven companies 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, we received several customer audits in both Japanese and overseas sites and no issues that could have an effect on the continuation of our partnerships were identified. 2. Self-checks by our production sites We conducted CSR self-checks at eight production sites of the Business Innovation business across the world, and confirmed that all sites observed 100% compliance. The results of the RBA self-assessment questionnaire (conducted at seven sites) also stayed at “green” for all sites. In the Business Innovation business, we use the line stop time in our manufacturing process caused by sustainability- related 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 the seventh consecutive year since fiscal 2016 in FUJIFILM Manufacturing Hai Phong (Vietnam). 64 FUJIFILM Holdings Corporation Sustainability Report 2023

Governance 2.5.8 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 such as 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 Because the Business Innovation business is particularly relevant to targeted minerals, (1) Establish strong company under a structure headed by the director responsible for production and procurement, management systems 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. We track the origin of our minerals, verifying the results and identifying the country of 1 origin, following the procedures specified by the Responsible Minerals Initiative (RMI)* . We report the investigation results to our customers for OEM products in the Business Innovation business. In addition, we collect responses from suppliers, conduct (2) Identify and assess risks risk assessments, report the results to the director responsible for production and in the supply chain procurement, 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 from many customers about the origin of the minerals in question contained in our products and respond to all of them appropriately. (3) Design and implement Based on the results of the risk assessment, we request the suppliers to switch to a strategy to respond to certified smelters. We request suppliers who use high-risk smelters to switch at the identified risks earliest opportunity. (4) Carry out independent In the Fujifilm Group, Fujifilm and FUJIFILM Business Innovation participate in the 2 third-party audits of the Responsible Minerals Trade Working Group of JEITA* and discuss a rational and effective due diligence practices of 3 process to avoid complicity in human rights violations (RMAP* ) jointly with other smelters/refiners companies. FUJIFILM Business Innovation also carries out activities as a member of RMI. 4 (5) Report annually on supply The Fujifilm Group’s stance towards the conflict minerals* issues, measures and results chain due diligence are disclosed on the official website and in the sustainability report. *1 RMI = Responsible Minerals Initiative *2 J EITA = Japan Electronics and Information Technology Industries Association *3 R MAP = Responsible Minerals Assurance Process *4 Conflict 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 back through 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 registered on the RMI list, of which 35 were confirmed to be RMAP conformant as of May 2023. Based on the survey results, we requested the suppliers to switch to source from the certified smelters to avoid using high-risk smelters. We continue to appropriately manage our responsible mineral procurement while expanding the scope of these surveys. 65 FUJIFILM Holdings Corporation Sustainability Report 2023

2.5 ｜ Supply Chain Management 3TG (tantalum, tungsten, tin and gold) FY2020 FY2021 FY2022 FY2023 Target Supplier response rate for conflict 99% 98% 99% 95% or over minerals survey Percentage of RMAP conformant Continuous improvement of smelters in the survey 75% 72% 65% RMAP conformant smelters percentage Cobalt FY2022 FY2023 Target Supplier response rate for conflict 99% 95% or over minerals survey Percentage of RMAP conformant 50% Continuous improvement of RMAP smelters in the survey conformant smelters percentage FY2022 Total Gold Tantalum Tin Tungsten Cobalt Number of identified smelters 407 36 49 81 171 70 Number of RMAP conformant 255 34 36 58 92 35 smelters Percentage of RMAP conformant 63% 94% 73% 72% 54% 50% smelters 2.5.9 Efforts in Paper Procurement To maintain natural forest resources, the Fujifilm Group has established a policy for paper and paper materials to ensure responsible paper procurement. Since our Business Innovation 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, check lists, and materials reports. The percentage of forest-certified paper in our Business Innovation paper products in Japan was 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 66 FUJIFILM Holdings Corporation Sustainability Report 2023

Governance protected, and shall fully engage in dialogue with local communities whose rights might be seriously affected by their business 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 FY2020 FY2021 FY2022 FY2023 Target Percentage of suppliers submitted signed pledges, check lists, and materials reports 100% 100% 100% 100% (FUJIFILM Business Innovation) 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 support and 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 FY2020 FY2021 FY2022 FY2023 Target Percentage of companies with 90% or more sustainability self- 97% 95% 97% 100% check conformance rate 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-hour working 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 to cancel transportation. In fiscal 2022, there were no accidents caused by natural disasters. Further information, please refer to 2.5.6-3 Efforts in Logistics. 67 FUJIFILM Holdings Corporation Sustainability Report 2023

2.5 ｜ Supply Chain Management 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 a system 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 and dignity, 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 the development 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. 68 FUJIFILM Holdings Corporation Sustainability Report 2023

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 business activities, in accordance with its environmental policy (Fujifilm Group Green Policy). Fujifilm Group Green Policy Basic Policy “Sustainable development” is the most important issue for our planet, the human race, and all business entities in the 21st century. Through all products and services and businesses, we will strive our contributions to “sustainable development” by initiative to address climate change, promote resource circulation, ensure chemical safety, preservation for regional environment and biodiversity conservation. Action Guidelines 1. We will contribute to solving environmental issues with original and advanced technology in the product life cycle. 2. We will comply with the rules established by each country and region, self-regulations of the Fujifilm Group companies, standards, individually agreed requirements. 3. As a member of the supply chain and community, we will work with each stakeholder to promote activities to solve environmental issues. 4. We will actively disclose information on environmental initiatives and their results to various stakeholders such as local communities, governments, shareholders and investors, NGOs and NPOs, employees of the Fujifilm Group companies, and ensure good communication. 5. We strengthen the foundation to address environmental issues voluntarily by providing education to employees of 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 these continuing environmental activities, enhances their effect. In 2017, we released SVP 2030, the Fujifilm Group CSR Plan toward 2030, setting targets in six areas to build a sustainable society. The 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 safety assessment system (OHSMS) and information security management system (ISMS). Effective Management System https://holdings.fujifilm.com/en/sustainability/vision/management/management-system 69 FUJIFILM Holdings Corporation Sustainability Report 2023

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3.1 ｜ Environmental Policy and Management System FY2023 Fujifilm Group Priority Measures SVP2030 Priority Issues FY2023 Priority Measures 1) Promote CO emission reduction activities in each business domain 2 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 CO emissions across the entire product life cycle 2 (ii) Contribute to reducing CO emissions in society and at customer end 2 3) Promote "Green Value Manufacturing" that requires low CO emissions 2 1. A ddress climate change (i) Expand the use of renewable energy (ii) Study technical feasibility of the introduction of fuels that do not emit CO 2 (iii) Develop and introduce production processes and manufacturing technologies that have low CO emissions 2 (iv) U se the Internal Carbon Pricing system to promote CO emission reduction measures 2 4) Assess risks and business opportunities associated with climate change to set future business strategy 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 2. Promote recycling of resources (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 a Develop products and technologies that will contribute to conserving, storing decarbonized society and creating energy 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 recycling 4. En sure product and chemical safety 3) D isseminate knowledge and mechanisms that facilitate appropriate chemicals management across the supply chain 4) Implement product safety assessment and monitoring in accordance with the internal rules 5) C ontinue to improve the systems for regulatory compliance to support the expansion of product and business areas 1) I mprove the level of biological material management in accordance with the internal rules 2) Analyze root causes of serious workplace accidents and take preventive 5. Promote management of a healthy measures workplace (prevent workplace (i) I mprove knowledge and sensitivity of employees to safety hazards accidents) (ii) I dentify safety hazards and assign appropriate persons to handle (iii) I nvestigate the cause of accidents in depth to prevent the recurrence of similar accidents and implement preventive measures throughout the Fujifilm Group 1) Strengthen communication and collaboration with suppliers for reducing CO emissions 6. Strengthen CSR foundations across the 2 entire supply chain 2) Implement appropriate procurement of plant-derived materials in accordance with the internal rules 7. I nformation disclosure and Disclose scenarios and activities toward achieving the SVP2030 goals communication 1) Implement environmental education based on the SVP2030 priority issues 8. Em ployee education by inspiring voluntary activities 2) Continue basic educations on environmental safety, product safety and occupational safety 70 FUJIFILM Holdings Corporation Sustainability Report 2023

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 by Coverage: 84.8% specialized companies with International Target sites: 79 Certified sites: 67 Certification (ISO14001, EMAS) Coverage: 15.2% Certification/audit/verification system by Through internal audits and environmental performance data system, our internal experts internal experts verify the status of environmental activities based on the Environmental Policy and the priority issues. Target sites: 79 Certified sites: 12 Total Coverage of Environmental Management System (EMS) for our 100% company (The sum of the above two) 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. FY2019 FY2020 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 Water quality sampling was not Water quality at subcontractors was U.S.A., Inc. conducted. inspected immediately. Chloride level in wastewater FUJIFILM Diosynth Biotechnologies exceeded the standards due to RO system operation schedule was U.S.A., Inc. simultaneous release from multiple revised. reverse osmosis (RO) systems. Internal investigation resulted in no FUJIFILM Diosynth Biotechnologies Below-standard low pH wastewater correction required. Abnormal pH U.S.A., Inc. released. wastewater has not been detected since. FUJIFILM Wako Chemicals U.S.A. Emission of volatile organic Management reinforced by Corporation compounds (VOC) exceeded the appointing a dedicated controller. standards. * 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 product safety. 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 the procurement 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. 72 FUJIFILM Holdings Corporation Sustainability Report 2023

Environmental Aspects 3.2 Climante Change Response Strategy 3.2.1 Basic Approach In December 2021, the Fujifilm Group set new CO emissions reduction targets to build a decarbonized society. These new 2 1 targets mean that we will achieve net zero CO emissions from our energy consumption* by fiscal 2040 by maximizing 2 the efficiency of our energy use and by using renewable energy sources. We will also reduce CO emissions across the 2 entire product lifecycle—from the procurement of raw materials to the manufacture, transportation, use and disposal—by 50% (compared to fiscal 2019 levels) by fiscal 2030. The new decarbonization targets established by the Fujifilm Group satisfy 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 2 Strategy.”* Under the strategy we promote manufacturing of lower environmental burden by introducing and utilizing fuels that do not emit CO substantially such as synthetic methane and hydrogen in addition to electric power. Also we promote 2 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 Direct emissions from our manufacturing processes (Scope 1) and indirect emissions due to the use of electricity and steam supplied from other companies (Scope 2). *2 P lease refer to the following site for Green Climate Strategy Environmental Strategy Briefing on April 13, 2022 https://ir.fuji昀椀lm.com/en/investors/ir-materials/presentations/main/0118/teaserItems1/0/tableContents/019/multiFileUpload2_0/link/昀昀_presentation_20220413_001j.pdf 3.2.2 Governance Our activities related to climate change are deliberated on and determined by the ESG Committee, chaired by the president. The Committee is held on a regular basis, and the agenda is then reported to the Board of Directors, who then issue instructions and advice in response to the report received from the ESG Committee to ensure the effectiveness of the process. Issues related to climate change are deliberated on by the ESG Committee as priority risks along with other issues on compliance and other risks (2.2.3 Compliance and Risk Management Promotion Structure). In addition to CO emissions 2 reduction and renewable energy introduction targets, the Committee has decided in the past to participate in climate change-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 and information 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 CO emissions reduction against the set target. 2 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 to climate change. The system enables us to collect emission volumes of greenhouse gases such as CO and CFCs and energy 2 consumption volumes at each of our business sites in various countries and regions and use the data to identify risks. The Energy Strategy Promotion Committee analyzes factors affecting these risks and reports the high-priority issues to the ESG Committee, and consequently supports them in deciding on the appropriate operations. We have utilized internal carbon pricing to evaluate climate-related risks, and have reviewed the anticipated impacts and action required. A scenario analysis based on the TCFD recommendations enables us to identify the risks derived from our environmental performance as well as the risks happening in our supply chain and site locations. We take measures to deal with important issues to be implemented. 73 FUJIFILM Holdings Corporation Sustainability Report 2023

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) and the 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 the year 2100 to 1.5°C compared with the level during the Industrial Revolution. The other is the 4°C scenario in which the temperature 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 the year 2100 by 3.2°C to 5°C over the level during the Industrial Revolution. Natural disasters will increase in intensity and irreversible ecological changes will occur. (1) Business risks (Physical risks) ① I mpact 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 by formulating 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 opportunity ① 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 a disaster. ② Securing drinking water and water for agriculture ● Desalination of brine and seawater using ion exchange membranes and other filtration technologies ③ 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 CO in fiscal 2022 and that the carbon 2 tax per ton of CO emitted was ¥12,000, the financial risk is estimated to be approximately ¥11.7 billion. 2 [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 CO emissions during data storage 2 ● Multifunction devices with enhanced power-saving performance 74 FUJIFILM Holdings Corporation Sustainability Report 2023

Environmental Aspects ② 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 that utilizes imaging and precision molding technologies with high-precision image analysis and AI technologies ③ 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 technologies ④ CO capture and fixation 2 ● Bioproduction of useful substances from CO using bioengineering technology 2 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 to promote 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 CO emissions in society. 2 1. Targets and progresses of CO emissions reduction across the entire product lifecycle 2 Long-term target: Reduce CO emissions by 50% by the end of FY2030 (compared to the FY2019 level) 2 Progress: 9.2% reduction at the end of FY2022 (compared to the FY2019 level). 2. Targets and progresses of the Fujifilm Group’s CO emissions from energy consumption 2 Long-term target: Achieve net zero CO emissions by the end of FY2040. 2 Mid-term target: Reduce the Fujifilm Group’s CO emissions by 50% by the end of FY2030 (compared to the FY2019 2 level). Short-term target: R educe the Fujifilm Group’s CO emissions by 11% by the end of FY2023 (compared to the FY2019 2 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 CO emissions from our 2 energy consumption by converting using fuels to fuels which do not accompany CO emissions like hydrogen in our in- 2 house 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 CO emissions through products and services 2 ● Contribute to reducing accumulated 90 million tons CO emissions by FY2030. 2 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 CO emissions at disposal 2 3.3.2 Collaboration with Initiatives 1. Participating in climate change initiatives The Fujifilm Group participates in the following climate change initiatives to endorse and support their activities. (1) Japan Climate Leader’s Partnership (JCLP) A coalition of Japanese companies that aim to build a sustainable decarbonized society, established in 2009. We became a partner in May 2018. ● In July 2020, we gave a presentation, “The Fujifilm Group’s Procurement of Renewable Energy,” at a seminar held by JCLP. The presentation introduced our renewable energy usage practices and the company’s electricity and fuel strategy towards decarbonization. (2) Japan Climate Initiative (JCI) Established in July 2018 as a voluntary network to reinforce communications and exchange opinions among corporations, local governments, NGOs, and other organizations that are actively working to combat climate change. We joined the initiative in 2018. ● 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 more aligned with the European Union’s target of 55% and the United States’ 50%. At the press conference related to the statement, we announced our endorsement of the JCI message along with our own efforts towards reducing climate change. 76 FUJIFILM Holdings Corporation Sustainability Report 2023

Environmental Aspects (3) Task Force for Climate-related Financial Disclosure (TCFD) An organization that advises corporations on disclosing financial information concerning climate change risks and opportunities. We announced our endorsement of the TCFD recommendations in December 2018. ● 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. The chemical industry requires high temperature steam heat. It is extremely difficult to replace the conventional energy required for these processes with renewable energy using current technology. We are aware that acceleration of technological innovation is indispensable towards the decarbonization of electricity and energy, not only within our companies but across society as a whole. For this reason, we joined RE100 in 2019, aiming at zero CO emissions by 2050 2 through replacement with fuels without CO emissions, such as hydrogen, in addition to our renewable energy usage 2 target. In 2021, we increased the target values and brought forward the goal date to 2040. ● 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 CO emissions reduction targets to limit the global average 2 temperature rise to 1.5°C above pre-industrial levels. ● 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 and industry organizations. ● 2019: Participated in the “Project to Support the Use of Scenario Analysis in line with TCFD recommendations” by the Ministry of the Environment. ● 2020: Participated in the Ministry of the Environment’s project to promote a decarbonized society, “Spreading Carbon Neutral – Senior Management Talks about Decarbonization” through our video. The video introduced the Fujifilm Group’s anti-climate change efforts, such as the 100% switch to wind energy in FUJIFILM Manufacturing Europe B.V. in the Netherlands in 2016, and setting group targets for renewable energy usage in 2019. ● Participating in projects by the New Energy and Industrial Technology Development Organization (NEDO), “Development of 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 CO emissions reduction and energy-saving measures. 2 ● We are working to reduce CO emissions by continuing our pursuit of efficient energy usage in production processes, 2 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 CO emissions intensity 2 target. However, we decided to set an absolute reduction target determined from the base year to achieve business expansion 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 FY2018 FY2019 FY2020 FY2021 FY2022 Fujifilm Group Total 672 633 603 633 580 Total direct GHG Fujifilm 629 594 567 599 548 emissions kt CO (Scope 1) 2e FUJIFILM Business 43 40 36 34 33 Innovation Unit FY2018 FY2019 FY2020 FY2021 FY2022 Total indirect GHG Fujifilm Group Total 510 451 409 420 400 emissions kt CO Fujifilm 366 325 294 306 291 (Scope 2) 2e Market-based FUJIFILM Business 143 126 115 114 109 Innovation Unit FY2018 FY2019 FY2020 FY2021 FY2022 Total indirect GHG Fujifilm Group Total 576 514 475 494 472 emissions kt CO Fujifilm 427 382 354 375 357 (Scope 2) 2e Location-based FUJIFILM Business 149 132 120 118 115 Innovation * Scope 1: Total of vehicle and fuel-derived CO emissions plus chlorofluorocarbons. 2 * Scope 2: The 2021 edition IEA factors were used to calculate location-based emissions. Excludes internal power distribution from private power generators and cogeneration systems. * The coverage of each data item is for 100% of total sales. * The above “Scope 1 and 2 (market-based)” data is verified by a third party organization (SGS Japan Inc.). 78 FUJIFILM Holdings Corporation Sustainability Report 2023

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Environmental Aspects 2. GHG Emissions (Scope 3) FY2022 Results Emissions from the Proportion of FUJIFILM Business No. Category Fujifilm Group Scope 3 Fujifilm Innovation (kt CO ) 2e 1 Purchased goods and 2,200 53.9% 1,523 677 services 2 Capital goods 821 20.1% 779 42 3 Energy excluding Scope 1,2 134 3.3% 126 8 4 Transportation and 240 5.9% 96 144 distribution (Upstream) 5 Waste generated in 12 0.3% 9.3 2.3 operation 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 and 33 0.8% 31 2 Distribution (Downstream) 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 − − − − Total 4,085 100% 3,036 1,049 3. GHG Emissions across the Entire Product Lifecycle FY2022 Result of GHG Emission Unit: kt-CO2/year Procurement Manufacturing Transportation Use Disposal Total 2,334 980 240 465 64 4,083 Aluminum for printing 1,220 Fossil fuel 533 plate Multifunction 155 Parts for Multifunction Purchased devices devices 677 electric power 387 Highly functional film 156 Purchased heat 13 Medical 127 ms materials equipment te I Parts for medical 56 Fuel for vehicles 25 equipment Imaging Other materials and Non-energy equipment, 183 parts 91 source 22 etc. Fuel derived 134 79 FUJIFILM Holdings Corporation Sustainability Report 2023

3.3 ｜ Activities Related to Climate Change Response 4. Energy Consumption Data* Annual Changes Unit: TJ Scope FY2018 FY2019 FY2020 FY2021 FY2022 Fujifilm Group Total 1,139 1,053 923 907 781 Heavy oil, Fujifilm 1,134 1,049 920 905 778 etc.*1 FUJIFILM Business Innovation 4 3 2 2 3 Fujifilm Group Total 431 400 374 373 373 Vehicles Fujifilm 130 126 116 121 129 FUJIFILM Business Innovation 301 273 257 252 244 Fujifilm Group Total 10,798 10,280 9,959 10,563 9,520 2 Fujifilm 10,436 9,932 9,654 10,297 9,241 Gas* FUJIFILM Business Innovation 362 348 304 266 278 Fujifilm Group Total 55 59 53 54 31 3 Fujifilm 55 59 53 54 31 Bio Gas* FUJIFILM Business Innovation 0 0 0 0 0 Fujifilm Group Total 10,776 10,248 9,319 9,425 8,880 Purchased Fujifilm 8,170 7,876 7,152 7,285 6,676 electric power FUJIFILM Business Innovation 2,606 2,372 2,167 2,140 2,104 Fujifilm Group Total 213 205 188 233 320 Purchased Fujifilm 98 90 83 120 207 heat FUJIFILM Business Innovation 114 115 105 114 114 Fujifilm Group Total 794 770 785 976 971 Renewable Fujifilm 794 770 785 976 971 4 Energy* FUJIFILM Business Innovation 0 0 0 0 1 Fujifilm Group Total 24,206 23,014 21,601 22,531 20,875 Fujifilm 20,818 19,902 18,765 19,756 18,132 FUJIFILM Business Innovation 3,388 3,111 2,836 2,775 2,743 * 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 Unit: MWh FY2018 FY2019 FY2020 FY2021 FY2022 Renewable Fujifilm Group Total 94,741 94,658 94,038 108,290 119,606 energy- Fujifilm 94,741 94,658 94,038 108,290 119,381 derived power consumption FUJIFILM Business Innovation 0 0 0 0 225 * The data items in fiscal 2021 and earlier were also amended because the criteria for inclusion as renewable energy was revised. 80 FUJIFILM Holdings Corporation Sustainability Report 2023

Environmental Aspects 6. Status for Renewable Energy-derived Power Consumption Year Site Status Type Capacity 2011 FUJIFILM Manufacturing Europe B.V. Netherlands Installed Wind power 10,000 KW 2012 FUJIFILM Manufacturing U.S.A., Inc. (North USA Installed Solar power 71 KW Kansas City) 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 Japan Installed Solar power 95 KW Corporation Sano Factory 2019 FUJIFILM Electronic Materials (Europe) N.V. Belgium Purchased Solar power, wind (Purchase) power, and others 2019 FUJIFILM Belgium NV Belgium Purchased Solar power, wind (Purchase) power, and others 2020 FUJIFILM Diosynth biothechnologies UK UK Purchased Solar power, wind (Purchase) power, and others 2020 FUJIFILM IRELAND Ireland Purchased Solar power, wind (Purchase) power, and others 2020 FUJIFILM Speciality Ink Systems Limited UK Purchased Solar power, wind (Purchase) power, and others 2021 Fujifilm Asia Pacific Pte. Ltd. Singapore Purchased Water power (Purchase) Non-fossil 2022 FUJIFILM Safety Evaluation Center Japan fuel energy certificate Non-fossil 2022 FUJIFILM Advanced Research Laboratories Japan fuel energy certificate FUJIFILM Miyanodai Technology Development Non-fossil 2022 Center Japan 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 Coverage • We offset CO emissions by customers per day when a customer purchases either an Consumer Healthcare 2 ASTALIFT Jelly Aquarysta or Moist Lotion • Carbon offset for CO emissions for all power used at the All Japan High School Soccer Tournament. 2 • Green Electricity Certificate - All energy consumption at FUJIFILM SUPER CUP 2023 Business Innovation - Power consumed in the use of the production system printer Revolva Press, etc. - All 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), CO 2 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 quality of 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. 82 FUJIFILM Holdings Corporation Sustainability Report 2023

Environmental Aspects 2. Reducing Waste Waste Generation Unit: ton FY2018 FY2019 FY2020 FY2021 FY2022 Fujifilm Group Total 95,000 96,000 88,700 92,500 109,300 A. Total waste generated Fujifilm 84,600 88,100 81,100 85,700 97,400 volume*1 FUJIFILM Business Innovation 10,400 7,900 7,500 6,800 11,900 Fujifilm Group Total 74,100 72,400 66,700 72,400 91,700 B. Total wastes used, recycled or Fujifilm 63,900 64,900 60,000 66,600 81,300 sold FUJIFILM Business Innovation 10,200 7,500 6,700 5,800 10,400 Fujifilm Group Total 32,400 24,600 19,400 20,400 22,600 C. Total thermal Fujifilm 29,300 22,000 16,800 18,500 19,200 recycled wastes FUJIFILM Business Innovation 3,000 2,600 2,600 1,900 3,400 Fujifilm Group Total 20,900 23,500 22,000 20,100 17,700 Total volume of simple disposal Fujifilm 20,700 23,200 21,100 19,100 16,100 waste*2 (A – B) FUJIFILM Business Innovation 100 300 900 900 1,600 * The above data has been verified by the third party organization: SGS Japan, Inc. *1 Processed by external service providers and simple incineration or landfill disposal on sites. *2 S imple incineration or landfill disposal by external service providers and on sites. * Figures for the Fujifilm Group Total may not reflect the sum of each subtotal. 3. Valuable-converted Waste Annual Changes in Valuable-converted Waste* Unit: thousand tons/year FY2018 FY2019 FY2020 FY2021 FY2022 Valuable-converted waste 47.0 45.4 39.3 43.8 44.9 * Valuable resources sold to the third party. 4. Recycling 1 2 Annual Changes in Recycling Index* and Valuables Conversion Index* FY2018 FY2019 FY2020 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) Unit: thousand tons/year FY2018 FY2019 FY2020 FY2021 FY2022 Total consumption 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 1 Annual Changes in Reduction in export Packaging Material Weight* (Cumulative total) Unit: % FY2018 FY2019 FY2020 FY2021 FY2022 Packaging material reduction rate*2 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 business areas. 1. Resource recycling system in Business Innovation business (1) Product recycling policy in Business Innovation business: Promoting reuse of resources for infinite “Zero disposal” Based on the concept that “used products are valuable resources, not waste,” our resource recycling system for multifunction devices takes the following three approaches for manufacturing aiming to reduce environmental impact across the product lifecycle. Closed Loop Recycling System Utilize used products as a resource Resource Inverse Manufacturing Create products under the premise of reusing parts to minimize recycling environmental impact system 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 risks ② Ensure consistent recycling quality equivalent to that in Japan ③ Reduce environmental impact in each country and region [Four principles] ① Prevent illegal dumping by collecting used products under the manufacturer’s responsibility ② Do not import items that could potentially end as waste ③ 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) FUJIFILMBusinessInnovationIntegratedRecyclingSystem https://www.fuji昀椀lm.com/fbglobal/eng/company/csr/svp2030/environment/recycle.html Aboutcollectingusedcartridges https://www.fuji昀椀lm.com/fb/support/cru/printer(inJapaneseonly) (3) Resource recycling New Resource Reduction by Using Reuse Parts in Business Innovation Business* Unit: tons FY2018 FY2019 FY2020 FY2021 FY2022 New Resource Reduction 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. 84 FUJIFILM Holdings Corporation Sustainability Report 2023

Environmental Aspects The Percentage of Used Product Recycling by Sites in Business Innovation Business* FY2018 FY2019 FY2020 FY2021 FY2022 Japan 99.9% 99.9% 99.9% 99.9% or more 99.9% or more Other Asia-Pacific Region 80.0%~99.9% 90.0%~99.9% 96.3%~99.8% 96.1%~99.8% 97.8%~99.9% * 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, through which we extract aluminum as pure as newly purchased aluminum from used CTP and PS plates and reuse it in the next plate production. Various stakeholders, including printing companies, aluminum recycling companies, alloy manufacturers, and roller manufacturers are involved in this system. Through this PLATE to PLATE system, we have reduced CO emissions 2 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 on water 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 water Long-term target: Reduce the amount of water the Fujifilm Group uses for production by 30% by FY2030 (compared to the FY2013 level). Mid-term target: Reduce the amount of water the Fujifilm Group uses for production by 20% by FY2025 (compared to the FY2013 level). Short-term target: Reduce the amount of water the Fujifilm Group uses for production by 18% by FY2023 (compared to 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 5.0 4.7 4.2 4.1 4.1 3 Fujifilm 4.4 4.2 3.7 3.7 3.7 Clean water million m FUJIFILM Business Innovation 0.6 0.5 0.5 0.4 0.4 Fujifilm Group Total 3.3 3.1 3.3 3.3 3.3 Industrial 3 Fujifilm 3.3 3.1 3.3 3.3 3.3 water million m Water FUJIFILM Business Innovation 0 0 0 0 0 withdrawal Fujifilm Group Total 34.6 34.7 33.6 35.7 34.3 Underground 3 Fujifilm 33.1 33.2 32.3 34.4 32.9 water million m FUJIFILM Business Innovation 1.4 1.5 1.3 1.4 1.4 Fujifilm Group Total 0.3 0.2 0.2 0.2 0.2 Rain water. 3 Fujifilm 0.3 0.2 0.2 0.2 0.2 others million m FUJIFILM Business Innovation 0.02 0.02 0.02 0.01 0.06 Total water withdrawal 3 million m 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 Sewage 3 Fujifilm 17.3 17.2 15.7 14.5 14.0 water million m 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 Water Rivers 3 Fujifilm 20.8 21.5 21.7 20.7 19.1 discharge million m FUJIFILM Business Innovation 1.1 1.2 1.0 1.2 1.2 Fujifilm Group Total 1.0 0.9 0.9 0.8 0.9 Others 3 Fujifilm 1.0 0.9 0.9 0.8 0.9 million m FUJIFILM Business Innovation 0.02 0.02 0 0 0 Total water discharge 3 million m Fujifilm Group Total 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. FY2022RevenueIntensity Unit FY2018 FY2019 FY2020 FY2021 FY2022 Revenue Withdrawal kt/100 Fujifilm Group Total 1.77 1.84 1.92 1.67 1.46 intensity Water million yen Fujifilm Group Total 1.68 1.79 1.76 1.45 1.25 consumption * 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 Unit: % Japan Americas Europe China, Asia/ Total Oceania Clean water 19 27 13 41 100 Water Industrial water 97 0 0 3 100 withdrawal 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 86 FUJIFILM Holdings Corporation Sustainability Report 2023

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., Tree planting in the important water recharge zone Minami-Aso LTD., Kyushu area (former FUJIFILM Kyushu of the Shirakawa river village, Kumamoto Co., Ltd.) Prefecture FUJIFILM (Shanghai) Trading Co., Ltd. Voluntary tree planting for 25 years Local NPO Conducting joint wastewater treatment with four FUJIFILM Manufacturing Europe B.V. neighboring corporations by installing a large- Neighboring four capacity water treatment facility in our own companies premises. 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 from the market are then reflected in the targets for future product development. This approach is applied not only to the development of material products and equipment products, but also to the development of software and solution in a bid to reduce the environmental impact on society through our products, services and technologies. Along with the objective and quantitative appraisal of environmental impact by means of Life Cycle Assessment, we proactively demonstrate our environmental consideration through environmental labels. Design for Environment https://holdings.fujifilm.com/en/sustainability/activity/environment#link07 3.5.2 Design for Environment 1. Standards of Design for Environment (1) Materials and equipment In the development of environmentally conscious products, we also set targets concerning environmental quality from the perspective of climate change mitigation (reduced power use, etc.), the Reduce, Reuse & Recycle principle of resource saving and recycling, risk reduction of chemical substances, and biodiversity by considering each stage of product lifecycle including material procurement, manufacturing, transportation, use and disposal. The degree of target achievement is then assessed once a product has been developed. (2) Software, service, and IT solutions In the area of software and service solutions, we set resource conservation, energy conservation, transportation reduction, space saving, and time saving in customers’ sites as our environmentally conscious evaluation items. We are working to create products that can contribute to environmental impact reduction throughout the whole of society. 2. Life Cycle Assessment (LCA) The Fujifilm Group is developing products with less environmental impact through objective and quantitative environmental impact assessment throughout product lifecycle (material procurement, manufacturing, transportation, use, and disposal) utilizing Life Cycle Assessment (LCA) in the product development stage. LCA is also used to assess the progress of efforts for the Group target, which is to reduce CO emissions across our 2 product lifecycle by 50% by FY2030 (compared to the FY2019 level). 3.5.3 “Green Value Products” Certification Program To create environmentally conscious products, the Fujifilm Group introduced “Green Value Products” certification in fiscal 2018 for products and services that satisfy certain standards for environmental consciousness. The standards and their operation of Design for Environment are made common across the Group so that the degree of 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. 88 FUJIFILM Holdings Corporation Sustainability Report 2023

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Environmental Aspects Certification Level Level Certification Criteria Diamond Products and services that use their respective industries’ innovative technologies to substantially contribute to reducing environmental impact Gold Products and services that reduce environmental impact at their respective industries’ highest level Silver Products and services that reduce environmental impact at a higher level than their 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. Number of the Level Certified Produts Major Certified Produts FY2022 Total Diamond 0 2 • SUPERIA ZN-II and ZN-B system for process-less CTP plates for newspaper printing • DR CALNEO Flow series X-ray fluoroscopy system with flat panel sensor of cassette-size digital radiography • DR CALNEO DROSS X-ray diagnostic imaging system • FCR PROFECT CS Plus Digital X-ray diagnostic imaging system • ELUXEO EI-740D/S endoscope system • Apura GSM 2.0C gas separation membrane • LTO Tape data archive media • dternity On-site Archive data archive solution Gold 6 83 • SUPERIA ZD-II process-less CTP plates for commercial printing • Digital inkjet press Jet Press 750S • ApeosPort C5240 series and ApeosPort/DocuCentre-V1 C7070 series of color multifunction devices, etc. • ApeosPort Print C5240 color printer • Production printers “ApeosPro C810/C750/C650” • MPS Guardia: optimizing and transforming your print & document environment • Private office services “Cocodesk” • Cloud service with document handling software “DocuWorks Cloud” • 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. Silver 16 141 • 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. “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 (1) Target: Reduce CO emissions across the entire product lifecycle by 50% by FY2030 2 (compared to the FY2019 level). (2) Progress: Reduce by 6.9% compared to the FY2019 level. (3) Major products: • Process-less thermal CTP plates: No film development process and closed loop recycle of CO emissions reduction in used plates 2 the entire product lifecycle • Digital inkjet press: Reduction of processes by digital printing • TAC Display films: thinner film; using biomass materials • Diagnostic medical devices: downsize and lightweight • Multifunction devices/printers: Design for Environment; reuse, reduce and reuse by used products • Cosmetics: Using refill container (1) Target: Contribute to reducing accumulated 90 million tons CO emissions in society by FY2030. 2 (2) Progress: Contribution amount was 11.3 million tons. Progress: 12.5%* (3) Major products: The contribution of products • High capacity magnetic tape: Energy-saving by archive data storage to reduce CO emissions at 2 • Multifunction devices/printers and medical equipment: Reducing energy customers’ site consumption • Document handling software: Paper reduction • Net printing services: transportation reduction and streamlining business process • Medical 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 for typhoons, 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. 90 FUJIFILM Holdings Corporation Sustainability Report 2023

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 of environmental information disclosure. We use the following labels: Environmental Labels Which the Fujifilm Group Obtained Japan • Eco Mark (JEM) A third party certifier defines and operates China • Environmental Labelling (CEL) product classification and judgment criteria Taiwan • Green Mark (TGM) Type I: for environmental certification. In response to South Korea • Eco-Label (KEL) Third party a company’s request, the certifier examines Thailand • Green Label (TGL) certification the product and permits use of their mark if Vietnam • Green Label (VGL) (ISO14024) the product meets their criteria. The certified • Green Label (SGL) product can then display the mark, which Singapore encourages consumers to choose products Malaysia • MyHIJAU Mark that support environmental protection. Philippines • Green Choice (GCP) New Zealand • Environmental Choice (ECNZ) This is a program by manufacturers to Type II: promote the environmental quality of their products, services, and systems to the market Self-declared through self-declaration. No third-party • Green Value Products (for all products) environmental judgment is involved. Environmental quality is • PLATE to PLATE aluminum recycling label claims demonstrated by labels attached to products (ISO14021) and descriptions in instruction manuals, promotional materials, and Sustainable Reports. This is a method to indicate quantitative Type III: data on a product’s environmental impact Environmental calculated by the Life Cycle Assessment (LCA). Japan • EcoLeaf Product ECO LEAF is an environmental label that Declarations displays quantitative environmental data for Japan • Carbon footprint (ISO14067) (ISO14025) various ranges, while Carbon Footprint shows simply quantitative data on global warming potential. Japan • Act on Promoting Green There are environmental labels other than Purchasing Type I to III, including energy-saving labels Japan, the US • Energy Star Program that display the achievement level of a certain China • China Energy Label Others environmental performance. Also, green China • Energy Efficiency Certification purchase systems are available to encourage Hong Kong • Energy Label (VEELS) consumers (including public organizations) • e-Standby Power Program to choose products and services with lower South Korea environmental impact. Vietnam • Energy Efficiency Label Europe (EU) • EU ErP (Lot 6/26) 2. Safety Data Sheet (SDS) and Article Information Sheet (AIS) 1 2 To ensure customers’ safety when handling our chemical products* and material products* , 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. 91 FUJIFILM Holdings Corporation Sustainability Report 2023

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 or replacing 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 has developed 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 are developing low-risk, sustainable materials and manufacturing processes, grounded upon our core technologies and the chemical library and safety data we have accumulated to date. In animal welfare*, we are working hard to replace the animal testing used to assess safety when developing materials. The products offered by the Fujifilm Group cover from the upstream to the downstream of supply chains, including fine chemicals, highly functional materials, optical devices, multi-function devices, and medical devices. This is why we are working to contribute to appropriate chemical management throughout the supply chains by disseminating our expertise and operational structure for the safe handling of chemicals. *1 3Rs of animal protection (Replacement: Use of alternative method; Reduction: Reduction of the number of animals used; and Refinement: 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, the strictness of requirements specified by the applicable laws and regulations, and our own management policy. These chemical substances are classified into the S category and we have established a voluntary management policy for each category. Those chemical substances that are deemed to potentially fall into the S category are designated as “priority risk management chemical substances,” and we are starting to reduce their usage or to replace them as soon as possible to minimize the related risks. We have been continuing our efforts to reduce the environmental impact of our products throughout their life cycles, and have 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 the development of alternative technologies for nonylphenols Table of the Classification of Our Chemical Management and octylphenols. S category and its voluntary management policy Target of Anticipatory Risk Management of S0 Ban on use Chemical Substances Target: Replace or reduce usage of “priority risk S1 Substitute s and management chemical substances” by FY2030. Reduce the usage or the w ds Progress: S2 emissions • Two of the seven risk management priority substances identified in fiscal 2020 have been replaced in 2021. S3 Plan to substitute We reduced consumption of four others, and the final S4 Study for replacement of assessment one was revised to be low risk. Two new substances substances ement based on risk industry standar were specified as risk management priority substances Priority risk management chemical Compliance with la in fiscal 2022 and technological development towards substances Manag their replacement is ongoing. Not classified 92 FUJIFILM Holdings Corporation Sustainability Report 2023

Environmental Aspects • The global chemical management system was upgraded in fiscal 2021 to improve the risk assessment accuracy for chemicals 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 and highly 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 Chemical substances are prohibited or limited to use in molded items by laws substances or the Company’s regulations. Content monitored/managed chemical Chemical substances whose content in molded items must be monitored and substances managed. 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 method that 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, we developed the evaluation method “ADRA” that can evaluate not only single chemical but also mixtures, and was newly adopted in the OECD test guidelines (OECD TG 442C). We are now considering to apply this method to chemical 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 We haven’t already tested with animals for safety evaluation of chemicals used in cosmetics (including quasi-pharmaceutical products). We do not plan to conduct animal testing for this purpose unless such testing is required to achieve accountability of chemical safety or is instructed by the authorities concerned. Note that we conduct legally specified safety evaluation for chemical substances used in medicines and foods. *2 C hemical 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. 93 FUJIFILM Holdings Corporation Sustainability Report 2023

3.6 ｜ Management of Chemical Substance Examples of Our Unique Materials and Processes that Contribute to Meeting the SDGs Materials/ Contribution SDGs Processes • A component in a device that achieves both high-speed, high- quality performance and reducing environmental load. This component allows for space-saving in the device body (50% reduction), energy consumption of the drum cartridge (the part that applies toner and prints text or images onto paper) by 60%, and production 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%. Electrically- • Received Asahi Shimbun Award and Award for Contribution to charged Invention under the National Invention Awards 2022. materials 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 and Industry under the 11th Eco Products Awards for our multifunction device that adopts this technology. https://www.jemai.or.jp/ris/award-results2014.html • 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 Water-based polymers. polymeric Azo polymerization initiators material 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 • Contributes to carbon neutrality by providing non-fossil fuel- Plant-based derived raw materials. plastic • 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 Measurement standard solution used in notification and inspection methods of the Standard Water Supply Act. Reagents for Acquisition of certification for element standard solutions Environmental https://www.fujifilm.com/ffwk/ja/news/218 Management  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 • Achieves both quality & ease of use and reducing environmental load. • To eliminate plate processors from printing along with related power, chemicals, water, and wastewater. Calculated per factory with the following essentially becoming zero Printing based on representative example: electricity: 12,600 kWh/year, materials & chemicals: 2.2 tons/year, water: 12.1 tons/year, waste liquid: 4.3 process-less tons/year. plates • 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 Presentation in the 147th Japanese Society of Printing Science and Technology conference, 2022. 94 FUJIFILM Holdings Corporation Sustainability Report 2023

Environmental Aspects Materials/ Contribution SDGs Processes • Solar cells that can contribute to creation of a next-generation renewable energy power generator that does not require batteries or utility power. Dye for dye Compared with conventional silicon solar cells, dye-sensitized sensitized solar solar cells can generate more power in interiors, shade, and other cell low-light conditions. They can be multi-colored and made flexible. Developing indoor power generators utilizing our solar cells can   contribute 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 with laws and regulations, as well as IEC 62474 and other standards. We are a member of the system’s operational consortium, helping promote chemSHERPA throughout the supply chain by offering explanatory meetings and individual consultations to 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 their understanding 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 the company’s suppliers and customers adopted the chemSHERPA. Target 2: C ontinue 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 were organized 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 appoint a 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. 95 FUJIFILM Holdings Corporation Sustainability Report 2023

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 FY2018 FY2019 FY2020 FY2021 FY2022 PFC 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 out of certification. 2. Response to the PRTR Law (Fujifilm Group) in Japan The 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 FY2018 FY2019 FY2020 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 Name of Substance Reduction (tons) Reduction Rate in Comparison to Previous Fiscal Year (%) Substances requiring reporting under the PRTR Dichloromethane 13.6 45 Law Methyl alcohol 51.9 32 Substances voluntarily Ethyl acetate 12.6 9 controlled by the company Methyl ethyl ketone 1.2 4 Acetone 1.7 64 * Reduction in volumes in FY2022 compared with actual levels in previous year 96 FUJIFILM Holdings Corporation Sustainability Report 2023

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 treated by authorized disposers. Items that contain polychlorinated biphenyls (PCBs) are strictly managed following the laws of different countries and treated according to a predetermined disposal plan. 1. Annual Changes in Amount of Specified Hazardous Waste Unit: t FY2018 FY2019 FY2020 FY2021 FY2022 Amount of Fujifilm Group Total 1,738 2,257 1,709 2,015 2,652 specified Fujifilm 901 1484 928 1165 1840 hazardous waste 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 Storing and Managing Amount Unit Japan Group total High voltage transformers Quantity 0 17 High voltage condensers Quantity 0 90 PCB oil waste, etc. kg 0 0 3 0 0 Sludge, etc. m Fluorescent lamp stabilizers Quantity 4,495 4,495 Low voltage condenser excluding Quantity 62,544 62,544 fluorescent lamps Low voltage transformer Quantity Quantity 0 0 Rags kg 1,183 1,183 Other devices Quantity Quantity 43 43 * Excludes PCB wastes in low concentration 97 FUJIFILM Holdings Corporation Sustainability Report 2023

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 are　monitored and regularly checked for compliance with these specified limits. In addition to environmental risk assessment, we have been reinforcing environmental monitoring to prevent the release of waste in excess of regulatory levels outside factory premises. 1. Annual Changes in Volume of Atmospheric Emissions Unit: tons/year FY2018 FY2019 FY2020 FY2021 FY2022 Japan 19 11 15 12 11 Sox emissions Overseas 3 1 0 3 7 Group total 22 11 15 15 18 Japan 232 242 225 220 195 NOx emissions Overseas 94 82 43 49 107 Group total 326 325 268 269 302 Japan 1.8 2.1 2.2 3.6 2.5 Soot particle emissions 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. 1 2. Annual changes in water contaminant burden & emissions* Unit: tons/year FY2018 FY2019 FY2020 FY2021 FY2022 Japan 68.6 49.4 54.1 48.0 46.6 2 TotalamountofCOD* 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 3 TotalamountofBOD* Overseas 0.6 1.2 0.5 0.7 0.3 Group total 27.4 26.3 22.1 21.5 17.3 Totalamountofnitrogen Japan 167.2 143.1 149.4 193.9 190.6 emissions Totalamountof Japan 1.8 2.0 2.7 1.9 1.9 phosphorousemissions * Values presented are rounded and the sums of the items do not always make up the totals. *1 Effluent release into public water bodies *2 C OD (Chemical Oxygen Demand): An indicator of water pollution. COD indicates the amount of oxygen consumed when water-borne pollutants (primarily organic contaminants) are oxidized upon the introduction of an oxidant. *3 B OD (Biochemical Oxygen Demand): BOD is a way to measure the degree of water pollution, and indicates how much oxygen in the water is being used by organisms to decompose contaminants by looking at the reduction in oxygen in the water. 3. Surveying and remediating soil and underground water pollution The Fujifilm Group autonomously conducts environmental surveys on soil and underground water pollution. Regarding substances that are used at manufacturing facilities and that are subject to environmental limits set by regulations, the Group rigorously manages the usage and storage of such substances and monitors the concentrations of such substances in 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 98 FUJIFILM Holdings Corporation Sustainability Report 2023

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 constant communication with our stakeholders in this area from an international standpoint to ensure that we are responding to the needs of society. FUJIFILM Holdings “Guidelines for Biodiversity” https://www.fujifilmholdings.com/en/sustainability/vision/creature.html Fujifilm “Policies for Wood Pulp Procurement” https://www.fujifilm.com/about/procurement/purchasing_policy/wood_pulp/ FUJIFILM Business Innovation “Sustainable Paper Procurement” https://www.fujifilm.com/fbglobal/eng/company/csr/svp2030/environment/chem_bio.html#anc02 3.7.2 Risk Assessments of Our Business Activities The Fujifilm Group assesses and promotes to minimize biodiversity risks in its business operations. 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 compared procurement of raw materials for paper production from sustainably managed forest resources with procurement from forest resources that have problems with sustainability and evaluated their respective impacts on climate change, public health and sanitation and biodiversity. The results showed that procurement from sustainable resources reduced our social loss in the range from 20 (in minimum) to 750 (in maximum) million dollars in comparison to procurement from unsustainable resources. These findings substantiate the monetary value of our paper procurement activities, which we have been carrying out 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. 99 FUJIFILM Holdings Corporation Sustainability Report 2023

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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.” Activities on Biodiversity Conservation —Outline— Conservation of Biodiversity in procurement resources CSR procurement (BD included) ABS (Access and Benefit Sharing) Paper Procurement ○ ○ ○ Products Minimum in ●Energy saving products Resource saving / product recycling market ◎ Products for ●Indirect contribution via CO reduction (Solar cell etc.) biodiversity 2 conservation Direct contribution (monitor etc.) Minimum Grasp/measure for impact ●Chemicals cont. Waste water cont. ●Air pollution ●CO emissions Wastes Land use Factories impact ◎ 2 ○ ◎ Conservation in Cultivation Springs Rice field (biotope), (Greening) region ○ ○ ○ Contribution through fund (Fujifilm Green Fund) Cooperation with region or NPOs and NGOs Biodiversity conservation Social Contribution by ○ ○ Support for environmental education projects for the next generation contribution fund/goods/labor ○ Minimize impact in manufactureContribution to maintain/recover on biodiversityEnlightenment Domestic education program within the Fujifilm Group Communication meeting with region Communication ◎ ○ ● ● for FF/region ● : 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 high environmental value. (2) Efforts to procure plant-derived materials The Fujifilm Group established “Management Rules for Procurement of Plant-Derived Materials” in fiscal 2021. The rules are to strictly control procurement of materials made from plant resources, such as pulp and palm oil, to ensure that they are managed with consideration for the environment and human rights. The rules ensure that we are not involved in the destruction 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 in their 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 100 FUJIFILM Holdings Corporation Sustainability Report 2023

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 of time 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 with NPOs. • Network for Coexistence with Nature, an approved NPO and others: Experts of the sea and the mountains talked about coexistence with nature to high school students in the “Kikigaki-Koshien” project. • Charitable Trust Fujifilm Green Fund and other funds: “Watashi-no-Shizenkansatsuro Competition” features elementary and 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

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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 and its 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 that each 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 Corporate vice presidents 7 7 100% 0 0% 1 (excluding Directors)* Regular employees 73,878 51,909 70% 21,969 30% 2 13,818 11,543 84% 2,275 16% Managerial personnel* General employees 60,060 40,366 67% 19,694 33% Non-regular employees 9,635 − − − − *1 FUJIFILM Holdings Corporation One female corporate vice president is no longer included in the number as she became a director. *2 B ased on the definition by each overseas subsidiary 103 FUJIFILM Holdings Corporation Sustainability Report 2023

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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 Female Number of employees 4,607 3,772 835 Proportion 100% 81.9% 18.1% Managerial personnel Proportion 1,154 1,096 58 100% 95.0% 5.0% Average age 42.82 43.19 41.15 Average length of employment 17.86 18.00 17.24 (years) 1 73.5% − − Utilization of paid leave* Turnover rate*2 1.81% 1.87% 1.49% Percentage of male employees 52.0% 3 taking childcare leave* All Workers Regular Workers Part-time or Temporary Workers 70.4% 72.7% 62.6% 4 Regular Workers Gender wage gap * Managers General 101.1% 79.6% *1 From October 1, 2021 to September 30, 2022 Attrition + Voluntary *2 T urnover 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 Of 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 The 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 Female Number of employees 4,505 3,806 699 Proportion 100% 84.5% 15.5% Managerial personnel Proportion 956 872 84 100% 91.2% 8.8% Average age 45.14 45.89 41.09 Average length of employment 20.10 20.67 17.03 (years)*1 Utilization of paid leave*2 75.3% − − 3 Turnover rate* 4.89% 4.59% 6.50% Percentage of males taking 82.2% 4 childcare leave* All Workers Regular Workers Part-time or Temporary Workers 75.8% 78.7% 71.9% 5 Regular Workers Gender wage gap* Managers Managers 98.8% 82.1% *1 Years of service as of March 31, 2023. Duration of less than a year rounded down. *2 F rom 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 Of 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. 104 FUJIFILM Holdings Corporation Sustainability Report 2023

Social Aspects 3. Fujifilm Group Japan operating companies: New regular employee hires FUJIFILM Corporation As of March 31, 2023 Total Male Female Total 129 96 33 Number of new Technical positions 78 59 19 1 graduate new hires* Administrative 51 37 14 positions 3 Graduate 246,000 yen* Starting salaries for 3 new graduates Master 273,900 yen* 3 Doctor 297,900 yen* 2 Number of mid-career recruitment* 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 Female Total 61 45 16 Number of new Technical positions 47 37 10 1 graduate new hires* Administrative 14 8 6 positions 3 Graduate 246,000 yen* Starting salaries for 3 new graduates Master 273,900 yen* 3 Doctor 300,400 yen* 2 Number of mid-career recruitment* 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* FY2018 FY2019 FY2020 FY2021 FY2022 Total 152 152 122 129 175 FUJIFILM Corporation Male 110 118 96 101 130 Female 42 34 26 28 45 Total 174 192 208 81 77 FUJIFILM Business Male 139 149 162 61 60 Innovation Female 35 43 46 20 17 Total 326 344 330 210 252 FUJIFILM Corporation and FUJIFILM Business Male 249 267 258 162 190 Innovation Female 77 77 72 48 62 * The total number of new graduates on April 1 of the next fiscal year and mid-career recruitment within relevant fiscal year 105 FUJIFILM Holdings Corporation Sustainability Report 2023

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 whose ages 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 operating companies. 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). 106 FUJIFILM Holdings Corporation Sustainability Report 2023

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 Code of Conduct. Diversity of our people and non-discrimination culture form the base for us at the Fujifilm Group. We aim to become a robust organization that can contribute to a prosperous society by creating new values through respecting, accepting, and being inspired by each employee’s personality and individuality. We are fully committed to providing equal opportunities in hiring, promotion and advancement, compensation, benefits, and training regardless of nationality, age, gender, sexual orientation or gender identity, race, ethnicity, religion, political creed, ideology, national or social origin, disability, etc. In line with this commitment, we establish and operate the company systems and rules. Even during a major life event, such as childcare and nursing care, our workplace allows flexibility to enable employees to continue their work and then smoothly resume working. This support aims to ensure opportunities not only for the employees to grow through their working experiences but also for the Fujifilm Group to fully leverage their diversity for the Group. Fujifilm Group Code of Conduct Chapter 1 Respect of human rights https://holdings.fujifilm.com/en/about/philosophy/law 4.2.2 Management System One of the Priority Issues addressed in the Sustainable Value Plan 2030 (SVP 2030), our CSR plan, states “Create systems and workplaces so that the Fujifilm Group’s diverse employees may exert their capabilities and creativity to the fullest extent.” Concretely, we set the following targets to monitor the progress of our efforts to transform the way we work and to 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 the Group 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. 107 FUJIFILM Holdings Corporation Sustainability Report 2023

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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 to which diverse employees are exerting their capabilities and creativity to the fullest extent.” 1. Targets and results Target 1: Promoting talented employees worldwide 1 2 Principal indices: Percentage of international employees* in major positions* in the Fujifilm Group FY2030 target: 35%, FY2022 results: 27.8% *1 International employees: Non-Japanese. We continue to promote talents who can lead our businesses in different markets regardless of their nationalities. *2 M ajor 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 As of March 31, 2023 FY2019 FY2020 FY2021 FY2022 FY2030 Target Fujifilm Group 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 Group FY2030 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 for promoting women’s advancement in response to the Act on Promotion of Women’s Participation and Advancement in the Workplace. Both plans have been made public. 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, the importance 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 FY2018 FY2019 FY2020 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 108 FUJIFILM Holdings Corporation Sustainability Report 2023

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 legally- specified percentage. We will continue to maintain this figure in the future. In order to create inclusive workplace for all employees including members with disabilities, we continue our collaboration with external agencies such as the Vocational Training Center for the Disabled. Together with those experts, we have identified jobs for physically challenged employees and supported their retention. Further, we have set up new workplaces to help people with intellectual or mental disabilities gain opportunities to actively participate in working. Percentage of Employment of Persons with Disabilities* As of May 1, 2023 FY2018 FY2019 FY2020 FY2021 FY2022 FY2030 Target 2.35% Fujifilm Group Japan 2.32% 2.42% 2.48% 2.47% 2.45% (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 for nursing care, we increased the types of support available through our nursing care consultation service in addition to holding 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 with motivation, 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 style innovation. While promoting digital transformation (DX)—such as utilization of the M365 communication tool and the shift to paperless—in day-to-day work, we aim to reduce the total working hours and generate business results through encouraging 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 Female 1 Returning rate from childcare leave* 98.4% (62/63) 100% (25/25) 97.4% (37/38) 1 Returning rate from nursing care leave* 100% (4/4) 100% (1/1) 100% (3/3) Retention rate after 3 years from 89.4% (42/47) 100% (16/16) 83.9% (26/31) 2 reinstatement (childcare)* Retention rate after 3 years from 100% (1/1) N/A 100% (1/1) 2 reinstatement (nursing care)* 109 FUJIFILM Holdings Corporation Sustainability Report 2023

4.2 ｜ Diversity and Equal Opportunities for Employees FUJIFILM Business Innovation Corp. Total Male Female 1 Returning rate from childcare leave* 95.6% (87/91) 98.4% (63/64) 88.9% (24/27) 1 Returning rate from nursing care leave* 100% (9/9) 100% (7/7) 100% (2/2) Retention rate after 3 years from 70.3% (78/111) 63.8% (30/47) 75.0% (48/64) 2 reinstatement (childcare)* Retention rate after 3 years from 100% (1/1) 100% (1/1) N/A 2 reinstatement (nursing care)* *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 Number of regular employees as of the end of the current fiscal year among those who *2 Retention rate after 3 years from reinstatement = reinstated in the second preceding fiscal year Number of regular employees reinstated after the leave in the second preceding fiscal year *3 Based on the same method as *2 2. Systems for balancing work and life We have established multiple company systems and offer various benefits that more than satisfy legal requirements in order 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 • Flexible working hours • Leave of absence for childcare (two-year leave at maximum) nursing care program • Working from home • Stock Leave* for childcare • Nursing care leave • Special leave according to length of • Child medical care leave program program employment • Shorter working hours (student in the third grade or lower of • Shorter working hours • Using of Stock Leave* for volunteer work junior high school) program for nursing • Leave of absence for volunteer work • Limited overtime work and late-night overtime family member • Stock Leave* for self-development • Special leave for supporting the wife at the time of childbirth • Stock Leave* for • Leave of absence when employee's spouse • Reinstatement to same workplace after leave of absence for nursing care is transferred childcare • Discretionary labor system • Use of Stock Leave* for fertility treatment • Re-employment Program • Leave of absence for birth support (one year leave system for • Paid leave on an hourly basis fertility treatment) * 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 • Flexible working hours • Leave of absence for childcare (two-year leave at maximum) nursing care program • Working from home • Accumulated paid leave* for healthcare of employees’ family • Nursing care leave • Special leave according to length of • Child medical care leave program program employment/ refresh vacation • Shorter working hours (student in the third grade or lower of • Shorter working hours • Accumulated paid leave* for volunteer junior high school) program for nursing activities • Limited overtime work and late-night overtime family member • Leave of absence program for employees • Special leave for supporting the wife at the time of childbirth • Accumulated paid participating in socially beneficial activities • Reinstatement to same workplace after leave of absence for leave* for nursing care • Leave of absence program for self- childcare development • Use of accumulated paid leave* for fertility treatment • Leave of absence for education • Leave of absence for birth support (one year leave system for • Support program for senior employees’ fertility treatment) second career • Leave of absence when　employee's spouse is transferred • Re-employment Program • Paid 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. 110 FUJIFILM Holdings Corporation Sustainability Report 2023

Social Aspects 4.2.4 Freedom of Association The Fujifilm Group clearly states that we maintain good relations between employees and employers while respecting the right to engage in collective bargaining and the right to enjoy freedom of association, as permitted by applicable laws, and rules in the country where business is conducted. Such statements are part of the Fujifilm Group Code of Conduct and the Fujifilm Group Human Rights Statement. Fujifilm Group Human Rights Statement: Consideration for Fujifilm Group Personnel  https://holdings.fuji昀椀lm.com/en/sustainability/vision/policy/statement Fujifilm Group Code of Conduct: Article 9, Chapter 1 Basic Labor Rights https://holdings.fujifilm.com/en/about/philosophy/law 1. Labor union membership As of March 31, 2023 Total Number of Employees % of Employees Represented by Represented by an Independent an Independent Trade Union* Trade Union FUJIFILM Corporation and FUJIFILM 6,125 67.2% 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 the Company (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 • Revision of maximum working hours and designation of timing to take Paid Leave, in line with the amendments to the Labor Standards Act. 2019 • Revision of the F-PRO* allowance • Partial revision of parts of the employee leave system to improve convenience and address inadequacies in the system • Partial revision of wage rules • Partial revision of collective labor agreement and corresponding work rules to allow paid 2020 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) • Partial revision of wage rules (revision of starting salary) 2021 • Establishment of a new site (Amagasaki) • Change in job assignment destination within the Fujifilm Group in Japan (FUJIFILM Business Innovation Corp. and else) • Partial revision of wage rules (revision of the F-PRO* allowance and supplement expansion 2022 of Shinkansen expense supplement etc.) • Revision of childcare leave rules (newly established childcare leave at a childbirth) * F-PRO: Discretionary labor system of FUJIFILM Corporation 111 FUJIFILM Holdings Corporation Sustainability Report 2023

4.2 ｜ Diversity and Equal Opportunities for Employees FUJIFILM Business Innovation Corp. As of March 31, 2023 FY Item • Revision of regulations for employees working abroad (January 1, 2019) • Revision of regulations of travel expense (January 1, 2019) 2018 • Revision of personnel systems (April 1, 2019) • Expansion of coverage for remote working system (April 1, 2019) • Expansion of coverage for home working system (April 1, 2019) 2019 • Updates to the employee holiday and leave system (including congratulatory/condolence leave, alternative holidays, etc.) 2020 • Introduction of hour-based paid leave for nursing children or other family members • Revision of basic conditions at the time of transfer • Fixation of the number of annual scheduled holidays 2021 • Change of normal working hours per day • Revision of welfare system • Provision of a childcare counseling office, and procedure to confirm the intention of childcare leave usage based on the revised Act on Childcare Leave, Caregiver Leave. • Revision of treatment when returning from leave for private/injury/illness reasons 2022 • Revision of childcare-related rules based on the Act on Childcare Leave, Caregiver Leave. • Revision of remote working system • Revision of work-childcare balancing system (shorter working hours for childcare, child nursing care leave, pre-birth leave, accumulated expired leave) • Revision 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 the current local minimum wage where the company is located. Comparison Rate Between Standard Entry Level Wage and the Local Minimum Wage Japan The Americas Europe Asia and Others % of companies* which standard entry level wage 100% 100% 100% 100% exceeded local minimum wage * Consolidated companies 112 FUJIFILM Holdings Corporation Sustainability Report 2023

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 health and 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 concrete measures 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 and enhance 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 Health Promotion ESG Division of Human Resources Division of FUJIFILM Holdings Corporation FUJIFILM Holdings Corporation 113 FUJIFILM Holdings Corporation Sustainability Report 2023

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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 the highest priority to the health and safety of its employees and is fully compliant with the related laws and regulations. For companies newly joining our Group following M&A, we manage their occupational safety and labor risks appropriately by conducting related due diligence, including risks of workplace accidents deriving from the facilities and working procedures, along with their compliance with related laws and regulations. The priority issues and results of each Group company are reported to 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 operation of the said regulations help clarify the safety management structure and safety promotion activity goals throughout the group to further reinforce our governance of occupational health and safety. The Fujifilm Group reduces occupational risks according to the characteristics of each workplace and company. Some examples of such risk reduction activities are given below. • The occupational safety committee is operated jointly by management and employees and occupational safety meetings are held regularly. • Occupational safety managers are appointed and checklist-based workplace inspections are undertaken. • When a new working procedure is introduced or an existing procedure is changed, a risk assessment is carried out to identify risk factors and create risk countermeasures. • Chemical risk assessments are carried out to identify risk factors in working procedures that involve chemicals. • Chemical handling training are provided to employees and contract workers who undertake risk assessments and handle 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 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 Target Fujifilm Group Employees 0 1 0 0 0 0 Contracted 0 1 0 0 0 0 Fujifilm* Employees 0 0 0 0 0 0 Contracted 0 0 0 0 0 0 FUJIFILM Business Employees 0 1 0 0 0 0 Innovation* Contracted 0 1 0 0 0 0 * Fujifilm and FUJIFILM Business Innovation (-FY2018), all employees of Fujifilm Group (FY2019-) 114 FUJIFILM Holdings Corporation Sustainability Report 2023

Social Aspects 3. Workplace accident rate and workplace accident severity ( ) : chemical industry average in parenthesis*6 Japan FY2018 FY2019 FY2020 FY2021 FY2022 Target Fujifilm Group (Japan) 0.12 0.42 0.29 0.36 0.36 （0.47） （0.42） （0.32） （0.58） （0.34） Workplace Workplace Fujifilm and its group companies in accident rate accident 1 0.00 0.30 0.31 0.29 0.34 4 Japan* of 0.1 or less rate* by FY2030 FUJIFILM Business Innovation and its 0.18 0.54 0.28 0.43 0.39 group companies in Japan*2 Overseas FY2018 FY2019 FY2020 FY2021 FY2022 Target 3 Fujifilm Group (Overseas)* 2.71 1.36 2.01 1.40 1.94 Workplace Fujifilm and its group companies Workplace accident outside of Japan 2.71 1.53 1.85 1.40 1.87 accident rate 4 of 0.1 or less rate* FUJIFILM Business Innovation and its by FY2030 group companies outside of Japan − 1.23 2.24 1.39 2.05 Japan FY2018 FY2019 FY2020 FY2021 FY2022 Fujifilm Group (Japan) 0.00 0.003 0.004 0.006 0.007 （0.01） （0.01） （0.01） （0.01） （0.01） Workplace Fujifilm and its group companies in accident 1 0.00 0.005 0.003 0.007 0.010 5 Japan* severity* FUJIFILM Business Innovation and its 0.00 0.002 0.004 0.006 0.003 group companies in Japan*2 Overseas FY2018 FY2019 FY2020 FY2021 FY2022 3 Fujifilm Group (Overseas)* 0.06 0.031 0.036 0.025 0.031 Workplace Fujifilm and its group companies 0.06 0.043 0.033 0.021 0.040 accident outside of Japan 5 severity* FUJIFILM Business Innovation and its group companies outside of Japan − 0.022 0.041 0.029 0.018 TRIR(Fuji昀椀lmGroup) FY2018 FY2019 FY2020 FY2021 FY2022 7 TRIR* − 2.10 2.34 2.07 2.70 *1 Fujifilm: Unconsolidated until 2018; total data for Fujifilm and its group companies were used for calculation starting in FY2019. *2 F UJIFILM Business Innovation: FUJIFILM Business Innovation were unconsolidated until FY2018. Total data for FUJIFILM Business Innovation and its group companies were used for calculation starting in FY2019. *3 F ujifilm group companies outside of Japan until FY2018. *4 Workplace accident rate (LITR) = Number of employees involved in workplace accidents × 1,000,000 Gross number of hours worked *5 W orkplace accident severity = Number of workdays lost × 1,000 Gross number of hours worked *6 Source 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 the Group. Our Employee Wellness Promotion Group of FUJIFILM Holdings Human Resource Department acts the key role to manage each wellness promotion department in the Fujifilm Group, and to plan and roll out group-wide wellness 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 the same 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 have declared 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 habits that 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 their working hours and results of stress level checks. It visualizes each employee’s health status per company or across the entire Group. On top of that, we analyze the health data combined with medical data provided by Fujifilm Group Health Insurance Association to evaluate collective employee health level for each Group company and issue a health report that includes specific advice 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-wide targets 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 Results for FY2025 FY2020 FY2021 FY2022 Behavior- Employees with BMI > 25 21% 27.0% 26.9% 26.8% related Diseases 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% Employees Endoscope 90%＋ 60.7% 59.9% 64.1% Cancer who received Large screening intestine 100% 91.5% 88.8% 89.6% Breasts 90%＋ 79.7% 77.5% 80.1% Cervical 90%＋ 66.9% 65.9% 67.2% Scope: Fujifilm Group employees in Japan (Screening rates for stomach and large intestine cancers are for employees aged 40 or over) 116 FUJIFILM Holdings Corporation Sustainability Report 2023

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 to offer 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 to minimize the number of Group employees passing away from cancer by increasing the chances of early cancer detection and receiving appropriate treatment. Cancer Screening (Fujifilm Group Health Insurance Association Subsidy Program) Cancer type Procedure Target Group Interval Stomach Endoscopy (X-ray) Over 35/over 40 Annual Esophagus Fecal occult blood test Over 35/over 40 Annual Large Intestine Once during Colonoscopy Over 50 employment period Ultrasound (under 39) Breast Female Annual Mammography (over 40) Cervical Cytologic diagnosis Female Annual Prostate PSA (blood) Male over 50 Biennial Lung Chest helical CT Over 40 Annual Liver, kidney, pancreatic, biliary tract Ultrasound Over 35/over 40 Annual 117 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 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 Yes No Health*” to acquire wellness practices (1) Checking weight once 49.7% 50.3% a week smoking * Seven Actions for Good Health is a set of (2) Watching your health 96.9% 3.1% practices for employees to acquire checkup results Behavior-related healthy habits. (3) No alcohol day once 84.3% 15.7% diseases (1) Check weight once a week; a week (2) Confirm your health checkup results; (4) More than 6 hours 63.1% 36.9% (3) No alcohol day once a week; of sleep every day (4) More than 6 hours of sleep every day; (5) 30 min. walk every 66.4% 33.6% (5) 30 min. walk every day; day (6) Participate in the walk event (Arukatsu); (6) Participated in the 44.5% 55.5% walk event (Arukatsu) (7) No smoking. (7) No smoking 80.9% 19.1% Scope: All employees of the Fujifilm Group Japan 41,059 (FY2022) Online program for quitting smoking 42 participants Free distribution of two weeks’ worth of 143 participants antismoking patches Free distribution of antismoking chewing gum 123 participants Non-smoking during working hours Incorporated into working regulations since April Smoking 2020 Smoking areas on company premises closed All of the 131 smoking areas in the Group were closed since fiscal 2020. Lecture video over the intranet in Japan Training by medical specialists • Quit smoking seminar (Jun.) Provided for wellness officers and wellness managers in group companies (Nov., Feb.) Lecture video over the intranet in Japan • Breast cancer seminar (Sep.) Cancer Training by medical specialists E-learning seminar for all employees • Recommendations for stomach & colon cancer screening (43,259 viewers) • Mental health selfcare training (Mar.) Mental health-related training • Improved conditions in high stress workplaces Mental health 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) Raising health awareness among employees To further promote employee wellness, we set up the Seven Actions for Good Health Committee in fiscal 2022 jointly with all 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 and employee organizations (labor union and employees union), and Arukatsu Koshien, a group-wide walking competition in which 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 118 FUJIFILM Holdings Corporation Sustainability Report 2023

Social Aspects 1 2 Good Health, and the level of performance* and work engagement.* We recommend employees to put these actions into practice. *1 Level 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 W ork 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 92.0 89.4 88.0 88.0 86.5 83.9 85.1 84.0 82.0 80.0 78.5 Performance level (%)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 4.0 3.6 3.5 3.3 3.4 3.1 3.2 3.0 2.8 2.9 Work engagement score2.5 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 promoters in the U.S., Europe, China, and Asia Pacific in fiscal 2019. For our overseas employees, various wellness programs are developed and implemented taking into account local conditions such as medical care system and wellness practices in each 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 in other 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 the importance 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 that are 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 and Industry, 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” for 2023 accredited by METI. The certification is given to the 500 businesses engaged in excellent employees’ well-being practices promoted by Nippon Kenko Kaigi (Health and Productivity Management Organization). The honor indicates that the active health 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 120 FUJIFILM Holdings Corporation Sustainability Report 2023

Social Aspects 4.4 Employee Development, Talent Attraction and Engagement 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 through proactively 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 the foundation 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 the Growth of organization employees 100 people weave the +STORY*1 of their 100 career paths while each and every diverse employee maximizes their individuality and abilities Acquire the foundations of work Acquiring the foundation for self-growth (+STORY) Problem formulation ability (STPD)*2, (1) Capturing maximum opportunities for growth from the changes they professional expertise, technical skills face, taking on challenges and growing autonomously Regarding themselves as the main people, (2) Through dialogue, immediate managers guide subordinates while thinking about essential issues beyond their own roles, understanding their values and ideas, thereby fostering a willingness involving those around them and taking action 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 and departments across the Group. The FF method refers to the See-Think-Plan-Do (STPD) cycle, where See is to collect the factual 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. 121 FUJIFILM Holdings Corporation Sustainability Report 2023

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 2 Analysis of information and identification of issues Think 3 Establishment of objectives and targets Plan 4 Development of achievement scenarios 5 Drafting of concrete implementation measures Do 6 Sticking to it and doing it thoroughly 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 growth autonomously. +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 their valuable 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 the employee and manager review the experiences of the past year together. We value that the employees accumulate their stories 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 a driving 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 Build a workplace where our diverse (2) Managers have a good understanding of the employees are highly engaged so that they can values and points of views of their subordinates demonstrate their unique strength, exercise through dialogue and train and motivate their full potential, and make changes. them to take on new challenges. 2. Individual performance appraisal The Fujifilm Group has been introducing performance assessments through the Management by Objectives approach in Group companies across the world. The Management by Objectives approach draws out employees’ sense of ownership and facilitates mutual communication with their supervisors, and hence help build an “open, fair, and clear” corporate culture. We aim to embed this approach throughout the Group companies for a better corporate culture. In those organizations or functions 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. 122 FUJIFILM Holdings Corporation Sustainability Report 2023

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 across the Group. FY2022 Training and Development Inputs Hours/Days Amount Spent Total approx. 1.60 million hours approx. 3.1 billion yen Average per employee approx. 20 hours approx. 37 thousand yen In fiscal 2022, we focused on developing DX human resources, and reorganized our training system to take a more structured 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 fruitful results. 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 play core roles in the company’s DX. The Fujifilm Group’s Reinforced DX HR Development Program DX for products and services Business DX Build new business models Improve business speed and quality Business planners Training boot camp Business planners Training boot camp Creating Product architects Training boot camp Product architects Training boot camp outcome Developing DX specialists Work follow-up training Learn how to apply the best tools in the issue of their work DX Machine learning: 500 participants, Natural language analysis: 500, Self BI (Advanced): 2,000, Web portal Python: 800, etc. practitioner training Hands-on training community Acquiring skills Learn tools by hands-on training Machine learning, Natural language analysis, Place for Internal and Self BI (Intermediate) 3,500 participants Numerical analysis, Low coding, No coding practitioners external training to learn from contents Training to reinforce each other accessible by Acquiring Machine learning, Programming Low and share all group data usage skills Natural language AI implementation coding their cases company knowledge Choose the best tool to solve an analysis, Numerical employees issue in work to master its usage analysis skill training Data usage awareness training Power Promote data usage, and increase understanding of internal data foundation and BI tools Platform, Various Self BI (Basic) 35,000 participants, etc. Cloud BI, useful Mindset Agile, contents DX basic training original tools, Reinforcing common DX foundation Provide DX basic knowledge etc. DX Literacy Course: 40,000 participants, IT Passport Acquirement Support Course: 7,000 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 the following 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 and become the main person (fostering ownership, thoughts and passion) Face the task at With a vision of what you want Self-improvement/ to do and how you want to Active learning hand and become achieve results in light of your goals, you will cultivate your Acquire the knowledge, ability the main person passion, thoughts and courage and expertise necessary for the for work. next challenge. Refine it. Learn from the experiences of others +Story Academy Capture the essence +STORY LIVE +STORY intranet website Self-improvement Capture the To make your dreams come true, seriously think through Active learning essence what you should do, repeat the reasons, and grasp the essence of it. (ability to think with one’s own head) Look back on experience Learning Practice Strengthen problem The experience gained through OFF-JT OJT formulation ability work, including encounters with people and feelings of joy and regret, is given meaning and Challenge, execute used as food for oneself. Talk and achieve with supervisors and get their attention. Challenge, execute Take a panoramic view of the +STORY Dialogue/sheet Look back on whole, face reality and change +STORY design program and achieve without escaping, actively experience (develop ability involve people around you without being caught up in the to accomplish) framework of roles, etc., and work 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 lectures by invited experts of advanced research and projects conducted in universities and institutes, and “connectJAM,” to teach cross-boundary business operations, including lectures on technologies, development, and commercialization, delivered by 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 124 FUJIFILM Holdings Corporation Sustainability Report 2023

Social Aspects conducted an Employee Engagement Survey of over 76,000 group employees across the world. The response rate was as high 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 be addressed. We intend to utilize these discussions to improve employee engagement across the Group and support the growth 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 The Fujifilm Group as a whole 90% 68,485 80% (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 1 2 Hackathon* and the Materials Informatics Academy* to recruit human resources with advanced IT skills. These events are designed to nurture students in the AI and IT fields and to recruit excellent and talented people. *1 Fujifilm 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 M aterials 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 Japan by fiscal 2019. Employees have an interview with their mangers every six months or one year to review their level of achievement 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 the 100% Management by Objectives approach Percentage subject to relative appraisal in 100% the same job class 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 FY2018 FY2019 FY2020 FY2021 FY2022 Number of employee stock 10,688 11,344 13,227 14,197 15,154 owners % 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 to this responsibility in Fujifilm Group’s Charter for Corporate Behavior and Code of Conduct translated into 24 languages. The Charter for Corporate Behavior and the Code of Conduct state our basic approach toward respecting human rights. We established Fujifilm Group Human Rights Statement, in which we declare our support for a range of global human rights principles, including the UN International Bill of Human Rights and the UN’s Guiding Principles on Business and Human Rights and to take any necessary measures to assess and mitigate the risks that negatively impact human rights in business activities. To create the Human Rights Statement, we sought opinions and advice from our Group companies and stakeholders 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, and Fujifilm 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, the Guidelines 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 to resolve social issues in our various business areas. In view of the fact that AI technology has yet to reach maturity, we will examine the risks that are likely to emerge in ethics and other areas to ensure that we carry out our business activities with respect 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 human rights issues in business activities and preventing and reducing any issues” shall be deliberated on and decided by the Committee. Resources to ensure respect for human rights are allocated by the section in question on a day-to-day basis depending on 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 the start of a new business involving a large investment, we assess the appropriateness of the investment by reviewing the human rights status as part of our comprehensive due diligence. 126 FUJIFILM Holdings Corporation Sustainability Report 2023

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 in the UN Guiding Principles on Business and Human Rights, covering all business activities we are operating or involved in. 1 2 Identification and Prevention and Grievance assessment of mitigation of mechanism adverse human adverse impacts Human rights impacts Human Rights Rights Due Statement Diligence 4 3 Stakeholder Information Monitoring engagement disclosure 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 severity of impacts, examine and implement preventive or mitigating measures, communicate with external stakeholders, and disclose relative information. We summarize the findings from the risk assessment in a form of risk map and revisit it periodically. In the Fujifilm Group, the ESG Committee recognizes and reviews any groupwide priority risks involved in its business activities 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 meeting of 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 Anti-Corruption Protecting Privacy Conflict Forced Labor, (3) Violations of the rights of information Minerals Child Labor clinical trial participants Human Rights in healthcare business of Patients Workplace Environmental Safety Conservation Long Working Social Security Hours Protecting Privacy Long Working information Hours Discrimination, Discrimination, Discrimination Freedom of Harassment Harassment Severity (scale, scope)Supplier Association Company Product Safety Workplace Employees Safety Consumer (2) Long working hours, discrimination Community and harassment of our employees Mild Low Likelihood High 127 FUJIFILM Holdings Corporation Sustainability Report 2023

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 three group-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 number of 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 specific checkpoints in the Fujifilm Group Sustainable Procurement Guidelines to gain the understanding of suppliers involved in our 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 of acting 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 and guidance 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 the right 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 agents and distributors, and all other business partners and interested parties involved in the provision, sales and support of our healthcare 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 Code in 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 128 FUJIFILM Holdings Corporation Sustainability Report 2023

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 or affiliate. 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 to either (1) each company or region, or (2) FUJIFILM Holdings. In either case, the anonymity of the whistle blower is ensured and therefore employees will not be unfavorably treated because of their report. For the results of the whistle-blowing system in fiscal 2022, see 2.2.6-3 Whistle-blowing and consultation reports in this 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 our employees. 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 to undertake fair operations in the areas of human rights, labor, environment, and anti-corruption. We have also been in collaboration 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 business corporations 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 Charter for 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 respect for 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 full dissemination 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 seminar targets all employees in the healthcare business in Japan, including marketing, services, sales, R&D, manufacturing and other 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 we formulated 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 is based 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, human rights, 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 the company” (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 standpoint of 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 not conducted 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 importance of 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 hold separate training programs related to supply chains and human rights, including the risk of forced labor and other human rights 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 and human 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, 130 FUJIFILM Holdings Corporation Sustainability Report 2023

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 were no 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 themes that involve potential human rights violations, please refer to 2.5 Supply Chain Management in this report. Response to the Modern Slavery Act at Fujifilm Group　 https://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 organizations in the Fujifilm Group. Preventive and mitigation measures have now been developed and implemented at all these organizations. 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 the labor environment and practices. We will continue to investigate their working conditions. For occupational health and safety efforts, see 4.3 Health, Safety and Wellness of Employees in this report. We also confirm that no instances of child labor have been uncovered in our workforce in fiscal 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 Business and human rights issues that require special attention in each industry were reviewed with other companies through group 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 and experts in business and human rights provided insights into the laws and developments on human rights due diligence and implementation methods. We were able to look back at our initiatives through discussions with other participating companies. 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 from the local community. We plan to upgrade the environmental activities conducted by our factories and carry out active and continuous information communication and disclosure to the public at large. 132 FUJIFILM Holdings Corporation Sustainability Report 2023

Social Aspects 4.6 Corporate Citizenship 4.6.1 Basic Approach The Fujifilm Group is committed to contributing to the sustainable development of society, working together with local communities as a good corporate citizen and responding sincerely to the demands and expectations of those communities. In 2008 we formulated the Fujifilm Group Social Contribution Policy. Based on the Policy, we are conducting activities focusing on the fields of education and research, culture, arts and sports, health and environment. We value cooperation and collaboration with local communities, institutions, NPO/NGOs, and others and contribution by employees’ voluntary activities. Fujifilm Group Social Contribution Policy The Fujifilm Group will work together with local communities as a good corporate citizen and contribute to society by responding sincerely to needs and expectations of those communities. The Group has established following action plans to implement this policy. 1. Focus of activities The Fujifilm Group will primarily focus on the fields of education and research; culture, arts and sports; health; 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 mutual communication 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 Citizenship 4.6.2 Major Examples of Social Contribution through Business Activities Priority Activities in Each Field Impact on Business Typical Activities (Concrete (Relation to Business) SDGs (Effects on Business Activities and KPIs) and KPIs) The Fujifilm Group has always We control the • Voluntary tree planting paid attention and protected environmental in China and Vietnam the environment as clean water impact on our (Number of participants) and fresh air are essential for Environment our businesses. Environmental business and society • Ground Water issues have a great impact on all by setting KPIs Conservation activities for CO and waste our businesses, so we continue 2 in Minami Aso Village social contributions related to emissions, and water (Number of participants) environment. management. • Offering large-font Our Group is promoting a range textbooks to students of businesses, and so needs a These activities will with low vision (Volume diversity of human resources. We allow us to enhance of our production) work with partners and NPOs our relationship with • Competition operated by to foster diversity in the coming the regions where Charitable Trust Fujifilm Education generations in the regions where we operate and Green Fund and NPOs and research we operate. This will enable us establish the Fujifilm • Kikigaki Koushien by to establish relationships with brand. We set the high school students local communities through the continuity of our (Number of participants) development of human resources business and sales and to increase recognition of our in the region as our • Sponsoring All Japan Group. KPIs. High School Soccer Tournament (to be continued) • Holding The Heart to Heart Communication— We expect to “PHOTO IS” Photo Since our foundation, we create further Exhibition, and other have operated a business printing demand events in FUJIFILM of photographic films and in photographic Square (Number of photosensitive materials to products and in participants) “contribute to society by offering the graphic system • Reproduction and Culture, arts more informative images.” We business. Our digitalization of historical and sports also focus on activities utilizing approach should also documents (Number of multifunction devices and latest create new demand documents restored) for our Business technologies under the banner of Innovation business. • Supporting Special “Valuable communication beyond The results will be Olympics Nippon the times.” seen in our sales and • Sponsoring FUJIFILM profits. SUPER CUP • Supporting FUJIFILM, Studio Alice Ladies Open We aim to create a healthier society and further develop our healthcare business simultaneously. This will be achieved by promoting disease prevention, diagnosis, and treatment in emerging and We anticipate other countries. In this way, sustainable • Improving medical we can drive forward our growth of the accessibility in all 196 healthcare business, which healthcare business. countries and regions in offers medical products such Such business the world in which we as mammography systems, encompasses operate by introducing Health diagnostic imaging systems, medical systems, AI-based medical and medicines. As a part of our contract products and services by social contribution, we are raising development 2030. health awareness, including manufacturing of • Offering medical training disease prevention, diagnosis, biomedicines, and • Supporting the Pink and treatment in emerging life sciences. The Ribbon campaign etc. countries which encourages results will be seen in people to take health checks and our sales and profits. visit doctors. This should enhance the healthcare market. This movement should also increase our reputation in this field and help stable expansion of business development. 134 FUJIFILM Holdings Corporation Sustainability Report 2023

Social Aspects 4.6.3 Social Contribution Activities Continued by the Fujifilm Group t ● Voluntary tree planting activity in China and Vietnum (Fujifilm) en m ● Ground water conservation activities in Minami-Aso village (FUJIFILM Kyushu) n o ● Charitable Trust Fujifilm Green Fund (Fujifilm) r vi n nd ●● Kankyo-Nikki, “Midori-no-Komichi” (Fujifilm) E a ch ●● “Watashi-no-Shizenkansatsuro Competition” (Fujifilm Green Fund, etc.) on r i a t e a s ● Support to make large-font textbooks to students with low vision (FUJIFILM Business Innovation) e uc r ● Photo class for young people (Fujifilm) d E ● Kikigaki-Koshien (Fujifilm) s ● The Heart to Heart Communication—“PHOTO IS” Photo Exhibition (Fujifilm) t or ● Fujifilm Square p s ● Reproducing historical documents (FUJIFILM Business Innovation) nd a ● Creating digital archives of cultural assets (Fujifilm) s t ● Supporting Photo rescue activities (Fujifilm) r a ● Special Olympics Nippon (FUJIFILM Business Innovation) , e r ● All Japan High School Soccer Tournament (FUJIFILM Business Innovation) u lt u ● FUJIFILM SUPER CUP (FUJIFILM Business Innovation) C ● FUJIFILM, Studio Alice Ladies Open (Fujifilm) ●Improving medical accessibility in all 196 countries and regions in the world in which we lth operate by introducing AI-based medical products and services by 2030. a e H ●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 Unit: million yen Type of Contribution Amount Education for future generations • Expenses for activities for future generations 162 • D onations (cash and goods) • E xpenses for community events and for community organizations Harmony with the local • D onations to community events and to community community organizations, etc. (cash and goods) 132 • E xpenses for community exchanges and neighborhood cleanups • D onations for natural disasters (cash and goods) Promote culture and the arts in • E xpenses for cultural, artistic, sports activities, etc. society (in Japan) • Donations for cultural, artistic, sports activities, etc. 442 (cash and goods) Consideration for the • E xpenses for international exchanges, etc. international community and • D onations for international exchanges, etc. (cash and 79 international cultures goods) • S upport for natural disasters (cash and goods) Cooperation with NGOs and • E xpenses for joint work NPOs • Donations for sponsorship and charity funding 233 • Support through providing products and services Total 1,047 * 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

4.6 ｜ Corporate Citizenship Monetary value of Social Contribution Activities in the Fujifilm Group in FY2022 Unit: million yen Volunteering Operation Cost/ Cash Goods Cost* Other Expenses, etc. Types of Social Contribution 530 73 6 426 (converted into money) * 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. This is the first charitable trust in Japan established by a private company aiming to preserve nature. Through this fund, we offer financial support for nature protection activities and research bodies, and host nature protection awareness raising programs for primary and junior high school pupils. ● 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 salary and bonus, plus an amount that the individual wishes to add monthly as 100 yen per unit. The fund is then reserved in four charity areas; “social welfare,” “culture and education,” “natural environment,” “international aid,” chosen by employees to support their volunteer activities and related NPOs. 4.6.5 Efforts to Assess the Impact on Society and the Environment 1. Contribution effect for customers through environmental activities in business (CO and water) 2 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 Amount FY2020 FY2021 FY2022 1. High-density magnetic 9,148 13,242 11,007 memory materials 2. Processless CTP plate that 2,516 5,660 4,732 does not require developer* 3. Film for LCDs: WV films 2,476 1,964 934 4. Digital color multifunction 13,635 12,027 12,573 device and printers Total 27,774 32,893 29,246 * Values presented are rounded and the sums of the items do not always make up the totals. 136 FUJIFILM Holdings Corporation Sustainability Report 2023

Social Aspects 2.Socialimpactassessmentofsocialcontribution In 2018, FUJIFILM Business Innovation worked to “visualize” its social contribution activities in order to understand their social significance, results, and effects and make them improve. We will continue to carry out impact assessments regularly to clarify and improve our activities. [Implementation method] To evaluate the social impact from our major social contribution activities, including the project to offer learning materials in emerging countries and reproduction and utilization of historical documents, we created a logic model and made trial assessments. We did not find any negative impact on a local community from the result of trial assessments. (1) Considering a logic model utilizing the Social Impact Assessment Tool Set created by GSG.* (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 to review 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 learning materials for children in emerging countries” Multi-sector collaboration aimed at distributing learning materials to some 100,000 children by 2023 to rectify disparity of educational opportunities in emerging countries Initial outcome Interim outcome Final outcome V Inputs/activities Outputs (Direct objective) (Operation objective) (Higher-order objective) ision: Contributing to r Children Feeling the joy of learning Higher academic capability Children can choose a People Distributing learning materials Increased learning • Increased motivation • Higher basic knowledge / future path they desire • Number of learning materials opportunities to learn skills (higher education/ Staff, employees distributed Number of positive responses in • Increased enthusiasm for employment) as volunteers Local NGOs surveys (level of interest in/ higher education • Number of children who enthusiasm for study) • Enrollment status: Junior high • Exam scores schools, senior high schools, receive learning materials Increased partners for • Number of positive responses in universities edr • Types of learning materials their activities Higher name value/reputation surveys (enthusiasm for higher • Number/ratio of children who distributed in local communities education) have enrolled: Junior high ess the disparity of educational opportunities among childr Financial sponsors schools, senior high schools, • Number of partners for the project universities Having their company names • Number of media reports on the • Employment rate appear in learning materials project Greater connection with • Number of positive responses in local communities Materials surveys (level of recognition/ Printing devices, Local communities and reputation in local communities) Number of people participating in paper residents local activities (various projects, Greater interest/awareness/ events, etc.) Becoming aware of emphasis on children the activities Number of positive responses in surveys (level of interest/ awareness) Heightened self respect/ Improved school attendance dignity and established study habit • Heightened self esteem at home • Heightened sense of Number of positive responses in Children empowerment surveys (attendance status, study Monitoring/mentoring Increased opportunities Number of positive responses in surveys hours/frequency at home) Money (mentality score given on self esteem and (children and parents) to get associated with sense of empowerment/ Heightened sense of trust adults mentality about future) in society • Number of children who have received mentoring/ Capable of considering personal • Establishing a sense of en in the Asia P monitoring goals and the future engagement in social issues • Number of employees who Number of positive responses in Number of positive responses in joined the activities as surveys (score given on mentality surveys (score given on the sense volunteers about the future) of trust in society) Guardians Increased opportunities to Heightened understanding Established environment that acific r think about children’s about the importance of facilitates children’s learning study for young children education Number of positive responses in surveys Number of positive responses in egion (level of awareness about the importance surveys (level of improvement in of children’s education) children’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

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 Interim outcome Final outcome (Direct objective) (Operation objective) (Higher-order objective) Owners/administrators of Users (those who learn history historical documents and cultures from replicas) and local residents Identifying needs for Satisfying needs to Making local historical replicated documents replicate historical documents available to • Conducting presentations about documents view and touch for a large the project V • Identifying issues such as the • Number of times information number of people ision: Succeeding local histories and cultur preservation of originals about the project is presented • Increased number of opportunities • Compiling a collection of usage • Number of times replicated to view historical documents Preserving/utilizing examples in this project documents are gifted • Level of local interest in cultures valuable historical • Recipients’ level of satisfaction /historical documents documents without the People Producing high-quality about the replicas possibility of loss Replication Replicating and replicas that are faithfully (Protecting the existence work gifting documents reproduced and value of historical Owners/administrators documents) displaying and using replicas Use of replicated historical Replication of historical documents documents making them accessible to promote Experts (using the replicas • Level of replicated documents’ research and education Helping people recognize the to conduct research) use (usage method, number of • Outcome of research on significance of succeeding local times/ historical documents cultures Experts using replicas to frequency the replicated • Use of historical documents documents are used, number of • Number of collaborations for conduct research people who have viewed the school education/adult education Materials Planning the use of replicated documents) • Level of understanding among Multi-functional replicated documents Building a structure for those who receive education Helping local residents devices, Japanese about replicated documents traditional paper • Education receiving feedback from deepen their sense of es to futur and other materials recipients about the use of attachment and • Events/fairs the replicas Wide recognition and understanding for their Circulating information support for advanced Establishing people’s communities about this project replication technology understanding about the e g • Number of media reports on the project social value of parties that ener (external) own historical documents • Number of times project information is displayed/posted (internal) ations • Number of times project information is viewed (internal) • Heightened recognition of Approaching local organizations/people owning governments’ cultural Reinforcing relationship with local historical documents departments and the Agency communities/universities and public • Increased number of visitors to for Cultural Affairs with organizations such as the Agency of the exhibition presentation about the Cultural Affairs project etc. • 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. 138 FUJIFILM Holdings Corporation Sustainability Report 2023

Sustainability Accounting 5. S ustainability Accounting (Labor Environment and Social Benefit Accounting, Environmental Accounting) ・Fiscal 2022 (April 1, 2022 to March 31, 2023) ・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 ●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 the Environmental 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 Unit: million yen Stakeholder Goal Cost Totals FY2021 FY2022 Occupational health and 712 918 safety Promote physical and mental health (Health and 2,133 2,518 Productivity) Employees Human resource 853 1,078 development Protect diversity 18 30 Develop a workplace in which employees can work 578 3,142 comfortably Customers Ensure appropriate customer 180 115 response and safety Future Education for future 120 162 generations generations Harmony with the local 96 132 Communities community (local society and government) Promote culture and the arts 423 442 in society (in Japan) International Consideration for the community international community and 152 79 international cultures 139 FUJIFILM Holdings Corporation Sustainability Report 2023

5 ｜ Sustainability Accounting (Labor Environment and Social Benefit Accounting, Environmental Accounting) Stakeholder Goal Cost Totals FY2021 FY2022 NGOs and NPOs Cooperation with NGOs and 32 233 NPOs Suppliers Consideration for products 14 22 Total 5,313 8,879 Volunteer Activities During Working Hours FY2021 FY2022 Hours spent on volunteer activities (hours) 3,338 3,435 Volunteering cost (million yen) 5 6 * 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. • I n 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 ●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 in Japan. 1. Depreciation is calculated in principle according to the straight-line method over a three-year period. 2. When costs include expenditures for both environmental and non-environmental purposes, the portion relating to non- environmental purposes has been excluded. 3. Economic impact within the Group: The difference in value terms from the previous year in pollution load levy and usage of 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 CO . For recycling, the anticipated benefit in value terms has been shown for the year in question. 2 * Values presented are rounded and the sums of the items do not always make up the totals. 140 FUJIFILM Holdings Corporation Sustainability Report 2023

Sustainability Accounting 1. Environmental Accounting Unit: million yen Environmental Conservation Costs Environmental Conservation Benefits Capital Investment Expenses Economic Impact inside the Group Economic Impact outside the Group Fiscal Year 2021 2022 2021 2022 Fiscal Year 2021 2022 Fiscal Year 2021 2022 1. Costs incurred within 1,943 2,124 6,181 7,659 the business site Reduction in SOx emissions* 0 0 Reduction in volume of SOx 3 t 1 t emissions (1) Environmental 517 501 1,479 1,786 Reduced pollution load 1 11 Reduction in volume of NOx damage prevention levy emissions 5 t 2 Reduction in VOC emissions* -30 30 Reduction in volume of VOC -87 t 85 t (2) Global environmental Reduction in CO2 emissions*3 -150 739 1,390 1,565 2,137 2,845 Energy saving 2,176 2,803 Reduction in volume of CO -15 58 preservation emissions 2 kilotons kilotons Reduced raw materials 8,259 5,748 and resources used Reduced water resource Reduced waste materials 4 8,180 7,798 5 130 583 through reuse and recycling* consumption* Recovery and Recycling (3) Resource recycling 36 59 2,565 3,029 Silver 3,911 3,018 81.8 78.0 6 Polymeric materials 223 22 Reduced volume* kiloton kiloton Aluminum materials 633 760 Reuse of aluminum materials 328 461 Reduced volume of CO 40 40 Others 198 171 emissions 2 kilotons kilotons 2. Upstream/downstream 0 0 5,635 6,430 Parts recovered from 7,202 7,914 costs used equipment 3. Cost of management 70 58 10,777 10,801 activities 4. Research and 7 development costs 493 836 9,550 9,914 Customer benefits* 32,893 29,246 5. Costs for social 0 374 1 1 programs 6. Costs for handling environmental damage 3 0 25 24 Pollution load levies Total 2,509 3,018 32,168 34,828 22,733 21,030 41,220 38,274 *1 SOx 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 CO emissions reductions: 12,790/ton 2 Trading price of EU emissions credit 2022 futures (€89.23/ton) at the end of March 2023. *4 Landfill costs for the waste product (¥100/kg). *5 W ater resource consumption reduction: ¥200/ton for clean water supply, ¥200/ton for sewage water times the reductions amount. *6 Volume of recycle and valuable resources in generated industrial waste *7 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 ●Environmentalconservationcosts 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. ●Environmentalconservationbene昀椀ts 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

IInnddepepenenddenentt A Assssuurraannccee R Repepoorrtt 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] • D ata on greenhouse gas (GHG) emissions (Scope 1 including fluorocarbons, 2, and category 1, 11 of Scope 3) • E nergy consumption • A ount of water emission and disposal • Waste • V OC emissions • S ocial data on employees • T he management systems supporting the reporting process • T he stakeholder management process 142 FUJIFILM Holdings Corporation Sustainability Report 2023

■Please address inquiries on this publication to: ESG Division Tokyo 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 ©