Fujitsu 2008 Annual Report Download - page 10

Technology Solutions and Ubiquitous Product Solutions both recorded sub-
stantial year-on-year growth in sales and profits in and outside of Japan.
In fiscal 2007, which ended March 31, 2008, net sales rose 4.5% to ¥5,330.8 billion. Sales were
higher in all three business segments, but were led by Technology Solutions. Although sales of
mobile phone base stations and standard technology logic products in Japan struggled during
the year, sales from the services business, particularly to the financial sector, increased, as did sales
of PCs, mobile phones, and
advanced technology logic
products. Outside Japan, in
addition to contributions from
acquisitions designed to
increase the scale of our ser-
vices business, we recorded
healthy sales of UNIX servers,
optical transmission systems,
and PCs and mobile phones.
As a result, sales outside Japan
climbed 5.4% compared to
the previous fiscal year.
Benefiting from higher sales and cost reductions, operating income for fiscal 2007 was up
12.6% to ¥204.9 billion. As these results show, we successfully maintained higher sales and profits
for the year.
Q.3
Can you provide us
with an overview
of business results
in fiscal 2007?
A.3
OPERATING RESULTS (Millions of Yen)
2007 2008
Net sales ¥5,100,163 ¥5,330,865
Sales outside Japan 1,825,255 1,923,621
Operating income 182,088 204,989
Operating income margin 3.6% 3.8%
Net income 102,415 48,107
Total assets 3,943,724 3,821,963
Owners’ equity 969,522 948,204
Interest-bearing loans 745,817 887,336
D/E ratio 0.77 times 0.94 times
Net D/E ratio 0.31 times 0.36 times
(Years ended March 31)
only half done. I am convinced that the concept of management from a customer-centric per-
spective must underpin the mindset and conduct of every employee. This will be absolutely critical
to attaining our next stage of growth.
On the other hand, changing our employee mindset, or getting people to question the way
things were done in the past, is no easy task. I became keenly aware of just how difficult this can
be when I was placed in charge of structural reforms in the services business. With that said, my
experience has also been that once employees’ mindset changes and people start acting accord-
ingly, the way that we do business changes rapidly as well. Witnessing this transformation again
brought home for me the fact that a company is nothing without its people. In that sense, I
recognize that how we foster our workforce is vital to the Fujitsu Group’s next growth phase. To
this end, devising a simpler organization, delegating more authority and transforming frontline
operations to move with greater flexibility and speed will be vital to enabling our employees to
better utilize their skills and abilities. I also consider it my mission to shape Fujitsu into a company
where, more than ever, employees can perform rewarding work that they can be proud of.
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ANNUAL REPORT 2008FUJITSU LIMITED
A CONVERSATION WITH THE PRESIDENT