Fujitsu 2012 Annual Report Download - page 86

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Annual Shareholders’ Meeting
Board of Directors
12 members of the board
(including 4 outside board members)
Executive Nomination
Committee and
Compensation Committee
Board of Auditors
5 auditors (including 3 outside auditors)
Accounting Auditor
President and Representative Director
Management Council
(Decisions re. business execution) Corporate Internal
Audit Division
Fujitsu Way
Internal
Control
Division
•FujitsuWayPromotionCouncil
•RiskManagementCommittee
•ComplianceCommittee
•EnvironmentalCommittee
Corporate Executive Officers
Business Group/Group Companies
Election/dismissal Election/dismissal Election/dismissal
Internal audit
Coordinate
Audit
Audit/
Internal
control audit
Report
CoordinateCoordinate
Coordinate
Advise
Submit/
propose
Report
Election/dismissal Supervision
Supervision
Instruction
Report
Report
Instruction/direction
Putimportant
matters on
agenda/report
Putimportantmatters
onagenda/report
Supplemental Explanation
Other We are promoting a customer-centric management perspective in order to be a trusted and
valued partner to our customers. In order that all employees adopt a customer-centric mindset
and apply it to their daily work, we are deepening our commitment in each business unit to
previously initiated management quality improvement activities and we are attempting to create
an organizational framework to facilitate continuous improvement from a customer-centric
perspective. As one specific initiative, among those ideas and suggestions received by Fujitsu
customer care centers and contact lines, those concerning real issues about systems and organi-
zations, not individual matters, are viewed as something that should be shared throughout the
Fujitsu Group. Therefore, the specific details of these problems and examples of how they have
been resolved are shared at regular meetings where Fujitsu Group executives are assembled. As
a result, we have a heightened awareness of what our customers are saying and we can take
positive action to make improvements.
IV. Basic Stance on Internal Control Framework and Status of Implementation
1. Basic Stance on Internal Control System and Status
[Basic Stance on Internal Control Framework]
The Company, through a resolution by the Board of Directors, has adopted the following basic stance on the framework for internal control
(resolved on May 25, 2006, and revised on April 28, 2008).
1. Objective
The Fujitsu Way, which embodies the philosophy, values, principles, and code of conduct for the Fujitsu Group, describes the vision of the Fujitsu
Group as follows: “Through our constant pursuit of innovation, the Fujitsu Group aims to contribute to the creation of a networked society that is
rewarding and secure, bringing about a prosperous future that fulfills the dreams of people throughout the world.”
We believe that by conducting our activities in accordance with the Fujitsu Way, we maximize the value of the Fujitsu Group and enhance our
contribution to the communities in which we operate and to society as a whole.
In addition, in order to continuously enhance the corporate value of the Fujitsu Group, it is necessary to pursue management efficiency and
control risk arising from our business activities. Recognizing that it is essential to strengthen our corporate governance in order to accomplish
this, we will continuously strive to implement the policies described below.
2. Systems to ensure the appropriateness of Fujitsu and Fujitsu Group business
(1) System to ensure efficient business execution by directors
a. At Fujitsu, there is a separation of the oversight and operational execution functions of management. The Board of Directors oversees the
execution functions of the Management Council and other management bodies, and makes decisions on important matters. Among
executive organs, the Management Council discusses and decides upon basic management policies and strategies and also decides upon
084 FUJITSU LIMITED ANNUAL REPORT 2012