Fujitsu 2013 Annual Report Download - page 28

The role of ICT up to now has mainly been to
increase productivity in back office operations,
and to enhance efficiency in business processes.
The expansion of ICT assets, however, has led to
issues of increased complexity and bloated costs
for maintenance and operations. At the same time,
there are a great many new expectations for ICT
from customers and society’s leaders to
enhance the value of customers’ products and
businesses, resolve social issues, and empower
people. Fujitsu wants to provide a “foundation
for innovation” by eliminating complexity, while
at the same time meeting this new role for ICT.
The power of ICT unleashes the full
potential of people to create innovations
that will realize a people-friendly, afflu-
ent society. Fujitsu calls this a Human
Centric Intelligent Society.
We believe that the realization of a Human
Centric Intelligent Society requires three actions:
“create Innovation through people,” “power business
and society with information,” and “optimize ICT
systems from end to end.” For each of these
actions, Fujitsu is developing technologies and
services centered on eight concepts, and will
offer these to customers.
In order to focus on the technologies and
product development in line with these concepts,
Fujitsu is boldly reallocating its management
resources through business transfers, personnel
reductions, and other measures.
In the semiconductor business, which has
underperformed in terms of profitability, we are
undertaking a restructuring program centered on
business transfers. We have completed transfer
of the Iwate Plant and post-process operations,
and have concluded an agreement for the sale
of the microcontroller and analog device busi-
ness. We are also conducting negotiations for
other businesses.
In Europe, Fujitsu is shifting its focus from
hardware to services, and we will implement the
associated restructuring and other reforms to the
business framework. Our goal is to rebuild the
business foundation, and improve profitability. In
terms of human resource policies, cost reductions
and other measures, we are rationalizing the
workforce through an early retirement incentive
plan and shifting resources to strengthen sales
capacity, as well as curbing cash outflows by
bringing contracted out work back in-house and
improving efficiency.
In this way, by revising the business portfolio
and cost structure, and clarifying investment pri-
orities, Fujitsu will steadily implement actions for
growth, and realize the Fujitsu Vision.
Innovation inspired by Fujitsu,
enabled by new ICT
FEATURE
OUR
VISION
A HUMAN CENTRIC INTELLIGENT SOCIETY
Explanations for underlined words can be found in the glossary on page 147-148.
Fujitsu
Technology and Service Vision
026 FUJITSU LIMITED ANNUAL REPORT 2013