Fujitsu 2013 Annual Report Download - page 79

Download and view the complete annual report

Please find page 79 of the 2013 Fujitsu annual report below. You can navigate through the pages in the report by either clicking on the pages listed below, or by using the keyword search tool below to find specific information within the annual report.

Page out of 153

  • 1
  • 2
  • 3
  • 4
  • 5
  • 6
  • 7
  • 8
  • 9
  • 10
  • 11
  • 12
  • 13
  • 14
  • 15
  • 16
  • 17
  • 18
  • 19
  • 20
  • 21
  • 22
  • 23
  • 24
  • 25
  • 26
  • 27
  • 28
  • 29
  • 30
  • 31
  • 32
  • 33
  • 34
  • 35
  • 36
  • 37
  • 38
  • 39
  • 40
  • 41
  • 42
  • 43
  • 44
  • 45
  • 46
  • 47
  • 48
  • 49
  • 50
  • 51
  • 52
  • 53
  • 54
  • 55
  • 56
  • 57
  • 58
  • 59
  • 60
  • 61
  • 62
  • 63
  • 64
  • 65
  • 66
  • 67
  • 68
  • 69
  • 70
  • 71
  • 72
  • 73
  • 74
  • 75
  • 76
  • 77
  • 78
  • 79
  • 80
  • 81
  • 82
  • 83
  • 84
  • 85
  • 86
  • 87
  • 88
  • 89
  • 90
  • 91
  • 92
  • 93
  • 94
  • 95
  • 96
  • 97
  • 98
  • 99
  • 100
  • 101
  • 102
  • 103
  • 104
  • 105
  • 106
  • 107
  • 108
  • 109
  • 110
  • 111
  • 112
  • 113
  • 114
  • 115
  • 116
  • 117
  • 118
  • 119
  • 120
  • 121
  • 122
  • 123
  • 124
  • 125
  • 126
  • 127
  • 128
  • 129
  • 130
  • 131
  • 132
  • 133
  • 134
  • 135
  • 136
  • 137
  • 138
  • 139
  • 140
  • 141
  • 142
  • 143
  • 144
  • 145
  • 146
  • 147
  • 148
  • 149
  • 150
  • 151
  • 152
  • 153

The Asian-Pacific era is certainly going to
arrive, and I think Fujitsu needs to consider
how to seize this movement and leverage it
in business development. This will be very
important from a long-term standpoint.
For Fujitsu to raise its corporate value as a global, cutting-edge ICT company, the key will be how
it leverages its accumulated technologies to bring about innovation. To achieve this, Fujitsu must not
only meet the needs of the times, it must also anticipate the times and determine how to create new
value. There are high expectations for Fujitsu to demonstrate this kind of leadership.
I mentioned above that the perspective of regular shareholders is important, but corporate
image is also an important factor. Fujitsu is one of the companies that represents Japan. In promot-
ing its businesses, Fujitsu needs to consider its dignity as a company too. Contributing to the world
as a whole can create a virtuous cycle that further improves Japan’s image.
What message do you have for shareholders and investors?
As I have interacted with Fujitsu’s corporate officers as an external director, I sense that they are not simply
pursuing profit but also think carefully about Fujitsu’s social responsibilities as a corporation. Fujitsu’s
vision and sincerity are indeed worthy of the trust of shareholders.
PROFILE
SHOTARO YACHI
External Director (Independent Director)
Birth: January 6, 1944
Apr. 1969 Joined Ministry of Foreign Affairs
Jul. 1996 Consul General in Los Angeles
Aug. 1999 Director-General, Treaties Bureau
Jan. 2001 Director-General, Foreign Policy Bureau
Oct. 2002 Assistant Chief Cabinet Secretary
Jan. 2005 Vice-Minister for Foreign Affairs
Jan. 2008 Retirement from Ministry of Foreign Affairs
Apr. 2008 Professor, Institute of Japan-US Studies,
Organization for Japan-US Studies,
Waseda University (to present)
Jun. 2012 Director, Fujitsu Limited (to present)
Dec. 2012 Special Advisor to the Cabinet (to present)
077
FUJITSU LIMITED ANNUAL REPORT 2013
RESPONSIBILITY