Fujitsu 2014 Annual Report Download - page 85

The roles of Audit & Supervisory Board members are various, but
we often emphasize risk management and compliance, which
can be compared to the brakes in the car driven by manage-
ment. However, in order to achieve sustained increases in share-
holder value and corporate value, Audit & Supervisory Board
members must also keep an eye on the Company’s strategies
and policies to ensure they are functioning too, as these are the
“accelerator” within management for powerfully propelling the
company’s businesses forward.
I also try to gain an understanding of the frontlines of Fujitsu’s
business. This may seem obvious, but it is not always easy to
accomplish for external Audit & Supervisory Board members who
are not at the company full-time. In my case, I try to make as
many opportunities as possible to observe key business sites and
talk directly with personnel. In order to grasp the current state of
business before meetings of the Board of Directors and the Audit
& Supervisory Board, I access the various business topics and
meeting materials through the company’s online internal infor-
mation system for members of the Board of Directors, “Board of
Directors Web,” and study the information to prepare myself.
What do you think Fujitsu needs to do to
raise its corporate value?
In general, discussions on how to raise shareholder value and
corporate value tend to focus on capital policy. However, I think it
is fundamental for companies to conduct business soundly and
accumulate healthy profits. Fujitsu provides ICT infrastructure on
a global basis and it is therefore important to continue to
develop products and services that are appealing and that can
contribute to society in order to maintain a strong competitive
edge. Moreover, I believe that the scope of application for ICT
solutions is now expanding as well. Regarding the Profit Growth
Roadmap set forth in the medium-term management plan, it will
be important to strengthen the global service business and train
global human resources. On top of this, I believe that steadily
continuing to raise capital efficiency and profit margins will lead
to higher shareholder and corporate value.
What message do you have for share-
holders and investors?
Fujitsu is an organization where directors and Audit & Super-
visory Board members, both in-house and external, with differ-
ing backgrounds and varied expertise and experience give
constructive opinions from various perspectives and conduct
vigorous debates to work to solve problems-this I feel is part of
Fujitsu’s corporate culture.
In addition, Fujitsu has a strong awareness of improving
accountability to stakeholders and raising the quality of
financial reporting, which is evidenced by its early adoption
of IFRS accounting.
Moreover, I expect Fujitsu to soundly implement its new
medium-term management plan, with both the “accelerator” and
“brakes” functioning together appropriately. In this regard, as an
Audit & Supervisory Board member, I will focus on whether this
process is being soundly executed and make certain that progress
on each measure is being appropriately reported to stakeholders.
Q.4
Q.5
PROFILE
Birth: September 25, 1951
Mar. 1974 Joined the Price Waterhouse Accounting Office
Jul. 1991 Representative Partner, Aoyama Audit Corporation
Apr. 2000 Representative Partner, ChuoAoyama PricewaterhouseCoopers
Oct. 2005 Director and Manager of International Operations,
ChuoAoyama PricewaterhouseCoopers
May 2009 CEO, PricewaterhouseCoopers Aarata (until May 2012)
Jun. 2012 Audit & Supervisory Board Member, the Norinchukin Bank (to present)
Jun. 2012 External Audit & Supervisory Board Member, Accordia Golf Co., Ltd. (to present)
Jun. 2013 External Audit & Supervisory Board Member, Fujitsu Limited (to present)
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FUJITSU LIMITED ANNUAL REPORT 2014
MANAGEMENT FACTS & FIGURESRESPONSIBILITYPERFORMANCE
INTERVIEW WITH AN EXTERNAL AUDITOR