## Future Management Direction 

My goal in fiscal 2004 is to move beyond the restoration of our financial health and make Fujitsu a strong company for the benefit of customers, employees and shareholders. 

A strong Fujitsu will be able to provide solutions worldwide that are optimized for each customer’s situation; it will be a company in which others can put their trust for their important IT needs; it will be a company that can reward employees for their efforts; and it will be a company that can deliver solid returns to shareholders. 

To achieve this, I believe there are three important things we need to do: 

1. Secure steady profitable growth, 

2. Demonstrate leadership in products and technologies, 

3. Cultivate excellence in human resources and management. 

In addition, I have set forth four key challenges we must meet in order to make Fujitsu a strong company. 

## 1. Strengthen our existing businesses 

We will work to strengthen the competitiveness of our products, reform our business processes and reevaluate our operational and product structures to ensure that we are able to generate profits even amidst a harsh business environment. 

## 2. Create and cultivate new businesses 

We will step up our efforts in three key areas with future growth potential: markets related to ubiquitous networking, the small and mid-sized enterprise market, and overseas markets. 

## 3. Reform our organization and approach 

Based on the following, we will work to reform the overall structure of the Fujitsu Group. 

3. Provide seamless support throughout the customer’s IT system lifecycle. 

Two examples of these reforms are the agreement reached with Fujitsu Support and Service Inc. to make it a wholly owned subsidiary in order to strengthen our support and operational services businesses, and the realignment of our sales and systems engineering groups in order to create an organization that is closer to the customer. 

## 4. Reform our management systems 

To better deal with a constantly evolving market and rapidly changing customer needs, we will reform our management systems, including changing traditional ways of doing things and organization, as well as enhancing our own IT systems. 

In order to implement these measures, it is essential that Fujitsu employees the world over share a common mindset and sense of purpose. Toward that end, we have established The FUJITSU Way as our basic set of principles. I believe that abiding by these principles – both as a corporation and as individual employees – is fundamental to forming a strong company. 

1. Create an organization that is easy for customers to understand. 

2. Accelerate responsiveness to customers. 

4. Eliminate overlap and competition among business operations and functions. 

