Fujitsu : Medium-Term Management Plan Progress update (Slides only)

Medium-Term Management Plan

Medium-Term Management Plan

Progress update

Takahito Tokita

CEO

Fujitsu Limited

© 2024 Fujitsu Limited

I Progress in FY2023

II

Agenda III

Progress and plans of major initiatives

Targets for FY2024

2	© 2024 Fujitsu Limited

3	© 2024 Fujitsu Limited

Fujitsu Way

Aspiration

Innovation

Our Purpose

Making the	Building trust
World more
sustainable	in society
Empathy	Trust

Our Values

Code of Conduct

Three elements of the Fujitsu Way

Our	Our purpose is to make the world more
sustainable by building trust in society through
Purpose
innovation.
	Aspiration	• Set ambitious targets and act with agility.
		• Embrace diversity and create original ideas.
		• Stay curious and learn from failures and experiences.
		• Deliver positive impact through human centric innovation.
Our	Trust	• Honor promises and exceed expectations.
• Act with ethics, transparency and integrity.
Values
	• Work autonomously and unite for common goals.
		• Contribute to a trusted society using technology.
	Empathy	• Strive for customers' success and their sustainable growth.
	• Listen to all people and act for the needs of our planet.
		• Work together to solve global challenges.
		• Generate shared value for our people, customers, partners,
		community and shareholders.
	• We respect human rights.
	• We comply with all laws and regulations.
Code of	• We act with fairness in our business dealings.
Conduct	• We protect and respect intellectual property.

• We maintain confidentiality.
• We do not use our position in our organization for personal gain.

4	© 2024 Fujitsu Limited

Value creation concept for 2030

Being a technology company that realizes net positive* through digital services

Net positive: - In addition to maximising financial returns, we are committed to solving global environment problems, developing a digital society and improving people's well-being. Technology and innovation will have a positive impact on society as a whole.

Input	Fujitsu's business activities
	Implementing key strategies based on sustainability

Output / Outcomes

Financial capital

Human capital Natural capital

Technology and intellectual capital

Global responsible business

Human rights Wellbeing Environment Compliance Supply chain Community and DE&I

Key strategies

Business model		Customer success /
and portfolio strategy Customer	Regional strategy
Technology strategy	Business	People strategy
Technology	People

Financial indicators

Non-financial indicators

Materiality

• Solving global environmental issues
• Developing a digital society
• Improving people's well-being

5	© 2024 Fujitsu Limited

5 Corporate Vice Presidents

Takahito		Takeshi		Vivek		Yoshinami		Megumi		Shunsuke
Tokita		Isobe		Mahajan		Takahashi		Shimazu		Onishi
	Representative Director,		Corporate Executive Officer,		Corporate Executive Officer,		Corporate Executive Officer,		Corporate Executive Officer,
Representative Director, CEO		Corporate Vice President,		Corporate Vice President,		Corporate Vice President,		Corporate Vice President,		Corporate Vice President,
		CFO		CTO,CPO,System Platform		COO (Fujitsu Uvance)		COO (Service Delivery)		COO (Regions), CRO

6	© 2024 Fujitsu Limited

1. Progress in FY2023

7	© 2024 Fujitsu Limited

Medium-Term Management Plan

Progress status of financial performance indicators

The business portfolio is transforming as planned. Service Solutions which is our growth area, increased in both revenue and profit.

Revenue

(Billions of yen)

Adjusted

Operating profit**

(Billions of yen)

[Operating profit margin (%)]

Consolidated

+2.2%

3,675.0* 3,756.0

FY22 (Results) FY23 (Results)

*Note: FY22 Revenue is excluding the impact of business restructuring

-11.6%

320.8 283.6

[8.6%] [7.6%]

FY22 (Results) FY23 (Results)

Service Solutions

+9.9%

1,945.5 2,137.5

FY22 (Results) FY23 (Results)

+45.5%

237.2

162.9 [11.1%]

[8.2%]

FY22 (Results) FY23 (Results)

**Note: Adjusted operating profit: Indicator which represents an actual profit from core business calculated by deducting profits from
business restructuring, M&A, etc, and one-off profits from changes in regulations.	8	© 2024 Fujitsu Limited

FY Results

Comparison reference

Medium-Term Management Plan

Progress status of non-financial performance indicators

Each non-financial indicator is tracking in line with planned changes in our business model and portfolio.

Environment

GHG emissions

(10,000 tons)

Fujitsu Group

- Scope 1,2 - (Compared to FY20)

-44%

-50%

FY20 FY23 FY25

(Results) (Results) (Target)

Supply chain

- Scope 3** - (Compared to FY20)

-31%

		-12.5%
FY20	FY23	FY25
(Results)	(Results)	(Target)

Customer

Customer NPS*

*Net Promoter Score (Compared to FY22)

+20

+7.7

FY22 FY23 FY25

(Results) (Results) (Target)

Productivity

Per capita productivity

(Operating profit compared to FY22)

Consolidated
	-11%	+40%
FY22	FY23	FY25
(Results)	(Results)	(Target)

Service Solutions

Exceeded +40%
FY22	FY23
(Results)	(Results)

People

Employee engagement

75

69 69

FY22 FY23 FY25

(Results) (Results) (Target)

Diversity leadership

(Percentage of female managers)

		20%
15%	16%
FY22	FY23	FY25
(Results)	(Results)	(Target)

**Category 11: CO2 emissions due to product power consumption only	9	© 2024 Fujitsu Limited

1. Progress and plans of major initiatives

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