Copyright 2011 FUJITSU Employability FUJITSU case

Copyright 2011 FUJITSU Agenda Introduction – FUJITSU Employability: The company’s efforts Employability: The employee’s view Conclusions 1

Copyright 2011 FUJITSU End-to-end products and services Evolving a portfolio of products and services to meet present and future needs of customers. World class credentials A top tier global IT player working with world class customers. The Fujitsu Group Japanese heritage A long-term, service-led continuous improvement focus; a spirit of cooperation. Global reach, local touch In tune with individual market conditions and client requirments; a local touch. Global reach and expertise; benefits of standardisation and economies of scale.

Copyright 2011 FUJITSU Third in global IT services RankCompany 1IBM 2HP 3Fujitsu 4Accenture 5CSC Source: “Market Share Analysis : IT Services Rankings, Worldwide, 2010”, Gartner, March 2011 Based on 2010 revenue

Copyright 2011 FUJITSU Fourth in global IT services & computing systems RankCompany 1HP 2IBM 3Dell 4Fujitsu 5Acer Group Source: Gartner, Inc. “IT Services, PC, Storage & Server Market Metrics Worldwide Market Share Database, Gartner, 2010 Fujitsu figures include FSC revenues Based on 2009 revenue

5Copyright 2011 Fujitsu Technology Solutions Corporate roots in Japan Established: 1935 Headquarters: Tokyo, Japan R&D spend: US$ 2.4 bill. Fujitsu Headquarters Tokyo, Japan Net sales FY09*US$ 50,317 million Operating income*US$ 1.1 billion 172,000 employees President: Masami Yamamoto 70 country operations Research facilities: Japan, US, UK, Germany, China Manufacturing locations: Japan, Asia, Europe, North America * Fujitsu Group figures for fiscal year ended March 31, US$ 1 = ¥93

Copyright 2011 FUJITSU Employability – The company’s efforts The competency and performance of our employees are of great importance to ensure the success of our company in the long run. People Development & Learning develops processes and tools to promote and develop our employees in accordance with our company goals, the FTS strategy and our values. The HR strategy is the basis for a coherent sequence of HR processes and tools. The task of People Development & Learning is their design, realization, implementation and application within the four areas Attract Position the company as an attractive employer on the job market. Develop, promote and challenge skills, knowledge, know-how and competencies of employees Retain Create a working environment which motivates and commits employees Evaluate Provide effective and high quality HR processes and services to evaluate the nominal-/ existing conditions 6

Copyright 2011 FUJITSU Develop - Retain Develop Learning: skills and knowledge ‘Catalogue based’ Knowledge: products trainings – sales trainings etc. Talent Management Leadership training track Individual development plan Result = List of potentials for Management functions Performance review Assesment from your manager Training needs – Next career step etc. Retain Motivation gives commited employees 7

Copyright 2011 FUJITSU The employee’s view 8

Copyright 2011 FUJITSU Employees view Managing performance (Evaluation) – WIIFM? Openess and Trust No 1 time exercise Next steps for career Protecting Manager versus Open Minded Manager Conflicting interests Who should follow up? 9

Copyright 2011 FUJITSU Employees view Career moves It’s driven by the individual itself Based on networks Specialists versus generalists Not everyone wants to make a career Learning/Development : No learning if there is no motivational factor Development – a self service? Developmen – for everyone? 10

Copyright 2011 FUJITSU Employee’s view Motivation – How to keep an employee motivated? Manager’s responsibility Recognition Every person is different: character / age / background etc / career expectations Open dialogue on next development/career steps Compensation and benefits Mission and Vision – adoption Transparency from the top – internal communication 11