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Employability

FUJITSU case

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Agenda

Introduction – FUJITSUEmployability: The company’s effortsEmployability: The employee’s viewConclusions

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End-to-end products and services Evolving a portfolio of products and services to meet present and future

needs of customers.

World class credentialsA top tier global IT player working with

world class customers.

The Fujitsu Group

Japanese heritageA long-term, service-led continuous

improvement focus; a spirit of cooperation.

Global reach, local touchIn tune with individual market conditions

and client requirments; a local touch.

Global reach and expertise; benefits of standardisation and economies of scale.

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Third in global IT services

Rank Company

1 IBM

2 HP

3 Fujitsu

4 Accenture

5 CSC

Source: “Market Share Analysis : IT Services Rankings, Worldwide, 2010”, Gartner, March 2011

Based on 2010 revenueBased on 2010 revenue

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Fourth in global IT services & computing systems

Rank Company

1 HP

2 IBM

3 Dell

4 Fujitsu

5 Acer 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 revenueBased on 2009 revenue

6 Copyright 2011 Fujitsu Technology Solutions

Corporate roots in Japan

Established: 1935

Headquarters: Tokyo, Japan

R&D spend: US$ 2.4 bill. Fujitsu HeadquartersTokyo, 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, ChinaManufacturing locations: Japan, Asia, Europe, North America

* Fujitsu Group figures for fiscal year ended March 31, 2010. US$ 1 = ¥93

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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

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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

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The employee’s view

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Employees viewManaging 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?

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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?

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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

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