Thank you very much for joining us despite your busy schedule. 誠にありがとうございます。 Today's session will be held in a hybrid style. 開催いたします。 Let me explain today's agenda. First, from Fujitsu, Shunsuke Onishi, CRO, Onishi, a Corporate Executive Officer, Corporate Vice President, and CRO, will greet you all. Next, Global CEO and Senior Managing Partner, Shuda, and Head of Global Technology Practice, Mihara, are three youth and speedfinders. We will explain about the release. We will have a talk session to take a deep dive into the initiatives. We will move on to an A session. 終了予定時刻は。 We will finish at around 7:30. My name is. 広報IR室の栗原が担当いたします。 I am Kurihara, and I belong to the IR office. Now, we would like to invite Onishi-san for a greeting. 皆さん、こんにちは。Fujitsuは先週。 Fujitsu, last week, turned 90 years old. I'm not 90 years old. I am Onishi, Corporate Executive Officer, a Corporate VP, Onishi. We have this session on-site as well as online, and we have many participants. Including your continuous support on a daily basis, thank you very much. It is 2024, February 22nd. We do not have the Fujitsu office anymore, but at the 32nd floor of Fujitsu Shodome building, we explained about Wayfinders. Time, I believe many of you have joined that session as well. Since then, about four months have passed. Various transformation efforts in Fujitsu, we have been working on the Wayfinder activities as well. What I would like to convey to you as an opening speech is that I myself am responsible for this, but there are several points that I have been always following from the start. The first is, what I was thinking when we established this team is that, first of all, the 110,000 employees of Fujitsu, we're going to create this team as the consulting team of this company. Specifically speaking, it is not going to be in a way like a subsidiary company, but in this 110,000 employees of Fujitsu, this team is going to be created. In a long-term perspective, having all the employees have the consulting capabilities with the customer-centered view. From the start, making it into the organization, we tend to say that, oh, let's start from Japan. It's not just Fujitsu, but mainly in other companies as well. We didn't say that from Japan, start from Japan, but we said that let's do Europe, America, Asia. It's going to be a team for all those regions. It's been also taken up by the media as well. Imai, who's the Chairperson of Ridgelinez right now, consulted in various opportunities and consulted on how we can transform. Within those discussions, I believe, Imai believes this as well as what we need to do. I myself, there's another point that I always wanted to pursue is that in order to start this project and move it forward, we have to have the true leadership to be guiding us. There's a book titled Devil of Consulting. I believe some of you have read this book. Tend to come up or some, and this is a job type that a lot of students aspire to become. I myself, after I left NTT Data just from a job, I came into this consulting world as well as Imai has entered this world as well. We have been dealt with many people, and amongst those people, there are people that are considered to be true consultants. I will be mentioning this. In the past year and four months, together with Imai, we have been working on these projects. April of 2025, we made an announcement of the new leadership. Within the leaderships, we have overseas members. Today, as announced at the start, Shuda, who will be the overall responsible person of the other members, will be on stage today. There will be an explanation provided of what kind of initiatives and work will follow from now onwards. We also have a talk session as well as a Q&A session planned for today. Therefore, we would like to provide you with various information, and we would like to share with you what Wayfinders is aiming for and how much progress we have made. We would like to exchange information and also have a Q&A session to answer your questions. With this, I would like to conclude my opening remarks. Thank you for participating. Thank you very much. Now, please enjoy the brand movie that represents the Uvance Wayfinders. データとAIが進化する今、社会はあらゆる場所に存在しています。90年以上にわたり、Fujitsuは持続可能なイノベーションを通じて社会とともに歩んできました。その思いから生まれたのがグローバルコンティニュイング事業ブランド、Fujitsu Wayfindersです。私たちは組織の変革を導きます。意識と深いテクノロジーの知見、そして確かなコミットメントとともに。策定から変革の実行まで、業務の再設計からAI活用によるサービス質まで、常にお客様に寄り添い、成果にこだわり、持続可能な変革を共に築いていきます。未来が見えづらいときこそ、私たちがその道を共に切り開きます。Fujitsu Wayfinders。続きまして、Fujitsu Wayfinders。 Wayfinders leaders will take over to give you explanation. First, positioning and purpose of Wayfinders movement will be explained to you from Shuda. Over to you. Good morning, everyone. Thank you very much indeed for joining us despite your busy schedule and despite the bad weather. I am the Global CEO and a Senior Managing Partner of the Wayfinders. My name is Shuda. I was in the U.S. for many years, and I came back to Japan four months ago. As a pro, I was assigned to this position. Many of you do not know about me, but I was serving as a consultant for many years. I would like to utilize such experience, and I think as to the positioning of the Wayfinders, and that was what I have been doing in the last three months or so. I would like to talk about the future of the Uvance Wayfinders based on what we have been doing in the last few months. Not only myself, but with the members who will come over to the stage, we have been discussing this. I would like to briefly give you the update on the current progress or the status on that. First and foremost, I would like to spare 10 minutes or so to provide you with an overview and the purpose of what we would like to do. Afterwards, the Head of Japan, Kudo, is going to take over to talk about the capabilities that we would like to build. Subsequently, Mihara is going to be more specific and provide you about the core of the jobs to be conducted as a Wayfinder. First and foremost, let's talk about the Uvance Wayfinders. What is the positioning of the Uvance Wayfinders? That can be positioned in the four keywords, one of which is, we would like to utilize the comprehensive service and capability of Fujitsu, and we are going to be the key in doing so to provide the values to the customers. With our involvement into the consulting business, I think many things will be changed. One other keyword, one point is that the end-to-end delivery is going to be possible. Management and also the operations transformation, from that start all the way down to the operations, which we are good at. We are going to provide the end-to-end service and the pricing of Fujitsu. What sort of values that we can provide? We are going to do different things compared to the ordinary consultants. Another is the industry expertise. We are called the verticals in the Uvance, but we would like to create the industrial expertise. We are going to give you the information as to what sort of members we have, and this is the point where we would like to focus most on to. We are gathering the expertise in working on that. As was mentioned by Onishi just a minute ago, another one is going to be quite important. We have created the global team from scratch, including myself, the leaders who have joined us from the outside at the consulting. There are things that have worked well, and things that improved the motivation of the employees. We have applied to organize all these things to be able to execute successfully. There are things that did not work well in other consultants. We have many challenges, and we would like to eliminate those as much as possible so that all of us will be able to face the customer. We would like to create a culture that enables us to mobilize the whole company. The culture that we have in Japan is going to be not only the operating model, but the human resources evaluation system. Also, the methodologies of the consulting are going to be commonly shared amongst the world, which is going to be led by Japan, which I think is going to be the uniqueness. One Fujitsu, let's talk about the one Fujitsu that I referred to. Why is it that we believe that this actually is the main thing? Of course, there is the customer to begin with, and we have the front end and the sales that includes the consultants and also the system engineers. Front end, the sales and all Uvance will work together in order to have a conversation with the customers. We are going to talk about the upstream matters as well. Many topics would be covered. Once we understand the challenges being faced by the customers, global delivery team is working. Not only that, we have many technologies coming up from the R&D that would be adopted to drive the Fujitsu transformation. It is something that we have been working on in the last five years. The instance from that, it will be utilized for the customers. We are basically going to utilize the whole capabilities, and we are going to be the key in doing so to deliver all these to the customers. As for the actual delivery, of course, the Uvance Wayfinders team will work on the business operation or the management all the way down to the operation. We are going to have ourselves involved. Not only that, we will convince the Fujitsu delivery will be managed and also improved, which is to be led by us. Let me summarize what I have been talking about. First, we have many insights from our own transformation. There are many challenges that we face in the last five years. We have some success. We have some failures. We have this comprehensive knowledge that we would be able to become successful. We can provide such knowledge to the customers as we would like to focus on to. The second point is the step into the operation. We have many capable system engineers, but when SEs take the lead in having the conversation, they have difficulty trying to change the way they are good at handling the homework being given. With involvement, we will be able to change that quite a lot. As for the latest technology, the R&D has the variety of technologies available in their treasury box. Sometimes they are stopped at the POC level, but we would like to use these technologies. We are trying to create an internal organization that would enable us to do that, Uvance Wayfinders team and also R&D and the global delivery team. All these three teams will be collaborating to each other so that these technologies and engineering capabilities will be delivered. Actually, this is quite important, which is about Fujitsu's culture. I have been in the overseas for many years, and I do believe that Fujitsu's culture is very good. We never try to put our faith away. We stick to the end. I try to sophisticate things, which I think is the kind of culture that would have to be succeeded not only in Japan, but in the U.S., or in Europe, or elsewhere. We would like to make sure that we would expand or attribute the culture. We would like to create the Wayfinders culture. As I had mentioned already, there are people who are well-versed in the specific industries and well-versed in the technologies. We are starting together these people. For example, in the U.S. and Japan, we are mainly focusing onto these regions. Europe and Oceania have started. Basically, recruitment processes are taking place every day in Japan. For example, the finance, manufacturing, automotive, and energy, and heavy industry, and the people with experience on these. Not only from our competitors, but even from the operating companies or the service companies, we are recruiting people. Instead of the employee, the peer consultants, we are trying to recruit the people who are well-versed in because they are the one or two industries. Those are the kind of members that we are trying to get the same goals for the U.S., the finance, the manufacturing, also the retail, of course, the automotive industry as well. In the U.S., the members are being collected similar to that of Japan. As was mentioned earlier by Onishi, there is something which we put a lot of attention to. Consultants, there are so-called sales reps, but we try to put that aside. Rather, we would like to make sure that we have the hypothesis in regards to the customer and experience where we would be the kind of members that would be able to engage in conversation with the customer that can deliver and have a conversation about the future of the industry would be necessary. Of course, in the future, we are going to introduce or the employee as a rep type of people. Basically, the kind of people that I talked about are those who are trying to recruit. I rushed a bit. The reason why I am posting this on the slide is as follows. Our purpose, yes, this is something that we would like to work on as well. On top of that, it's not that I'm not really talking about the culture of Japan, but Fujitsu is the main body of the consulting business. We are different from the foreign consulting service. Therefore, we have to make sure that we have the discipline and integrity and so on, which is unique to Fujitsu. That is something that we would like to. The world. I've rushed a bit, but 10 minutes have passed. Therefore, I would like to close my time to join in for the Q&A session and talk session later. I look forward to receiving your opinion. Thank you. Thank you very much. Next, regarding the capability of Uvance Wayfinders, Kudo will provide the explanation. Please go ahead. Hello, everyone. My name is Kudo, who is the head of Japan of Uvance Wayfinders. From my side, I would like to explain about the capability that we should aim for, what we have right now, and also the capabilities that we need to further reinforce. What values are we going to deliver to our customers? As Shuda mentioned, the customers are a type of business, and the consultants who have a deep understanding of that, the industry experts that have the industry expert will be leading this. However, moving forward, our society will experience a large transformation as data and AI, such as we experienced when the internet came about. AI will be at the center of this transformation. Data and AI capability of our research, and we add the consulting capability. Data is at the center, and the consultants who have the knowledge about the businesses and industries, the operation, supply chain, engineering chain, finance, depending on which industry it differs. Is it process industry? Is it an industry that assembles things? Or is it industry that orders? The industry expertise and consulting, also together with the knowledge of the industry operation, we will be moving this forward. Also, this experience consulting part, the customer's transformation or the operations transformation to realize the people inside the company and the corporate culture may transform as well. Or else, a true transformation will not be real. Therefore, the experience, we would transformation of the people. We place importance on experience consulting and data AI industry experience operation to support all these transformations. We have the technologies team. In the AI era, there is a new architecture. What should it be? And process transformation, what is an IT technology that will support that? In a comprehensive way, we would like to support the transformation of our customers. In reality, what kind of projects? Very, very brief. I would like to talk about just one example. For example, for manufacturing digital twin, starting from the design, development, procurement, manufacturing, distribution, and sales, the system of manufacturing industry is a buildup of each individual application and for the transacted by the interface. However, when something happens, for example, political changes are occurring around us, there are various challenges. For example, in the supply chain, the supplier will have to change the whole supply chain or the parts and components. There will be defects of. When that happens, from the development to all the way up to the customer, all the data is available, and that can be simulated. There are not many companies that have the capability or are able to do such a thing. Therefore, digital twins, having it as a data, various challenges, natural disasters or changes of regulations and laws towards those simulations, and the impact can be analyzed, and that can lead to the notions that need for the next step. The DX transformation at this middle, the Fujitsu's practical experience to know about it are the voices that we hear quite a lot from our customers, and we go to the customers and talk to them. This is the Fujitsu way of doing things. Fujitsu has extra experience of implementing and practicing this. We add objectiveness of consultants. By looking at this case, by each customer, how we should customize this is going to be something that will provide us consulting, for example, sales, reforms, etc. The third, trusted society. This is just, for example, an infrastructure area. We have a local government customer. With those customers, the world is changing through AI. With the vision of technology, vision of Fujitsu, can you actually draw a picture 10 years from this? Are some of the requests that we are receiving. For those requests, with the technology of Fujitsu and the consultants' capability to create with the customers, we also go along with the customers and provide the value from Fujitsu. Within the various types of projects that we were handling, I just mentioned some representing cases to you right now. Japanese corporations, Japan, and to create a sustainable world, we would like to contribute to. We are going to put our full efforts into doing so. This concludes my information. Later on, I will be back again for the Q&A session. I am looking forward to speaking to you again. Thank you. Thank you very much for that. Next, we will have Mihara on transforming business and IT by leveraging data and AI at its core. Hello, everyone. My name is Mihara. I belong to Fujitsu. Within the Wayfinders, I work on global practice. Or should I call it the global technology practice? I serve as a leader for that. From my side, I would like to give you the talk as to what sort of services will be provided from the Wayfinders by leveraging AI at its core. Up until now, ourselves have been working on the variety of transformation, including on the IT and the business operation. What about now? A variety of technological initiatives being tackled by customers and for our company as well. Having said so, now that the AI tools are enhanced so much, AI and also its fuel, namely data, meaning the data and AI, would have to be utilized for the sake of transformation that I believe is going to be at the core of the future transformation. The initiatives in relation to the data and AI have been worked on in a variety of companies in the last few years. This is really an old and new theme. Utilization of the data and the utilization of the AI up until now is an operation of data by people and the judgment and analysis by people, and then the people needed to take the action. That was what it was. On the other hand, in the coming few years, there is this world that will come where the AI would be the one to utilize the data in order to understand the status of operation. At the same time, all the necessary information would be prepared for the judgment to be done by people and people want to make the judgment. The system operation will be taken over by the AI in the world, which we will see. If that's the case, there are things that would not be tackled by us, which is clear. The reason is that, things such as existing operation and IT are created for the sake of people. If we maintain that AI against it, I do believe, and we do believe that that would not be successful. Therefore, agentic AI would have to be enabled. It would be enabled to transform the operation and the business. The kind of business environment where the AI can be utilized autonomously is something that we call as agentic AI agent. Against that backdrop, we need to work on the IT and the business transformation, and that it should be done. The Wayfinders need to take a certain approach against that. First and foremost, our mission is to provide consulting to our customers. Our customers themselves utilize the data and AI themselves so that their own IT and the business and the ITs are being used. They have to be enabled to work on the transformation on their own continuously. That is the kind of system that we would have to create. That is indeed our final mission. At the same time, for example, the kind of data initiatives before is where the consultants needed to have it, and then the engineers would take over for the implementation. There was such a theory. Because when it comes to the agentic AI, where the autonomous AI comes in, that sort of conventional system would not be applicable. Operation and IT would be integrated or unified. They have to have a deep understanding about the business and operation. At the same time, in agile and then continuously, all the things would have to be tackled. There are three important points to be noted. One is the transformation to agent-oriented operations. We have to transform the business into the system or the style where the AI would be able to understand, or else the agent-oriented AI cannot be. Not only that, AI agent would not be applicable for the conventional IT architecture. Therefore, to make sure that the AI agent can be utilized, we have to transform not only the business and the IT-related perspective. From both perspectives, we have to think about the security. It would have to be implemented everywhere in order to realize that the Wayfinders themselves will utilize AI actively. For example, let's talk about the consulting. They effort to analyze the business. Then after the business changes, they would have to do the same thing once again. In the world of the data and AI style, it is obsolete. Therefore, while utilizing the data and AI, we're going to analyze the business, analyze the IT environment, and we are going to build the environment where all these would be individualized at the same time. The full automation of the IT environment basically is something that we are working on within Fujitsu. We are changing our own business model inside Fujitsu, and that is what we would like to do for the customers as well. We work on a variety of activities leveraging the AI, and that is not to be provided as a service by people. The AI will be providing such services. That's the kind of vision that we have. That's the strength of the Wayfinders. I think there are several of them. One, we have a work on the operation of the system of a variety of customers, and through our experience, the diverse industrial knowledge and the process and the data required, AI is something that we have a deep knowledge on. We would love to utilize that. As was mentioned earlier by people, including not only the Fujitsu transformation, but we have also another sort of company-wide transformation. We know the good aspects and bad aspects of what we have worked on. All these are reflected onto the service that we are providing to the customers. AI is part of that. At this moment, there are massive initiatives related to the AI going on within the company, which would be leveraged. In the world, AI coming into play, it's not that the Python written code does not all. When the agent AI stops at the operation, it's going to be stopped. It is really mission critical, and we have to make sure that we create a system where it's going to be unstoppable. Fujitsu is very good at doing that. Furthermore, not only that we utilize a third-party solution by customizing it, our R&D team has the capability to create new technologies, which would be used as well. For example, for example, we have a technology that cannot be conducted by the OOM. The kind of unique technologies that cannot be made by competitors are available in relation to influence as well. We are going to utilize those approaches. Enterprise Agentic Foundation is what we would like to create. The customers themselves would be able to autonomously and continuously transform the kind of environment that we are talking about. With that, I would like to conclude the explanation. Thank you very much. With this, we would like to conclude the presentation. Next, we would like to move on to the talk session. We will be preparing the venue, so we kindly ask you to wait for a moment, please. In the talk session, in addition to Onishi and Shuda, Yoshinami Takahashi, who's the Executive Officer, Corporate VP, and Yoshiko Furuhama, the Corporate Executive Officer, Executive VP, will join and conduct a talk session under the theme of "Yuumi Finder," the last piece of the business transformation of Fujitsu. The facilitator of this session will be Nishi, who is the head of the office. Please go ahead. From here, we will start the talk session. Before the Q&A, beforehand, internally, amongst the members, we have discussions. We would like to have discussions on the points that maybe you would like to ask about. My name is Nishi. I'm the company-wide strategy of Fujitsu. Before I ask you a question, as the flow of the Fujitsu transformation, Tokita, who became the CEO, he started the DX initiatives. What we did, that is modernization, the infrastructure layer of companies to do the DX of that. A nuance to transform the DX layer is what we have started. The point that Fujitsu has to change is that up to now, from the content that was focused, we needed to discuss about the transformation for all companies. The person we speak to and the content we speak to will change. We needed to build up a capability that can actually speak on that. That is the background of our initiatives. That is why a year and a half ago, we conducted a press release regarding Wayfinders. Today, we had you gathered so that we can share the activities up to now. Think on the media. Nothing is being taken up quite often. Probably you're wondering about this. Within the past year and a half, how did we build up this organization focusing on what is Oishi-san first? Also, today, the content is within this book, The Way of a CRO. Oishi has been working on the transformation initiatives. It's also mentioned in here. Of that later. Thank you very much for mentioning my book. To speak this casually, I have three points that I focus on. World of creating a subsidiary company, but wanted to work as a company. Want Fujitsu to embed the capability of consultation on a global basis. To do so, we needed the true leadership. I did not want to skip the process. One target number, there's this 10,000 number. In three, what needs to be done is what I have been thinking. Within the last year and a half, the members are here, Takahisa Furuhama-san as well. For us, what does the consulting business mean to us? What is a consulting business to begin with? Not the people that have a consulting background, but the internally bred directors had a discussion on this. Everybody was saying that consultants differ within each person. There are people who think about strategic things. There are people who think this is the P type of consultation. My image of a consultant is to balance both quality and scale. Having these types of discussions, I thought that for leaders, we wanted to find authentic leaders. I met Shuda. I have been following. When we made the press release last year, I think that one of the themes that we will be working on is reskilling. That has not changed. To have a certain skill, we cannot just hire from the outside. If you heard up to now, the strength of Fujitsu, if we just did that, is not going to be effectively used. The industry knowledge, business operation, technology, in order to utilize that fully, reskilling is expensible. However, the insight and experience that the people who are going to be need to be packaged, rewrapped, and that to be delivered to a leader that has an experience, if or else, that will not be fully conveyed. Maybe the information department people may understand it, but not the C-suite people. When I thought about this, it's not just having the number ready or the necessary number of people does not suffice. I also focused on the points that I just mentioned for the year and a half. As I have already mentioned, internally, the capabilities and know-hows are being accumulated by people, but the people who are able to convey to the management was not sufficient. Internally, we didn't have enough people. We utilized the people from the outside to supplement. At one point, it's accelerated. There is one more thing that I would like to ask you, Oishi-san. Within Fujitsu, we have a consulting company called Ridgelinez. At this time, the Uvance Wayfinders that function for the consulting is established. I'm sure that everyone is interested as to how these things are being positioned. Ridgelinez was established in 2020. That is a consulting company. I would say that the neutrality is a core principle. It's that principle that would have to be embraced by the consulting firm as an outcome of the connection of the IT or the transformation of the business would have to be there. When we realize it's not that Fujitsu will come together as a default. What about the Wayfinders? Originally, as I had mentioned earlier, 10,000 employees within Fujitsu, and we have been trying to build in this function into that. Ultimately, we're going to do this in a way where we utilize the whole capabilities of Fujitsu. The Uvance Wayfinders team, as was mentioned by Shuda, had the global delivery team, and the Uvance team and R&D team members. Together with all these members, the Uvance Wayfinders team will utilize the whole capabilities of Fujitsu. It has been established as one business. There is a big difference between the two. Ridgelinez does not necessarily have to link the business to Fujitsu in the end. Of course, sometimes they do. If they believe that the solutions other than the ones from Fujitsu are the best, then they would not utilize Fujitsu. Wayfinders have been established as a function of Fujitsu that I hope is to be understood by everyone. I am sure that you have already heard of it upon joining the organization. What sort of impression did you have? You can share your frank opinion. I have a long time of experience overseas. So the image of a Fujitsu is totally different than the current Fujitsu. At the start, I was surprised. However, I thought that this Fujitsu has been working on for the last five years. I was in the U.S. However, I think that was more advanced than what these will do. M&A and HR matters, all of that. And a company Fujitsu can do such a transformation and that company doing a consultation, I thought, high potential. Having said that, there's Ridgelinez. Creating a totally separate team, but it's to have the consulting capabilities for the overall Fujitsu is the mission we have. Of course, we will be hiring from the outside because we need the consulting. However, those members, the SEs or in Fujitsu do exist. These people that we hire as consultants will embed the capability of consultants to the SEs or the other salespeople in Fujitsu. I think this has a potential. Thank you very much. How the organization is created. We said that we're going to because we have this size as a company. Several options have been considered up to now, and we've been considering M&A as well. Also, other companies will add a consulting company to an IT company. There are consulting capabilities. I think there were cases as such for the company. This time, we're creating the organization that is different from that. I would like to hear a comment from Onishi-san and Shuda-san. What do you think, Onishi-san? The customers that Fujitsu has till now and the history that they have created together with them is something that can be competed against easily. When we look at the next 10 years, how are we going to link this relationship to the future? Of course, we have a person who will go and automobile finance manufacturers. We have the experience. To utilize it, it's not that simply conducting M&A suffice. We need to utilize what we have, including the maximum level. You used to belong to Accenture, and you have been through the transformation of the consulting business. You may have been involved with it, including integration with the IT. What we are doing about the use of the before, how can you evaluate what's going on? As you may know, originally, from the place where everything is being connected at the stage or the foundation is important because the initial gap may lead to a huge gap. First and foremost solution, the delivery and R&D centers. In the beginning, I'm sure that the consulting foundation is to be built in from the beginning. We have this thing that if you want to go fast, then you shouldn't go straightforward. In that sense, the building of the foundation is quite important, and there is a room for improvement there. We have a variety of customers. We have a massive relationship with the customers. We have done so many things earlier. The creation of the foundation that would enable us to use the capabilities of Fujitsu would have to be prepared at a variable. It is going to be difficult for us to fix that. We have to put lots of effort on that. Getting a platform in the beginning is quite important. That was such a high-level explanation. The speed and, as was mentioned, if there is a gap in the beginning, then we would have to spend lots of effort. Therefore, the prioritization would be quite important. Currently, is taking the lead in working with recruitment at this moment. With the people of the outside, what sort of impression do people have? What sort of feeling? I'm sure that some are quite harsh. Actually, I have a relative feedback, which I'm very much surprised, not only in Japan, but outside as well. Fujitsu to be engaged in the consulting business in a way that I've just talked to people here that many people would be interested in it. In the beginning, we work on other sources as a part of the interview. In none of the cases, I would reject. Same in the overseas. Actually, the branding capability of Fujitsu in Japan is not that strong, but many people do know about Fujitsu. There are positives to Fujitsu because we are trying to do the consulting business. We are quite similar to Strategic Value. We have this strength that would enable us to create. Many people are interested in joining. I have to, I'm quite busy with the interview. As I said at the start, Fujitsu itself, working on transformation for a long time, reviewing the business portfolio from hardware to system integration is a transformation that we've been working on. The share price has increased by 4.5 times since Tokita became. Various things have been changing. I always call you Yoshinami-san, but Takahito, from your side, leading the transformation, you are leading the project Uvance, leading transformation. What was lacking? I was not expecting that question. It is completely out of my expectation as a question. How should I answer this? From 2021, together with Oniishi-san, Onishi, we have been working on to start the Uvance. The executives have various discussions on how we should carry this on. Now it is four and a half years. Last year, we made JPY 480 billion, which is a 31% increase of revenue year on year. We have been working over a billion. Of course, the road was not smooth. It was bumpy. The real-time tree business, we thought it is going to increase a bit more. However, the adoption, it was more mainly PC cloud migration. Apps, for example, in Uvance, the simulation tool to reduce CO2 or the electricity consumption to optimize it, the simulation tool to be solving the societal issues at the same time as resolving the company's challenges. We have these complicated Uvance. Did not penetrate that well, but now we have the Uvance Wayfinder, the business models. The last one piece is now all set. Moving forward together with a Wayfinder, I believe this not so easy is going to be a very exciting one moving forward. Fujitsu has been developing technology in cooperation with the Fujitsu lab. Mihara-san, as explained, they're working on AI, and they have a certain level of capabilities to the customer. It's difficult. It's what Takahashi-san's hardships, may I say something. The technology of Fujitsu is really cutting. There are many things that we have created together with customers. Takane is LLM that specifies for Japan. It does not just secure the attributes, but it is conforming most masking, or it has a masking and unmasking capabilities. It is not just delivering such a technology, but also the social issues and company issues. All that needs to be matched together and to make the proposal. It is going to be quite advanced. Those parts, in a way, not just globally, need to convey such a capability. An organization will be able to do that. It is going to be created. What kind of expectations do you have? Not to speak, but if I may, I would like to speak about it. Originally, the business plan of the Uvance had been discussed with Onishi-san and Tokita-san. When we launched it, the IP and the technologies of Fujitsu were supposed to be leveraged. We wanted to keep with the customer's IP. The latest technologies were something that we really wanted to develop. That was the ambition that we've had, not only in Japan, but as you see in the concept of the Wayfinders, the global solution and the services were supposed to have been deployed throughout the world. That is quite important, not only in Japan, Europe, and America. We have the R&D at the size available. The latest technologies would be from all these locations for transformation. I do have a question to you, Oishi-san. You mentioned that in the process of the journey, in order to support customers' transformation, you also have to put the paid effort onto that. Make sure that the customers understand about the Uvance as well. What sort of challenges are conveying that in the world? Any instance where you were able to do that successfully? The portfolio of Fujitsu will sometimes be in Europe, but as you may know, about the services being provided there. I would say that in case of Japan, we are rather focused on the business or the operational application. Whereas in case of the overseas, including the U.S., infrastructure-related services or the cloud services or the infrastructure-related services were abundant. Globally, when we try to work together with Takahashi, it needed to be different. For example, together with the customer creating the circular economy system, it would be the department that would have to have a conversation with the customers in Japan and overseas. Such capabilities would have to be available. Especially if we would like to do this sort of business with the scale, the big company with the huge impact to the economy, some that we are going to work on. Of course, the business is not hermetic to Japan, going beyond their border. Therefore, in the end, we would have to be enabled to do this multinationally. Therefore, we needed to create this in the global way, even though we are halfway through business. I have another question to you. Furuhama is working on the lead of the enterprise field in Japan, or especially in regards to distribution and retail. She has been putting the focus onto you. Especially in the IT field, you made a contribution to the customer. Now we have to engage in the conversation for the transformation of the company as a whole. What sort of challenges are you facing? Honestly speaking, Fujitsu itself, the reps actually do have huge capabilities against the needs of the customers. They are able to respond appropriately. I believe that such a stance is very great. It is not good if we just directly try to respond or face the customer's challenges straightforward because there are unspoken challenges that customers may face. Sometimes customers are short. Sometimes we have to have a longer perspective. For example, when the customer belongs to the IT department, they do have the IT-related perspective. When we think about what we need to do, we have to make sure that we do things that we need to provide the services from the person. Reskilling was necessary on our end as well. We have this target of 10,000 people. The front and the people were serious on it because they knew that they needed to kill themselves. In that sense, I think the way the target had been set was quite unique in Tokita-san. The massive target had been set by him and everyone at the front. We're not so sure whether he was serious or not. Everyone needed to work very hard. Kind of 12 months that we went through. Now that we have the new leaders, we had established the Wayfinders brand. Because we went through, we are able to proceed forward. As was mentioned by Shuda, as a basis, the people at the front end know about other things. That's the reason why they are able to do this. There are massive transformations going on. We are facing lots of challenges right now. The kind of things that I recognize. Another thing I want to ask about is that the front sales have a deep understanding of the customers. They have the capability and culture of everything the customer is asking for. We're working on challenges. Not hearing from the customer and worrying. If we try to lead the transformation, there are many things that the front sales need to change still. Of course, the front will have to change, meaning that the salespeople, the business partners that we call them up till now, expectations of how they will transform. We've already started, but the department of the customers, the line of business, all sales business, and approach the C-suite members of the company. Towards the management agenda of the company, how can we support them? How would you like to proceed? When we meet the executives of the customers, we look at their medium-term plan. Then based on that, we discuss it with the customers. We need to accelerate that process. We need to be a person, or the front people need a person that can actually discuss these discussions regarding the midterm plan. Within the process of transformations, there is a high consistency of Wayfinders. How are you going to have the connection with the front sales and have the connection with Uvance team and work on the transformation of the company, meaning the end leading the transformation of the customers? It is not a closing remark. We only have four minutes. If you can summarize, client first is something that I would like to place the most importance on. Because what kind of transformation does the customer want to do? We need to have a thorough understanding of that at the start and with the front sales. We have had many communications. They understand many things. The front sales teams are very well talented with system engineering knowledge. Also, there are people who can do consulting as well. When the question, many things change. Meaning that asking the question is one of the skills of consultant. When you ask the questions, many things come out and say, "Oh, are you trying to do this?" The conversation will flow naturally to that point. I think it's easy to create that flow now is how I feel. The side has been working on many things up to now. They have the build-up of knowledge. For example, the business operation knowledge. They have quite a level of knowledge. We need to systematically organize that and utilize it. If you're able to do that, Fujitsu execution and implementation and the systems that you have to work on many times also has the capability of resolving the IT problem. The other consulting firms don't have that capability to let the other companies do so. I think, as Mihara-san was saying, both Fujitsu is such a company. When realizing the transformation of the customers, that way is in the minds of the consultant. It's not a pie in the sky, but it's a transformation. How it's going to be executed and how the mission process is going to be, we are in a way that that's easy to compile. It's not about inside or outside the company. The people inside will have an experience. They are going to attend the Wayfinder. By doing so, at the front end, the people would be able to change as well. That is the kind of transformation that we illustrate in our mind. Now, would you please summarize what we have been talking about today? If you could also share with us the future as well, that is appreciated. In this year, we are in the final year of the current midterm management plan. Since the appointment of Tokita as the president, we have been working on business transformation. Portfolio transformation has been tackled as well. The critical agenda was, of course, Uvance. The Wayfinders team together with Takahashi's team have been working on delivering the Wayfinders wide. This is not about the magnitude. We needed to secure the quality as well. The kind of things that we would like to contribute onto, specifically in the vertical. We would like to increase the volume so that people perceive us as a cool organization. Yes, vertical. Now, perhaps we can move on to the Q&A. Yes, with this, we would like to close the talk session.