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BNB FUJITSU
Post Office Ltd.
Multiple Opportunities
Siebel References: Globe - UKR&RMG-JRU-55315
DMS - UKR&RMG-SKI-52484
1* June 2009
Andy Startin
Objectives:
Update on Globe and Device Managed Service
2. Agree bid budget for each opportunity
1. Globe £61.2k
2.___DMS £49k
© Fujtsu Services 2008
Bid Approval - Introduction
The Objectives of a Bid Approval Review are as follows:
Review/revise the win strategy as appropriate
Review the critical success factors for the opportunity
Confirm the baseline and ‘deliverability’ of the solution
To approve a price and the basis of the price to be quoted
Ensure that the resource is available to bid and deliver the solution
Secure the authorisation to make an offer or commitment to a customer
To facilitate the achievement of these, the sequence of slides in the presentation template should be retained and no slides
removed from the set. If any slide is felt to be unnecessary for a given opportunity, the blank template should be retained in
sequence.
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Review context
« Update PSD on progress with 2 of RMGA's significant
opportunities
* Both opportunities are at an early stage, therefore we
don’t have all the answers
¢ Multiple review due to time constraints
« The success of the Account is dependant on securing
these opportunities — and then delivering them to the
plan.
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Post Office Ltd - Business summary
+A wholly owned subsidiary of Royal Mail Group pic
+The largest post office network in Europe
+ £1bn Tumover
+ 9,200 Employees
+ 11,700 Branches
+ 33,000 Counters
+ 63M transactions per week
+ 15p in every £1 transacted in the UK handled via POL
*POL are looking to utilise their existing footfall and customers to increase their capacity of
financial products
+ POL provides:
* postal services
+ financial & banking services
+ travel services
+ home phone and telephony services
+ leisure services like gift vouchers and cards, lottery products and license applications.
+The largest ADSL network in UK
Currently in talks with Government regarding the ‘de-merger’ of POL and RMG following
recommendations in the Hooper Report
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Fujitsu's Relationship with Post Office
+ Fujitsu is Post Office’s Preferred System Integrator and largest IT supplier
* The existing Horizon system supports all Post Office branches and forms
the spine of their IT system
+ The HNG-X Programme will replace Horizon with an
up-to-date and more cost effective system during 2010
+ Fujitsu also hosts the separate POL Financial System (POLFS) and the
new Management Information and Master Data systems (POL MI)
* Fujitsu making excellent progress with POL SAP project.
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Globe - UKR&RMG-JRU-55315
+ Business Requirements
+ POL want to introduce a mainstream current account (codenamed “Giobe”)
featuring internet banking etc. in May 2010, in partnership with Bank of Ireland
+ In the past, they've partnered with “White Label” product suppliers, thereby
relinquishing contro! of their sales processes and systems, and losing the
opportunity to invest in reusable I
+ But this new product is big enough to support some strategic investment in
parallel, so POL will underpin “Globe” with a new Service Oriented Architecture
SOA) codenamed “Plug and Play’ — this means an alternative to “White Label”
allowing POL to retain control, and improve IT reuse
POL want to use Globe as a vehicle to enable their Plug & Play strategy
+ POL believe this will make future projects quicker and cheaper to deliver, though
they haven't qualified this view
* The initial load for Globe is based on 85,000 users in year 1, 2 x Data Centres,
1,500 Use Cases, 7 year audit, ...
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Opportunity Context
Importance to Post Office
+ Biggest single spend before 2011
* Critical to bringing Post Office into financial balance — a commitment made to
government
« Plug and Play architecture underpins POL's “11-16 Strategy” — increases speed-
to-market, reduces product development costs.
Importance to Fujitsu
+ SOAis the future for our Business Solutions, and a critical-enabler to growing
our AS business. (It was once called “TRIOLE for Applications”)
+ We're short on experience and references, and this project would make a
compelling case study
+ We need our best people on this, for the good of the account and for Fujitsu.
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Key Sales Issues
* Credibility problem in Fujitsu delivery of major application projects
* This must become the accounts No.1 priority opportunity for
2009/2010. We must let POL know this.
+ There is a risk that “Plug and Play” (70% + of TCV) might be pulled,
because Globe alone could be delivered much more quickly and
cheaply
+ We know that some of POL’s costs are currently missing from the
business case
* SOA is not yet one of our core capabilities
« Further HNG-X slippage would impact Globe timescale.
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Solution
Our solution will introduce a retail
banking product, on top of a
reusable architectural framework
Major elements:
Back-End
«Interfaces to Bank of Ireland
“Plug and Play” SOA Framework
+Infrastructure
«Banking sales
«Banking service
Front-End
*Horizon changes
«New banking website
Services
+Managed services for all of the above
Supplier 1
Supplier 2
Product II Product I [J I Product
14 12 24
Managed Services
Supplier 3
RDS, POL FS)
Hosting
Functional
Services
(Granular,
Business Process Manager
Horzon
Presentation
Layer
Contact
Centre
Counter
Boundary
Services
Business
Services
(Coarse)
Business Rules
Management Systems
Web Presentation Layer
Web
130 II one I
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Decision Guidelines / Evaluation Criteria
Criteria
Weight
How do we
match up?
How do our
competitors
match up?
+ POL want to beat Tesco and Boots to market with a current
Accenture are spending
account, millions helping POFS to
Timescales I High + POL believe they can avoid OJEU by going single tender to
Fujitsu enhance the current
+ We haven't committed to timescales yet. ‘Alnova mechanism for
integration with Bofl
Confidence systems. This ought to
in Supplier I Medium Por wee: Team worried about Fujitsu delivering a large, be easier than delivering
Delivery Proj Plug and Play, but Mike
wT anea wn - on Young believes it will still
Price Medium I We've assisted with the business case, but price is subject © I 248 too long,
change after due diligence phase
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Do we fully understand the customer's evaluation criteria and weighting?
How do we match up to these?
See the Sales Methodology Guide to learn more about decision guidelines (follow the linked symbol on the page)
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Procurement Process and Timetable
Milestone
POL funded Due Diligence phase From 5" May for 3 months, I POL/FJ
(Scope, Requirements, Outline with INCREMENTAL
Architecture) MONTHLY MILESTONES
Horizon Requirements for Globe End of May POL/FJ
baselined
POL Go/No Go decision on Fujitsu End of June POL
proposal
Development and Delivery Q2 to end of year POL/FJ
Globe Current Account live May 2010 POL/FJ
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Procurement Process and Timetable
Detail Key milestones in procurement timetable (highlight critical dates such as submission)
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Value Proposition (Internal, 1% draft and WIP)
¢ Fujitsu’s existing contract allows POL to avoid OJEU which saves them 3
to 6 months and £800k procurement costs
+ Fujitsu have a proven track record in Horizon delivery and service,
although this has been dented recently
* Fujitsu have the knowledge, capability and resources to link Globe into
Horizon Online, and we have unique experience in working with other
POL systems
+ We have insight and influence into Post Office’s IT strategy
* This prevents a competing apps developer from getting close to our key
customer.
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Value Proposition:
Do we sufficiently understand the customers business drivers to ensure that they can see tangible value in our proposals?
True value means that the customer is wiling to ascribe a monetary value to the benefit it brings to them (or add cost to a
competitors proposal).
Can we articulate this in plain language that is easy to understand and assimilate?
It needs to communicated at all levels in the customer organisation with nothing left to chance
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Overview of Relationship Plan
Globe Steering Cttee.)
ike Young jAndy Hall lonthly contact
Globe Steering Cttee.)
Bary Hockey-Morley, Marketing Director Andy Hall jonthly contact
Pave Smith, Head of Change & IS
Andy Hall, Andy Startin, Suzie
Kirkham
Regular contact
[rim Connold, C&IS Business Pariner for
Direct Sales (Web)
Suzie Kirkham
jeremy Worrell
Regular contact
Meyrick Owsley, Senior PM
jeremy Worrell, Andy Startin &
ike Nardin
Regular contact
Trene Stellar-Akin, Business Analyst
jeremy Worrell
Relationship developing well
(Graham Hill
Suzie Kirkham
Ueremy Worrell
Frequent Contact
%
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Competition (1% draft)
Competitor
Key
Weaknesses
Experience and Key
Key
Strengths
Potentially cheaper
Tactics to counter
POL - Internal delivery capability Avoidance of OJEU NA
Better reputation for
Not strategic for Post I recent delivery, and
POFS / Accenture Office strong relationship with
Robin Dargue
Off the shelf offering for
“da Completeness of
Fidelity solution the solution in some 2
areas
Seen as flexible, and
i Not seen as strong on_I strong on managed
Fujitsu delivery services
Avoidance of OJEU
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Competition:
Provide detail on the strengths and weaknesses of the competition against those of Fujitsu Services
How we will counter the competitors tactics?
Ensure that these competitors are qualified by using the Qualification Tool
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Winning Behaviours
Work hand in hand with POL to define scope, requirements, timescales and costs
+ Need the right people with the right skills, now
* Treat this as a bid and demonstrate hunger and a change in behaviour
+ Field strong calibre people for initial study
+ Field complementary consultancy
+ Evangelise P&P
+ Emphasize our commitment to delivering this
* Delivering this properly will help recover our poor past performance
+ Demonstrate we can deliver to an agreed plan
+ Look and feel differently to HNG-X engagement — behaviour changes
+ Work alongside HNG-x without disrupting it
* Co-exist with SAP Consolidation, and ensure it continues to deliver well
+ Seek Fujitsu Group support for investment?
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Win Strategy:
Provide an overview of the sales strategy for winning this piece of business
How are we planning to win this bid?
Do we have the right relationship(s) in place?
Describe Fujitsu Services unique strengths which will ensure that we win the bid
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Early View of Finances
Set-up charges in 2009-10 will be approximately £12M to
£13M +/-25%, comprising ...
* £7m-£8m for development (for 1,500 Use Cases)
*£3m-£4m for testing
*£1.5m-£2m for hosting, hardware, P&PM, transition
etc. (excludes software licences).
Estimate for ongoing charges up to a further £2m pa
Total potential TCV = £20m.
This must become the accounts No.1 priority opportunity for
2009/2010. We must let POL know this.
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Delivery Resource Requirements (early view)
“Requirements and Scoping” work from Tuesday Sth May needs:
*Programme Manager (Mike Nardin — FJ to fund) —
on Architect (John H k
Analys
We need to use “John Heath” - a CSA experienced in SOA and banking,
but currently on Thomson Reuters
In later phases, we'll need significant AS, IS and Service Transition
resource
We'll also need some Horizon Online skills, to ensure Globe integrates with
the counter.
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Bid Budget Forecast
¢ Through to 10" July 2009
*SOAArchitect 30 days
*PM 30 days
+ Bid Manager 12 days
+ Lead CSA 15 days
* Various RMGA_ 15 days
+ Total - £61,200
+ Based on blended rate of £600 per day
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People Issues — is TUPE involved?
TUPE Apply? (No)
Numbers involved No TUPE is involved
Potential
Reductions/Recruitment
Pensions
Other Benefits
Name of HR Advisor Sarah Bampton
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Provide details that are currently available
Will TUPE apply on entry, estimated number of employees involved and potential growth/shrinkage?
Where known describe major issues with regard to employee benefits, e.g. pension arrangements, major benefit buy out issues
etc
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Legal / Commercial
* Contracted under terms of existing agreement with POL,
but POL may yet choose (or need) to use new OJEU
process instead
* One time charges are time & materials based
* Ongoing charges will be fixed price & are subject to
normal governance and approval.
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Risk Plan
Risk : Factored
No. Risk Description Owner exposure
[To early to define}
Total Factored Exposure
Proposed Contingency
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Provide risk plan to show an overview of risk on delivery
If the ‘new’ risk plan has been used cut and paste the table into the review pack
If the ‘old’ risk register has been used, manually populate the risk plan slide
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Bid Team
Business Owner Andrew Hall / Clive Bailey
Account Manager Suzie Kirkham
Opportunity Owner Andy Startin
Bid Manager TBA
Solution Owner Jeremy Worrell
Finance Pippa Cow
Commercial Guy Wilkerson
Delivery Manager Wendy Warham
Sourcing Barry Grimes
P&PM Lead Mike Nardin
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Issues and update on actions from previous reviews
+ — Investigate if Jonn Heath can be released from }
* Cant be released as involved in release testing
* Check availability of Stuart Michie as PM
* Committed to an ERIC until mid-July
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DMS - UKR&RMG-SKI-52484
Business Requirements
+ POL have several engineering companies undertaking similar tasks
visiting the branch
+ ROMEC
* Ingenico
+ CSC
+ Etc.
+ POL have a desire to consolidate the engineering visits by appointing a
prime contractor who:-
+ Reduces visits of a similar nature
+ Reduces cost
+ Enables POL to manage a single accountable provider
+ Improves service
+ Actively reduces incidents
¢ Our indicative proposal will build POL’s business case for change
+ ET approval will allow POL to work with us to build a formal offer.
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Opportunity Context
Importance to Post Office
* Facilitates independence from RMG and their suppliers
* Cost reduction both immediately and over time
+ POL are hugely supportive of our approach to Service — they want to move our
expertise across the entirety of their estate
+ Managing a single prime will reduce overheads within their business
+ Asupplier with a single view of their estate is seen as a big benefit.
Importance to Fujitsu
* This would protect our current Service from other suppliers
+ Over time this could generate £60m of new TCV
+ Making this a success would gain credibility for us with RVG
+ RMG expected to tender DMS in 2009/2010.
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Key Sales Issues
+ We do not understand the current value of the contracts that exist
+ We are working under an NDA
« We haven't approached this as an opportunity to date
* There will be complex commercial terms to negotiate
+ TUPE
+ Novation?
+ We need to work with POL to develop a roadmap for this task
« Lack of Lotus Notes capability
+ POL expect us to do this better and cheaper than the other providers
do.
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Solution scope
+ Delivery of a desktop managed service to 4,500 users within Post
Office’s admin offices across the UK (to include Crown Branches,
Logistics and Remote/Home Workers)
* Hosting of email services, blackberry integration, file/print, and
internet access
* Simplification in the help/support desk arrangements in use across
all post office branches and admin offices
+ Service management of current branch application providers
* Improvements in the engineering services for branch based IT
equipment
+ Reduced operating costs of support services
* Delivery of continual improvement in service delivery across the
supplier base
+ Atechnical refresh of the Horizon counter EPOS
« Hardware and software asset management.
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Solution Infrastructure
: 218
J
Tepes
[aa
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Service Management — As is.
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Service Management — To be
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“Engineers' Tea
Party’ initiatives ~
currently handled
as Service
improvement
g
FUJITSU EYES ONLY
2.
FUJITSU
Likely break-point in
IMG CSC contract
s
2009
T 2010 2011 T 2012
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Procurement Process and Timetable
Milestone Date Owner
FUJITSU
Procurement Process and Timetable
Detail Key milestones in procurement timetable (highlight critical dates such as submission)
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Value Proposition (Internal, 1% draft and WIP)
+ Fujitsu have an impeccable track record of Service with POL
+ They have no other provider who undertakes Lean & Sense & Respond
+ POL have benefited from this and truly believe in its benefits
They have no other provider who pro-actively adds value
We can demonstrate our ability to manage third parties
Fujitsu has strength in data centre hosting with a large existing POL estate
ambitions (POL came to Fujitsu for help in writing their IT Strategy)
+ We have insight and influence into Post Office’s IT strategy
We understand POL’s strategic ambitions and how technology fits into their service layer
+ POL use us as an example of what good looks like in front of their other suppliers.
This prevents a competing service provider from getting close to our key customer.
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Value Proposition:
Do we sufficiently understand the customers business drivers to ensure that they can see tangible value in our proposals?
True value means that the customer is wiling to ascribe a monetary value to the benefit it brings to them (or add cost to a
competitors proposal).
Can we articulate this in plain language that is easy to understand and assimilate?
It needs to communicated at all levels in the customer organisation with nothing left to chance
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Overview of Relationship Plan
Dave Spillet
ike Young ‘Andy Hall, Peter Rowley, Clive Monthly contact
Bailey
Kindy Mclean Andy Hall, Wendy Warham, Andy \Weekly contact
Pperations Director Startin
Pave Smith, Head of Change & 1S Andy Hall, Andy Startin, Suzie Weekly contact
Kirkham
Kdam Martin jeremy Worrell, Dave Spillet, Regular contact
/endy Warham, Steve Denham
(Graham Hil Suzie Kirkham, Jeremy Worrell, Frequent Contact
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Competition (1% draft)
Key Key
Competitor Tactics to counter
r Weaknesses Strengths
Poor performance in _I Relationship with RMG
csc both POL and RMG Incumbent supplier wip
Getronics Scale Relationships, maybe?
A.N.Other
Seen as flexible
Fujitsu Not seen as strong on Strong or n managed Deliver HNG-/POL
apps delivery Relationships SAP/Globe to the plan
Avoidance of OJEU
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Competition:
Provide detail on the strengths and weaknesses of the competition against those of Fujitsu Services
How we will counter the competitors tactics?
Ensure that these competitors are qualified by using the Qualification Tool
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Winning Behaviours
* Lead the definition of the scope, requirements, timescales and costs
* Need the right people with the right skills, now
+ Treat this as a bid and demonstrate hunger and a change in behaviour
+ Field strong calibre people for this initial study
* Price competitively
+ Minimal compliance
+ Identify benefits of adding this to our existing Service, cost reduction
* Offshore - Infinite
* Consider a partner strategy, utilise best of breed.
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Win Strategy:
Provide an overview of the sales strategy for winning this piece of business
How are we planning to win this bid?
Do we have the right relationship(s) in place?
Describe Fujitsu Services unique strengths which will ensure that we win the bid
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Early View of Finances
Early View of Cost Model
Desktop Managed Service (4,500 devices)
Branch Device Management (Engineering + Service Desk)
HNG Counter Refresh (based on 30,000 counters)
Strategic Branch LAN and WAN
Potential £57m TCV
Potential POL Savings/benefits
Reduction in 3 Party Support
Reduction in Branch WAN/LAN Costs
New counter capable of delivering new services/benefits
Reduction in POL National Service Desk
Potential saving of £70m
£3.5m PA
£5.0m PA
£ 12.5m one-off
£ 2.0m one-off
£6.0m PA
£4.0m PA
£3.0m PA
£1.0m PA
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Bid Budget Forecast
Self Help Portal I 3 days Counter re-f . 4 days
Messaging 2 days DMS. ongoing
Active Directory I 2 days 5 days
Sharepoint 2 days 2 days
Storage 2 days Ongoing
Internet Proxy 2 days 2 days
Gateway
Solution Owner I 20 days I Project Management 20 days
2 days Reviews 10 days
2 days 3 days
* Total £49.8K sased on blended £600 per day
th
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People Issues — is TUPE involved?
TUPE Apply? (No)
Numbers involved TBC — possibly including secondary TUPE
Potential
Reductions/Recruitment
Pensions
Other Benefits
Name of HR Advisor Sarah Bampton
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Provide details that are currently available
Will TUPE apply on entry, estimated number of employees involved and potential growth/shrinkage?
Where known describe major issues with regard to employee benefits, e.g. pension arrangements, major benefit buy out issues
etc
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Legal / Commercial
¢ There will be at least five supplier’s who operate in this
space
* Novation & third party contracts will need reviewing
* Post Office will expect us to leverage our relationships.
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Risk Plan
Risk : Factored
No. Risk Description Owner exposure
[To early to define}
Total Factored Exposure
Proposed Contingency
BSG Faas Services Ud GH Spporiniy Review arson 7 aay 2008
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FUJITSU
Provide risk plan to show an overview of risk on delivery
If the ‘new’ risk plan has been used cut and paste the table into the review pack
If the ‘old’ risk register has been used, manually populate the risk plan slide
FUJ00116689
FUJ00116689
Bid Team
Business Owner Andrew Hall / Clive Bailey
Account Manager Suzie Kirkham
Opportunity Owner Andy Startin
Bid Manager TBA
Solution Owner Dave Spillet
Finance Pippa Cow
Commercial Guy Wilkerson
Delivery Manager Wendy Warham
Sourcing Barry Grimes
P&PM Lead Mike Nardin
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Issues and update on actions from previous reviews
« None
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Fujitsu -
The Possibilities Are Infinite