Transforming into a Customer-Value-Driven, Environmentally Responsible Company with 2020 and Beyond in View

「Our three focus areas are process automation, which frees working people from tasks; workplace experience, which enhances creativity; and IT services, which build the infrastructure underpinning workplaces.」

「Our Group is focusing on three areas: process automation, which frees working people from tasks; workplace experience, which enhances creativity; and IT services, which build the infrastructure underpinning workplaces. In these focus areas, we will leverage our strengths, including our global customer base, sales and service organization’s ability to understand customer needs and make proposals, and our attractive proprietary IP*. We aim to become a “workplace services provider” that delivers consistent services globally across evolving workplaces.」

「Our Group is focusing on three areas: business process automation, which frees working people from routine tasks; communication services, which enhance creativity; and IT services, which build the infrastructure underpinning workplaces.」

「To realize our Group’s mission and vision, “Fulfillment through Work,” our medium- to long-term goal is to become “a digital services company that supports the creativity of working people and provides services that transform workplaces.” We will expand the workplaces served by our digital services from offices centered on multifunction printer sales to frontline operations and society, while expanding customer value in each workplace—offices, frontline operations and society—and advancing our transformation into a digital services company.」

「To realize our Group’s mission and vision, “Fulfillment through Work,” our medium- to long-term goal is to become “a digital services company that supports the creativity of working people and provides services that transform workplaces.” We will expand the workplaces served by our digital services from offices centered on multifunction printer sales to frontline operations and society, while expanding customer value in each workplace—offices, frontline operations and society—and advancing our transformation into a digital services company.」

「To clarify our commitment to becoming a company that builds on the San-Ai Spirit and stays close to the way customers work, helping transform work into a source of fulfillment, we revised our corporate philosophy, the Ricoh Way, on 1 April 2023. We newly defined “Fulfillment through Work” as our “Mission and Vision.” By staying close to the way people work and continuing to drive transformation, we aim to support the exercise of uniquely human creativity and build a sustainable society for the future.」

「Our Group aims to achieve “the transformation into a digital services company that revolutionizes the productivity of work” over the two-year period of the 20th Mid-Term Management Plan. In the current fiscal year, the final year of the plan, we are advancing autonomous business operations by each business unit under the in-house company system adopted in April 2021, while accelerating initiatives to strengthen our organizational capabilities and respond quickly to changes in each market. We are also developing talent to support a digital services company and renewing core systems, working as one Group to achieve growth in digital services through transformation.」

「Our Group aims to achieve “the transformation into a digital services company that revolutionizes the productivity of work” over the two-year period of the 20th Mid-Term Management Plan. In the current fiscal year, the final year of the plan, we are advancing autonomous business operations by each business unit under the in-house company system adopted in April 2021, while accelerating initiatives to strengthen our organizational capabilities and respond quickly to changes in each market. We are also developing talent to support a digital services company and renewing core systems, working as one Group to achieve growth in digital services through transformation.」

「Our Group aims to achieve “the transformation into a digital services company that revolutionizes the productivity of work” over the two-year period of the 20th Mid-Term Management Plan.」

「We aim to become “a digital services company that connects workplaces and supports the creativity of working people” in 2025.」

「Over the two-year period of the 20th Mid-Term Management Plan, which began in the current fiscal year, our Group aims to transform into “a digital services company that revolutionizes the productivity of work.”」

「Over the two-year period of the 20th Mid-Term Management Plan, which began in the current fiscal year, our Group aims to transform into “a digital services company that revolutionizes the productivity of work.” In the current fiscal year, in addition to recovering from the business impact of COVID-19 on the Office Printing and Commercial Printing businesses, we will continue strengthening our organizational capabilities by optimizing development, production and service structures. We will shift toward growth to achieve the goals of the 20th Mid-Term Management Plan and seek to enhance corporate value by growing digital services centered on Office Services and improving capital profitability.」

「In addition to recovering from the business impact of COVID-19 on the Office Printing and Commercial Printing businesses, we will continue strengthening our corporate capabilities through initiatives such as optimizing our development, production and service structures. We will shift toward growth to achieve the targets of the 20th Medium-Term Management Plan and seek to enhance corporate value by growing digital services centered on Office Services and improving return on capital.」

「By 2025, we aim to become a digital services company that connects workplaces and supports the creativity of working people.」

「Amid the global spread of COVID-19, our Group has positioned the consolidated fiscal year under review as a year of “crisis response” and “accelerated transformation.” We are advancing three initiatives: ① securing on-hand liquidity to prepare for earnings volatility, ② strengthening financial stability, and ③ accelerating transformation with the post-COVID-19 environment in mind.」

「Amid the global spread of COVID-19, our Group has positioned the consolidated fiscal year under review as a year of “crisis response” and “accelerated transformation.” We are advancing three initiatives: ① securing on-hand liquidity to prepare for earnings volatility, ② strengthening financial stability, and ③ accelerating transformation with the post-COVID-19 environment in mind.」

「Amid the global spread of COVID-19, our Group has positioned the consolidated fiscal year under review as a year of “crisis response” and “accelerated transformation.” We are advancing three initiatives: ① securing on-hand liquidity to prepare for earnings volatility, ② strengthening financial stability, and ③ accelerating transformation with the post-COVID-19 environment in mind.」

「The 20th Mid-Term Management Plan, which began in fiscal 2021, was intended to turn the foundation for growth built under the 19th Mid-Term Management Plan into a leap forward. However, in light of the global spread of COVID-19 beginning at the end of the current consolidated fiscal year, we believe that, in addition to focusing on immediate crisis response, we must accelerate our transformation more than ever, assuming that the medium- to long-term business environment will change significantly from our previous expectations.」

「In the consolidated fiscal year under review, the final year of the 19th Mid-Term Management Plan and the second year of the growth strategy Ricoh Challenge, we continued to strengthen the profitability of our core businesses and expand our growth businesses, while advancing the growth strategy, improving return on capital and reforming corporate governance in preparation for Ricoh Leap Forward from fiscal 2020.」

「In the consolidated fiscal year under review, the final year of the 19th Mid-Term Management Plan and the second year of the growth strategy Ricoh Challenge, we continued to strengthen the profitability of our core businesses and expand our growth businesses, while advancing the growth strategy, improving return on capital and reforming corporate governance in preparation for Ricoh Leap Forward from fiscal 2020.」

「In the consolidated fiscal year under review, the final year of the 19th Mid-Term Management Plan and the second year of the growth strategy Ricoh Challenge, we continued to strengthen the profitability of our core businesses and expand our growth businesses, while advancing the growth strategy, improving return on capital and reforming corporate governance in preparation for Ricoh Leap Forward from fiscal 2020.」

「Fiscal 2019, the final year of the 19th Mid-Term Management Plan, is the second year of “Ricoh Challenge.” We will continue to strengthen the profitability of our core businesses and expand our growth businesses, while advancing the growth strategy, improving return on capital and reforming corporate governance in preparation for “Ricoh Leap Forward” beginning in fiscal 2020.」

「Fiscal 2018, the second year of the 19th Mid-Term Management Plan, will be a year in which we make significant progress on the growth strategy Ricoh Challenge. Alongside strengthening the profitability of the Office Printing business, we will work vigorously to expand businesses that can become new pillars of growth. From fiscal 2020, we will launch Ricoh Leap Forward and establish sustainable growth and further development.」

「Taking these results seriously, we formulated the 19th Medium-Term Management Plan, which began in fiscal 2017.」

「We have defined our vision for 2020 and beyond as becoming “an environmentally responsible company that exceeds customer expectations by providing reassurance, comfort and convenience, while supporting lifestyle transformation.” To realize this vision, we continue to pursue transformation through the integrated advancement of our business strategy, management systems and organizational capabilities.」