RICOH imagine.change.Global

Creating a corporate culture that motivates diverse employees

Reforming human resources management to meet the requirements of the next generation and creating a vibrant workplace where employees can grow and take on challenges.

The Ricoh Group aims to provide every one of its employees with opportunities to commit themselves to challenging goals regardless of nationality, gender, or age, thereby helping them grow and achieve self-fulfillment. To accomplish this objective, we are reforming our human resources management system in such a way as to establish an educational system that is easy for employees to access and a corporate culture that enhances individual potential, so as to encourage the pursuit of ambitious goals. To fulfill our growth strategy, we will put more effort into training employees who can accelerate our global business, optimize the use of talented employees, and nurture employees who take responsibility for growth projects.

Systematic development and use of human resources

Maximizing talent is key to growth

We categorize human resources into seven types, including business leaders with a management perspective, leaders who create new value, professionals with advanced expertise, and managers responsible both for achieving the mission and developing human resources for the organization. Our training programs are diverse and systematic, and are constantly being improved to better adjust to employee needs.

Developing a global mindset

The Ricoh Group's growth strategy includes establishing a strong global brand for which the development of human resources has an important role to play. In their daily business activities, our employees in Japan frequently need to communicate with overseas colleagues and customers. As globalization progresses, there are increasing opportunities for them to work with people from overseas. It is therefore important to nurture employees with a global perspective. Our education and capabilitybuilding systems incorporate a systematic curriculum from early career stage designed to develop a global mindset from a mid- to long-term perspective and enhance employee awareness. This features among others, a "cross-cultural communication" program.

Optimizing diversity

Because we regard group companies in Japan and abroad as an HR talent pool, we appoint the right person to the right job. For example, we might provide a top executive of an overseas group company with an opportunity to join the management of the Ricoh Group and invite employees from overseas group companies to Japan to work on a joint project. In order to strengthen our global competitiveness, more employees from overseas corporations will be invited to work at the Ricoh Group's Head Office. We are now building a mechanism that will allow overseas employees to play a leading role in Japan.

Recruiting people who can play a leading role globally and create new value

In Japan increasing emphasis is placed on HR public relations to provide information on the Ricoh Group to students with a high language proficiency and a global mindset and those who are eager to be create new value and who are unconventional in their thinking. Information provided includes the Ricoh Group's philosophy and values, business activities and new directions on a global basis to give them a good overview of the company.

Ricoh understands that these educational systems and the mechanism for deploying human resources should be applied laterally across the entire Ricoh Group. At the same time, Ricoh is ready to learn from its group companies on well-designed training systems and better use of human resources in order to achieve its objective of making the company more competitive.

Conceptual structure of a company where employees are comfortable to work in

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Examples of efforts to promote globalization

Training programs including a curriculum designed to develop a global mindset for all levels of employees, including new recruits

  • JapanRicoh Co., Ltd. / Japan

Newly hired employees taking part in a basic crossculturalunderstanding training program sessionNewly hired employees taking part in a "basic crossculturalunderstanding" training program session

Ricoh has included a curriculum for "cross-cultural communication" in the training program for new employees since April 2011. We are planning to include "basic cross-cultural understanding" and "TOEIC" in the assessment items for the BLA (Basic License Assessment) system* from July 2011.
These are part of the efforts to help young employees develop a global mindset from an early stage in their careers.

  • *BLA system: Basic License Assessment system A system to identify a specialized area in which employees are interested and encourage them to acquire knowledge they need early in their careers. This system requires employees to study the following three subjects: a subject that all Ricoh employees need to know, which is common to all group companies; a subject common to all the following areas: techniques, skills, sales, and general administration; a subject required for each specialized job.
 

The role of human resources management in globalization efforts

  • GlobalRicoh Group / Global

To establish a strong global brand, the Ricoh Group started 1) enhancing top talent management, 2) promoting collaboration within the Group and 3) sharing the concept of The RICOH Way. In December 2010, a "Global Executive Summit" was held where Group operating officers and Group directors who serve as executives in overseas group companies gathered to discuss future global strategies with top management. At the summit meeting, participants also discussed Ricoh's corporate and management philosophies to better promote the principles and values that Ricoh stands for.
More efforts will be made to promote greater collaboration and communication across the group as well as set up a more nimble infrastructure to facilitate personnel exchanges. The Ricoh Group is committing the whole of its intellectual capital to increasing its global competitiveness.

 

Anual global HR conference

  • GlobalRicoh Group / Global

In October 2010, managers responsible for personnel affairs from five regions around the world gathered and discussed human resources management strategy. In the meeting, participants exchanged opinions and share information on top talent management and The RICOH Way. They also discussed issues that need to be addressed. This was an opportunity to strengthen our network of human resources managers around the world.

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Developing talent in various spheres

Development of employees who can take charge of new business

  • JapanRicoh Co., Ltd. / Japan

Ricoh devoted a lot of energy to training future leaders who can initiate and develop new business opportunities on their own. One such effort is the training program jointly provided since fiscal 2010 with the New Business Development Center. This program is designed to give participants an opportunity to create their own business idea and develop a business plan to make it into a reality. The best plans proposed by program participants that are regarded as potentially developing into profitable businesses remain on the agenda for further discussion.

 

Career development support for individual employees

  • JapanRicoh Co., Ltd. / Japan

Ricoh provides employees with career development support to facilitate the "motivation cycle" and optimal career development. An annual interview is held between individual employees and their supervisor to clarify their career plan and what they need to do to achieve the plan. Through discussion, the supervisor encourages his/her subordinates to take the initiative in their work and develop competence. In addition, at the age of 30, 40 and 52, employees are provided with "Career Design Training," which is designed to help them improve their career awareness by taking into account characteristics and issues that match their age group.

 

Targeting foreign students and female students specializing in technical and scientific fields

  • JapanRicoh Co., Ltd. / Japan

We have been employing an increasing number of foreign students and Japanese students with experience of studying abroad for many years and the ratio of these students to all new employees has been increasing every year. In 2010, we participated in an employment event held in Boston, in the US. This opportunity helped us increase the number of students with diversified backgrounds we employ, which would not have been possible in any event in Japan. We also consider that female engineers should play a more important role in the future to create new value for products and services based on innovative ideas. For this reason, recruiting activities targeting female students in technical and scientific fields, will be increased.

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