Respect for People

Employee development and global mobility: key drivers of our worldwide operations

In our rapidly changing, intensely competitive environment, we need responsive and adaptable human resource (HR) management that helps create new value by cultivating talented people who can make smart and timely decisions from a global perspective, and by conducting strategic cross-border staff allocations. Fostering the true potential of all employees is an investment in our business and the aim of the Ricoh Group's HR management, together with advancing our business in ways that benefit both society and the planet.
We make an effort to create an environment — and an evaluation system — that offers people a sense of fulfillment, an opportunity to grow with the company, and room to exercise the complete extent of their abilities. Only then will individual members of the Ricoh Group make full use of their talent and act upon shared policies. To accomplish this requires an HR management system that goes beyond traditional paradigms and mirrors the evolution of society and the world of work.
At the Ricoh Group, we encourage our global workforce of approximately 110,000 employees to share the values of "The RICOH Way," the core of our corporate philosophy. Common understanding and practice of The RICOH Way is how we are able to deliver consistent value to customers in whatever country or region they are located. We also continue to nurture employees that can respond to our rapidly globalizing operations and the changing business environment, and select and train future business leaders. Our global human resources development programs produce new value and innovation and provide opportunities for professional and personal growth.
Managing what we know about the capabilities and characteristics of our employees around the world, and matching the right people to the right jobs, is another critical role of human resource management. The Ricoh Group is developing common evaluation criteria with cross-border applicability, a centrally managed HR database, and a unified system for performance evaluation, employee benefits, and delegation of responsibilities and authority. We also promote diversity and work-life balance to ensure input from employees with varying backgrounds and to help our people lead fulfilling professional and personal lives.

Concept behind performance appraisal and compensation systems

Every one of our employees voluntarily aims to achieve high goals and gains a sense of fulfillment and personal growth by achieving them, thus becoming motivated to achieve even higher goals by being fairly treated and evaluated—this flows is called the "motivation cycle." To facilitate the completion of this cycle, we promote a fair and transparent personnel evaluation system to encourage appropriate self-recognition and self-reliant career development among employees as well as a variety of compensation systems that reflect roles and responsibilities and achievement levels.

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Efforts in personnel development

Based on the concept of supporting employees who voluntarily improve their expertise, the Ricoh Group established the “Ricoh Group Training Policy,” under which various kinds of training programs are prepared to develop employees who serve as a key component to implement growth strategies. To provide these training programs, training facilities have been expanded. Our training methods range widely, and include group training and e-learning. Since 2012, practical training on social contributions has been included in orientation training for newly hired employees to promote and raise awareness of the RICOH Way through on-the-job training.

Communication with employees

Employee engagement survey

The Ricoh Group seeks to create a workplace environment where individual employees are encouraged to demonstrate their abilities to the fullest and enjoy a sense of ownership in their work. This is in keeping with The RICOH Way, our fundamental philosophy, values and action guidelines.
As part of our efforts, we regularly conduct employee engagement surveys. In fiscal 2013, we conducted these surveys at 21 group companies in Japan (with about 36,000 employees), and garnered a response rate of over 90%. The survey results, which were announced on our intranet and in-house publication, are used to plan measures for improvement.
These surveys will be extended to include overseas group companies in fiscal 2014, with the aim of making the Ricoh Group a truly global company built upon a common foundation, The RICOH Way.

Employee Council

Employee Council

Ricoh Employee Council meetings are manifestations of our belief that employees are collaborators in the growth of our business. The Council's central meetings serve as a forum for communication between senior executives and other employees, with top management sharing information concerning the current state of the company and their management policies with representatives from 14 offices.
The information is subsequently conveyed to all employees through workplace meetings as well as through the Council's newsletters. Additional sectional meetings are held to deliberate company-wide issues such as pay raises,

bonuses and event schedules, and the results of these deliberations are presented to Ricoh's senior executives.

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