The Ricoh Group implements risk management in order to accurately respond to risks that may give serious adverse impact on corporate activities of Ricoh. The basic purpose, when implementing risk management, is to realize effective and efficient total risk management (TRM), by grasping exhaustively and systematically, and organizing and responding to the risks surrounding the Ricoh Group, in order to increase stability, sustainable development and corporate value of the Ricoh Group.
Based on the Risk Management Principles stipulated in the Ricoh Group Corporate Management Principles, the GMC/Internal Control Committee has established a risk management area of responsibility for each managerial risk and implements thorough risk management in daily execution and business operations. In addition, the Group has established a Risk Management Support Division that provides comprehensive support for executives, division responsible for managerial risk, and all divisions within the Group.
In order to secure effective/ efficient Risk Management operation, risks are categorized and specified as Managerial Risks that threaten human life, or cause great impact on society, or great damage in value in the event they occur, or Sectoral Risks which are important risks other than Managerial Risks, and controlled by each business unit/ each Group company. PDCA (Plan, Do, Check and Act) cycle of risk management is then carried out depending on the importance of each risk.
The Group assigns a risk value based on frequency and degree of impact for external risks such as world trends, incidents and accidents, as well as for internal risks such as changes in the business structure, and creates a two-dimensional risk map to define managerial risk. This is reviewed annually at the time the business plan is being created.
The Ricoh Group pays particular attention to the following types of risk to prevent incidents that may exert adverse impact on corporate business activities, and to minimize the damage in the event that they do occur.
To respond quickly and appropriately to an incident, we clarify areas of management responsibility and reporting levels according to the nature of the incident. At the same time, we determine the implementation sequence of emergency response procedures and reports to the president and relevant executives based on the president's policies as applied to the RGS.
In the fiscal year ending in March 2015, there were no major incidents that required disclosures to external organizations.
The Ricoh Group has created a Business Continuity Plan (BCP) to enable the business to quickly recover and continue and to minimize the degree of damage in the event of an unanticipated disaster or accident.
In addition to the business continuity plan itself, this document introduces BCM issues such as implementation, application, education, training, correction and reviews as the coverage of BCPs.
The Ricoh Group has been formulating its BCP by referring to the 2nd edition of "Business Continuity Guidelines" published by the Cabinet Office of the Government of Japan. The Risk Management Support Division, as the secretariat, organizes functional teams within the Ricoh Group, and formulates and promotes BCP.
Main steps of formulation
Currently, the Ricoh Group has two BCPs, one being formulated on the assumption of "New Influenza epidemic" and the other being the "Widespread disaster in Japan, such as major earthquakes."
The Ricoh Group establishes response systems and execute necessary actions against the risk of a new influenza epidemic, based on the following basic policy.
In order to facilitate Ricoh Group companies around the world to recognize the conditions of outbreak of new influenza, and to respond based on a prescribed action plan, in the event of an outbreak of new influenza the Ricoh Group has established and has been applying the original alert level and criteria of issue. Having experienced the new influenza (A/H1N1) epidemic around the world from 2009 to 2010, the Ricoh Group conducted a review of the alert level in order to enable appropriate responses according to the individual conditions, and has been adopting the current level since FY2011.
<Original "Alert Level" of the Ricoh Group>
The 5-step decision levels are formulated, and each Ricoh Group company implements countermeasures according to each level.
By referring to the phases released by the WHO, the Headquarters of Ricoh conducts a comprehensive study of: (1) the spread of infection, (2) the severity level, and (3) the damage to the Ricoh Group in each region, etc., and make a specific assessment of the alert level in each region.
The following is the overview of the alert levels.
The Ricoh Group has established and is implementing the "Ricoh Group New Influenza Action Guideline."
The Action Guideline provides operations and activities to be conducted by each department and employee, approved/prohibited actions under each alert level. It also provides necessary preparations and execution items for operations to be continued under the alert level 5.
Important business operations
Ricoh Group companies/Divisions decide the business operations with priority that should be continued even during the pandemic of alert level 5, ensuring that safety of Employees is secured.
As a rule, the Ricoh Group suspends its businesses under the pandemic of alert level 5 and its Employees shall stay at home. Nevertheless, there are business operations whose continuation is considered indispensable in order to meet the strong needs of the society or due to inevitable reasons from the management point of view.
The Ricoh Group has prepared a Response Plan, to continue business under the alert level 5.
Each company and each department has conducted analysis of impacts on the Continuing businesses with the utmost priority and Continuing jobs with priority, and prepared response plans based on the "Ricoh Group New Influenza Action Guideline."
In order to respond quickly and effectively to widespread natural disasters and accidental disasters in Japan, the Ricoh Group has established the Large Scale Disaster BCP in Japan based on the following basic policy.
For the purpose of facilitating quick, appropriate and wide-ranging response to various disasters likely to occur in widespread regions in Japan (e.g., earthquakes, large-scale flood disasters, volcanic eruptions, nuclear power plant accidents, etc), BCP assumes representative disasters, such as "Tokyo-Epicentered Major Earthquake" and "Nankai Trough Huge Quake" as a basis of its formulation.
Steps for BCP establishment
After selecting the important functions which the Ricoh Group should address (e.g., disaster prevention, establishment of information infrastructure, sales, production & procurement, etc.) each of these functions establishes BCP according to the following steps.<<Diagram for BCP establishment steps>>
Review of the assumed risk
The formulation of this BCP was started in 2007, assuming "Tokyo-Epicentered Major Earthquake" and the "Tokai earthquake." It was completed in December, 2010, and the report was submitted to the top management of the Ricoh Group. By the lessons and reflections based on the experience of the Great East Japan Earthquake in March, 2011, the assumed risk was expanded and the reviews are conducted still now.
Education and training
Promoting awareness and providing education
"Large Scale Disaster Response Manual" for employees was distributed, while at the same time, an e-learning material titled "Major disaster: Preparation in advance and responses to the outbreak - BCP of the Ricoh Group -," was prepared to educate the outline of BCP that the Ricoh Group has developed and how to respond to disasters.
Providing simulation training
In addition to the evacuation trainings conducted by each company and business site every year, various types of simulation trainings are provided for specific groups, including "the Group Disaster Task Force ", "the Group Companies Local Disaster Task Force", "each company and business site of the Ricoh Group", etc.
In the simulation trainings, Message Board (*) browsing training is also included, which was newly developed as a means of being contacted by the company.