Global
In the first year of Mid-Term Strategy ’26, we have made the following key improvements based on feedback from investors and other stakeholders on last year’s report, as well as insights gained through ongoing engagement activities.
1We provide a more concrete picture of the vision set out in Mid-Term Strategy ’26 and the growth story for achieving it
2We use KPIs and concrete examples to clarify how we are strengthening execution, as well as our business and functional strategies, to achieve ROE above 10%
Based on these considerations, we identified the following three key points of this report.
The growth story under Mid-Term Strategy ’26 and stronger management execution capabilities
The vision set out in Mid-Term Strategy ’26, as well as the growth story and commitments to achieve it, are discussed in Message from the CEO, Message from the CSO, and Interview with the CFO. Regarding the achievement of ROE above 10%, we explain how management creates value and strengthens execution capabilities, while also introducing the concrete initiatives we are implementing.
Regional and business strategies and priority initiatives to achieve ROE above 10%
Based on the matrix organization introduced under Mid-Term Strategy ’26, we explain our regional and business strategies in a coherent narrative, outlining our understanding of the challenges and the key initiatives we are pursuing. We also explain, through our value creation process and business model, the mechanisms for driving medium- to long-term growth and expanding recurring earnings based on Mid-Term Strategy ’26.
Human capital and governance that support the enhancement of corporate value over the long term
The Human Capital Strategy section introduces initiatives to develop and empower our people as a key management foundation for executing Mid-Term Strategy ’26. The “Discussion with Outside Directors” section features a discussion of the challenges identified through a review of the 21st Mid-Term Management Strategy and the role of the Board of Directors under Mid-Term Strategy ’26. The discussion also addresses how insights gained through dialogue with capital markets are reflected in management, and how KPI-based monitoring and strategy verification help enhance execution capabilities. The Outside Directors also explain their involvement in reforms to the execution framework and incentive systems that support strategy implementation and the enhancement of corporate value.
Declaration of Authenticity
As CFO and Chair of the Disclosure Committee, I affirm that this report was prepared through an appropriate process involving close coordination among departments, management discussions in executive meetings, and verification and approval by the Disclosure Committee. This report accurately reflects the situation of the Ricoh Group. I hope this report helps a wide range of stakeholders better understand the Ricoh Group’s initiatives for sustainable growth and the realization of a sustainable society.
Takashi Kawaguchi
Director, Executive Corporate Officer and CFO
Disclosure Framework
Centered on the growth story of Mid-Term Strategy, the Ricoh Group presents its story for enhancing corporate value over the medium to long term in the Integrated Report; material factual information, including its financial position and risks, in the Securities Report; and its ESG strategies, initiatives, and performance in the Sustainability Report. For more detailed and timely information, please see the various websites indicated below.
Origin of Value Creation
Learn about the Ricoh Group’s corporate philosophy, 90-year history since its founding, business overview, and the Ricoh Group today through key figures and data.
Management Strategy and Value Creation Story
Ricoh continues to evolve in pursuit of becoming the leading global integrator of the customer’s workplace, staying close to customers and the way they work.
This chapter outlines our value creation story as we work toward our vision, featuring messages from the CEO, CSO, and CFO; a review of the 21st Mid-Term Management Strategy and an overview of Mid-Term Strategy ’26; our materiality and ESG targets; our value creation process; and our financial and capital strategy.
Takahiro Irisa
Chief Strategy Officer
Shaping the Future through Strategy: Connecting Challenges to Value Creation
Takashi Kawaguchi
Executive Corporate Officer
Chief Financial Officer
Strengthening Execution and Improving Capital Efficiency to Achieve ROE Above 10%
Business Strategies and Growth Drivers
To strengthen customer-centric value delivery, Ricoh has introduced a matrix management structure combining its regional sales and service companies with its business units.
This chapter highlights Ricoh’s growth drivers, including the role of the Integration Marketing Division, established under Mid-Term Strategy ’26; as well as initiatives across our global regions and our business strategies. It also covers our technology and intellectual property strategy and our digital strategy.
Regional Strategies
Tohru Kasai
General Manager of Japan Management Division
President of Ricoh Japan Corporation
Contributing to Customer Growth with DX, GX, and AI as a Service Integrator
David Mills
General Manager of EMEA Management Division
CEO of Ricoh Europe PLC
Driving Growth by Deepening Customer Engagement and Strengthening Integrated Platforms and Services
Carsten Bruhn
General Manager of North America Management Division
President and CEO of Ricoh USA, Inc.
Strengthening Profitable Growth by Establishing Competitive Advantages with a Customer-Centric Approach
Keiichiro Uesugi
General Manager of Asia-Pacific Management Division
President of Ricoh Asia Pacific Pte, Ltd.
Delivering High-Value Integration Tailored to Customer Needs across Diverse Markets
Diego Imperio
General Manager of Latin America Management Division
President & CEO of Ricoh Latin America, Inc.
Accelerating Growth in Latin America as the No.1 Technology Services Integrator
Business Strategies
Katsunori Nakata
President, RICOH Digital Products Business Unit
Strengthening Collaboration among Sales, Development, and Production to Maintain and Expand MIF and Create Value
Koji Miyao
President, RICOH Graphic Communications Business Unit
Helping Customers Succeed and Contributing to a Sustainable Society by Meeting Digital Printing Needs Worldwide
Keiichi Shiokawa
President, RICOH Industrial Solutions Business Unit
Achieving Both Business Growth and Improved Profitability by Enhancing the Value We Provide to Industrial Workplaces and Establishing a Competitive Position in the Market
Yoshiaki Umetsu
General Manager, AI Services Business Division
Corporate Planning Division, Ricoh Company, Ltd.
Transforming Tacit Knowledge, a Corporate Asset, into Value and Delivering Results Through AI Services
Sustainability and Management Foundation
Ricoh is steadily advancing its sustainability efforts and strengthening its management foundation to enhance corporate value over the long term.
This chapter highlights our human capital strategy and ESG strategy; environmental and social initiatives; and our approaches to corporate governance, risk management, and security. Through a dialogue between outside directors, this chapter also examines efforts to enhance management transparency and effectiveness.
Ryoko Nagahisa
CHRO
Developing Human Capital as a Management Foundation for Accelerating Business Growth
Mikako Suzuki
CSRO
(Chief Sustainability & Risk Management Officer)
Aligning ESG with Business Growth to Contribute to Enhanced Corporate Value and the Realization of the Three Ps Balance
Data and Other Information
This chapter brings together key financial and future financial data, external recognition, and independent assurance, providing information that supports the transparency and credibility of Ricoh’s disclosures.
ESG-Related Reports
We augment the Integrated Report, which outlines our overall initiatives, with comprehensive ESG information in the Sustainability Report and ESG Data Book. We will leverage stakeholder feedback on various aspects of our corporate activities to further enhance corporate value.
Comprehensively overviews the Ricoh Group's value creation endeavors
Ricoh's overall initiatives for climate change, circular economy, pollution prevention, biodiversity conservation and human rights
Presents key environmental, social, and governance figures
