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Ricoh Way and Human Resources Management

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.
When employees--key corporate assets--can fully demonstrate their capabilities and contribute to maximum corporate value, the development of society and the happiness of individuals align. 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 100,000 employees to share the values of “ Ricoh Way,” the core of our corporate philosophy. Common understanding and practice of Ricoh Way is how we are able to deliver consistent value to customers in whatever country or region they are located. In addition, we actively promote a good work--life balance and have been successful in maintaining the right equilibrium because we respect diversity, which allows employees with different backgrounds and ideas to show their personality and capabilities, and we strive to make careers highly compatible with individual lifestyles. We also seek to create safe and healthy places for our people to work.

Global Human Resources Management

Through M&A and other strategic consolidations, the Ricoh Group now employs approximately 100,000 people. The accelerating pace of changes in global management and business environments requires a human resource management response with a global perspective. Therefore, within the Ricoh Group, each and every employee around the world is given the opportunity to thrive, and personnel policies are in place on a global scale to enable employees with the requisite skills and motivation to achieve individual success.
In October 2011, we finalized the Ricoh Group Human Resources Management Policy. Priorities are: 1) wide dissemination of Ricoh Way; 2) training for top global talent; 3) global mobility; 4) identification of top talent throughout the world; and 5) a global system of personnel management. Going forward, the headquarters and personnel departments at each Group company will coordinate efforts more closely to clarify delegation of authority and institute a global personnel structure, which will reinforce human resource management.

Bringing a “global mobility” perspective from overseas points into Japan


Focusing priorities to add value for the overseas business

image:Steven Burger

Steven Burger
General Manager,
International Business
Business Solutions Group
joined the head office in January 2013, from Ricoh USA, Inc.

Before coming to Japan, I managed technology marketing at Ricoh USA, Inc., our focus was to leverage Ricoh technology to optimize customers’ business workflow and solve their business problems. Ricoh offered me the opportunity to come to Japan to support the International Business for operations in the Asia Pacific, Europe, and the Americas. A lot of my work in Japan is about communicating regional requirements into the development teams, accelerating the time to market, and helping our senior management teams better understand these regional requirements.
In Japan, I have been able to break through many of the typical barriers in RCL and get quicker decision making. I’ve found that headquarters has long been willing to support the overseas business, but hasn’t always been able to focus its efforts on the requirements needed. Being in Japan, working alongside the development teams, my team can help everyone focus their priorities. By understanding regional needs we’re changing the way we launch new technologies, by doing it globally. My motto is, “Always add value every day.” I emphasize to my team that we in Japan must do our best to add value for our customers.
What I find great about Ricoh is its people, the global climate, and our innovative technologies. It’s great to work for an industry leader, knowing that the competition is always in our rear view mirror.

Wide Dissemination of Ricoh Way: Ricoh Way Recognition Program

The Ricoh Group has upgraded The Minori Award, its existing employee recognition program, to create Ricoh Way Recognition Program.
This recognition program consists of three award programs: Ricoh Way Award, The Star Supporter Award, and The Giving Back Award. Award winners are selected based on their implementation of Ricoh Way and the resulting creation and delivery of new value to our stakeholders.
The purpose of this program is to encourage employees of the Group to create and nurture a culture of positive feedback by recognizing and rewarding cases where Group employees have successfully created new value by implementing Ricoh Way. The program also aims to allow Group companies to learn more about how to implement Ricoh Way by sharing success stories and implementation experiences within the Group.

Wide Dissemination of Ricoh Way: Ricoh Way Recognition Program

Communication with employees

Ricoh global employee survey

We aspire to build the Ricoh Group into a truly global organization--One Global Company--with a framework built upon a common foundation, Ricoh Way. In line with these groupwide guiding principles, we also aim to create a workplace where each and every employee can demonstrate the fullest extent of his or her capabilities and work proactively and enthusiastically at assigned tasks. To these ends, we regularly implement employee surveys to gain a better understanding of what our employees think and have to say and to promote more desirable reforms from the perspective of Ricoh Way. In fiscal 2014, we conducted a global employee survey at 69 companies within the Ricoh Group, including 20 companies in Japan and 49 companies overseas, and garnered responses from about 90% of the nearly 85,000 people surveyed. The survey results, which were announced via our intranet and in-house publication, are being used to develop and implement action plans for improvement at various levels (e.g., at groupwide, company, and business unit levels). The survey revealed that only a small percentage of employees surveyed, whether in or outside Japan, feel that their excellent job performance is duly recognized. To address this newly identified issue, a dedicated team was launched to discuss measures to be taken worldwide. As a result, a new program will be launched to create and nurture a culture of mutual recognition.

Employee Council

image: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 employees, with top management sharing information concerning the current state of the company and their management policies with representatives from all offices.
The information is subsequently conveyed to all employees through workplace meetings as well as through the Council’s newsletters. In addition, issues requiring top management consultation, such as pay raises, bonus payments and the Company’s annual plans, are discussed in special committees by members of the central meeting, and the results are passed along to top management.
Other topics discussed in this dialogue include employees' ideas on establishing and reforming a system, workplace improvement, work style reform, which are communicated and discussed between divisions involved and senior management.