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Materiality for the Ricoh Group
Ricoh Group’s Management Strategies and Identification of Material Issues
For the Ricoh Group, an ideal sustainable society is one in which the Three Ps Balance—balance between Prosperity, People and Planet is maintained. In order to create such a society, we will work to solve social issues through business based on the material issues identified by reflecting Ricoh’s Mission Statement, Mid-Term Management Plan (MTP) and expectations of our stakeholders, which are reviewed and set in conjunction with the formulation of our Mid-Term Management Strategy every three years.
Seven Material Issues and SDGs
[Materiality]
[Strategic significance]
Resolving social issues through business
Creativity from Work
To provide digital services that transform the way customers work, and help them improve productivity improvement and value creative
Community and Social Development
To contribute to the maintenance, development, and efficiency of community and social systems. We leverage our technical expertise and customer connections to expand the areas where we provide value.
Zero-Carbon Society
To decarbonize the entire value chain and create business opportunities by contributing to carbon neutrality
Circular Economy
To create business opportunities by building a circular economy business mode for ourselves and our customers
Robust management infrastructure
Responsible Business Process
To earn stakeholder trust by taking a holistic view of our supply chain and minimizing ESG risks in our business processes
Open Innovation
To shift from a self-sufficient approach to a new value creation process that creates business to quickly resolve social issues
Diverse and Inclusive Workforce
To foster a corporate culture where diverse employees can demonsrate their potential and transform themselves and the company into one that is resilient to change
＜16 company-wide ESG targets and achievements linked to seven material issues＞
Resolving social issues through Business
*1 The percentage of customers who evaluated us as a digital services company
*2 A survey targeting solution customers in LA
*3 GEMBA: Maintenance and services business targeting other than offices (e.g., stores and warehouses)
Robust management infrastructure
| Materiality (Material issues) | ESG targets in 21st Mid-Term Management Strategy (at the end of FY2025) | FY2023 achievements | Progress and challenges towards achieving targets by 2025 | |
|---|---|---|---|---|
Responsible Business Process
|
(viii) CHRB score*4 | Top of the ICT sector | Self-assessment completed | Implementation of definite improvement activities for the identified priority issues |
| (ix) Coverage rate of company’s core business environment complying with NIST SP800-171 | 80% or more | Identification and assessment of information to be protected underway | Early identification and assessment of information to be protected | |
| (x) Ratio of Group companies with low compliance risk | 80% or more | Pulse survey completed for high-risk organizations | Progressing as planned | |
Open Innovation
|
(xi) Weight of joint R&D contracts | 25% | 23% | |
| (xii) Ratio of digital services patent applications*5 | 60% | 54.7% | ||
Diverse and Inclusive Workforce
|
(xiii) Number of people with Ricoh Digital Skill level 2 or above (Japan) | 4,000 people | 2,855 people | |
| (xiv) Training rate of Process DX Silver Stage certified personnel*6 | 40% | 21% | ||
| (xv) Engagement score*7 |
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|
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| (xvi) Female manager ratio | 20% (Japan: 10%) | 16.5% (Japan: 7.7%) |
*4 CHRB (Corporate Human Rights Benchmark) Score: An international human rights initiative
established by institutional investors and NGOs. It evaluates approximately 250 global
companies from five sectors (agriculture, apparel, mining, ICT, and automotive)
*5 Ratio of patent applications related to digital services business to total patent applications
*6 Training rate of personnel with process improvement experience based on a Process DX
model (Denominator is the total number of personnel in the training target organization of each business unit.)
*7 Uses Gallup’s Q12 mean score
Materiality Analysis
Materiality-specific process
STEP 1: Identifying Issues
In considering our mid-term management strategy, we evaluate the impact of changes in environmental and social trends, such as climate change and human rights, on our business activities, as well as the impact of our business activities on the environment and society, in terms of risks and business opportunities, and we identify issues that need to be addressed.
STEP 2: Prioritizing Issues
Prioritize the identified issues based on international guidelines such as the SDG Compass, GRI standards, and the concept of double materiality, as well as management philosophy, management and business strategies, opinions from external stakeholders, and priority management risks in line with the risk management system. The drafts of materiality and ESG targets are then prepared.
Step 3: Management Decision
The materiality and ESG goals are deliberated and decided upon by the ESG Committee, which consists of the CEO as the Chairman, all Internal Directors, and Executive Officers. These decisions are made in conjunction with the financial goals of the mid-term management strategy and are approved by the Board of Directors before disclosure.
STEP 4: Performance Disclosure
Annual performance against ESG targets is disclosed annually by the ESG Committee, after confirmation with management.
Stakeholder opinions referenced
- Individual meetings with shareholders/investors/analysts
- Feedback from large IR meetings
- ESG requests from customers during negotiations
- Request in ESG evaluation systems
- Opinions from internal stakeholders
- Dialogues with external organizations such as JCLP and JCI
Reference Guidelines
- SDGs Compass
- GRI standard
- European Guidelines on non-financial Reporting directive
- Ministry of the Environment's Environmental Reporting Guidelines
- TCFD
- Ten Principles of the United Nations Global Compact
- ISO26000
Linkage between executive compensation and ESG indicators
Ricoh has incorporated ESG indicators into executive compensation since fiscal 2020 in order to clarify management responsibilities for ESG initiatives and achievement of targets. For board of directors’ remuneration, we have set the annual DJSI* Rating as an ESG indicator for bonus calculation formulas. For the executive officers’ compensation, the degree of achievement of ESG targets set in connection with materiality as well as the degree of achievement of business performance targets and priority measures, is incorporated into the evaluation indicators. Based on this evaluation result, the annual remuneration is determined.
* Dow Jones Sustainability Index (DJSI): A share index jointly developed by Dow Jones in the US and S&P Global, a company specializing in research on sustainable investment, the Dow Jones Sustainability Index measures the sustainability of major companies around the world from the three perspectives of economy, environment and society.
Approach to Materiality (Material issues)
The Ricoh Group's policy is to “Align ESG with business growth.” We position ESG initiatives as future financial targets because we look for them to bear financial fruit three to five years hence. We identify four material issues for “Resolving social issues through Business”, and we regard them as particularly significant business opportunities. By leveraging our strengths in these areas, we aim to drive further business growth. We would like to introduce our activities.
