Ricoh 2014 Annual Report Download - page 65

Overview Action Data & Prole
HR Management
ISO 26000: • Human rights • Labor practices
Ricoh Group Sustainability Report 2014 64
Through M&A and other strategic consolidations,
theRicoh Group now employs approximately 110,000
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 requi-
site skills and motivation to achieve individual success.
In October 2011, we nalized the Ricoh Group
Human Resources Management Policy. Priorities are:
1) wide dissemination of The RICOH Way; 2) training
for top global talent; 3) global mobility; 4) identica-
tion oftop talent throughout the world; and 5) a
global system of personnel management. In line with
this policy, we aim rst to put the right people in the
right place, wherever in the world that may be, as
quickly as possible so that these people, particularly
top talent, can fully demonstrate their skills. Toward
this end, are working to establish a global evaluation
standard and build a human resources database.
Also, to facilitate smooth personnel rotation across
national and regional borders, we are currently
formulating global assignment procedures. Going
forward, the headquarters and personnel depart-
ments 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
I nd that people at Ricoh in Japan are always willing to try new things, although one of the big challenges is for me
to explain how changes t into existing processes. I’ve noticed the younger engineers particularly embrace change and
become incredibly agile. My job as a manager is to help engineers fulll their potential in driving cutting-edge technol-
ogy, and I nd that rewarding.
I’ve experienced a lot of differences in communication style between Silicon Valley, where people feel like they
must express their opinions or disagree, and in Japan, which seems much more polite.
I consider it part of my mission to help Ricoh transform itself from being a multinational into a truly global com-
pany. If all our employees worldwide had unfettered access to each other and could tap into all of Ricoh’s international
assets it would become even more powerful and innovative because it could fully utilize all of Ricoh’s collective brains.
Before coming to Japan, I managed technology marketing at Ricoh Americas Corporation, leveraging our technology
to optimize customer solutions. Ricoh then wanted me to support marketing for operations in the Asia Pacic, Europe,
and the Americas. A lot of my work in Japan is about conveying regional needs, accelerating the time to market, and
helping top management better understand regional requirements.
In Japan, I’ve been able to break through barriers and get quicker decisions, which are win-wins for everyone. I’ve
found that headquarters has long been keen to support the regions but hasn’t always been able to focus its efforts.
Here, I can help everyone to focus priorities. And by understanding regional needs we’re changing the way we launch
products. My motto is, “Always add value every day.” I emphasize to my team that we in Japan must do our level best
to add value for the regions.
What I nd great about Ricoh is its people, the communications, global climate, and our technologies. It’s great to
work for a leader, knowing that the competition has some way to go to catch up.
Max McFarland
Assistant General Manager,
The 4th Development
Department,
WS Development Division
Joined the head ofce in
June 2011, from Ricoh
Innovation Corporation
StevenBurger
General Manager,
InternationalBusiness,
BusinessSolutionsGroup
Joined the head ofce in
January 2013, from Ricoh
Americas Corporation
Helping to transform Ricoh into a truly global entity
Focusing priorities to add value for the regions
Global Human Resource Management
I’m excited about my role at Ricoh headquarters because it gives me a great opportunity to work with our global
teams to redene how we structure our global accounts business and to use the voice of the customer to help shape
our strategic direction.
We are seeing a shift towards Global HR Management which I believe will have a very positive impact across the
Group both in terms of employee satisfaction and in the execution of our business strategy. Over time, I believe we
need to nd the right balance between opportunities for functional and geographic rotation while also building the
depth of expertise that is required in a services-led company. Looking at my team also, it is great to see a diverse and
passionate group of employees.
What’s impressed me most about working here is the commitment to having a clear understanding as to the
voice of our customer as well as how we respond to this and improve ourselves every day. Since I moved to Japan last
year, I have also been struck by the efforts to help me settle both at work and with my family—the level of hospital-
ity has been humbling.
EdwardHamilton
General Manager,
Ricoh Global Services,
BusinessSolutionsGroup
Joined the head ofce in
September 2013,
fromRicohEuropePLC
Leveraging headquarters’ willingness to understand customers and improve