Ricoh 2009 Annual Report Download - page 24

ANNUAL REPORT 200923
Corporate Social Responsibility (CSR)
Developing compliance and earning trust
The approach the Ricoh Group takes to its corporate social
responsibility (CSR) activities is shaped by its aim to be and
remain “a respected company whose development is supported
by the public.” These activities to promote compliance and earn
the public trust are undertaken in connection with the two areas
of “fundamental responsibilities to society” and “voluntary
responsibilities to society” within the four fields of “Integrity in
Corporate Activities,” “Harmony with the Environment,” “Respect
for People,” and “Harmony with Society,” specified in the Corporate
Social Responsibility Charter. While intensifying its existing efforts,
as of fiscal 2009, Ricoh has pursued the achievement of its CSR
activities by placing its primary focus on (1) strengthening total risk
management, (2) collaborating with partners, (3) contributing to
the solution of social issues through our business activities, and (4)
creating a vibrant culture with a dynamic and motivated workforce.
[Corporate Governance]
Framework for the Ricoh Group’s
corporate governance
The Ricoh Group’s corporate governance
system is designed to ensure transparent
management underpinned by strong business
ethics and legal compliance; to increase
competitiveness in the market; and ultimately
to achieve sustainable growth and increased
group-wide enterprise value. We have
identified four key stakeholder groups—
customers, shareholders, employees, and
society—and defined respective policies
to address each of these groups. We have
a corporate auditor system in place to
strengthen our board of directors, and
an executive officer system, to intensify
our management oversight and business
execution. By appointing some of our directors
from outside the company, we maintain
transparent management and fair, well-
balanced decision-making.
Corporate governance system
(1) Board of directors
To ensure mutual oversight among board
members and further improve management
transparency, the board of directors consists
of outside directors and inside directors
holding same level positions. Appointments
and compensation of directors and executive
officers are reviewed and verified by the
Nomination and Compensation Committee,
a unique permanent organ consisting of the
outside directors and some inside directors. The
board of directors comprises 11 members (as
of June 2009), including two external directors.
(2) Executive function for
group-wide management
To ensure that the best possible decisions
on group-wide management are made and
reviewed from a holistic viewpoint and in
a timely manner, the Group Management
Committee (GMC), consisting of executive
officers with special qualifications, was
established as a decision-making body
empowered by the board of directors to
undertake the management of the group.
The authority to execute business has been
provided to the respective business execution
departments in order to expedite decision-
making and clarify the role of each department.
(3) Auditing and internal control
In cooperation with the Internal Management
& Control Division—Ricoh’s internal auditing
division—and other organizations within the
company, our auditors review and assess,
in a fair and objective manner, the status of
each business execution department and
subsidiary to ensure the legal compliance and
adequacy of business operations executed, and,
in addition, offer advice and recommendations
for improvement. The Board of Auditors
currently consists of four members (as of June
2009), including two outside auditors.
To further strengthen internal control,
an Internal Control Committee has been
organized within the GMC. In addition, the
Internal Management & Control Division,
an organization that reports directly to the
President, takes charge of administering and
promoting compliance, risk management, and
internal audits, as well as supervising internal
control.
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S
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Activities to fulfill
responsibilities beyond
response and contribution
(in the narrow sense)
Simultaneous fulfillment
of social responsibilities
and creation of economic
value
Total participation by all
in day-to-day activities
Ricoh Group
Partner
companies
Areas of CSR initiatives
Endeavors to create
attractiveness
Compliance efforts
•
Setting high goals and striving
to achieve them
• Approach to earning trust
Voluntary responsibilities
to society
Fundamental
responsibilities to society
Goals
The most
attractive
company
Ensuring
the trust
of society
Communication
Stakeholders
Customers
Share-
holders
Employ-
ees
Partner
companies
Society
Improving
corporate value
Objective of Ricoh Group CSR
To become a company that is loved by society and
whose development is expected by people who—
• wish to buy company’s products
• wish to invest in the company
• wish to work for the company
• wish to form a relationship
with the company
• wish the company would
enter the market
<Management philosophy>
Corporate image the Ricoh
Group wants to create
Reliable and attractive
worldwide company
Sustainable
society
• Accounting
audits
• Internal
audits
Internal Management &
Control Division etc.
Corporate governance and internal control system diagram
General shareholders meeting
Appointed/dismissed Appointed/dismissed Appointed/dismissed
Audits
Judges the appropriateness
of accounting audits
Board of
auditors
Accounting
auditor
Board of
directors
Nomination and
Compensation Committee
Group Management Committee Headquarters
functions
Operations
audits
Affiliated companies Affiliated companies
Business execution
departments
Business execution
departments
Business execution
departments
• Accounting audits
• Internal audits
Operations audits
• Internal control system construction
support
• Internal audits
Outside director Inside director