Ricoh 2013 Annual Report Download - page 13

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Ricoh Group Sustainability Report 2013 12
What is covered by the fourth key
initiative, “Improve resource efficiency”?
Over the past few years we have pursued structural
reform, eliminating duplicate functions, streamlining
work processes and reassigning personnel to
achieve greater efficiency. We have given priority
to the allocation of personnel, capital and other
resources to enterprises that involve a great deal of
customer contact or that have growth potential. The
returns from these decisions are increasing day to
day, as proven by lower total costs and the launch
and growth of new businesses.
฀ But฀structural฀reform฀requires฀persistence.฀
We will not stop transforming until every Group
company and employee can focus on creating value
that satisfies and inspires our customers.
I have been with Ricoh for some 40 years, and
during that time I have worked in several regions and
countries and in many organizations. Everywhere I
went, I found teams of people with a high degree of
professionalism as well as wide-ranging curiosity that
extended beyond their specialties. Their individual
efforts became an exponentially greater force when
they worked together. I seek to build a corporate
culture in which the collective strength of each
person working autonomously with a strong sense of
mission and integrity is firmly entrenched.
In closing, tell us how the Ricoh Group is
going to design the future.
The Ricoh Group has many assets: technical know-
how supporting a rich range of products, outstanding
solution development and service expertise, and a
powerful global and local sales network. These assets
represent the potential for a new business model
that can provide great benefits to our customers and
society. I believe they will enable us to head into a
bright new future.
In April 2012, the Ricoh Group adopted
“imagine. change.” as its corporate brand message.
It reflects the reality that we are now at a stage
where our challenges can no longer be answered
by a mere extension of ongoing operations. The
emergence of the Internet brought enormous
changes to global society, making old ways
of thinking and doing no longer effective as
a response to today’s challenges. Yet this era
presents a tremendous opportunity for innovation.
We therefore have to “imagine” — that is, think
about things from a future point of view. We
must stay sensitive to changes in the business
environment, and also have a clear vision of the
“ We see opportunities in supporting
work styles that are untethered
from the office, and have launched
business models that help
customers deal with issues that
arise with new ways of working.”
future we want so that we can “change” ourselves
and realize that vision.
I want the Ricoh Group to be an organization
that, through its success, benefits not only the
present generation but also generations to come. Our
challenge is to create new value for our customers,
the future of humanity and the future of the global
environment.
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