Ricoh 2014 Annual Report Download - page 12

Ricoh Group Sustainability Report 201411
P.16
• Sales
(JPY billion)
1,903.4 1,924.4
(FY)
2012 2013
1,885.9
2013 20142014
U.S. GAAP
2,100.0
(Target)
IFRS
2,195.6
–18.0
0
63.4
(FY)
2012 2013
(JPY billion)
73.5
20142014 2013
IFRS
140.0
(Target)
120.3
U.S. GAAP
• ROE
• Operating Margin
(%)
2012 2013 20142014 2013
U.S. GAAP IFRS
(FY)
–5.1
0
3.8 4.4
8.6
(Target) 7.5
• Stock Price
201420122011 2013
株価の推移（東京証券取引所）
(JPY)
終値
始値
高値
安値
0
500
1,000
1,500
Q: The 17th Mid-term Management Plan
(MTP), integral to the realization of
Ricoh’s future ideal, is over. What was
accomplished?
Beforelookingbackonthe17thMTP(April2011–
March 2014), a point that must be revisited is the
global nancial crisis of 2008, the year we embarked
on the 16th MTP. We were exposed to challenges in
a business environment characterized by sudden yen
appreciation and reduced demand. In 2011, just as
brighter prospects were emerging, Japan was struck
bytheGreatEastJapanEarthquake,whichhada
huge impact on product manufacturing and supply.
Later that year, Thailand was inundated by large-
scaleoods.Wehadonlyjustwelcomedthestartof
operations at a new production facility there, right
afterthe17thMTPwentintoforce.IfImaysay,I
don’t remember a time when there has been a suc-
cession of events of such unprecedented magnitude.
Amid these turbulent times, we pursued the two
fundamentalstrategiesoutlinedinthe17thMTP—
business creation and integration, and establishment
of highly efcient management—and we executed
the required investments to build for the future.
However, market recovery failed to materialize as
expected, delaying returns on our investments and
inevitably leading to an operating loss. I know this
situation must have been very disconcerting to our
shareholders.ButIbelievetheinvestmentswemade
have achieved a certain degree of success that will
translate into growth down the line.
Now on the theme of business creation and
integration, we were able to shift to a new prot
model that provides customers with greater value by
transforming a traditional product-based business
into a new model composed of both products and
services—solutions that address our customers’
needs. In addition, we were able to expand business
in emerging markets, grow our new production
printing business, and create new businesses,
withan emphasis on industrial products.
As for the second theme, which highlights the
establishment of highly efcient management, we
made progress on our transformation, achieving a
reduction in expenses, implementing changes in the
development of human resources and re-engineering
business processes. With these improvements, we
have built the foundation for arobust management
structure with the capacity toachieve performance
targets even when the business environment pres-
ents challenges.
• Operating Prot
2012 2013
–0.9
0
3.3
6.7
(Target)
3.9
2014 20142013
5.5
(%)
U.S. GAAP IFRS
(FY)