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Overview Action Data & Prole
A Conversation with
Our CEO
Ricoh Group Sustainability Report 2014 12
P.17
• Three Fundamental Transformation Initiatives of
the 18th MTP
• Ricoh’s Direction for 2020 and the Future Beyond
Global HR
optimization
Management
systems
Actionable
strategies
Transformation
Ⅱ
Ⅰ
Ⅲ
Q: Can you outline the 18th MTP?
The 18th MTP sets the three years from April 2014
throughMarch2017asatimetoensuretheGroup’s
long-term growth and achieve higher corporate
value.Duringthe17thMTP,wewerenotableto
reach our nancial targets, but we determined that
the main reason we fell short was a lack of the
speed necessary to respond to customers’ changing
needs in the wake of several unforeseen events.
Given our results and the underlying reasons for
them, we will use the next three years to enhance a
robust structure that will not buckle even if external
factors change and we will thereby achieve our
ultimate goals. We aim to create a platform as an
innovative group that constantly delivers new value
to society.
Toward this end, we will pursue the combined
effects of reforms in three areas: actionable strate-
gies, management systems andtransformation.
We have laid out two basic business strategies:
reinforce and develop earning power of core busi-
nesses, and achieve growth by creating new prot
generators. In addition, we identied business
domains emphasizing our objective to provide cus-
tomers with value. We will pursue activities in four
domains—the ofce business, commercial printing
business, industrial business and consumer business—
and expedite decision making to facilitate growth in
these domains.
Condent, comfortable
and convenient
Ofce Consumer
Commercial
printing
Public
infrastructure
Industrial
Document Communication
New
technology
acquisition
New
technology
acquisition
IT services
Close relationship with customers
Technological strengths