Ricoh 2014 Annual Report Download - page 15

Overview Action Data & Prole
A Conversation with
Our CEO
Q: What is happening with the management
systems and organizational improvements?
The goal of management systems reform is to accel-
erate management and business decisions, make
management and business practices more efcient,
and reinforce on-site support. Toward this end, we
are emphasizing the following three measures. First,
we will reorganize the divisional structure, enhance
our capabilities to feed customer requests back to
marketing, design and R&D with more speed and
accuracy. Then, we will restructure the role of the
head ofce, strengthen strategy-formulating capa-
bilities, and create a better structure that is easier to
support sales on a global basis. And nally, we will
rebuild the technology management structure and
bring resources together to permit a better read of
not only customer needs but also technology trends
and to facilitate progressive technology development.
Meanwhile, the goal of transformation is to
establish a more robust management structure. We
will continue to build a better structure so that
greater efciency and business process reforms
unfold autonomously and continuously. Toward this
end, we will rst meticulously eliminate waste in
resource allocation and expedite a shift toward
growth elds.
In addition, we will develop and utilize the skills
of people with a trailblazing spirit, who will take
global management and new businesses to a
different dimension of growth. We will raise the
expertise of each and every employee and maximize
capabilities. We will direct concerted efforts into the
creation of a structure that puts the right person in
the right job by promoting global mobility so that
everyone is in a position where they can demon-
strate their full potential.
Q: Why are you so enthusiastic about the
future?
The last year—2016—of the 18th MTP will mark
Ricoh’s 80th anniversary. Looking back over the last
few decades, I know the changes that have shaped
today’s society. They have zoomed by at an alarm-
ing pace. The fact that we—the Ricoh Group—have
grown and developed amid this crushing pace of
change is proof that our products and services
provide solutions for our customers. The enduring
support of customers is what fuels corporate sus-
tainability. We have that kind of customer loyalty,
and we are truly grateful for it.
Going forward, we will not rest on our laurels
but rather work toward growth, for ourselves and
for society, by articulating the type of company we
want to be in the future and constantly changing
toreach that status.
Looking even further ahead, to our 100th anni-
versary, we will strive to demonstrate our own full
potential as “One Global Ricoh” so that we may
contribute to the realization of a sustainable society
and be seen by society as a vital corporate citizen.
Ricoh Group Sustainability Report 2014 14
* Total return ratio: Dividends and share buybacks
(Exchangerate:1USdollar=100yen;1euro=140yen)
Sales
Operating prot
Operating margin
ROE
Total return ratio*
2,500
200
8.0% or higher
10.0% or higher
30.0% or higher
billion yen
or higher
billion yen
or higher
• FY2017 Financial Targets