Ricoh 2015 Annual Report Download - page 16

Download and view the complete annual report

Please find page 16 of the 2015 Ricoh annual report below. You can navigate through the pages in the report by either clicking on the pages listed below, or by using the keyword search tool below to find specific information within the annual report.

Page out of 64

  • 1
  • 2
  • 3
  • 4
  • 5
  • 6
  • 7
  • 8
  • 9
  • 10
  • 11
  • 12
  • 13
  • 14
  • 15
  • 16
  • 17
  • 18
  • 19
  • 20
  • 21
  • 22
  • 23
  • 24
  • 25
  • 26
  • 27
  • 28
  • 29
  • 30
  • 31
  • 32
  • 33
  • 34
  • 35
  • 36
  • 37
  • 38
  • 39
  • 40
  • 41
  • 42
  • 43
  • 44
  • 45
  • 46
  • 47
  • 48
  • 49
  • 50
  • 51
  • 52
  • 53
  • 54
  • 55
  • 56
  • 57
  • 58
  • 59
  • 60
  • 61
  • 62
  • 63
  • 64

15
Corporate Value
195
4,915
9.7
118.7
75.9
101
5,027
16.8
116.2
72.9
93
5,079
2.7
112.0
79.2
Capital expenditures*1Purchase of business*2Energy consumption Reserve for social
contribution
R&D expenditures
(JPY billion) (JPY billion) (JPY billion) (TJ)
(JPY million)
Business activities Resources Social contribution
20142013 (FY)
2015 20142013 (FY)
2015 20142013 (FY)
2015 20142013 (FY)
2015 20142013 (FY)
2015
25.3
47.0
37.0
1,084.1 109,951
Japan
33.1%
The Americas
28.9%
1,029.4 108,195
913.7
107,431
Equity attributable to
owners of the parent
Total number of employees Composition of workforce
by region
Annual average hours of
training per regular employee
(JPY billion)
(People)
(Hours)
Capital Human resource development
20142013 (FY)
2015 20142013 (FY)
2015 20142013 (FY)
2015
As of
March 31,
2015
Asia
Pacic &
China
21.2%
Europe
16.8%
INPUT Capital and Management Resources
Capital
Human
resource
development
Business
activities
Resources
Social
contribution
Corporate value integral to business growth
The Ricoh Group is always working to provide new value to stakeholders through
corporate activities and to be a constructive part of solutions to issues that concern
customers and society as a whole. As a group, we will strive to achieve continuous
business growth and raise corporate value ever higher.
INPUT
Capital and
Management
Resources
*1 Expenditures for property,
plant and equipment
*2 Amount recorded under
Cash Flows from Investing
Activities in the Consolidated
Statements of Cash Flows
Cycle of improvement for corporate value
Companies invest copious amounts of capital and
management resources to run their businesses and
generate all sorts of value.
To us, at Ricoh, corporate value means respond-
ing to the various expectations of stakeholders and
delivering value that extends to all stakeholders,
including customers, shareholders, employees and
society at large, and by raising value for each stake-
holder we ultimately raise corporate value as well.
To boost corporate value, we undertake corpo-
rate activities in accordance with management strat-
egies based on core value perceptions and structures.
A key element in the equation is The RICOH Way,
which establishes the value perceptions that form
the foundation for all that we do. Corporate gover-
nance, with The RICOH Way as a cornerstone fea-
ture, accords us the ability to ensure that business
activities are being properly executed, and it under-
pins sound and highly transparent management
practices. Then there are our three value drivers—
technological strengths, customer contact capability
and sustainable environmental management—that
fuel our business growth, and we will apply these
drivers in promoting activities to realize the two
basic business strategies of the 18th MTP, which are
to reinforce and develop earnings power for core
businesses and achieve growth by creating new
pro t generators.
By reinvesting surplus capital and management
resources derived through these efforts, we perpetuate
the cycle that constantly drives corporate value higher.