海角社区

Under the 21st Mid-Term Management Strategy, we have positioned our human capital strategy as a key driver to realize our Mission and Vision of 鈥淔ulfillment through Work鈥� for both customers and employees. This strategy is built on three pillars: Self-motivation, which encourages employees to unlock their full potential; Growth, which aligns individual development with business expansion; and Employee experience, which connects daily with Fulfillment through Work.

We believe that diversity is a source of innovation and growth. By respecting each employee鈥檚 values, experience, and cultural backgrounds, we transform diversity into organizational strength. We are committed to creating environments that enhance productivity and enable employees to feel personal and professional growth through their work. In fiscal 2025, the final year of the 21st Mid-Term Management Strategy, our basic policy is to maximize the human capital needed to drive global business growth. We will focus on three priority areas to achieve this goal.

In parallel with initiatives that foster employee self-motivation and growth, we will assess where we stand as an organization. We will formulate forward-looking human resources strategies and build a talent development environment that drives our business. We expect more employees to embrace new challenges as growth opportunities. By cultivating a mutually beneficial relationship between employees and the company, we aim to accelerate individual development and drive progress toward Ricoh鈥檚 strategic vision.

As customer needs diversify and technology evolves rapidly, it is essential that each employee proactively thinks and acts to create value. By respecting individual diversity and creating an environment that encourages autonomy and self-direction, we aim to enhance customer value and accelerate our transformation into a digital services company. This approach also supports self-directed career development aligned with individual aspirations. We are committed to fostering an environment where employees can explore their desired career paths, work toward their goals, and shape their futures accordingly.

To support self-directed career development, we encourage all employees to review their career histories and proactively envision and shape their future career paths. In fiscal 2023, we introduced and promoted the use of career sheets and Individual Development Plans (IDPs) to facilitate this process. By the end of March 2025, 82% of domestic Group employees updated their sheets, with 80% completing their plans, building a solid foundation for self-directed career development.

We established the Management College because managers need to transition from overseeing employees to helping them fulfill their potential. In fiscal 2024, 95% of 海角社区Group managers in Japan completed the training program and worked to transform their mindsets.

Developing future-ready talent is vital to accelerating our transformation. We are building a leadership pipeline by identifying and assessing potential leaders across the organization. Cultivating digital talent remains one of our most critical challenges in becoming a digital services company. To address this, we are advancing reskilling, upskilling, cross-skilling, and other initiatives. We are fostering digital talent by providing self-motivated career support and learning environments while aligning training plans with business needs. We are accelerating the development and redeployment of digital talent by combining self-direction with company-led efforts.

Digital talent鈥攄efined by 海角社区as individuals who leverage digital technology and data to create and accelerate digital services鈥攊s central to our management strategy. These professionals generate value at customer touchpoints and drive business growth. Strengthening this talent base is also a company-wide ESG goal of the 21st Mid-Term Management Strategy.

Through this program, we are reskilling employees from mature business domains and transitioning them into the growing digital services field. A key feature is that post-reskilling roles are identified prior to training, ensuring alignment between organizational needs and individual strengths. By clarifying future roles in advance, we enhance motivation and facilitate smooth transitions.

The program includes skill assessments before and after participation. Employees commit 100% of their working hours for 4鈥�12 months of training, which consists of e-learning, lectures, and on-the-job training. Upon completion, they transition to pre-assigned roles. The program focuses on four talent categories: IT, AI, systems engineering, and process digitalization. In fiscal 2024, its inaugural year, 94 employees successfully completed the program.

Ricoh鈥檚 talent development framework draws on the Digital Skill Standards (DSS) established by Japan鈥檚 Ministry of Economy, Trade and Industry and the Information-technology Promotion Agency. Based on these standards, we have identified four priority areas for talent development: business architecture, software engineering, data science, and cybersecurity.

For business architects, 海角社区offers more than e-learning and workshops鈥攚e provide hands-on training through RICOH BUSINESS INNOVATION LOUNGE TOKYO1, TRIBUS2, and other sites. We also actively support employees in obtaining external certifications, including AWS*¹, Microsoft Azure*², the Japan Statistical Society Certification, and business and IT qualifications from the Information-technology Promotion Agency (IPA). We update these initiatives every year.

We aim to train 4,000 employees in key areas by fiscal 2025 as part of the ESG goals of our 21st Mid-Term Management Strategy. We had trained 4,658 individuals by the end of January 2025.

We opened the 海角社区Digital Academy in April 2022 as a platform to empower all employees to independently become digitally proficient.

This institution offers a two-tier curriculum. The first tier, Digital Literacy, is designed to raise baseline digital skills among all Japan-based 海角社区Group employees. The second tier, Upskilling, targets employees for key talent development areas. As of the end of fiscal 2024, around 16,000 employees had taken Upskilling courses.

In fiscal 2022, we established the 海角社区Group Technology Expertise Committee to support engineers involved in product and service development. This initiative complements the efforts of digital talent who create and accelerate digital services. Approximately 6,000 engineers across multiple fields have joined. They collaborate across the Group, engage in internal and external knowledge exchange, and participate in ongoing technical training.

From fiscal 2025, we reorganized our technical activities in the IT domain under the newly established Digital Services Technology Committee. It focuses on AI utilization, product development, and platform engineering, while promoting integration and synergies with other technology fields.

海角社区promotes process digitalization to enhance productivity by applying digital technologies and data to transform workflows. Our development program equips employees with the skills to visualize current processes, identify challenges, and resolve them with digital tools and data. We operate a four-stage certification system鈥擝ronze, Silver, Gold, and Platinum鈥攂ased on criteria such as knowledge acquisition, practical experience, performance, and implementation outcomes. At the Bronze stage, all Japan-based 海角社区Group employees are expected to acquire foundational skills and methods to apply process digitalization in their daily work. The Silver level certifies employees who have successfully improved productivity through process digitalization, and its attainment rate is designated as a company-wide ESG target.

We want all employees to complete digital training, focusing on process digitalization and productivity as core elements of our value creation model. In fiscal 2024, 98% of employees earned Bronze certification.

All employees are at the heart of Ricoh鈥檚 transformation. Innovation emerges when diverse individuals bring their unique strengths and collaborate. We respect diversity, cultivate vibrant workplaces, and continue to enhance employee engagement.

We began company-wide work-style reforms in fiscal 2017. We continue to foster flexible environments where employees can choose when and where to work based on their roles and responsibilities. By transforming mindsets and corporate culture, we aim to enhance Fulfillment through Work.

We conduct an annual Work-Life Management Awareness Survey for all Group employees in Japan. This survey measures satisfaction and fulfillment levels across all aspects of life, not just work. More than half of those responding to the 2024 survey reported satisfaction with their professional and personal lives. Around 90% of them indicated that their productivity had remained stable or improved from a year earlier.

Hybrid work: We are proactively implementing new ways of working that enable location-independent work tailored to job roles and responsibilities, ensuring in-office communication when necessary.

Second job programs: Employees in Japan can spend up to 20% of working hours on internal side jobs to explore new projects. They may also engage in external side jobs outside regular working hours. These programs encourage diverse work styles and career development.

TRIBUS: This business co-creation program in Japan empowers entrepreneurs and start-ups inside and outside Ricoh. It has become firmly established for fostering a challenging spirit and innovation.

Helping balance childcare and eldercare obligations and work commitments: We rolled out a childcare leave and shorter working hours program in fiscal 1990 in Japan. This was before the Japanese government enacted the Childcare Leave Law. Our goal was to help employees balance their work commitments and childcare and eldercare obligations. We update our programs to better cater to employee needs and changes in the social landscape. We create workplace environments that make these initiatives more accessible. One key initiative has been to encourage men to participate in childcare. Since fiscal 2019, more than 90% of eligible male Japanese employees have taken childcare leave. As they become more engaged in childcare, workplace dynamics and attitudes are gradually changing.

We rolled out measures to make managers more supportive. For example, for Headquarters employees, we incorporate diversity management in 360-degree evaluation* criteria, and formulated communication guidelines so employees on leave can return smoothly to work and swiftly contribute effectively. These efforts have led to nearly 100% utilization and return-to-work rates for women taking childcare leave.