Governance

活动

Attended all of the 12 board meetings held in the year ended March 31, 2019.

Brief personal profile

Leveraging our printing and optical future technologies, we established our growth strategies not only in the office segment but also in the application areas of infinite potential such as commercial and industrial printing, 3D printers, vehicle-mounted stereo cameras, medical devices etc. I am confident that we can strive to further enhance corporate value and our stock value in a sustainable manner through appropriate resource allocation and management.

With the belief that companies cannot survive without a sustainable society, we will contribute to society by solving global environmental issues and by implementing ESG initiatives ahead of other major companies following the Ricoh Group’s tradition.

董事会of Directors is made up of four Internal Directors and four Outside Directors, with a majority being Non-executive Directors. The Nomination Committee and Compensation Committee are primarily composed of Outside Directors and a majority of the Audit and Supervisory Board Members are Outside Audit and Supervisory Board Members. In this way, we will perform oversight functions and capitalize on the fruits of our past governance reforms. As such, I believe it is important to (1) firmly support resolute decision-making and execution by the management team, provide them with support and sometimes make strong remarks to demonstrate oversight functions and (2) disclose as accurately as possible the Company’s situation and decision-making process to enhance dialogue with stakeholders. We will enhance corporate value and realize sustainable growth by committing to a management cycle that directly reflects your feedback.

活动

Attended all of the 10 board meetings held in the year ended March 31, 2019. (Appointed in June 2018)

Brief personal profile

Since taking office as a Director in June 2018, while serving as a CFO and taking charge of Corporate Planning, I have worked to revise the performance management process and raise the effectiveness of business administration in order to speed up management decisions. In addition, with the goal of promoting a management structure taking into consideration capital costs, I proceeded with initiatives including the launch of the Investment Committee and studies to adopt return on invested capital (ROIC) as a management indicator and revision of the risk management system. Furthermore, as a CFO, I was actively involved in enhancing information disclosure to shareholders and investors and conducting dialogue with them.

我们周围的商业环境即将急剧bob娱乐平台改变。在这个所谓的第四次工业革命中，数字革命与ICT技术等IC，诸如业务或行业无关的ICT技术。在变化的旋风中，未来的增长取决于我们预见的能力，及时回应。为实现这一目标，对员工和客户的声音进行管理越来越重要。借鉴我在销售，营销和运营领域管理附属公司的经验，我将努力实现理光集团的中期长期可持续增长和改善的企业价值。

活动

Attended all of the 10 board meetings held in the year ended March 31, 2019. (Appointed in June 2018)

Brief personal profile

Workstyle reforms are accelerating worldwide, and customer expectations on the Ricoh Group are becoming even greater. Under these circumstances, we named the value the Ricoh Group provides to customers “Empowering Digital Workplaces” in our resolution to make our customers “work” smarter and revolutionize their workplaces.

In order to improve the corporate value of the Ricoh Group, we must first secure stable earnings in the office printing business, which is our current core business. In the year ended March 31, 2019, as the supervisor of the office printing business, I worked on the launch of a new-generation multifunction printer that links workplaces and the cloud seamlessly and without boundaries, providing an environment that promotes “workstyle reform” regardless of where and when our customers work. Furthermore, striving to increase earnings by offering new value to working customers, we linked the cloud platform “RICOH Smart Integration” with printers, which accelerates digitalization not only for customers working in an office, but also customers working on various frontlines such as logistics, education, manufacturing and retail.

In the year ending March 31, 2020, as CTO, drawing on years of experience in R&D and human resources, I will actively promote not only the stable growth of the core businesses but also the discovery and launch of new businesses in order to realize the “Lift Off” of the Ricoh Group, perform management oversight and decision-making from a shareholder perspective and strive to improve the corporate value of the Ricoh Group.

Major activities

He can draw on achievements and experience based on his service as Executive Officer, Corporate Executive Vice President and Chief Technology Officer of TOSHIBA CORPORATION and as a professor at the Graduate School of Innovation Studies of Tokyo University of Science to advise in various areas, including in terms of Ricoh’s technological and long-term management strategies.

活动

Attended all of the 12 board meetings held in the year ended March 31, 2019.

Brief personal profile

Many past examples have taught us that corporate sustainability cannot be achieved simply by maintaining the status quo. For a company to survive, it should implement various measures such as new market development, selection of business, and business process reform. It is essential to create new businesses and foster innovation for a company to continue growing on top of survival.

自2018年3月31日以来，Ricoh集团一直在截至2018年3月31日以来的“理光复苏”和“Ricoh Ignite”以来一直在挑战。作为外部董事，我从远期管理是宣传的视角下，管理层是否是对未来的挑战和大胆地解决未来的挑战。包括管理团队在内的员工的努力已经解决了我们挑战的大部分部分，现在我们可以看到我们未来的道路。

On the other hand, I understand that the growth strategies at the center of “RICOH Ignite” are still in progress. I hope my experience as a corporate Chief Technology Officer (CTO) and a graduate school professor in technology management will contribute to taking on this challenge. Fortunately, the Ricoh Group has excellent technological assets and human resources. In addition, we have approached open innovation with external organizations from various aspects. By actively supporting these efforts, I will strive to contribute to the Ricoh Group in its transformation to a company that constantly pursues the creation of new value.

Major activities

He has accumulated outstanding achievements and extensive experience as an executive of Mitsui & Co., Ltd., which operates on a global scale. He can therefore advise in such areas as global governance and risk management.

活动

Attended all of the 12 board meetings held in the year ended March 31, 2019.

Brief personal profile

My role as an Outside Director is to conduct management oversight and guidance to the management of the Ricoh Group from a shareholder perspective with the breadth and long-term viewpoint I developed in managing MITSUI & CO., LTD.

由于本集团在全球业务在全球范围内开展业务，我们需要跟上世界各地的各种活动，并保持广泛的视角，以充分做出最佳决策。近年来，呼吁公司呼吁促进社会可持续性，如“可持续发展目标（SDGS）”所载的“可持续发展目标（SDGS）”。通过数字转型和创新的业务活动为社会提供新的价值和为社会做出贡献，直接与理光组的可持续性相关联。

As an Outside Director, I will continue to commit myself to carrying out oversight functions as a member of the Board of Directors so that the Ricoh Group may be a company that is always trusted by society, and will work to realize effective corporate governance for our shareholders and stakeholders.

Major activities

She has amassed a wealth of attainments and experience as a professor at the Department of Electrical and Electronic Engineering, Graduate School of Science and Engineering of Tokyo Institute of Technology, and as a committee member of many administrative bodies. She can thus offer multifaceted and extensive advice in such areas as technology, education, and policy.

活动

Attended all of the 12 board meetings held in the year ended March 31, 2019.

Brief personal profile

In the year ended March 31, 2019, after much discussion at the Board of Directors to make it a year of improving earning power and vastly advancing the growth strategy “RICOH Ignite,” we made progress in reforming the management foundation to support our growth strategies, including strengthening governance and the business administration system. We exchanged opinions outside of the Board of Directors as well, which led me to rediscover the potential of the Ricoh Group. I think this is because the aspirations of all employees to provide new value to global society through the Group have come together as a single force. The demand for and role of printing is changing, global trade friction and commotion in the EU are causing uncertainties, and contributions to achieving SDGs as well as workstyle reforms are called for. Amid such drastic changes in the environment and social challenges, it is essential to create and expand new businesses that lead to the next stage “RICOH Lift Off” with a framework to make that happen, such as management speed and a consistent process from R&D to marketing and sales. In addition, I believe that it is necessary to continue to promote fast-paced and highly-transparent discussions and decision-making from a global perspective.

As an Outside Director, based on my corporate and academic experience, I will strive to contribute to business growth through innovation that is compatible with improvement of sustainability through the Board of Directors, and offer a diverse perspective and insight different from those within the Company. I am confident that Ricoh has a grand design for society through true innovation, and will achieve sustainable growth and further development.

Major activities

作为一个魔法ger of the Hitachi Group who has served in various posts including Representative Executive Officer, Executive Vice President and Executive Officer of Hitachi, Ltd., he can leverage his extensive experience in sophisticated management decision making and guidance to offer recommendations in such areas as our global business development.

活动

Attended all of the 10 board meetings held in the year ended March 31, 2019. (Appointed in June 2018)

Brief personal profile

虽然全球经济中的不确定性正在担心货币兑换和地缘政治风险的担忧，但全球化和数字转型稳步发展。在复印机行业中，市场剧烈，竞争加剧，发达国家禁食和新兴国家看到价格压力。

Responding to such changes in the business environment, the Ricoh Group formulated a mid-term business plan starting the year ended March 31, 2018, and has been making steady progress under the strong leadership of the CEO, Yoshinori Yamashita. We have improved our earning capability through structural reforms in the year ended March 31, 2018, and are changing gears to the growth strategy “RICOH Ignite” in the year ended March 31, 2019.

In terms of governance, we have been assisting in strengthening risk management in response to the globalization of business as well as monitoring and decision-making to achieve management indicators. In addition, Outside Directors have been playing an important role in the voluntary committees established for the nomination and compensation of Directors, at which the Outside Directors drive active and constructive discussions.

In this highly competitive environment, in order to give appropriate returns to shareholders, we need to stably improve profitability in our core businesses and achieve growth to generate profit. To that end, we are striving to ensure effective oversight and recommendations to management from an independent and objective standpoint, along with timely and appropriate information disclosure.

I will strive to contribute to management oversight and decision-making from a shareholder perspective, drawing on my experience in business execution at an electronics manufacturer and management experience as an outside director in various industries including automobile manufacturing with an aim to achieve sustainable growth and increase corporate value over the medium- to long-term.