Ricoh Sustainability Statement

Sustainability
Report
2008-2010
Cover image Pat Houlihan

River at dawn Kris Prokopowicz
Sustainability snapshot
To date all of our recycling programs combined have successfully divert 3534 tonnes of waste
from landfill.
Our result of 3836.1 tonnes of CO2e means we will have no mandatory reporting obligations in the
foreseeable future. We will continue to independently conduct GHG assessments of our operations
and actively seek to reduce emissions in line with global targets.
Through a new video conferencing facility, Ricoh is saving $40,000 a year in travel costs, including
airfares, car hire, taxis and accommodation. It is also reducing our carbon emissions.
Staff are encouraged to participate in CSR activities which has led to a sharp increase in staff
participation across the business from 350 volunteer hours in 2007 to 440 in 2009.
Sunnyfield residents and staff joined us on Clean Up Australia Day, providing our staff an
opportunity to meet and spend time with these incredible individuals and an opportunity for
Sunnyfield clients to participate meaningfully in the community.
Our community involvement program was recognised by the Ricoh Group, when we were awarded
the Corporate Social Responsibility Best Practice Hikarimono Recognition award in 2008 and 2009.
In 2009, the award was extended to include our Work Placement Program.
A survey conducted by Research International on customer satisfaction found that out of 700
businesses surveyed, Ricohs satisfaction level is above the market average in the top three important
drivers of satisfaction.
Over 560 primary school students have undertaken the Earthkeepers earth education program,
helping them to undertake a lifelong behavioural change to reduce their environmental impact.
Contents
About our report
Message from the Managing Director
A Who are we?

A1 Part of a global corporation
5
5
Ricoh Australia
Ricoh Australias Executive Team
Structure and governance
Our framework for doing business
Our business strategy
10
Managing risk
13
Recognition as a sustainable organisation
14
A2 Our values and commitments
15
Our mission
15
Our values
15
Our environmental vision and mission
15
Our commitments
17
Our climate change commitments
17
How we ensure our legal and ethical behaviour
18
How we comply with relevant laws and regulations
19
B How are we performing against our priorities?

B1 How do we help customers print and manage documents for less?
Whats the issue?
What are we doing about it?
Consulting and suggesting better solutions
Green products and smart software
Future plans
B2 How do we provide reliable products and services to our customers?
Whats the issue?
Making sure our products are reliable
Ensuring efficient customer service
Future plans
Call to action!
B3 How are we acting on climate change?
What is the issue?
Future plans
Call to action!
B4 How are we harmonising with the environment?
What is the issue?
Product design
Strategic sourcing
Manufacturing
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22
Transportation
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Contents continued
B4 How are we harmonising with the environment? continued

Better product use
28
Recycling
28
In the workplace
28
Future plans
28
Call to action!
28
B5 How do we contribute positively to society?
29
Whats the issue?
29
What we are doing about it?
29
Future plans
31
Call to action!
31
B6 How do we ensure Ricoh is a great place to work?
32
Whats the issue?
32
32
Our Space intranet
32
Kaizen program
34
OH&S programs
34
Community initiatives
34
Future plans
34
B7 Performance snapshot
35
C What are our programs and achievements?

C1 How do we help customers embed sustainability and cut printing costs?
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Better product use benefits customers triple bottom line
38
@Remote Green Reports
38
Green Calculator
38
Case study: Printing securely at Hawthorn Football Club
42
C2 How are we providing reliable products and services to our customers?
43
Ricoh highly ranked in customer satisfaction survey
43
Technical service network
47
Service quality index scores
47
How well our technicians performed
48
Case study: Helping technicians locate machines faster
50
Customer service from branch to international level
51
Global knowledge management system
51
C3 How are we harmonising with the environment?
52
How are we implementing our environmental leadership strategy?
52
How we are reducing our environmental impact and encouraging others to act?
53
How do our recycling programs approach our zero-waste-to-landfill goal?
54
Recycling in-house
55
How are we cutting our greenhouse gas emissions?

Case study: Video conferencing cuts travel costs
56
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Contents continued
C4 How are we contributing to the community?
58
Sponsoring Sunnyfield
58
Volunteering at Arranounbai School
59
Contributing to education in sustainability
60
Sustainable Schools Art Competition
61
Raising employees environmental awareness
61
Eco Action Day
61
Clean Up Australia Day
62
C5 How do we ensure Ricoh is a great place to work?
64
How do we measure our employee engagement?
64
How do we act on our technician benchmarking survey?
65
How do we promote performance excellence?
66
How do Kaizen teams improve our workplace?
67
Kaizen teams formed in the reporting period
67
Case study: Garden composting solution from Team Midori
68
Talent Manager program
69
Learning and development
69
Staff training results
69
Business compliance training
69
Technicians field service training
71
Technical development plan
71
Occupational health and safety
72
Customers occupational health and safety
72
Industry benchmarking
72
About our report
Why? Whilst the Ricoh Group

publishes sustainability reports
covering the entire groups
environmental and corporate
social responsibility performance,
we feel its important to report
to our customers, staff and other
stakeholders how Ricoh Australia
aims to achieve continuous
improvement across economic,
environmental and socialboundaries.
Structure of report
Our report is divided into three main sections:
Sustainability report structure

Section
Purpose
We present:
Ricoh structure and governance
Ricoh mission, values and ethics
Management for excellence
Environmental leadership statement
Scope
This report covers the performance of Ricoh Australia
from 2008 through to 2010 in the wider context of
sustainability. That is, how we contribute to the improvement
of economic, environmental and social conditions, in the
local community as well as regionally and globally.
Identifies priorities and gives a snapshot

of key achievements:
We raise six key issues and identify the
actions we have taken to address them
to date plus our future plans. They are:
Helping our customers manage and
print documents for less
Providing reliable products and
services
Addressing climate change
The content includes Ricohs organisational strategy,

customer relationship strategy, workforce plans,
environmental and CSR plans and actions, management
systems and its approach to continuous improvement.
Harmonising with the environment

Developing our social and
environmental contribution
Information in this report is current as of September 2010.
Improving the Ricoh workplace
Audience
We give a snapshot of data that we

believe is critical to support our claims
The audiences for this report include sustainability experts

and practitioners, government and non-government
organisations, Ricoh customers, employees and potential
employees. Other audiences include local community groups,
students, suppliers, and sustainability reporters.
C
1
We present more detailed information

on specific programs and give some
more data to show what we
have achieved
About our report continued

Approach
Many of the photographs used in this report were taken by

Ricoh employees, and have been attributed accordingly.
External verification of Ricoh Australias CO2 consumption

was obtained in 2008 where Ricoh Australia engaged
Carbon Planet to undertake an assessment of the
Greenhouse Gas (GHG) Emissions from our entire operation.
This review was in line with the Greenhouse Gas Protocol:
A Corporate Accounting and Reporting Standard and the
international standard ISO 14064-1.
Balance
Disclosure method
This report provides a balanced representation of the

sustainability and corporate social responsibility
performance of Ricoh Australia. It includes both positive
and negative results.
The Ricoh Australia Sustainability Report 2008-10 is available

online and in PDF format. You can download the PDF version
of Sustainability Report 2008-10 from the Ricoh Australia
website www.ricoh.com.au
Assurance and verification
Contact
All the data and information in this report has been

internally verified.
For further information or to comment on this report please

contact Pam Merlo at pmerlo@ricoh.com.au
This report was compiled by members of the Business

Excellence Team, with input provided by Ricoh staff
and management.
Many of the photographs

used in this report were
taken by Ricoh employees
7
2
Message from the

Managing Director
It is my pleasure to present
this sustainability report which
provides an unfettered window
into the sustainability activities of
our organisation and hopefully
demonstrates our passion for
people, planet and performance.
As the ninth largest global IT organisation, we are also on

track to realise our vision of reducing our environmental
footprint collectively to one-eighth of our year 2000 level
by 2050.
Looking forward our sustainability mission is clear:
Use less, no waste. This mission is driven through strategy
and sustainable economics, though centred on empowering
individuals to act to deliver immediate positive change.
The past few years have seen unprecedented change.
We will leverage our Kaizen continuous improvement

program to constantly explore our own workplace
behaviours and practices and find ways of eliminating all
forms of waste to maximise our commitment to people,
planet and performance.
Events such as the global financial crisis, the swine flu

pandemic, the Copenhagen Accord, and the eruption of a
little known Icelandic volcano have served to highlight the
complex, interconnected world in which we all live.
This Sustainability Report is written and produced by Ricoh

employees. I hope you find the content of the report
informative and useful in judging for yourself how well we
walk the talk.
For me, these events have underlined the need to build

sustainable practices into the heart of our operation.
At times like these, the call to contribute to struggling
communities and to find better ways to safeguard our
environment must not give way to a single focus on
economic recovery.
Les Richardson, Managing Director
At the same time, these global events have highlighted

the need for organisations to operate more efficiently
and mindfully. We continually work within ourselves as an
organisation and with our customers to develop ways to
use less CO2, waste, cost and complexity.
At Ricoh we made a deliberate decision to not only continue
our sustainability programs, but to invest in them during
these turbulent times. I am pleased to report that over the
two-year period, we invested $2.1 million in environmental
management and corporate social responsibility projects
(an increase of 32 percent), whilst simultaneously growing
our business by $49 million in a market which contracted
by20 percent.
At Ricoh we made a deliberate

decision to not only continue
our sustainability programs,
but to invest in them during
these turbulent times...
Reflection of Sydney Harbour Bridge Bryan Dalli
Ricoh Australia has 551 staff. Our corporate

headquarters are located at Frenchs Forest
in Sydney and we have branch offices in all
state capitals.
A. Who are we?

A1 Part of a global corporation
Ricoh Australia
Ricoh Australia is part of the Ricoh Group, a global leader

intailoring sophisticated office solutions.
Our core business includes the sale, distribution, service

and technical support for multifunction and stand alone
printers. In addition we provided managed printing
services and develop business solutions software for
optimising customer utilisastion of our products.
Ricoh Co. Ltd was established by Kiyoshi Ichimura

inFebruary 1936, producing the worlds first
mass-produced twin-lens reflex camera in 1950.
Today, the company operates in five regions around the
globe (Americas, Europe, Asia Pacific, China and Japan)
with272 consolidated subsidiaries together employing
around 108,525 people.
Ricoh Australia has 551 staff. Our corporate

headquarters are located at Frenchs Forest in Sydney
and we have branch offices in all state capitals. In
addition, we have a dealer network and service
agents to provide sales, service and support in major
metropolitan and regional areas.
We believe that environmental, social and economic

objectives need to be balanced to ensure sustainable
growth. Ricoh is committed to making meaningful
contributions to the creation of a sustainable society.
Environment
Corporate
social
responsibility
Economic
A. Who are we? continued

Ricoh Australias Executive Team
General Manager Operations
Robi George
General Manager Marketing and

Product Management
Philip Henry
National HR Manager
Kim Reade
Finance Director
Peter Bennell
Director Sales and Marketing Strategy

Hide Takamura
Managing Director
Les Richardson
Director of Sales
Mark Ewington
General Manager Business Solutions

and Production
Kathy Wilson
National Technical Manager

Phil Shambler
Acting Chief Information Officer

Les Richardson
Red and Green Macaw Bree Krause
We believe that environmental,

social and economic objectives need
to be balanced to ensure sustainable
growth. Ricoh is committed to making
meaningful contributions to the creation
of a sustainable society.

Structure and governance
Ricoh Australia Pty Ltd is a wholly owned subsidiary of Ricoh Asia Pacific, the regional head office for the Asia-Pacific region.
The reporting structure, locations, and governance purposes are below.
Ricoh Australias structure
Sets 3 year plans

for all regions
Sets organisation mission,

vision and values
Consolidates budgets
and consolidated reports
Reports to
Ricoh Co. Ltd Japan
Sets regional
mid-term plan objectives
Approves Ricoh Australias

annual plan and objectives

mid-term plan and objectives
Reviews Ricoh Australias

performance against
mid-term and annual plans
Reports to
Ricoh Asia Pacific Singapore
Sets regional
mid-term plan and objectives
Reports monthly
against plan

annual plan and objectives
Works within Australian

regulatory environment
Ricoh Australia

Our framework for doing business
Tactical performance excellence

We established the Ricoh Program Management office
in 2007 to help manage major tactical projects. Ricoh
Program Management uses the principles of PRINCE2 to
provide a consistent approach to project management,
including planning and prioritisation, risk management,
resource management and exception handling.
Ricoh Australia is guided by the values of customer service,

achievement, performance, encouragement and being
responsible. Our Vision, Mission and Values statement
was formulated in 2008, with the input of the senior
management and staff. It provides us with a framework
for doing business. In addition, our CSR Charter and
Code of Conduct sets out the social and business ethics
we use to conduct our business, and our environmental
leadership strategy focuses our resources and expertise.
Communicating our vision, mission, values, Code of Conduct
and environmental leadership strategy are a key part of
orientation for new employees.
Operational performance excellence

We introduced a Kaizen program to encourage and
assist staff to practice continuous improvement on a daily
basis. Kaizen represents continuous improvement and
60+ years evidence of positive and measurable impact
to organisations, their staff and customers. Engaging in
Kaizen indicates this has a significant role to play in todays
competitive and global business market. Our staff are
trained on the principles of Kaizen and organised into virtual
teams that constantly examine all processes in an effort
to identify and eliminate all forms of waste and deliver
better value and benefits to our customers. All of our staff
are actively encouraged to submit ideas for improvement
with the best idea being recognised and rewarded by our
Managing Director each month.
We use the Plan Do Check Act (PDCA) cycle to promote

continuous improvement and performance excellence at
strategic, tactical and operational levels. PDCA is a well
established method for continuous improvement practiced
by leading organisations worldwide. At the heart of each
PDCA are the ideas of our talented staff. Our annual
Performance Excellence report measures the overall
performance of the company.
Strategic performance excellence
We use the Baldrige Perfomance Excellence criteria to drive
continuous improvement through the strategy development
and deployment cycle. Opportunities for improvement
identified during the self-assessment act as inputs into the
strategy planning sessions and cascade down through the
strategy deployment approach.
Kaizen is a very simple concept,

formed from two Japanese characters:
Kai meaning change + Zen meaning good

Our business strategy
Each of these key processes has one or more goals. For

example, for the Product Stewardship process, one goal
is to maximise RAP recycling and another is to increase
participation in CSR activities.
Every three years Ricoh Group develops a Mid-Term Plan

(MTP), which defines the companys global strategy. This is
cascaded down to Ricoh Australia and drives the creation of
our MTP. We are currently using the 16th MTP, which spans
April 2008 to March 2011.
Our key business processes are the focus of annual

Discovery audits performed by the Business Excellence
Division. They use these audits to map value stream
processes, collect relevant metrics, investigate strengths
and weaknesses as well as compliance to the integrated
management systems.
The cornerstone of Ricohs strategic development

process is an understanding of our strengths and
weaknesses (SWOT), the voice of our customers (VOC)
andour core competencies.
This understanding is then used to distil our strategic
challenges and the corresponding objectives, goals,
measures and performance indicators.
How we measure ourselves

Our management systems are pivotal in the management
of our corporate governance, work practice knowledge,
handling of customer complaints and the standardisation
and reengineering of business processes.
The corporate business plan is then used to capture

the detail, and cascade down to an array of divisional
business plans. These in turn form the basis for managing
the performance and key performance indicators of
individualstaff.
Quality Management System and Environment

Management System
Our integrated management system was recertified in 2007
and upgraded to the latest version of ISO 9001 in 2009.
We have identified nine key processes in how Ricoh

Australiadoes business:
Information Security Management System (ISMS)

Our Information Security Management System was formally
certified to ISO 27001 in 2007 as part of Ricohs global
certification program.
Product Launch and Pricing Control

Marketing and Opportunity Management
Stock Forecasting to Receipt of Goods
Customer Ordering to Installation
Baldrige Performance Management System

In 2008, Ricoh Australia adopted the Baldrige framework,
an internationally recognised framework for performance
excellence. We believe this approach provides us a
structured method to measure our performance against
best practice and to identify gaps in our performance
against a blueprint for high performance businesses.
Finance Application to Contract Acceptance

Finance Lease Receivables Invoicing and Collections
Customer Invoicing & Collections
Customer Service Request to Resolution
Product Stewardship
We established various teams to cover the Baldrige

categories and as a result have redefined our Mission,
Vision and Values.
Our key business processes are the focus of annual

Discovery audits performed by the Business
Excellence Division. They use these audits to map
value stream processes, collect relevant metrics,
investigate strengths and weaknesses as well as
compliance to the integrated management systems.
10
Surf Lifeboat Team Natalie Hulford
We established various teams to cover the

Baldrige categories and as a result have
redefined our mission, vision and values.
11

Research and development
This focus is consistent with our strategy of building major

in-house development capability and retaining intellectual
capital in Australia. Some examples of projects that were
developed in the reporting period:
The Ricoh Group has four primary research and

development focus areas are:
Printing: we develop technologies for multifunction
devices and printers that maintain high quality, reliability
and efficient output.
Sales order processing (SOP): We designed a

streamlined sales order processing and tracking system
and an associated online order entry system that would
facilitate online ordering and improve processing to
fulfillment and billing.
Office solutions: we develop technologies to promote

knowledge management and encourage innovation in
todays digital office environment.
ESA TransFormer: We designed and developed

embedded software architecture-based products to
enhance the capability and business process integration of
Ricohs multifunction devices (MFDs).
Imaging/Devices: we integrate technologies such as

optical/image processing and electronic devices to create
unique technologies with new value.
Environment: We contribute to a sustainable society by
developing technologies that minimise the environmental
impacts of our products at every stage of life cycle.
Salesforce.com customer relationship management

system: We developed a single central repository for all
customer information including presales, sales, post-sales
and service.
We have invested a significant proportion of research

and development in internal technology innovation. The
Ricoh Institute of Sustainability and Business, which was
established in Japan, will focus its research on four key
areas: economy; environment, resources and energy; social
structure and industry and businesses.
Office
solutions
Printing
Imaging/
Devices
Environment
12

Managing risk
Risk Management standard and has been in operation

since 2007.
Ricoh operates a Total Risk Management system which

provides a rigorous structure around the identification,
analysis and prioritisation of risks. The concept of Total Risk
Management provides for the alignment of all strategic
and operational risk disciplines into a single management
structure which ensures appropriate normalisation of risk
classification and consistency in risk treatment.
The scope of Total Risk Management covers all strategic

and operational risk areas that Ricoh Australia is naturally
exposed to. This includes the management of risk relating
to quality, the environment, information security, product
compliance, occupational health and safety, business
continuity, internal change management, customer
complaints and major customer implementation projects.
Ricoh Australias Total Risk Management approach is

based on and complies with the AS/NZS ISO 31000
How Ricoh Australia proactively manages threats and risks

Threat or risk
Impact
Countermeasure
Pollution and waste
Harm to environment and community
Product Compliance (Blue Angel, European Union

Restriction of Hazardous Substances [RoHS] )
Environmental Management System
Machine Recycling
Toner Cartridge Recycling
Parts Recycling
Trade Waste Recycling
Specific customer complaints
Company reputation and poor

customer outcome
Complaint Management System
Dangerous or hazardous
product
Danger to community
Restricted Electrician Licensing of technicians

Electro Magnetic Interface compliance
Telecommunications compliance
Product Safety Incident Process
Unsafe work practice
Harm or death
Policies on OH&S Compliance

IT and vehicle usage and mobile phone policies
Employee unaware of correct

practice
Misrepresentation to customer
resulting in litigation
Conditions of Employment
Code of Conduct
Talent Manager Review
Written policies & procedures
Unplanned adverse business

event affecting service
delivery
Disruption to business continuity
IT Disaster Recovery
Insurance
Distributed Buffer Inventory
Family Group / Dealership Network
Information Security Management System
Regulatory non-compliance
Fine, penalty and potential

brand damage
SOX Audit
Anti money laundering registration
and compliance
Disclosure of private
information
Harm or embarrassment to individual
The Company Secretary has been appointed our

Privacy Officer and our employees sign a Privacy
Statement on entry.
Information Security Management System
Pandemic
Unavailability of staff
Compliance with industry/legal

standards
Fine, penalty and potential

brand damage
Response procedures
Personal Protective Equipment
13

Recognition as a sustainable organisation
Ricoh is ranked as one of the Global 100 Most Sustainable
Corporations in the World. We have been listed every year
since the lists inception in 2005. The Global 100 is an
annual project initiated by Corporate Knights. The aim of
the list is to highlight the global corporations which have
been most proactive in managing environmental, social and
governance issues.
Long before caring for the environment became a focus
for most organisations, we began to examine our business
through an environmental lens and embed environmental
strategies as part of our core focus.
Awards
The numerous international awards Ricoh and Ricoh
products have received are testament to our environmental
achievements and distinguished legacy in providing
outstanding products.
Awards won by Ricoh in 2008 and 2009

Date
Award
Awarded by
August 2008
Received the Pick of the Year

award in three categories printers,
multifunctional printers (MFPs) and
solutions.
Buyers Laboratory Inc. (BLI)
August December 2008
The Ricoh Group ranked No. 1 in

customer satisfaction (business users)
in the 2008 Customer Satisfaction
Study in two categories: colour copier/
multifunctional copiers 1,
and monochrome laser printers 2
J.D. Power Asia Pacific, Inc.
January 2009
Received the Pick of the Year award in

the multifunctional printer category
Buyers Laboratory Inc. (BLI)
January 2009
Selected as one of the Global 100 Most

Sustainable Corporations in the World
for the fifth consecutive year
Corporate Knights Inc.
March 2009
Won the Excellence Awards at the 12th

Environmental Communication Awards
The Japanese Ministry of the Environment

and the Global Environmental Forum
April 2009
Selected as one of the Worlds 99 Most

Ethical Companies for the first time
Ethisphere Institute
April 2009
The Ricoh Group was given the

Grand Prize in the 12th Green
Reporting Award
Toyo Keizai Inc.
April 2009
The Ricoh Group was given the

Third Prize in the 12th Sustainability
Reporting Award
Toyo Keizai Inc.
April 2009
Ricoh Europe receives the European

Business Awards Ruban DHonneur
European Business Awards
December 2009
Ricoh MP 6001 MFP recognised with

a 5 star Exceptional award
BERTL, Inc.
14

A2 Our values and commitments
Ricoh Australias vision, mission, values and commitments
were created by our executive management team in
consultation with staff and provides a framework for how we
do business. They guide our business decisions and strategies
ensuring we stay focussed on our objectives whilst remaining
true to the values that have shaped ourorganisation.
Our environmental vision and mission
Our mission
We work closely with our customers to create innovative,
unique and tailored solutions that truly deliver business
efficiencies to support their knowledge management.
Our solutions simplify the life and work of our customers,
allowing them to focus on their own business priorities.
Our Environmental Mission: We will achieve zero waste

if every single employee takes personal responsibility in their
workplace for reducing consumption of natural resources
and thereby reducing emissions, reusing materials to extend
their useful life and recycling materials to prevent disposal
tolandfill.
Working together, we minimise our impact on the environment

and take a leading role in contributing constructively to the
needs of society whilst providing enrichment for our business
partners, employees and shareholders.
We will constantly explore our own workplace behaviours

and practices as well as those of our colleagues, suppliers,
partners and customers and use our influence and insight
toassist them to do the same.
Our values
Our mission is urgent, driven through strategy and

sustainable economics, though centred around individual
action to deliver immediate positive change
Our ultimate goal is to reduce our environmental footprint

to one eighth of our year 2000 level by 2050. To achieve
this end we formulated our environmental vision,
mission and targets.
Our environmental vision: Use less, no waste
Customer service Understanding the needs,

wants and expectations of all customers (internal and
external) and working intelligently to not only meet, but
exceed their expectations and leave them with a feeling
of delight.
Sustainability and business outcomes: Drawing from the

questions we are asked in requests for tender it is obvious
that social and environmental factors are being incorporated
into decision making by more and more organisations.
Achievement Team work throughout the organisation

working together towards agreed goals (a win /win
attitude).
Whilst it is difficult to draw a direct link from our corporate

social responsibility activities and our sales success, we
believe that a strong link exists. We know from feedback
from our employees that they are enriched by our programs
and feel proud to work for an organisation with values
aligned to their own.
Performance Completing every task correctly the

first time and in a superior manner and always looking
for better ways of working that is, working on
continuous improvement.
Encouragement Helping each other to be great
(a supportive attitude). Acceptance of change and
genuine concern for others that is, empowering
our people.
Responsibility Taking ownership of our role
as individuals in protecting the environment and
supporting the needs of others.
We will achieve zero waste

if every single employee
takes personal responsibility
in their workplace for
reducing consumption of
natural resources...
Fig tree Botanic Gardens Diego Pereira
15
Our ultimate goal is to reduce

our environmental footprint to
one eighth of our year 2000 level
by 2050. To achieve this end we
formulated our environmental
vision, mission and targets.
16

Our commitments
Our climate change commitments
We make the following commitments in order to realise

our mission and values. Our aim is to strengthen Ricohs
long-term business while contributing to the well-being
of our staff, communities and the environment.
Ricoh became the second Japanese company to sign the

UN Global Compact (GC) in April 2002. In June 2007, Ricoh
also became a signatory to Caring for Climate: The Business
Leadership Platform by GC.
We will help our customers print and manage documents

for less cost, less CO2 , less waste and less complexity.
This means we will:
The Ricoh Group is committed to the Poznari Communique,

which was announced at the 14th Conference of the Parties
(COP 14) of the United Nations Framework Convention on
Climate Change held in Poznari, Poland in December 2008.
Leverage our skills and expertise in document

management;
Create solutions for our customers which allow them to
achieve measurable savings in $ spent, environmental
impact, efficiency and complexity.
We will act against climate change. This means we will:
Strive to reduce total CO2 emissions by 30 percent from
fiscal 2000 levels in 2020;
Strive to reduce resource use by 25 percent from fiscal
2007 levels in 2020.
We will harmonise with the environment. This means we will:
Expand our efforts in our recycling programs to ensure
efficient use of resources through the increase in re-use
ofparts;
Promote reductions in energy usage by all areas of
our operation;
Jerry Randall
Promote activities to conserve the ecosystem.

We will contribute positively to society. This means we will:
Expand our efforts to provide opportunities for people
living with a disability;
Expand our support of education for sustainability
amongst Australias youth;
Continue to support communities in need;
Continually raise awareness amongst our staff of their
role in creating a sustainable future.
We will ensure Ricoh is a great place to work.
This means we will:
Create a workplace which is safe, healthy, diverse,
stimulating and rewarding;
Natalie Hulford
Promote autonomy and creativity in the workplace;

Provide the leadership, tools, resources and opportunities
for our staff to achieve their full potential;
Promote a vital and motivated culture within
the organisation.
Jennifer Blackwell
17

How we ensure our legal and ethical behaviour
All Ricoh employees complete an introductory and annual on-line training program to ensure they are compliant with
various legislation and standards. In 2008 training in the Anti-Money Laundering standard was introduced for our Finance
department staff. See page 69
Legal and ethical behaviour controls

Process
Description
Code of Conduct
The CSR Code of Conduct is our statement of commitment to stakeholders.
Recruitment
The HR Manager vets all internal/external recruitment advertising to ensure

compliance with Code of Conduct, Equal Employment Opportunity Act (EEO) and
other relevant legislation.
Senior Leaders and/or the HR Manager are involved in the selection of employees.
Candidate application forms ensure legal and medical disclosures and entitlement
to work.
HR Manager/Senior Leaders select authorised recruitment suppliers.
All employees undergo screening to check references.
All employees and promotions into high trust roles (e.g. accountant) undergo high
trust screening which examines their propensity to defraud.
Induction
Every new employee is provided with a personalised and structured induction

program which includes the Vision Mission and Values statements of the company.
Induction checklist requires new employees to fully understand and agree to the
Code of Conduct.
New employees complete compliance training.
New employees are given information security awareness training and face to face
OH&S induction by an OH&S officer.
Employee information
Employees have access to review their personnel files on request.
Occupational Health & Safety
Employees are made aware when employment is offered that OH&S is also their
personal responsibility.
Ricoh has a smoke-free workplace policy and drug and alcohol policy in place.
Ricoh has appointed and trained safety personnel for all sites; OH&S reps, Fire
Wardens, First Aid officers and conducts regular building evacuation training.
First Aid kits maintained and made aware to staff.
Emergency procedures for pandemic response are in place.
Grievance handling
Ricohs Grievance Handling Policy addresses the action that an employee can take
if they have a grievance about any decision, behaviour, act or omission whether
by management or other staff that an employee feels is unfair, discriminatory or
unjustified.
Physical and environmental

security
Ricohs premises are regularly assessed for physical and environmental security
risk exposure and the controls appropriate to risk profile are implemented and
operational.
Senior executives role

modelling
Senior leaders are personally involved in environmental and community activities

and events.
18

How we comply with relevant laws and regulations
Ricoh Australia complies to all relevant industry, state and Commonwealth laws, regulations and standards of best practice.
Some of these laws and regulations are outlined inthe table below.
Compliance with legal and regulatory environment

Domain
Laws or regulations
Code of Conduct
The CSR Code of Conduct is our statement of commitment to stakeholders.
Company
Relevant state and federal laws of Australia

Corporate law
Trade Practices Act
Contract law
Intellectual property
Privacy
Employer

Industrial Relations Act
Electrical licensing of technicians
Superannuation
Anti-discrimination laws
Financial
Insurance
Credit collection practices
Payroll
Record management
Accounting practices
Product
Product Compliance:
C Tick for EMI1 compliance
A Tick for modules such as faxes that are connected to a
telecommunications line
Standards
ISO 27001 Information Security Management system

ISO 9001 Quality Management system
ISO 14001 Environment Management system
Electro Magnetic Interference
19
B. How are we performing

against our priorities?
B1 How do we help customers print and manage documents for less?
Whats the issue?
Consulting and suggesting better solutions
Many organisations are faced with the problem of trying

to manage the increasing cost and complexity of their
print and document management solutions and
the expectation they must do so in a socially and
environmentally responsible manner.
One way in which we are actively assisting our customers

print and manage documents for less is through our
consultative approach. Our Office Consulting Analysts
begin the process by conducting a detailed assessment
of the current state of our customers document output
environment. This entails identifying the companys fleet
information and security requirements, discovering any
infrastructure or document bottlenecks and their associated
impacts whilst understanding the intent and objectives of
any existing print policy.

Ricoh helps our customers print and manage their
documents with:
Less cost
Using our Total Green Office Solution approach we provide

our customers a current state baseline of the environmental
impact, providing metrics such as total energy consumption,
total paper consumption and their associated CO2 emissions.
Less CO2
Less waste
Less complexity
By providing our customers with a full and complete As Is

picture they are able to see the total cost of ownership and
any hidden costs.
We have achieved this by unifying our collective experience

in the provision of world-class products, services and
solutions and combining these to tackle challenges faced by
our customers.
This is combined with our accumulated knowledge derived,
from more than 30 years of environmental management.
We are able to transfer this knowledge to benefit our
customers triple bottom line.
Ricoh helps our customers print

and manage their documents with:
Less cost
Less CO2
Less waste
Less complexity
20
Bryan Dalli
Using our Total Green Office

Solution approach we provide
our customers a current state
baseline of the environmental
impact, providing metrics
such as total energy
consumption, total paper
consumption and their
associated CO2 emissions.
21
B. How are we performing against our priorities? continued

Green products and smart software
Future plans
All Ricoh models are Energy Star rated and their

environmental benefits include energy saving modes and
paper-saving duplex printing mode. Our products are
manufactured from materials that are non-toxic.
Enhance Ricohs Green Calculator to show actual energy

consumption instead of TEC values, which will provide a
more powerful reporting tool for helping customers to
achieve both TCO and CO2 reduction.
Around 98 percent of all materials used in our devices

can be recycled and we recycle 98 percent of the material
directed into our toner cartridge recycling program.
Work towards providing detailed reporting to account

for recycled Ricoh machines and consumables collected
from our customers and recycled through use of our
recycling program.
A total of 3,239 machines, including peripherals were

recycled between April 2008 and March 2010. See page 55
Our range of software helps customers reduce waste by
simplifying existing business process workflow and reducing
the volume of paper consumed.
One software solution, @Remote, helps many of our
customers automatically read meters, order replacement
toner, receive device support information and create detailed
activity reports for all their devices.
As another example, Ricohs Green Calculator allows
customers to compare the estimated energy consumption of
their current devices with that of proposed new devices.
The Green Calculator generates device specific data from
typical electricity consumption (TEC) values.
Call to action!
Even the simplest changes can provide
improvements in business workflow and
outcomes. For example, set duplex as your
default preference for all your office printers
and copiers.
By printing on both sides of a sheet youll
reduce paper usage by as much as 50 percent.
Multi-copy and print can cut paper
consumption down even further by printing
two pages on the same side, therefore printing
four pages onto one piece of paper.
22
Around 98 percent
of all materials used
in our devices can
be recycled. A total
of 3239 machines,
including peripherals,
were recycled
between April 2008
and March 2010.
23

B2 How do we provide reliable products and services to our customers?
Whats the issue?
A customer satisfaction survey by Research

International of 700 Ricoh customers and its main
competitors found:
Ricoh users are extremely satisfied with technical support
and it is the area in which Ricoh has the highest score.
Our customers need and expect us to deliver reliable

document management products and services. As Ricoh
products and solutions are inserted into critical business
workflows, the impact of product downtime continues
to increase in significance. Consequently, service level
agreements around response times in the industry are
constantly tightening.
In 38 percent of cases, it took less than an hour for Ricoh

technical support to resolve an issue
Ricoh ranked first among competitors in the product and
services areas. See page 44
Technical service results compiled by Ricoh show

that we:
Improved technician first-time fix rates from 84.4 percent
in 2007 to 88.6 percent in 2009, bringing us close to our
goal of 90 percent.
Listening to what customers want

Ricoh runs a Voice of Customer program to listen to
and gain an understanding of the current and future
requirements of our customers. Understanding what
reliability means to our customers enables us to continuously
improve our products, services and solutions in lockstep
with their requirements.
Customer first call resolution improved from 8.6 percent

in 2007 to 15 percent in 2009. See page 48
Making sure our products are reliable

Globally, Ricoh invests heavily in research and development
because continuous improvement is core to our companys
culture. We are at the forefront of developing fundamental
technologies for product design and production techniques
which contribute to high-quality product manufacturing and
the continuous growth of the Ricoh group.
Future plans
Review online service centre procedures to make it easier
for the correct technician to attend a call and fix the
problem the first time.
Provide an improved maintenance kit of parts for
technicians. Currently technicians have to select from
multiple parts with different serial numbers. In future, all
parts will be placed in one kit, with a single serial number,
enabling technicians to find parts more quickly.
Ensuring efficient customer service

We use a multi-layered approach to customer service to
underpin our promise of total reliability. Good customer
service starts with our branch Customer Training
Representatives and continues through an Online Service
Centre, National Contact Centre and National Technical
Support. If necessary, issues can be referred to the Regional
Support Centre in Singapore or the Global Support Centre
in Japan.
Implement new ITIL-based (Information Technology

Infrastructure Library standard) service desk that improves
case management by linking each case to a particular
customers account records. This will allow cases to be
visible throughout Ricoh.
Migrate the Complaints Management System to
Salesforce.com to make the complaints management
system more visible to account managers and more
responsive and accountable to the needs of customers.
Each layer of service is continuously improved to ensure it

remains world-class and delivers on our promise of reliability.
Reengineer future process mapping so that we

can improve business processes that add value to
our customers.
Improve monitoring of business processes by applying
key performance indicators (KPIs) to each process and
measuring performance.
Call to action!
Continuous improvement through the
Plan-Do-Check-Act cycle is a proven method
for lowering costs and achieving operational
excellence. When people share good ideas,
the organisation and its customers can reap
the rewards.
24

B3 How are we acting on climate change?
What is the issue?
Climate change is now widely accepted to be one of the
most serious risks facing the planet. It affects everyone
individuals, businesses and governments and collectively
we need to work together to solve the problem.
Human activity is causing the climate to change. It is difficult
to precisely predict what the impacts of climate change will
be, as they vary with each region of Australia. Best estimates
are that by 2030 Australia will face:
Temperature increases of 1-2C.
Up to 20 percent more months of drought.
Up to 25 percent increase in days of very high or extreme
fire danger.
Increases in storm surges and severe weather events.
eorge
Robi G
The Carbon Disclosure Project Report 2009 Australia & New

Zealand reveals that Australian and New Zealand companies,
more than any other country, are recognising their
susceptibility to the physical impacts from climate change.
Human activity is causing

the climate to change.
James L
yons
Spreading the word about

climate change
Ricoh provided our exclusive Lets Do Lunch event
in 2009 as a forum for The Australian Conservation
Foundation (ACF) to deliver its latest Climate
Project message. Randall Pearce, an Al Gore Climate
Messenger, presented an updated climate change
message, Our Choice, a follow up to An Inconvenient
Truth. More than 400 people, representing hundreds
of major organisations in Australia, experienced his
thought-provoking presentation and the call to take
action individually and collectively.
for staff at their own organisation. Ricoh Australia

offered to cover the travel cost of the Climate
Messenger to such events.
Each guest at Lets Do Lunch received a copy of
Our Choice when it was released in Australia in
November 2009.
Pam Merlo, Ricohs Environmental Manager arranged
for Pearce to present An Inconvenient Truth to Ricoh
executive and middle managers on World Environment
Day 5 June 2008 to spearhead discussions about the
need to evaluate the actions Ricoh could take to
reduce our carbon footprint.
In addition, we asked representatives who attended

the opportunity to host a Climate Project presentation
25

We launched Our Space, our new company intranet, in

March 2010. The Environment Office uses Our Space to
influence behavioural change in terms of reducing our
environmental footprint at work and at home. This
can be seen in the use of regular blogs, news items and
educational articles.
Our environmental leadership strategy focuses on our tools,

resources and expertise in three areas:
1 Reducing the environmental impact of our operations.
See page 53
2 Helping our customers reduce the environmental impact
in their office environment. See page 38
We launched the Ideas Drop Box through Our Space,

where staff can put forward their ideas on how to reduce
their environmental impact.
3 Helping employees to act by providing education,

products and services that reduce environmental impacts.
See section C3 for more on our environmental

performance.
The following is a snapshot of some of our achievements

in addressing climate change.
Future plans
We engaged Carbon Planet to perform a comprehensive

assessment of the greenhouse gas (GHG) emissions for
which our organisation was accountable in 2008.
Roll out a staff awareness campaign on climate

change using ACFs Climate Messengers.
Expand the number of diesel vehicles in our service fleet.
We deployed a video conferencing solution into our

existing network with video conferencing units in
standard meeting rooms at head office, the five
regional branches and our Printing Innovation Centre,
limiting travel required by Ricoh staff, reducing
environmental impact.
Publish our carbon footprint via dashboards on

Our Space.
We formed an Environmental
Strategy Team, led by
Les Richardson, Managing
Director, providing a
top-down approach to
strategy formulation.
We formed an Environmental Strategy Team, led

by Les Richardson, Managing Director, providing
a top-down approach to strategy formulation.
We formed a Kaizen team to look at ways of
implementing small changes to the way we work
which will reduce our environmental impact forming
a bottom-up approach.
We purchased diesel vans and crew cabs for our
service technicians resulting in reduced emissions from
fuel usage.
Call to action!
It is up to each of us to take action against
climate change. Every action counts, and when
multiplied nationally becomes exponential in its
impact. If you want to know more about what
you can do personally to reduce your carbon
footprint, use World Wildlife Funds Footprint
Calculator wwf.org.au/footprint/.
26

B4 How are we harmonising with the environment?
What is the issue?
Manufacturing
Ricoh is deeply passionate about contributing to our

planet and to the people of Australia through reliable and
high integrity programs that are focussed on providing
meaningful and positive outcomes.
We are working towards low carbon manufacturing

through innovation of the production process.
Resource depletion is increasingly becoming a reality.
Making products smaller and lighter whilst reusing and
recycling used parts is one way we reduce our reliance on
virgin resources.
Our aim is simple: Use less. No waste.

Sustainable environmental management is at the core of our
efforts to harmonise with the environment.
We have developed new colour PxP Toner which is

designed to fuse at lower temperatures, resulting in lower
energy consumption when in use.
Climate change, the depletion and price volatility of natural

resources and the increasing need to ensure our products
meet stringent environmental regulations are the driving
forces behind Ricohs global environmental measures to
improve environmental impact reduction.
Transportation
We have achieved a reduction in the environmental
impact of our logistics, by shipping products directly to
our Perth distribution centre (where previously they would
first come to our head office warehouse) for delivery to
customers and dealers in Western Australia.

We base our sustainable environmental management
on three pillars:
We continue to reduce our fuel consumption and

emissions from our vehicle fleet through the purchase of
diesel vehicles for use by our service technicians with plans
to expand this program.
energy conservation and the prevention

of global warming
resource conservation and recycling
Through the use of reverse logistics for our service parts

recycling program we are achieving productivity and
environmental gains.
pollution prevention.
Product design
We have significantly reduced our business travel through

the introduction of video conferencing. See page 57
We use Life Cycle Analysis (LCA) to identify the

environmental impact of our products.
By developing environmental technologies, we can assist
our customers in reducing the environmental impact from
their business activities. See page 53
Strategic sourcing
We strictly manage environmentally-sensitive substances
within our products to reduce their impact on the
global environment and enhance end-user comfort and
safety levels.
We have introduced environmental, social and governance
aspects into our key requests for tender.
Bryan Dalli
27

Better product use
In the workplace
We have trained our entire service team on our Green

Service module, to ensure all products are set to default
duplex and eco power mode at run-up.
The following initiatives have been undertaken to promote

sustainability in the way we work:
We commissioned Carbon Planet to conduct a
Level 1 Energy Audit of our head office located
in Frenchs Forest, NSW.
We offer our customers performance reporting through our

@RemoteTM Intelligent Management System, which tracks
a variety of environmental metrics related to how much
energy and paper each Ricoh device uses and the associated
emissions. Customers view web-based real-time reports.
See page 38
We have adopted the 5 Rs philosophy: reduce, refuse,

reuse, return or recycle.
We have expanded our in-house trade waste recycling
programs to include soft plastics such as plastic bags and
shrink wrap. We have also introduced organic waste and
compost bins in line with our No Waste aim.
Recycling
We recognise our responsibility for our products throughout
their life cycle from sourcing raw materials, through
production, distribution, sales and servicing and on to
collection and recycling at the end of their life.
We have begun to measure our waste-to-landfill in order

to set a baseline for improvement.
Future plans
Communicate our environmental strategy and policy
to all staff members.
Ten years prior to the introduction of the proposed National

IT/TV e-Waste Recycling Program, Ricoh introduced free
programs designed for our customers to recycle their Ricoh
machines and consumables once they have reached the end
of their life.
Appoint Kaizen Midori sustainable ambassadors

throughout the organisation. They will mentor others to
become more sustainable both at work and at home by
empowering staff to re-think and re-act.
We have refined our Machine Recycling Program over

its nine years of operation to achieve an increase in the
resource recovery ratio from 70 percent to 98 percent. The
integration of our machine, consumables and parts recycling
programs offers great potential for further expansion of our
environmental initiatives. See page 54
Set Key Performance Indicators for departments/branches

to reduce paper and energy consumption.
Publish a leader board of departments and branches that
have significantly reduced their environmental footprint.
Continue to use Our Space to educate and empower
Ricoh staff to act to reduce their environmental
footprint, to be done through regular blogs, news
articles and videos.
Call to action!
1 Reduce
Become a conscious consumer by incorporating

social and environmental factors into your
decision making. Adopt the 5 Rs.
2 Refuse
You can learn more at the Australian

Conservation Foundation GreenHome
Challenge www.acfonline.org.au
3 Reuse
4 Return
5 Recycle
28

B5 How do we contribute positively to society?
Whats the issue?
Over the past 14 years Ricoh has contributed $990,000

to Sunnyfields Independence Fund. See page 58
In Australia today, there are over 4.7 million people who are
in some way affected by a serious or debilitating disability.
Sadly, the trend in these figures is increasing.
We have expanded our staff volunteer program at

Arranounbai School, a special needs school. We offered
work placement positions to two of the senior students who
were studying for their Higher School Certificate.
See page 59
We believe we have a role to play by helping to create

opportunities for people with disabilities.
Another issue we are passionate about is educating and
empowering the next generation on the path
to sustainability.
In 2008 and again in 2009 our volunteer program was

awarded the CSR Best Practice Hikarimono Recognition
by the Ricoh Group. See page 59
The issue for us is how to develop programs which

tackle the challenges these groups face. We also want to
encourage the involvement of our staff to ensure these
programs are sustainable over the long term and then
embed them in the way we conduct our daily business.
What we are doing about it?

Supporting people who have disabilities
Ricoh has been a long-term corporate partner of Sunnyfield,
a professional and caring NSW-based organisation that
supports people who have a disability. Our support is not
merely philanthropic.
We support Sunnyfield in a number of ways. We contracted
Sunnyfield Enterprises to handle the inventory control, and
distribution of our marketing collateral on a national basis.
In early 2010, we engaged their services to handle the
inventory control, packing and distribution of starter kits and
their replenishment for our Consumables Recycling program.
We offer Sunnyfield many pro bono services, such as the
design and printing of their marketing material.
Jin and
M
el Arra
nounba
i Schoo
l
Arranounbai volunteer program

and staff at the school. The program was established
in conjunction with Arranounbai School.
Ricohs Financial Controller, Mike Sekulich was the

inspiration behind the Ricoh staff volunteer program
atArranounbai School. This is a special needs school,
catering for children from pre-school to year 12 with
physical disabilities ormedical conditions.
Building up from our core group of a dozen

volunteers, we now have more than 30 volunteers who
regularly assist at the school during their lunchtime.
The program has been an overwhelming success for
all involved. The students have gained confidence,
self-esteem and have been challenged to become
involved in group activities which extend their fine,
gross motor and communication skills. Volunteers
have experienced personal growth by giving back to
community and knowing that their involvement has
made a difference in the lives of these children.
Mike began volunteering at Arranounbai during

his lunchtime in 2007 and as a regular volunteer
heexperienced personally the impact of spending
timewith these very special children.
Wishing to pay it forward Mike approached Pam
Merlo, Ricohs Quality and Environment Manager
to determine how to build an employee volunteer
program which catered for the needs of the students
29
I have gained
increased awareness
of disabled issues,
a strong sense of
contribution to
the community
and it is fun working
with the kids!
Ben Thompson
Business Process Analyst
30

Educating and empowering children
in sustainability
Volunteering at Clean Up Australia Day

We invited Sunnyfield staff and residents to join us on
Clean Up Australia Day 2009. The occasion provided us
an opportunity to socialise and interact with Sunnyfield
residents on a one-on-one basis, providing an insight into
the lives and interests of these very special individuals.
See page 62
We have continued to support earth education in Australian

schools, through the sponsorship of the Earthkeepers
program. By reconnecting children with the natural
environment, we help them to learn that our environment
is fragile and that everyone has a responsibility to take
actions which lessen their impact on the environment
on a daily basis. See page 60
We have continued our Sustainable Schools Art
Competition, based on the theme Our earth,
Our tomorrow. The competition gives students
an opportunity to see their environmental concepts used
in a large creative format and feel empowered through
expressing their message. See page 61
Future plans
Establish staff volunteer programs in our branches
Continue to work with Sunnyfield on a Community
Engagement program which will provide Ricoh staff
theopportunity to meet and spend time with some of
the incredible individuals they support and that the
centre employs
Sunnyfield volunteers
Expand our Sustainable School Art Competition nationally

Encourage our customers to participate in our corporate
social responsibility programs
Expand our support of EarthkeepersTM into other
states of Australia
Establish a national Tree Planting Program
Call to action!
People living with disabilities have been
excluded, forgotten and ignored in the past.
They want the things everyone else in the
community takes for granted somewhere to
live, a job, better health care, a good education
and a chance to participate meaningfully in the
community. We can be part of the solution. To
learn more about disability and issues faced by
disabled people, their families and carers and
what you can do to help change this,
read SHUT OUT.
www.fahcsia.gov.au/sa/disability/pubs/policy/Documents/NDS_report_easy_english.pdf
31

B6 How do we ensure Ricoh is a great place to work?
Whats the issue?
Our Space intranet
A fundamental issue for Ricoh Australia is how we gain,

train, and retain productive and knowledgeable staff.
In March 2010, Ricoh Australia introduced its new corporate

Intranet, Our Space.
This issue cannot be divorced from:
The aim was to achieve better intranet patronage amongst

staff and improve communication and content ownership,
as well as to provide a single knowledge repository.
A tight employment market as Australia emerges from the

Global Financial Crisis.
Our Space includes an Ideas Drop Box, news items, blogs,

processes, policies, project- related activity and performance
measures. The How To (procedures) are written in wiki
format, allowing staff to add, edit or comment on them.
This allows for better collaboration and more up-to-date
procedures.
The convergence of our technology with the IT market.

The tyranny of distance, as Ricoh supplies and services
every Australian state and territory.
Changing generational motivational drivers. For example,
the need to belong to an organisation and a belief in
working smart, not hard.
The Our Performance section incorporates graphs and

descriptions of each performance measure in the balanced
scorecard. The graphs are designed to illustrate:

These are some of the mechanisms Ricoh has used to
identify or resolve key factors that affect workforce
engagement:
Actual performance: Where we are right now.

Goal: Where we want to be.
Historical comparison: Where we were at this point
the previous year.
Talent Manager:
Ricoh has integrated employees training development
plans and salary reviews directly with the Talent Manager
Performance System. See page 69
Trend: Where we are likely to finish up in the current year.
Ricoh Workplace Survey:

A Ricoh Workplace Survey was conducted in 2009
with the results benchmarked to external workplaces.
A Net Promoter Score2 was applied that provided
the percentage of people who are empowered and
committed to change. See page 64
Technician Engagement Survey:
In 2008 Ricoh surveyed its technicians to identify gaps
in the perceived importance and effectiveness of various
elements that impacted the workforce. See page 65
A Net Promoter Score measures the number of advocates (those who would recommend) compared to the number of detractors
(those who would not recommend) a brand or service.
32
Lavender fields - Tasmania Diego Pereira
In March 2010, Ricoh Australia introduced

its new corporate Intranet, Our Space.
The aim was to achieve better intranet patronage
amongst staff and improve communication and
content ownership, as well as to provide a single
knowledge repository.
33

Kaizen program
Future plans
Our Kaizen program encourages and assists staff to practice

continuous improvement on a daily basis and promotes
operational performance excellence.
Double the percentage of staff trained in Kaizen from

the current 25 percent to 50 percent by 2010-11.
Benchmark Kaizen with other Ricoh companies such
as Ricoh New Zealand and Ricoh Hong Kong as well
as comparable companies in the same industry.
Approximately 25 percent of Ricoh Australia staff received

Kaizen training by FY 2009-10. Under the program, staff are
trained in the principles of Kaizen and organised into virtual
teams that constantly look for ways to improve business
processes across the company and eliminate unnecessary
waste of time as well as resources.
Form several new Kaizen teams, including a Knowledge

and Training team and supplement this with additional
Kaizen training. See page 67
All Ricoh, employees are actively encouraged to submit ideas

for improvement. The Managing Director recognises and
rewards the best completed suggestion each month.
Implement an extensive mentoring program to

equip managers with the skills required to effectively
communicate to their staff how the organisations goals
can be aligned with each employees priorities,
KRAs and performance.
Occupation Health and Safety (OH&S)

programs
Use Talent Manager, our online performance

measurement program, to allow for divisional and
personal mission statements.
Ricoh Australia recognises the need for each of its

employees to be provided with a safe and healthy workplace
environment. The companys policy is to make every
reasonable effort to prevent accidents, protect people from
injury and promote the health, safety and welfare of all
its employees.
Launch an extensive series of rede2learn (our online

education resource) desktop and business skills courses
in June 2010 with snapshot versions provided for the
time-poor. See page 69
Provide additional development and training programs.
See page 69
Community initiatives
Ricoh Australia supports several community-based initiatives
including Arranounbai school initiative; Sunnyfield a
NSW-based organisation that supports people who have
a disability; EarthkeepersTM an environmental education
program for primary and high schools; and Eco Action Day
(Melbourne Branch). We also support sporting activities
such as the City-to-Surf Fun Run (Sydney), and City-to-Bay
Run (Adelaide Branch).
Our goal is to have a welcoming,

inclusive workplace that staff
will find rewarding and fulfilling.
Each of us has a role to play to
ensure this goal is realised.
34

B7 Performance snapshot
This table is a snapshot of some of our key results indicators.
Key results indicators

Performance
Target
2009
2008
2007
2006
Providing reliable products and services

First time fix Service Calls
90%
88%
88%
87%
84%
Machine uptime
95%
99.6%
99.6%
99.6%
99.5%
Average service call to

response time
4 hours
2.7
2.6
3.4
2.8
Service Quality Index
0.52
.31
.4
Not
measured
Not
measured
Customer retention
100%
95%
96%
89%
Not
measured
Projects raised
Not set
11
N/A
Projects completed
Not set
12
N/A
Staff Ideas
Not set
551
27
14
C02 emissions from

electricity consumption
and fuel usage (fCO2e/yr)
Reduce
emissions
by 2% per
head on
2007 levels
7.02 p/h
8.0 p/h
7.13 p/h
7.22 p/h
Emissions (tCO2e/yr) from

employee air travel
Not set
331
677
Not
Measured
Not
Measured
Waste to landfill tonnes
Zero Waste
to landfill
90.1
97.4
Not
Measured
Not
Measured
Continuous improvement
Acting on climate change
Harmonising with the environment

MFP collection ratio
65%
37%
49%
48%
55%
MFP recycling ratio
90%
85%
86%
84%
92%
Toner cartridge collection ratio
53%
39%
35%
51%
46%
Toner bottle collection ratio
75%
74%
67%
71%
55%
Consumable recycling ratio
98%
98%
98%
98%
98%
Tonnes of waste diverted

from landfill
Not set
602
629
551
520
Performance is stable Performance has improved since 2006 Performance has worsened since 2006
35

Performance
Target
2009
2008
2007
2006
Contributing to society
Charitable expenditure
Not set
$110,000
$94,000
$95,000
$97,000
Volunteer activities
staff hours
Not set
525
530
114
150
Number of children sponsored

to undertake Earthkeepers
earth education program.
Not set
81
136
132
70
Employee Satisfaction Survey
Not set
73%
73%
Service Tenure Awards
Not set
78
77
37
53
Staff engagement
Australian
average
25%
24.9%
Not
measured
Not
measured
Not
measured
Staff turnover
Not set
11%
18%
21%
17%
Being a great place to work
Performance is stable Performance has improved since 2006 Performance has worsened since 2006
36
Water view Bryan Dalli
Our assessment of the impact of our

products on global warming show that
more greenhouse gases (GHG) are
emitted from energy consumption and
paper use as a result of product use by
our customers than in any other step of
the products entire lifecycle.
37
C. W
hat are our programs
and achievements?
C1 How do we help customers embed sustainability and cut printing costs?
@Remote Green Reports
Continuing to improve the way we share and distribute

information is part of how we help our customers manage
their businesses using less waste, cost, complexity and CO2.
As the global marketplace is constantly fluctuating, working
towards sustainability will grow in importance. Its not just
better for the environment to reduce emissions, it makes
good business sense. Ricoh therefore works hard to not just
manage the environmental footprint of our products, but
we also collaborate with customers to help them reduce
their environmental footprint as well.
Ricohs remote device monitoring software @Remote,

has already helped many of our customers automatically
read meters, order replacement toner, receive device
support information, and create detailed activity reports for
all their devices.
You cant manage what you dont measure. To assist
customers in measuring the environmental metrics related to
how much energy and paper our products consume,
we developed @Remote Green Reports.
What is covered in this section:
Using @Remote Green Reports allows organisations to:
Better product use benefits customers triple bottom line
Measure: compare against corporate goals or policies for

reduction in energy and paper consumption
Case study Finance Express

Case study Printing securely at Hawthorn Football Club
Manage: set priorities for improving current environmental

performance, raising existing benchmarks
Better product use benefits customers triple

bottom line
Plan reductions: translate energy and paper usage data

into reports with detail paper and electricity cost savings
and CO2 reduction trends
Our assessment of the impact of our products on global

warming show that more greenhouse gases (GHG) are
emitted from energy consumption and paper use as a result
of product use by our customers than in any other step of
the products entire lifecycle.
Our @RemoteTM Intelligent Management System monitors

networked printers and MFPs, enabling customers to
identify over and under utilised print devices, automate
tasks and the minimise the total cost of ownership (TCO).
@Remote Green Reports extends this capability to capture
TCO from an environmental perspective.
Transferring the knowledge we have accumulated over

the 30 years Ricoh has been undertaking environmental
management, we are able to benefit our customers triple
bottom line.
@Remote collects select environmental data from our

networked printers and MFPs at multiple locations and
securely transmits the information to a Ricoh data centre
where it is processed to create informative Green Reports.
Our team of service technicians are actively engaging

customers to switch to default duplex and using the
energy-saving features of our range of products.
Our focus is on demonstrating how to utilise our products
in their optimum energy-saving modes to reduce the
associated CO2 emissions and introducing print rules and
policies that reduce paper consumption.
Green Calculator
The Green Calculator gives data for specific devices based
on typical electricity consumption (TEC) values. It also
provides information on the number of trees that need to be
planted to offset the carbon emissions for the devices.
By providing tools which can measure these aspects we

assist our customers to manage the environmental impact
associated with their use of our products.
Among key software tools that Ricoh uses to help
customers cut costs are @Remote Green Reporting and
Green Calculator.
38
The Green Calculator gives data for

specific devices based on typical electricity
consumption (TEC) values. It also provides
information on the number of trees that need
to be planted to offset the carbon emissions
for the devices.
39
Case Study
C. What are our programs and achievements? continued

Finance Express
A solution for the past

Where Finance Express offices and off-site storage were
previously almost overflowing with filing cabinets and
archive boxes, the Ricoh MFD and Laserfiche solution is
the means by which the tide is being stemmed and pushed
back. Archived files, which can easily have anything up to
300 pages, are now being scanned on the Ricoh MFD and
stored in Laserfiche within a matter of minutes.
Located near the border of Victoria and New South

Wales, Albury-based Finance Express Home Loans
is a locally owned business that has gained a strong
reputation for high levels of client service in a
competitive market. The company, which is owned and
operated by two well-established brokers, is renowned
throughout the region as being responsive and, above
all, professional and reputable.
A solution for the present

With the Ricoh solution resulting in much improved
speed of file location, distribution and access, Finance
Express is gaining more of one of businesss most critical
commodities time. Where it may have taken anything up
to half-an-hour to locate a client file stored off-site and have
it delivered to the partner, its now close enough to being
considered immediate.
Challenge: A paperwork nightmare

The world of finance is, by its very nature, one of a
seemingly endless stream of paper. Contracts, building
permits, plans, general correspondence theyre just a
handful of the myriad of documents that are accumulated
daily by Finance Express.
Contributing further to the time efficiency of Finance

Express is the Ricoh solutions fax management model.
When it comes to outgoing faxes, a document required by
a bank, for example, can now be faxed to the bank, emailed
to one or both of the partners, and automatically stored to
Laserfiche with nothing more than a few pressed buttons on
the Ricoh MFD. Its a case of a single operation invoking a
sophisticated document workflow for multiple outcomes.
For Marg Bevis, the companys administration manager,

maintaining a paper-based file system had reached almost
nightmare proportions. It was taking up to half an hour to
locate a client file. Add to that the time required for properly
collating incoming documents then inserting them into
the correct file, distributing them to brokers then refiling,
and it was easily becoming the most labour intensive
administration task within Finance Express.
Considering we often receive faxed contracts of up to

40 pages from financial institutions and generally only two
of those pages need to be in hard copy the paper savings
are continually increasing, Marg said.
Solution: A Ricoh Laserfiche solution

It was a visit to the Finance Express offices by a
representative from a Ricoh Business Partner that marked
the opportunity to end the nightmare. Our Ricoh Business
Partner had already had discussions with one of the owners
about our document management problems, Marg said,
and when he came in and talked to me about what could
be done with a Ricoh MFD [multifunction device] and
Laserfiche solution, the benefits were immediately obvious.
A solution for the future

As the business grows and this is definitely occurring
improved efficiencies are crucial; and the Ricoh solution and
partnership with the Ricoh Business Partner is enabling us
to capitalise on that growth without the burden of having
to employ additional personnel or purchase and implement
additional support systems, she concluded.
40
On 3 June 2010, Ricoh Australia

partnered with Hawthorn Football Club
and provided the Future Spark trailer.
41
Case Study

Printing securely at Hawthorn Football Club
Instead of having the fifteen standalone printers scattered

around the building, we now have five Ricoh multifunctional
devices giving us the capabilities to print, copy, scan and
fax. From an IT Managers perspective, we can now monitor
the number of black and white, colour and even the ratio of
single to double sided printing, explained Michael Nelson,
IT Manager of Hawthorn Football Club.
As one of the most successful AFL clubs with 10

Premierships, the Hawthorn Hawks is backed by a team
that goes beyond coaches. From finance and IT through
to membership and merchandise, each department
contributes to the Clubs success on and off the field.
To add accountability, security and further cost reductions to

document management, Ricoh implemented Equitrac Office
with Follow You Printing, which ensured document security.
Part of Hawthorn Football Clubs five year business plan is

to increase their financial strength by delivering sustainable
annual profits of no less than $2 million. To improve
document management, the Club needed to:
Follow You Printing also provides the ability to allocate costs

back to business units, so the Clubs finance team can better
manage budgets and reduce costs associated with printing.
Extend document security as many of their documents

contain information relating to player contracts, reports
about opposition and fitness reports
When it comes to paper and toner, were seeing a dramatic

reduction in wastage by taking advantage of the ability
to have the printers automatically enforce print and copy
quotas. That same feature means also that weve almost
totally eliminated unauthorised use of printers, explained
Terrey Dillon, Chief Operating Officer of Hawthorn
Football Club.
Reduce waste derived from printing such as energy, paper

and consumables
Centralise document management to add accountability
and simplify use
The solution
The benefit
Reduction in printers,
faxes, scanners and
MFDs from 15 down
to 5 MFDs
Significant cost savings
Introduction of
Equitracs Follow
You Printing, where
all print jobs are
securely held on a
central print server
until released by user
using their smartcard
Reduced waste
Add to that the 14 percent savings were gaining in power

consumption and consolidation of consumable purchasing,
we can clearly see how a more efficient print solution
contributes to meeting one of our key business goals. That
is, growing the Hawthorn Football Clubs financial strength
by delivering sustainable annual profits of at least two
million dollars, Dillon added.
Reduced environmental impact

Increased available floor space
Improved functionality
Improved security
Ability to manage throughput
down to user level
Improved workload balance
Ricoh saw ample opportunity for the Club to

improve office workflows and conducted
an Office Consulting audit. As a result they
have implemented hardware and software
solutions across the Clubs head office
that has added accountability, reduced
environmental impact and improved
information confidentiality.
42

C2 How are we providing reliable products and services to our customers?
In order to pursue our mission of working closely with our
customers to create innovative, unique and tailored solutions
that truly deliver business efficiencies to support knowledge
management, we need to ensure that we are actively
listening to the marketplace in which we operate. Regular
customer satisfaction surveys are conducted to gauge how
we are perceived alongside our competitors. From there,
the various ways we communicate and connect with our
customers are assessed and new services are introduced,
toensure that we are continually improving our offering.
Part of a larger Asia-Pacific survey by Research

International, the Australian survey was conducted
nationally across a sample of 700 businesses. The customers
interviewed were sampled from 7,000 small and medium
enterprises, commercial and government clients of Ricoh
and four competitors.
The surveys objectives were to analyse overall customer
satisfaction and recommend actions to improve customer
loyalty and retention.
Entitled Benchmarking Ricohs performance against
competitors, the surveys aims were to:

Ricoh highly ranked in customer satisfaction survey
Ascertain satisfaction and loyalty level of existing

customers.
Technical Service network

Service Quality Index scores
Identify problem areas and opportunities for improving

customer loyalty.
Case study: Locating machines faster
Understand customers needs and perceptions.
Customer service from branch to international level
The brands covered were Ricoh, Fuji Xerox, Konica Minolta,

Canon and Lanier. In telephone interviews, customers gave
reasons for their choice of a particular brand and ranked
their overall satisfaction with that brand. An 11-point scale
was used to assess the performance of each brand. The
ratings ranged from zero for very dissatisfied to ten for
very satisfied.
Global Knowledge Management System
Ricoh highly ranked in customer

satisfaction survey
When Research International conducted a customer
satisfaction survey of Ricoh and its competitors, we
achieved the highest satisfaction score in the top three
drivers of satisfaction:
The resulting report said Ricohs customers were loyal

to their brand and 82 percent would repurchase the
product, while 79 percent would recommend the brand
to their friends.
Product and services/solutions.

Order and delivery of copiers.
Installation.
82 79
%
of Ricohs customers would

repurchase the product
of Ricohs customers would

recommend the brand to friends
43

Total
Ricoh
Product and services solutions
94
97
Installation
92
97
Order and delivery of copier
92
96
Order and delivery of supplies
92
93
User training
95
100
Technical support
93
100
Sales representatives
88
95
Customer service hotline
88
100
Complaint handling
50
60
Tier 1 importance in
driving satisfaction
Tier 2 importance
Tier 3 importance
Ricohs satisfaction level is above the market average in the

top three important drivers of satisfaction.
Ricohs overall performance in Product Features and Service
Solution is above market average and ranked in first place.
Ricoh also scored very well in terms of the user training,
Technical Support, and Customer Service Hotline.
Overall, Ricoh has performed very well in all the areas...
Ricoh should continue to keep up the high level of
performance in driving high customer satisfaction.
Benchmarking Ricohs performance against competitors
by Research International.
Products and services solutions
Installation services rating

Total
Ricoh
Overall satisfaction
94
97
Security features
74
84
Product range
89
93
Total
Ricoh
92
97
Time taken to install hardware
93
100
Competence of hardware installers
93
97
87
96
Hardware reliability
90
96
Time taken to install software
Ease of use of copiers
92
96
Competence of software installers
90
94
Overall imaging quality
93
93
Initial introduction
88
93
Frequency of toner replacement
86
90
Software solutions
80
84
Network integration
89
92
Quality of output
93
94
Environmental benefits
71
79
Speed of device
88
97
Reliability of product
92
95
Ricoh performed better than market average in

installation service.
44

Order and delivery of copiers
Sales representatives
Total
Ricoh
88
100
Ease of contact
87
100
Helpfulness of agent
89
94
93
Responsiveness
85
97
94
Quality of self-help guide
81
79
Total
Ricoh
92
96
Ease of ordering
91
94
Product availability
91
96
Provision of delivery time
88
Delivery on time
91
Ricoh performed better than market average in all aspects in

copier delivery.
Ricoh also performed the best in the market in terms of

sales representative.
Order and delivery of supplies
Customer service hotline

Total
Ricoh
88
100
88
Ease of contact
87
100
90
95
Helpfulness of agent
89
94
91
89
Responsiveness
85
97
Quality of self-help guide
81
79
Total
Ricoh
92
93
Ease of ordering
93
Supplies availability
Delivery on time
Ricoh performed well in terms of overall satisfaction in order

and delivery of supplies.
Ricoh scored 100 percent in overall satisfaction and ease

of contact when it came to the customer service hotline.
Customer service agents were highly rated.
User training
Total
Ricoh
95
100
User training content
94
100
Trainer knowledge
94
98
User manual
87
95
Complaint handling
Ricoh set the benchmark in user training and is leading the

level of satisfaction in this area across all aspects compared
to all brands.
Technical support
Total
Ricoh
93
100
Speed of response
88
97
Helpfulness of technician
94
97
Speed of resolution
91
100
Clarity of explanation
85
94
Competence of technician
93
100
Maintenance of machine
91
97
Total
Ricoh
50
60
Ease of logging a complaint
75
100
Competence/helpfulness
57
100
Updates on progress
36
50
Speed of resolution
50
60
Effectiveness of solution
60
80
All Ricoh scores were better than the market average, with
100 percent ratings for Ease of logging a complaint and
Competence/helpfulness.
Ricoh has outperformed in all aspects in technical support

compared to the competition.
45
Split Point Lighthouse, Aireys Inlet Jerry Randall
Ricohs satisfaction
level is above the
market average in
the top three drivers
of satisfaction.
46

Technical service network
Service Quality Index scores
We operate through a direct branch network in all capital

cities with country areas covered by an extensive dealer
network of more than 70 outlets.
Ricoh Australia began extracting Service Quality Index

(SQI) averages in late 2008. The low SQI is consistent with
Ricohs desire to improve machine reliability through better
technician efficiency and product quality.
There are approximately 200 Ricoh trained technicians

operating throughout the Australian Ricoh network and
a full time help desk providing on-line support direct to
customers. A 1300 number is used nationally for fault
reporting.
Instant data on all service activity throughout Australia is
delivered via an IBM AS400 system from our head office in
Frenchs Forest to Brisbane, Melbourne, Adelaide Perth and
Sydney CBD. This allows monitoring of all calls placed to our
dealer networks in country areas along with various service
management reports and account information.
Service Quality Index
2008
2009
Ricoh Australia (Best)
0.34
0.31
Regional Average
0.43
Regional Goal
0.52
0.52
Developed by Ricoh, the SQI is a reporting mechanism

that allows us to monitor performance of machines in
the customers environment and improve technical
service delivery. The overall objective of the SQI is to
identify and fix under-performing machines for customers
in a proactive manner.
All technicians receive full training and technical support

through our National Training and Technical Support Centre
at Frenchs Forest or locally at their office. Full service and
parts manuals or CDs are supplied at the completion of each
training course.
SQI reporting allows Ricoh Service Managers to proactively

manage the customers experience of Ricoh equipment
and to decide on issues for escalation on technical grounds.
The SQI index is run daily and sent to each state Service
Manager.
Modifications and technical bulletins are regularly received

from Ricoh manufacturing and immediately posted to our
Technical Website available to all Ricoh branches, and
dealers. Technicians are able to access the latest information
from the worldwide Ricoh website and notify Technical
Support of field problems and fixes.
The objectives of the SQI reports are to:

Apply a performance scoring index (SQI) against service
call data to identify under-performing machines.
Increase customer satisfaction.
Ricohs Remote Diagnostic System allows our engineers to

dial in directly to a fax machine and make adjustments and
programming changes online, saving our customers valuable
time. This system can also help detect machine component
or line problems on most models.
Identify and address any shortfalls in service technician

practices.
Trigger notifications to service managers to take action
before the customer is aware that there is a problem.
The system checks the service performance for Ricoh
machines over the previous 30 calendar days and calculates
an SQI score using the following table:
Service Quality Index points allocation

Area of dissatisfaction
Service issue description
Points
Recurrence of a problem
Service call occurs within 14 days of another call for the same problem
Service call not fixed first time
Not fixed first time Return call booked
Failure after a preventative maintenance
Service call logged within 14 days of a preventative maintenance call
Time taken to respond and

repair machine
Machine down for more than 240 minutes (four hours)
Frequent failures for a machine
Three or more service calls occur within a 30 day period
Frequent failures for a machine
Service call occurs within seven days of previous service call
New installation failure
Service call occurs within 30 days of installation
A low value indicates a high level of performance, including

number of service calls, repeat faults and time taken to
repair. For example, if an active machine was installed within
the last 30 days and had a service call during that time, this
would attract three points.
With this type of flexible view reporting, Ricoh Australia has

become faster at responding to customer needs, whilst also
maintaining service level agreements above expectations of
the contractual agreement.
47

Call to response achievement
Over the last four years, Service Management has worked

towards increasing technician efficiency, including ongoing
reviews of technician van stocks and restructuring of
technician teams, so they are based on product rather than
geographic area. This has resulted in more experienced
teams with corresponding improvements in efficiency.
The lower call to response results for 2009 are due, in part,
to the increase in customer machines-in-field, and difficulty
experienced in sourcing technicians. The percentages shown
give the ratio of the time taken for technicians to respond to
calls compared with the contracted resolution time.
Repeat calls percentage
RAP Actual
2007
2008
2009
RAP Actual
12.4%
12.0%
11.8%
Trend
12.6%
12.0%
11.4%
Goal
10.0%
10.0%
10.0%
RAP Actual
2009
245
239
257
2007
2008
2009
RAP Actual
99.6%
99.6%
99.6%
Trend
99.6%
99.6%
99.6%
Goal
95.0%
95.0%
95.0%
Ricohs Voice of Customer program helps us to better

understand customer needs and strive to exceed their
expectations.
Better training of Customer Care Representatives (CCRs) and

availability of our Global Knowledge Base have contributed
to the improvement in customer first call resolution.
2008
2009
RAP Actual
8.6%
12.3%
15%
Trend
9.2%
12.2%
15.1%
2008
2009
Compliments
17
14
28
Trend
19
19
20
By listening directly to our customers, we have a better

chance of detecting issues before they become problems.
The improvement in technician first time fix demonstrates

our push to increase technician efficiency.
2008
2007
Customer complaints
Technician first time fix
2007
77.3%
Customer compliments
Customer first call resolution
2007
2009
83.3%
Good service management, product quality and a high level

of technician training have allowed us to achieve over 99
percent uptime over the last three years.
The following results are due to the high level of technician

training and the flow-on efficiencies and improvements that
follow.
2008
2008
80.6%
Machine uptime
Machines per technician
2007
2007
2009
2007
2008
2009
Complaints against RAP
17
20
13
17
13
12
34
33
25
RAP Actual
87.4%
87.8%
88.6%
Complaints against
Dealer
Trend
86.4%
87.5%
88.7%
Complaints: Total
Goal
90.0%
90.0%
90.0%
Ricoh Australia uses Planned Maintenance Kits in our

preventative maintenance and break-fix service program.
These kits enable service technicians to replace an entire
module from a machine during a service call and return
the machine to an operating state quickly and efficiently.
Technicians also perform preventative maintenance to
contract machines at no charge and if a machine needs to
be taken away for service, a loan machine is provided.
48
Sydney Opera House Bryan Dalli
We operate through a direct branch

network in all capital cities with country
areas covered by an extensive dealer
network of more than 70 outlets.
49
Case Study

Helping technicians locate machines faster
Technicians on customer service calls often have difficulty
finding machines located on large sites, such as hospitals
or universities. While technicians receive an email with
details of the call, the information is often insufficient
when it comes to finding the particular machine quickly.
The technician can sometimes spend up to an hour
searching for the building and floor where a machine
is located, placing pressure on meeting the contracted
response time. This causes more stress and frustration
for the customer and technician, and leaves less time to
respond to other service calls.
The Kaizen Team Impact emailed all Ricoh account
managers in Adelaide, asking if they could provide
maps for any large customer sites which they looked
after. The account managers contacted the customers,
who were happy to provide the maps. Copies of maps
were then given to each technician.
Customers appreciated Ricohs proactive approach to
providing better service. The benefits include:
Technicians save time locating a machine and nearby
parking before they arrive on site.
Response times have improved.
Customer satisfaction has increased due to improved
response times.
Technicians experience reduced stress and frustration levels.
50

Customer service from branch to
international level
5) Regional and Global Support Centres

Occasionally, NTS may escalate calls to the Regional Support
Centre in Singapore, and if required, to the Global Support
Centre in Japan. This body, in turn, can interface with
the Ricoh R&D Centre in Japan. In addition to the direct
services provided to our customers, Ricoh uses sophisticated
business intelligence tools to drive preventative maintenance
cycles and target areas of service delivery for continuous
improvement.
We provide multiple levels of customer service from

branch, national to international level. The levels are
outlined below.
1) Branch Customer Training Representatives
At the basic level we have 10 customer service
representatives attached to each branch, who train
customers on how to operate equipment correctly and
use simple troubleshooting techniques.
Global Knowledge Management System

In 2008, National Technical Support launched the Technical
(Tier 2) Global Knowledge Management System to Ricoh
Australia branch and dealer service and support staff. It
contains technical articles published by Ricoh staff across the
world and is accessed from the Global Knowledgebase link
on the Ricoh Australia Technical website.
2) Online Service Centre

The Online Service Centre (OLSC) allows Ricoh technicians
and dealers to receive and respond to field service calls and
manage service jobs and parts.
3) National Contact Centre
Ricoh operates a full time National Contact Centre help
desk providing on-line support to customers between
8.30am - 5.00pm on business working days. The contact
centres priority is to try to resolve problems over the phone.
If a problem cannot be resolved, the centre dispatches
a field service technician to the customer.
The SAI Global ISO 9001 / 14001 Surveillance audit report,

2008 said there had been a good roll out of the Global
Knowledge database that is providing sophisticated levels
of case history and product knowledge that is well utilised
for case management.
The website also contains a link to the Local Knowledgebase articles that describe resolutions provided to issues
raised by Ricoh Australia branch or dealer field service staff.
This comprehensive database has allowed our field service
technicians to solve more complex product faults, and
provide improved customer service by minimising
machine downtime.
4) National Technical Support

When necessary, the National Contact Centre escalates
issues to National Technical Support (NTS), which solves
hardware, software or networking technical problems.
NTS also deals with calls from branches and dealer
technicians needing assistance with troubleshooting and
problem resolution.
51

C3 How are we harmonising with the environment?
How are we implementing our environmental
leadership strategy?
Our commitment to lead by example and use our expertise

and resources to minimise our impact on the environment
and effect positive change in the community is core to who
we are.
Our approach
Our environmental leadership strategy was developed to
integrate our efforts to reduce overall environmental impact
and our community involvement with our corporate mission.
The strategy was created to help us focus our efforts in
three areas and achieve greater impact.
We believe by focusing our expertise and resources in

specific areas we can realise results which will be critical to
our long-term success, and is an opportunity to differentiate
ourselves from our competitors. Many of the biggest
global challenges we face are social and environmental. By
integrating sustainability into our overall business strategy
we are turning these challenges into opportunities.
Our environmental leadership strategy is underpinned

by three pillars which we are passionate about: people,
planet and performance. Organisational responsibility for
environmental leadership lies with the managing director
and our Environmental Leadership Group, led by our
business excellence manager. They then support the
Kaizen Midori (Green) team and the company to deliver
on the strategy.

Implementing our environmental leadership strategy.
Reducing our environmental impact and encouraging
others to act.
Working towards our zero-waste-to-landfill goal
through recycling.
However, ownership of initiatives in these areas is spread

throughout Ricoh with each branch and department within
the organisation using their resources to make a difference.
Cutting our greenhouse gas emissions.

Case study: video conferencing cuts travel costs
and emissions.
We are empowering individuals to look for ways to minimise

their environmental impact on a daily basis by adopting
Kaizen. This system encourages our employees to suggest
small improvements on a regular basis and improve
productivity, safety and effectiveness whilst reducing waste.
By taking a hands-on approach to our interaction with
the community, we design programs which encourage
the involvement of our employees, then embed them in
the way we conduct our day-to-day business to ensure
their sustainability.
Our approach: working together to minimise our impact and contribute constructively to society
Our toolkit: the range of resource we have available to minimise environmental impact and contribute
constructively to society.
Where we focus
Acting on climate change
Reducing environmental impact
Contributing to society
By reducing our impact and developing

technology to assist our customers
ability to measure, manage and reduce
their emissions through the use of
our products.
By developing and implementing

programs as well as developing
technologies which ensure
resource conservation, maximise
recycling and pollution prevention.
By supporting communities in
need as well as empowering
and educating todays youth
on the need to reduce their
environmental footprint.
52

How we are reducing our environmental impact and encouraging
others to act?
Our approach:
Strategic sourcing
We strive to reduce the environmental impact of our product
across their lifecycle by creating solid partnerships with our
suppliers. By setting standards for green procurement when
sourcing raw materials, parts and products we ensure that
parts and products are manufactured in plants that are
advanced in environmental conservation.
Product design
Life Cycle Analysis (LCA) means quantitatively identifying
which and how much environmental impact exists in
the lifecycle of products. This covers everything from
resource extraction for the production of raw materials, to
manufacturing, transportation, marketing, maintenance,
collection, recycling and disposal.
We set the standards for environmentally sensitive

substances that could be used in our products back in
1993. Since then we have been working to reduce the
levels of these substances. All Ricoh products manufactured
since 2006 comply with the European Union Restriction
of Hazardous Substances (RoHS) Directive. In addition we
established a Chemical Management System to ensure we
comply with the REACH regulatory framework.
We use LCA-based design to set targets to reduce the

environmental impact of our products throughout their
lifecycle and the Plan Do Check Act cycle is used to achieve
these targets.
We have a long history of recyclable design. Making
products smaller and lighter is a very effective way to
conserve resources. Using products with recycling in
mind allows for ease in dismantling, sorting, recovery and
recycling.
Manufacturing
To effectively reduce the environmental impact of our
products, Ricoh Group has developed RICO2RET (Ricoh CO2
Reduction and Evaluation Tool) to calculate the CO2 emitted
during the parts manufacturing process. By displaying the
calculation results using graphs it is possible to quickly
identify processes that entail high CO2 emissions. This
highlights areas to target for impact reduction.
Our assessment of the impact of our products on global

warming shows that 62 percent of CO2 emissions generated
from a products lifecycle are produced while it is in use at
a customers site. This is substantial when compared to the
production, transportation, marketing and maintenance of
a product. As a result, we have concentrated our efforts on
improving our energy saving Quick Start-up (QSU). We are
committed to developing technology aimed at reducing the
recovery time from energy saving mode to less than
10 seconds in order to encourage customers to use the
energy-saving mode without impacting on productivity.
We have developed a tin-free, low temperature fixing

eco-toner with less environmental impact in the production
process, called PxP toner. Our colour PxP toner, made
from newly developed polyester resin, is designed to fuse
at temperatures 20C lower than its predecessor while
achieving a higher picture quality with fine and uniform
particles. The lower fusing temperature means the copier/
printer consumes less energy when in use.
Using our QSU energy-saving technology, 14 of our black

and white multifunction devices are able to recover from
sleep mode in 10 seconds, whilst seven of our colour
multifunction devices recover from panel off mode in less
than 10 seconds. In both cases the default time set after
machine usage is one minute. This allows our customers to
achieve significant savings in electricity consumption and its
associated emissions.
INPUT DATA
Manufacturing
supplies
Material
Energy for
production
facilities operation
Energy for
air conditioning,
lighting etc
RICO2RET
OUTPUT DATA
Environmental impact
C02-kg
53
Waste amount
(mass)

How do our recycling programs approach
our zero-waste-to-landfill goal?
Transportation
Using supply chain management in logistics for
procurement, manufacturing and sales, we aim to reduce
CO2 emissions and costs.
Our Consumables Recycling Program set the benchmark

for our industry back in 2001. We applied our zero-wasteto-landfill approach to our recycling programs for machines,
consumables and service parts. Since then we have been
actively working to continually enhance our consumables
recycling program to reduce waste, CO2 emissions and
complexity.
The opening of our distribution centre in Perth in August

2009 allowed for direct shipments from Hong Kong, of
products destined for distribution in Western Australia.
This eliminates the four-day road trip from Sydney to Perth.
It also ensures we have a constant supply of just-in-time
manufactured goods. The result is a real reduction in
CO2 emissions, customer lead time and cost.
In 2008, we appointed Sims E-Recycling on a national

contract to recycle our end-of-life machines and service
parts to achieve a 98 percent resource recovery rate.
Sims E-Recycling is the worlds largest e-waste recycler
and a trusted partner.
We use reverse logistics in our service parts recycling

program, which has reduced the distance travelled by
technicians to drop off used parts reclaimed during the
servicing of our customers machines.
By engaging Sims E-Recycling for our Product Stewardship

programs we have been able to further automate and
integrate our machine and consumables recycling programs.
In 2008 we began purchasing diesel vans and crew cabs for

service technicians, resulting in a considerable saving in fuel.
We now have 17 of these vehicles and plan to increase the
fleet in 2010.
A total of 3239 machines, including peripherals, have been

recycled from April 2008 to March 2010. Of these machines,
34 percent were recycled achieving a resource recovery
rate of 98 percent, with a further 15 percent achieving a
resource recovery rate of 95 percent. We are now closer to
achieving our zero-waste-to-landfill goal.
Our greenhouse gas (GHG) assessment showed us that

flights made up for 8.5 percent of our overall emissions.
In 2009 we installed video conferencing into our meeting
rooms at head office, our five branches and the Printing
Innovation Centre located in Sydney.
As an industry first, we launched a parts recycling program

using reverse logistics from drop point locations where our
service technicians collect the parts they need for the jobs
allocated to them each day.
The installation of video conferencing facilities has reduced

the need for employees to travel interstate for meetings.
Video conferencing has significantly reduced the emissions
associated with employee travel and allows for greater
workplace efficiency, as it eliminates the time previously lost
whilst employees were in transit. See page 57
Our initial implementation plan for the rollout of high

resource recovery machine recycling program to all branches
was delayed due to the Global Financial Crisis and the
uncertainty surrounding its outcome. We plan to address
this in the upcoming financial year.
By incorporating our recycling database into our Customer
Relationship Management system we can provide our
account managers with full visibility of their customers use
of our program and enable them to show the mass of waste
diverted from landfill.
To date all of our recycling programs have combined to
successfully divert 3534 tonnes of waste from landfill.
Our Consumables Recycling

Program set the benchmark for
our industry back in 2001.
54

Results of our Product Stewardship Recycling Programs
2008 Fiscal year
Multifunction
Facsimile
Printers (MFD)* Machines*
Laser Printers*
Toner
Cartridges**
Toner Bottles**
Actual collection ratio
49%
24%
18%
35%
67%
Internal target
55%
35%
35%
50%
60%
Regional KPI
61%
N/A
N/A
50%
N/A
Actual recycling ratio
86%
80%
71%
100%
100%
Regional KPI
95%
95%
95%
95%
95%
Actual collection ratio
37%
11%
18%
39%
75%
Internal target
55%
30%
30%
40%
70%
Regional KPI
65.5%
N/A
N/A
52.5%
N/A
Actual recycling ratio
85%
55%
71%
100%
100%
Regional KPI
95%
95%
95%
95%
95%
2009 Fiscal year
Tonnes of waste diverted from landfill

Type of waste
2008 Fiscal year
2009 Fiscal year
Cardboard
270
314
Comingle
11
12.9
Consumables
42.5
46.4
EPS Expanded Polystyrene
.26
0.07
Glass
.25
.3
Metal
1.8
1.4
Machines
242.7
169
Paper
29
40
Printed circuit boards
.12
.11
Plastic
5.5
11
Soft plastic
6.1
3.1
Total
609
598
Recycling in-house
Acting on advice from one of our Kaizen teams, we have
expanded our in-house recycling with the introduction of
colourful recycling bins, incorporating organic waste and
composting. The mandate was to improve our internal
environmental performance. The bins are placed throughout
the organisation to allow for proper recycling and reduction
of the amount of waste which ends up in landfill. Compost
bins for organic waste have also been purchased and are
used for gardens surrounding our premises.
* Machine Collection Ratio the number of machines collected in the current year compared to the number of machines sold five years prior.
**Consumable Collection Ratio the number of cartridges/bottles collected in the current period compared to those sold six months prior.
55

How are we cutting our greenhouse gas
emissions?
A summary of GHG emissions for

Ricoh Australia Pty Ltd
We engaged Carbon Planet to conduct a comprehensive

assessment of our greenhouse gas (GHG) emissions for our
entire Australian operations, covering activities undertaken
in 2008.
Utilities
Employee Services
Business Flights
The scope of the assessment included Scope 1, 2 and 3 as

defined by the GHG Protocol. Whilst we are well below the
reporting threshold of the National Greenhouse and Energy
Reporting Act 2007 (NGER) we felt it was important to
cover all three scopes to better understand the reporting
requirements many of our customers were required to meet.
18.2%
25.5%
12.0%
We produced an overall total of 7940.8 tonnes of GHG

emissions, also known as CO2 equivalents (CO2e). This total
includes indirect contributions along the supply chain (Scope
3 emissions).
8.5%
32.1%
The minimum mandatory reportable emissions were 3836.1

tonnes of CO2e, as defined by Scope 1 and 2 emissions
covered under the NGER Act 2007.
Utilities were the largest contributor to our CO2e emissions,
accounting for 32.1 percent of emissions across all three
scopes. Our electricity consumption at 2127 MWh per
annum was the major contributor and is the area we will
be focussing on closely in the next reporting period.
The introduction of our new company intranet Our Space

has provided an ideal vehicle for the environment leadership
team to influence behavioural change in terms of reducing
our environmental footprintat work and at home.
This can be seen in the use of regular blogs, news items
and educational articles. We also participate in events to
highlight the importance of carbon reductions. For example
we participate in Earth Hour held in March each year.
In addition we underwent a Level 1 Energy Audit of our

head office facilities in Frenchs Forest. The result of this audit
was that our head office sites Energy Performance Indicator
is 1,073 MJ/m2. Based on available data, this energy
consumption intensity is average and comparable
to an unofficial NABERS Energy Rating of 2.5 stars.
We are publishing results of our performance in key

environmental areas on Our Space on a monthly basis to
encourage continuous improvement by making them visible
to all employees.
The report provided an outline of energy-saving measures

that we are currently working on.
2008
Fiscal year
2009
Fiscal year
Actual result
8 tonnes
7.02 tonnes
KPI reduction by 2% per

head over baseline of
Fiscal Year 2007
8% increase
5%
reduction
3.7%
We formed a Kaizen team whose focus is looking at ways

we can improve our environmental performance internally.
Team Midori is working closely with our workforce Kaizen
team to right-size, streamline and optimise the use of
our own office equipment in order to gain significant
improvement in our environmental footprint.
Our result of 3836.1 tonnes of CO2e means we will have

no mandatory reporting obligations in the foreseeable
future. We will continue to independently conduct GHG
assessments of our operations.
CO2e emissions from

electricity and fuel
usage per head of staff
Transport Fuels
Third Party Services
Equipment
56
Case Study

Video conferencing cuts travel costs
Since the inception of the service, we have averaged three

hours per day in video conferencing. Now it has a central
role in communications across our organisation for activities
such as product planning, sales, technical support, staff
training and everyday management.
Through a new video conferencing facility, Ricoh is saving

$40,000 a year in travel costs, including airfares, car hire,
taxis and accommodation. It is also reducing its carbon
emissions.
As a service-based company, responsiveness is our lifeblood,

enabling us to remain competitive. Video conferencing is
already reinventing the way our staff can communicate
with each other and with our customers. There is greater
workplace efficiency and less environmental impact thanks
to a reduced need for employee travel time, said Henry.
In 2009, Ricoh decided to investigate video conferencing

as a means of delivering a better customer experience
when demonstrating its products and solutions.
Traditionally, demonstrations were held in regional
offices in the state capitals, or in Ricohs state-of-the-art
Printing Innovation Centre (PIC) in Sydney. Ricoh would fly
specially trained staff around the country and major clients
interstate to Sydney.
This procedure had several drawbacks:
Sending staff to regional centres not only incurred travel
expenses but was leading to hours of lost productive time.
Flying customers into Sydney was incurring costs, not to
mention the inconvenience for the customers.
Demonstrations in the regional centres do not have the
same impact as in the PIC.
Ricoh deployed a video conferencing solution into its
existing network, with video conferencing units in standard
meeting rooms at head office, the five regional branches
and the PIC.
Ricoh Printing Innovation Centre, Sydney
Ricohs Printing Innovation Centre, Sydney
Specialists from around the country now attend

demonstrations online to explain features and answer
questions. Wireless handheld cameras also provide virtual
tours and show equipment in action. The result has been a
richer and more compelling experience for customers.
Our relationship with our customers is being strengthened,
as we have enhanced the overall experience in our
showrooms and the national PIC.
We can conduct product demonstrations and share
solutions more efficiently, and we can turn jobs around
more quickly and be more responsive in the bidding process,
resulting in an increased rate of sales conversion. Essentially,
we are doing more for less, which makes incredibly sound
business sense, stated Philip Henry, General Manager of
Marketing and Product Management.
Stuart Haywood, Product Manager in the Printing Innovation Centre
Stuart Haywood, Product Manager

during a video conference.
57

C4 How are we contributing to the community?
Our approach:
Sunnyfield is a professional and caring NSW-based

organisation that supports people who have a disability,
enabling them to overcome challenges and live as they
choose amongst the community. Sunnyfield is an industry
leader in the sector as well as one of the largest providers
in NSW.
Our goal is to enrich the communities we operate in by

supporting people living with disabilities. Besides providing
funding, volunteering and sharing our expertise through
probono services, we use the services of organisations we
support and encourage other companies to do likewise.
Sunnyfield provides essential services to over 1,700 people

with a disability such as residential accommodation,
supported employment, respite options for families or carers
who need a break, day options, training and education.
In order for Sunnyfield to continue to deliver these services,
it needs to rely on all the assistance of organisations such
as Ricoh.
We have expanded the opportunities for our employees to

volunteer their time to assist people living with disabilities,
both at Sunnyfield and at Arranounbai School.
Staff are encouraged to participate in CSR activities through
Ricohs induction program, word-of-mouth and advertising
on company notice boards. This has led to a sharp increase
in staff participation across the business from 350 volunteer
hours in 2007 to 440 in 2009.
We have been a long time corporate partner of

Sunnyfield. We appointed Sunnyfield Enterprises the
contract to handle the inventory control, packing and
distribution of starter kits and their replenishment for our
consumables recycling program.
What this sections contains:

Sunnyfield sponsorship.
Arranounbai School volunteer program.
We invited Sunnyfield residents and staff to join us on Clean

Up Australia Day, providing our staff an opportunity to meet
and spend time with these incredible individuals and an
opportunity for Sunnyfield clients to participate meaningfully
in the community.
Contributing to education in sustainability.
Sponsoring Sunnyfield
Despite the Global Financial Crisis our financial commitment
to Sunnyfield did not diminish. Les Richardson, our
managing director, presented a cheque for $80,000 to Frank
Francis, Sunnyfields CEO, at their Annual Beaches Breakfast
held in March 2009. A further $80,000 was presented to
Sunnyfields chairman of the board at the event held in
March 2010.
Our pro bono services to Sunnyfield included design and

printing new marketing collateral for Sunnyfield Enterprises.
We also printed flyers for Sunnyfields ID day which
coincided with International Day of Disability.
These donations brought the total amount we have

contributed to Sunnyfield over the past 14 years to a total
of $990,000.
When the Commonwealth Bank offered Ricoh a

generous donation of $10,000 to go towards our
social responsibility program, we suggested the
bank donate the sum to Sunnyfield. Geoff Wearne,
General Manager Corporate NSW and ACT for the
Commonwealth Bank presented the cheque at a
morning tea held in July 2009 at Sunnyfields Day
Program facility in Frenchs Forest.
All of us at Sunnyfield thank Ricoh for helping us to

realise our vision of helping people live as they wish
too, and enjoy some of the many life experiences
most of us take for granted. We look forward to your
continued support to help us meet the goals of the
people we support well into the future. Frank Francis,
CEO, Sunnyfield
58

Volunteering at Arranounbai School
We have been running a volunteer program at Arranounbai
School, a special needs school, since late 2007.
Kahns confidence and interest in his studies improved

dramatically as a result of his Ricoh work experience,
according to Ros Wareham, Assistant Principal Arranounbai
School. Other students have also gained confidence through
our Arranounbai volunteer program. Because they have been
encouragement by Ricoh volunteers to participate in activities
such as soccer and basketball, the students show improved
physical engagement and better communication skills.
The school caters for students with medical conditions or

physical disabilities from pre-school through to Year 12. Our
program was designed to provide the students with much
needed adult stimulation during their lunchtime, helping
them build their confidence, motor skills and communication.
From the teachers perspective, the success of the program

is summed up by Kindergarten teacher, Amanda Barrett,
who said: The smiles and joy on the students faces is
great to see when the volunteers arrive. They come and
joke, tease and play in a way that the teachers dont. It is
a unique relationship that is being built, not one based on
teacher authority or health professional, and allows for the
opportunity for the development of some social skills.
Since the programs inception, the number of Ricoh

volunteers has grown from a dozen to 36. The only attrition
has been volunteers leaving the organisation. Each volunteer
is assigned a buddy, whom they spend time with each visit
in order to provide the students a sense of continuity.
Workplace program
As an extension of our involvement with Arranounbai
School, we offered work experience opportunities to senior
students. By placing the students in departments with staff
involved in the volunteer program we ensured they felt
supported and at ease in the work environment.
We outline the volunteer program to new employees during

their induction training.
In a recent survey of volunteers, 100 percent stated they had
gained personally from their involvement in the program. We
posed the question How would you describe what you have
gained through your involvement in the program? Here is a
sample of the responses:
The work placement program exposed more of our staff to

the daily challenges faced by people living with a disability.
A core group of volunteers provided support to the students
during their time at Ricoh.
An increased awareness of disabled issues, a strong sense of

contribution to the community and it is fun working with the
kids and is a great way to break the day up.
In 2008 we offered Edward Warren, a year 12 student from

Arranounbai, a work placement. This was required as part
of the Vocational Education Training course in Information
Technology he was studying for the Higher School Certificate.
I have a greater sense of contribution (with/through Ricoh)

to the local community.
An understanding of people with needs far more important
than my own. It is a humbling experience!
Edward spent a week in Ricohs IT department being mentored

by our IT Operations Manager. His teachers were amazed how
Warrens confidence had grown during his work placement.
Our program was recognised by the Ricoh Group, when

we were awarded the Corporate Social Responsibility Best
Practice Hikarimono Recognition award in 2008 and 2009.
In 2009 the award was extended to include our Work
Placement Program.
Kahn Savage, another Arranounbai student completed one

year of work experience in our Service Parts warehouse in
2009. For one day each week, Savage assisted by completing
picking tasks and flattening boxes.
An increased awareness of disabled

issues, a strong sense of contribution
to the community and it is fun
working with the kids and is a great
way to break the day up.
59

Contributing to education in sustainability
The highest endorsement comes in feedback from the

students themselves. In answer to the question Would you
recommend EarthkeepersTM to your friends, they responded
with statements such as: The environment needs our
help. We have to spread the message that we must protect
it, and Yes, because we are the solution to the earths
problems.
Our approach
We believe we have a role to play in creating a sustainable
society. Through education, individuals are empowered to
take action to reduce their environmental footprint.
We take a hands-on approach to our interaction with the
community and we foster employee engagement in the
programs we implement as a key element.
EarthkeepersTM is an effective and efficient environmental

education program which equips young people with
essential environmental knowledge, skills and behaviours.
It also empowers students to act as environmental
communication catalysts dispersing vital education to
the wider community. Anne Ross and Hywel Ellis,
Researchers, University of Newcastle.
EarthkeepersTM
One way we are contributing is through our ongoing
support of EarthkeepersTM, an earth education program
designed to help primary students understand ecological
concepts, develop environmental perception, take action to
lessen their impact whilst increasing their contact with the
natural world.
EarthkeepersTM begins with a three-day camp set in the
natural environment and is a springboard activity which is
followed by an integrated learning program covering each
aspect of the schools core curriculum.
Our sponsorship has enabled 561 students to undertake the
program. By immersing the students into the natural world,
they develop a strong connection with the environment
and develop a lifelong desire to protect it. The knowledge
the students gain from EarthkeepersTM empowers them to
undertake behavioural change to reduce their individual
environmental impact and influence their families and peers
to do likewise.
Our belief in the effectiveness of EarthkeepersTM in educating
children in sustainability, has been endorsed by independent
studies of the program undertaken by the Earth Education
Research and Evaluation team from the University of Arizona
and researchers from the University of Newcastle.
By immersing the students into

the natural world, they develop
a strong connection with the
environment and develop a
lifelong desire to protect it.
60
Earth Hour
We have participated in Earth Hour since its inception in
2007. Turning off all lighting except for emergency lights
and encouraging our staff to register and participate as well.
In 2009 we entered a team of seven cyclists from our
Melbourne branch in the Future Spark Challenge designed
to power the Melbourne Earth Hour Concert. The challenge
ran for five days and generating over 50kWh of electricity.
The Future Spark trailer has 12 bikes, each connected to a
generator positioned behind each bike. The energy created
by the bikes directly inputs into the mains electricity grid. A
large screen shows graphs of how much energy each person
is creating whilst they are cycling.
Our participating staff learned first-hand the amount of
physical effort required to create energy to power small
household items and gained an increased awareness of how
to reduce our energy consumption and energy waste.
Sustainable Schools Art Competition

Our annual Sustainable Schools Art Competition is another
example of our contribution. The competition provides us
with an opportunity to drive environmental programs within
participating primary schools.
Eco Action Day

An annual event in the Ricoh Groups calendar,
Eco Action Day offers the opportunity to increase
environmental awareness and invest in the community.
On 3 June 2010, Ricoh Australia partnered with Hawthorn
Football Club and provided the Future Spark trailer. An invite
was sent out to Ricoh partners, customers and the local
community to enter teams and compete to see who could
generate the most energy.
The competition is designed to help fund the schools

environmental programs, with prize money and giveaways
for winning schools and students. Our Sustainable Schools
Art Competition evokes students to interpret the theme
Our earth, our tomorrow, providing a platform for teachers
to discuss changes which have occurred to the environment
and for students to encapsulate what a sustainable society
looks like to them.
The day was a great success in spreading the word of

environmental sustainability and the resulting pedaling
power of the day managed to generate enough power to
run an energy household for half a day.
The competition provides participating students an

opportunity to see their concepts and ideas used in a large,
creative format and feel empowered about expressing their
important message.
Prize money from the competition have been utilised by
one school to furnish its Peace Garden with native plants,
which provides students with a piece of the bush in their
built environment.
Raising employees environmental awareness
We strive to raise the environmental awareness of our
employees so they develop a social viewpoint that
empowers them to undertake environmental activities on
their own.
We educate our staff and influence them to undertake
behavioural change and on ways to reduce environmental
impact at work and at home through the use regular blogs
and news items on our intranet Our Space.
Eco Action Day 2010
61

Clean Up Australia Day
Clean Up Australia Day is annual event in our
environmental calendar. Each year we field teams of
volunteers consisting of our management and staff and
their families nationally to roll up their sleeves and help local
community groups clean up beaches, parks and walkways
across Australia.
Clean Up Australia Day provides an ideal opportunity for
our staff with children to demonstrate their commitment to
conserve the environment and increase awareness to the
damage caused by littering to areas such as their local parks,
waterways and sporting fields.
In 2010, an invitation to join our Clean Up team was
extended to Sunnyfields residents and staff. We fielded
66 volunteers, including all three of our directors, Ricoh staff
and their families as well as a group of Sunnyfield staff and
their clients.
The barbecue lunch afterwards provided us with an
opportunity to socialise and interact with Sunnyfield
volunteers, providing our management and staff with
an insight into their lives and interests.
The efforts and success of the day were appreciated
by the local community, with a thank you letter received
from Curl Curl Lagoon Friends Inc.
Clean Up Australia Day 2010
Clean Up Australia Day provides

an ideal opportunity for our staff
with children to demonstrate their
commitment to conserve
the environment.
62
Clean up Australia Day is so

rewarding and was a fantastic
learning experience for my kids!

Roger Harvey
Technical Product Manager, Ricoh.
63

C5 How do we ensure Ricoh is a great place to work?
A fundamental issue for Ricoh Australia is How do you gain,
train, and retain productive and knowledgeable staff?
Employee engagement survey summary

of benchmark
This issue cannot be divorced from:
Section
Ricoh
A tight employment market as Australia emerges from the

Global Financial Crisis.
1. Culture and values
70.3%
2. Common purpose
72.6%
3 Communication and cooperation
56.6%
4. The person I report to
70.6%
Changing generational motivational driversfor example,

need to belong to an organisation and a belief in working
smart, not hard.
5. My team
74.6%
6. My job
67.0%
7. Learning and development
61.3%
During the period under review, Ricoh Australias direct

workforce increased by 6.3 percent from 474 to 504. This
is a reflection of the companys growth and indicates
the importance of well-trained, competent people in the
workforce to sustain this growth.
8. Performance and feedback
63.2%
9. Reward and recognition
56.5%
10 Overall perceptions
73.4%
The convergence of our technology with the IT market.

The tyranny of distanceRicoh supplies and services every
Australian state and territory.
What is in this section:
Staff turnover
Employee engagement survey.
Staff turnover has decreased from 21 percent in 2007 to

13 percent in 2009. This compares to the industry average
of 12 percent in 2009.
Acting on our technician benchmarking survey.

Promoting performance excellence through Baldrige.
2007
2008
2009
Case study: Garden composting solution from

Team Midori.
Headcount
474
504
508
Turnover
101
89
67
Goal setting and review process through the Talent

Manager Program.
% Turnover: RAP
21.2%
17.7%
13.3%
Workplace improvement through Kaizen teams.
Learning and development expansion.

Occupational health and safety.
How do we measure our employee

engagement?
Staff absenteeism
Results below indicate an improvement in morale as
employees that are more satisfied are less likely to have
time off.
A survey of 311 Ricoh Australia staff was conducted at Ricoh

Head Office and branches in 2009. The objectives of the
survey, which had a 62 percent response rate, were to:
Provide insight into how employees perceive Ricoh Australia
as a place to work.
Benchmark results externally.
Provide insight into prevailing levels of employee
engagement within Ricoh Australia, and the key drivers of
employee engagement.
Using a benchmark techniqueNet Promoter ScoreRicoh
determined the percentage of people who were engaged in
the organisation. This refers to the level of connectedness
employees feel towards their organisation and their
willingness to expend discretionary effort to ensure the
organisation reaches its goals.
64
2007
2008
2009
RAP Actual
3.0%
2.8%
2.84%
Trend
3.0%
2.8%
2.6%

How do we act on our technician
benchmarking survey?
In October 2008, in response to the survey results, Ricoh

widened the choice of vehicles within the company motor
vehicle policy and began to purchase diesel vans and crew
cabs for its service technicians.
Ricoh Australia has implemented several changes in response

to the results of a 2008 Hudson benchmarking survey of
123 Ricoh technicians across Australia. The response rate
was 99.2 percent.
The Ricoh Phone Policy was enhanced after feedback

from the survey. In November 2008 all technicians and
management staff were issued with Nokia E71 PDAs to
provide a better communication tool and access to email
and the web.
The survey comprised an on-line questionnaire, four focus

groups at Sydney and Melbourne branches and three
teleconferencing groups at Brisbane, Canberra, Perth
and Adelaide branches. It looked at aspects like career
development, quality of life, work content, rewards, benefits
and leadership effectiveness.
The technician recruitment plan and focus was broadened to

include both younger and mature age employees.
We are also further developing Ricohs employment brand
to attract and retain the right talent and building the
employee value propositionwhat is in it for the employee
and what is expected in return.
Challenges at the time included competition in a tight labour

market with other IT companies and a need to attract and
retain technicians.
Among the findings was that a flexible workforce is a
key factor in employee satisfaction. Employees desire a
challenging and interesting role and work:life balance.
Other findings included:
A need for Ricoh to differentiate itself from competitors.
Remuneration levels were seen as a little below the
industry standard.
A need for improvement in the recognition/incentive
scheme.
Among recommendations from respondents was that Ricoh
should implement a communications plan that addressed
the different needs of varying audiences, including
Generation Y and mature age workers. This could include
updated human resources policies, a new career website
and an updated Induction program.
They also suggested:
Adoption of Bluetooth for increased ease and mobility.
Updated phones or PDAs such as Blackberries or iPhones
for increased functionality.
The technician recruitment

plan and focus was broadened to
include both younger and mature
age employees.
Additional equipment, for example, tool bags and

methods for cleaning.
Better quality, light weight materials for uniforms and
seasonal changes to uniforms, for example, optional vests
and jackets.
Switching to diesel vehicles.
65

How do we promote performance excellence?
Ricoh Australia formed several teams in 2008 to address

each of the Baldrige categories. The teams met regularly in
2009 and delivered the following significant outcomes:
In terms of the Baldrige framework, which we introduced

in 2008, we have established teams that are helping
Ricoh Australia improve its strategic planning and process
management.
Redefined Ricohs mission, vision and values.

Reflected the nine key processes into discovery process
maps and related policies, procedures, forms and
measures to these processes.
We believe the Baldrige approach provides:

A measurement of how Ricoh Australia rates against a
framework of best practice.
Implemented a Kaizen approach for capturing ideas

formally and informally, evaluating and implementing
ideas and rewarding staff.
An insight into the considered view of senior and middle

managers on the performance of the business.
A structured approach for identifying gaps against a
blueprint for high performance businesses.
We use the Baldrige Performance Excellence criteria to drive
continuous improvement through the strategy development
and deployment cycle.
Baldrige framework
Organisational Profile:
environmental, relationships and challenges
5
Workforce Focus
2
Strategic Planning
1
Leadership
7
Results
6
Process Management
3
Customer Focus
4
Measurements, Analysis and Knowledge Management
66

How do Kaizen teams improve our workplace?
Kaizen SeeChange Team: This team is looking for ways

to improve the visual appearance of our workplace.
To help make Ricoh a great place to work, we are increasing

employee engagement by empowering staff through
Kaizen teams.
Kaizen Kekka: In November 2009, we formed the

Kaizen Kekka (Japanese for results) team to look at
the way company results are communicated to staff so
we all know how we are tracking against our targets.
The balanced scorecard concept was chosen as it not
only measures financial targets, but also incorporates
environmental, customer and internal process
measurements as well.
Staff are encouraged to make suggestions, discuss these

ideas within their department and put forward ideas
through the Kaizen Ideas Drop box. Individual contributions
are valued and rewarded by the Managing Director.
The 12 Kaizen teams that were formed at Ricoh Australia
during the past two years are changing the way workplace
issues are handled.
The ongoing plan for 2010-11 is to form several news Kaizen

teams. For example, a Knowledge and Training team to look
for ways to improve how training is provided across various
areas, including business applications including Cognos,
CRM and ERM .
Here are some examples:

Workforce Kaizen team: The Workforce Kaizen team
is composed of middle management and operational
staff (not senior management) to listen and respond to
the need for reforming workplace policy and oversee its
implementation.
Kaizen teams formed in the reporting period
Enterprise
Marketing to opportunity
Captain Complaints
Complaint Management
Impact
Customer Servicing: Adelaide
Empower
Customer Servicing: Canberra
Fokasu
Inventory Management
Dekiru
(Non-Consolidated) Invoicing
Kaizen Teams
Kekka
Results
iSolidate
(Consolidated) Invoicing
Zenshin
Customer Order to Installation
Make It Happen
Workforce
Midori
Environment
SEEChange
Visual Workplace
Enterprise Resource Management
67
Case Study

Garden composting solution from
Team Midori
During Kaizen training in February 2010, Team Midori,
whose focus is looking at ways to improve Ricoh
Australias environmental performance internally,
identified the need to provide better receptacles to
recycle kitchen waste throughout the organisation.
As a result, colourful recycling and landfill bins and posters
were purchase to ensure all staff members can easily
differentiate between recyclable items and landfill waste,
with the aim of reducing the amount of waste going
to landfill. Compost binds for organic waste were also
purchased, for use in the gardens surround our premises.
68

Talent manager program
Staff training results
In 2008 Ricoh implemented an online system called Talent

Manager as its new Performance Management system.
Training for digital solutions consultants staff in the

Miller-Heiman conceptual method of selling accounted for
the large increase in training expenditure in 2009.
The Talent Manager program was deployed to all staff

nationally to provide a standardised mechanism for setting,
aligning, managing and rewarding staff performance.
Staff training average per person
The system is based on Ricohs four key result areas:
RAP Actual
Financial.
2007
2008
2009
$346
$336
$897
Due to the Global Financial Crisis, technician training was

reduced in 2009.
Customers and markets.

Internal processes.
Ricoh service technician technical training
Development and growth.

Individual performance goals are based on Ricohs business
goals and are measured within successive planning periods.
The key result areas are designed to align individual work
plans with the overall strategic direction of Ricoh, allowing
staff to understand how their roles fit into the bigger picture
of what Ricoh is trying to achieve.
2007
2008
2009
Number of
candidates
222
485
390
Number of
training days
259
313
279
Business compliance training

All new and existing Ricoh employees complete an on-line
compliance training program. The training is mandatory,
assessed and regularly audited. The Anti-Money Laundering
standard was introduced for our Finance department staff
in 2008.
Learning and development

In October 2008, Ricoh Australia Pty Ltd merged the
National Technical Training and HR Training functions. This
has resulted in an expanded national training function with
specialist writers, training developers, technical training
officers, administrators and coordinators.
National Training is now responsible for providing all
learning and development programs within the Ricoh
Australia Pty Ltd organisation plus the wholesale channel, if
the program is relevant to the dealer organisation. Ricoh has
also formed a National Training Steering Committee which
reviews all proposed programs to ensure they are aligned
with organisational goals and values as determined by the
mid-term business plan.
Many of these programs are competency based and
include: technical product training, compliance training,
sales product training, sales induction and new employee
induction.
Delivery of this training material is a blend of self-paced
learning material, online courses and instructor led
classroom courses.
Ricoh is committed to the professional development of its
staff and associated dealer business to provide the best
solutions to its customers.
69
Ricoh has continued

to provide training
on the latest products
which meant that
my skills were always
being updated.
Kimon Spezas
Technical Product Manager, Frenchs Forest NSW
70

Technicians field service training
Future training plans

In future we plan to offer a number of courses to employees
including:
Based on levels of training completed and competency

assessments, technicians can be promoted from Level 1
preventative maintenance technician through to Level 5
field supervisor or technical specialist.
One-day training course for new customer services

representatives.
At each level, competency-based assessments are used

to judge whether individuals can perform given tasks to
a specified standard. All technicians can progress to these
levels by demonstrating competence in the skill modules.
Systems training for Level 1 and 2 call centre

representatives.
Ricohs strategic objective is to increase the proficiency level

of technicians, increasing the number who have completed
level 3 and 4 training.
Three-day value proposition course for all digital service

consultants to provide them with tools and resources to
differentiate Ricoh from the market and engage new and
existing customers.
Miller Heiman Channel Partner Management training for

dealers, as part of digital partners solution plan.
Technician career progression

2007
2008
2009
Level 1 (Lowest)
26
39
33
Level 2
32
36
37
Level 3
48
47
48
Level 4
10
Supervisors
13
13
13
Total
125
141
141
Three-day solution selling course for all digital service

consultants to enable them to conduct software solutions
presentations and answer client questions effectively.
Our new rede2learn desktop and business skills courses,
launched in mid-2010, include desktop skills as well as high
level management courses such as time management and
conducting meetings. Snapshot versions of these courses
will also be provided for employees who are short of time,
as will ongoing mentoring whereby participants can ask
questions and participate in an on-line-chat with a mentor
or receive email responses.
Technical development plan

Ricohs Technical Development Plan, a structured
training program introduced in 2003, gives technicians
the knowledge and competencies required to support
Ricoh equipment and software in the field. It mirrors the
Technician Levels 1 to 3 and the further Career Path level
of 4 and 5.
Though only about 39 percent of the interviewed

respondents had received training by their vendors, 63
percent of Ricoh users did receive training, which is the
highest participation rate as compared to other brands.
Ricoh can continue to encourage the deployment of user
training. Ricoh users are very satisfied with the training
content and trainer knowledge and effectiveness.
Quote from Ricoh Benchmarking Australia Report,
March 2009
71

Customers occupational health and safety
With occupational health and safety (OH&S) risk

management a key feature of Ricohs Health and Safety
Management Program, we continually strive to identify
potential accident sites, expose actual and potential risks
and take appropriate corrective action.
To promote occupational health and safety, all Ricoh devices

feature easy handling paper trays which can be opened with
minimal physical effort. Disabled access is provided with
tilted control panels.
With some of our models, the scanner heads can be
removed and placed on tables so people in wheelchairs
can access them. Visually impaired customers can use the
simplified display mode, which doubles the font and icon
size on devices.
Overall OH&S activities are controlled by the Human

Resources department located at our Sydney head office.
Personal protective equipment is issued where appropriate.
While eliminating risk is our top priority, we are aware that
new hazards are encountered as operations change, and
continual adjustments are made to accommodate these
changes. When new employees start with Ricoh, they are
immediately provided with OH&S instruction and training.
Industry benchmarking
Since 2006, Ricoh has benchmarked our OH&S performance
against the industry at large. The human resources manager
annually issues internal reports and statistics to management
in relation to the performance of the OH&S system. These
comprehensive reports show consolidated statistics of type
and number of injuries for each location.
Our OH&S training needs are continually assessed, in order

to comply with current and new legislation, and specific
training is provided as required in areas such as manual
handling, first aid and fire warden training.
Regular safety audits of all sites and OH&S system
procedures, reveal many opportunities for improvement
and these are formally addressed as corrective actions within
the system.
All Ricoh Australia sites have OH&S Representatives, who
coordinate activities. They play an active role in ensuring
that our OH&S policies, procedures and disciplines are
implemented, communicated and effective. All locations
have qualified First Aid officers and fire wardens on site.
72
Our Kaizen program encourages and assists staff to

practice continuous improvement on a daily basis
and promotes operational performance excellence.
www.ricoh.com.au

Ricoh Sustainability Statement

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Ricoh Sustainability Statement

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Sustainability

Cover image Pat Houlihan

About our report

Message from the Managing Director

A Who are we?

Ricoh Australias Executive Team

Structure and governance

Our framework for doing business

Our business strategy

Recognition as a sustainable organisation

A2 Our values and commitments

Our environmental vision and mission

Our climate change commitments

How we ensure our legal and ethical behaviour

How we comply with relevant laws and regulations

B How are we performing against our priorities?

B4 How are we harmonising with the environment? continued

B5 How do we contribute positively to society?

Whats the issue?

What we are doing about it?

B6 How do we ensure Ricoh is a great place to work?

Whats the issue?

What are we doing about it?

Our Space intranet

C What are our programs and achievements?

Better product use benefits customers triple bottom line

@Remote Green Reports

Case study: Printing securely at Hawthorn Football Club

C2 How are we providing reliable products and services to our customers?

Ricoh highly ranked in customer satisfaction survey

Technical service network

Service quality index scores

How well our technicians performed

Case study: Helping technicians locate machines faster

Customer service from branch to international level

Global knowledge management system

C3 How are we harmonising with the environment?

How are we implementing our environmental leadership strategy?

How do our recycling programs approach our zero-waste-to-landfill goal?

How are we cutting our greenhouse gas emissions?

C4 How are we contributing to the community?

Volunteering at Arranounbai School

Contributing to education in sustainability

Sustainable Schools Art Competition

Raising employees environmental awareness

Eco Action Day

Clean Up Australia Day

C5 How do we ensure Ricoh is a great place to work?

How do we measure our employee engagement?

How do we act on our technician benchmarking survey?

How do we promote performance excellence?

How do Kaizen teams improve our workplace?

Kaizen teams formed in the reporting period

Case study: Garden composting solution from Team Midori

Talent Manager program

Learning and development

Staff training results

Business compliance training

Technicians field service training

Technical development plan

Occupational health and safety

Customers occupational health and safety

About our report

Why? Whilst the Ricoh Group