3. Table of Contents
1. Consolidated Results for the Second
Quarter of Fiscal Year Ending March 2019
2. Topics on Mid-Term Management Plan
(FY2017 - FY2019)
3. Consolidated Income Forecast for Fiscal
Year Ending March 2019
4. Reference Material
Forward-looking statements including earnings forecasts contained in this document are based on certain
assumptions deemed to be rational in light of the information available to the Company at the time of
preparing the document, and are not intended to be guarantees of future performance. Actual results may
differ significantly from plans and forecasts due to a variety of factors.
3
5. Net Sales : 155,412 million yen (+2.8%)
Expanded income for nine consecutive
periods; posted another record high
Gross Profit : 16,147 million yen (+3.9%)
Posted another record high
Operating Profit : 8,643 million yen (+2.2%)
Net Income : 5,988 million yen (+3.9%)
Total Transaction Volume : 202,060 million yen
Posted another record high
Operating Assets (substantial) : 885,427 million yen
Posted another record high
Performance Overview
5
* In this document, “Profit Attributable to Owners of Parent” is presented as “Net Income”
Gross Profit recorded the highest in its history due to
improvements in acquired yields of new contracts and a
steady increase in Operating Assets.
6. Consolidated Results
• Net Sales increased for the ninth consecutive period and posted another record high due to steady accumulation
of Operating Assets.
• The increase in Gross Profit absorbed the increase in expenses, and Operating Profit increased by 2.2% year-on-
year.
6
(100 millions of yen)
17/9 Actual
18/9
Full-Year
Forecast
Progress Rate
Actual
Growth
Rate
Net Sales 1,511 1,554 2.8% 3,135 49.6%
Gross Profit 155 161 3.9% 327 49.4%
SGA Expenses 70 75 5.9% 157 47.8%
Operating Profit 84 86 2.2% 170 50.8%
Ordinary Profit 83 87 3.9% 167 52.1%
Net Income 57 59 3.9% 114 52.5%
YoY change
Dividend per Share (yen) 35.00 40.00 5.00 80.00 -
Earnings per Share (yen) 184.58 191.84 7.26 365.19 -
Dividend Payout Ratio 19.0% 20.9% 1.9% 21.9% -
ROA (Return on Asset Ratio) 1.24% 1.21% (0.03%) 1.15% -
ROE (Return on Equity Ratio) 7.3% 7.1% (0.2%) 6.7% -
*Actual ROA and ROE are annualized numerical figures
7. Factors Affecting Operating Profit
7
• Due to the increase in gross margin for Leases and Installment Sales Business and gross margin for Financial
Services Business, Gross Profit increased by 604 million yen.
• Expenses increased by 416 million yen due to an increase in Personnel Expenses and Other Expenses including
Strategic Expenses.
Gross Profit Calculation SGA Expenses Calculation
8,455
million
yen
Increase in
Allowance for
Doubtful
Accounts
17/9 Actual
Increase in
gross margin
for Financial
Services
Business
Increase in
Other
Expenses
Decrease in
Financial
Expenses
8,643
million
yen
18/9 Actual
+0.5 (0.6)
(2.1)
(100 millions of yen)
(0.6)
+3.2
Others
Increase in
gross margin
for Leases and
Installment
Sales Business
+2.8
188 million yen
(1.4)
Increase in
Personnel
Expenses
8. 1,246
1,320
1,402
1,460 1,499
71 71 74 70 70
0
20
40
60
80
100
120
140
0
200
400
600
800
1,000
1,200
1,400
1,600
1,800
14/9 15/9 16/9 17/9 18/9
売上高 セグメント利益
29
32
35 36
41
13 16 16 17 19
16.9%
19.2% 18.9%
21.2%
22.7%
0%
10%
20%
0
10
20
30
40
50
60
70
14/9 15/9 16/9 17/9 18/9
売上高 セグメント利益 営業利益構成比
Leases and Installment Sales Business Financial Services Business
Performance by Segment
• In the Leases and Installment Sales Business, Net Sales increased by 2.6% due to a rise in Operating Assets.
The Segment Profit increased by 0.7% due to a rise in expenses such as Personnel Expenses.
• Financial Services Business posted greater income on higher sales thanks to the stable commission business,
including Collection Agency Services and Factoring Services for Nursing-Care Facilities, and Loans.
(100 millions of yen) (100 millions of yen)
*% of Operating Profit = Financial Services Business Segment Profit / Operating Income
8
Net Sales Segment Profit Net Sales Segment Profit % of operating profit
9. Leases and Installment Sales Business:
Transaction Volume by Contract/Product
• The performance in Environmental Field declined due to a rebound of large transactions in the previous year, but
progressed as planned. From 2Q, the Company started the power generation business.
• Commercial and Service Equipment and Transportation Equipment demonstrated double-digit growth.
9
(100 millions of yen)
Transaction volumes are presented on an inspection basis.
Transaction Volume by Contract
Transaction Volume by Product
17/9
Actual
18/9 Initial Full-
Year
Forecast
Progress
RateActual
Growth
Rate
Finance Leases 1,336 1,322 (1.1%) 2,720 48.6%
Operating Leases 72 110 53.5% 160 69.2%
Installment Sales 409 369 (9.8%) 810 45.6%
Total 1,818 1,802 (0.9%) 3,690 48.8%
Environmental Field
17/9
Actual
18/9 Initial Full-
Year
Forecast
Progress
Rate
Japan Leasing
Association
(cumulative total
from 18/4 to 18/8)
Growth Rate
Actual
Growth
Rate
Office and IT-Related Equipment 945 955 1.0% 1,925 49.6% 5.2%
Medical Equipment 190 165 (12.7%) 360 46.1% (11.0%)
Industrial Machinery 246 177 (28.0%) 455 39.0% (4.8%)
Commercial and Service Equipment 154 193 24.9% 355 54.4% (0.9%)
Transportation Equipment 81 105 28.9% 165 63.7% 5.1%
Others 199 205 3.0% 430 47.8% 13.6%
Total 1,818 1,802 (0.9%) 3,690 48.8% 3.2%
Transaction Volume for Leases and
Installment Sales 195 134
(27.8%) 350 40.4%Investment Amount
(Power Generation Business) - 6
10. 117 139 172
109
218
142 124
154
234
259 264
327 343
1,052 1,106
1,216
1,374 1,483
0
200
400
600
800
1,000
1,200
1,400
1,600
0
100
200
300
400
500
600
15/3 16/3 17/3 18/3 18/9
上期 下期 残高
149 217 291 353 380
176
254
314
367
326
471
606
72032
49
59
67
74
-50
-30
-10
10
30
50
70
90
0
200
400
600
800
1000
1200
15/3 16/3 17/3 18/3 18/9
上期 下期 残高
656 785 857 886 985
735
822
897 933
1,392
1,607
1,755 1,819
15/3 16/3 17/3 18/3 18/9
上期 下期
[Commission business]
• In Collection Agency Services, the number of new
customers grew steadily due to web marketing and the
Number of Transactions increased by 11.1% year-on-
year.
• In Factoring Services for Nursing-Care Facilities, the
Transaction Volume increased by 7.5% year-on-year as
a result of capturing new customers and increasing the
use of services by existing customers.
[Loans]
• Corporate lending was mainly favorable, and the
Transaction Volume jumped 99.9% year-on-year.
Financial Services Business:
Number of Transactions/Transaction Volume
Number of Transactions in Collection
Agency Services
Loan Transaction Volume
Transaction Volume of Factoring Services
for Nursing-Care Facilities
(100 millions of yen)
(100 millions of yen)(10,000 cases)
10
First half BalanceSecond half
First half Second half First half BalanceSecond half
11. 5,327 5,517 5,627 5,761 5,807
158 187 208 230 266725
837 958 1,113 1,1791,142
1,231
1,292
1,458 1,5997,354
7,773
8,086
8,563
8,854
0.19% 0.18% 0.18% 0.17% 0.16%
-10.00%
-8.00%
-6.00%
-4.00%
-2.00%
0.00%
15/3 16/3 17/3 18/3 18/9
リース オペリース 割賦 金融ｻｰﾋﾞｽ／その他 事故率
• Operating Assets increased by 29.0 billion yen from the end of the previous fiscal year and posted another record
high as a result of steadily capturing contracts in Leases and Installment Sales Business.
• The default rate declined due to a higher balance of Operating Assets although default loss amount slightly
increased year-on-year.
* Default rate = Default loss amount / Average Operating Assets
(for 18/9, default loss amount was annualized to calculate the default rate)
* Operating Assets shown includes portions of lease receivables..
Operating Assets and
Changes in Default Rate
11
(100 millions of yen)
Financial Services/OthersInstallment SalesOperating LeasesFinance Leases Default Rate
(+376)
(+418)
(+313)
(+477)
(+290)
12. 213 216 215 207 204
14 16 18 24 24
23 24 26 25 26
53 55 58 65 67
305 313 318 323 323
4.77% 4.53% 4.35% 4.21% 4.00%
-7.50%
-5.50%
-3.50%
-1.50%
0.50%
2.50%
4.50%
6.50%
14/3 15/3 16/3 17/3 18/3
リース 割賦 融資 その他(受取手数料等) 差引利益率
52 51 50 51 51
5 6 5 6 6
6 6 6 7 7
14 16 18 18 17
79 80 81 83 83
3.95% 3.99% 3.99% 3.97% 3.90%
-7.50%
-5.50%
-3.50%
-1.50%
0.50%
2.50%
4.50%
6.50%
17-2Q 17-3Q 17-4Q 18-1Q 18-2Q
* Gross Profit = Net Sales − Cost of Sales (excluding Financial Expenses)
* % of Gross Profit (before deducting Financial Expenses) = Gross Profit (before deducting Financial Expenses) / Average
Operating Assets (for 18/9, the amount of Gross Profit (before deducting Financial Expenses) was annualized to calculate
the % of Gross Profit (before deducting Financial Expenses)).
• From FY2017 2Q onwards, the decline in Operating Asset yields ceased due to improvements in acquired yields
of new contracts.
• % of Gross Profit (before deducting Financial Expenses) of FY2018 2Q declined to 3.95% when special factors
are excluded.
Transition of Gross Profit
(before deducting Financial Expenses)
12
(100 millions of yen)
Leases
Installment
Sales
Loans
Others
(Commission Received, etc.)
% of Gross Profit
(before deducting Financial Expenses)
13. 4,902
5,378 5,745
6,156 6,443
1,434
1,332
1,121
1,110
1,1126,337
6,710 6,866
7,266
7,555
15/3 16/3 17/3 18/3 18/9
長期 短期
7.7 7.3
6.0 5.5 5.1
7.4 7.2
5.6
5.2
15.1
14.5
11.6
10.8
0.22%
0.20%
0.15% 0.13% 0.12%
-0.50%
-0.40%
-0.30%
-0.20%
-0.10%
0.00%
0.10%
0.20%
0.30%
15/3 16/3 17/3 18/3 18/9
上期 下期 資金原価率
Interest-Bearing Debt Outstanding
* Financial Expenses Ratio = Financial Expenses /
Average Operating Assets
* For 18/9, Financial Expenses was annualized to
calculate the Financial Expenses Ratio.
* The balance includes the amount of procurement
through securitized portions of lease receivables.
* Current portion of Long-term liabilities within one
year is included in long-term debt.
• Interest-bearing debt increased in line with the rise in Operating Assets.
• Continued to procure funds at low interest rates while Financial Expenses and the Financial Expenses
ratio decreased.
Financial Expenses and Financial
Expenses Ratio
Total Procurement Amount and
Financial Expenses
13
(100 millions of yen) (100 millions of yen)
Short-termLong-term Financial Expenses RatioSecond halfFirst half
14. 32 33 33 33 35
30 30 30 30
32
3 3 5 6
666 67 68 70
75
40.1% 40.3%
39.0%
40.2%
41.0%
20.0%
25.0%
30.0%
35.0%
40.0%
45.0%
0
20
40
60
80
100
120
14/9 15/9 16/9 17/9 18/9
人件費 その他 貸倒費用 OHR
Changes in Selling,
General and Administrative Expenses
• A year-on-year increase of 5.9% due to Personnel Expenses and Strategic Expenses.
• Bad Debt Expenses slightly increased.
* OHR = (Selling, General and Administrative Expenses − Bad Debt Expenses) / (Gross Profit + Financial Expenses)
14
(100 millions of yen)
Bad Debt ExpensesOthersPersonnel Expenses OHR
15. 2. Topics on Mid-Term Management Plan
(FY2017 - FY2019)
15
For strategies of the Mid-Term Management Plan,
please see Reference Material.
16. Matching
via app
Topic 1:
New measures for “Beyond Leasing”
Market with the room to grow (balance of
accounts receivable about 200 trillion yen)
Diversification of the formats of service
provision
Business alliance with eGuarantee, Inc.
Mid-Term Management Plan: Business Growth Strategy (2)
“Creation of value provided other than leasing”
16
Investment in PeaceTecLab Co., Ltd.
Market
environ-
ment
Aiming
for the
goal
Future
develop-
ment
Market
environ-
ment
Aiming
for the
goal
Provision of new value for customer base
Enhancement of commission revenue
Try hard in Tokyo area for the first year
while considering establishing a joint
corporation
Change of consumers’ consciousness from
“ownership” to “utilization and sharing”
Growth of sharing business
Pursue the possibility of BtoC rental/
sharing service
Conclusion of business matching contract
Introduction of “Account receivable guarantee
service” to customers
<Customer base>
Number of customers
400,000 companies
Number of vendors
6,000 companies
CtoC and BtoC rental platform
Operation of Alice.style
Borrow and try!
• I want to use a
premium product
without buying it.
• I would like to compare
products in the same
category before
purchasing.
• I do not want to own
many things.
I would like to receive
money by loaning out
my item.
• There are things that I don’t
use every day but that take
up a lot of space
• I have an item that I bought
without any particular
reason and do not use
• I have an item that I keep in
self-storage
*Alice.style will be released soon
Introduction of
customers
Contingency
fee
Ricoh Leasing Company,
Ltd.
17. Topic 2: Housing Rental Business
Mid-Term Management Plan: Business Growth Strategy (5)
"Development and provision of financial services to
accommodate changes and resolve issues in society”
17
Housing Rental Business
(September 2017–)
Societal
issues
RL
existing
business
New
business
Declining birthrate and increase in aging
population living alone due to a trend toward two-
generation families, increase in foreign residents.
⇒ Securing a house that anyone can live in
without worry
Finance
• Apartment loan for
investment purpose
• Loan for apartment
management
association
×
Commission
business
• Collection Agency
Services
(with guaranteed rent)
Securing stable investment income
• As a general rule, apartments shall be purchased by
unit
• Size of property from studio to one-bedroom
apartment
• The target area is restricted to Tokyo area
Development of new business utilizing alliance
• Detection of issues related to residents, management
associations and companies
• Development of a service that goes beyond the
boundaries of “finance” and “real estate”
Number of units owned
Actual/Target of Mid-Term Management Plan
End of
September 2018
(Actual)
End of March
2020
(Target)
500 units170 units
“Restoration of buildings” for collective housing such
as apartments
Joint promotion of “the activation of communities”
Loan for management association, Apartment
restoration loan
Verification test to establish an effective
method utilizing IoT to manage collective housing
Business tie-up with JS Corporation.
Renovate units in apartments with
the concept of “unit that makes it
easy to raise children”
18. Topic 3: To achieve SDGs
18http://www.r-lease.co.jp/csr/download/index.htmlSustainability Report 2018
Creating a healthy, strong
company
Creating common value through
business
Contribution to realization of
decarbonized and recycling society
Support for revitalizing
communities
Four important themes 13 Priority Issues Identified
Goal by measure, KPI
(To be established)
Contribute to
achieve
SDGs
• Promotion of diversity and inclusion
• Improvement to achieve an efficient
work style/Realization of work-life
balance
• Human resource development
• Realization of safety, health and
comfort in work environment
• Pursuit of customer satisfaction
• Contribution to solving societal issues
and revitalizing the Japanese
economy
• Strengthen partnerships with the
Group companies and business
partners
• Continuous operation and
improvement of environment
management system
• Mitigation of and adaptation to climate
change
• Resource circulation
• Conservation of biodiversity
• Contribution and
donation/reconstruction assistance to
communities
• Collaboration with communities
Establish SDGs
commitment on
13 Priority Issues
Identified
By linking internal
contribution index and
performance contribution
index, aim to achieve
SDGs simultaneously.
Having SDGs as the base for management and taking an active role in
resolving social issues, aim to create new value and continuously
improve corporate value
CSV
20. Customers
and
markets
Competition
Our
company
• Recovery in corporate performance with strong external demand, inbound demand, etc.
• Active streamlining and labor saving, and investment in inbound business demand.
• Concern about the increase in corporate bankruptcies due to shortage of workers and
excessive investment.
• Although monetary policy is expected to be maintained for the time being, overseas countries
started raising interest rates.
• Development of new business that capitalizes on new technologies (AI, IoT, FinTech, etc.)
• Uncertainty of overseas situation due to the opposing attitude to increasing protectionism of
the United States
• Decline in FIT price for solar power generation, tightened regulations for some projects that
have not started operating
• Active investment in focus areas such as aircraft, real estate and overseas.
• New techniques and initiatives in new areas through business alliances and collaborations
across industries.
• Intensified competition with other industries such as regional banks (monetary easing /
lowering interest rate).
• Transaction volume showed a recovery led by Office and IT-Related Equipment.
• Steady accumulation of renewable energy assets. Diversify the range of measures
• Start of new initiatives such as Housing Rental Business and alliance with JS Corporation.
• Due to improvements in newly acquired yields, the decline in Operating Asset yields came to
an end.
Environmental Awareness
20
21. 18/3 Actual
19/3
Forecast
Growth
Rate
Net Sales 3,043 3,135 3.0%
Gross Profit 312 327 4.6%
SGA Expenses 147 157 6.7%
Operating Profit 165 170 2.7%
Ordinary Profit 164 167 1.7%
Net Income 113 114 0.8%
YoY change
Dividend per Share (yen) 70.00 80.00 10.00
Earnings per Share (yen) 362.19 365.19 3.00
Dividend Payout Ratio 19.3% 21.9% 2.6%
ROA (Return on Asset Ratio) 1.20% 1.15% (0.05%)
ROE (Return on Equity Ratio) 7.1% 6.7% (0.4%)
YoY change
Operating Assets 8,563 9,053 489
Consolidated Income Forecast
21
* Operating Assets shown includes portions of lease receivables.
(100 millions of yen)
22. Transaction Volume Forecast by Product
22
(100 millions of yen)
* Transaction volumes are presented on an inspection basis.
Leases and Installment Sales Business by Product
Financial Services Business
18/3
Actual
19/3 19/3
Revised
Forecast
Revised
Amount
Growth
Rate
Initial
Forecast
Growth
Rate
Office and IT-Related Equipment 1,887 1,945 20 3.0% 1,925 2.0%
Medical Equipment 358 350 (10) (2.3%) 360 0.5%
Industrial Machinery 413 455 0 10.1% 455 10.1%
Commercial and Service Equipment 348 355 0 1.9% 355 1.9%
Transportation Equipment 163 175 10 7.0% 165 0.9%
Others 399 430 0 7.5% 430 7.5%
Transaction Total for Leases and
Installment Sales Business 3,571 3,710 20 3.9% 3,690 3.3%
Environmental Field
18/3
Actual
19/3 19/3
Revised
Forecast
Revised
Amount
Growth
Rate
Initial
Forecast
Growth
Rate
Number of Transactions of Collection
Agency Services (10,000 cases)
1,819
cases
2,060
cases
0 13.2% 2,060
cases
13.2%
Transaction Volume of Factoring
Services for Healthcare & Nursing-
Care Facilities
720 910 0 26.2% 910 26.2%
Loan Transaction Volume 343 380 50 10.6% 330 (3.9%)
Transaction Volume for Leases and
Installment Sales 315
350 0 11.1% 350 11.1%Investment Amount
(Power Generation Business) -
(100 millions of yen)
25. Breakdown of Operating Assets
25
(100 millions of yen)
* Operating Assets shown is after portions of lease receivables are deducted.
18/3 Actual 19/3 19/3
Year-End
Year-on-
Year
Change
Second
Quarter
Change
from
Previous
FYE
Year-End
Forecast
Year-on-
Year
Change
Finance Leases 551,398 13,369 556,052 4,654 563,500 12,101
Operating Leases 23,059 2,164 26,676 3,617 24,000 940
Total Leases 574,457 15,534 582,729 8,272 587,500 13,042
Installment Sales 111,313 15,499 117,974 6,660 129,000 17,686
Total Leases and Installment
Sales Business 685,771 31,033 700,703 14,932 716,500 30,728
Financial Services Business 139,562 17,895 152,206 12,643 157,500 17,937
Subtotal 825,333 48,928 852,909 27,576 874,000 48,666
Others 6,312 (1,238) 7,779 1,467 6,300 (12)
Total Operating Assets 831,645 47,690 860,689 29,043 880,300 48,654
26. Net sales and profit by segment
Net Sales
Segment Profit
26
(100 millions of yen)
(100 millions of yen)
* “Others” are the business segments which are not included in reporting segments, and include
outsourcing technology services such as measurement, calibration and device inspection, loan and
factoring within Ricoh group and the operation of a domestic cash management system.
18/3 19/3
Second
Quarter
Growth
Rate
Second
Quarter
Growth
Rate
Leases and Installment Sales Business 146,098 4.2% 149,962 2.6%
Financial Services Business 3,684 5.1% 4,106 11.4%
Others 1,398 19.7% 1,343 (3.9%)
Total 151,181 4.4% 155,412 2.8%
18/3 19/3
Second
Quarter
Growth
Rate
Second
Quarter
Growth
Rate
Leases and Installment Sales Business 7,003 (6.5%) 7,052 0.7%
Financial Services Business 1,790 7.7% 1,960 9.4%
Others 112 (5.0%) 103 (8.2%)
Total 8,907 (3.9%) 9,116 2.3%
27. CSR of Ricoh Leasing
27
Four important themes
13 Priority Issues
Identified
CSR Goal in Mid-Term Management Plan
(Indicators for the major initiatives)
<Target> <Progress>
Creating a healthy, strong
company
Promotion of diversity and inclusion
(1) Female manager ratio: 20% in 2020
(2) Nursing care leave: 0
(3) Employment ratio of persons with disability: 2.5%
(1) Beginning of FY2017 11.9% → End of FY2017
13.3%
(2) FY2017 Nursing care leave: 1
(3) End of FY2016 2.03% → End of FY2017
2.15%
Improvement to achieve an efficient
work style
Realization of work-life balance
(1) Total working hours: Less than 1,700
(2) Overtime: Less than 10 hours
(3) Paid leave acquisition rate: 100%
(1) 2016 1,672 hours → 2017 1,688 hours
(2) FY2016 8.0 hours → FY2017 10.4 hours
(3) 2016 78.8% → 2017 84.8%
Human resource development
Achievement rate of the plan to obtain and develop
professional human resources that are required for the
business reform: 100%
The number of acquisition of professional
qualification doubled from the previous year,
100% execution of recruitment plan
Realization of safety, health and comfort
in work environment
(1) Health check examination rate: 100%
(2) Smoking rate: Within 20%
(1) FY2016 100% → FY2017 100%
(1) FY2016 23.1% → FY2017 20.7%
Creating common value through
business
Pursuit of customer satisfaction
R&D on businesses and products that meet and
anticipate customer expectations
Some examples are introduced in Sustainability
Report
Contribution to solving societal issues
and revitalizing the Japanese economy
(1) % of Operating Profit in Financial Services: 30%
(2) Transaction Volume of Factoring Services : 100,000
million yen
(3) Number of Transactions in Collection Agency
Services: 25 million cases
(1) FY2016 19.2% → FY2017 20.6%
(2) FY2016 60.6 billion yen → FY2017 72.0 billion
yen
(3) FY2016 17.55 million cases → FY2017 18.19
million cases
Strengthen partnerships with the Group
companies and business partners
Creation of new services and business models that
combine the strengths of each Group companies
Some examples are introduced in Sustainability
Report
Contribution to realization of
decarbonized and recycling society
Continuous operation and improvement
of environment management system
Achievement of every EMS targets Refer to Sustainability Report
Mitigation of and adaptation to climate
change
(1) 1,022 tons—CO2 (FY2019)
(2) Transaction Volume in Environmental Field: 50
billion yen
FY2016 1,089 tons → 2017 1,039 tons
FY2016 24.1 billion yen → FY2017 31.5 billion yen
Resource circulation
Further promotion of 3R
• Resource saving and reduction of waste by
appropriate collection and disposal
Recycling rate of properties whose lease period
has expired
FY2016 88.4% → FY2017 88.0%
Support for revitalizing
communities
Conservation of biodiversity 5% increase in the number of participants each year In FY2017, 17% year-on-year increase
Contribution and
donation/reconstruction assistance to
communities
Implement community-based CSR
• Increase number of participants by 10% each year
In FY2017, 18% year-on-year decrease
Collaboration with local communities
Development of CSR activities in line with social
contribution priority areas
• Create opportunities for collaboration and
cooperation with NPOs and NGOs
Some examples are introduced in Sustainability
Report
Cooperative bodies: 5 organizations
http://www.r-lease.co.jp/csr/download/index.htmlSustainability Report 2018
28. Mid-Term Management Plan —
Vision “Beyond Leasing”
FY2014–FY2016 Mid-Term
Management Plan
FY2017–FY2019 Mid-Term
Management Plan
Next-Period Mid-Term
Management Plan
Expansionofbusinessareas
• Enter new business areas and take risks in order to achieve business growth and income growth.
• Pursue research/development of businesses and products to respond to the expectations of
customers and to further get a head start on future expectations.
Expansion of core businesses
Advance into new businesses
around the core business fields
by responding to customers’
expectations.
Grow to become a company that
can not only provide services/
products in leasing and financial
services markets but also offer
ones that contribute to the
development of the environment,
society and customers.
Business Areas
Leases and
Installment Sales
Financial Services
28
29. Mid-Term Management Plan —
Management Strategy
29
Taking on challenges in new environmental fields centered on
energy-creation and energy-saving
• Reinforce initiatives toward establishing environmental and renewable energy facilities
Reinforcing alliances with vendors and establishing a firm sales &
marketing platform by maximizing the customer network
• Provide effective offering model to vendors and reinforce relationships through strategic alliances
• Strengthen points of contact in the customer network comprising 400,000 firms
Deployment of lease + service business through collaboration with
RICOH Group companies
• Create new services and business models by combining the strengths of group companies in
regard to production, sales, logistics, etc.
Development and provision of financial services to accommodate
changes and resolve issues in society
• Strengthen response to diversifying settlement means
• Develop and provide financial services that respond to the changes in population trends
• Aim to have Financial Services Business account for 30% of Operating Profit
Creation of value provided other than leasing
• Develop products and businesses demanded by customers, markets and the era
• Expand business areas by taking new risks
Business Growth Strategy
2.
3.
5.
1.
4.
30. Mid-Term Management Plan —
Management Strategy
30
• Further heighten consulting and other expert capabilities and promote the use and
expansion of the customer network
• Actively expand nursing-care factoring and medical service fee factoring
• Transaction volume for the factoring business: 60,600 million yen in Fiscal Year Ended
March 2017 ⇒ 100,000 million yen in Fiscal Year Ending March 2020
• Expand through active risk-taking using diverse schemes
• Take initiatives toward establishing new power generation facilities for biomass power
generation, etc. beyond solar power generation
• Develop and provide services and businesses toward realizing a zero-energy-based
society
• Transaction volume for Leases and Installment Sales Business: 24,100 million yen in the
year ended March 2017 ⇒ 50,000 million yen in the year ending March 2020
• Develop new provision formats using the RICOH Group’s infrastructure
• Provide distinguished products in deploying services that respond to the shift from
“products” to “services”
• Deploy business based on a proprietary approach in line with the domestic population
trend ⇒ Launch of Housing Rental Business for singles
• Develop and provide diverse services for real estate business operators and lessors
Areas of Focus
Medical / Nursing
Care Field
Environmental
Field
Office & IT-
Related Field
Real Estate Field
31. Mid-Term Management Plan —
Management Strategy
31
Construction of a new platform to further enhance product
competitiveness and operating efficiency in response to diversifying
needs and services
• Establish an IT infrastructure that supports the development and provision of new
businesses, services and products
• Promote operational efficiency by using AI and other new technologies
Human resources management in response to changes in society,
markets and working styles
• Shift workforce toward productivity improvement and business growth by implementing
flexible working styles that are not bound by time and location
• Increase motivation to grow and take on challenges by introducing a remuneration
system that rewards contributions made to operating performance
1.
2.
Strategy for Enhancement of Organizational Strength
Further Promotion of CSR
(1) Reduction of Environmental Burden through Business Activities
— Expand environmental business activities aimed at increasing the magnitude of environmental
contribution
(2) Contribution to each Stakeholder for Realizing Sustainable Growth
— Promote activities in the order of priority toward resolving social issues
(3) Continuous Enhancement of Corporate Governance
— Increase corporate value through reinforcing the PDCA cycle
32. Mid-Term Management Plan —
Financial Targets
32
Operating
Profit
(100 millions of yen)
183173160
ROA
(Return on Assets
Ratio)
1.30％
(Mid-Term
Target)
1.31％1.29％
Operating
Assets
(100 millions of yen,
including securitized
portions)
9,0008,0866,978
1.8％
Fiscal Year Ending
March 2020
Fiscal Year Ended
March 2017
Fiscal Year Ended
March 2014Financial Targets/P&L
－
3.6％
Fiscal Year Ended March
2017 to Fiscal Year
Ending March 2020
CAGR
33. Mid-Term Management Plan —
Operating Targets
33
Transaction
Volume of Leases
and Installment
Sales Business
(Environmental Field)
(100 millions of yen)
3,675
(500)
3,362
(241)
3,209
Number of Annual
Transaction Cases
of Collection
Agency Services
(10,000 cases)
2,5001,7551,152
Transaction
Volume for
Medical/Nursing-
Care Factoring
(100 millions of yen)
1,000606198
Fiscal Year Ending
March 2020
Fiscal Year Ended
March 2017
Fiscal Year Ended
March 2014
Fiscal Year Ended March
2017 to Fiscal Year
Ending March 2020
CAGR
3.0％
(27.5%)
12.5％
18.1％
Operating Targets
34. <Contact>
Ricoh Leasing Company, Ltd.
Corporate Planning Department
Tel: 03-6204-0608
Email: ir@rle.ricoh.co.jp
URL: http://www.r-lease.co.jp
Reliability
for
the Future
Ricoh Leasing Company, Ltd.
