Create a happiness company and society Promoting the Active Participation of Diverse Human Resources

Enhancing the balance between work and private life creates vitality in our lives, which is a new driving force.In addition, working in a comfortable and rewarding work environment for a diverse range of Human Resources leads to employee satisfaction, which in turn leads to increased work productivity and quality, which in turn leads to increased corporate value and customer satisfaction.Based on Corporate Philosophy of "Creating a Working Environment in which Every Individual Employee Respects and Works with Enjoyment and Enjoyment," we believe that "Diversity" is the foundation of our human resources management, and we are promoting both diversity and work-life management, regardless of gender, age, employment style, new graduate and mid-career hiring, disability, nationality, lifestyle, religion, sexual orientation, and sexual self-recognition. We are also promoting diversity and work-life management.In promoting these activities, we are focusing on promoting the activities of our diverse Human Resources and on supporting balance and reviewing work styles, based on the cultivation of an awareness and corporate culture based on our personnel system.

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  We use the term "work-life management" instead of "work-life balance" based on the idea that we should actively manage both of us in order to enhance both our work and lives.

Vision for Diversity and Work-Life Management

Ricoh Leasing's Target Diversity and Work-Life Management Cycle

Axis of initiatives to promote diversity and work-life management

Message from the President to Promote Women's Activity

I believe that each employee should be given equal opportunities for jobs, positions, etc. in the company regardless of the gender, gender, self-recognition, race, lifestyle, age, etc.Furthermore, in Japan, it is imperative to respond to the globalization of the working environment in accordance with the rapid progress of the low birthrate and the aging society.

Since April 2019, we have renewed our management philosophy and stated that it will serve as a bridge to a rich future with our unique finance and services. At the same time, as our basic stance, we have stated that we will create an environment in which each and every employee can work with respect and entertainment.

In FY2020, we achieved our goal of 20% of women in managerial positions, which was one of the strategies for improving organizational capacity in the 19th Medium-Term Management Plan. This was one of the major achievements that led to the conclusion of a positive impact finance^※1agreement with Sumitomo Mitsui Trust and Banking Corporation.We consider the achievement of this goal to be a transit point, and in order to proceed to the next stage, we announced our support for the "30% Challenge in 2030," which is newly established by the Japan Business Federation.Our goal is to raise the ratio of women among corporate executives to 30% or more by fiscal 2030. We are also aiming for a mid-to long-term target of 30% for the ratio of women in managerial positions.

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  Positive impact finance: primarily in Loans to evaluate environmental, social and economic impacts and to support the activities concerned

We believe that the active participation of female employees, which accounts for about half of our workforce, will lead to the driving force of business development, and we are continuing to promote measures to realize work-life management as a means of fostering a mindset for women's carriers and creating an environment in which women can continue to work and play an active role.
As a result of these measures, we intend to continue to increase the percentage of female managers.
At the same time, we would like to aim for an organization in which employees can independently think about and behavior on all kinds of diversity in the workplace, such as age, type of work, and lifestyle, as well as simply paying attention to the ratio of men to women.

LGBTQ Initiatives

In addition to communicating the attitude of senior management toward LGBTQ both internally and externally, we have revised the system for marriage and spouses, which includes cases involving actual marriage and partners of the same sex.In addition, we believe it is crucial for each individual to acquire and understand correct knowledge. In fiscal 2022, as in the previous fiscal year, e-learning was conducted for all executives and employees to help them understand the bases of LGBTQ (participation rate: 100%).In recognition of these LGBTQ initiatives, we have been awarded Bronze in PRIDE Index for three consecutive years since fiscal 2018 and Silver for two consecutive years since fiscal 2021.
We aim to realize Happiness αt work by creating an environment in which each and every employee can achieve self-fulfillment, and by pursuing employee development and a sense of well-being.

Supporting the active use of seniors

Amid the declining birthrate and aging population, we have introduced a system to extend employment until the age of 65 as a valuable business driver even after the retirement age of 60, providing a system that enables seniors to play an active role.In the new personnel system that started in fiscal 2020, we created a system in which reemployed employees can work even more actively, such as setting compensation for reemployed employees according to their roles and performance.In the future, we will continue to consider employment after the age of 65, and actively support seniors' activities in accordance with the needs of seniors' work styles and their skills and abilities.

Basic concept of reemployment system

Creating a Workplace where People with Disabilities can Work

Our group is actively engaged in the employment of people with disabilities.Since FY2020, we have introduced a "Job Coach Support System" to support employees and their workplaces so that they can play an active role in a variety of workplaces. Job Coaches have been dispatched to departments that require support.
The Hatofuru Farm, which opened in December 2019, has been a part of the Ricoh Leasing Group's workplace since July 2022, with employees on loan from Group company Enplas.
As a result of these initiatives, the employment rate of people with disabilities was 2.54% at the end of fiscal 2022, slightly below the 2.6% target. However, many workplaces have been enthusiastically working for people with disabilities, and we will continue to expand our range of work and enhance support measures to achieve a 2.7% or more employment rate for people with disabilities by the end of fiscal 2025.

A vegetable sales event at Hato Horu Farm

We have positioned work-life management as an initiative in line with Corporate Philosophy's basic stance, and are developing and expanding support systems that are in line with the life stages to enable employees to continue working with peace of mind and to make further contributions.In addition, we have created a guidebook to promote the understanding and use of various systems.

As a result of various initiatives to date, there have been few people who retire from work due to marriage, childbirth, or childcare, so we believe that the workplace environment and corporate culture that make it easier for them to continue working have been established.In the future, we will actively pursue reforms aimed at improving working styles and productivity, with the aim of creating a working environment where employees can play a truly active role from continuing employment.

Support system for balancing work and family care

Partially Paid Childcare Leave

In fiscal 2015, we began paying up to 10 days of child-care leave within three months to reduce carrier loss and promote the career development of women by returning from child-care leave at an early stage and to encourage men to take child-care leave.

Men ☆ Challenge Leave System

Introduced in FY2015 with the aim of encouraging male employees who were born to actively participate in nursing.The system is designed to encourage employees to take leave for at least five days and to participate in all activities related to nursing-rearing, such as changing diapers and bathing, from milk-feeding to bathing.

Changes in the rate of employees taking childcare leave (males)

Voice of Employees Taking Leave for Childcare and Challenge

Last year, the second child was born, and it was difficult for men to take childcare leave. However, they received support and follow-up from their superiors and workplaces, and used the childcare and challenge system.
During the vacation period, we took care of children, such as weaning foods for children, changing diapers, and picking up the eldest son's nursery school, as well as doing housework such as cleaning and washing.The day flew by, and I am very grateful to have spent precious time with my young child that I will never have again.My wife also told me that she was very helpful in taking the initiative in nursing and housework.
After taking childcare leave, we have become more aware of how to proceed with work more efficiently than ever before.

Yoshishi Kobayashi
CF Planning Office, BPT Promotion Department

Other Expenses system

Effective Working Time System/Inter-Work Interval System

Recent developments, such as amendments to labor-related laws due to the enforcement of work-style reform related laws and an increase in telecommuting due to the spread of new types of coronavirus infections, require each employee to manage their work (working hours) autonomously.In September 2021, we changed our existing flex-time system to an effective working time system and introduced an inter-employment interval system to create an environment in which we can achieve results by balancing work and living.

The Effective Working Time System provides flexibility in daily working hours and manages total working hours for one month.Employees can decide the starting and ending times of their work by themselves, and by taking sufficient time to rest from the end of work to the start of the next day through the inter-work interval system, we will maintain and secure the health of our employees and create a vigorous working environment.

Encouragement of employees to take annual paid leave

In order to encourage employees to take annual paid holidays (hereinafter referred to as "annual holidays"), each employee plans to take the holidays on a quarterly basis and promotes systematic acquisition based on the plans.In addition, long-term leave not only leads to refreshment of individuals, but also provides an opportunity to review the inventory of work and the allocation of work by teams, which also leads to the establishment of a healthy work environment. Therefore, we are actively encouraging employees to take long-term leave.

In fiscal 2014, as part of our work-life management measures aimed at realizing a "comfortable company," we introduced an annual holiday system to support employees who are engaged in nursing or nursing care, or who are unable to take annual holidays on a half-day or one-day basis, in order to help them balance work and life and improve the ease of taking annual holidays.

Rate of annual leave