3. Worldwide sales of $23billion
(£14.6 billion) year end March 2012
No 1 Share of Global MFP Market
100,000+ Employees Worldwide
Market Leader since 1936
200+ Countries & Regions
Who are Ricoh?
4. Ricoh Global Manufacturing
■ Shanghai Ricoh Digital Equipment Co.,
Ltd.
■ Ricoh UK Products Ltd. (RPL) ■ Ricoh Industrie France S.A.S.
■ Ricoh Asia Industry (Shenzhen), Ltd. ■ Ricoh Manufacturing (Thailand), Ltd.
■ Ricoh Electronics, Inc
California & Georgia
U.S.A
UK
France
China
Thailand
■ Ricoh Components &
Products (Shenzhen) Co.,
Ltd.
■ Ricoh Japan
14 Production
Sites.
5. Ricoh Environmental Leadership
• “As the global environment is in critical condition,
business communities are expected to take a
leadership role in building a new social paradigm.”
(S. Kondo 2008)
• “ ….. customer expectations of RICOH will evolve
into long lasting trust. They will realize that the
RICOH Group truly lives up to its "Harmonize with
the environment" value. In this way, the RICOH
brand will grow in society. “ (M Sakurai 2011)
“What makes Ricoh great is not only our
superior technology, but it is also our culture of
innovation”.
Zenji Miura (CEO, Ricoh Company Ltd)
6. Sustainable Environmental Management
* Ref - www.ricoh.com/environment/management/picture.html * Ref - www.ricoh.com/environment/management/vision.html
Resource
Conservation
create a resource
recirculating society
Energy
Conservation
combat issues
associated with
climate change
Pollution
Prevention
environmentally safer
manufacturing
Environmental management system, Environmental information system,
Environmental accounting, Environmental education, Produc lifecycle
assessment, Communications etc.
Biodiversity
Conservation
improve the Earth’s
self-recovery
capabilities
8. Building a Sustainable Society - Balance
1:Reducing the impact of our
environmental activities
• Energy Saving / Global Warming
Prevention
• Resource Conservation / Recycling
• Pollution Prevention
2: Preserve the eco-system
(Biodiversity)
• Increase the earth’s regenerative
capacity
• Maintain and enhance the eco-
systems
Ricoh Group's global environmental conservation: Keeping
environmental impact within the self-recovery capabilities of
the Earth
1
2
9. Ricoh Group Standards
Environmental Strategies 2000
2005 Ricoh established the Year 2050
Long-Term Environmental Vision to
reduce environmental impacts to one-
eighth of year 2000 level (a “World 1st”)
2002: Zero Waste: all Ricoh Group
Manufacturing sites achieve Zero Waste
to Landfill standard.
2009 established a Biodiversity
standard to integrate conservation into
their business activities
10. Established in 1985
Based in Telford,
Shropshire
£270 million sales
Supplying European
market place
Ricoh Telford - RPL
11. REPC
Established 2014
Product lines:
• MFP light Assembly
Employees:
6 + DHL staff
RPLW (Wellingborough)
Acquired 1996
Business lines:
• Machines forward and reverse logistics
• Service parts logistics (ESPC)
• Machines recycling
• Customer data cleansing (sanitization)
Employees: 78
RPLS (Stirling)
Acquired 2014
Product lines:
• Digital Duplicator inks and
masters
Employees: 36
Product lines:
• Production Print products & services
• Recycled products & R&D
• Toner production
• Solutions products & services
• PP & Ink Jet Technical Centre
Employees: 679
RPL (Telford)
Opened 1985
Ricoh Industry France
New Multi Site Operations
14. Ricoh Telford
• Energy Efficiency Accreditation Scheme (Top 5 UK) 2004
• BQF UK Gold Medal for Sustained Excellence 2009
• Environment Agency: Best private sector Finalist 2010
• Business Commitment to the Environment Premier
Award 2011
• Benchmarking - being confident in sharing
validated environmental best practice
Benchmarking
Ricoh recognised as one of Top Global sustainable
corporations.
16. Strategic Summary
Concept: Long term strategic approach with staged
targets
Approach: Eco-centric culture change with Techno-
centric development, staged targets (Mid Term Plans)
working towards 2050,
Result: Not optional activity - Sustainability embedded
into management culture with performance targets
(organisational and individual).
17. Energy (CO2)
Conservation
Ricoh Group's global
environmental conservation:
Keeping environmental impact
within the self-recovery
capabilities of the Earth
11
22
Energy Reduction
Reducing Operational Impact
18. RPL Energy / CO2 Use – Our History
RPL Energy - CO2 Emissions V Cost
0
2000
4000
6000
8000
10000
12000
14000
1997 1998 1999 2000 2001 2002
CO2(Tonnes)
£-
£200,000
£400,000
£600,000
£800,000
£1,000,000
£1,200,000
AnnualEnergyCost
CO2 emission (G+E)
Total Energy Cost
RPL Annual energy expenditure £500K
Annual emissions of 11Kt CO2
Low levels of energy management.
Electricity Purchase Price (£/MWh)
0
0.2
0.4
0.6
0.8
1
1.2
1.4
1.6
1.8
1997
1999
2001
2003
2005
2007
2009
2011
2013
2015
2017
2019
Electricity(£/MegaWattHour)
Average of 10 Kt CO2
Emissions
90% Energy Cost Increase.
Further energy cost
increases predicted.
Information supplied by Andy Smith RPL
Energy Prices
continue to rise
approx 7% year
on year
19. RPL CO2 Reduction - Overall Contribution to
reduction
3. Gain
understanding
, 5.0%
2.
Identification
of energy use ,
5.0%
1. Data
Monitoring,
2.5%
9. Horizontal
deployment,
20.0%8. Confirm
effect , 5.0%
7. Implement
technologies ,
40.0%
4. Implement
low -cost
improvements,
7.5%
5. Research
technologies,
10.0%
6. Design
unique
solutions,
20.0%
RPL CO2 Reduction - Approach
1.Data Monitoring and Analysis
2. Identification of energy intensive equipment
3. Understand plant operation
and process requirements
4. Implement zero / low‐cost
improvements
5. Research technologies
7. Implement technologies & automated
efficiency management
8. Confirm effect & review opportunities for
further improvement (Kaizen)
9. Horizontal deployment
6. Design RPL unique solutions to add value
20. Energy Reduction Activity – Lighting
RPL1 Toner Plant Warehouse
Manually Switched Sodium Lighting
High Frequency Lighting
With integral occupancy / ambient light control
Annual Energy Cost Reduction = £25K
Return on investment = 1.6 Years
CO2 Emissions Reduction of 150t per annum
Before
After
Light quality
improved +
Typically
60%
reduction in
energy
21. Energy Reduction – Site Deployment of VSDs
Fixed Speed pumps / fans
Dynamic Variable Speed Drive
(VSD) pump/fan control
Annual Cost Reduction = £85K
Return on investment = 7 Months
CO2 Reduction of 520t per annum
ELECTRIITY USED ‐ AHU7 (RPL1 Office) Improvements
0
1
2
3
4
5
6
00:00
01:15
02:30
03:45
05:00
06:15
07:30
08:45
10:00
11:15
12:30
13:45
15:00
16:15
17:30
18:45
20:00
21:15
22:30
23:45
Time Of Day
Power (kW)
Fixed Speed VSD ‐ 90% Air Volume
VSD Variable air volume
Annual Electricity
Cost=£1,191
CO2 = 7.5t
68.5%
Reductio
n
Before
After
RPL Unique
‘Knowledge’
‘Off the shelf’
solution
22. Combined Heat & Power
Ricoh December 2010: CHP
Plant, gas fired generator
power for building and also
heats water
Domestic Hot Water System
summer efficiency increased
from 16% to 92%
Onsite generation of “low
Carbon” electricity
(transmission losses
minimised)
Overall cost reduction >£22K
p.a (150t CO2)
23. Site LED Lighting
89% savings compared to previous sodium lighting (40%
site coverage on-going)
19/02/2016 23
25. Summary
£1M p.a. Energy Cost avoided.
4,000t per annum CO2 reduction.
Average ROI <1.9 Years.
Recognised externally as an environmental leader.
Knowledge gained will drive future activities and
compliment Ricoh Professional Services.
RPL has outperformed other Ricoh production facilities
in energy reduction
26. Ricoh Telford Water Use – 10 Years
Installation of water recycling in process cooling plant
Reduction in production demand in water intensive plant.
Installation of waterless hygiene systems.
Installation of timed off domestic tap fittings.
Switch it off campaigns
0
5,000
10,000
15,000
20,000
25,000
30,000
35,000
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
metres ³ RPL Telford Water (m³) Water (m³)
27. Resource
Conservation
Zero Waste & Remanufacturing
Reducing Operational Impact
Ricoh Group's global
environmental conservation:
Keeping environmental impact
within the self-recovery
capabilities of the Earth
11
22
28. Ricoh Group Standard: Zero Waste to Landfill
All Ricoh Group Manufacturing sites since March 2002
29. Adaptation of Corporate model
Management Commitment
Cultural issues
Employee involvement
Resources
Working methods
Maintenance and Compliance
Launch 2000: Challenges and Problems
30. Project launch included all employees
Presentations were given by senior
managers/Director to demonstrate
support for project
Team working activities followed
presentations in respective work areas
3R’s: Reduce-Reuse-Recycle
Zero Waste Launch - 2000
34. Zero Waste 2001: Waste-2-Product
Waste-2-Product
Wood pallets
Plastic pallets
Steel
Ferrous metals
Aluminium
Paper
Cardboard
Plastics
Glass
Electronic equipment
General Waste
Haz waste
…. then prepared for the
contractor (customer)
Recycling Centre
35. 1995 : introduced toner
compactor - enabled
reprocessing of waste toner
2000: System modified
increasing efficiency from
60%–95%.
Financial saving - reduction
in raw-material cost 2001
totalled £294,995
Reuse: Raw Material Substitution
36. Reuse: Packaging Re-use
• Martini Product Corner post packaging re-use
• Returnable post extension designed, enabling
waste posts to be used on finished products
• Waste reduced by 83 tonnes per year
• Reduction of waste for end user
38. Zero Waste to Landfill: 2001
Approach:
Recognising “waste” as a resource (Waste-2-Product)
Management commitment, targets
Ownership through people involvement and use of
knowledge
“Segregate at Source” approach included in employees
induction
Compliance with environmental legislation,
Result: waste recognised as a resource for sale and
cost saving, whilst reducing environmental impacts.
39. What is inspiring or special ?
Zero Waste to Landfill
(100% recycling) since Sept 2001
Diverted over 16,000 tonnes
= 2100 x
2012/13: 95% of all manufacturing
“waste” is now recovered with only 5%
being sent for Incineration with Energy
Recovery
44%
0%
56%
2000 - Material Recovery
Landfill
Energy From Waste
Material Recovery
0%5%
95%
2009-Material Recovery
Landfill
Energy From Waste
Material Recovery
41. European Business Review 2013
Effect of business change
Total waste decreased
Packaging decreased (Card)
Ricoh Group Review - 2013
Rationalisation of European business
sites
RPL and Ricoh France share effect of
reduced business
43. European Business Review 2013
Material Recovery Rate
Business change has resulted in 43%
reduction in waste (lowest ever)
Waste decreasing due to reduced Card
and plastic segregation issues (China
“Green Fence” effect)
Current Material Recovery result: 88%
Profitability
Costs have exceeded revenue for the
first time since 2002 : -£75K (highest ever)
Action
Review of waste streams on going
Target - Improve segregation quality
0%
12%
88%
2014-Material Recovery
44. Current Actions
Review of Plastic recycling
– Created Plastic Hierarchy to identify
materials (Closing Loop)
Work Instruction Review
– Clearer signage
PET Raw
material
Supply
Waste
PET
For
Recycling
45. Targeted waste streams
Plastics
– LDPE Foam divert from Gen
Waste (incineration).
Actions
Hot melt styrene unit budgeted
2015-A
Toner waste
– Toner Powder / Cartridges
/Plastic Assemblies
Actions
– trial complete, Results review
end of Feb
47. Reuse – options ?
Recycling Centre
Packaging for
recyclables
Reject pallets sent for
Recycling
Robust Packaging –
Re-useable?
Toner Consumables
Finished Goods Packaging
48. Pallet Reuse Flow 2015
Ricoh Japan
Imported Toner
(plastic pallets)
Ricoh UK Products
Ltd
(RPL) Toner Filling
BOZ (Netherlands)
Distribution Centre
(Central Stock of
Reused Pallets)
RPL Recycling
Centre
(Recycled)
2,517
Ricoh
Industries France
Imported
12,538
10,011 Reused added
to Central Stock
Returned to RPL for Reuse
Cost of Pallet: £28
Saving: £28, 308 per year
49. Recycling: Cyclical Business model
Improve waste
segregation to create new
“Product”
Supply product
Reduce cost – Receive revenue
Market
saturation
Recycling Contractor
rejects low quality product
Decrease in operational
performance
Drives innovation
& process change (resource required)
Zero Waste is an ongoing continuous development
51. THE
PERFECT
STORM
2030
World's
population
will rise
from 6bn
to 8bn
(33%)
Demand
for food
will
increase
by 50%
Demand
for energy
will
increase
by 40%
Demand for
water will
increase by
30%
Professor Sir John Beddington, UK
Government Chief Scientist (2009)
What’s the problem?
53. Transition to a sustainable economy
Resilient to changing environmental
conditions
Resilient to changing environmental
conditions
Operates within
environmental limits
Operates within
environmental limits
Low carbon and resource efficientLow carbon and resource efficient
54. Resource Security - “Peakonomics”
Chris Martenson (Crash Course)
Jae Mather (Carbon Free Group)
Heed the warnings …….
59. Copper
Earth movers capacity = 255 tonnes
0.2% = 0.5 tonnes of copper per load
Business Opportunity?
Oil prices rising / mining capacity
decreasing
1 Load = Equivalent to 3,400 donkeys
Future manufacturing impact?
Copper availability decreases
Copper price rises to unaffordable
manufacturing costs …….
No production / products ……
No Business Continuity .
60. IEMA – From Waste to Resources
Resources are the life blood of
manufacturing. Without a clear
view of supply risks and an active
and ambitious strategy to manage
those risks, businesses will be
increasingly vulnerable to price
volatility, supply chain
disruption and business
continuity risks.
Susanne Baker, AIEMA, EEF and Chair of
Materials Security Working Group Read
more about Susanne’s work at
www.iema.net/rm111
19/02/2016 60
61. IEMA – From Waste to Resources report
19/02/2016 61
62. The Circular Economy
COLLECTION
Extradition of
biochemical
feedstock2
Anaerobic
digestion
/composting
Biogas
Restoration
Biological
nutrients
Mining/materials
manufacturing
Technical nutrients
Farming
collection1
Biochemical feedstock
COLLECTION
1. Hunting and fishing
2. Can take both post harvest & post consumer waste as an input
Source: Ellen MacArthur Foundation economy team
64. Manufacturing Today
The sustainable ideal is a balanced 3Ps
approach
Most of today’s product tends towards 1st life/
single use (profit centric)
Sustainable design is increasing, but not yet
the mainstream
Ricoh reacts to the market conflict of “1st Life
vs. Sustainable Customer Demand” through
Robust reverse logistics
Life cycle (Comet Circle) drive towards
retention of assets
Ricoh’s role is to learn, and move towards
resource conservation.
Planet
People Profit
Profit
66. Land use
(factory construction/
landscaping).
Collection
/ Recycling
Water Timber
Crude
Oil
(fuel)
Natural
Gas
Coal
Zinc
Ore
Nickel
Ore
Coppe
r Ore
Molybdenu
m
Platinu
m
Chromium
Ore
Manganese
Ore
Silver
Ore
Bauxite
Lead
Ore
Tin Ore
Crude Oil
(raw Material)
Silver
Ore
Gold Ore
Titanium
C O
(carbon
Monoxide)
NOx
(Nitrogen
Oxide)
SOx
(Sulphur
Oxide)
CO2
(Carbon
Dioxide)
N20
(Nitrous
Oxide)
CxHy
(hydro
Carbons)
CH4
(Methane)
Dust
NMVOC
(Non-methane
Hydrocarbons)
Slag
Unspecifie
d Solid
Waste
Sludge
BOD
(Biological
Oxygen
Demand)
COD
(Chemical
Oxygen
Demand)SS
(suspende
d Solids)
Logistics/
Marketing
Procurement of
raw materials
Use/ Maintenance
Input Output
Design/
Manufacturing
Continuous INPUT of resources to create products and OUTPUT of
chemical substances, a linear relationship between these two are to
be the basis of increasing the negative environmental impact on the
Earth.
In the future, if natural resources are to be depleted the we won’t be
able to continue our normal business activities. We wonder if there is
a way to avoid running out of resources as opposed to such linear
activities.
Extracted
Resources for the
business activities
such as
•Energy resource
•Mineral resource
•Renewable
Resources
Substances that
discharge in the
process of
business activities.
Resource Security
68. Why Leasing ?
Leasing is a big transition for our society and some
fundamental problems need to be solved for a circular
economy to be achieved.
Challenges include:
– Companies have no incentive to design products for scenarios after
they have been used.
– The public are confused and inconvenienced by what to do with
products at the end of use.
– A lack of the right data (i.e. capturing the millions of products that
are passed onto recyclers and waste handlers), makes it difficult to
capture high value in reuse and recycling.
69. Why Leasing ?
If businesses shifted from selling products to leasing products as
services, the three problems above could be solved.
Users would know where to send things at the end of use. It would be in
a companies interest to design for durability, repair-ability and
recyclability as they try to maximise the life of each product.
Recyclers could be passed purer streams of materials and all the
information needed to recycle at a high quality.
Problem- making the proposition attractive to customers is more
complicated
70. Why Leasing ?
Responsibility of the user - Ownership of products is an
established model of consumption, it provides an easy to
understand line of responsibility. But where products are leased the
line becomes blurred.
The terms of different contracts vary and products can become a
burden of responsibility. (i.e. “wouldn’t like to lease in case they
broke it”).
Expectation from customers - ‘it’s more effort and paper work to
understand the terms of the agreement as well as the extra
responsibility on payments each month.’
71. Issues
Trust in the brand - The user's relationship with the lease provider
and the trust that they will deliver the service well, is also key.
People feel the quality of a product can be assessed in a store. But
assessment of a services’ quality is dependant on how events unfold
over time and interviewees did not always trust providers to deliver
once the contracts are signed.
– e.g. gym memberships and satellite TV subscriptions can make
it hard to leave, instead of improving the service experience.
72. Moving from “Products” to “Assets”
A leased product is no longer just a product. The service takes on a
part of the value proposition, which can hinder or benefit use of the
product.
The service should not de-value the proposition, services need to be
cared for as much as the products themselves i.e.
– in the case of leasing a Photocopier, the offer should be more than the latest
“executive” model and have a range to choose from.
– Manufacturers might offer advice or new accessories to improve the performance
on a continual basis.
The opportunity is about selling the longevity of the product (i.e. letting
customers know how many life cycles it has generated).
These examples show the potential for a deepening customer and
brand relationship. Leasing models can and should be able to offer
extra value beyond the sale of a standard product.
73. Conclusion: Leasing
To make leased products attractive to customers, services need to have
value embedded, and have the same attention to detail that goes into
designing products.
To create “brand” affiliation, trust is vital. Services offer “brands” a closer
relationship with customers. But that requires extra trust, which must be
maintained if a long term success is to be created.
Manufacturers also need to understand how to achieve a balance between
incentives that encourage people to look after items they lease, without
scaring customers of the consequences if things get damaged.
Manufacturers benefit from improved reverse logistics (resource
conservation) and customer retention (business continuity)
75. Eco Line - Remanufacturing Process
Remanufactured machines (BS-MADE
8887-220)
Striped to chassis
All mortality parts replaced /All panels
sprayed
All firmware / software modifications fitted
Completely Re-branded and sold as new
line
Quality Control: inspected and assured the
same as new products
Extending the life cycle, reducing
environmental impact
76. Customer Experience Centre - showcase facility within the
manufacturing process, featuring end-to-end work flows and
integrated solutions from Ricoh.
Developing brand affiliation and trust through customer interaction
and engagement.
Ricoh CEC
77. Life Cycle Analysis
Raw material Manufacture Customer usage Recycle
& disposal
Remanufacturing = 38% Environmental impact reduction
78. Life Cycle: Comet Circle
deployment
Customer
Operating
Company
Product
Manf.
Parts
Manf.
Materials
Manf.
Materials
Supplier
Maintenance
Parts
Recovery
Materials
Recovery
Material
Separation
Raw material
recovery
Incineration with
Energy Recovery
Final
Disposal
Recovery
Secondary User of
Materials
Recycling
Centre
Green
Centre
Remanufacturing Zero Waste
79. Business Benefits
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Asset Remanufacturing of Ferrite Rollers
Product /
Process
Apollon C1 Fuser
How Much 200 units per month
Business
Benefit
Saving compared to manufacturing new =
£13/Roller
Comments First stage of Remanufacturing development,
development and justification of the process
was challenging, but ultimately developed a
low skill cost effective process requirement.
+ Comet
Shifts
2
80. Business Benefits
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Asset Jupiter OPC unit
Product /
Process
Remanufacture of unit including reuse of
aluminium drum and weight (rather than
recycling).
How Much 7000 drums saved over 1 years production.
Business
Benefit
Savings compared to buying new units =
£61,000
Comments extension and development of the Ferrite
roller process
+ Comet
Shifts
2
81. Business Benefits
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Asset Supplies Remanufacturing Department
Product /
Process
European wide sourced Toner cartridge
Remanufacturing of AIO / PCU / Fuser units
How Much reverse logistics return 55tonnes / month. 52
tonnes are remanufactured (Process yield is 95%,
with 5% sent for recycling).
Business
Benefit
Based on the avg selling cost within the Ricoh
demand chain the process is worth €11 million per
month, the direct benefit to the manufacturing
process compared to buying virgin materials and
parts is €2 million per month.
Comments Now established as part of European
manufacturing operations
+ Comet
Shifts
3
82. Business Benefits
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Asset Machines Remanufacturing
Product /
Process
Remanufacturing of copiers and production printers
following BS887-2
How Much 160 units per month
Business
Benefit
40% cost savings compared to new models, reducing
environmental impact by 38%
Comments Established as part of RPL manufacturing operations
+ Comet
Shifts
3
83. Resource Conservation
Concept: develop business strategy to maintain
materials for productivity
– Compliance
– Long term approach (2050 Plan)
– Supply Chain awareness and change in procurement
– Life Cycle - Comet Circle deployment
– Diversification of operation (remanufacturing)
Result: Reduced environmental impact of operation,
extended life cycle of materials, resulting in a
changing operation to maintain future business
continuity (Sustainability).
84. Harmonising with
the Environment
Stakeholder Support & Social Responsibility
Ricoh Group's global
environmental conservation:
Keeping environmental impact
within the self-recovery
capabilities of the Earth
11
22
89. RPL Proposed Site layout with SuDS
Upper level pool
Cascade
Lower Level
Water Pool
Employee Walkway
Employee access
Bird Observation
Hide
Employee
Walkway with
interpretation
boards
RPL2
Building
RPL1
Building
91. Middle Severn Catchment Steering Group
Clean Stream Team
Community / Business / Wildlife Trust / Agency
Partnership • Water sampling
• Report pollution
• Investigate Source
Pollution
• Stop Pollution
• Improve water quality
92.
93. Social Responsibility Summary
Concept: Corporate Social Responsibility refers to corporate
behaviour that demonstrates open and transparent business
practices based on ethical values and respect for employees,
communities and the environment.
Approach: Eco-centric employee involvement on and off site in the
community (business support, community involvement, local
conservation)
Result: Brand awareness increases, providing Environmental Social
Responsibility evidence.
94. The Ricoh Way – Responsible Business Growth
RPL’s expertise is used
to assist Ricoh Sales
and to show customers
The Ricoh Way
Ricoh Telford’s Energy
Reduction exceeds
Ricoh’s CO2 targets and
also saves £0.5 Million
per year.
The Waste -2-Product
program increases the
life cycle of materials
whilst increasing
profitability
Remanufacturing
Eco Line and Supplies
Recycling increase the
sustainability of raw
materials and our
manufacturing process
Waste and CO2 generation is now decoupled from growth (turnover
increased by 325% since 2003) in line with Zero Impact Growth philosophy
Waste-2-Product
RPL Energy Reduction (CO2)
RPL Telford Electricity (MWh)
5,000
7,000
9,000
11,000
13,000
15,000
17,000
19,000
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
MWh
Electricity MWh
Corporate Biodiversity
actively repairs damage
and engages
employees and
stakeholders.
RPL Telford Turnover (£M)
0
50
100
150
200
250
300
350
400
450
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
£ M
Turnover (£M)
Impact vs £ Turnover
95. Summary
Strategy: to develop our business to maintain materials for productivity
Long term approach (2050 Plan)
Zero Waste underpins Sustainable Resource Management
Increasing Supply Chain awareness of Reverse Logistics
Circular Economy - Comet Circle - deployment
Diversification of operation (remanufacturing)
Result:
Manufacturers and Customers now beginning to grasp Resource
Conservation as a strategic issue.
Reduced environmental impact of operation, extended life cycle of materials,
resulting in an increased ability to maintain future business continuity
(Sustainability).
96. To reduce the environmental
footprint from a long term
perspective, we are sharing
our internal experience and
expertise in sustainable
environmental management
with our stakeholders,
including our suppliers and
customers.
Shiro Kondo
Ricoh President & CEO
Sustainability Challenge
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Testing the eco-centric dynamic capabilities
framework may be challenging, because of the
need to find firms willing to adopt a
transformational approach. However, as the
increased costs of doing business associated with
resource depletion, problematic waste disposal,
environmental degradation, species extinction,
and devastating weather patterns become more
widespread, firms willing to adopt, as well as
those actively seeking, new strategic
approaches likely will increase in number.
(Borland et al, Building Theory at the Intersection of
Ecological Sustainability and Strategic Management,2014)
Sustainability Challenge
