This document provides an overview of a project delivered by Ricoh Europe to standardize and optimize the printing infrastructure of a large multinational chemicals company. The key objectives of the project were to standardize the company's printing processes, consolidate their fleet of 9,000 printers down to 4,100, and implement centralized management. The project was completed over an 18 month period and involved deploying new print management software, security solutions, and hardware across 160 sites in 37 countries on 6 continents. The project helped reduce printing costs and provided a more streamlined printing experience for the customer's 36,000 employees.

1. 20 June 2018
Carl Halford
Ricoh Europe
Delivering
initiatives in a
digital era and
diverse multi-
country
organisation

2. Agenda
Project 2 an external Ricoh customer project
Networking and close
Project 1 – an internal Ricoh Project
Q&A
Speaker introductions
Introduction to Ricoh
Welcome
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3. About Ricoh
20 June 2018 Version: FINA Classification: External Owner: Ricoh PGI PMO Carl Halford
Ricoh Headquarters
Tokyo
Jake Yamashita Global CEO
Key Facts
Founded 6 February 1936
History Founded by Kiyoshi Ichimura as
the Riken Kankoshi Co. Ltd,
selling diazo photosensitive paper
President & CEO Zenji Miura, Jake Yamashita
Net Sales JPY 2,063billion
Group Companies 222
Global coverage 200 countries
Employees 97,878
Headquarters Ricoh Building,
13-1 Ginza 8-chome, Chuo-ku,
Tokyo, Japan
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4. Ricoh Family Group
Group
Regional
Headquarters (Sales)
Ricoh Americas
Corporation
Americas
Headquarters
Pennsylvania, USA
Ricoh Europe PLC
European
Headquarters
London, UK
Ricoh Asia Pacific
Pte Ltd
Asia Pacific and China
Headquarters
Singapore
Ricoh
Company, Ltd.
Global Corporate
Headquarters
Tokyo, Japan
Ricoh Europe BV
European
Headquarters
Amstelveen, Netherlands
Ricoh Japan
Corporation
Japan Headquarters
Tokyo, Japan
200 countries and territories
Industry leader in document management
97,878 Employees Worldwide
Worldwide sales of €15.8 billion
(JPY 2,063 billion) year end March 2018
Founded in 1936
Global market leader
#1 in Europe, Japan, Latin America
Global provider of technology and services
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5. SOUTH AFRICA
Ricoh Europe
Headquarters in London and Amstelveen
25 operating companies across EMEA (sales subsidiaries)
Revenues to 31 March 2018: JPY 477.5 billion (€3.67 billion)
Regional headquarters
Operating companies
Production & research
& development
MIDDLE EAST
DUBAI
8
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6. Ricoh PMO’s
Internal andExternal Ricoh project delivery
Deliver Internal Ricoh projects across
EMEA (25 countries)
Deliver projects for PGI, IT and RSS
Provide governance, best practice and standardisation
for all internal Ricoh projects
Deliver external projects EMEA and Globally
Deliver projects for Ricoh customers, fleet,
business solutions etc.
Provide governance, best practice and standardisation
for all external Ricoh projects
Ricoh PGI PMO Ricoh European PMO
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7. Mark Brincat
Mark has over 12 Years’ experience in IT project
delivery in financial, health, defence,
telecommunications and technology sectors. Mark’s
areas of expertise include: voice and contact centre
automation solutions, hybrid and cloud IT, enterprise
resource planning and network solution.
Mark is also a Prince2® practitioner with a graduate
certificate of project management (Charles Sturt
University, Bathurst, Australia) and a diploma of
project management (Australian Institute of Project
Management, Melbourne, Australia).
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8. Kenneth Phinehas
Kenneth has worked as a project manager in the
manufacturing, telecoms and business process
outsourcing service industry sectors, delivering
enterprise scale systems integration enabling
transformational business and technology change.
Kenneth is also a Prince2® practitioner. He holds a
BEng and an MBA from the University of Westminster.
With 15+ years’ experience in project management he
now focuses on driving operational efficiencies for
Ricoh Europe.
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9. Johan Brand
Johan leads the Ricoh Europe team of project managers
responsible for the delivery of multiple global major and
focus account based projects. His UK based team of 11
project managers deliver a portfolio to eight major
customer accounts in EMEA, APAC and LATAM regions.
With a career starting in IT software/hardware and 20+
years of project management his experience spans
multiple sectors (government and private) across
technology, energy and FMCG.
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10. Project Introduction
As part of Ricoh Europe's cost efficiencies transformation programme, a new shared service centre
was commissioned in Gdansk, Poland. As part of this project we were tasked to deliver new
technologies for new ways of working, process remapping for the relocation of services including
human resource activities.
The new office was required to function like an EMEA Head Office, utilising technology to ensure
teams from across EMEA would continue to work closely together as if they were all in one building.
The implementation of these new technologies was an unchartered road for our organisation and
thus the business case against the technology to be implemented was critical. The use of story
boards and cost benefits scenarios were key in working closely with the stake holders to allow the
best decision for the technology to be used and how it would fit within the office build timelines.
Regular meetings with senior stake holders involved updating the business case moving from
forecast to actual financials as we engaged with all partners and the scope matured.
There were a number of paths running in parallel critical to each other's success, the building
handover prior to go-live was only 2 weeks which gave us a very narrow window to implement the
technology stream. We made the decision to stage infrastructure off site allowing a more simpler
"Rack and Stack" approach closer to go-live.
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11. New Technologies
Limited network reticulation was mandated to reduce Capital Expenditure costs. This
meant suitable wireless technologies were to be deployed which would allow all
users to work anywhere within the floor
Soft Phone technology deployed, requirement for Voice Over IP Calls to be
taken/made without any interruption whilst roaming across the floor.
Secure video conferencing technologies for management and users. Video
Conferencing (UCS and Telepresence) and WebEx were the prime source for C-
Level management communications and Internet lines had to be sized accordingly.
Given the business confidentiality of this kind of project meant that traditional
processes could not be used and workarounds had to be implemented to cater for
the new technology requirements and a limited scope of team members.
Interactive whiteboards allowing users to fully interact and collaborate .
Ensuring all Collaboration tools would work irrespective of whether you were in the
office or at home.
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12. Technology Stream Delivery
Monitoring Workshops
BuildGo-Live
Ops
Workshops
Site
Readiness
Training Communication
Delivery
Approach
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13. Bringing teams together
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14. Building Pyramids
Ever wondered how the ancient Egyptians moved massive
stone blocks across the desert to build the pyramids?
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15. Project Scope
Gdansk
New organisation – Ricoh Business Services
Migration from temporary office
Recruitment of new staff at Gdansk
Consultation with employee forums/councils & outplacements
In-country process review sessions in Denmark/Finland/Norway
Testing of the process and handoff points for new operating model
Transitioning activities related to sales orders processing, supply chain and accounting
(managing the business)
The sensitivity of the transition was critical - NDA complexities.
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16. Ambitious Timescales
Process review
recommendations
Announcement
Consultations
Induction
Training waves
Sandpit processing
Recruitment
Training preparation
Sales workshops
Induction
Training waves
Sandpit processing
Operational handoff
Practice, Practice,…
Cutover
Jul/Aug
2017
Sept
2017
Oct
2017
Nov
2017
11th Dec
2017
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17. Key Considerations
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18. Project Structure
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19. Governance Model
RE Board
Steering
Star Governance team
(MD, FD, Exec)
Strategic
Programme Management
Tactical
Workstream Governance
Operational
Strong focus from Execs
End to end governance
Result oriented structure
Consists of Sponsor,
Programme manager,
Transition Manager
Consists of workstream
leaders, OpCo
participants
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20. Transition Activities
Document
Customer
specific
requirements
Classroom
sessions
Interactive
learning
via UPK
Sandpit
Onsite
Training
(OpCo MTB, RES,
SSC OTC
SSC UK MTB)
Daily triage
calls post
go-live
Super user
Support
post go-live
PG&I onsite
Post go-live
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21. Challenges
Office readiness, country HR practices, recruitment,
Major Siebel CRM release, staff retention incentives
To manage the high levels of uncertainty effectively,
Balance impact on resources across Europe.
Effective relationships between all parties, be mindful
of language barriers, local nuances
Provide guidelines for risks, issues, assumptions
A journey for all stakeholders, new ways of working,
New technologies including ERP.
Capture & monitor interdependencies closely
Change leaders in each office
Provide opportunities to collaborate
Simple and effective work-stream reporting
Robust operational readiness approach with
capabilities assessment
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22. To Conclude
Trust
Engagement Decisiveness
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23. Ricoh’s Vision 2020 and Beyond
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OfficeCommercial
printing
Public
InfrastructureIndustrial
Consumer
An environmentally friendly company that makes customers feel
“confident, comfortable and convenient”
while exceeding their expectations and to support lifestyle transformation
“confident, comfortable and convenient”
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24. 2004 2008 2010 2012 20142006 2016
Global 100 Most Sustainable Corporation 2005 ~ 2014
Awards & Recognition
FTSE4 Good Index Series 2004~2014
2012, 2014
*A3 color MFP share includes single-function copiers in terms of shipments in 2013
Source: IDC's Worldwide Quarterly Hardcopy Peripherals Tracker 2014 Q2
World Most Ethical Companies 2009~2013, 2015-2016
Member of Dow Jones
Sustainability Indices
2013 - 2015
A3 Color
MFP Market
No.1*
Over 50,000
patents
worldwide
16 awards in the
Buyers Laboratory
LLC (BLI) 2015
Winter Pick Awards
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25. Standard Project Triangle
Quality
Scope
TimeCost
Characteristics of a typical project
1. Global customers
2. Multi-region, multi-country device deployments
3. 2,500 – 15,000 devices to be deployed
4. Central security, print policy and device
management solutions installed and implemented
5. In-country delivery via a mix of direct and indirect
channel partners
6. Typical project lifecycle of 3-4 years
Typical customer drivers
1. Reduce cost of supply and simplify maintenance
2. Operationalise expenditure
3. Mitigate end-of-life issues arising from existing estate
4. Support for emerging standards and technologies
Asks from our own business
1. Deliver on environmental sustainability
2. Build customer trust
3. Be ethical
4. Demonstrate team spirit
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26. Ricoh Management Framework Deploy –
Iterative Waves Per Country
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27. Ricoh Management Framework Deploy –
Managed Print Service Work Plan Per Country
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28. Partial Rollout Plan
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29. Case Study
Completion: 19 March 2018
Started: October 2016

30. Customer Overview
World‘s leading specialty chemicals companies.
Company
headquarters:
Germany
Core business: Specialty chemicals
Workforce: More than 36,000 (as at 2017)
Locations: Production plants in 28
countries, activities all around
the world
Sales 2017: Euro 14.4 billion
EBITDA OP
2017:
Euro 2.36 billion
Research &
development
• Expenditure in 2017: Euro 458
million
• Approx. 2,800 R&D staff at 40
locations around the world
• Approx. 26,000 patents and
pending patents
• Approx. 7,500 trademarks
either registered or applied for
Facts & Figures
StandardisationStandardisation
HarmonisationHarmonisation
OptimisationOptimisation
Standardisation of printing, copying, faxing and scanning service
Evolving to single architecture for output management
Provisioning of global fleet management
Consolidation from 9,000 to 4,000 devices with state-of-the-art printers
Provisioning of centrally managed print service with streamlined
processes
Use case specific printer allocation aligned with business demand
Unified device access control and management
Minimized maintenance efforts by unified enterprise output management
Implementation of automated supply chain and proactive maintenance
services
Reduced costs for printer operation
Project Objectives
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31. High Level Project Transition
SoW Approval TCO & Sustainability
Due Diligence
TRANSFORMATION
Optimisation with MDS
Using the MDS methodology, agreed
Print Policy Guidance, Device
Portfolio, Procurement and logistics
management.
Continuous Optimisation
Measure, manage and report against
agreed business objectives
PILOTPLANNING STEADY STATE
Execute Project
Management Framework
(RMF)
Engage Customer PM and
commence to deliver Project Initiation
Document and Project Plan
Validation
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32. Project Functional Outcome
30%15%
33% 47%
Before
Standard basket with one vendor
Printer models 374 7
Printer-user-ratio 1:3,7 1:7,4
Fleet management
Secure pull printing
SAP printing integration
Fax and scan service
Scan-to-OneDrive
Mobile printing
Device monitoring
Automated toner supply
Automated maintenance
Print SOP
Unified service design
Global support concept
After
End-to-end encryption
Standardized VLAN
Unified device policy
Fleet
Software solutions
Hardware solutions
Security
Operations
Commercials
Global contract with one vendor
Global billing process
Functions and features
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33. Project Consolidation Outcome
30%
Fleet Reduction
9000
6000
4100
700
0
1000
2000
3000
4000
5000
6000
7000
8000
9000
10000 Fleet 2014 Fleet Plan Fleet 2018
18 Months
47%33%
6 continents
37 Countries
160 Sites
Customer owned Optimisation & enforced Governance
Global Statement of Works, with some local market
statements to minimise local agreements
Defined Customer & Ricoh Global Project Organisation
Strong Steering Committee, CIO driven
Aggressive Print Policy
Key Drivers
RICOH
Printers
Special
Printers
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34. Revisiting the Standard Project Triangle
Quality
Scope
TimeCost
Transformation
Objectives
What makes our projects successful?
1. Cost and Time are our two main anchor points
2. Transformation Objectives are the
third anchor to project delivery, replacing Scope
3. Scope is variable, with innovation
incentivised and Scope tolerance defined by
“optimisation” guidance from both customer
and Ricoh business
4. Success is assessed based on satisfaction,
trust and achievement against transformation
objectives
5. Constant alignment with the evolving business
is required at a high level, combined with rapid
incremental waves of site level change.
In the middle, structured optimisations.
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Version: FINA Classification: External Owner: Ricoh PGI PMO Carl Halford
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35. Revisiting the Standard Project Triangle
Quality
Scope
TimeCost
Transformation
Objectives
What makes our projects successful?
1. Cost and Time are our two main anchor points
2. Transformation Objectives are the
third anchor to project delivery, replacing Scope
3. Scope is variable, with innovation
incentivised and Scope tolerance defined by
“optimisation” guidance from both customer
and Ricoh business
4. Success is assessed based on satisfaction,
trust and achievement against transformation
objectives
5. Constant alignment with the evolving business
is required at a high level, combined with rapid
incremental waves of site level change.
In the middle, structured optimisations.
Why?
1. Customers do not want the hassle of ownership
associated with quickly evolving technologies
2. In response, Ricoh increasingly retains ownership
of the asset and has evolved to sell printing as a
service
3. The impact on the business, Ricoh product
development is now even more focussed on
design for environmental sustainability, flexibility
of usage mode and just-in-time support
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Version: FINA Classification: External Owner: Ricoh PGI PMO Carl Halford
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36. Revisiting the Standard Project Triangle
Quality
Scope
TimeCost
Transformation
Objectives
What makes our projects successful?
1. Cost and Time are our two main anchor points
2. Transformation Objectives are the
third anchor to project delivery, replacing Scope
3. Scope is variable, with innovation
incentivised and Scope tolerance defined by
“optimisation” guidance from both customer
and Ricoh business
4. Success is assessed based on satisfaction,
trust and achievement against transformation
objectives
5. Constant alignment with the evolving business
is required at a high level, combined with rapid
incremental waves of site level change.
In the middle, structured optimisations.
When do we fail?
1. Weak governance
within the Customer
2. Poor education of the site
owners about the benefits
of the transformation as well
as the functionality
Why?
1. Customers do not want the hassle of ownership
associated with quickly evolving technologies
2. In response, Ricoh increasingly retains ownership
of the asset and has evolved to sell printing as a
service
3. The impact on the business, Ricoh product
development is now even more focussed on
design for environmental sustainability, flexibility
of usage mode and just-in-time support
20 June 2018
Version: FINA Classification: External Owner: Ricoh PGI PMO Carl Halford
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37. Revisiting the Standard Project Triangle
Quality
Scope
TimeCost
Transformation
Objectives
What makes our projects successful?
1. Cost and Time are our two main anchor points
2. Transformation Objectives are the
third anchor to project delivery, replacing Scope
3. Scope is variable, with innovation
incentivised and Scope tolerance defined by
“optimisation” guidance from both customer
and Ricoh business
4. Success is assessed based on satisfaction,
trust and achievement against transformation
objectives
5. Constant alignment with the evolving business
is required at a high level, combined with rapid
incremental waves of site level change.
In the middle, structured optimisations.
When do we fail?
1. Weak governance
within the Customer
2. Poor education of the site
owners about the benefits
of the transformation as well
as the functionality
Why?
1. Customers do not want the hassle of ownership
associated with quickly evolving technologies
2. In response, Ricoh increasingly retains ownership
of the asset and has evolved to sell printing as a
service
3. The impact on the business, Ricoh product
development is now even more focussed on
design for environmental sustainability, flexibility
of usage mode and just-in-time support
Next step?
1. To evolve our own practice towards PMaaS
i.e. Project Management as a Service
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38. Questions
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