Ricoh Leasing Company, Ltd.

1. Second Quarter
of Fiscal Year
Ending March
2021 (FY2020)
Financial
Highlights
October 28, 2020
Ricoh Leasing Company, Ltd.

2. Intentionally blank

3. Table of Contents
3
1. Consolidated Results for the Second Quarter
of Fiscal Year Ending March 2021
2. Performance by Segment
3. Mid-Term Management Plan and Topics
(FY2020 - FY2022)
4. Consolidated Income Forecast for Fiscal Year
Ending March 2021
5. Reference Material

4. 4
1. Consolidated Results for the Second
Quarter of Fiscal Year Ending March
2021

5. 5
1. Net sales increased and profit decreased
Net sales increased for 11 consecutive periods, and gross profit rose for 3 consecutive
periods.
Operating profit and net income decreased due to an increase in allowance for doubtful
accounts caused by the impact of the new coronavirus disease (COVID-19).
2. Operating assets 943.8 billion yen (50.6 billion yen decrease
from the end of the previous fiscal year)
Operating assets decreased due to the securitization of lease receivables and a decline in
transaction volume due to the impact of COVID-19.
3. FY2020–FY2022 Mid-term Management Plan targets released
Presented targets under the Mid-term Management Plan and long-term growth image.
4. Full-year forecast for the fiscal year ending March 2021
remains unchanged.
Aiming to achieve the full-year forecast announced at the beginning of the year.
Financial Performance Overview for the Second
Quarter of Fiscal Year Ending March 2021
* In this document, “Profit Attributable to Owners of Parent” is listed as “Net Income.”

6. 6
• Net sales and gross profit increased due to the effects of improved return on operating assets
and making early repayments of large receivables.
• We carefully examined the effects of the COVID-19 disaster and recorded an allowance for
doubtful accounts for individual receivables.
Consolidated Results
* Actual ROA and ROE are annualized numerical figures
(Billion Yen)
2020/3 2021/3
2Q
cumulative total
2Q
cumulative total
Growth
Rate
Full-year
Forecast
165.7 173.5 4.7% 330.4 52.5%
17.6 18.8 6.7% 36.9 51.1%
8.6 9.9 15.2% 20.2 49.1%
Provision of Allowance for Doubtful
Accounts
1.2 1.9 59.3% 3.2 60.3%
9.0 8.9 (1.4%) 16.7 53.6%
9.0 8.7 (3.2%) 16.4 53.5%
6.2 6.0 (3.0%) 11.3 53.5%
YoY change
45.00 45.00 － 95.00 －
201.56 196.30 (5.25) 366.59 －
22.3% 22.9% 0.6% 25.9% －
1.16% 1.06% (0.10%) 0.97% －
7.1% 6.6% (0.5%) 6.1% －
ROA（Return on Asset Ratio）
ROE（Return on Equity Ratio）
2021/3
Net Sales
Operating Profit
Ordinary Profit
Net Income
Dividend per Share(yen)
Progress
Rate
Gross Profit
Earnings per Share(yen)
Dividend Payout Ratio
Selling, General and
Administrative Expenses

7. 7
Gross Profit
9.06
billion yen 8.94
billion yen
+0.16
0.12billion yen
リース・割賦
粗利
+0.40
+0.68
+0.05
(0.71)
Factors Affecting Operating Profit
Selling, General and
Administrative Expenses
(Billion Yen)
Leases & Finance
Business
Gross
Margin for
Leases and
Installment
Sales
Business
Gross
Margin for
Loans
Gross
Margin for
Services
Business
Gross
Margin for
Investment
Business
Financial
Expenses Human
Resources
Other
expenses
Allowance
for Doubtful
Accounts
20/3
2Q
cumulative total
(0.13)
(0.34)
(0.24)
21/3
2Q
cumulative total

8. • Total assets decreased from the end of the previous fiscal year due to securitization of off-
balance sheet lease receivables.
• We retained funds on hand to cope with liquidity risk.
8
Consolidated Balance Sheets
* Allowance for doubtful accounts shows the total of current assets and non-current assets.
* Long-term debt within one year is included in short-term Interest-Bearing debt.
(Billion Yen)
2020/3 2020/3
Actual
End of 2Q
Actual
Increase/Dec
rease at the
End of the
Previous
Term
Actual
End of 2Q
Actual
Increase/Dec
rease at the
End of the
Previous
Term
Cash and deposits 0.8 21.2 20.3
Short-term
Interest-Bearing Debt 211.1 223.1 11.9
Lease receivables and
investments in lesases 597.5 539.9 (57.5)
Long-term
Interest-Bearing Debt 608.4 583.7 (24.7)
Installment receivables 172.1 172.1 (0.0)
Long-term payables
under securitization of
lease receivables
40.0 40.0 0.0
Accounts receivable
- operating loans
181.6 184.2 2.6 Other liabilities 109.4 102.1 (7.3)
Assets for lease 50.2 53.0 2.7 Total Liabilities 969.0 948.9 (20.0)
Allowance for doubtful
acounts (9.6) (10.6) (0.9) Total net assets 181.6 186.4 4.7
Other assets 157.9 175.4 17.5
Total assets 1,150.7 1,135.4 (15.3) Total liabilities and net assets 1,150.7 1,135.4 (15.3)
2021/3 2021/3

9. 9
• Operating assets decreased by
4.4 billion yen from the end of
the previous fiscal year due to a
decline in transaction volume for
the impact of COVID-19.
• The default rate remained at a
low level, although default loss
amount increased.
Operating Assets and Default Rate
* The balance of operating assets includes the
amount of securitization of lease receivables
(Amount of Securitized Lease Receivables for
the second quarter of 21/3: 70.8 billion yen).
* Default rate = Default loss amount / Average
balance of operating assets (default rate has
been calculated by annualizing the default
loss amount for the second quarter of 21/3)
(Billion yen)
562.7 576.1 589.8 622.1 610.7
20.8 23.0 29.0
30.5 30.495.8
111.3
133.1
152.9 152.0
129.2
143.7
160.6
181.6 184.2
2.0
9.2
31.7 37.1
808.6
856.3
921.9
1,019.1 1,014.6
0.18% 0.17% 0.17%
0.16%
0.18%
17/3 18/3 19/3 20/3 21/3
2Q
Investment Business
Loans
Installment Sales
Operating Leases
Finance Leases
Default Rate

10. 10
* Payables under securitization of lease receivables
includes off-balance sheet financing.
• Diversified financing by
securitization of lease receivables.
• Interest-bearing debt temporarily
increased due to retaining funds
on hand.
• Financial expenses increased due
to an increase in interest-bearing
debt and temporary deterioration
in the financing environment.
 Total Procurement Amount
 Financial Expenses and Financial Expenses Ratio
Total Procurement Amount and
Financial Expenses
(Billion yen)
(Billion yen)
* Financial expenses ratio = Financial expenses /
Average balance of operating assets
* For the second quarter of 21/3, financial expenses
ratio has been calculated by annualizing financial
expenses.
0.60 0.55 0.51 0.54 0.67
0.56 0.52 0.51 0.58
1.16
1.08 1.02
1.12
0.15% 0.13% 0.12% 0.12% 0.14%
-0.50%
-0.30%
-0.10%
0.10%
0.30%
17/3 18/3 19/3 20/3 21/3
2Q
3-4Q
1-2Q
112.1 111.0 96.2 67.2 34.6
127.9 95.7 134.4 143.8 188.4
426.6 499.9
524.4 608.4 583.7
20.0
20.0
20.0
60.0 100.0
686.6
726.6
775.2
879.5 906.8
17/3 18/3 19/3 20/3 21/3
2Q
Payables under securitization
of lesase receivables
Long-term Debt
Long-term Debt within one
year
Short-term Debt

11. 11
2．Performance by Segment

12. 12
Finance Leases
Operating Leases
Installment Sales
Rental
Leases and Installment Sales
Business
Financial Services Business
Leases & Finance Business
Services Business
Investment Business
Loans
Commission Business
• Collection Agency Services
• Factoring Services for
Healthcare & Nursing-Care
Facilities
Housing Rental
Finance Leases
Operating Leases
Installment Sales
Rental
Loans
Collection Agency Services
Factoring Services for
Healthcare & Nursing-Care
Facilities
Housing Rental and Real Estate
Solar Power GenerationSolar Power Generation
Others
Former segments New segments
Outline of Segment Changes
• In accordance with changes in management segments, reporting segments were
changed in the first quarter of the current fiscal year.

13. • Leases & Finance Business continued improvement of return on assets. Though Gross profit increased,
Segment profit declined due to an increase in allowance for doubtful accounts.
• Both Services Business and Investment Business saw increases in sales and profits.
13
 Net sales and profit
 Operating Assets
Performance by Segment
(Billion Yen)
(Billion Yen)
* The balance of operating assets includes the amount of the securitizations of lease receivables
2020/3
2Q
cumulative
total
2Q
cumulative
total
Growth
Rate
Net Sales 162.7 169.6 4.2%
Segment Profit 8.8 8.6 (2.8%)
Net Sales 2.6 2.7 2.9%
Segment Profit 0.7 0.8 4.9%
Net Sales 0.3 1.2 211.5%
Segment Profit 0.0 0.3 335.5%
Leases & Finance Business
Services Business
Investment Business
2021/3
2020/3
Actual
End of 2Q
Actual
Increase/Decrease
at the End of the
Previous Term
987.4 977.5 (9.8)
31.7 37.1 5.4
2021/3
Leases & Finance Business
Investment Business

14. • Transaction volume declined due to the impact of COVID-19 , the impact in the previous year of the
last-minute demand before the increase in consumption tax and OS migration-related demand.
• Acquired yields of new contracts continued to improve.
14
 Transaction Volume by Contract
 Leases and Installment Sales Transaction Volume by Product
Actual Results of Leases ＆ Finance
Business
(Billion Yen)
(Billion Yen)
* The Transaction Volume for Leases and Installment Sales for the Environmental Field is included in the transaction
volume of the above.
2020/3
2Q cumulative
total
2Q cumulative
total
Growth
Rate
Finance Leases 156.7 118.9 (24.1%)
Operating Leases 8.8 8.8 (0.2%)
Total Leases 165.6 127.7 (22.9%)
Installment Sales 54.2 41.7 (23.1%)
219.9 169.5 (22.9%)
Loans Transaction Volume 24.1 19.8 (17.8%)
244.1 189.4 (22.4%)
2021/3
Total Transaction Volume for Leases and Installment Sales
Total Transaction Volume for Leases & Finance Business
2020/3
2Q cumulative
total
2Q cumulative
total
Growth
Rate
Office and IT-Related Equipment 108.2 85.5 (20.9%) (12.2%)
Medical Equipment 19.7 15.5 (21.2%) (14.7%)
Industrial Machinery 25.1 21.1 (15.8%) (22.8%)
Commercial and Service Equipment 18.4 10.9 (40.8%) (22.1%)
Transport Equipment 12.0 10.5 (12.4%) (17.0%)
Others 36.3 25.7 (29.1%) (10.4%)
219.9 169.5 (22.9%) (15.4%)
Environmental Field 28.1 26.5 (5.6%)
Total Transaction Volume for Leases and Installment Sales
2021/3
Japan Leasing
Association (cumulative
total from 20/4 to
20/8)
Growth Rate

15. 8.57 8.86 9.85 10.84 11.42
8.97 9.33
10.22
11.35
17.55
18.19
20.07
22.19
17/3 18/3 19/3 20/3 21/3
2Q
1-2Q 3-4Q
• The number of transactions in Collection Agency Services continued to increase.
• Factoring Services for Healthcare & Nursing-Care Facilities expanded through new contracts and
an increase in the number of stores of existing customers due to growing financial needs.
15
 Number of Transactions in
Collection Agency Services
 Transaction Volume of Factoring
Services for Healthcare &
Nursing-Care Facilities
Actual Results of Services Business
（million cases） (Billion yen)
29.1
35.3 38.0
49.4 50.3
31.4
36.7
40.1
51.1
60.6
72.0
78.1
100.65.9
6.7
7.9
11.1 10.8
-15
5
0.0
20.0
40.0
60.0
80.0
100.0
120.0
17/3 18/3 19/3 20/3 21/3
2Q
1-2Q 3-4Q Balance

16. • Although business investment in Solar Power Generation has increased steadily, progress has
slowed slightly due to construction delays caused by COVID-19.
• Housing Rental and Real Estate maintained a cautious stance.
16
 Investment Amount
 Operating Assets
Actual Results of Investment Business
(Billion yen)
(Billion yen)
2020/3
2Q cumulative
total
2Q cumulative
total
Growth Rate
Solar Power Generation Business 0.9 2.8 209.6%
Housing Rental and Real Estate Business 3.9 4.3 8.4%
Total Investment Amount 4.9 7.1 46.5%
2021/3
2020/3
Actual
End of 2Q
Actual
Increase/Decrease
at the End of the
Previous Term
Solar Power Generation Business 8.3 10.7 2.4
Housing Rental and Real Estate Business 23.4 26.4 3.0
Total Operating Assets of Investment Business 31.7 37.1 5.4
2021/3

17. 3． Mid-Term Management Plan and Topics
(FY2020 - FY2022)
17

18. Target Vision of Ricoh Leasing
Contribution
to customers
Contribution
to society
Happiness of
employees
Create favorable circulation in the
environment, society and the
economy by adopting “management
centered on individuals” and be a
bridge to an abundant future
Continuousvaluecreation
Realization of management
centered on individuals
S G
E
• Environment ⇒ Environmental circulation
• Social ⇒ Social & Community
• Governance ⇒ Business & Governance
Creation of
sustainable
circulatory society
Financial
Services
Advance into new businesses around
the Company’s core business fields
FY2017 – FY2019 Mid-term
Management Plan
FY2020 – FY2022 Mid-term
Management Plan
5 to 10 years later
Leases
Installment
Sales
18

19. Direction from a Long-term Perspective
Aggressive capital policy
Enhancement of
corporate value
Trends
• Demographic changes
• Changes in the global
environment
• Technological leap
Corporate
Philosophy
We will be a bridge to
an abundant future
with our independent
financial services
• Integrity and reliable
business activities
• Services beyond
expectations
• Enjoyable and active
• Enhance corporate value
Business
growth
Execution of SDGs commitment
Continuous value creation
■ Contribution to society ■ Contribution to customers ■ Happiness of employees
Reinforce-
ment of
foundation
[E] Environmental circulation Renewable energy, 3R circulation
Creation of pleasant and diverse living
environments, local healthcare
[G] Business & Governance No. 1 vendor leasing, unique services
Organizational strength Solid infrastructure
Governance, internal control,
management quality
Deployment &
extension of
measures
• Profitability
• Asset efficiency
Creation of
sustainable
circulatory society
19
[S] Social & Community
Quality control

20. Enhance-
ment of
organiza-
tional
strength
Business
growth
Mid-
term
Manage-
ment
Plan
Business domains
Promotion of
Sustainability
Management
Contributing to realizing a clean
global environment rooted in
environmental circulation
Creation of safe, secure and
pleasant housing and living
environments
Further evolution of vendor
leasing and enhancement of
value provided to customersReconstruction of the rental
business
Contributing to reasonable
environmental circulation and
restoration
Contributing to the creation of
rich and vigorous communities
Contributing to economic
activities — work, commerce,
manufacturing
[G] Business & Governance[S] Social & Community[E] Environmental circulation
Execution of SDGs commitment to realize CSV
Pioneering new business areas and creating business models
Business expansion not dependent on assets
Business expansion under alliance with Mizuho Leasing
Development of a mission-critical
system and operation structure for
pursuing high quality and high
efficiency
Human resource management that
links the employees’ happiness with
the Company’s business expansion
Reinforcement of
governance
FY2020 – FY2022 Mid-term Management Plan
Scheme to Realize the Target Vision
20

21. 20.0 billion yen17.0 billion yen
FY2019 results FY2022 targets
1.1% or more1.08%
6.7% or more6.6%
1,200.0 billion
yen1,019.1 billion
yen
* Pre-deduction balance of securitizations of
receivables, etc.
FY2020 – FY2022 Mid-term Management Plan
Targets
Operating Profit
ROA
(Return on Assets)
ROE
(Return on Equity)
Balance of
Operating Assets
21

22. 22
Conceptual Image of Long-term Growth
FY2020–FY2022 Mid-term
Management Plan
FY2023 and beyond 10 years later
[Conceptual image of profit expansion]
[New business initiatives]
• Commercialization in peripheral fields
┗ In addition to RiLTA (advance payment of salary service) and accounts receivable guarantees,
strengthen new services such as renewable energy-related services
• Expansion into new business areas
┗ Consider housing-related, subscription collaboration, and overseas expansion
┗ In addition to organic growth, consider M&A as a growth driver
→ Environment (power generation business, etc.), healthcare and nursing-care (remote medical
service, nursing-care, etc.), Office (office brokerage, business BPO, etc.), housing and living
(brokerage, management, renovation peripheral, etc.), Various tech companies involved (venture)
┗ Business partnership with Mizuho Leasing and the Ricoh Group is expected to produce results in all
areas mentioned above.
 Leases & Finance Business
By increasing efficiency and ingenuity,
we ensure steady growth over the mid-
to-long-term. Build a base for this
purpose during FY2020–FY2022 Mid-
term Management Plan.
 Services and Investment Business
Expand business of housing rental, equity
investment, power generation, collection
agency and factoring service during FY2020–
FY2022 Mid-term Management Plan to
become business pillars.
 New business
Create business by continuing to pursue
the corporate philosophy and ESG
perspective from a mid-to-long-term
perspective.

23. 23
Long-term Target
Set a path during FY2020–FY2022 Mid-term Management Plan and
boost corporate value through circulation and creation
Operating profit: 30.0 billion yen or more
(double of the current figure)
ROA: 1.3%
ROE: 8%
Dividend Payout Ratio: 35%Productivity per person: 1.4 times
Identify and build new
business centered on
non-asset business
Both Services and
Investment Businesses
to become second and
third business pillars.
Strengthen human
resources and
infrastructure to
ensure business
growth
Continue promotion of
sustainability
management to realize
corporate philosophy
Long-term target
(10 years later)

24. Mid-term Management Plan: Business Growth Strategy ④
Pioneering new business areas and creating business models
Newly establish 20.0 billion yen investment facility focused on ESG
Topic 1:
Business investment focused on ESG
24
Aiming
forthe
goal
 Create a positive impact on environmental and social issues through startup
investment
 Create new services and enhance corporate value through business tie-ups
with investee companies
Outlineof
investmen
tfacility
Total investment
facility
Investment period Scale of investment
20.0 billion yen About 10 years
Hundreds of millions
of yen (per company)
Investmenttarget
E
S G
Environment
Social Governance
Investment theme
 Energy
 Healthcare
 AI
 IoT
 Robotics, etc.

25. Topic 2:Reinforcement of existing businesses
and creation of new business opportunities
Mid-term Management Plan: Business Growth Strategy ⑦
Business expansion under alliance with Mizuho Leasing
March 2020: Business alliance with Ricoh, Mizuho Leasing and us (in April 2020, we
became an equity-method affiliate for respective companies).
Aiming
forthegoal
 Strong relationship with large- and
medium-scale companies
 Offering solutions to issues concerning
clients’ balance sheets and business
strategies
 Actions in focus areas as well as expanding
business fields
 Client base mainly consists of SMEs
Approx.400 thousand clients(98% are SMEs)
 Expertise in vendor finance gained through
transactions with approx. 6,000 vendors
 Operational structure which enables processing
large volume of contracts with greater efficiency
and quality, such as an operational process
with IT
Strengthen existing business and create new business opportunities
Progressand
developmentfromnow
on
Build a vendor finance scheme
by leveraging Ricoh Leasing's
strengths
 Expand business opportunities for
both companies through expansion
to Mizuho Leasing customers
Improve services by providing
mutual customers with products
that each company has strengths in
Promote creation of individual
collaborative and referral
projects
 Trial use in Ricoh Leasing's collection
agency service
Promote utilization of existing systems
centered on the mechanisms of customer contact
and applications owned by Ricoh Leasing
Consider other mid-term
collaboration areas to create
new value
 Medical and environmental fields
Divided into multiple subcommittees and individual consultations, and having specific discussions with the
aim of realizing and maximizing results at an early stage
25

26. Topic 3:
Promotion of Sustainability Manegement
26
Established “Our way to Sustainability” and identified four new materialities
We promote Sustainability Management by carrying out “Mid-Term Sustainability
Management Plan”.
Details of these initiatives are included in the first integrated report issued in
September 2020.
Overview of Sustainability Management
Corporate Philosophy
Mid-to-long-term vision "Become a
Circulation-Creating Company"
Overview of Mid-Term
Sustainability Management Plan
Our way to Sustainability
Materiality (Key issues)
In order to realize our corporate
philosophy, the Group will create
common value with society through
sincere corporate activities and
promote initiatives to achieve a
sustainable society.
Contribute to clean
global environment
Newly identified materialities and themes of initiatives
Enhance quality of
life
Develop a virtuous
cycle for a
sustainable economy
Create a company
and a society with
happiness
③Create a community to live in (and
continue to live in)
④Enhance life base
⑤Collaborate and tie up with communities
⑧Diversity & inclusion
⑨Human resources development
⑩Realize work style reform based on health
management
①Mitigate and adapt to climate change
②Resource circulation
⑥Create common value through business
⑦Strengthen partnerships with Group
companies and business partners

27. 27
4．Consolidated Income Forecast for
Fiscal Year Ending March 2021

28. • Corporate capital investment continued to be restrained due to uncertainty about the future, but
economic activities gradually resumed and sales activities recovered.
• The number of requests for postponement of payment has been decreasing since 2Q. The default
loss is expected to remain at a low level due to the impact of administrative funding support, etc.
28
Impact of COVID-19
Segments 1Q 2Q Outlook for 3Q and 4Q
Leases &
Finance
Business
• Curbed new contract activities
due to declaration of a state of
emergency
• Increase in allowance for
doubtful accounts due to
requests for postponement of
payment
• Activated non-face-to-face
activities
• Although it was generally
difficult, there were also areas
of business recovery such as
environmental and vehicles
• The number of requests for
postponement of payment has
significantly decreased
compared to 1Q
• Continue with non-face-to-
face activities
• Acquire demand for short-
term rentals
• Expect low number of new
requests for postponement of
payment and default losses
Services
Business
• Existing customers were the
driver of the overall
performance during the
curbed new contract activities
• Both collection agency service
and factoring service were
strong, especially for existing
customers
• Growth rate to slow due to
decline in 1Q sales activities
• Strengthen non-face-to-face
activities such as use of the
Internet, DM, etc.
Investment
Business
• Cautious stance on real estate
• Delayed installation of some
solar power generation
• Continue to monitor market
conditions, select projects to
take action
Others
• Continued operation by
reducing the number of
employees coming to work by
utilizing a "flexible vacation"
• Reduced the number of
employees at work to 2/3 or
less, and promoted working
from home and online
meetings
• Review business process and
improve business
• Company-wide PC thin client
system as part of work style
reform

29. 29
Consolidated Income Forecast
(Billion yen)
• Lower sales and lower profit are expected due mainly to the impact of COVID-19.
There is no change in FY2020 consolidated income forecast announced on May 8,2020.
• Dividend per share of 95 yen, an increase for 26 consecutive periods, and a dividend payout ratio
of 25.9% are expected.
Full-year
Actual
Growth
Rate
Full-year
Forecast
Growth
Rate
Net Sales 332.2 5.8% 330.4 (0.6%)
Gros Profit 35.1 6.8% 36.9 4.9%
18.1 15.9% 20.2 11.2%
Provision of Allowance for
Doubtful Accounts
2.8 76.4% 3.2 11.1%
Operating Profit 17.0 (1.5%) 16.7 (1.9%)
Ordinary Profit 17.0 (1.7%) 16.4 (4.0%)
Net Income 11.8 (1.0%) 11.3 (4.5%)
YoY change YoY change
Dividend per Share(yen) 90.00 10.00 95.00 5.00
Earnings per Share(yen) 382.80 0.20 366.59 (16.21)
Dividend Payout Ratio 23.5% 2.6% 25.9% 2.4%
ROA (Return on Asset Ratio) 1.08% (0.11%) 0.97% (0.11%)
ROE (Return on Equity Ratio) 6.6% (0.4%) 6.1% (0.5%)
2020/3 2021/3
Selling, General and
Administrative Expenses

30. 30
＋0.71
16.70
billion yen
Gross Profit
Selling, General and
Administrative Expenses
17.01
billion yen
＋0.85
Forecast on Factors Affecting Operating Profit
• The speed of accumulating operating assets will slow down, due mainly to a decrease in transaction volume
caused by COVID-19.
• Based on the strategy for enhancement organizational strength, investments to reinforce the business foundation
(human resources, IT infrastructure) will continue, and an allowance for doubtful accounts will increase.
(Billion yen)
20/3 4Q Cumulative Total
Leases & Finance
Business
Gross
Margin for
Leases and
Installment
Sales
Business
Gross
Margin for
Loans
Gross
Margin for
Services
Business
Gross
Margin for
Investment
Business
Financial
Expenses
Human
Resources
Strategic
Expenses
Other
expenses
Allowance
for Doubtful
Accounts
＋0.14
＋0.29
(0.28)
(0.70)
(0.57)
(0.44)
(0.32) 0.31
billion yen
21/3 Full-Year Forecast

31. 31
Breakdown of Operating Assets —
Forecast
(Billion yen)
* Pre-deduction balance of securitizations of receivables, etc.
Actual
Year-on-Year
Increase/
Decrease
Forecast
Year-on-Year
Increase/
Decrease
Finance Leases 622.1 32.3 627.0 4.8
Operating Leases 30.5 1.5 31.0 0.4
Total Leases 652.7 33.9 658.0 5.2
Installment Sales 152.9 19.7 158.0 5.0
805.7 53.6 816.0 10.2
Loans 181.6 21.0 206.0 24.3
Leases ＆ Finance Business 987.4 74.7 1,022.0 34.5
Investment Business 31.7 22.4 65.0 33.2
Total Operating Assets 1,019.1 97.2 1,087.0 67.8
2020/3 2021/3
Total Transaction Volume for
Leases and Installment Sales

32. Intentionally blank

33. ５． Reference Material
33

34. 34
Consolidated Statements of Income
(billion yen)
2Q cumulative
total
Growth
Rate
2Q cumulative
total
Growth
Rate
Full-year
Forecast
Growth
Rate
Net Sales 165.7 6.7% 173.5 4.7% 330.4 (0.6%)
Leases 117.8 3.1% 120.6 2.4% 233.1 (2.2%)
Installment Sales 25.5 4.0% 24.6 (3.7%) 53.2 4.1%
Loans 1.5 9.2% 1.7 14.2% 3.8 15.7%
Commission Received 3.0 7.2% 3.0 (0.1%) 6.1 (0.5%)
Others 17.7 44.6% 23.4 31.9% 34.2 2.7%
Cost of Sales 148.1 6.3% 154.7 4.5% 293.5 (1.2%)
Leases 106.6 2.6% 108.8 2.1% - -
Installment Sales 24.0 3.3% 22.9 (4.5%) - -
Financial Expenses 0.5 6.7% 0.6 24.1% - -
Others 16.9 45.7% 22.2 31.2% - -
Gross Profit 17.6 9.5% 18.8 6.7% 36.9 4.9%
8.6 14.7% 9.9 15.2% 20.2 11.2%
Operating Profit 9.0 4.9% 8.9 (1.4%) 16.7 (1.9%)
Ordinary Profit 9.0 4.1% 8.7 (3.2%) 16.4 (4.0%)
Net Income 6.2 4.2% 6.0 (3.0%) 11.3 (4.5%)
2021/32021/32020/3
Selling, General and
Administrative Expenses

35. New Business Domains
35
 Solving social issues through business activities by strengthening existing
businesses and creating new business.
ESG Domain Sub-domain
Ｅ
 Environmental circulation
Contributing to reasonable
environmental circulation and
restoration
Energy (energy-creation and energy-saving)
3R (Reduce, Reuse, Recycle)
Ｓ
 Social & Community
Contributing to achieving safe and
secure housing and living
environments to diverse customer
groups and creating rich & vigorous
communities
Healthcare & Wellness
Residence & Life support
Ｇ
 Business & Governance
Contributing to economic activities —
work, commerce, manufacturing —
for society to achieve sustainable
growth
Work & Commerce
Industry & Infrastructure

36. FY2020 – FY2022 Mid-term Management Plan
Business Growth Strategy - 1
Further evolution of vendor leasing and
enhancement of value provided to
customers
Creation of safe, secure and pleasant
housing and living environments
２
Contributing to realizing a clean global
environment rooted in environmental
circulation
３
Business Growth Strategy Measures
１
• Further enhancement of vendor support
function
• Development of portal for customers and
enhancement of value provided
• Deployment of measures to further upgrade
assets
• Contribution to revitalization of local
communities by the housing rental business +
peripheral services
• Provision of diverse loans in line with the
external environment
• Reinforcement of sales of solutions in the
fields of healthcare and wellness
• Provision of finance services in the renewable
energy field and investment in the power
generation business
• Reinforcement of 3R contributing to
environmental circulation and reduction of
environmental load
36

37. FY2020 – FY2022 Mid-term Management Plan
Business Growth Strategy - 2
Pioneering new business areas and
creating business models
４
Reconstruction of the rental business
５
• Expansion of the rental business through
collaboration with Ricoh Group companies
• Expansion of initiatives in the ICT field
• Deployment of new rental services
Business expansion not dependent on
assets
６
• Reinforcement of new field pioneering by
existing products
• Development of services that meet
expectations and needs of society and
customers
Business expansion under alliance with
Mizuho Leasing
７
• Reinforcement of existing businesses and
creation of new business opportunities
• Pioneering new fields through diversification
of financing methods
• Creation of new businesses through
collaboration with investees and alliance
partners
• Business investment focused on ESG
• Taking on challenges into overseas markets
Business Growth Strategy Measures
37

38. FY2020 – FY2022 Mid-term Management Plan
Strategy for Enhancement of Organizational Strength
38
Development of a mission-critical system
and operation structure for pursuing high
quality and high efficiency
１
• Development of a new mission-critical
system
• Promotion of business efficiency and
improvement of quality through
standardization and automation
• Examination and credit function reforms
(mechanisms and use of AI)
Human resource management that links
the employees’ happiness with the
Company’s business expansion
２
• Deployment of measures to increase the
happiness of employees
• Continued promotion of diversity & inclusion
• Recruitment and development of human
resources to realize business growth
Reinforcement of governance
３
• Deployment of measures to increase
corporate value
• Enhancement of internal control and internal
audit
Strategy for Enhancement of Organizational
Strength
Measures

39.  Continue mid-to-long term investments in IT and human resources, looking toward
sustainable growth
IT investment Human resource investment
New mission-critical
system
Front
Leases Commissions
・・・
Business-specific
system
Individual business
system
Reinforcement of
settlement function
Expansion of
profitability in
each business
Manpowerplan
Sales
Increase
Increase
Maintain
Mid-to-long term investments (FY2020 – FY2022, FY2023 –
FY2025 Mid-term Management Plan)
Investments for Reinforcement of
Business Foundation
Digital workflows
Implementation of
electronic contracts
Improvement
of operating
efficiency
Reinforcement of
governance
Response to remote
working
Business
expansion and
response to
diversification
Improvement of productivity
Staff
mem-
bers
Opera-
tions
Investing human resources in
profitable divisions
Back
Common system
Billing
Assets
Business
partners
・・・
Contents of
investment
Aim
Middle
Common system
across operations
Workflows
Documentation
control
 Reinforcement of human
resources for creating new
businesses and
strengthening governance
 Maintaining manpower by
pursuing efficiency through
using IT and improving
operations
New
business
・・・
39
(Million Yen)
19.9 19.9
19.2
17
19
21
18/3 19/3 20/3 21/3 22/3 23/3 24/3以降
18/3
FY2023 and
onward
Productivity per person

40. 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.
<Contact>
Corporate Planning Department
Tel : 03-6204-0608
Email : ir@rle.ricoh.co.jp
URL : https://www.r-lease.co.jp
Ricoh Leasing Company, Ltd.