This document provides a briefing on Ricoh Leasing Company's financial results for the second quarter of Fiscal Year 2017, which ended in September 2017. It discusses the company's consolidated results including record high net sales and operating profit that progressed as expected. It also reviews performance by business segment and topics covered in the company's mid-term management plan, including initiatives in expanding their environmental business. The briefing includes forecasts for the full fiscal year and provides key financial metrics and trends.

1. Second Quarter of
Fiscal Year Ending
March 2018 (FY2017)
Briefing on
Financial Results
October 20, 2017
Ricoh Leasing Company, Ltd.

2. Table of Contents
1. Consolidated Results for the Second Quarter of
Fiscal Year Ending March 2018
2. Topics on Mid-Term Management Plan
(FY2017 to FY2019)
3. Consolidated Income Forecast for the Fiscal Year
Ending March 2018
4. Reference Materials
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.
2

3. 1. Consolidated Results for the Second
Quarter of Fiscal Year Ending March 2018
(FY2017)
3

4.  Net Sales : 151,181 million yen Expanded income
for eight consecutive periods; posted
another record high
 Operating Profit : 8,455 million yen Progress as expected
 Net Income : 5,761 million yen Progress as expected
 Total Operating Assets (substantial):
830,030 million yen Posted another
record high
 Transaction Volume:192,736 million yen Posted another
record high
Performance Overview
4

5. Consolidated Results
• Net Sales increased due to steady accumulation of Operating Assets. Posted another record high for the eighth
consecutive period.
• Operating Profit progressed as expected by absorbing factors such as the decline in return on assets and the
reaction to early cancellation of a large contract in the Leases and Installment Sales Business in the previous year.
5
* In this document, “Profit Attributable to Owners of Parent” is presented as “Net Income.”
* Actual ROA and ROE represent annualized figures.
(100 millions of yen)
16年9月期
実績 実績 伸率
売上高 1,448 1,511 4.4% 2,973 50.9%
売上総利益 156 155 △0.9% 313 49.7%
販売管理費 68 70 3.1% 145 48.9%
営業利益 88 84 △3.9% 168 50.3%
（営業利益率） 6.1% 5.6% △0.5% 5.7% －
経常利益 87 83 △4.0% 165 50.7%
当期純利益 60 57 △4.3% 113 51.0%
前年差
１株当り配当金（円） 30.00 35.00 5.00 70.00 －
１株当り純利益（円） 192.93 184.58 △8.35 361.99 －
配当性向 15.5% 19.0% 3.4% 19.3% －
ROA （総資産当期純利益率） 1.36% 1.24% △0.12% 1.21% －
ROE （自己資本利益率） 8.2% 7.3% △0.9% 7.1% －
17年9月期
通期予想 進捗率
16/9
Actual
Net Sales
Gross Profit
SGA Expenses
Operating Profit
(Operating Profit / Net Sales)
Ordinary Profit
Net Income
Dividend per share
Earnings per share
Dividend Payout Ratio
ROA (Return on Assets Ratio)
ROE (Return on Equity Ratio)
17/9
Actual Growth Rate
Full-year
forecast
Progress
rate
Year-on-year change
( )
( )
( )
( )
( )
( )
( )
( )

6. Gross Profit calculation SGA Expenses
8,800
million
yen
Increase in
Allowance
for Doubtful
Accounts
16/9 Actual
Increase in
Financial
Income
Increase in
Expenses
Decrease in
Financial
Expenses
8,455
million
yen
17/9 Actual
+0.5 (0.9)
(1.2)
Factors Affecting Operating Profit
(100 millions of yen)
6
(2.2)
+0.3
+0.0
Decrease in
revenues
mainly due
to early
cancellation
Gross
margin for
the Leases
and
Installment
Sales
Business

7.  Leases and Installment Sales Business  Financial Services Business
Performance by Segment
• In the Leases and Installment Sales Business, although sales increased due to a rise in the Operating Assets, profits
declined mainly as a reaction to early cancellation of a large contract.
• The Financial Services Business posted higher income on higher sales thanks to the favorable commission
business, including Collection Agency Services and Factoring Services for Nursing-care Facilities.
(100 millions of yen) (100 millions of yen)
* % of operating profit = Financial Services Business
segment profit / Operating profit 7
1,173
1,246
1,320
1,402
1,460
70 71 71 74 70
0
20
40
60
80
100
120
140
0
200
400
600
800
1,000
1,200
1,400
1,600
1,800
13/9 14/9 15/9 16/9 17/9
Net sales Segment income (right bar)
27
29
32
35 36
13 13 16 16 17
16.3% 16.9%
19.2% 18.9%
21.2%
0%
10%
20%
0
10
20
30
40
50
60
70
13/9 14/9 15/9 16/9 17/9
Net sales Segment income (right bar) % of operating incomeSegment profit (right bar ) Segment profit (right bar ) % of operating profit

8. Leases and Installment Sales Business:
Transaction Volume by Contract/Product
• Transaction Volume for the core Office and IT-Related Equipment field posted a positive year-on-year growth rate on
a second-quarter basis for the first time in four periods.
• Transaction Volume of Environment-Related Equipment primarily for solar power generation facilities increased
significantly and drove the overall performance.
8
(100 millions of yen)
* Transaction Volumes are presented on an inspection basis.
 Transaction Volume by Contract
 Transaction Volume by Product
16年9月期
実績 実績 伸率
ファイナンス・リース 1,304 1,336 2.4% 2,600 51.4%
オペレーティング・リース 53 72 33.7% 130 55.5%
割賦 293 409 39.5% 650 63.0%
リース・割賦事業 合計 1,652 1,818 10.0% 3,380 53.8%
17年9月期
通期予想 進捗率
16年9月期
リース事業協会
(4月-8月累計）
実績 実績 伸率 伸率
事務用・情報関連機器 894 945 5.8% 1,805 52.4% 0.3%
医療機器 216 190 △12.2% 420 45.3% △1.5%
産業工作機械 161 246 52.7% 340 72.5% △12.2%
商業・サービス業用機器 147 154 5.2% 320 48.3% △5.7%
車両・輸送用機器 80 81 2.0% 170 48.0% 0.9%
その他 153 199 30.4% 325 61.4% △22.1%
リース・割賦事業 合計 1,652 1,818 10.0% 3,380 53.8% △5.9%
17年9月期
通期予想 進捗率
16/9
Actual
Finance Leases
Operating Leases
Installment Sales
Total
17/9
Actual Growth Rate
Full-year
forecast
Progress
rate
16/9
Actual
17/9
Actual Growth Rate
Full-year
forecast
Progress
rate
Japan Leasing
Association
(Cumulative total from
April to August)
Growth Rate
Office and IT-Related Equipment
Medical Equipment
Industrial Machinery
Commercial and Service Equipment
Transport Equipment
Others
Total
-
-
-
-
-
( )
( )
( )
( )
( )
( )

9. [Commission Business]
• In Collection Agency Services, web marketing efforts were
successful. The number of new customers grew steadily and
the number of transactions increased 3.4% year on year.
• In Factoring Services for Nursing-Care Factoring,
Transaction Volume jumped 21.2% year on year as a result
of capturing new customers and increasing the use of
services by existing customers.
[Loans]
• Transaction Volume fell 36.8% as a reaction to large
corporate Loan contract that was in the previous year.
Financial Services Business:
Number of Transactions / Transaction Volume
 Cumulative 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)
9
109 117 139 172
109
138 142 124
154
248 259 264
327
993
1,052
1,106
1,216 1,237
0
200
400
600
800
1,000
1,200
1,400
0
100
200
300
400
500
600
14/3 15/3 16/3 17/3 17/9
First half Second half Balance
551 656 785 857 886
601
735
822
8971,153
1,392
1,607
1,755
14/3 15/3 16/3 17/3 17/9
First half Second half
83 149 217 291 353114
176
254
314
198
326
471
606
20
32
49
59
69
-10
10
30
50
70
0
200
400
600
800
1000
1200
14/3 15/3 16/3 17/3 17/9
First half Second half Balance

10. • The Operating Assets increased 21,300 million yen from the end of the previous fiscal year and posted another
record high as a result of steadily capturing contracts in the Leases and Installment Sales Business.
• Default Rate declined due to a higher Operating Assets although bad debt slightly increased year on year.
* Default Rate = Default Loss Amount / Average Operating Assets
*Operating Assets shown includes securitized portions of lease receivables.
Operating Assets and Changes in Default Rate
10
(100 millions of yen)
5,142 5,327 5,517 5,627 5,695
123 158 187 208 222
612
725
837 958 1,0601,099
1,142
1,231
1,292 1,321
6,978
7,354
7,773
8,086
8,300
0.25%
0.19% 0.18% 0.18% 0.16%
-2.50%
-2.00%
-1.50%
-1.00%
-0.50%
0.00%
14/3 15/3 16/3 17/3 17/9
Loans
(Financial
services/Other)
Installment sales
Operating lease
Lease
Default rate

11. * 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 17/9, the amount of Gross Profit (before deducting Financial Expenses) was doubled to calculate the % of Gross Profit (before deducting
Financial Expenses)).
• Gross Profit (before deducting Financial Expenses) declined 1.1% year on year.
• The downward trend in % of Gross Profit (before deducting Financial Expenses) continued due to a decrease in
return on Operating Assets.
Transition of Gross Profit
(before deducting Financial Expenses)
11
213 216 215 207
103
14 16 18 24
12
23 24 26 25
12
53 55 58 65
32
305 313 318 323
161
4.77% 4.53% 4.35% 4.21% 4.05%
-7.50%
-5.50%
-3.50%
-1.50%
0.50%
2.50%
4.50%
6.50%
14/3 15/3 16/3 17/3 17/9
Others
(Commission
revenue, etc.)
Loans
Installment
sales
Lease
% of gross profit
(before
deducting
capital cost)
(100 millions of yen)
(Commision
Received)
(before
deducting
Financial Expenses)

12. Interest-bearing debt outstanding
* Financial Expenses Ratio = Financial Expenses / Average Operating
Assets
* For 17/9, Financial Expenses was doubled 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 is included in long-term debt.
• Interest-bearing debt increased in line with the rise in the Operating Assets.
• Continued to procure funds on low interest rates while Financial Expenses and Financial Expenses Ratio decreased.
Financial Expenses /
Financial Expenses Ratio
Total Procurement Amount and Financial Expenses
12
(100 millions of yen) (100 millions of yen)
9
7 7 6 5
9
7 7
5
19
15 14
11
0.30%
0.22% 0.20% 0.15% 0.14%
-3.00%
-2.50%
-2.00%
-1.50%
-1.00%
-0.50%
0.00%
0.50%
14/3 15/3 16/3 17/3 17/9
Second half
First half
Capital cost ratio
4,528
4,902
5,378
5,745
6,155
1,459
1,434
1,332
1,121
926
5,988
6,337
6,710 6,866
7,082
14/3 15/3 16/3 17/3 17/9
Short-term
Long-term
Financial Expenses
Ratio

13. Changes in Selling, General and
Administrative Expenses
• While acquired contracts and Operating Assets increased, expenses were maintained at a certain level.
• Bad debt expenses slightly increased.
* OHR = Selling, General and Administrative Expenses - Bad debt expenses) / (Gross Profit + Financial Expenses)
13
(100 millions of yen)
31 32 33 33 33
29 30 30 30 30
1
3 3 5 662
66 67 68 70
40.1% 40.1% 40.3%
39.0%
40.2%
20.0%
25.0%
30.0%
35.0%
40.0%
45.0%
0
20
40
60
80
100
120
13/9 14/9 15/9 16/9 17/9
Bad debt
expenses
Others
Personnel
expenses
OHR

14. 2. Topics on Mid-Term Management Plan
(FY2017 to FY2019)
14
Please refer to the reference materials for strategies under the Mid-Term
Management Plan.

15. 195
196
234 241
280
500
15/3 16/3 17/3 18/3 20/3
Topics 1: Initiatives taken in the Environmental Field
Transaction volume in the
environmental field (100 millions of yen)
 Installation site: Nakanojo-machi, Gunma Prefecture
 Contract type: Lease agreement for a solar power generation facility
Medium-Term
Management Plan
target
Initiative (1) Efforts toward local government bodies
Initiative (2) Installation of rooftop solar power generation facility for
logistics facilities
Mid-Term Management Plan: Business growth strategy (4)
“Taking on challenges in new environmental fields centered on energy-
creation and energy-saving”
Continue to make efforts to achieve the medium-term management plan target of 50,000 million yen. Do
this by expanding the scope of initiatives to include biomass power generation using waste materials and
small hydraulic power generation using local rivers, on top of expanding solar power generation.
 Installation site: Rooftop of logistics warehouses
 Contract type: Installment Sales agreement for a solar power
generation facility
• Coordination between local government
bodies and Ricoh Japan
• Contribution to the environment/regional
revitalization
Point
• Response to the decrease in FIT price
• Targeting the logistics industry where
future demand can be expected
Point
15
(Full-year
projection)
Medium-Term Management
Strategy (3)
Deployment of lease +
service business through
collaboration with RICOH
Group companies
Medium-term
management strategy (2)
Creation of value provided
other than leasing

16. Business alliance with JS Corporation (“JS”) on “Regeneration/invigoration relating to
apartment buildings”
Topics 2: Business alliance with JS Corporation
Mid-Term Management plan: Business growth strategy (5)
“Development and provision of financial services to accommodate changes and resolve
issues in society”
By implementing initiatives under the alliance, efforts are made in an aim to develop
financial services, create value for providing products other than leases, and advance
collaboration with the RICOH Group.
<Profile of JS Corporation>
Representative: Shuichi Hirokane, President &
Representative Director
Paid-in capital: 30 billion yen
Business: Management of apartment buildings,
housing renovations, stock management,
living support, technical support
Shareholders: Urban Renaissance Agency, etc.
Introduction of “apartment complex regeneration
loan” for large-scale renovations/improvements
Initiative
First round
<Issues associated with apartment complexes>
• Aging of buildings, degrading of facilities over time
• Declining vitality in communities due to rapid aging of
population and decreasing birthrate
<Efforts toward resolving issues>
Development of businesses/products for promoting
regeneration/revitalization of apartment buildings
16
Technology/know-
how/system on apartment
management
Insight/network relating
to financial services,
real estate, etc.
×
JS Ricoh Leasing

17. Topics 3: Ricoh Leasing’s CSR and Key Issues
(Materiality)
Initiative (1): Implementation of satellite
offices
Review key issues amid growing calls to realize a sustainable society based
on SDGs (sustainable development goals) and the Paris Agreement.
Specified key issues
Realize a working style of being able to work
anytime and anywhere to improve
productivity and enhance the satisfaction
level of employees.
17
Four major themes 13 specified key issues
Building a vigorous and strong
company
• Promotion of diversity
• Efficient working style reform/Realization of work-
life balance
• Human resource development
• Realization of safe, healthy and comfortable work
environment
Creation of common value
through business
• Pursuit of customer satisfaction
• Resolution of social issues and contribution to
invigorating the Japanese economy
• Reinforcement of partnerships with group
companies/business partners
Contribution to realizing low-
carbon society/recycling-based
society
• Continuous operation/improvement of workplace
management system
• Mitigation of and adaptation to climate changes
• Resource recycling
• Preservation of biodiversity
Support for revitalization of local
communities
• Contribution/donation to local communities /
Restoration support
• Cooperation with local communities
• Creation of working hours
• Mitigation of commuting stress
• Improvement of productivity
Have head office (Toyosu) employees with shorter
working hours work at sales offices (Yokohama)
that are closer to their homes. Full-scale roll-out of
this initiative from the latter half of the year.
Effects
Initiative (2): Use of shared office
Sales forces make use of external rental offices to
carry out flexible sales and marketing activities (in
the Tokyo metropolitan area)
Effects
• Creation of time for sales and
marketing activities
• Increase in points of contact with
customers

18. 3. Consolidated Income Forecast for the
Fiscal Year Ending March 2018
18

19. Customers/
Markets
Competitors
Company
• Recovery of corporate performance against the backdrop of steady external demand,
inbound demand and other factors
• Active investment in demand related to rationalization/energy-saving and inbound
demand
• Low level of corporate bankruptcies, continuation of interest-rate level
• Development of new businesses using new technologies (e.g., AI, IoT, FinTech)
• Active investments in areas of focus, such as aircraft, real estate and overseas
• Initiatives in new methodologies and new areas through business alliances and
collaboration beyond industrial boundaries
• Intensified competition with other industries, such as regional banks (financial
deregulation/decline in interest rates)
• Recovery of the core Office and IT-Related Equipment field
• Steady buildup of renewable energy. Expansion of the scope of initiatives taken for
rooftop and large-scale solar power generation facilities, etc.
• Start of new initiatives, such as launching the housing leasing business and building
an alliance with JS Corporation
• Decline in return on assets due to lower market interest rates and intensifying
competition
Current Business Environment
19

20. Consolidated Income Forecast
20
(100 millions of yen)
17年3月期
実績 予想 伸率
売上高 2,911 2,973 2.1%
売上総利益 311 313 0.5%
販売管理費 138 145 4.9%
営業利益 173 168 △3.1%
（営業利益率） 6.0% 5.7% △0.3%
経常利益 171 165 △4.0%
当期純利益 117 113 △4.0%
前年差
１株当り配当金（円） 60.00 70.00 10.00
１株当り純利益（円） 377.12 361.99 △15.13
配当性向 15.9% 19.3% 3.4%
ROA （総資産当期純利益率） 1.31% 1.21% △0.10%
ROE （自己資本利益率） 7.8% 7.1% △0.7%
前年差
営業資産残高 8,086 8,385 299
18年3月期
*The Operating Assets shown includes securitized portions of lease receivables.
17/3
Actual
Net Sales
18/3
Growth RateForecast
Gross Profit
SGA Expenses
Operating Profit
(Operating Profit / Net Sales)
Ordinary Profit
Net Income
Dividend per share
Earnings per share
Dividend Payout Ratio
ROA (Return on Assets Ratio)
ROE (Return on Equity Ratio)
Operating Assets
Year-on-year change
Year-on-year change
( )
( )
( )
( )
( )
( )
( )

21. 17,333
million
yen
Gross Profit calculation SGA Expenses
16,800
million
yen
18/3 Forecast
Increase in
Financial
Expenses
17/3 Actual
Increase in
gross margin for
the Leases and
Installment
Sales Business
17,033
million
yen
17/3 Actual
(excluding factors on the left)
3
(1)
(2)
Initial Forecast:
Projected Factors Affecting Operating Profit
Cancellation
of large
contracts,
etc.
+3
+3 (1)
(4)
Increase in
Financial
Income
Increase in
Allowance
for Doubtful
Accounts
Increase in
Expenses
Strategy
Expenses
5
(100 millions of yen)
21

22. Gross Profit calculation SGA Expenses
16,800
million
yen
18/3 Forecast
Decrease in
Financial
Expenses
17/3 Actual
Gross margin
for the
Leases and
Installment
Sales
Business17,033
million
yen
17/3 Actual
(excluding factors on the left)
(1)
Revised Forecast:
Projected Factors Affecting Operating Profit
Cancellation
of large
contracts,
etc.
17,333
million
yen
+1.5
(3)
Increase in
Financial
Income
Allowance
for Doubtful
Accounts
Increase in
Expenses
Strategy
Expenses
5
(100 millions of yen)
22
+0.53
±0
±0
• Revised the amount of increase in Leases and Installment Sales Business and Financial Income due the decrease
in return on assets.
• The full-year forecast of Operating Profit remains unchanged due to the suppression of Financial Expenses /
Expenses.

23. Transaction Volume Forecast by Business
23
(100 millions of yen)
(100 millions of yen)
* Transaction volumes are presented on an inspection basis.
 Leases and Installment Sales Business
 Financial Services Business
17年3月期
実績 予想 伸率
集金代行取扱件数 1,755万件 1,860万件 6.0%
医療・介護ファクタリング取扱高 606 710 17.1%
融資取扱高 327 270 △17.6%
18年3月期
17年3月期
実績 修正予想 修正額 伸率 期初予想 伸率
事務用・情報関連機器 1,801 1,835 30 1.9% 1,805 0.2%
医療機器 415 390 △30 △6.2% 420 1.0%
産業工作機械 321 360 20 12.1% 340 5.9%
商業・サービス業用機器 335 340 20 1.3% 320 △4.7%
車両・輸送用機器 168 170 0 1.1% 170 1.1%
その他 320 355 30 10.7% 325 1.4%
リース・割賦事業 取扱高合計 3,362 3,450 70 2.6% 3,380 0.5%
18年3月期18年3月期17/3
Actual
Office and IT-Related Equipment
18/3
Revised forecast
Medical Equipment
Industrial Machinery
Commercial and Service Equipment
Transport Equipment
Others
Total
Revised amount Growth Rate
18/3
Initial forecast Growth Rate
Number of Transactions of Collection Agency
Services (10,000 cases)
Transaction Volume for Medical/Nursing-Care
Factoring
Loan Transaction Volume
Fiscal Year Ending
March 2017
Actual
Fiscal Year Ending March 2018
Forecast Growth Rate
cases cases
( )
( )( )
( )

24. 4. Reference Materials
24

25. Breakdown of Net Sales Actual/Forecast
 Breakdown of Net Sales: Actual
 Breakdown of Net Sales: Forecast
25
(100 millions of yen)
(100 millions of yen)
16年9月期
実績 実績 伸率
リース料収入 1,085 1,110 2.2%
割賦売上高 201 237 17.5%
営業貸付収益 13 12 △1.5%
受取手数料 24 26 8.3%
その他 123 125 1.1%
売上高合計 1,448 1,511 4.4%
17年9月期
17年3月期
実績 予想 伸率
リース料収入 2,179 2,218 1.8%
割賦売上高 414 450 8.5%
営業貸付収益 25 26 0.8%
受取手数料 48 50 3.6%
その他 243 229 △5.8%
売上高合計 2,911 2,973 2.1%
18年3月期
16/9
Actual
Leases
Installment Sales
Loans
Commission Received
Others
Total
Leases
Installment Sales
Loans
Commission Received
Others
Total
17/3
Actual
17/9
Actual Growth Rate
18/3
Actual Growth Rate
( )
( )

26. Mid-Term Management Plan —
Vision “Beyond Leasing”
26
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

27. Mid-Term Management Plan —
Management Strategy
27
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 the 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.

28. Mid-Term Management Plan —
Management Strategy
28
• Further heighten consulting and other expert capabilities and promote the use and
expansion of the customer network
• Actively expand nursing-care fee factoring and medical service fee factoring
• Transaction volume for the factoring business: 60,600 million yen in the year ended
March 2017 ⇒ 100,000 million yen in the 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 rental housing business
• 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

29. Mid-Term Management Plan —
Management Strategy
29
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

30. Mid-Term Management Plan —
Financial Targets
30
Operating Profit
(100 millions of yen)
183173160
ROA
(Return on Assets Ratio)
1.30%
(Medium-
term target)
1.31%1.29%
Operating Assets
(100 millions of yen,
including securitized
portions)
9,0008,0866,978
Fiscal Year
Ending March
2020
Fiscal Year Ended
March 2017
Fiscal Year Ended
March 2014
Financial
Targets/P&L
1.8%
-
3.6%
Fiscal year ended March
2017 to Fiscal year
ending March 2020
CAGR

31. Mid-Term Management Plan —
Operating Targets
31
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

32. <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.