The document summarizes the financial results for Ricoh Leasing Company for the fiscal year ending March 2020. Key points include: - Net sales and gross profit reached record highs, but operating profit and net income decreased due to an increase in allowance for doubtful accounts. - The transaction volume of leases and installment sales as well as loans increased. Investments in new businesses also expanded steadily. - Operating assets increased by 97.2 billion yen due to acquiring new contracts steadily, while the default rate remained low.

1. Fiscal Year
Ended March
2020 (FY2019)
Financial
Highlights
May 8, 2020
Ricoh Leasing Company, Ltd.

2. Intentionally blank

3. 3
Table of Contents
1. Consolidated Results for Fiscal Year Ended
March 2020
2. Mid-term Management Plan
3. Consolidated Income Forecast for Fiscal
Year Ending March 2021
4. Reference Material

4. 4
１. Consolidated Results for
Fiscal Year Ended March 2020

5. 5
 “Profitability” continued to increase. Net sales and gross profit posted new record
highs.
 Operating profit and net income decreased due to an increase in allowance for
doubtful accounts.
 Dividend per share is planed to be 90 yen (interim: 45 yen; year-end: 45 yen) as
forecasted at the beginning of the period.
Financial Performance Overview for the 4th
Quarter of Fiscal Year Ending March 2020
Net Sales : 332.2 billion yen (+5.8%)
Expanded income for ten consecutive periods
Gross Profit : 35.1 billion yen (+6.8%)
Expanded income for seven consecutive periods
Operating Profit : 17.0 billion yen ((1.5%))
Ordinary Profit : 17.0 billion yen ((1.7%))
Net Income : 11.8 billion yen ((1.0%))
Balance of Operating Assets : 994.4 billion yen (+97.2 billion yen)
Dividend Per Share : 90 yen (+10 yen)
Dividend increase for 25 consecutive periods is planned
* In this material, “Profit Attributable to Owners of Parent” is listed as “Net Income”
* Consecutive dividend increases include the substantial dividend increase due to the stock split in Fiscal Year Ended
March 2000.

6. 6
• Accumulation of operating assets and improvement of return on assets continued while
commission revenue also increased.
• Selling, general and administrative expenses increased due to investments to reinforce the
business foundation (human resources, IT infrastructure) and an increase in allowance for
doubtful accounts.
Consolidated Results
(Billion Yen)
19/3 20/3
4Q
cumulative
total
4Q
cumulative
total
Growth
Rate
Full-Year
Forecast
Net Sales 313.9 332.2 5.8% 329.1 101.0%
Gross Profit 32.9 35.1 6.8% 35.6 98.8%
Selling, General and
Administrative Expenses
15.6 18.1 15.9% 17.8 102.0%
Operating Profit 17.2 17.0 (1.5%) 17.8 95.6%
Ordinary Profit 17.3 17.0 (1.7%) 17.6 97.1%
Net Income 11.9 11.8 (1.0%) 12.1 97.8%
YoY change
Dividend per Share(yen) 80.00 90.00 10.00 90.00 －
Earnings per Share(yen) 382.60 382.80 0.20 392.53 －
Dividend Payout Ratio 20.9% 23.5% 2.6% 22.9% －
ROA (Return on Asset Ratio) 1.19% 1.08% (0.11%) 1.09% －
ROE (Return on Equity Ratio) 7.0% 6.6% (0.4%) 6.8% －
20/3
Achievement
Rate

7. 7
17.27
billion yen
17.01
billion yen
(0.10)(0.07)
+0.73
＋1.67
0.25
billion yen
(0.62)
(1.24)
(0.62)
Factors Affecting Operating Profit
19/3
4Q cumulative total
20/3
4Q cumulative total
Gross Profit
Selling, General and
Administrative Expenses
(Billion Yen)
Gross
Margin for
Leases and
Installment
Sales
Business
Gross
margin for
Financial
Services
Business
Others
Financial
Expenses
Human
Resources
Other
Expenses
Allowance
for Doubtful
Accounts

8. 8
[Financial Services Business]
• Both the commission business, such
as collection agency services,
factoring services for healthcare and
nursing-care facilities, and loans
demonstrated steady growth.
• The segment profit increased due to
reversal of bad debt accrual.
[Leases and Installment Sales
Business]
• Gross profit increased as acquired
yields of new contracts continued to
improve and thanks to an increase in
re-leases.
• Segment profit declined, unable to
absorb the rise in allowance for
doubtful accounts.
Performance by Segment
 Leases and Installment Sales Business
 Financial Services Business
(Billion Yen)
(Billion Yen)
267.3
281.8 294.3 303.1 320.1
14.2 14.6 13.9 14.4 13.7
0.0
5.0
10.0
15.0
20.0
25.0
30.0
0.0
50.0
100.0
150.0
200.0
250.0
300.0
350.0
16/3
4Q
cumulative total
17/3
4Q
cumulative total
18/3
4Q
cumulative total
19/3
4Q
cumulative total
20/3
4Q
cumulative total
Net Sales
Segment
Profit
6.5 6.8 7.3
8.2
9.4
3.3 3.3 3.4 3.6 4.6
19.6% 19.2% 20.6% 21.3%
27.1%
-10%
0%
10%
20%
30%
0.0
10.0
16/3
4Q
cumulative total
17/3
4Q
cumulative total
18/3
4Q
cumulative total
19/3
4Q
cumulative total
20/3
4Q
cumulative total
Net Sales
Segment
Profit
% of
Operating
Profit * % of operating profit =
financial services business segment profit /
operating income

9. Operating Results
9
• Transaction volumes of leases and installment sales and loans were favorable. Investments for
businesses (housing rental business, power generation business) also expanded steadily.
• Collection agency services and factoring services for healthcare and nursing-care facilities also
maintained high growth rates.
(Billion Yen)
19/3 20/3
4Q
cumulative total
4Q
cumulative total
Growth
Rate
Full-Year
Forecast
Leases and
Installment Sales
373.2 414.0 10.9% 423.0 97.9%
Loans 48.8 61.2 25.3% 53.0 115.5%
7.2 13.8 91.8% 10.7 128.8%
20.07 cases 22.19 cases 10.6% 22.60 cases 98.2%
78.1 100.6 28.7% 95.0 105.9%
272 unit 531 unit 95.2% 500 unit 106.2%
Transaction volume of Factoring
Services for Healthcare &
Nursing-Care Facilities
Number of units owned for
housing rental
20/3
Achievement
Rate
Transaction
Volume
Investment Amount
Number of Transactions in
Collection Agency Services
(million cases)

10. • Demand for remote work as part of work-style reforms in addition to last-minute demand before
the consumption tax increase and OS migration contributed to the results.
• In the environmental field, transactions increased significantly year on year due to further
diversification of asset holding styles (leases and installment sales, power generation business).
10
Transaction Volume for Leases and Installment Sales
/Environmental Field
 Leases and Installment Sales Transaction Volume by Product
 Environmental Field
(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.
* Transaction Volume for Leases and Installment Sales indicates the total collection amount during the contract period
* Investment amount indicates the amount to purchase assets
19/3 20/3
4Q
cumulative total
4Q
cumulative total
Growth
Rate
Full-
Year Forecast
Office and IT-Related
Equipment
190.6 206.3 8.2% 208.0 99.2% 17.4%
Medical Equipment 35.0 37.3 6.7% 37.0 101.0% 3.6%
Industrial Machinery 42.2 47.9 13.5% 52.5 91.3% 1.9%
Commercial and Service
Equipment
38.5 36.8 (4.2%) 38.0 97.1% (3.0%)
Transport Equipment 21.3 22.0 3.4% 24.0 91.7% 3.5%
Others 45.5 63.4 39.4% 63.5 100.0% (10.0%)
Total 373.2 414.0 10.9% 423.0 97.9% 6.2%
Japan Leasing
Association (cumulative
total from 19/4 to 20/3)
Growth Rate
20/3
Achievement
Rate
19/3 20/3
4Q
cumulative total
4Q
cumulative total
Growth
Rate
Full-year
Forecast
Transaction Volume for Leases
and Installment Sales
34.5 50.9 47.5% 45.0 113.2%
Investment Amount 2.6 5.9 124.1% 5.0 119.2%
Total 37.1 56.8 52.9% 50.0 113.8%
20/3
Achievement
Rate

11. • Operating assets
increased by 97.2
billion yen from the
end of the previous
fiscal year as a result
of steadily acquiring
contracts.
• Default loss amount
declined slightly and
Default rate remained
at a low level.
11
Operating Assets and Default Rate
(Billion Yen)
551.7 562.7 576.1 589.8 622.1
18.7 20.8 23.0 29.0
30.5
83.7 95.8
111.3
133.1
152.9123.1
129.2
145.8
169.8
213.4
777.3
808.6
856.3
921.9
1,019.1
0.18% 0.18% 0.17% 0.17% 0.16%
-10.00%
-8.00%
-6.00%
-4.00%
-2.00%
0.00%
16/3 17/3 18/3 19/3 20/3
Financial Services/
Others
Installment Sales
Operating Leases
Financial Leases
Default Rate
* Default rate = default loss amount / average balance of operating assets
* The balance of operating assets includes the amount of the securitizations of lease receivables (Amount of Securitized Lease
Receivables for the 4th quarter of 20/3: 24.6 billion yen)

12. 12
[Balance of Interest-Bearing Debt]
• Interest-bearing debt increased in line
with the rise in operating assets
• Financed according to duration
• Issued 10 billion yen of green bonds
each in 19/3 and 20/3
Total Procurement Amount and
Financial Expenses
 Interest-Bearing Debt Outstanding
 Financial Expenses and Financial
Expenses Ratio
(Billion Yen)
(Billion Yen)
537.8 574.5 615.6 678.9
812.3
133.2 112.1
111.0
96.2
67.2
671.0 686.6
726.6
775.2
879.5
16/3 17/3 18/3 19/3 20/3
Short-term
Long-term
1.45
1.16 1.08 1.02
1.12
0.20%
0.15% 0.13% 0.12% 0.12%
-0.50%
-0.30%
-0.10%
0.10%
0.30%
16/3 17/3 18/3 19/3 20/3
Financial
Expenses
Financial
Expenses
Ratio
* The balance includes the amount of procurement through
securitized portions of lease receivables
* Current portion of long-term liabilities within one year is
included in long-term debt
* Financial expenses ratio = financial expenses / average
operating assets
[Financial Expenses and Financial
Expenses Ratio]
• Financing remained at a low level.
• Though financial expenses showed an
increase, its ratio remained the same.

13. 13
• Bad debt expenses
increased mainly due
to the recording of an
allowance caused by
the impact of COVID-
19.
• The investment to
reinforce the business
foundation (human
resources, IT
infrastructure) was
maintained.
Selling, General and Administrative
Expenses
(Billion Yen)
7.1 7.1 7.2 7.7 8.3
5.4 5.6 5.8
6.2
6.8
0.7
1.1
1.5
1.6
2.8
13.4
13.8
14.7
15.6
18.1
0
2
4
6
8
10
12
14
16
18
20
16/3
4Q
cumulative
total
17/3
4Q
cumulative
total
18/3
4Q
cumulative
total
19/3
4Q
cumulative
total
20/3
4Q
cumulative
total
Bad Debt
Expenses
Others
Personnel
Expenses
* Transferred staffing expenses from “Other Expenses” to “Personnel Expenses” from the first quarter of 20/3. Figures in
charts show transferred amounts

14. Intentionally blank

15. 15
2. Mid-term Management Plan

16. Review of FY2017 – FY2019 Mid-term
Management Plan
16

17. Review of FY2017 – FY2019 Mid-term
Management Plan
17
Expansion of core
businesses
Advance into new businesses
around the core business fields by
responding to customers’
expectations
Expansionof
businessareas
FY2017 – FY2019 Mid-term
Management Plan
Next-period Mid-term
Management Plan
FY2014 – FY2016 Mid-term
Management Plan
Growth period heading
toward “beyond leasing”
Vision
“Beyond leasing”
<Business areas>
Leases and Installment Sales
Financial services
Mid-term
Management Plan
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
1. Construction of a new platform to further enhance product competitiveness and operating
efficiency in response to diversifying needs and services
2. Human resource management in response to changes in society, markets and working styles
1. Reinforcing alliances with vendors and establishing a firm sales & marketing platform by
maximizing the customer network
2. Creation of value provided other than leasing
3. Deployment of lease + service business through collaboration with RICOH Group companies
4. Taking on challenges in new environmental fields centered on energy-creation and energy-saving
5. Development and provision of financial services to accommodate changes and resolve issues in
society
Business
Growth Strategy
Strategy for
Enhancement of
Organizational
Strength

18. Review of FY2017 – FY2019 Mid-term Management Plan
Measures
18
Management strategies Measures
Business
Growth
Strategy
Reinforcing alliances with vendors
and establishing a firm sales &
marketing platform by maximizing
the customer network
• Active development of new areas
• Further improvement of added value by improving efficiency and
differentiation through cooperation with vendors
Creation of value provided other
than leasing
• Business partnership with eGuarantee, Inc. (guarantee of accounts
receivable )
• Investment in Peace Tec Lab, Inc. (C/B to C rental platform)
Deployment of lease + service
business through collaboration with
RICOH Group companies
• Mutual utilization of vendor maintenance and production functions
• Cooperation in the renewable energy business (regional revitalization,
O&M)
Taking on challenges in new
environmental fields centered on
energy-creation and energy-saving
• Increase in transaction volumes and operating assets (diversification
of power supply)
• Start of power generation business
• Approach to self-power generation facilities (to end the reliance on
FIT)
Development and provision of
financial services to accommodate
changes and resolve issues in
society
• Start of Housing Rental Business
• Business partnership with JS Corporation (revitalization of apartment
complex)
• Start of RiLTA, fast-cashing service
• Capital alliance with Net Protections Holdings, Inc.
Strategy
for
Enhancem
ent of
Organizati
onal
Strength
Construction of a new platform to
further enhance product
competitiveness and operating
efficiency in response to diversifying
needs and services
• Utilization of AI for credit operation
• Preparation for development of new mission-critical system
Human resource management in
response to changes in society,
markets and working styles
• Work-style reform: Arrangement of IT and office environment,
enhancement of human resource system
• Reinforcement of human resources: Enhancement of human
resources, investment to improve employees’ motivation to grow and
abilities

19. Review of FY2017 – FY2019 Mid-term Management Plan
Operating Targets
Transaction volumes of
factoring services for
healthcare and nursing-
care facilities
100.0 billion yen
56.8
billion yen
33.1%
Transaction volumes of
leases and installment
sales
367.5 billion yen
Number of units owned
for housing rental
500 units
Started the power generation business in
FY2018.
Expanded the business through promoting
diversification of initiatives.
Achieved the target one year in advance
as a result of proceeding to improve the
acquired yield of new contracts.
Started the housing rental business in
FY2017.
Steadily built up the number of units
owned and expanded the business.
Environmental field
50.0 billion yen
Number of transactions in
collection agency services
25.00 million cases
Number of firms using the services
steadily increased and the business
maintained a high growth rate.
22.19
million cases
8.1%
100.6
billion yen
18.4%
531 units
－
Maintained two-digit growth by capturing
new customers and increasing the usage
of services by existing customers.
Achieved
Achieved
Not
achieved
Achieved
Achieved
Mid-
term
Manage
ment
plan
target
414.0
billion yen
7.2%
Top line: FY2019 results
Bottom line: CAGR
(FY2016 → FY2019)
19

20. Review of FY2017 – FY2019 Mid-term Management Plan
Financial Targets
Operating Profit
18.3 billion yen
17.0
billion yen
(0.6%)
Balance of Operating
Assets
900.0 billion yen
ROA
1.30%
Financial Services
Business
% of Operating Profit
30%
Dividend Payout Ratio
25%
Mid-
term
Manage
ment
plan
target
Mid-
term
target
(3 to 5
years)
27.1%
1.08%
23.5%
“Profitability” increased due to
accumulation of assets and improving
yields.
Achieved the target one year in advance
through diversifying methods to
accumulation of assets.
% of operating profit increased to 27.1%
from 19.2%.
Financial services business maintained
high growth.
ROA declined to 1.08% from 1.31% due
to more-than-expected accumulation of
assets and lower profit.
Dividend increased for 25 consecutive
periods.
Dividend payout ratio increased to 23.5%
from 15.9%.
Gross Profit
33.5 billion yen
Operating profit did not reach the target
due to active investments for reinforcing
the business foundation and an increase in
allowance for doubtful accounts.
Achieved
Achieved
Not
achieved
Not
achieved
1,019.1
billion yen
8.0%
35.1
billion yen
4.1%
Top line: FY2019 results
Bottom line: CAGR
(FY2016 → FY2019)
* Pre-deduction balance of
securitizations of receivables, etc.
20

21.  While increasing profitability, pursued investments in human resources and IT
infrastructure toward achieving further growth.
Review of FY2017 – FY2019 Mid-term Management Plan
“Profitability”
16.05
billion
yen
14/3
17.33
billion
yen
20/3
(0.60)
Billion yen
+0.78
Profitability
＋1.78
(0.68)General
Expenses
17.01
billion
yen
(2.56)
+0.04
＋3.98
(1.77)
Profitability
Financial
Expenses
Financial
Expenses
Bad Debt
Expenses
General
Expenses
Bad Debt
Expenses
17/3
FY2017 – FY2019 Mid-term Management PlanFY2014 – FY2016 Mid-term Management Plan
21

22. Intentionally blank

23. FY2020 – FY2022 Mid-term
Management Plan
23

24. Formulation of FY2020 – FY2022 Mid-
term Management Plan
• Challenges to Realize “beyond leasing”
• Diversification of assets such as housing rental and
power generation businesses
• Reinforcement of foundation (human resources,
IT) aimed at future growth
• Revision of corporate philosophy
Customers and
markets
Competitors
• Concerns about economic deterioration due to
COVID-19
• Emergence of new business utilizing innovative
technologies
• Heightening anticipation for response to SDGs
Company
• Diversification of business
• Cross-industry business partnership and alliance
• Intensified competition with organizations in
different industries such as local banks
Vision
FY2017 –
FY2019
Mid-term
Managem
ent Plan
“Beyond leasing”
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
Presenting the mid-to-long
“target vision” and
redefining “business
domains”
24

25. Mid-to-long-term Vision
Create favorable circulation in the environment, society
and the economy by adopting “management centered
on individuals” and be a bridge to an abundant future
“Become a Circulation-
Creating Company”
25

26. New Business Domains
26
 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

27. 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
27

28. 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
28
[S] Social & Community
Quality control

29. Enhance-
ment of
organiza-
tional
strength
Business
growth
Mid-
term
Manage-
ment
Plan
Business domains
Promotion of
sustainable
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
29

30. 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
30

31. 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 Leasing７
• 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
31

32. FY2020 – FY2022 Mid-term Management Plan
Strategy for Enhancement of Organizational Strength
32
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

33.  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
・・・
33
19.9 19.9
19.2
18
20
22
18/3期 19/3期 20/3期 21/3期 22/3期 23/3期 24/3期
1…Productivity per person
FY2023 and
onward
(Million Yen)
18/3 19/3 20/3 21/3 22/3 23/3

34. 20.0 billion yen
or above
(5.6% or above)
17.0 billion yen
FY2019 results FY2022 targets
1.20%1.08%
7.0%
6.6%
1,300.0 billion
yen
（8.5%）
1,019.1 billion
yen
* Pre-deduction balance of securitizations of
receivables, etc.
FY2020 – FY2022 Mid-term Management Plan
Targets
There is no telling
when the spread of
COVID-19 will be
contained in Japan and
abroad, and there are
concerns about a
further spread and
prolonged impact on
economic activities.
Since it is difficult to
fully measure the
impact of COVID-19,
the Company will not
disclose its mid-term
target figures until the
impact can be
identified.
Operating Profit
ROA
(Return on Assets)
ROE
(Return on Equity)
Balance of
Operating Assets
34

35. 39 41 43 45
50
55
60
70
80
90
95
17.3%
13.6% 13.1%
14.7% 15.4% 15.5% 15.9%
19.3%
20.9%
23.5%
25.9%
30%
11/3 12/3 13/3 14/3 15/3 16/3 17/3 18/3 19/3 20/3 21/3 ・・・ 23/3
Dividend per Share Dividend Payout Ratio
Basic Policy for Shareholder Return
Our basic policy is to provide stable shareholder returns over the medium to long
term, and steadily increase shareholder dividends while working to achieve sustainable
growth, appropriate capital structure and a strengthened financial position. Our mid-
term management plan target for shareholder returns is a dividend payout ratio of
30%.
Policy for Shareholder Return
Mid-term management
plan target
(Yen)
35

36. Intentionally blank

37. 37
* The Company assumes that the consolidated income forecast for the fiscal year
ending March 31, 2021 will see an impact from the spread of COVID-19
particularly in the first quarter, although the impact may fluctuate depending on
the timing of containment and the effects on the economy along with other
factors. If the need arises to adjust the income forecast going forward, we will
promptly make a disclosure.
3. Consolidated Income Forecast for
Fiscal Year Ending March 2021

38. • Lower sales and lower profit are expected due mainly to the impact of COVID-19.
• Dividend per share of 95 yen per share, an increase for 26 consecutive periods, and a dividend
payout ratio of 25.9% are expected.
38
Consolidated Income Forecast
(Billion Yen)
Full-year
Actual
Growth
Rate
Full-year
Forecast
Growth
Rate
Net Sales 332.2 5.8% 330.4 (0.6%)
Gross Profit 35.1 6.8% 36.9 4.9%
Selling, General and
Administrative Expenses
18.1 15.9% 20.2 11.2%
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%)
21/320/3

39. (0.57)
(0.70)
＋0.45
3920/3 4Q Cumulative Total 21/3 Full-Year Forecast
16.70
billion yen
17.01
billion yen
(0.28)
+0.74
＋0.79
• The speed of accumulation of operating assets will slow down, due mainly to a decrease in transaction volume
caused by COVID-19.
• Based on the strategy for enhancement of organizational strength, investments to reinforce the business
foundation (human resources, IT infrastructure) will continue, and an allowance for doubtful accounts will
increase.
(0.44)
(0.32)
Forecast on Factors Affecting Operating Profit
(Billion Yen)Gross Profit
Selling, General and
Administrative Expenses
0.31
billion yen
Gross
Margin for
Leases and
Installment
Sales
Business
Gross
Margin for
Financial
Service
Business
Others
Financial
Expenses
Human
Resources
Strategic
Expenses
Other
expenses
Allowance
for Doubtful
Accounts

40. Breakdown of Operating Assets —
Forecast
40
* Pre-deduction balance of securitizations of receivables, etc.
(Billion Yen)
Full-year
Actual
Growth
Rate
Full-year
Forecast
Growth
Rate
Finance Leases 622.1 5.5% 627.0 0.8%
Operating Leases 30.5 5.3% 31.0 1.3%
Installment Sales 152.9 14.8% 158.0 3.3%
805.7 7.1% 816.0 1.3%
Loans and Others 190.7 18.8% 230.0 20.6%
Investment 22.6 144.9% 41.0 81.0%
Total Operating Asset 1,019.1 10.5% 1,087.0 6.7%
21/3
Total Transaction Volume for
Leases and Installment Sales
20/3

41. 41
4. Reference Material

42. 42
Actual Results of Transaction Volume
and Investment Amount
(Billion Yen)
* Transaction Volume for Leases and Installment Sales indicates the total collection amount during the contract period
* Investment Amount indicates the amount to purchase assets
19/3 20/3
4Q
cumulative total
4Q
cumulative total
Growth
Rate
Full-Year
Forecast
Finance Leases 266.8 294.9 10.5% 297.0 99.3%
Operating Leases 20.2 17.3 (14.3%) 19.0 91.4%
Installment Sales 86.1 101.7 18.1% 107.0 95.1%
373.2 414.0 10.9% 423.0 97.9%
Loans Transaction Volume 48.8 61.2 25.3% 53.0 115.5%
Total Transaction Volume 422.1 475.2 12.6% 476.0 99.9%
Investment Amount 7.2 13.8 91.8% 10.7 128.8%
429.3 489.1 13.9% 486.7 100.5%Total
20/3
Achievement
Rate
Total Transaction Volume for
Leases and Installment Sales

43. 43
Commission Business, Loans
 Number of Transactions in Collection Agency
Services
 Transaction Volume of Factoring Services for
Healthcare & Nursing-Care Facilities
(million cases)
(Billion Yen)
16.07
17.55 18.19
20.07
22.19
16/3 17/3 18/3 19/3 20/3
47.1
60.6
72.0
78.1
100.64.9 5.9 6.7
7.9
11.1
-15
-13
-11
-9
-7
-5
-3
-1
1
3
5
7
9
11
13
15
0.0
20.0
40.0
60.0
80.0
100.0
120.0
140.0
16/3 17/3 18/3 19/3 20/3
Transaction volume Balance
 Loans Transaction Volume
(Billion Yen)
26.4
32.7 34.3
48.8
61.2
110.6
121.6
137.4
154.3
190.7
0.0
50.0
100.0
150.0
200.0
0.0
10.0
20.0
30.0
40.0
50.0
60.0
70.0
80.0
90.0
16/3 17/3 18/3 19/3 20/3
Transaction volume balance

44. 44
Net sales and profit by segment
 Net Sales (Million Yen)
 Segment Profit (Million Yen)
* “Others” are the business segments which are not included in reporting segments, and include
outsourcing technology services such as measurement, calibration and device inspection, loan and
factoring within the Ricoh Group, operation of a domestic cash management system and operation of
solar power generation facilities
4Q
cumulative total
Growth
Rate
4Q
cumulative total
Growth
Rate
Leases and Installment
Sales Business
303,148 3.0% 320,115 5.6%
Financial Services Business 8,282 12.8% 9,439 14.0%
Others 2,525 (4.2%) 2,701 7.0%
Total 313,957 3.2% 332,256 5.8%
19/3 20/3
4Q
cumulative total
Growth
Rate
4Q
cumulative total
Growth
Rate
Leases and Installment
Sales Business
14,447 3.7% 13,765 (4.7%)
Financial Services Business 3,672 7.5% 4,609 25.5%
Others 171 (26.9%) 275 60.6%
Total 18,291 4.1% 18,650 2.0%
20/319/3

45. 45
Overview of Consolidated Statements of
Income
(Million Yen)
* Staffing Expenses out of Selling, General and Administrative Expenses have been calculated by including them in “Personnel Expenses”
since the first quarter of 20/3. Accordingly, the figures for the actual results of the previous year have been stated by calculating in the
same standard
4Q
cumulative total
Growth
Rate
4Q
cumulative total
Growth
Rate
Full-Year
Forecast
Growth
Rate
Net Sales 313,957 3.2% 332,256 5.8% 330,400 (0.6%)
Leases 230,186 3.0% 238,418 3.6% 233,100 (2.2%)
Installment Sales 50,451 7.7% 51,105 1.3% 53,200 4.1%
Loans 2,888 10.9% 3,284 13.7% 3,800 15.7%
Commission Received 5,726 7.8% 6,132 7.1% 6,100 (0.5%)
Others 24,703 (5.5%) 33,315 34.9% 34,200 2.7%
Cost of Sales 281,013 2.9% 297,073 5.7% 293,500 (1.2%)
Leases 208,639 2.8% 215,456 3.3% － －
Installment Sales 47,632 7.3% 47,971 0.7% － －
Financial Expenses 1,022 (5.9%) 1,127 10.2% － －
Others 23,717 (3.8%) 32,518 37.1% － －
Gross Profit 32,943 5.4% 35,182 6.8% 36,900 4.9%
15,667 6.5% 18,164 15.9% 20,200 11.2%
Personnel Expenses 7,771 6.8% 8,398 8.1% 9,100 8.3%
Provision of Allowance for
Doubtful Accounts
1,632 5.3% 2,879 76.4% 3,200 11.1%
Operating Profit 17,276 4.4% 17,018 (1.5%) 16,700 (1.9%)
Ordinary Profit 17,383 5.9% 17,087 (1.7%) 16,400 (4.0%)
Net Income 11,943 5.6% 11,827 (1.0%) 11,300 (4.5%)
20/319/3 21/3
Selling, General and
Administrative Expenses

46. <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.