Zero To Gold In Seven Years

The Ricoh Group has been transforming the way people work for more than 80 years. It is a global leader in document management solutions, printing and IT services, office equipment and industrial systems, employing over 2,500 staff in the UK and Ireland.

Our relationship with Investors in People (IIP) began in 2011, when we started to benchmark ourselves more and look externally for ways to enhance our business. Our Investors in People Practitioner Gwen Carter-Powell has been invaluable in widening our horizons and helping us to shine a spotlight into areas where relatively simple changes are producing significant results. We have a lot in common with Investors in People’s philosophy and approach, putting people at the heart of everything we do.”
Rebekah Wallis
Director, People & Corporate Responsibility
Ricoh UK, Ireland & Nordics

2,500 employees

accounting for 80% of costs

11.3 years

average length of employee service

276 places

4-tier award-winning leadership programme

51% engagement

a rise of more than 15% over five years

New Ways Of Working

As part of its ongoing transformation and property strategy post-integrations, Ricoh embarked on a “new ways of working” initiative. This was driven by the desire to turn their workplaces into real-life working showrooms for their customers, showcasing workplace transformation through Ricoh employees. As part of the implementation of agile working, Ricoh transformed their physical space to maximise productivity, giving staff the varied spaces necessary to reflect, to concentrate on individual tasks and to communicate easily, along with more stimulating areas suited to brainstorming and collaboration.


for senior managers, focusing on the development of strategic vision and inspirational leadership style.


for middle managers, developing a trusted link between senior and first line managers and becoming a key agent in operational change.


for first line managers, focusing on gaining the practical tools to operate effectively.


for individuals in a non-managerial role, looking at future leaders and individual influence.

One Customer Voice

Significant gains have already been realised from cross-functional projects in the Aspire tier of the leadership programme, notably from ‘One Customer Voice’.  Its aim was to enable a new sales engagement and service delivery model that reflects the wide range of services that Ricoh now provide their clients.

£32 million increase in revenue

with £14.2 million attributed to areas of growth and increased market share penetration.

Change is the new ‘normal’. It’s rewarding to see that IIP is a useful mechanism for companies like Ricoh when things are difficult – not just for relatively simple improvements, but for real transformation.”
Paul | Head of Investors in People