Since manufacturing the first domestic telephone in 1881, when it was founded, Oki Electric Industry Co., Ltd. (OKI) has focused on developing domestic telecommunication technology instead of relying on foreign products. OKI was one of four members of the Nippon Telegraph and Telephone (NTT) family (formerly a Japanese government-owned telecommunications monopoly, privatized in 1952). OKI’s sales within the NTT family have shrunk following the privatization of NTT, the opening of the domestic telecom market, and the shift of telecom networks to IP (internet protocol) technology, but the company has successfully built a customer base spanning national and local government bodies to general corporations by leveraging its audio technology in the telecom field.
In the ICT segment, the company provides telecom systems and solutions to a range of industries and government agencies. The ICT segment is fueled by replacement demand from major companies. In the Mechatronics Systems segment, the company has a high domestic market share of cash-recycling ATMs (machines that use deposited cash for future withdrawals) for financial institutions and retailers. It is focusing on cash-handling machines and tapping into emerging markets overseas. In the Printers segment, key products are single and multifunction printers for the office printer market, but given the company’s low market share and high fixed costs, OKI is shifting its earnings structure to focus on specialty and professional printing markets. In the EMS segment, the company offers reliable, high-end electronics manufacturing services (EMS), while maintaining segment OPM of 5%. It expects continued EMS growth on expanded production bases and sales channels via acquisitions. While the ICT segment is the main earnings source, the company is stepping up efforts to expand the ATM business in emerging markets and pursue high-end domestic demand in the EMS segment.
The company’s four segments are Information and Communication Technology (ICT), Mechatronics Systems, Printers, and Electronics Manufacturing Services (EMS). OKI works to further develop the ICT and EMS segments where the earnings base is stable, while simultaneously advancing structural reforms in the Mechatronics Systems and Printers segments.
For FY03/21, the company reported sales of JPY392.9bn (-14.1% YoY), operating profit of JPY9.5bn (-43.5% YoY), recurring profit of JPY9.4bn (-32.0% YoY), and net loss of JPY205mn (versus net income of JPY14.1bn in FY03/20). Starting in FY03/21, the company switched to three reporting segments: Solutions Systems, Components & Platforms, and Others. At the Solutions Systems segment, sales were down 16.0% YoY and operating profit down 19.3% YoY. The Components & Platforms segment reported sales down 9.1% YoY and finished in the red at the operating profit level. In addition to tough comparison with the previous year, when sales were bolstered by large network infrastructure projects for telecom companies and large equipment replacement orders from government agencies that were not repeated this year, sales were also hurt by changes in revenue recognition methods used for project work, the sale of a subsidiary in Brazil, and the disruptions to businesses in the wake of the pandemic. On the profit front, despite the effects of structural reforms, operating profit fell YoY due to the significant decline in sales. The company estimated that the COVID-19 pandemic pushed down sales by JPY27.0bn and operating profit by JPY6.5bn.
For FY03/22, the company forecasts sales of JPY400.0bn (+1.8% YoY), operating profit of JPY12.0bn (+26.2% YoY), recurring profit of JPY12.0bn (+27.9% YoY), and net income of JPY3.5bn (versus loss of JPY205mn in FY03/21). At the Solution Systems segment, OKI is projecting sales of JPY198.5bn (+4.1% YoY) and operating profit of JPY16.5bn (+1.0%). At the Components and Platforms segment, the company is projecting sales of JPY201.0bn (-0.2% YoY) and operating profit of JPY2.5bn (versus loss of JPY400mn in FY03/21). At the Others segment, the company is projecting sales of JPY500mn (-21.5% YoY), and expects to break even versus loss of JPY100mn in FY03/21. The company thinks that the impact of the COVID-19 pandemic will remain to some extent in FY03/22. (Note: For comparisons purposes, all segment sales and profit figures for FY03/21 have been restated in accordance with the change in certain accounting methods.)
On October 29, 2020, the company announced a three-year plan covering FY03/21–FY03/23, Medium-Term Business Plan 2022. OKI marks its 150th anniversary in 2031, and targets sustainable growth through solving social problems. It has positioned the current three years as a time to put in place the foundations for growth as the first installment of these ambitions, and announced plans to execute large-scale structural reforms.
OKI’s approach is three-pronged: restructuring its business portfolio; strengthening its “mono-zukuri” (manufacturing) foundations; and reforming costs in shared group functions. The three hardware-based businesses (Mechatronics Systems, Printers, and Electronics Manufacturing Services (EMS) are to be integrated into the new Components & Platforms segment to concentrate on the production of AI edge-related and other competitive products. The company will also review its domestic and overseas sales structures. In addition, the technologies, development structure, and production functions held separately by the three businesses are to be integrated and restructured as a manufacturing platform for electronic equipment. Alongside this restructuring, the company plans to integrate procurement departments and restructure the supply chain to optimize inter-group costs. In FY03/23, the last year of the plan, the company targets operating profit of JPY20.0bn (+19.0% versus FY03/20) and a shareholders’ equity ratio of 30%.
Shared Research views the company’s strength as its diversified customer base in the ICT segment, its system construction tailored to customers’ workflows and designed to meet various standards, and its cash-recycling ATMs, which allow it to differentiate itself in the ATM markets of developing countries. As for its weaknesses, Shared Research thinks these are high fixed costs in the Printers segment, past inadequate management structures overseas, and a weak balance sheet.
|Gross profit margin||26.0%||26.6%||26.0%||26.3%||25.3%||25.2%||26.9%||25.8%||25.3%|
|Operating profit margin||3.0%||5.6%||6.0%||3.8%||0.6%||1.8%||4.0%||3.7%||2.4%||3.0%|
|Recurring profit margin||4.5%||7.6%||7.0%||2.3%||-0.5%||1.9%||3.5%||3.0%||2.4%||3.0%|
|Per-share data (JPY)|
|Shares issued (year-end; mn)||728.0||727.8||868.5||868.4||87.2||87.2||87.2||87.2||87.2|
|EPS (fully diluted)||97.0||162.5||-2.4|
|Dividend per share||-||3.0||5.0||5.0||50.0||50.0||50.0||50.0||20.0||30.0|
|Book value per share||34.4||79.3||137.7||122.9||1,115.7||1,154.0||1,155.3||1,227.4||1,305.7|
|Balance sheet (JPYmn)|
|Cash and cash equivalents||36,406||50,901||53,632||47,829||54,164||48,698||29,730||49,227||44,845|
|Total current assets||246,994||278,522||293,629||277,630||231,506||230,420||223,206||236,726||222,170|
|Tangible fixed assets||57,829||56,193||57,176||56,691||44,783||52,048||49,393||51,428||51,314|
|Investments and other assets||36,843||68,196||78,311||67,816||73,544||79,356||82,446||73,027||86,091|
|Total current liabilities||197,129||242,272||211,580||199,162||176,559||186,666||176,194||159,940||154,151|
|Total fixed liabilities||95,567||78,322||106,362||105,228||86,949||82,967||89,108||106,090||105,795|
|Total net assets||56,625||91,918||121,414||107,384||97,215||102,144||100,200||106,440||113,255|
|Total liabilities and net assets||349,322||412,514||439,358||411,776||360,724||371,778||365,503||372,471||373,213|
|Total interest-bearing debt||125,958||126,471||114,296||130,262||94,146||90,864||90,479||77,725||90,641|
|Cash flow statement (JPYmn)|
|Cash flows from operating activities||-11,619||31,868||40,999||-3,573||41,967||15,578||6,364||32,547||18,073|
|Cash flows from investing activities||-9,214||-13,977||-18,583||-13,762||7,588||-10,485||-12,099||-2,972||-14,459|
|Cash flows from financing activities||-21,092||-4,270||-20,724||11,138||-43,985||-11,512||-12,971||-9,224||-8,852|
|(JPYmn)||Q1||Q1–Q2||Q1–Q3||Q1–Q4||Q1||Q1–Q2||Q1–Q3||Q1–Q4||Q1||Q1–Q2||% of Est.||FY Est.|
|Gross profit margin||23.4%||24.9%||25.2%||25.8%||25.6%||23.8%||24.1%||25.3%||23.9%||24.6%|
|Operating profit margin||1.0%||2.4%||2.8%||3.7%||-||-||-||2.4%||-||-||3.0%|
|Recurring profit margin||0.1%||1.3%||2.2%||3.0%||-||-||-||2.4%||-||-||3.0%|
|Gross profit margin||23.4%||26.3%||25.9%||27.1%||25.6%||22.3%||24.5%||27.9%||23.9%||25.2%|
|Operating profit margin||1.0%||3.7%||3.6%||6.0%||-||-||-||9.6%||-||-|
|Recurring profit margin||0.1%||2.5%||4.0%||5.0%||-||-||-||10.2%||-||-|
Quarterly operating profit(Right)
In the Components & Platforms business, sales towards factory automation/semiconductor manufacturing equipment recovered and demand increased for printer consumables as European and the US economy recovered, however, the semiconductor-centered parts shortage worsened in Q2, resulting in an overall sales reduction of 7.9% YoY.
Structural reforms made firm progress in information equipment (formerly Printers), yet supply chain factors such as the parts shortage and raw material price surge resulted in operating losses continuing in Q2. By business, the impact of the parts shortage was particularly large for the Solution Systems business causing an operating loss to be recorded for 1H. The company estimates the negative impact of the parts-shortage induced delays to be approximately JPY10.0bn on sales and JPY3.0bn on operating profit.
|% of total||49.1%||47.5%||48.0%||50.1%||48.7%||47.6%||48.2%||49.0%||42.5%||43.1%|
|Operating profit margin||4.8%||5.4%||6.8%||8.8%||4.4%||4.8%||5.0%||8.5%||-||-|
|% of total||49.1%||23.3%||16.4%||15.7%||48.7%||24.8%||17.2%||16.3%||42.5%||21.9%|
|Operating profit margin||4.8%||6.1%||9.5%||13.2%||4.4%||5.2%||5.4%||15.4%||-||-|
Sales in solutions for the public sector and enterprise solutions declined 16.6% YoY from the combined impacts lower production and sales levels due to the parts shortage and the heavier-than-usual Q4 weighting of sales in FY03/22. The sales decline resulted in an operating loss of JPY153mn. According to management, the parts shortage is starting to impact enterprise solutions and the digital transformation (DX) solution business, including network devices and PBX products.
|% of total||48.0%||49.6%||49.1%||47.3%||51.1%||52.2%||50.7%||50.0%||57.4%||56.7%|
|Operating profit margin||0.7%||2.8%||2.4%||2.4%||-||-||-||-||-||-|
|% of total||48.0%||26.0%||16.0%||12.1%||51.1%||28.2%||16.7%||15.6%||57.4%||28.1%|
|Operating profit margin||0.7%||4.8%||1.7%||2.3%||-||-||-||6.6%||-||0.8%|
In the components business, with demand growth in printer consumables on the back of the economic recovery in Europe and the US, and continued strength in Mono-zukuri platform sales for factory automation/semiconductor manufacturing equipment, and recovery in automation equipment demand in the overseas market, overall segment sales maintained 1H FY03/21 levels, rising 0.2% YoY.
While the impact of the parts shortage expanded to affect the automation equipment business, structural reforms in information equipment (formerly Printers) progressed, and the operating loss declined.
|% of total||3.0%||2.9%||2.9%||2.6%||0.2%||0.2%||1.2%||1.0%||0.1%||0.1%|
|Operating profit margin||-||-||-||-||-||-||-||-||58.6%||38.9%|
|% of total||3.0%||1.4%||1.0%||0.5%||0.2%||0.1%||1.0%||0.2%||0.1%||0.1%|
|Operating profit margin||-||-||-||-||-||-||-||1.9%||58.6%||21.4%|
|(JPYmn)||1H Act.||2H Act.||FY Act.||1H Act.||2H Act.||FY Act.||1H Act.||2H Est.||FY Est.|
|Operating profit margin||2.4%||4.9%||3.7%||-||5.5%||2.4%||-||6.8%||3.0%|
|Recurring profit margin||1.3%||4.5%||3.0%||-||5.7%||2.4%||-||6.8%||3.0%|
Company forecast for FY03/22
At the Solution Systems segment, OKI is projecting sales of JPY198.5bn (+4.1% YoY) and operating profit of JPY16.5bn (+1.0%). At the Components & Platforms segment, the company is projecting sales of JPY201.0bn (-0.2% YoY) and operating profit of JPY2.5bn (versus loss of JPY400mn in FY03/21). At the Others segment, the company is projecting sales of JPY500mn (-21.5% YoY), and expects to break even versus loss of JPY100mn in FY03/21.
The breakdown of sales forecast for the two key segments are as follows. In Solution Systems, solutions for the public sector are expected to generate sales of JPY59.0bn (-0.2% YoY); enterprise solutions for the private sector, JPY64.6bn (-0.5% YoY); digital transformation (DX) platforms, JPY23.9bn (+40.0% YoY); and construction and maintenance services, JPY51.0bn (+2.8% YoY). In Components & Platforms, the components business is expected to contribute JPY129.0bn (-5.8% YoY) to sales, and the platforms business JPY72.0bn (+11.6% YoY).
The company believes that FY03/22 will continue to see to some extent fallout from the pandemic, but expects demand from customers in the financial industry to fuel recovery in the Solution Systems business. In the Components & Platforms business, although mechatronics systems and printers, which were the main focus of recent restructuring efforts, will remain weak, the carryover of EMS projects from the previous year and a turnaround in semiconductor-related business should offset this. Therefore the company expects overall segment performance to be on a par with the previous year.
On October 29, 2020, the company announced a three-year plan covering FY03/21–FY03/23, Medium-Term Business Plan 2022. OKI marks its 150th anniversary in 2031, and it is seeking to achieve sustainable growth through solving social problems by that date. To this end, it has positioned the current three years as a time to put in place the foundations for growth as the first installment of these ambitions, and announced plans to execute large-scale structural reforms. The key message of the medium-term business plan is “Delivering OK! to your life.”
In FY03/23, the last year of the plan, the company targets operating profit of JPY20.0bn (+19.0% versus FY03/20) and a shareholders’ equity ratio of 30%. To attain these targets, the company assumes sales of JPY465.0bn, net income of JPY12.0bn, and ROE of 10%.
The approach in Medium-Term Business Plan 2022 is three-pronged: restructuring its business portfolio; strengthening its “mono-zukuri” (manufacturing) foundations; and reforming costs in shared group functions.
The company believes it must strategically reallocate management resources to business areas where it can harness its strengths at a time when changes in its business environment are accelerating. The company therefore decided to restructure its business portfolio centered on the integration of the three former hardware-based segments (Mechatronics Systems, Printers, and EMS) announced in April 2020.
The new Components & Platforms segment established by integration of these three former segments provides manufacturing services and equipment that solves social problems rather than selling individual products as in the past. The company will therefore integrate and strengthen design and development resources and change its sales and marketing methods as well, from the previous focus on its own sales networks to active business collaboration with customers and other companies to streamline operations.
Of the three former hardware-related segments to be integrated, the Printers segment needed reform the most. The Printers business has an established global manufacturing and sales structure, yet has been struggling amid a shrinking office printer market and increased competition. First, the company integrated printer companies with its head office to centralize corporate functions. Second, it integrated design and development functions with design and development-related departments of the former EMS segment, and reallocated its engineers. The company integrated sales and marketing functions with the Marketing & Sales Group at its head office, transferred or redeployed salespeople in Japan, and is reviewing sales bases and personnel overseas. Regarding products, the company is narrowing its focus on specific-use models, as well as considering the supply of components to other companies and collaboration with global partners in the overseas business.
The former Mechatronics Systems segment needed to develop new products to drive growth and diversify sales methods (such as making a profit from maintenance and selling modules), because the market for ATMs (its previous sales driver) and other automated equipment is maturing. The EMS segment, which has been recording stable earnings, also had issues such as the need to improve the weighting of its contract work portfolio and strengthen fulfillment of demand for upstream design.
The company’s policy for the Components & Platforms segment as a whole (with the exception of contract manufacturing work) is to focus on manufacturing and selling AI edge computer-related electronics products through joint development with clients.
The company shifted focus from selling products it has developed and manufactured through its sales channel to providing a service of stable supply of products that customers need in a timely manner. Put another way, the company does not supply equipment in existing categories, but is changing its business model to providing a “mono-zukuri” (manufacturing) platform.
By integrating the intellectual property related to technology and development of the three former segments, the company will first aim to combine its mechanics- and electronics-related technologies. It will also review its overseas production bases and consolidate domestic production subsidiaries to progress centralization. Instead of assigning production items to specific factories, the company will establish “virtual one factory,” a structure for integrated management of production across the group that optimizes production items and factories. By transitioning in this way to “smart factories” that are centrally managed, the company aims to create a flexible production structure that can adapt to changing demand and technological advances over the long term. As well, the company plans to integrate purchasing departments and restructure the supply chain. This production system is also positioned as a model facility for Manufacturing Digital Transformation (DX).
As part of business integration, the company will streamline costs by integrating shared functions within the group.
First, the company aims to cut purchasing costs. To this end, it will strengthen supply chain management and integrate supply chains, leveraging the gains it makes to build a streamlined purchasing structure, including reorganization of supplier maps. Integrating the three former segments’ separate purchasing strategies will also strengthen development purchasing departments. The company estimates that this will produce a cost saving of around JPY10.0bn over the three-year medium-term plan period.
Second, the company will reduce personnel and other expenses. It plans to streamline and optimize shared group functions in accordance with its portfolio restructuring. Specifically, it plans to outsource logistics, expand the scope of business of group shared companies, and stem expenses paid to outside the group. The company estimates a total expense reduction of around JPY4.0bn in three years.
The company’s growth strategy aims to integrate “mono-zukuri” (manufacturing) with a difference and AI edge computer technology to help solve customers’ problems. It plans to leverage the structure it is building through business structural reforms for providing an all-round manufacturing-related service. AI edge is a technology that incorporates an artificial intelligence (AI) learning model to edge devices (devices used by end-users). AI functions are provided in the cloud, which is suited to the AI learning environment, but advances in IoT have also enabled solutions whereby devices to have their own AI functions to reduce the load on networks. The company is fulfilling customer demand for digital transformation (DX) by providing its own solutions service that combines “mono-zukuri” services with AI technology. The company sees as its points of difference its customer base (mainly of social infrastructure service providers), range of edge computing-related equipment and solutions based on these core products, and AI edge technology fostered in the process of device manufacturing.
OKI foresees a society of accelerating digital transformation in the “new normal” age after the COVID-19 pandemic is under control. It also believes that solutions harnessing technologies such as 5G and AI will increase, and edge computing (distributed computing to deal with increased volume of information) will become more important. The company seeks to strengthen its business for supporting customers’ digital transformation using AI edge technology.
The company will transition from a product-centered business (such as office printers and ATMs) to providing components (devices and modules) needed for systems and services by creating a “mono-zukuri” platform.
The company plans capex of JPY70.0–80.0bn (including M&A) in the three-year medium-term plan period. Spending will be on strengthening its manufacturing base, transitioning production facilities to smart factories, and promoting DX (such as ERP advancement and IT integration). The company plans R&D investment of JPY40.0bn in the same period, to be spent on DX solutions, component development, and its five priority technologies (sensing, networks, AI, robotics, and user experience).
New business segments
Source: Shared Research based on company data
Three-way business line integration
Source: Shared Research based on company data
Along with its release of full-year results for FY03/21, the company also provided information about the growth strategies at its Solution System and Components & Platforms segments to complement its Medium-Term Business Plan 2022 (announced October 29, 2020).
In the Solution Systems business, the company is seeking to take advantage of the advancing digitalization of customers’ business processes and warming investment sentiment, and will bolster its ability to offer digital transformation solutions, products, and services to support these moves. The company’s approach is to incorporate its digital technologies in IoT, AI, cloud service, 5G, and local 5G into solutions. For FY03/22, the company expects to achieve sales of JPY40.0bn in its digital transformation businesses (+8.4% YoY), such as next-generation electronic toll collection (ETC) systems, AI edge business computing, and local 5G areas.
The Components & Platforms segment has separate strategies for components and for platforms. For components, the company plans to target customer needs arising from advancing automation and labor saving initiatives, not only reinforcing product lines for partner companies (equipment supply clients), but also expanding its operating services leveraging the base of OKI products already installed and operational in the market. It is looking to widen its network of partner companies beyond traditional core module customers into new fields. The company is positioning its platforms business to be a provider of comprehensive manufacturing services, and seeking to build its capabilities to support all stages of the manufacturing processes, from design and manufacturing to maintenance services. At the same time, the company will expand its lineup to cover mountings, units and equipment. The company estimates that the Components & Platforms business, including comprehensive manufacturing services and products for partner companies, will account for 60% of the projected JPY201.0bn in FY03/22 sales.
OKI’s three-year Medium-term Business Plan 2019, which started in FY03/18, reflects on issues observed under the previous medium-term business plan, and sets improved earning capacity as its goal. As key performance indicators, OKI is targeting an operating profit margin of 6% and equity ratio of at least 30%. Performance targets for the final year of the plan (FY03/20) were sales of JPY500.0bn and operating profit of JPY30.0bn. The company is also looking to get the shareholders equity on its balance sheet up to JPY120.0bn and pay a stable dividend. The essential features of the plan as of the time of announcement were as follows.
The company will be focusing on its operating profit margin as one of its key performance indicators because it is difficult to fund dividends and growth investments without stable earnings from operations. The central theme of the current business plan is to make OKI a company that can secure stable earnings and maintain an operating profit margin of 6%, by placing utmost focus on strengthening earning capacity and laying the foundation for sustained growth and evolution.
A company that can secure stable earnings, in OKI’s definition, is a company that can handle changes in the business environment. This requires not only a well-balanced portfolio of profitable businesses, but also the ability to create next growth-drivers, the strength to endure adverse environment, and a system of corporate governance that is capable of playing offense as well as defense. Whether or not the company achieves these goals during the medium-term plan will be key in the qualitative assessment of OKI’s progress.
in ICT, to create a stable earnings base while growing new business; in Mechatronics Systems, to put the business back on the growth track; in Printers, to shift strategy with the aim of achieving stable profitability; in EMS, to grow sales and get closer to its ultimate goal of creating a JPY100bn business. Put another way, the company aims to establish a solid base for earnings with the ICT segment, work on turning around the Mechatronics Systems and Printers segments as soon as possible, and then add to this by building up new growth business in areas such as social infrastructure and ATMs for emerging markets.
When OKI reported its FY03/20 earnings, it also conducted a review of its Medium-term Business Plan 2019, according to which its FY03/20 operating margin came to 3.7%, falling short of the plan’s stated objective of 6%. Management attributes this to failure to get the Mechatronics Systems segment on track for growth as envisioned. In terms of equity ratio improvement, although it failed to reach its objective of 30%, the company says it did make progress on improving internal control and the financial position.
Given that OKI has been unable to announce earnings forecasts for FY03/21 while the COVID-19 pandemic rages on, it has also made no mention of any new medium-term business plan. However, the company sees the following two points as pillars of its next plan.
First of all, there is the reallocation of hardware-business resources. OKI has traditionally run three hardware businesses, namely Mechatronics Systems, Printers, and EMS, but under its next medium-term business plan, it aims to organize the resources of each line of business and reallocate them under the framework of “hardware business.” Issues management intends to address in terms of hardware business include more focus on R&D to enable timely product development, and attention to the area of upstream design in its contract production services. The second point is to enhance OKI’s ability to access markets and reform its cost structure.
Since OKI’s inception in 1881 when it produced the first made-in-Japan telephone, for over 130 years the company has been an integral part of Japan’s telecommunications industry, as it worked to foster domestically developed technologies without easily depending on imported products. The accumulation of technology and expertise in this field has led to a stable earnings platform in its ICT segment, although relying on domestic development is one reason the company was not able to keep up with rapid changes in the telecom industry.
OKI is one of the four original members of the former NTT family*, but rather than being involved with mainframes like Fujitsu (TSE1: 6702) and NEC (TSE1: 6701), it established a position in the field of terminals for data transmission. However, with changes in the business environment, including the privatization of NTT, the opening of the domestic telecom market, and the shift of telecom networks to IP, sales within the family are shrinking. OKI has therefore expanded from ICT system terminal technologies to network construction and peripheral devices.
OKI’s specialization is audio technology underpinned by over 130 years of expertise beginning with telephones as well as systems that leverage its core technologies such as multi-hop wireless network technology**.
*NTT family: The Japanese government established Nippon Telephone and Telegraph Public Corporation (currently NTT Group) in 1952 to promote the spread of telephones. The public corporation worked to develop the infrastructure needed for Japan’s landlines, and a group of manufacturers with exclusive rights to supply various equipment and terminals came to be known as the NTT family. In telecom equipment, members of the NTT family other than OKI were NEC, Hitachi (TSE1: 6501), and Fujitsu.
In the telecom networks space, which was OKI’s mainstay, the application of IP (internet protocol) technology in routers and switches brought about a transition to switchboards made by overseas companies that met international standards. As a result, OKI’s sales to the telecom sector shrank to JPY68.5bn in FY03/16 compared to JPY160bn in FY03/01. Sales to NTT withered to less than one-third (around JPY20bn) of total sales.
**Multi-hop wireless network: This is a wireless network that not only enables direct communication between terminals, but also allows data to be relayed across multiple terminals, making the communication area expandable. With this sort of wireless network, users are not associated with a certain cell, but can access multiple base stations.
Since various wireless devices make up the networks by autonomously determining different communication routes, multi-hop wireless networks are considered to be highly reliable and can be used in smart meter networks, various sensor networks, and emergency networks in times of disaster. OKI was the first company in Japan to develop a wireless telecom unit for use in the 920MHz band. This frequency band is considered suitable for constructing networks because its high diffractiveness makes it less susceptible to obstacles.
Until FY03/20, manufacturing-related areas included the Mechatronics Systems, Printers, and Electronics Manufacturing Services (EMS) segments, but the company combined these into a single new segment in FY03/21. The following discussion refers to the segmentation up to FY03/20.
Information and Communication Technology (ICT) segment: Provides diverse telecom systems and solutions to a range of industries, with customers including major companies and government agencies. Stable earnings underpinned by replacement demand from blue-chip clients.
Mechatronics Systems segment: ATMs are the main product. OKI has 40% domestic share in a three-company oligopoly. Aims to develop new markets for and increase uptake of cash-recycling ATMs by tapping into ATM demand in emerging markets.
Printers segment: Focus on migrating from products for the office printer market to the professional printing market.
Electronics Manufacturing Services (EMS) segment: High-end contracted EMS is a high-quality, highly reliable one-stop service from design and development through production. The segment maintains OPM of around 5%. Winning new customers and new orders from existing customers; actively pursuing M&A.
Segment classifications (until FY03/20)
In FY03/17 the former Info-Telecom Systems segment was split into the ICT segment and the Mechatronics Systems segment. Of the four subsegments (finance, telecom, social systems, and mechatronics systems) comprising the former Info-Telecom Systems segment, the mechatronics systems subsegment was made an independent segment, and the three remaining subsegments formed the new ICT segment. These three subsegments were also merged structurally from April 2016. The integration was necessary to move from the legacy industry-based approach to one where the company can offer all customers the technology and solutions developed in the finance, telecom, and social infrastructure divisions. For example, solutions for payment operations can be applied not just to financial institutions but in a variety of industries including distribution and retail.