Transcript for Briefing Session of Financial Result for the Fiscal Year Ended December 31, 2020
OPTEX GROUP CO, LTD.
Briefing Session of Financial Result for the Fiscal Year Ended December 31, 2020
February 15, 2021
Event Summary
[Company Name] OPTEX GROUP CO., LTD.
[Company ID] 6914-QCODE
[Event Language] JPN
[Event Type] Earnings Announcement
[Event Name] Briefing Session of Financial Results for the Fiscal Year Ended December 31,
[Fiscal Period] FY2020 Annual
[Date] February 15, 2021
[Number of Pages] 24
[Time] 15:30 – 16:13
(Total: 43 minutes, Presentation: 34 minutes, Q&A: 9 minutes)
[Venue] Webcast
[Venue Size]
[Participants]
[Number of Speakers] 1
Isamu Oguni President/CEO
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Presentation
Kondo: Thank you for your patience. I would like to begin OPTEX GROUP COMPANY, LIMITED financial results
briefing for the fiscal year ended December 31, 2020. I am Kondo from the IR Section of the Group Planning
Department at OPTEX GROUP, and I am the moderator for today's session. Thank you for your support.
At today's briefing, President and CEO Isamu Oguni will provide an overview of the Company's financial results
for the fiscal year ended December 31, 2020, as well as its medium-term management plan and growth
strategy. This will be followed by a question-and-answer session.
So, let's get started. President Oguni, could you begin, please?
Oguni: Hello, everyone. I am Oguni of OPTEX GROUP. Thank you very much for taking time out of your busy
schedule to participate in our financial results briefing today. Due to the effects of COVID-19 pandemic, we
are holding the meeting online.
Today's agenda will begin with a 30-minute presentation on our consolidated financial results for the fiscal
year ended December 31, 2020 and our medium-term management plan, which was announced last Friday,
February 12. Afterward, we would like to take about 30 minutes for Q&A, so please feel free to ask any
questions. Now, I'd like to get started.
These are the key points of last year's consolidated financial results.
As you can see, the year started with COVID-19 and ended with COVID-19. It has already been 13 months
since we heard about the virus in Wuhan at the end of January. Gross profit decreased significantly, down
27% from the previous year.
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For specifics, see the next page.
Last year was JPY34.846 billion, a decrease of about 7.1%. The decrease in net sales was just under JPY2.7
billion. Operating income decreased by 26.5%, or about mid-JPY700 million is the figure for the decrease. If
sales drop by JPY2.7 billion, gross profit is about 50%, so it will drop by about JPY1.4 billion. In reality, the
figure fell by up to about JPY14.5. The final figure is JPY2.1 billion due to reductions in SG&A expenses and
other factors.
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Next, please. This is the QoQ comparison of the previous year. The bottom is the SS Business, then FA Business,
MVL, and others.
First of all, as for the SS Business, Q2 was the bottom. Q2 was a time when the lockdown was widely declared
in Europe and the US, and people were unable to do business at all.
Then the FA Business bottomed out in Q1. In fact, from Q2 or from around the end of Q1, there was a
significant increase in manufacturing, starting with masks in China. This is where not our Company alone, but
all companies are benefiting from Q2 in China.
As for MVL, Q3 and Q4 were the bottom.
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Next, please.
If you look at the figures in more detail, the SS Business had sales of JPY19.8 billion and operating income of
JPY1.7 billion in 2019. As you can see, net sales declined by about 10%, and operating income declined by over
26%. This is most largely due to security, which is most affected by the lockdown in Europe and the US.
In the FA Business, net sales increased by 2.3% for the full year, and operating income increased by about
15%. This is, first and foremost, due to Chinese influence. Sales in China have increased by about 20% on a
YoY basis. Also, in Japan, we were able to hold our ground at around negative 5%. I think this was largely due
to the relatively strong performance of the food industry.
For MVL, net sales were down 8.4%, and operating income was down almost 70%. This has a very high profit
margin, and therefore, when sales drop, gross profit drops significantly, which means that the Company was
greatly affected. The biggest thing is that we are actively investing in various areas.
In fact, we will also start relocating our factory in March this year. We had not anticipated this kind of
investment in new factory equipment since last year, so we have to move out of the place we are currently
renting. Also, we have been investing aggressively, which has had a great impact on our business.
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Next, please. This is the increase or decrease in net sales.
As I mentioned earlier, the SS Business had the biggest impact. Next is the MVL Business, and the FA Business
saw an increase in sales of just under JPY200 million. The result is a loss of almost JPY2.7 billion.
Next, please. This is the reason for the change in operating income.
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The most obvious is, of course, the decline in sales. As I mentioned earlier, if sales drop by JPY2 billion, gross
profit will drop by over JPY1 billion. The biggest was the reduction in expenses of JPY850 million in terms of
SG&A expenses. With these ups and downs, operating income decreased by JPY760 million.
Last year, in terms of SG&A expenses, we were unable to conduct any sales activities and therefore had no
travel expenses and could not hold any exhibitions. This was also a very significant contribution to the final
result. However, in reality, as I mentioned earlier, we have been investing aggressively, so the negative figure
was as shown here.
Next, please. I would like to explain the details of each business. This is the SS Business.
In terms of regions, the major ones are Japan, Europe, and of course the US, as mentioned here. In general,
the SS Business, especially Security, has been greatly affected.
The lockdown had a significant impact on us because more than half of our overseas sales depend on Europe.
In Japan, the postponement of the Tokyo Olympics has also had an impact on the lack of various capital
investments in security.
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Next, please. Automatic Door Sensors.
Automatic Doors are another example, and Europe has been very much affected. The reasons are the same,
and we have written about them in various ways, but the impact of the lockdown was significant. Also, in
Japan, there was a significant impact and capital investment for store renovations has been weakened.
In such a situation, we have received a lot of inquiries about non-contact doors and clean switches because
you can open doors without touching them. Although we have not yet been able to make a significant
contribution to the increase in sales like last year, we believe that we have mitigated some of the decline.
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Next, please. This is Factory Automation.
In Japan, the figure is negative 5%, which is very good. Our products are mostly for the food industry, and
there is a stay-at-home demand for food, so the amount of food we eat does not decrease, regardless of
whether we eat outside or inside. In this context, the number of various packaged products has increased
greatly. It has been very effective for us in the market for print inspection of frozen foods and other products
eaten at home. With this, it was negative 5%.
Europe was positive 5%. In Europe, almost 100% of our products are produced by OEM from SICK K.K. Europe
was considerably affected by the lockdown, but SICK sales to China are also growing very fast. Their sales to
China have increased by more than 20%. We are seeing the effects of this.
Then, Asia. Asia was up 20%, mostly in China. The manufacturing situation is still very strong in China, both in
the beginning of the year and currently.
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Next, please. Machine Vision.
The domestic sales have dropped significantly. This means that MVL, or CCS Inc., has a lot of custom orders,
and without the opportunity to visit and discuss, it is difficult to decide on product specifications. There is a
special condition that it is difficult to decide remotely online. This area has also just started to pick up
considerably since about Q4.
In the US, we have a special case where a pharmaceutical company has just adopted a lot of lighting for the
process of inspecting the amount of medicine in the ampoules with a camera.
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Next, please. This is the dividend payout ratio and dividend payment.
We had actually planned to have an operating income of about JPY1.8 billion, so the dividend payout ratio for
2020 was planned to be over 90%, but since we made a profit of about JPY2.1 billion, the dividend payout
ratio is about 77.7%.
In the current fiscal year, FY2021, we will continue to pay a dividend of JPY30 per share. Therefore, the
dividend payout ratio is approximately less than 50%. ROE fell below 5% last year, but we expect ROE to
recover to around 7% this fiscal year.
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Next, please. This is the corporate philosophy of our Group: "We aim to become a corporate group full of
Venture Spirit!”
We are trying to move forward. In December last year, we acquired a company called Sanritz. This company
is included in our Group. I would also like to explain about this company later.
Next, please. This is the performance results of last year, and this fiscal year, in terms of the breakdown, we
would like to achieve JPY40 billion in net sales and JPY3 billion in operating income.
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The sales of about JPY3.1 billion from Sanritz Automation Co., Ltd., which I mentioned earlier, is included here.
The Security, or SS Business, including automatic doors, is just under JPY10 billion. The figure for FA Business
is as shown, though it is a bit conservative. Excuse me, that was MVL.
And this is SS Business. In terms of operating income margin, we aim 7.5%, and we hope to recover double-
digit operating income in the next fiscal year, FY2022.
Then measures to achieve the medium-term management plan. We are planning to achieve JPY50 billion by
2023.
M&A deals are not included here. At present, we have included Sanritz Automation, but we have not included
any new MA companies. In order to create stronger business synergies in these areas in the future, and we
are placing great importance on business synergies.
Then we would like to strengthen our sales force in the European region. We have been planning to do this
since before COVID-19, although the COVID-19 pandemic is making it difficult for us to move at the moment.
We would like to strengthen our sales force in Europe and then in the US. From a priority perspective, we
would like to strengthen Europe.
Also, we have to change our business model from selling products to selling services. In terms of security, we
are also talking about focusing on image confirmation systems in CHeKT Business. Also, as for automatic doors,
shutters, or factory doors that go up automatically without being touched and clean switches, in addition,
regarding so-called "digital transformation," all information on the status of automatic doors is provided to
construction workers using IoT and the Cloud. That is, doing maintenance without going to maintenance.
Then in FA, it is communication. Predictive maintenance, as typified by the IO-Link, means sending all the
information about the current status of the sensor to the control device. Also, in MVL, we are trying to provide
not only lighting but also cameras, software, lenses, et cetera, as a total package. We are planning to promote
a total solution.
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We will accelerate the movement from selling things to selling services and make a very important change in
our business model. I believe that this is the key to reaching JPY50 billion.
This is the introduction of Sanritz Automation.
This Company was established about 50 years ago. Sales were JPY3.7 billion last year. It will be a little lower
due to the impact of this fiscal year, but we plan to have JPY3.1 billion. JPY3.7 billion was the amount for the
fiscal year ended August last year, and the financial statements were slightly changed to match ours. It has
also generated about JPY300 million in operating income.
This business provides industrial computer systems. The factory lines for circuit boards like this are often
controlled with this kind of control equipment when moving in this way and that way. The software will be
supplied by the hardware in which the computer is placed in the board. We are building such a computer
system.
This is called an embedded board in the industry. There are also embedded boards for cameras, which are
printed circuit boards with components and elements on them. You can buy this and build a camera. There is
not just a computer that opens up like a PC. This is a company that is actually strong in instructing with such
sequences to move this way and that way.
We have acquired about 40% of the shares from Toyota Motor Corporation. We have been delivering and
working on Toyota's production lines, and we are now expanding our business to various companies, such as
manufacturers of semiconductor manufacturing equipment, and we were fortunate to have the business
transferred from them.
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Next, please. What we can do right now.
They are quite strong in infrastructure, and they are working on the ETC system. Therefore, in the traffic
control in these areas, the ETC card is the biggest problem with ETC right now. There are quite a few crimes
of replacing this. When you put an ETC of a compact car in your truck, it cannot be seen from the outside, and
its price is extremely low. Therefore, there is a movement to start number recognition. We can provide their
camera system or our lighting in a unified manner when they check the numbers of every cars that comes in.
We would like to expand the system to include parking lot management and railroad safety management.
And we want to create new businesses and synergies. I think we can do this in various fields in the FA field, as
well in the future. In this way, we are currently at about JPY3 billion, but in the future we hope to grow to a
business of about JPY10 billion so that we can realize synergies. This is that kind of company.
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Also, as mentioned earlier, we are strengthening our sales in Europe and have established a base in the
Netherlands.
We are in a situation where people are not able to go there, but we are going to control all of Europe from
the Netherlands and shifting from selling things to selling services in the European region. This is the Visual
Verification Business, which we will explain later. We are planning to strengthen this system further. Visual
Verification Solutions. We plan to focus on this.
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Next, please.
We have made an investment in an American venture company called CHeKT, which I have explained several
times. This is the system they came up with, and it's very difficult to explain. It's hard to understand what's
good about it.
In a nutshell, when a malicious intruder, be it a thief or a burglar, enters the building, the security company
or the monitoring company will not know. Possibly a vendor or an employee comes in by mistake. People
from their family may come in. But they can't tell the difference. In order to distinguish between such people,
we integrated a camera, a sensor, and a control device so that when the sensor detects something, it can send
all the images before and after the detection. Therefore, there will be no unnecessary dispatches, resulting in
cost reduction. The police also go there only when there is a problem. They can take immediate actions.
We also have released a product that integrates a sensor and a camera. We would like to promote this kind
of thing. It has a camera and a sensor. The video signal is sent together through the Cloud. Then it is not easy
for the security company to know, so naturally, you receive all the information that these images came in.
At this timing, if you know this person, you don't need the security company to come, so there is no need for
unnecessary dispatch. You can find out by going to the administrator. If not, you should take immediate action
and run to the police. In most cases in Europe and the US, the police rush to the scene.
CHeKT’s system provides this kind of service, and we are the only one who is doing this yet. Last year, our
sales were only about JPY100 million. We've hardly been able to make sales activities. The contract would
increase at a much steeper angle once the situation settles down. However, we need to do our best to make
easy-to-understand explanations to persuade people to spread the product. After all, it will take time because
this character of product requires persuasion. However, once the COVID-19 pandemic is over, I think we can
start up at once, as we are not doing nothing.
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Next, please. This is CCS Inc.’s Netherlands presiding company. Actually, as I mentioned earlier about expenses,
this company was also established on January 1, so we actually invested quite a bit in November and
December. We have invested, not in this big building, but in the office in it. What does this company do?
Next, please.
In fact, originally CCS has its sales subsidiary in Belgium. We also acquired a company called EFFILUX in France
and Germany two years ago, whose headquarters is in France. Also, about three years ago, we acquired
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Gardasoft Vision, a company that provides lighting and controllers for image processing. These companies are
currently working separately, so we will take action to integrate all of them.
By doing so, we will be able to strengthen our sales by having a single command center. As written here, we
are planning to increase sales to at least JPY4 billion by 2025. At the moment, the total business scale is still a
little over JPY1 billion.
Next, please.
This is one of the solutions I mentioned earlier. This is a completely new business, a service that uses
automatic door sensors to shift from selling things to selling services, and we call it OMNICITY. We are going
to start offering the service in February. We put a beacon, a Bluetooth-like device, inside the sensor.
We are going to start a matching service. Supermarket, for example. Suppose a supermarket chain has about
50 stores. You put such a beacon in the automatic door sensor here. If you put in the beacon and then the
customers get the app using the QR code, they can get a coupon when they come close to the door, for
example.
This is actually being done in supermarkets, and coupons are accumulated and can be used just like cash. We
would like to provide this kind of service. Or you can provide information. This automatic door sensor is
attached to the entrance, so if you install such an app here, you can provide such a service when coming to
the front. And the stores can keep the customers.
In reality, there are companies doing this kind of business, and they are major advertising agencies. These
companies are already providing this kind of service through their subsidiaries. It's a matching service that
brings together companies that have many stores in various distribution channels and offer this kind of
business. We have two million automatic door sensors nationwide. In terms of the number of automatic doors,
there are one million. The image is roughly like this, and automatic door sensors are equipped in Tokyo.
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Therefore, when you go to such places, if you have installed the app, you can receive some kind of service.
You can get coupons or collect points by providing information. Since we are in the business of automatic
doors, we would like to offer this new business.
There are two million of these in Japan, so it is not easy to replace them in a day or two. In other words, we
could replace the sensors in all the automatic doors and the diffusion rate will probably increase rapidly in
three to four years.
In that case, it would be used with a monthly fixed fee, based on the same logic as subscription fee. We are
going to start that kind of continuous business. As for OMNICITY, this is not easy if we do not have the access
to the entrance. In fact, there are some cases that have already done this, but people have to enter the store
because the beacon is only inside the store. It will fly only a few meters, so it cannot catch people passing in
front of it at all. Our sensors are attached on the outside of the entrance, which is our great strength.
Not everyone can touch this area without permission. The construction workers of our works and our sensors
have a lot of influence, so it is difficult for others to come in and install the sensors without permission. This
is one of our strengths. We would like to start a new business like this. This is a part of the so-called "shift
from selling things to selling services.”
That’s all from me. It has been a bit muddled explanation, but we have been preparing to expand our business
from selling things to selling services since before the COVID-19 pandemic. If it settles down, we are confident
that we will be able to rapidly promote our business in perhaps one or two years, so I hope you will continue
to keep a close eye on us.
Thank you very much.
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Question & Answer
Kondo: Thank you very much. While we are tallying up the questions, I would like to show you an image video
of OMNICITY, a sharing service using automatic door sensors, which was introduced by Mr. Oguni earlier.
Thank you very much for your patience. Now for the first question.
“Now that you have M&A’ed Sanritz Automation, what type of business you are planning to consider M&A in
the future?”
Oguni: We consider M&A to be a very important management strategy and business promotion. We are not
thinking of laying the foundation in a place that is completely different from our business.
Therefore, Factory Automation Systems, including lighting. Then Security, largely Automatic Doors, and
Entrance Business. Our policy is that, when we have proof that synergies can be realized in the future in areas
close to our core business, we will positively consider it.
Kondo: Thank you very much. Now for the next question.
“You mentioned the medium-term management plan, but are the figures for future M&A included in that
plan?”
Oguni: In the current fiscal year, the JPY40 billion includes about JPY3 billion from Sanritz Automation. Then
JPY50 billion in 2023 and for next year, no new M&A is included here. We have included it as an extension of
our current business.
Kondo: Thank you very much. Then, next question.
“Automobile manufacturers are scrambling to secure semiconductor parts, but is this likely to affect your
Company's production?”
Oguni: The shortage of semiconductors, which also includes capacitors, has been reported since early last fall,
and there is currently a huge shortage. Now the situation is that it may affect the production plan next month
and the month after that.
Therefore, I believe that all companies are now looking for any alternative parts on the market. We are now
very busy looking for parts, and the actual impact is becoming quite apparent.
Kondo: Thank you very much. Now for the next question.
“Could you tell us about the progress of the production transfer to Vietnam?”
Oguni: Due to the impact of the trade friction between the US and China, tariffs were going to be raised
substantially, so we decided to produce our products in Vietnam. It accounts for about 30% of the total
production in China. The transfer of manufacturing for that part was almost completed last year.
Kondo: Thank you very much. Now for the next question.
“Could you tell us about the current progress of synergies with the acquired CCS?”
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Oguni: With CCS, for example, in the manufacturing field, OPTEX FA is also engaged in LED lighting. And CCS
has very good customers. We are already working on sales to these companies, sales of sensors, and joint
purchasing since we use the same parts. The amount is still about just JPY200 million or JPY300 million.
However, I mentioned earlier that we will be moving our manufacturing plant to CCS from March this year.
OPTEX MFG, which is also in charge of FA manufacturing, will be moving into this manufacturing plant, the
same building.
Therefore, I believe that the synergy in manufacturing between the two companies can be pursued to a large
extent in terms of cost reduction and quality.
In terms of sales, we have been sharing business partners with each other, so I think we can expect synergies
of about JPY1 billion after the COVID-19 settles down.
Kondo: Thank you very much. We are a little early, but since we have no more questions, we will conclude
the question-and-answer session here. Thank you very much.
This concludes OPTEX GROUP COMPANY, LIMITED financial results briefing for the fiscal year ended December
31, 2020.
Thank you very much for taking time out of your busy schedule to join us today.
Oguni: Thank you very much for your time. We look forward to your continued support.
[END]
______________
Document Notes
1. Portions of the document where the audio is unclear are marked with [Inaudible].
2. Portions of the document where the audio is obscured by technical difficulty are marked with [TD].
3. This document has been translated by SCRIPTS Asia.
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