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Corporate Japan Rocked by Scandal at Olympus

But Olympus categorically denied the rumor and went on to post record profits. All was well in the house of Olympus, the newly installed president, Tsuyoshi Kikukawa, assured investors.

That story came back to haunt the company this week after a shocking revelation, prompted by accusations by Michael Woodford, its ousted British chief executive turned whistle-blower: The company admitted it had hidden losses from the early 1990s using a series of inflated acquisition payments of over $1 billion, much of it made through obscure overseas funds, in a bid to clear its balance sheet.

Mr. Kikukawa has resigned in disgrace as chairman, along with two of his lieutenants, and could face criminal charges over the cover-up if securities laws were violated, analysts say. The company has lost three-quarters of its value, faces the possibility of delisting from the Tokyo Stock Exchange and may have a large financial hole to climb out of after all the losses are accounted for.

The Tokyo Metropolitan Police has begun an investigation into the cover-up, people familiar with the matter said Thursday. The investigation is led by the section of the force that handles financial crimes, and it will focus on charges of aggravated breach of trust, the people said, speaking anonymously because they were not authorized to speak with the media.

A Tokyo police unit that handles organized crime is also involved with the investigation, the people said. Media reports have suggested that Olympus worked with people with links to the Japanese mafia to help set up the transactions that masked losses.

The scandal is rocking corporate Japan not least because of the company’s succession of firings, denials and admissions; it is also certain to expose weaknesses in Japan’s financial regulatory system and corporate governance, analysts said.

Analysts also warned that more Japanese companies could be hiding losses they incurred in the country’s asset-and-stock-price bubble economy of the late 1980s. Companies routinely poured billions of yen into speculative trades — moves called “zaitech,” or “financial techniques” — that turned sour when the bubble burst in 1990.

“This has been two lost decades for corporate accounting. It’s easy to imagine companies hiding losses for years, waiting for financial markets to recover,” said Hideaki Kubori, a lawyer in Tokyo who specializes in corporate governance and compliance. “But the recovery never came.”

Exporters like Olympus were especially eager to prop up their earnings to counter a surge in the value of the yen after 1985, which crimped overseas profit.

“In that era, companies found they could make more money investing in land or stocks than you could in your main business,” said Hiroshi Osano, a professor at the Institute of Economic Research at Kyoto University.

But after the bubble burst, Japanese companies entered a painful decade of writing off losses. “Those that dealt with the problem straightaway struggled through the 1990s and pulled through,” Mr. Osano said.

The losses Olympus incurred, however, appear to have been so big that the company decided some finessing was in order. It was an enthusiastic investor in derivatives and other risky investments under Toshiro Shimoyama, president from 1984 to 1993, who told the Nikkei industrial daily newspaper in 1986: “When the main business is struggling, we need to earn through zaitech — though doing too much is no good.”

Though it is still unclear how, and how much, Olympus lost from its bubble-era investment spree, there are hints of excessive risk-taking. Until 1990, returns on investments propped up its profit; by 1991, it had written down 2.1 billion yen in securities valuation losses, the first of many write-downs.

In September 1998, three months after the rumors of the colossal trading losses, Olympus said it had written off part of a 45 billion yen investment in emerging market bonds. In its midterm earnings statement in October 1999, the company said it had booked a loss of almost 17 billion yen from trades including interest rate and currency swaps. The company also recorded a loss on a 2.9 billion yen investment in what turned out to be a Ponzi scheme run by the New Jersey firm Princeton Economics International.

Those write-downs, however, were the exception, not the norm, and Olympus now admits that it hid investment losses; a third-party panel of legal experts is still assessing how much.

“It is possible that if Olympus had booked all its losses, it would have become insolvent,” said Tsutomu Yamada, a market analyst at Kabu.com Securities in Tokyo. “So Olympus management decided to handle the losses off the books. They did it for the sake of the company.”

Martin Fackler and Taro Umemura contributed reporting.

Article source: http://feeds.nytimes.com/click.phdo?i=4d6bb6de5be53233ae26b7a53a176ff4

In Rare Move, Olympus Fires Its Chief

Shares in the company, which is based in Tokyo, lost nearly a fifth of their value after Olympus said its board had voted to strip Michael Woodford, 51, of his position as president and chief executive.

The Olympus chairman and former chief executive, Tsuyoshi Kikukawa, suggested that a culture clash between Mr. Woodford and the company’s largely Japanese top management had become too disruptive.

But the dismissal also came as Mr. Woodford, a 30-year Olympus veteran who turned around the company’s European operations through aggressive cost cuts, geared up to do the same across the Japanese company.

At a news conference Friday, Mr. Kikukawa implied that Mr. Woodford had gone too far.

“We hoped that he could do things that would be difficult for a Japanese executive to do,” Mr. Kikukawa said. “But he was unable to understand that we need to reflect a management style we have built up in our 92 years as a company, as well as Japanese culture,” he said.

It has been a swift reversal of fortune for Mr. Woodford, who leapfrogged scores of more likely candidates to clinch the top job in February, making him one of a handful of foreigners to run a large Japanese corporation.

The swift dismissal is also rare at Japanese companies, which often retain top executives even when the company is losing money.

At the time of his appointment, Mr. Kikukawa gave him a glowing review, describing the Briton’s loyalty to Olympus as “above the rest.”

Mr. Woodford was also praised as the new global face of a company, like many others in Japan, that had looked overseas to make up for a shrinking market at home.

But in a sign of the headwinds he may have faced at Olympus, Mr. Woodford had described, in an interview with the magazine of the British Chamber of Commerce in Japan, the difficulties of navigating Japan’s closed corporate culture.

“I understand why Japan gets tagged with the ‘unique’ label; it’s one of the most impenetrable cultures for outsiders,” he said in a cover story in the magazine’s October issue.

“Status quo is still very powerful in Japan,” he said. “When you change something, you close something or withdraw from something, you will get resistance based on my predecessor’s decisions, especially when something is seen as sacrosanct or a holy cow.”

Mr. Woodford had taken the helm at Olympus at a tough time. In the year through March, net profit at Olympus fell 85 percent from the previous year to ¥7.4 billion, or $96 million, as losses at its camera division weighed on the company’s profitable medical equipment business. In that year alone, the cameral division lost ¥15 billion, a performance Mr. Woodford had called “unacceptable.”

Those assurances may not have been enough to quell growing unease among his Japanese colleagues, however. Among the differences cited by Olympus were disagreements between top management and Mr. Woodford over restructuring the company’s research and development division.

Still, the plan had given Olympus enough cause to raise its earnings forecast for the year through March 2012 to ¥18 billion, a 140 percent increase from the previous year.

Some analysts swiftly cut their ratings on Olympus following Mr. Woodward’s dismissal. The Japanese investment bank, Nomura, said it no longer expected bold cost cuts or an improvement in earnings in the next fiscal year.

Mr. Woodford’s plight highlights the sway that outgoing executives continue to hold at Japanese companies, often serving as powerful chairman — a practice that makes it difficult for new management to bring about big changes.

That was laid bare at the conference on Friday. Mr. Kikukawa, the chairman, complained that Mr. Woodford would often bypass the heads of company divisions to give orders directly to the rank and file.

Mr. Woodford “ignored our organizational structure and made decisions entirely on his own judgment,” Mr. Kikukawa said. “I told him repeatedly he couldn’t do that, but he didn’t listen.”

Olympus said Mr. Kikukawa would take back his title as president and chief executive. Mr. Woodford will remain a director without representative rights until the next annual shareholders’ meeting, normally held in June, the company said. Mr. Woodford could not immediately be reached for comment.

Mr. Woodford had been part of a small club of non-Japanese at the helm of companies here, including Howard Stringer, the Welsh-born American chief executive of Sony; Carlos Ghosn, the Lebanese-Brazilian president of Nissan Motor; and Craig Naylor, who heads Nippon Sheet Glass.

Article source: http://www.nytimes.com/2011/10/15/business/global/in-rare-move-olympus-fires-its-chief.html?partner=rss&emc=rss

Corporate Japan Rocked by Scandal at Olympus

In Rare Move, Olympus Fires Its Chief

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