ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 |
TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 |
(State or Other Jurisdiction of Incorporation or Organization) |
(I.R.S. Employer Identification Number) |
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(Address of Principal Executive Offices) |
(Zip Code) |
Title of each class |
Trading Symbol(s) |
Name of each exchange on which registered | ||
Page No. |
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Item 1. |
1 |
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Item 1A. |
13 |
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Item 1B. |
25 |
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Item 2. |
25 |
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Item 3. |
25 |
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Item 4. |
25 |
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Item 5. |
26 |
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Item 6. |
26 |
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Item 7. |
26 |
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Item 7A. |
44 |
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Item 8. |
46 |
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Item 9. |
108 |
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Item 9A. |
108 |
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Item 9B. |
109 |
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Item 10. |
110 |
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Item 11. |
110 |
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Item 12. |
110 |
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Item 13. |
110 |
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Item 14. |
110 |
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Item 15. |
111 |
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Item 16. |
112 |
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118 |
Item 1: |
Business |
• |
semiconductor test (“Semiconductor Test”) systems; |
• |
storage and system level test (“Storage Test”) systems, defense/aerospace (“Defense/Aerospace”) test instrumentation and systems, and circuit-board test and inspection (“Production Board Test”) systems (collectively these products represent “System Test”); |
• |
wireless test (“Wireless Test”) systems; and |
• |
industrial automation (“Industrial Automation”) products. |
• |
improve and control product quality; |
• |
measure and improve product performance; |
• |
reduce time to market; and |
• |
increase production yields. |
• |
A high efficiency multi-site architecture that reduces tester overhead such as instrument setup, synchronization and data movement, and signal processing; |
• |
The IG-XL ™ software operating system which provides fast program development, including instant conversion from single to multi-site test; and |
• |
Broad technology coverage by instruments designed to cover the range of test parameters, coupled with a universal slot test head design that allows easy test system reconfiguration to address changing test needs. |
• |
easy programming using a graphical interface which allows users to program the collaborative robot in a few hours; |
• |
flexibility and ease of use in allowing customers to change the task the collaborative robot is performing as their production demands dictate; |
• |
safe operations as collaborative robots can assist workers in side by side production environments requiring no special safety enclosures or shielding to protect workers; and |
• |
short payback period, on average less than 12 months. |
• |
easy programming using a graphical interface which allows users to program the collaborative robot in a few hours; |
• |
ease of use, speed of deployment and flexibility in allowing customers to change the task as their demands dictate; |
• |
reliable autonomous navigation over large manufacturing and warehouse areas; and |
• |
short payback period, on average 12–18 months. |
2020 |
2019 |
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(in millions) |
||||||||
Semiconductor Test |
$ |
567.4 |
$ |
543.2 |
||||
System Test |
290.6 |
206.0 |
||||||
Wireless Test |
41.6 |
42.9 |
||||||
Industrial Automation |
30.0 |
17.9 |
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|
|
|
|
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$ |
929.6 |
$ |
810.0 |
|||||
|
|
|
|
• |
patents; |
• |
copyrights; |
• |
trademarks; |
• |
trade secrets; |
• |
standards of business conduct and related business practices; and |
• |
technology license agreements, software license agreements, non-disclosure agreements, employment agreements, and other agreements. |
Executive Officer |
Age |
Position |
Business Experience for The Past 5 Years | |||||
Mark E. Jagiela |
60 |
Chief Executive Officer and President |
Chief Executive Officer since February 2014; President of Teradyne since January 2013; President of Semiconductor Test from 2003 to February 2016; Vice President of Teradyne from 2001 to 2013. | |||||
Sanjay Mehta |
52 |
Vice President, Chief Financial Officer and Treasurer |
Vice President, Chief Financial Officer and Treasurer of Teradyne since April 2019; Senior Vice President and General Manager of Compute and XR Products at Qualcomm Technologies, Inc. (“Qualcomm”) from June 2018 to March 2019; President of Qualcomm’s semiconductor segment (“QCT”) China from March 2016 to June 2018; Senior Vice President Business Operations of QCT at Qualcomm from November 2015 to March 2016; Chief Financial Officer and Senior Vice President, Sales Operations, of QCT at Qualcomm from October 2010 to November 2015. | |||||
Charles J. Gray |
59 |
Vice President, General Counsel and Secretary |
Vice President, General Counsel and Secretary of Teradyne since April 2009. | |||||
Bradford B. Robbins |
62 |
President of Wireless Test |
President of Wireless Test since August 2014; Chief Operating Officer of LitePoint Corporation from 2012 to 2014; Vice President of Teradyne since 2001. | |||||
Gregory S. Smith |
57 |
President of Industrial Automation |
President of Industrial Automation since October 2020; President of Semiconductor Test from February 2016 to September 2020; Vice President, SOC Business Group and Marketing Manager for Semiconductor Test Group from January 2014 to February 2016; Business Unit Manager, Complex SOC Business Unit from 2009 to January 2014. | |||||
Richard J Burns |
58 |
President of Semiconductor Test |
President of Semiconductor Test since October 2020; Vice President, Semiconductor Test Engineering from February 2016 to September 2020. | |||||
Walter G. Vahey |
56 |
Executive Vice President, Business Development |
Executive Vice President, Business Development since December 2017; President of System Test from July 2012 to December 2017; Vice President of Teradyne since 2008; General Manager of Storage Test from 2008 to December 2017; General Manager of Production Board Test from April 2013 to December 2017. |
Item 1A: |
Risk Factors |
• |
new product selection; |
• |
ability to meet customer requirements including with respect to safety and cyber security; |
• |
development of competitive products by competitors; |
• |
timely and efficient completion of product design; |
• |
timely and efficient implementation of manufacturing and manufacturing processes; |
• |
timely remediation of product performance issues, if any, identified during testing; |
• |
assembly processes and product performance at customer locations; |
• |
differentiation of our products from our competitors’ products; |
• |
management of customer expectations concerning product capabilities and product life cycles; |
• |
transition of customers to new product platforms; |
• |
compliance with product safety regulations; |
• |
ability to protect products from cyber attacks when used by our customers; |
• |
ability to attract and retain technical talent; and |
• |
innovation that does not infringe on the intellectual property rights of third parties. |
• |
unexpected changes in legal and regulatory requirements affecting international markets; |
• |
changes in tariffs and exchange rates; |
• |
social, political and economic instability, acts of terrorism and international conflicts; |
• |
disruption caused by health pandemics, such as the coronavirus; |
• |
difficulties in protecting intellectual property; |
• |
difficulties in accounts receivable collection; |
• |
cultural differences in the conduct of business; |
• |
difficulties in staffing and managing international operations; |
• |
compliance with anti-corruption laws; |
• |
compliance with data privacy regulations; |
• |
compliance with customs and trade regulations; and |
• |
compliance with international tax laws and regulations. |
• |
make it difficult to make payments on this indebtedness and our other obligations; |
• |
make it difficult to obtain any necessary future financing for working capital, capital expenditures, debt service requirements or other purposes; |
• |
require the dedication of a substantial portion of any cash flows from operations to service for indebtedness, thereby reducing the amount of cash flows available for other purposes, including capital expenditures; and |
• |
limit our flexibility in planning for, or reacting to, changes in our business and the industries in which we compete. |
• |
a worldwide economic slowdown or disruption in the global financial or industrial markets; |
• |
competitive pressures on selling prices; |
• |
our ability to introduce, and the market acceptance of, new products; |
• |
changes in product revenues mix resulting from changes in customer demand; |
• |
the level of orders received which can be shipped in a quarter because of the tendency of customers to wait until late in a quarter to commit to purchase due to capital expenditure approvals and constraints occurring at the end of a quarter, or the hope of obtaining more favorable pricing from a competitor seeking the business; |
• |
engineering and development investments relating to new product introductions, and the expansion of manufacturing, outsourcing and engineering operations in Asia; |
• |
provisions for excess and obsolete inventory relating to the lack of demand for and the discontinuance of products; |
• |
impairment charges for certain long-lived and intangible assets, and goodwill; |
• |
an increase in the leasing of our products to customers; |
• |
disruption caused by health pandemics, such as the coronavirus; |
• |
our ability to expand our global distribution channel for our collaborative and mobile robots; |
• |
parallel or multi-site testing which could lead to a decrease in the ultimate size of the market for our semiconductor and electronic test products; and |
• |
the ability of our suppliers and subcontractors to meet product quality or delivery requirements needed to satisfy customer orders for our products, especially if consolidated revenues increase. |
• |
restrict our ability to expand facilities; |
• |
restrict our ability to ship certain products; |
• |
require us to modify our operations logistics; |
• |
require us to acquire costly equipment; or |
• |
require us to incur other significant costs and expenses. |
Item 1B: |
Unresolved Staff Comments |
Item 2: |
Properties |
Item 3: |
Legal Proceedings |
Item 4: |
Mine Safety Disclosure |
Item 5: |
Market for Registrant ’ s Common Equity, Related Shareholder Matters and Issuer Purchases of Equity Securities |
Period |
(a) Total Number of Shares (or Units) Purchased |
(b) Average Price Paid per Share (or Unit) |
(c) Total Number of Shares (or Units) Purchased as Part of Publicly Announced Plans or Programs |
(d) Maximum Number (or Approximate Dollar Value) of Shares (or Units) that may Yet Be Purchased Under the Plans or Programs |
||||||||||||
September 28, 2020 – October 25, 2020 |
1 |
$ |
79.59 |
— |
$ |
911,535 |
||||||||||
October 26, 2020 – November 22, 2020 |
2 |
$ |
89.70 |
— |
$ |
911,535 |
||||||||||
November 23, 2020 – December 31, 2020 |
— |
$ |
116.15 |
— |
$ |
911,535 |
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|
|
|
|
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3 |
(1) |
$ |
90.74 |
(1) |
— |
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|
|
|
|
|
|
(1) |
Includes approximately three thousand shares at an average price of $90.74 withheld from employees for the payment of taxes. |
Item 6: |
Selected Financial Data |
Item 7: |
Management’s Discussion and Analysis of Financial Condition and Results of Operations |
• |
semiconductor test (“Semiconductor Test”) systems; |
• |
storage and system level test (“Storage Test”) systems, defense/aerospace (“Defense/Aerospace”) test instrumentation and systems and circuit-board test and inspection (“Production Board Test”) systems (collectively these products represent “System Test”); |
• |
wireless test (“Wireless Test”) systems; and |
• |
industrial automation (“Industrial Automation”) products. |
• |
We account for a contract with a customer when there is written approval, the contract is committed, the rights of the parties, including payment terms, are identified, the contract has commercial substance and consideration is probable of collection. |
• |
We periodically enter into contracts with customers in which a customer may purchase a combination of goods and services, such as products with extended warranty obligations. We determine performance obligations by assessing whether the products or services are distinct from the other elements of the contract. In order to be distinct, the product or service must perform either on its own or with readily available resources and must be separate within the context of the contract. |
• |
We consider the amount stated on the face of the purchase order to be the transaction price. We do not have variable consideration which could impact the stated purchase price agreed to by us and the customer. |
• |
Transaction price is allocated to each individual performance obligation based on the standalone selling price of that performance obligation. We use standalone transactions when available to value each performance obligation. If standalone transactions are not available, we will estimate the standalone selling price through market assessments or cost plus a reasonable margin analysis. Any discounts from standalone selling price are spread proportionally to each performance obligation. |
• |
In order to determine the appropriate timing for revenue recognition, we first determine if the transaction meets any of three criteria for over time recognition. If the transaction meets the criteria for over time recognition, we recognize revenue as the good or service is delivered. We use input variables such as hours or months utilized or costs incurred to determine the amount of revenue to recognize in a given period. Input variables are used as they best align consumption with benefit to the customer. For transactions that do not meet the criteria for over time recognition, we will recognize revenue at a point in time based on an assessment of the five criteria for transfer of control. We have concluded that revenue should be recognized when shipped or delivered based on contractual terms. Typically, acceptance of our products and services is a formality as we deliver similar systems, instruments and robots to standard specifications. In cases where acceptance is not deemed a formality, we will defer revenue recognition until customer acceptance. |
• |
The length of time and the extent to which the market value has been less than cost; |
• |
The financial condition and near-term prospects of the issuer; and |
• |
The intent and ability to retain the investment in the issuer for a period of time sufficient to allow for any anticipated recovery in market value. |
Years Ended December 31, |
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2020 |
2019 |
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Percentage of revenues: |
||||||||
Revenues: |
||||||||
Products |
86.2 |
% |
82.3 |
% | ||||
Services |
13.8 |
17.7 |
||||||
|
|
|
|
|||||
Total revenues |
100.0 |
100.0 |
||||||
Cost of revenues: |
||||||||
Cost of products |
37.1 |
34.1 |
||||||
Cost of services |
5.7 |
7.5 |
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|
|
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Total cost of revenues (exclusive of acquired intangible assets amortization shown separately below) |
42.8 |
41.6 |
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|
|
|||||
Gross profit |
57.2 |
58.4 |
||||||
Operating expenses: |
||||||||
Selling and administrative |
14.9 |
19.0 |
||||||
Engineering and development |
12.0 |
14.1 |
||||||
Acquired intangible assets amortization |
1.0 |
1.7 |
||||||
Restructuring and other |
(0.4 |
) |
(0.6 |
) | ||||
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Total operating expenses |
27.5 |
34.3 |
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