Optical fibers, which propagate optical signals in the core of glass fibers as thin as human hair, are installed on ocean floors and others across the world, supporting our advanced information society. Currently, about 500 million kilometers of optical fibers are installed worldwide in one year. This is roughly twice the average distance from Earth to Mars, which is about 225 million kilometers, an astronomical figure. The number of fibers to be manufactured is estimated to further increase in the future.

I joined the Company in the 1980s, when the demand for optical fibers was tens of thousands of kilometers per year. I have since been involved in research and development of optical fibers for about 20 years, focusing on the theme of how to prevent optical signal degradation.

When joining the Company, I was tasked with researching next-generation optical fiber. Unlike my colleagues, who were steadily producing results in research and development, I found myself caught up in developing new glass synthesis methods and new equipment. For several years, I was unable to contribute to commercialization. I had joined the manufacturer with a desire to create things, but I wasn't being of any use at all. My frustration grew.

Finally, together with my senior colleagues, I developed a new product called erbium-doped optical fiber (EDF). An optical signal, which weakens over long distances, needs to be amplified before transmission. Conventionally, an optical signal was converted to an electrical signal and then converted back to an optical signal, which was an inefficient system, but we succeeded in developing a new technology that amplifies an optical signal as it is. The technology we developed was adopted by a Japanese telecommunications carrier, the first in the world.

In 1995, when EDF was introduced in the repeaters along the Kagoshima-Okinawa route, I was delighted to know that the technology had become beneficial to society. After hearing the news of the opening, I remember jokingly calling Okinawa with my colleagues, “If we make a call now, our EDF might be transmitting the signal.”

Since then, I have been involved in the development of new technologies and products that support the progress of the information society. I am no longer directly involved in the development process, but whenever new products or technologies in Optical Fiber & Cable Division are commercialized, I still feel the same excitement.

In 2007, I was transferred from R&D Unit to Optical Fiber & Cable Division. My transferred workplace, Optical Fiber & Cable Division, manufactures optical fibers as well as cables using optical fibers and sells those products domestically and internationally. The Division operates at the forefront of the business, capturing customer needs and leading product creation. I felt a different organizational culture compared to R&D Unit.

After spending 20 years in R&D Unit, I had a tendency to strongly assert my opinions in management. However, in the new organization, that approach did not work at all.
I realized that the Division required even stronger teamwork, and the results were significant when this teamwork was demonstrated. I also came to understand that title differences were merely distinctions in roles. I changed my mindset to prioritize listening to the opinions of the frontline workers, who are the most knowledgeable about the field.

My perspective shifted further after my experiences overseas. When speaking with customers and partner companies from around the world, discussions were incredibly candid, surpassing concerns about titles within the organization. I began to think that an organization needs to be like that.

Currently, my management style focuses on accurately gathering factual information from my subordinates to understand the situation. I prioritize waiting for their thoughts and words in response. This management style may surprise former subordinates from my research and development days, who may comment that I am completely different from when I was their boss. The evolution of my management style, along with the experiences I gained during my research career, has expanded my network both within and outside the Company.

The scope of the Optical Communication Division, which I currently lead as General Manager, is broadly divided into the carrier (public communication) market and the data center market.

The carrier market is socially significant and, as such, is expected to grow in volume due to national policies in various countries. However, optical fibers, which are a crucial infrastructure component, are susceptible to commoditization, as there exist global standards to ensure optical fiber interoperability. To drive business growth in such an environment, we are focusing on accurately understanding the needs of regional and global customers on a global scale, and developing and commercializing differentiated new products. This is the direction I believe the Division, which has been advancing its business based on technological capabilities for over 40 years, should pursue.

The data center market is experiencing a rising need for AI-enabled solutions. I expect a continued rise in demand for optical wiring to connect computers within data centers, as well as a need for high-capacity and high-efficiency optical interconnections to transmit AI-generated data to other data centers and users. We will expand our product offerings by working with Lightwave Network Products Division and leveraging the strengths of the Sumitomo Electric Group to the fullest extent possible in optical wiring connections that interconnect computers within data centers.

In this regard, we are also focusing on multi-core fiber (MCF) solutions to meet the high-speed and high-capacity communication demands. Unlike conventional fibers with a single core, MCF integrates multiple cores within a single fiber, significantly increasing transmission density. As the transmission capacity increases, the number of optical fibers increases, resulting in larger cable diameters, which can lead to complex and extensive installation work. However, MCF contributes to solving this issue. Additionally, by reducing the manufacturing process of optical fibers, as well as the materials for the cables, and making the cables lighter during transportation, MCF also significantly contributes to reducing CO₂ emissions.

Investment in infrastructure is greatly influenced by the global economy, so when looking back on our business, there have been many challenging times. We always discuss within the Company how to move forward with positivity and dreams, reflecting on what we did during those tough times, how we overcame them, and what was lacking.

A key aspect in this regard is the recognition of the significance of our work. Optical fibers and cables have been installed over 4 billion kilometers worldwide, shaping the current internet society. We repeatedly emphasize within the Company that we have a proven track record and capabilities to contribute to national infrastructure, and that we will continue to hone our skills to fulfill our societal mission in the future.

I believe the strength of the Sumitomo Electric Group lies in its diverse range of businesses and its array of talented individuals supporting these operations. The reason we have been able to expand our businesses is due to our company culture that fully supports those who approach challenges with enthusiasm. The motto is "First, give it a try," resulting from the efforts of our seniors who have tackled challenges.

For example, glass is the material used for optical fibers, but Sumitomo Electric had never treated glass as the main material for its products before starting the business. However, in the 1960s when glass was found to have a potential for use in communications, our seniors who had been using copper wire did not hesitate and said, "We will learn about glass from scratch and make it happen," as they ventured into material development. I have also been supported by the company culture that values challenges, recognizing that no effort is wasted in the pursuit of innovation.

In my early 20s, while struggling to achieve results in research and development, the chief researcher advised me, saying "I will introduce you to various people so that you can visit university research labs," and helped me build connections. The laboratory’s General Manager also provided further encouragement, saying, "Research topics may not always lead to an immediate outcome. Even if your current topic does not result in success, the findings and key technologies gained through the process can benefit academic societies and universities. Making a presentation at academic conferences also allows you to contribute to the Company and build experiences that could be beneficial to future research topics. The network you are building now will definitely be useful in your next job."

In recent years, the organizations across the Company have become more open and collaborative. In the past, Accounting Division, Legal Department, and Human Resources Division were somewhat isolated from engineers. They now provide detailed support to help prevent possible setbacks in development and business, which encourages me a lot. This unity has strengthened my belief that the Sumitomo Electric Group can further contribute to the realization of a better society.

Masashi Onishi

1987
Joined Sumitomo Electric Industries, Ltd.

2014
General Manager, Market Development & Engineering Department, Optical Fiber & Cable Division

2017
General Manager, Planning & Administrative Department, Optical Fiber & Cable Division

2021
General Manager, Optical Fiber & Cable Division

2022
Executive Officer
General Manager, Optical Fiber & Cable Division