Medium-Term Management Vision "2030 Vision" Basic Information
Turning Change into Power: Strengthening Our Foundation to Achieve Sustainable Growth
As a “value-creating company,” TECHNO ASSOCIE views changes in social structures as opportunities for growth, and is charting a new growth trajectory toward 2030 by pursuing multifaceted initiatives that span industries and regions.
Overview of the Fundamental Principles of 2030 Vision
The three fundamental principles of “Purpose,” “Mission,” and “Core Value” form the foundation of TECHNO ASSOCIE’s path to 2030. Guided by these principles, we will aim for sustainable growth as we navigate the ongoing changes in society.
Purpose
（Our Reason for Existing）
Contributing to society through value creation
“Connect, Communicate and Create”
Mission
（What We Do）
Fully committing to meeting our customers’ needs with our proven technology and people power
Becoming a societally irreplaceable pillar of support for manufacturing
Core Value
（What We Stand For）
Business Policy Corporate Principles
Techno. COMPASS Value Creation Guidelines
Core ValueWhat We Stand For
『 Techno. COMPASS 』
The Mindset and Actions of Each and Every Person: What Truly Matters for Creating Value
2026 marks the 80th anniversary of the establishment of TECHNO ASSOCIE. At this important milestone, we have re-examined the value and purpose of our Group’s existence, leading us to compile Techno. COMPASS, a set of guidelines for value creation rooted in the mindset and actions that each and every employee embraces, in order to further grow and develop as a company. With Techno. COMPASS as a roadmap, the TECHNO ASSOCIE Group will continue to pursue value creation in order to contribute to the realization of a sustainable society.
2030 Vision Initiatives
How We Want to Approach 2030 Vision
With our many years of expertise and knowledge as our foundation, we aim to realize 2030 Vision by continuing to contribute to society as an essential presence that provides value across diverse market fields.
Environmental Awareness As We Approach 2030
Changes in the Market Environment
- ・Global trends toward protectionism, particularly in the United States, with signs of economic bloc formation
- ・Intensifying price competition driven by the rise of Chinese NEV manufacturers (NEVs: New Energy Vehicles, including BEVs, PHEVs, etc.)
- ・Rethinking of traditional business models in response to major shifts in market needs driven by electrification and digital transformation (DX)
- ・Changes in the environment surrounding recruitment and utilization of human resources due to Japan’s aging population and declining birthrate
Growth Strategy for Realizing 2030 Vision
In order to make 2030 Vision a reality, we will aim for sustainable growth and enhanced corporate value based on four primary strategies.
Sales
Deepening our focus on growth fields
Expansion into growing regions
- Promote project creation and new customer acquisition by positioning the automotive, secondary battery, semiconductor manufacturing equipment, FA and robotics, and medical-related sectors as strategic fields
- Focus on the Southeast Asian and Indian markets and promote expansion into untapped regions within Japan
Procurement
Strengthening supply chains
- Review production and procurement methods in response to heightened geopolitical risks
- Minimize factors affecting the procurement environment such as exchange rate fluctuations and trade policy-related risks and barriers
Human Resources &
Digital Transformation (DX)
Strengthening human resource strategies (maximizing potential)
Improving productivity through DX
- Focus on human resource development and planned workforce reinforcement, leverage diverse talent to promote initiatives that enhance internal synergy across departments, and optimize personnel allocation in response to changing business environments
- Utilize generative AI to streamline administrative tasks and shift focus toward higher value-added work, while leveraging DX tools for information analysis to better identify latent needs, enhance proposal capabilities, and share knowledge and expertise
Co-creation
Expanding group synergy
- Strengthen collaboration within the Sumitomo Electric Group and gain a competitive advantage by offering solutions that incorporate products from group companies
Quantitative Targets
Consolidated Net Sales
While maintaining a stable level of 100 billion yen, we will strengthen our response to convergence areas across various market sectors and aim for further growth.
Medium-Term Management Vision "2030 Vision" Basic Information（PDF：3.4MB）
