Toward an organization that empowers individuals, where strong, self-reliant members shine.
We will establish Topcon as a team of professionals and continue to challenge ourselves to create new value.

Toward the realization of TOPCON 2.0

At Topcon, we place our organizational and talent strategy on a key shift—from “individuals within an organization” to “an organization that empowers individuals.” This focus remains unchanged even after the MBO and delisting. Rather, precisely because we as a company are at a major turning point, I believe it is essential to advance this strategy with even greater vigor.

As of TOPCON 2.0, we have established a Long-Term vision of “achieving greater global growth, while leveraging our manufacturing excellence.” In an ever-changing business environment, there always comes a moment when a company must dig its heels in to take the next step forward. For Topcon, that moment is now. TOPCON 2.0 aims to create new businesses that will become pillars of future growth, with each business planning and executing for maximum growth, embracing risk, and moving with speed. To achieve this, it is essential to break away from the top-down hierarchical structure that has been the norm for traditional Japanese companies. Accordingly, we place strict demands on our employees to become “strong, self-reliant individuals” and to “act as professionals.”

The two pillars of our strategy:
Developing individuals and creating an organization that people choose

The essence of self-reliance lies in “thinking for oneself and making one’s own decisions.” In other words, a “strong, self-reliant individual” refers to someone who continually questions their own value within the organization and approaches their work proactively. Moreover, professionals at Topcon are those who not only work hard to acquire specialized skills themselves, but who can also encourage others to do the same. For example, even when working alone, they think deeply about situations on their own, like wringing out a wet cloth until no water remains, identify the right direction, and take steady action toward it. They possess absolute standards of judgment within themselves, returning to them when uncertain. They see through whatever they have decided to do, taking responsibility for the outcome. Furthermore, they provide useful information to those around them and never fail to offer advice. We aim to transition to a flexible “project-based” organization where “strong, self-reliant individuals” possessing these skills and mindset connect organically according to the task at hand, each demonstrating leadership within their respective areas of expertise. In addition, we will cultivate an organizational culture that encourages moving forward with an attitude of “On to the next challenge!” even when things don’t go as planned. This is what is meant by moving from “individuals within an organization” to “an organization that empowers individuals.”

At the same time, it is crucial for management to foster an organization that attracts self-reliant individuals. We are committed to supporting employee growth through various human resources initiatives, enabling each individual to find meaning in working at the Company and achieve their desired career path. It is here that my primary mission lies.

Over the years, Topcon has repeatedly taken on various challenges. At times, these challenges have resulted in what could be called failures. However, it is precisely because our predecessors never stopped moving forward that we have created technologies and products no one else had been able to accomplish, establishing a strong foothold in various markets. In this era of discontinuity, which can no longer be viewed as an extension of what came before, we will rebuild Topcon into a company that can once again keep taking on challenges without hesitation.