Company history

Asahi Intecc began in July 1976, when Miyata Naohiko set up Asahi Mini Rope Sales in Moriyama-ku, Nagoya to sell ultra-fine stainless rope. It was a trading house, and a deliberately narrow one: it took the thin end of the industrial wire-rope trade, the gauges where drawing, twisting and coating are hard enough that few firms bother.

In July 1988 the company renamed itself Asahi Intecc and declared a new line of business — fine-gauge processed products for industrial machinery, medical devices and automotive parts. That was the point at which a dealer set out to become a manufacturer, and it went offshore almost in the same breath: a Thai subsidiary in September 1989, its first plant abroad, then the Seto Medical plant in Aichi in October 1991. The factories were built before there was a medical business to fill them.

In March 1992 Asahi Intecc obtained a medical-device manufacturing licence and brought out Japan’s first PCI guidewire and guiding catheter for treating myocardial infarction. The move was transfer, not invention. The drawing, torque and coating know-how built up on ultra-fine stainless wire for office equipment and automotive controls carried over almost unchanged into a wire that has to be pushed through a blocked coronary artery — and Miyata Naohiko had read that minimally invasive treatment, easier on the patient, would in time become the mainstream. Medical devices now account for close to 90% of sales.

The rest of the decade built the frame around that licence: a Hong Kong subsidiary in 1994 for the Chinese-speaking markets, and Atec in Osaka in 1996 to manufacture and sell the medical line. North America followed with a representative office in 2000, reorganized into Asahi Intecc USA in 2004; a dedicated medical plant was added at the Thai subsidiary in 2001, and a European office in the Netherlands in 2004.

In July 2004 the shares were registered over-the-counter with the Japan Securities Dealers Association, the company’s first access to public capital. The numbers underneath were still small and still slow: consolidated revenue, first disclosed for the year to June 2002, was $41.5M (¥5bn), and had reached only $71.7M (¥8bn) three years later. A materials firm can move its technology in a year; earning the licences and the clinical trust that make the technology sellable takes decades.

In June 2005 Asahi Intecc listed on the second sections of the Tokyo and Nagoya exchanges, and in September set up a plant in Hanoi, Vietnam. What the listing financed was a particular shape. A catheter is iterated in small batches against the requests of individual physicians, yet it also has to be cheap enough to supply the world’s case volume — two demands that pull in opposite directions. Rather than load both onto one site, the company put volume production in low-cost Asia (Thailand, Vietnam, the Philippines, China) and kept development at home, adding the Osaka R&D Centre in 2006. That two-tier split is the physical form of its global niche-top strategy.

In September 2009 the founder handed the presidency to his eldest son, Miyata Masahiko. The decade that followed was one of buying in adjacent crafts rather than contracting them out: Gima in 2010 for resin, Toyoflex and its Cebu plant in 2013, Meisen in 2015 for stainless processing, Nihon Chemical Coat in 2017 for resin coating, and the US firm RetroVascular in 2018 for plasma-energy technology. Sales rose from $174.3M (¥15bn) in the year to June 2010 to $265.5M (¥28bn) in 2014, with operating margins settling above 10%.

In September 2018 the shares moved up to the first sections in Tokyo and Nagoya, and that December the company opened a combined global headquarters and R&D centre in Seto, pulling head-office functions and development onto one campus.

The pandemic hit the business through its patients: as overseas procedures were postponed, revenue slipped 1.2% to $529.1M (¥57bn) in the year to June 2020 — the only decline in the company’s listed history. Recovery was then steep, to $560.2M (¥62bn), $591.5M (¥78bn) and $641.2M (¥90bn), carried by returning case volumes, a weak yen and a shift from distributors to direct sales. Alongside it came another round of buying: Pathways Medical and Rev.1 Engineering in the United States, the Italian distributor Kardia and the surgical-robot venture A-Traction, all in 2021, followed by the move to the Tokyo Prime market in 2022.

In September 2024 Miyata Masahiko handed over to his younger brother Miyata Kenji, who had spent his career in production and quality assurance at the Thai, Hanoi and Cebu plants — a shop-floor president, and the third generation of the founding family.

The year to June 2025 delivered the medium-term plan ASAHI Going Beyond 1000 in full: revenue of $801.9M (¥120bn) and operating profit of $200.5M (¥30bn), a margin of 25.1%. But the acquisitions did not earn what had been assumed of them. Impairments of roughly $71.5M (¥11bn) on the goodwill and assets of overseas subsidiaries cut net profit to $85.1M (¥13bn) from $104.3M (¥16bn), and took goodwill on the balance sheet from $45.6M (¥7bn) down to $735,048 (¥110m). The successor plan, Building the Future 2030, accordingly shifts the emphasis from reach to cost — lifting the operating margin by holding down SG&A — and returned $29.7M (¥4bn) to shareholders through a buyback, the payout that years of acquisition had crowded out.