Group CEO Message

Aiming to become a 200-billion-yen company by fiscal year 2030—this goal does not exist as a mere extension of our current situation. The Mobile Business, which has supported us until now, is experiencing a slowdown in growth in the Test and Measurement Business, so a new growth strategy is needed. To achieve this goal, our medium-term business plan, GLP2026, positions three new business fields—“Industrial Measurement,” “EV/Battery,” and “Medical/Pharmaceutical”— as pillars of growth.

Industrial Measurement Field: General-purpose test instruments from the Test and Measurement Business are the main solutions. We have mainly provided these solutions to customers in the telecommunications field. However, the industrial measurement field is broad in scope, and, for example, we can offer solutions to customers in the automotive industry as well. Currently, competitors hold an overwhelming share of this market. However, with the market structure changing in Asia and beyond, now is the time for a renewed challenge. General-purpose test instruments are often used in basic research, and we are working to build a next-generation customer base by strengthening relationships with universities and research institutions. Furthermore, we will leverage our 130-year history since founding and our technological expertise in pioneering of the telecommunications field as brand value to drive new developments.

EV/Battery Field: In 2022, Anritsu welcomed TAKASAGO, LTD., a company with strong power control technologies, into our Group. And in April 2025, we made the decision to welcome DEWETRON of Austria, which possesses power measurement technologies, into our Group. TAKASAGO, LTD. excels in the development and manufacture of high-performance power supplies, but their products are essentially “power supplies” themselves. DEWETRON excels at measuring electrical power such as current and voltage, and holds a strong global presence especially in measurements for EV/HEV drive components and batteries. By combining both companies’ solutions, Anritsu will offer total solutions covering both power output and power measurement. Regarding the challenge of overseas expansion, leveraging DEWETRON’s global sales network and its international brand strength will open new pathways for delivering TAKASAGO, LTD.’s products to the world.

Medical/Pharmaceutical Field: We are developing new products to meet safety and security needs, utilizing insights gained in food inspection. In the pharmaceutical market, there is high motivation to invest in more advanced quality inspection, and we feel our solutions are highly compatible as well. Going forward, including collaboration with external partners for sales channel expansion, we will nurture this as a reliable growth field.

And in addition, in March 2025, we decided to acquire 32.72% of the shares of France’s SmartViser and enhance our collaboration with the company. SmartViser’s embedded terminal solutions, when installed in smartphones, monitor the state of communication with base stations. By combining them with our mobile test solutions, we can construct solutions that monitor the state of communication while controlling smartphone communications in real time. This new solution will shift the business model from conventional “selling of test instrument boxes as hardware” to “software-based test solutions.”
This is not merely an expansion of our product lineup, but a step toward transforming our measurement culture itself. We design and propose “how to implement measurement” together with our customers. Through that process, we believe we can deliver unprecedented added value. Anritsu will take on the role not just as a device manufacturer, but as a solution partner utilizing technology to address social issues.

In management, I believe that the most important thing is to continually enhance quality. As the management environment becomes more complex and the speed of change accelerates, the issue is not only developing systems and mechanisms, but also how to elevate the substance of their management—that is, the very “quality of management.”
For the outside directors, I expect roles beyond mere formal checking functions; I expect them to be strategic dialogue partners. In recent years, outside directors at our Company have been actively involved in important management issues, providing multifaceted questions and insights that prompt management to delve deeper into those topics. They are valuable resources who bring perspectives that aren’t simply extensions of our current approaches, drawing on their rich experiences at other companies. I feel this significance is especially great in areas like business portfolios, where it is difficult to find definitive answers within the Company. This ongoing dialogue of dialogue is the driving force that gives our Company greater depth and breadth.
This deepening of governance directly connects to ESG management as well. Our Company sets clear sustainability goals such as “PGRE 30,” and top management takes the lead in addressing climate change and increasing the in-house power generation ratio. This year, we have taken up the theme of embedding SDGs into our business. An example is the collection and recycling of old products, or a system that defines the social roles of products during development and shares these roles with the sales front lines.
What’s important is not to view SDGs as “externally imposed goals,” but to define “how we can contribute” ourselves by aligning with our strengths and investing resources accordingly. Viewing ESG not as a constraint on management but as an opportunity for growth, Anritsu will continue to address social issues with technology and sincere commitment.