Group CEO Message

Fiscal year 2025 ended with growth in both revenue and profit. Looking back, however, the year was anything but smooth. In the first quarter, factors including U.S. tariff policy prompted customers to take a cautious approach to capital investment, creating a difficult business environment. With little visibility into what lies ahead, there were times when we faced difficult management decisions. From the third quarter onward, however, the market environment changed significantly as data center-related investment expanded on the back of the rapid adoption of generative AI. By the fourth quarter, we were able to capture demand growth that exceeded our expectations, resulting in higher revenue and profit for the full year.

One thing this past year made especially clear to me is that uncertainty is no longer an exceptional event; it will be a basic premise for management going forward. Geopolitical risks such as U.S.-China relations, tariff policies, and conflicts around the world are factors beyond the control of any single company, yet they can reshape market conditions in a very short time. In this environment, what matters is not predicting the future perfectly. It is building an organization that can detect early signs of change, make the necessary decisions, and act swiftly. We must continue evolving into an organization that can respond to change with both agility and flexibility.

At the same time, we need to distinguish short-term market fluctuations from our long-term growth strategy. The EV market, for example, is currently in an adjustment phase, but that does not diminish the importance of technological innovation toward a decarbonized society or of the environmental measurement field. The communications market is also in a transition period ahead of 6G, but beyond it lie substantial growth opportunities associated with the social infrastructure and services of the future. Rather than allowing near-term changes to dictate our course, we will continue investing in the technologies and business domains that will be needed in the years ahead. I believe this commitment is essential to sustainable growth.

To realize the Anritsu we envision for fiscal year 2030, we must both build further on the strengths we have developed and move into new growth areas. GLP2026, our current Global Long-term Management Plan, is an important milestone on that journey.

Under GLP2026, we are further strengthening Test and Measurement as our core business while positioning Industrial Measurement, EV/Battery, and Pharmaceutical as new growth areas. In the Test and Measurement Business, we are steadily advancing technology development that will help create future markets, with an eye to the evolution of next-generation communications technologies such as 6G.

To achieve sustainable growth, we need a resilient business portfolio that is not dependent on any single market cycle. This means extending the “testing” technologies Anritsu has developed over many years into a broader range of industries. In industrial measurement, for example, we will bring the value of our measurement technologies to automotive and many other industries. In pharmaceuticals, we aim to establish high-value-added inspection solutions by leveraging technologies and quality assurance expertise developed in food inspection.

One of the most important factors in taking Anritsu to its next stage of growth is our people. If asked to name Anritsu’s greatest strength, I would answer without hesitation: our technological capabilities.

We possess globally competitive technologies, including high-frequency, sensing, and software technologies developed through the Test and Measurement Business. The outstanding engineers who have built and sustained these capabilities are an irreplaceable asset to Anritsu.

Yet technological capabilities alone will not be enough to enter new markets and achieve sustainable growth. What matters is the ability to turn technology into value for society and the market. We need more people who can identify new needs, envision business opportunities, bring together people inside and outside the Company, and see initiatives through to completion.

These are the people who can create new businesses. I often say, “Anritsu has many excellent passenger cars, but we need more locomotives to pull the train.” Engineers with deep expertise will remain a source of our competitiveness. At the same time, unless we increase the number of people who can determine which markets to take our technologies into, what value to create from them, and then act, there will be limits to how far the Company can grow. This means we also need to rethink how we develop our people.

Anritsu has traditionally developed people with an emphasis on alignment with the corporate culture we have cultivated over many years. This has played an important role in preserving our commitment to technology and quality and passing on what makes Anritsu distinctive. To move to the next stage, however, we need to actively welcome people with different experiences and values and bring new perspectives into the organization. We cannot create new markets with people who all think alike. When different ideas come together, debate follows; from that interaction come new ideas and new challenges. I believe Anritsu needs to evolve into that kind of organization.

People are also at the heart of our management strategy under GLP2026. Development initiatives such as A-SKILLs are not simply programs for acquiring knowledge and skills. Their purpose is to foster a mindset in which each person connects their own work to business growth and sees themselves as an active participant in shaping Anritsu’s future. The goal of becoming a 200-billion-yen company by fiscal year 2030 is not something for management alone to pursue. I believe it can only be achieved when every employee understands the future we are aiming for and embraces it as their own challenge.

Anritsu has grown by honing advanced technologies and deep expertise within a relatively limited set of markets. To remain essential to society, however, we cannot simply wait for our markets to grow. We must become a company that creates new value and pioneers new markets.

We will continue refining our technologies and strengthening our ability to bring them to society. By taking on new challenges, we will shape the future.

Our 200-billion-yen target is one milestone we expect to reach as a result of these efforts. Our ultimate goal is to remain a company that society needs and that can grow sustainably amid change.

To that end, we will refine our “testing” technologies, develop our people, and broaden our connections with society.

Anritsu’s mission is to contribute to solving social issues in communications, industry, the environment, food, pharmaceuticals, and other fields while helping to create a better future.

We cannot meet these challenges alone. It is through dialogue and co-creation with our stakeholders, including customers, business partners, shareholders and investors, local communities, and employees, that we can create the value society truly needs.

I would like to express my sincere gratitude to everyone who has supported Anritsu and placed their trust in us. Building on our “testing” technologies, we will continue to deliver value that exceeds expectations and move forward as a company that earns trust and remains the preferred choice.

I want to apply the technologies we have cultivated across a wide range of fields.