Group CEO Message Archive - 2024

Anritsu places importance on the value of pursuing the latest technologies. As new technologies are unmatured and have numerous issues, overcoming them and providing support are the roles of test instruments. This is the value of our testing technology.

However, demand for testing technology, Anritsu’s competency, will shrink as the market matures. For Anritsu to survive, we must promptly capture cutting-edge technology and support the spread of these latest technologies. The testing technology that we have been cultivating for years has been constantly shifting toward the cutting edge. We believe it is our mission to support the spread of new technologies promptly and smoothly.

For Anritsu to grow, we need to widen our possibilities by applying our competency of testing to a wider market. I believe the technology of testing can be used in a wider area. The message “Beyond testing, beyond limits, for a sustainable future together” does not mean forcing excessive efforts that exceed human limits, but to eliminate preconceptions and challenges toward new markets. In other words, it means to reassess what we thought were limits and expand the possibilities to build a path for new growth. Anritsu will maintain testing technology as its foundation while also expanding its range of applications to sustain its growth. This is Anritsu’s vision for the future.

The strength of Anritsu is the ability we have as a group of engineers. A characteristic of the Company is our ability to understand the behaviors of both the hardware and software and the ability to keep track of new standards, allowing us to plan and design products by ourselves. We pride ourselves on our ability to materialize new technologies and products and create any product when given a clear direction. I hope to respond to future testing needs by utilizing these technological and manufacturing capabilities.

On the other hand, despite being able to support the market by specializing in testing, it is difficult to create a market by ourselves. For example, the smartphone market consists of various of our customers such as chipset vendors, device vendors, telecommunications operators, and other entities, but we cannot create that market itself. That is why we need to continue searching for growing markets.

Human capital is also the most important asset for Anritsu. When considering the human resources strategy, I indicated two things: to think in anticipation of 2030 and to think globally.

Anritsu has traditionally been developing human resources on a business unit level through OJT but continuing conventional methods will not achieve net sales of ¥200 billion in FY2030. For example, when enhancing the EV/battery test business, growth in that field would be difficult if there were no human resources with the required expertise. We established A-SKILLs, an internal training organization, in April 2024 as we thought it was necessary to take on new challenges. The system is to invite internal and external instructors to pass down their knowledge and conduct systematic training until trainees receiving the certificate of completion. The aim is to train human resources that will be the foundation of the Company. Specifically, participants are trained on the principles of testing, advantages we have over our competitors, and knowledge required for sales as well as learning how to accurately answer customer questions through role-playing. We will not only utilize external instructors but also internal engineers to pass down the knowledge of senior human resources who have advanced skills.

In addition, we have formulated a human resources strategy that considers allocation of human resources that are necessary to achieve the ¥200 billion target in 2030. In the past, we asked each business unit about the required number of personnel, but we have now planned recruitment and training plans for the number of personnel and skills by calculating backwards from the FY2030 target. This is our first attempt, but we will strive to achieve our targets.

We are also considering changing our evaluation system. We are planning a system where participants can take tests so that the acquisition of skills is recorded, and activities using those skills are properly evaluated. Maintaining a record of skills acquisition is also an important element from the perspectives of skillsets required for the human resources and human resources portfolio.

Furthermore, we are hoping to increase our overall competitiveness by having the participants learn about our products in various businesses as well as promoting cross-sales and partnerships.

To become a ¥200 billion company by FY2030, we need to increase society’s awareness of our Company and their trust in us. The U.S., Germany, and Japan have leading test instrument companies, and these companies are the foundation of the technological strength of these countries. I strive for Anritsu to also be recognized as an important test instrument company that supports the technological strength of Japan. For example, many Japanese technologies are used in the manufacturing of semiconductors. I hope to make Anritsu widely recognized as a similarly indispensable company. Our goal is to clarify our raison d’etre by making Anritsu widely known as an indispensable company throughout society by 2030.

FY2024 is the starting year of GLP2026. We hope to leverage what we learned and the seeds we planted during the three years of GLP2023 and grow them into a solid business in the next three years. I will share this process with our employees and shareholders and materialize the strength we cultivated through steady implementation with the understanding of all our stakeholders, and achieve revenue of ¥200 billion in FY2030.