Success starts with the family

2025 was a year of strong headwinds. How did the financial year play out for Endress+Hauser?

Selders: In 2025, the Group generated a record four billion euros in sales. That’s a major achievement, and we’re very proud of it. But we still fell short of our targets. This was due mainly to exchange rate effects – currency conversion into euros cost us more than three percentage points of growth. The fact that we held steady despite this is thanks to the expanded gas analysis and flow measurement technology business from our partnership with SICK. Incoming orders and sales there are stable, which is very pleasing.

Meanwhile, sales in our established business areas were actually slightly down year on year.

Selders: Sad but true! In that area of our business, we really felt the effects of investment restraint in the chemical industry, which is grappling with overcapacity, as well as the cyclical weakness in key markets like China and Germany. This was only partially offset by growth from other industries and countries. But even if these figures are not quite what we’re used to, we still achieved a good level of profitability. And that means we can continue to invest in the future.

Altendorf: Since the global financial crisis, Endress+Hauser has learned to take extra care in difficult years. Furthermore, the Group’s structures are robust, and its finances solid. But what really makes the difference is our people. Our management team did a fantastic job in 2025, and our employees approached the current situation with a great deal of flexibility, dedication and understanding.

Mr Endress, what is the family’s view of the 2025 financial year? Are you concerned by the low level of organic growth?

Endress: The Endress family views 2025 as a solid year. Yes, the turbulence caused by many factors has impacted our business results. Am I concerned? Not overly, no. We sold more units than ever before, demonstrating the success of our operations regardless of what other key figures may suggest. Endress+Hauser is capable of weathering any storm and has often performed best when emerging from periods of uncertainty and challenge.

The shareholder family now has almost 80 members. How do you maintain unity and cohesion?

Endress: Some people might consider an ever-growing family to be a risk to our company. But the opposite is true. A larger family brings diversity – different viewpoints, experiences and opinions, which can enrich discussions and ultimately lead to better decisions. But this only works if there is unity, a shared family spirit and a common vision for the company’s future. The Endress family continues to demonstrate a strong commitment to understanding both the challenges our business faces and the opportunities available to us.

Altendorf: The shareholder family is a critical success factor for Endress+Hauser. Its values, warmth and long-term outlook enable the company to face global changes with stability and optimism. This means we can respond without fear and adapt flexibly to twists and turns in the business environment.

What does it mean for the family that it will once again have one of its own as President of the Supervisory Board?

Endress: The family has long understood the significance of having one of its own in this position again at some point, as we believe a family business thrives when active and committed family members are involved throughout the company, including in strategic roles. This moment is meaningful for all of us – especially with my cousin Sandra Genge stepping up as Vice Chair of the Family Council, marking a clear generational shift within the Endress family. It’s a great honor to represent the family as Supervisory Board President, and I’m grateful for the trust placed in me. I’m looking forward to my new responsibilities. It’s a significant role, and I still have much to learn, but I’m surrounded by capable and supportive people.

There is also a major personnel change underway on the Executive Board. What’s driving this?

Altendorf: Changes due to retirement are nothing new at Endress+Hauser – this is the third change at the top since I’ve been with the Group. Because of the strong growth achieved in recent years, it’s not feasible to fill all the positions internally. This is an opportunity to bring on board additional know-how and fresh ideas, so the Supervisory Board and CEO have taken great care to find the right people for these roles. In that sense, it’s a major plus that our culture appeals to people who put collective goals above their own personal interests.

Mr Altendorf, you’re leaving after nearly 40 years with Endress+Hauser. What are your feelings looking back on your time here?

Altendorf: First and foremost, I feel a deep sense of gratitude and humility. My particular thanks go to the Endress family. Their trust, values and long-term thinking have had a formative influence on this company, and they made my career possible. I am also very grateful to our people, whose competence, engagement and collegiality have greatly facilitated my development and that of the company. Not least, my thanks go to our customers for placing their trust in us and hence giving our work meaning.

Endress: Matt’s achievements are truly remarkable, and the family is deeply grateful for his contribution. His journey reflects not only his personal dedication but also the meritocratic culture that defines Endress+Hauser. From my perspective, Matt has an exceptional ability to embody our family values. He has guided the company to outstanding growth and financial success while consistently staying true to the principles on which Endress+Hauser is built.

In your roles as CEO and Supervisory Board President, you have driven many important developments. What do you see as your greatest achievements?

Altendorf: In my view, our company’s greatest advancement internally has come from its transition from IT to full-on digitalization, as well as the systematic development of top-level management. In terms of the market and customers, we have gained significant traction by harnessing the opportunities of globalization, successfully introducing advanced analysis systems and diversifying into the gas technology market. And to cap it all off, there’s our partnership with SICK. Thanks to all these things, Endress+Hauser has become – and will hopefully remain – a global market leader in process measurement technology.

Selders: Matt has been instrumental in our company’s continuous development. Together with the Endress+Hauser staff, he has paved the way for enormous growth in sales, seized opportunities, overcome crises and strengthened the foundations of our family-owned company. This all adds up to a major achievement.

Altendorf: Ultimately, I hope I’ve succeeded in touching people’s hearts and inspiring greater confidence. And I hope I’ve preserved the company’s humanity, especially in times of crisis. But whatever a Supervisory Board President or CEO might achieve, they do not achieve it on their own, for there are over 18,000 employees making a difference each and every day. And in all things, we are standing on the shoulders of those who have gone before us. Without their contribution, our successes would not have been possible.

All these personnel changes coincide with challenging times. What’s the priority for the company going forward?

Selders: We must stay calm and focused. We must keep doing what makes us strong – that is, stay close to the market and our customers, be a dependable supplier of high-quality products, and seek out and seize new opportunities. The key is to take the time to correctly understand and assess new developments so that we can make decisions that hold up over the medium to long term. It’s about taking decisive action when the moment is right, rather than changing course willy-nilly every day. Our shareholder family keeps us grounded here, making our family-owned company a bastion of stability in uncertain times. This enables us to keep our balance, hold fast to our core strengths and continue to grow one sure step at a time.

Endress: Regrettably, uncertainty and instability are becoming the norm rather than the exception. But Endress+Hauser has always been strong at driving necessary change, even in tough times. That has repeatedly set us apart from the competition. The simple truth is that uncertainty also creates opportunity.

What are your plans for 2026?

Selders: Growth is still our goal. And I am confident that our chances of achieving it are intact, despite currency conversion effects remaining unfavorable in 2026. We are in a strong position and we are constantly working to support our customers even more effectively. We intend to expand our network and product range, develop new technologies and continue to integrate the gas analysis and flow measurement technology business. Our aim is to open up new high-growth areas and further build our resilience as a company.

What is it that gives you confidence for the future?

Selders: I take confidence from our uncompromising focus on the customer and our absolute commitment to being a dependable and valued partner. I also draw hope from our employees and shareholders. Our solidarity and cohesion and our shared values and aims are sources of immense strength. What’s more, demand for process measurement technology is growing. The market is still there – even in uncertain times.

Endress: I take real confidence from the fact that the majority of our company continues to perform at a very high level, despite the geopolitical turbulence. What gives me hope is knowing, as a family member, that we will keep doing the right things: continuing to invest heavily in R&D, expanding our global infrastructure and deepening relationships with customers and partners.