A
N
A
H
O
L
D
I
N
G
S
I
N
C
.
A
n
n
u
a
l
R
e
p
o
r
t
2
0
2
3
Annual Report 2023
Fiscal 2022 (Year ended March 2023)
Management Vision
Uniting the World in Wonder
ANA inspires our employees, customers, and society
to explore endless possibilities with diverse connections
that begin in the sky.
‘Waku waku’ is what moves people to push what’s possible.
It’s Japanese for the joy and excitement
of discovering the unknown.
And when passed from person to person,
becomes a force that creates a brighter world,
united in wonder.
The sky is full of possibilities, which has allowed us to
bring together people, products and experiences for decades.
Now, we’re expanding our horizons and spreading
‘waku waku’ across the world.
So, we wonder, can we make travel more enjoyable?
Can we renew the way we transport products?
Can we bring excitement to life, while being kind to the earth?
Together with an elevated experience in the sky,
we can explore more incredible discoveries that
will lead to a better tomorrow.
Here is where our new adventure begins.
When people connect across borders and
unite beyond countries,
the world offers endless opportunities.
Together, let our hearts wonder and fill the world with ‘waku waku.’
1
Contents
04 Management Message
10 The ANA Group Value Creation Process
16 Business Strategy
18
32
38
FY2023-25 ANA Group Corporate Strategy
Business Strategy
Special Feature:
A New Brand: AirJapan
42 Medium- to Long-Term Value Creation
44
ANA Group ESG Management
48 Materiality
74
Foundations for Sustainable Corporate
Value Enhancement
76
80
84
86
Safety
Human Capital
Digital Transformation (DX)
Risk Management
88 Compliance
90
Corporate Governance
102 Trust Building with Stakeholders
106 Responsible Dialogue with Stakeholders
108 Message from the Independent Outside Directors
113 Message from Chair of the Board of Directors
114 Financial / Data Section
Contents of This Report
The ANA Group (ANA HOLDINGS INC. and its consolidated subsidiaries) strives to create
social value and economic value, leveraging the strengths we have cultivated based on the
spirit of our founders. In so doing, we expect to generate sustainable growth in corporate
value. This report presents an overall picture of the philosophy and value creation handed
down over generations. We also address our business strategies for overcoming crises and
returning to growth, as well as medium- to long-term sustainability initiatives and the manage-
ment foundation that supports these corporate activities.
Editorial Policy
The ANA Group emphasizes proactive communication with stakeholders in all of our business
activities. In Annual Report 2023, we aim to encourage a deeper comprehensive understand-
ing of the social value and economic value created by the ANA Group through our manage-
ment strategies, our business, and our environmental, social, and governance (ESG)
activities. Further, we have published information on the activities we selected as being of
particular importance to the ANA Group and society in general. For more details, please visit
the ANA Group corporate website in conjunction with this report.
Scope of This Report
• This report covers business activities undertaken from April 1, 2022 to March 31, 2023
(including some activities in and after April 2023).
• In this report, “the ANA Group” and “the group” refer to ANA HOLDINGS INC. and its
consolidated subsidiaries.
• “The Company” in the text refers to ANA HOLDINGS INC.
• Any use of “ANA” alone in the text refers to ALL NIPPON AIRWAYS CO., LTD.
Mission
Statement
Built on a foundation of security and
trust, “the wings within ourselves”
help to fulfill the hopes and dreams
of an interconnected world.
Safety is our promise to the public and is
the foundation of our business.
ANA Group
Safety Principles
Safety is assured by an integrated management
system and mutual respect.
Safety is enhanced through individual
performance and dedication.
Management
Vision
ANA’s Way
Uniting the World in Wonder
ANA inspires our employees, customers, and society to
explore endless possibilities with diverse connections that
begin in the sky.
To live up to our motto of
“Anshin, Attaka, Akaruku-genki!”
(Trustworthy, Heartwarming, Energetic!), we work with:
1. Safety
We always hold safety as our utmost priority, because it is the founda-
tion of our business.
2. Customer Orientation
We create the highest possible value for our customers by viewing our
actions from their perspective.
3. Social Responsibility
We are committed to contributing to a better, more sustainable society
with honesty and integrity.
4. Team Spirit
We respect the diversity of our colleagues and come together as one
team by engaging in direct, sincere and honest dialogue.
5. Endeavor
We endeavor to take on any challenge in the global market through
bold initiative and innovative spirit.
2
3
3
Management Message
SHIBATA Koji
President &
Chief Executive Officer
United in Purpose to Deepen
Trust and Co-Create Value
with Our Stakeholders
Looking Back on My First Year as President and CEO
Fiscal 2022 was a turning point for the ANA Group.
sharing the importance of continuing to take on chal-
We overcame a business crisis unlike any experienced
lenges with hope and pride. As a result, we returned
in the past, as restrictions began to ease and passen-
to full-year profitability for the first time in three fiscal
ger demand began to recover. Throughout my first
years and shared the joy of achieving an ambitious
year as president, I considered carefully what we
goal with group employees.
should change and what we should not change in the
The end of the three-year journey through the long
post-COVID-19 era. We united the ANA Group, calling
tunnel of the COVID-19 pandemic was not only
on employees to exhibit and value mutual respect,
through our own efforts but also through the support
communicating how their efforts led to results, and
of our stakeholders. These stakeholders included
national and local governments, companies and orga-
of COVID-19, we discussed at a management meeting
nizations, financial institutions, shareholders, and
how to deal with a Lehman shock-level crisis should
customers who continued fly with the ANA Group.
one occur. In retrospect, we may not have been pre-
Once again, I wish to express my appreciation to
pared fully for COVID-19, which was an event far
everyone.
What We Learned at the Far Side
of the Tunnel
In our 70-year history, the ANA Group endured numer-
beyond the Lehman Shock. Perhaps we should have
imagined the possibility of a much larger risk event.
However, thanks to this preparation, we responded
quickly and flexibly to COVID-19 by securing cash on
hand and engaging in emergency cost reduction mea-
ous risk events. The terrorist attacks on the U.S. in
sures in the face of an uncertain future. Early on, we
2001 and the Lehman Brothers collapse in 2008 are
formulated a business structure reform plan, retired
just two examples. But the COVID-19 pandemic was
aircraft earlier than scheduled, and asked employees
truly the largest crisis ever in terms of scale and dura-
to cooperate in terms of compensation. These mea-
tion. We must be sure that we remember the experi-
sures led directly to a recovery in business perfor-
ences gained through overcoming for future
mance. Although we have always taken every
management. When I look back at what the pandemic
conceivable precaution to manage risk, I now under-
taught us, the following three points stand out clearly.
stand firsthand how important it is to identify major
First, that the greatest strength of our group is our
risks during times of normal operations. And when
employees. Our organizational culture is one of coop-
risks do emerge, how to assess the situation appropri-
eration and collaboration that transcends departmen-
ately, make decisions with courage, and implement
tal and occupational barriers. Despite the challenging
decisions rapidly.
business environment during the COVID-19 pandemic,
The third point is the enormous and irreplaceable
the ANA Group remained close to our customers in
value that the ANA Group provides to society. The
daily operations. While adhering strictly to safety, our
COVID-19 pandemic resulted in an extended period of
employees worked together, sharing their knowledge
restrictions on activity. People could not visit family
and wisdom to overcome the challenges. This suc-
and friends. Businesses could not have face-to-face
cess was only possible by preserving our corporate
meetings with suppliers. No one could travel, even if
culture, with every employee acting under our found-
they wanted to. Of course, I understood that certain
ing spirit, Hardship Now, Yet Hope for the Future,
things can be done online rather than in person. But I
walking the path of Wakyo (close cooperation), and
also felt a real sense that there is joy in going some-
embodying Anshin, Attaka, Akaruku-genki!
where physically, taking pleasure in sightseeing and
(Trustworthy, Heartwarming, Energetic!).
food through all five senses. Meeting and interacting
As shown in the engagement score of the ANA’s
with others in person. I saw in a new light how the
Way Survey (ANA Group Employee Engagement
airline business provides not only transportation, but
Survey), employees have a high level of attachment to
also service indispensable to rich and fulfilling lives.
the company and gain a sense of fulfillment in their
Our role is to create global connections and encoun-
work. Through more than 2,000 town meetings held
ters. We are truly a bridge across the sky. Looking
yearly with management, we communicated to every
back on my life, the people I have met, the countries I
employee a correct understanding of our situation with
have visited, and the events I have experienced are
the pandemic, and every employee acted accordingly.
the sustenance of my life today. These memories are a
This engagement is how we worked together and
great source of inspiration for taking on new chal-
moved forward in alignment, even during the most
lenges and helping when I face difficulties, becoming a
difficult times. We reaffirmed that enhancing the power
force behind the progress in my professional and per-
of our people and the power of our organization is of
sonal life. The joy that people derive from real-life
the utmost importance to achieve sustainable corpo-
experiences is a fundamental human need. The value
rate value enhancement.
the ANA Group provides to society by connecting
The second point is the importance of risk manage-
people, goods, and services will never disappear in
ment. In point of fact, six months prior to the outbreak
the post-COVID-19 era.
4
5
FY2023-25 ANA Group Corporate Strategy: Toward Our 2030
Management Vision
A New Corporate Strategy Redefines the
Value that the ANA Group Provides to Society
While many group employees were concerned about
The Aims of Our New ANA Group Corporate
Strategy
We finalized our FY2023-25 ANA Group Corporate
our future in the face of the COVID-19 pandemic, we
Strategy in February 2023. Over the next three years,
saw the 70th anniversary of our founding as an oppor-
we intend to shore up our financial foundation while
tunity for growth, and we updated the Group
accelerating business transformation, ensuring full-
Management Vision for the first time in 10 years. We
fledged growth in fiscal 2026 and beyond. Even post-
supported the creation of this vision through the
COVID-19, the central pillar of group growth will be
Future Creation Project, filling our vision with
our Air Transportation Business, and the international
employee aspirations and my own thoughts as well.
passenger business, in particular. The driver of the
Uniting the World in Wonder. This statement
recent recovery in group performance has been
expresses our desire to become an indispensable
increased demand from visitors to Japan, supported
presence in society through group employees who
by pent-up consumption demand and a weaker yen.
work energetically toward a bright future and who
High yields due to tight supply and demand have also
provide value that exceeds the expectations of our
been a factor. The competitive environment surround-
customers. Our vision also expresses our will to
ing international routes is changing dramatically. These
expand business domains beyond the core framework
changes include restructuring among overseas com-
of airlines to next-generation mobility and from the real
petitors, the unstable international situation, and
to the virtual as we emphasize the value of creating
extended restrictions of transit over Russian airspace.
connections among people, goods, and services. The
In response, we intend to assess future trends accu-
vision is a compass pointing toward the new future of
rately while executing a strategy from a global per-
a unified ANA Group, a future redefined now that we
spective on route network restructuring and greater
have passed the COVID-19 pandemic.
collaboration with other airlines. The recovery in busi-
ness demand has slowed in our domestic passenger
business. At the same time, leisure demand now
exceeds pre-COVID-19 levels. We also expect an
increased use of domestic travel by visitors to Japan
in the future. The other day, I invited an overseas
friend with whom I have been close for many years to
my hometown, Kakeroma Island in the Amami
Archipelago. He was impressed by the natural beauty
of the island, which is registered as a World Natural
Heritage site, the clean air, clear waters, and many
native species of plants and wildlife. Every region of
Japan has its own appeal. By attracting tourists,
including visitors from foreign countries, we will con-
tribute to solving rural issues such as population
decline and economic contraction. In our cargo busi-
ness, we entered into an agreement in July 2023 to
purchase all shares of Nippon Cargo Airlines (NCA)
from NYK Line. NCA is an airline specializing in cargo
transportation, operating wide-body freighters on
long-haul routes in Europe and the U.S. Combining
NCA with our own cargo business, which is strong in
China and Asia, we believe we can create an optimal
balance in our network. Although demand and unit
prices have come down from a peak when port con-
require more human resources to take on new busi-
gestion was more pronounced, the scale of interna-
nesses, and we will bolster training by selecting moti-
tional cargo revenues has increased significantly
vated and capable employees for experiences in
compared to pre-COVID-19 levels. The ANA Group
battlefields inside and outside the group. We have great
cargo business is changing its freighter network, oper-
expectations for our employees to demonstrate their true
ations, sales, and systems, which will help stabilize
value in our Non-Airline Business, serving as another
earnings and increase profits in the Air Transportation
source of competitiveness.
Business.
Expanding Our Non-Airline Business
through the Power of People
We intend to bolster the earnings base of our Non-Airline
Co-Creating an Economic Zone with Like-
Minded Others
One of the processes toward my vision is to co-create
an economic zone with our stakeholders. In terms of
Business by concentrating resources on existing core
scale, several other companies already operate large
businesses such as travel, trading, and real estate. At
economic zones. Our economic zone strategy is not
the same time, we will nurture businesses that will
necessarily to pursue scale alone, but to expand com-
become new sources of revenue, including avatars,
mercial distribution and interactions with people and
drones, metaverse, and flying cars. You may wonder if
companies that share the values of the ANA Group.
ANA Group human resources are over-specialized in the
From a base of nearly 40 million ANA Mileage Club
airline business, or whether we can monetize business
members and ANA Card members who tend to
models other than airlines. Certainly, many group
engage in high-ticket purchases, we intend to offer
employees have deep expertise in the airline business.
miles as a hook to encourage consumers to use the
But we also have a wealth of human resources from a
breadth of services we offer and fulfill the hopes and
wide variety of backgrounds and ideas. The Da Vinci
dreams of an interconnected world. We are convinced
Camp is a program under which employees, mainly from
that there is a large potential market in the process of
our current business divisions, propose businesses
creating value of the type that strengthens bonds
based on new ideas. The nearly 2,300 employees trans-
between people and offers emotional experiences. We
ferred to other companies, organizations, and municipali-
plan to expand the economic zone (market) as a place
ties during the COVID-19 pandemic received experience
to co-create unique ANA Group value with stakehold-
in fields completely different from aviation, bringing back
ers while building strong relationships of trust with
outside knowledge and experience. Of course, we
customers and partner companies.
Pursuing Sustainability from a Long-Term Perspective
Social and economic activities are finally normalizing in
pandemic forced employees to endure a difficult situa-
Japan as the government reduced COVID-19 to
tion in terms of compensation, we returned bonuses in
Category 5 under the Infectious Disease Control Law.
fiscal 2023 to a pre-COVID-19 basis, raised starting
During the three years of the COVID-19 pandemic, we
wages, and implemented a wage base increase for the
were forced to prioritize our activities in response to
first time in five years at ANA.
the situation. Now that passenger demand is recover-
To expand the scale of our Air Transportation
ing steadily and we are seeing bright spots in the
Business over the medium to long term, as well as to
Group’s return to growth, we will look to build sustain-
monetize Non-Airline Businesses, we must recruit and
ability from a long-term management perspective.
train employees to match an optimal human resources
Practicing Human Capital Management
The first topic we will address to strengthen sustain-
Transformation Council under the direct control of the
president in fiscal 2023 as a means to create human
ability is to practice human capital management. Our
resources and an organizational culture capable of
current ANA Group Corporate Strategy defines human
repeat transformations in response to changes in
resources as a materiality. Although the COVID-19
society.
portfolio. We established a new Corporate
6
7
Management Message Issues related to labor shortages in the airline indus-
we respond promptly and appropriately to environmental
supported us throughout the COVID-19 pandemic,
which they believe with passion and conviction. I truly
try are becoming apparent in certain airport operations,
issues is likely to affect not only the competitiveness of
implementing reforms to achieve the target of ¥200
believe that the unlimited power of our employees will
such as ground handling and security inspections. For
individual airline companies but also the international
billion in operating income for fiscal 2025 as stated in
open the future of the ANA Group. We offer our full
the ANA Group to achieve sustainable growth, we must
competitiveness of the Japanese airline industry. For our
the ANA Group Corporate Strategy.
support to ensure the ideas of each individual is given
improve the attractiveness of the airline industry as a
group and for the Japanese economy, environmental
whole and secure human resources in a stable manner.
responsiveness is no longer a medium- to long-term
We will contribute to the sustainable development of
issue. By facing environmental challenges head-on, the
the airline industry by improving work environments and
ANA Group hopes to ensure our path to achieving
Rewarding the Encouragement of
Shareholders and Investors
Our shareholders and investors offered great encour-
shape, and we will lead our group toward a growth
trajectory as quickly as possible. The ANA Group
continues to take on the challenge of co-creating new
value with stakeholders, continuing to take on new
compensation, by raising productivity through innova-
carbon neutrality.
agement and advice throughout the COVID-19 pan-
challenges and Uniting the World in Wonder.
tion, and by collaborating actively with governments
and related organizations.
We respect and value people, not only our employ-
ees but also their families and everyone involved in the
supply chain who supports our businesses. Our ulti-
mate goal is the happiness of all people in and around
the ANA Group. Through the experience of the
COVID-19 pandemic, I came to realize that in the
process of achieving this goal, it is the everyday
actions of group employees that raise corporate sus-
tainability. These actions include building deep rela-
tionships of trust with a long list of stakeholders,
including customers, business partners, partner air-
lines, national and local governments, financial institu-
tions, and shareholders.
The Urgency in Responding to
Environmental Issues
The second point is accelerating our environmental
responsiveness. In October 2022, the ICAO General
Assembly tightened CORSIA*1 rules. As a result, it is an
almost certainty that member airlines will be obligated to
offset carbon emissions beginning in 2024. The ANA
Group updated our transition scenarios accordingly, and
we are implementing fuel savings through operational
improvements as one of numerous measures. However,
catching up with international expectations in the speed
of CO2 reductions through self-help efforts alone will be a
challenge. We are preparing for the use of carbon credits
to a certain extent and engaging in deeper discussions
with stakeholders, including the government and oil
wholesalers, on the use of SAF*2. SAF is the most prom-
ising future response measure, and we are consulting
with these parties to establish a system for a stable
*1 CORSIA: Carbon Offsetting and Reduction Scheme for International Aviation
*2 SAF: Sustainable aviation fuel
Accelerating Digital Transformation for
Customer and Employee Experience
The third point is fostering human resources for digital
transformation (DX).
Digital transformation is one of our most important
management foundations. We plan to collaborate and
utilize data across the ANA Group, training digital
human resources and making necessary investments.
For example, we can use data for in-flight and call
center customer service or to maximize revenues by
promoting cross-use among economic zone services.
As a measure to improve customer experience (CX),
we believe in raising the overall value of the experi-
ence, from pre-travel through post-travel, rather than
focusing on specific points of interaction, such as at
the airport and in-flight. We believe this comprehen-
sive approach will lead to enhanced competitiveness.
Our new ANA Smart Travel service model allows cus-
tomers to use smartphones in all travel scenarios,
making the air travel experience smooth and stress-
free. At the same time, automation and self-service for
related travel procedures will enhance employee expe-
rience (EX), allowing our employees to focus on ser-
vices that only people can provide. However, in terms
of DX, we feel there are many areas for improvement
compared to global competitors. These areas include
user interface (UI) and user experience (UX) design. By
accelerating DX, including the rapidly advancing area
of generative AI, we believe we will achieve business
process transformation beyond mere IT. New ideas will
increase customer convenience while improving
supply of SAF at competitive prices and quality. Whether
employee work comfort and productivity.
Building Trust with Stakeholders for Renewed Growth
External constraints continue, including extended
cost increases due to rising prices. However, we
rerouting around Russian airspace and unavoidable
intend to deepen trust with stakeholders who
demic. One of the most gratifying developments was
I ask for your continued support and encouragement.
the comments we received in response to our reduc-
tion of employee wages and bonuses during the pan-
demic. Many stakeholders were aware of the
importance of short-term performance, but asked us
to restore wages and bonuses as quickly as possible
to ensure growth over the medium to long term. The
reality was opposite, in fact, as many ANA Group
employees indicated that, even though the reduction
of wages would be painful, it was unavoidable at a
time when shareholders continued to receive no divi-
dend payments. Other feedback reflected consider-
ations of investors, who would likely want to see the
group reduce costs as much as possible to improve
performance, and who would likely react negatively to
wage increases. When we communicated the volume
of supportive feedback from shareholders and inves-
tors to one employee, she said that the kind words
motivated her to work even harder. In fiscal 2022, we
made the difficult decision to forgo dividends to priori-
tize the recovery of wages for our employees. As our
business performance has begun to improve, we hope
to resume dividends at the earliest possible time for
our shareholders who have so warmly watched and
supported the ANA Group throughout the COVID-19
pandemic.
United in Purpose for Renewed Growth
With the COVID-19 pandemic, I was reminded once
again that the shared aspirations of management and
employees are what drive our company. No matter
what the challenge, we cannot take a single step for-
ward without the help of our employees. I believe my
most important role is to unite the 40,000 ANA Group
employees around the world in purpose, setting the
stage for each employee to work with drive and
energy. My personal motto is kofu yukei (never take
shortcuts) from the Analects of Confucius. Teaching
respect for a just cause and traveling the “royal road”
in a fair and honest manner applies to the essence of
our work. I tell group employees to follow the path in
August 2023
SHIBATA Koji
President &
Chief Executive Officer
8
9
Management Message
The Source of Value Creation:
Leveraging the Power of People and the Capabilities of Our Organization
ANA’s Way, our group action guideline, carries the spirit of our founder as expressed through the concepts of Hardship Now,
Yet Hope for the Future and Wakyo (close cooperation). Our strength is the power of people, brought to the fore when our
diverse human resources practice ANA’s Way in their daily activities. Employees share the insights gained through their efforts
and challenges with their peers, leading to a cycle of new value creation as we involve others actively in the pursuit of our busi-
ness. Through this virtuous cycle, the ANA Group corporate culture of mutual interest, recognition, and collaboration across
company and job boundaries demonstrates the capabilities of our organization.
The ANA Group believes that maximizing the power of people and the capabilities of our organization is the most essential
factor in sustainable value creation. Just as an aircraft cannot be operated by a single employee alone, our business requires
staff who share the same values to cooperate and provide services while never compromising on quality. This power of people
and the capabilities of our organization create a unique synergistic effect.
Anshin, Attaka, Akaruku-genki!
(Trustworthy, Heartwarming, Energetic!)
—ANA’s Way—
Safety
Customer Orientation
Social Responsibility
Team Spirit
Endeavor
Create
Endeavor and
Endeavor and
Challenge
Challenge
Capabilities
of Our
Organization
The Power
of People
Hardship Now,
Hardship Now,
Yet Hope for
Yet Hope for
the Future
the Future
ANA’s Way
Notice
Notice
Involve
Involve
The Power of People and the Capabilities of
Our Organization:
Notice, Involve, and Create
The cornerstone of safe, high-quality services at the ANA Group is the
broad collaboration of diverse human resources across organizational
boundaries. We have created an environment in which the power of people
and the capabilities of our organization are clearly visible on a daily basis.
As an example, when flight dispatchers and operations support staff
notice weather conditions or points enroute likely to cause turbulence, they
share this information with the pilots before the flight and work with the flight
attendants on board to develop measures together for safety and security.
This flow of cross-departmental communications, cross-organizational
cooperation to solve problems, and collaboration to create the best pos-
sible service is not specific to jobs or issues. This flow is rooted deeply in
the corporate culture of the ANA Group, and it is the reason why the power
of people and the capabilities of our organization support value creation.
“Hardship Now,
Yet Hope for the Future”
“Wakyo”
(Close
Cooperation)
“Trust and love
are the threads
that weave a
beautiful world”
A Spirit Inherited from
the Time of Our Founding
With just two helicopters, ANA began operations in
1952 as Japan’s first purely commercial airline. The
words of our founder, Hardship Now, Yet Hope for the
Future, express our belief that no matter how severe
the hardship, one must not shrink, but rather believe in
a brighter future, striving, growing, and hoping for a
time when prosperity comes in leaps and bounds. As
in the past, our employees today continue to take on
all challenges with these words in their hearts.
Embracing Wakyo (close cooperation), we conduct
ourselves through genuine discussions and concerted
action to achieve our goals. This approach forms the
source of the ANA Group value.
10
11
The ANA Group Value Creation Process The Value Creation Process
External Environment
Risks and Opportunities
Reinvest Expanded Capital
FY2023-25 ANA Group Corporate Strategy
1. Maximize profits of airline business
2. Expand non-airline profit domains
3. Expand the ANA Group Economic Zone
Materiality
People
Human
Resources
• Respond to labor shortages (secure human
resources supporting business operations)
• Cultivate human resources and organizations
capable of achieving change (airline and non-airline)
• Improve human-based productivity
DEI
• Pursue DEI
Human
Rights
• Fulfill our responsibility to respect human rights
throughout the supply chain
Enrich the lives of our employees and
their families, while fulfilling our responsi-
bility to respect the human rights of those
involved directly and indirectly with the
ANA Group.
Vision for 2030
New Management Vision
Uniting the World
in Wonder
Chosen and Trusted
Group Quality
Strong Relationships
with Our Stakeholders
Endeavor
Endeavor
and
and
Challenge
Challenge
• Implement transition strategies to achieve medium- and
long-term environmental goals related to CO2 reductions (SAF
procurement, use of negative emissions technologies, etc.)
Environment
• Reduce waste in resources and food
• Conserve biodiversity
We contribute to the creation of prosperous
and sustainable societies, providing environ-
mentally friendly means of transportation,
while sharing our concern for the earth with
people around the world.
Create
Create
Capabilities
of Our
Organization
The Power
of People
Hardship Now,
Hardship Now,
Yet Hope for
Yet Hope for
the Future
the Future
Involve
Involve
ANA’s Way
Notice
Notice
Regional
Revitalization
• Innovate to resolve social issues
• Regional revitalization through social contribution and
resolving social issues
We will pursue our corporate activities while
placing importance on our relationships with
local communities. At the same time, we
strive to expand interactions among people
and revitalize local economies.
Create Social Value and Economic Value in Parallel
Safety
Human Capital
Digital Transformation (DX)
Mission Statement
Improve Engagement
l
i
S
u
s
t
a
n
a
b
e
C
o
r
p
o
r
a
t
e
V
a
u
e
E
n
h
a
n
c
e
m
e
n
t
l
Driven by the power of people and the capabilities of our organization, the ANA Group continues to execute strategies while
In the process of conducting business while fulfilling our responsibilities as social and transportation infrastructure, we build
maintaining safety, human capital, and digital transformation (DX) as the foundation of management. We pursue constant
strong relationships with stakeholders to become a trusted business of choice. These stakeholders include customers, employ-
improvement in quality, including safety, on-time operations, and comfortable services. To this end, we bring the specialized
ees, local communities, the Star Alliance, partner companies, and shareholders.
skills and expertise of our diverse human resources to bear, honed and refined constantly on the front lines. At the same time,
The capitals linking these qualities and relationships will evolve our businesses further through repeated growth and reinvest-
we continue to steadily execute the ANA Group Corporate Strategy, which incorporates materialities related to people (human
ment. At the same time, the confidence and conviction gained through the process of value creation and relationships with
resources, human rights, DEI), the environment, and regional revitalization.
stakeholders will improve the engagement of Group employees and amplify their mindsets to take the next action. In this way,
we will accelerate the value creation cycle at the ANA Group.
12
13
The ANA Group Value Creation Process
Creating Social Value and Economic Value in Parallel
For the ANA Group to create value sustainably and continue to be the preferred choice of customers, we must
address environmental and social issues from a global perspective, while at the same time executing business and
financial strategies. To this end, we pursue our management strategy while clarifying the specific forms and goals for
each materiality that guides ESG management. And by creating social value and economic value simultaneously, we
will achieve our Management Vision for the year 2030, contributing to the United Nations Sustainable Development
Goals (SDGs), and delivering the sustainable enhancement of corporate value.
The Value Creation Process
(P.12-13)
Capabilities
Capabilities
of Our Organization
of Our Organization
The Power of
The Power of
People
People
Reaching toward the Ideal State of the ANA Group in
2030 as the Path for Increased Corporate Value
The new ANA Group Management Vision for 2030 is Uniting the World in Wonder: ANA Inspires Our Employees,
Customers, and Society to Explore Endless Possibilities with Diverse Connections that Begin in the Sky. The ANA
Group and our DNA to Challenge continue to evolve toward the year 2030, and this vision expresses our desire to fill
the world with wonder and joy by making new challenges and creating possibilities together with our stakeholders
around the world.
The ANA Group of today was founded in the airline business. And we will continue to create new encounters and
connections among people, goods, and services, growing our business through next-generation mobility, an expanding
economic sphere touching daily lives, and the challenge to create new models through cross-border open innovation.
This new Management Vision, created through discussions among the 40,000 ANA Group employees about their
future aspirations, also provides a roadmap for enhancing corporate value. We will achieve sustainable growth through
the collective efforts of the ANA Group, each employee sharing this belief, strengthening in unity, and pursuing the
FY2023-25 ANA Group Corporate Strategy tirelessly.
Growing and Reinvesting the ANA Group Capitals
Among the diverse capitals created through our unique business model, our critical strengths lie in chosen and
trusted group quality and strong relationships with stakeholders. We view these strengths as distinctive capitals in
executing our strategy and moving along the value creation cycle.
ANA Group Capitals to Create Social Value and Economic Value in Parallel
Capital
Item
Examples
Safety
Number of participants in education and training at the ANA Group Safety Education Center (ASEC)
34,443 (cumulative over the past three years)
On-time
On-time arrival rate 89.8% (ANA Brand, 2022)
Performance
CIRIUM
Global Network No.1 / Asia Pacific Network No.1
Service Quality
SKYTRAX
5-STAR rating for 10 consecutive years (2022)
No.1 in in three categories (2023)
- World’s Best Airport Services
- World’s Cleanest Airline
- Best Airline Staff Service in Asia
In-service rate
95.0% (FY2022)
Optimal Fleet
Configuration
Fuel-efficient aircraft ratio: 77.0% (as of March 2023)
Number of routes: 53 international routes / 142 domestic routes (ANA Brand)
Route Network
Number of JV partner airlines: 4 / Number of code-share partners: 30
Number of Star Alliance member airlines: 26 (as of March 2023)
Relationships with
Service Areas
ANA Mileage Club
(AMC)
Comprehensive cooperative agreements with local governments: 12 prefectures (as of March 2023)
AMC members: 40 million (as of March 2023)
Employee
ANA’s Way Survey (ANA Group Employee Engagement Survey)
Engagement
Avg. score for all questions: 3.96/5.0 points (FY2022)
Trust and Support
from Society
Number of customer comments (including complaints): 91,632 (FY2022)
C
h
o
s
e
n
a
n
d
T
r
u
s
t
e
d
G
r
o
u
p
Q
u
a
l
i
t
y
S
t
r
o
n
g
R
e
l
a
t
i
o
n
s
h
i
p
s
w
i
t
h
O
u
r
S
t
a
k
e
h
o
l
d
e
r
s
14
15
The ANA Group Value Creation Process
Business Strategy
We finalized the FY2023-25 ANA Group Corporate Strategy in February 2023.
Amid a drastically changing environment surrounding our industry,
we intend to accelerate the transformation of our business model to
achieve our new management vision, Uniting the World in Wonder,
and enhance corporate value even further.
16
17
FY2023-25 ANA Group Corporate Strategy
Role of the ANA Group Corporate Strategy
FY2023-25 ANA Group Corporate Strategy Themes and Strategies
FY2020-22
FY2023-25
Under COVID-19
With-COVID-19
Theme
October 2020 Business Structure Reform
Establish a resilient
business structure
February 2023 Mid-Term Corporate Strategy
Build basis for growth
Change to achieve our 2030 vision
Business Structure Reform
FY2023-25 Corporate Strategy
1) Reduce resources
1) Maximize profits of airline business
Business
2) Transform the business model of
2) Expand non-airline profit domains
Air Transportation Business
3) Utilize customer data assets
3) Expand the ANA Group Economic Zone
Finance
ESG
Cash on
hand
Secure
Capital
expenditures
Control
Shrink
CAPEX
E
S
Environment
Respond to climate change, Reduce CO2 emissions
P.60
People / Regional
Revitalization
Human capital, human rights, solutions to social issues P.48
G
Governance
Appropriate information disclosure
P.90
FY2026 and beyond
Post-COVID-19
Corporate Value
Enhancement through
Sustainable Growth
Generating profits
exceeding
pre-COVID levels
Achieve new
management vision
Build robust
financial base
ESG Management
Initiatives and Target
Achievement
1. Management Theme
Business Strategy
Three Pillars
1) Optimize multi-brand and Expand cargo to maximize airline business profit
2) Expand profit domains unconnected to airline by appropriate resource allocation
3) Expand ANA Economic Zone for sustainable group growth
2. Strategy Big Picture
Air Transportation
Launch in February 2024
(2) Expand cargo
(1) Optimize multi-brand
1) Maximize
profit in airline
business
Excursion
Gate App
New EC Mall
Mobile payments
Excursion
Non-Air
(3) Appropriate resource allocation
Core business
Strengthen business
Create business /
Invest
2) Expand non-air
profit domains
AMC members
Approx. 40 million
(4) Establish ANA Economic Zone
3) Group’s sustain-
able growth
As the COVID-19 pandemic comes to an end with a clear
Amid these developments, we view the period from fiscal
Our strategy consists of three strategic business pillars. In
In the Non-Airline Business, we intend to create new
recovery in air travel demand, we are now finally able to
2023 through fiscal 2025 as a time of transformation to
the Air Transportation Business, we will optimize ANA,
models in response to society, expanding revenue domains
envision the future of the ANA Group, formulating a concrete
solidify our footing for a return to growth and to achieve our
Peach, and AirJapan brand operations while we expand the
linked to the Non-Airline Business by allocating resources
plan toward this vision. These plans mark the first time in five
vision for 2030. While growing revenues around our Air
cargo business under ANA to maximize profits.
optimally according to business type.
years we formulated a medium- to long-term vision for a
Transportation Business, we plan to strengthen our Non-
return to growth in the post-COVID-19 era.
Airline Business, encouraging customers to use services
In October 2020, we announced a three-pillar plan for
across our airline and non-airline businesses.
Business Structure Reform in anticipation of the prolonged
The period following fiscal 2026 will be a phase in which
impact of COVID-19: (1) Reduce the scale of our Air
we return to full-scale growth as we aim to build a strong
Transportation Business temporarily; (2) Transform the busi-
financial foundation and generate profits exceeding pre-
ness model of Air Transportation Business; and (3) Utilize
COVID-19 levels.
customer data assets. On the financial front, the ANA Group
We will engage in ESG management based on a manage-
secured liquidity on hand and curbed capital expenditures.
ment foundation of safety, human capital, and digital trans-
Amid the easing of border controls and domestic travel
formation (DX) to enhance sustainable corporate value
restrictions in many countries, in fiscal 2022 we returned to
improvements through the simultaneous creation of social
profitability for the first time in three fiscal years.
and economic value.
Further, we intend to expand the ANA Economic Zone for
sustainable growth, as we execute a platform strategy
leveraging our entire customer base, which is a competitive
advantage of an airline group.
18
19
Business Strategy
FY2023-25 ANA Group Corporate Strategy
Air Transportation Business
1
Portfolio
1. Purpose
1) Expand market share and profits by leveraging three brands: ANA, Peach, AirJapan
2) Adjust routes, timetables, number of flights, etc., flexibly across brands to maximize profits
3) Increase profitability through marketing tie-ups, interconnectivity improvement among brands, collaborations, and the consolidation of functions
2. Positioning by Brand
High
Full
Fare
Lineup
P
r
e
m
u
m
i
L
C
C
H
y
b
r
i
d
Full lineup of routes and services at stable quality
Inspiration of Japan
Pleasant service with no waste
Fly Thoughtful
A bridge to Asia, to deepen exchanges
of people, goods & services
Live!
Low
Simple
Short-range
Mid-range
Long-range
Domestic
International
Benefit of optimizing multi-brand
1) Marketing/sales partnerships
- Share data and knowledge
- Reservation screen transition
2) Interconnectivity improvement
among brands
- Cover various needs by three
different brands
3) Collaboration and
consolidation of functions
- Aircraft procurement,
Maintenance, etc.
Improve market share
Expand profit
2
Demand and Fleet Strategy
Air Transport Demand
FY2023-25
Fleet Strategy
Domestic
Routes
[Forecast] Increased demand, mainly from leisure and inbound to Japan
Business demand will see slowdown in the pace of recovery
International
Routes
[Forecast] Gradual recovery in leisure from Japan
Increase in total demand above pre-COVID-19 levels
(including trilateral demand)
1) Expand the number of fleet with business scale
2) Pursue social and economic value in fleet strategy
(Secure resource for growth, update fleet, consider the environment)
No. of Aircraft*3
Group Total
300
268
290
–295
Above
Pre-COVID-19
ANA Group Demand Assumptions*1
Pre-COVID-19
(Jan-Dec 2019) = 100
End of
FY2022
95%
FY2023 (Avg.)
95%–100%
Domestic ANA+Peach
70%
55%
ANA International*2
Optimize Air Transportation
Business Portfolio
Overall Market Demand Forecast
FY2025
(Avg.)
100%
Seek to increase market share
in the demand recovery stage
for share in markets already
superior to our competitors.
(End of FY)
Wide-Body
Mid-Body
Narrow-Body
Prop
267
236
250
~255
33
FY2019
32
FY2022
(Forecast)
35~40
FY2025
(Plan)
59
106
111
24
33
103
108
24
FY2030
(Image)
(FY)
Approx.110
Approx.115
Increase mainly
in mid- and
narrow-body
*1 We calculated results and forecast including award ticket usage to reflect the adop-
tion of Accounting Standard for Revenue Recognition (vs. CY2019 results updated to
reflect the new standard)
*2 Including AirJapan
*3 Owned aircraft, excluding retired aircraft, aircraft awaiting sale or lease, and aircraft in
storage maintenance
Aiming to increase market share and expand profits, we
At the same time, we intend to adjust service routes,
Next, let’s address our forecast of passenger demand over
utilizing a network strategy accounting for the balance
intend to develop the three brands in our Air Transportation
schedules, the number of flights, etc., collaborate in aircraft
the medium term.
between supply and demand.
Business portfolio, ANA, Peach, and AirJapan, to respond
procurement and maintenance, and pursue greater collabo-
In the Domestic Passenger Business, passenger demand
During the COVID-19 pandemic, we reduced our fleet tempo-
to changing needs and behaviors in the wake of the COVID-
ration and functional integration among brands to increase
is expected to increase, mainly in leisure and inbound travel.
rarily as part of our fleet strategy, mainly in wide-body aircraft.
19 pandemic.
profitability.
Each of these three brands will play a role according to
differences in fares, product lineup, and route distances,
while we execute the brand concept of each company in a
way that covers demand globally.
We will also use data- and knowledge-sharing, reserva-
tion screen transitions, and other coordination between
marketing and sales to improve the mobility between our
brands.
We assume that the pace of recovery in business demand
Beginning with fiscal 2023, we intend to increase our fleet grad-
will be slower than in the past. But we also expect passenger
ually as an important resource supporting growth. We plan to
volume for ANA and Peach combined in fiscal 2023 will
have more than 290 aircraft in our fleet by fiscal 2025 and
recover, averaging 95% to 100% of pre-COVID-19 levels.
exceed the number of aircraft pre-COVID-19 by fiscal 2030.
Leisure travel demand from Japan should recover gradually to
Further, the ratio of mid- and narrow-body aircraft will rise,
increase international passenger demand, while we expect overall
and we expect to have more than 100 Boeing 787 series
demand, including trilateral traffic, to rise above pre-COVID-19
aircraft in service by fiscal 2030. As we strengthen resource
levels. In fiscal 2023, passenger demand should recover to
allocation to international routes, which represent an area of
around 70% of pre-COVID levels on a fiscal-year average basis.
growth, we will also pursue social and economic value in
Both domestic and international routes are entering a
parallel through our fleet strategy, increasing the share of
stage of demand recovery. We will seek to increase market
fuel-efficient aircraft and seeking to employ other environ-
share in areas where we are ahead of the competition,
mental measures.
20
21
Business Strategy
FY2023-25 ANA Group Corporate Strategy
Air Transportation Business
3
Passenger Business Strategy
4
Cargo Business Strategy
International Passenger Business
Domestic Passenger Business
International Cargo Business
ASK
(FY2019 ASK = 100)
ASK
(FY2019 ASK = 100)
ATK
(FY2019 ATK = 100)
100
100
(Standard)
Approx. 80
100
100
(Standard)
Approx. 105
Over 100
96
Approx. 105
50
0
49
28
19
75
50
66
50
2019
2020
2021
2022
2023
2025
(FY)
2019
2020
2021
2022
2023
2025
(FY)
* ANA Group total
* ANA Group total
Belly + Freighters
Freighter Only
95
Approx. 95
90
Approx. 110
62
25
33
32
32
Approx. 30
100
100
(Standard)
19
50
0
2019
2020
2021
2022
2023
2025
(FY)
Target Area by Brand
Target Area by Brand
Target Area by Brand
ANA Locations
Peach Locations
Areas covered through alliances
(joint ventures, code-share, etc.)
Asia /
China
Belly
many
Mid-freighter
Japan
Belly
small
Wide-freighter
North
America
1) Pursue structure reform to generate profits
• Maximize cargo revenue by capturing growing Asia–North
America / Europe transportation demand and utilizing
freighters to handle oversize cargo, etc.
2) Leverage the strength of combination carrier
• Optimize network balance between belly and freighter
Expand profitability by adjusting supply according to
demand trends
Assign roles of belly and freighter
Belly
• Frequent flights in small-mid markets
• Fresh food, pharmaceuticals, small items, etc.
• Supplement belly in mid-large markets
Freighter
• Oversize and special cargo
Over the medium to long term, we will recover capacity and meet
In our Domestic Passenger Business, ANA and Peach will
To maintain the high profitability of the Cargo Business
commercial product transport to take advantage of the
the wide increase in post-COVID-19 demand, organizing and
continue to work cooperatively to develop optimized flight sched-
established during the COVID-19 pandemic, we will move
unique characteristics of both passenger aircraft and
strengthening our route network to place our International
ules, helping build a stable business foundation for the Group.
forward with structural reform to secure earnings capacity,
freighters.
Passenger Business on a growth trajectory.
During the period covered by our corporate strategy, we plan to
while leveraging the strengths of ANA as a combination car-
On July 10, 2023, we executed a final agreement with NYK
Indexing ASK results in fiscal 2019 to 100, we plan to raise
maintain ASK at roughly pre-COVID-19 levels.
rier to expand profits through the optimization of space
Line to acquire all Nippon Cargo Airlines (NCA) shares from
ASK to about 80 in fiscal 2023 and 105 in fiscal 2025.
For its part, ANA will capture a broad range of customers,
between our passenger aircraft and freighter networks,
NYK. We view our cargo business in the post-COVID-19 era
ANA will resume and increase flights, mainly on trunk routes, to
including business demand, focusing on trunk routes. ANA will
responding flexibly to supply in line with demand trends. To
as an important means of sustainable growth, and we intend
restore its global route network.
also expand the availability of ANA Smart Travel to improve cus-
maximize revenue, we intend to capture growing demand for
to pursue integration synergies to ensure stable profit
Peach will improve profitability by specializing in short- and
tomer convenience and employee productivity.
transportation between Asia and Europe, while also covering
generation.
medium-haul routes as before COVID-19, as well as by improving
Peach will concentrate resources on highly profitable routes,
demand for oversize cargo, etc., using freighters.
aircraft and crew utilization.
mainly to/from Kansai and Narita. The brand will adjust capacity
Specific measures here include consolidating freighters to
We intend to launch AirJapan as a new ANA Group brand in
flexibly as international business recovers.
February 2024. Meanwhile, we will secure a new revenue source
from visitors to Japan on medium-haul routes, mainly to/from
Narita.
22
routes to/from Narita, operating wide-body freighters to
capacity, concluding multi-year contracts, and improving
operational efficiencies. In addition, we will strive to optimize
the balance of supply among service areas, incorporate
23
Business Strategy
FY2023-25 ANA Group Corporate Strategy
Non-Airlines
1. Purpose
1) Optimize resource allocation and maximize earnings thorough analysis based on return on investment
2) Develop a framework for business expansion
3) Create new business in response to change in society, and develop a framework to support them
2. Categorization and Direction
Business
Direction
1) Core Businesses
2) Focus Business
3) Bus. Creation, Investment, Etc.
Travel, Trading,
Logistics,
ANA Economic Zone
Grow into Core
Business
Regional Revitalization,
Real Estate, Training,
Building Facilities, Etc.
Commercialized
Avatar
Metaverse
Considering
Air Mobility
Drone
Space
Business Expansion
Driver of Revenue
Generate Stable Profits
Pursue Structure Reform
Pursue Investment and
Commercialization
Concentrate Resources
Speedy Management, Delegation of Authority, Expanded Alliances
Optimize Resources
Achieve growth strategy
Develop and execute plan
Total Major 7* Non-Air
Companies
FY2018
FY2025 (Target)
Operating Revenues
Approx. ¥360.0 Billion
Approx. ¥400.0 Billion
Operating Income
¥8.5 Billion
¥24.0 Billion
Operating Income
Margin
Approx. 2.4%
Approx. 6%
* ANA X, ALL NIPPON AIRWAYS Trading, OCS, ANA Akindo,
ANA FACILITIES, ANA Business Solutions,
ANA SKY BUILDING SERVICE
ANA Economic Zone: Creating a World in Which People Live in
a Mileage-Based Ecosystem
Platform strategy leveraging our customer base
Purpose
Realize the world of living with mileage ecosystem in wonder, expand ANA Economic Zone
1) Establish Systems
2) Enhance Content
ANA Mileage Club App
(October 20, 2022 update)
New ANA Pay
(May 23, 2023 release)
New EC Mall “ANA Mall”
(January 31, 2023 release)
Initiatives
(Recent)
Through
FY2025
Through
FY2030
xpand chances for
both mileage
accumulation &
redemption
Redesign as gateway app
Expand into many mini-apps
Charge through a
variety of means
Original ANA Group products
Attractive lineups by external partnership
Evolve into a Super App
Diversify recharge & payment
Develop EC Mall to expand ANA Economic Zone
Fully utilize our strengths of the airline group
AMC* Members Approx. 40 million
Award tickets
Low redemption rate
Customer data
Location prediction
In Wonder
Extraordinary experiences
ANA customer base
High purchasing power
Comprehensive transportation
From everyday to extraordinary
Contribute ¥40.0 billion to revenue by FY2025
Platform strategy contributes to value creation
* AMC: ANA Mileage Club
Each ANA Group company is involved in the Non-Airline
businesses to generate stable profits. In addition, we intend
Our platform strategy is designed to leverage our customer
The ANA Mall offers an attractive assortment of goods
Business. Here, we intend to allocate management
to invest in and commercialize new models in response to
base. Working from this platform, we plan to expand the
from the Group’s own merchandise, as well as merchandise
resources appropriately and conduct management by busi-
changes in society (air mobility, drones, etc.) to accelerate
ANA Economic Zone quickly to create a world in which
from external partners. We will expand opportunities to use
ness model, aiming for continued profit maximization.
our path along growth strategies and business plans in the
people live in a mileage-based ecosystem.
miles further by increasing the number of shops and ANA
To this end, we will strengthen our framework to support
future.
In October 2022, we updated the ANA Mileage Club app
products.
business growth through a new management structure
By allocating resources optimally throughout the Non-
as part of this platform, serving as a gateway to the various
We aim to increase operating revenues by approximately
distinct from the Air Transportation Business. Under this
Airline Business, we target ¥400 billion in operating rev-
services for better daily living that the ANA Group offers.
¥40 billion in fiscal 2025 and establish miles as a pillar of
structure, we will train and assign human resources, evalu-
enues and ¥24 billion in operating income among seven
One of the core features of the app is the new ANA Pay,
Group earnings in the medium term. To this end, we will
ating businesses in detail based on return on investment.
major companies in this category in fiscal 2025.
released in May 2023. ANA Pay allows credit card payments
provide mileage services that meet the needs of individual
The Travel Services, Trade and Retail, and other core
businesses are targets for expansion and designation as
earnings drivers. On the other hand, we are pursuing struc-
tural reform in regional revitalization and real estate
and integrates with Apple Pay for a variety of convenient
customer lifestyles and encourage customers to use both
recharging and payment methods. We made the functions
Non-Airline and Air Transportation Businesses through
more intuitive for customers and now provide more opportu-
mileage.
nities to earn and use miles in daily life.
24
25
Business Strategy
FY2023-25 ANA Group Corporate Strategy
DX Strategy
Financial Strategy
1
Consolidated Operating Revenues and Operating Income
Transform business and create value through digital and data across the group
1) Create new value in the real-world transportation of people & goods
2) Expand digital and virtual business, adapting to changes in society and the times
3) Strengthen ability to innovate by groupwide data management, hiring and training digital human resources
DX-Based Processes and Initiatives
Specific Initiatives
IT Investment
IT investment amount
FY2023-25 1.5 times
(vs.FY2020-22)
Human Resources Development
Data Management
Digital talent
FY2025 1.6 times
(vs.FY2022)
Amount of usable data
FY2025 4 times
(vs.FY2022)
1) ANA Smart Travel
Business efficiency
• Complete travel process via smartphone
• Remote customer support via AI & robotics technologies
2) 1to1 Marketing
Maximize income
• Enhanced personalized services (ex. meal pre-order)
• Service proposals by customer characteristics
3) Virtual business
Expansion of business
• Avatar business (avatarin)
• Metaverse business (ANA NEO)
Key topics for promoting transformation
Create value through employee, customer satisfaction
• Create group synergies by digital & data
• Grow data-driven management
For employees
Offer smart work styles
For customers
Offer new experience value
1. Operating Revenues
(Consolidated)
FY2022
(Results)
Air Transportation
Non-Air
(Before adjustments)
23%
¥1,707.4
Billion
77%
+15%
2. Operating Income by Segment
Operating Income Margin
(%)
Bubble Size: Operating Income (Before Adjustment)
10.0
5.0
Airline
¥124.1
Billion
Trade & Retail
Airline Related
0.0
Travel
3.5
2.3
-2
FY2023
(Targets)
24%
¥1,970.0
Billion
76%
+18%
FY2025
(Targets)
Non-Air
24%
Operating Income in Air Transportation Business
1.5 times
(FY2022 FY2025)
¥134.0
Billion
4.0
4.0
8.5
¥2,320.0
Billion
76%
Air Transportation
Business
¥181.0
Billion
¥10.0 Billion
¥9.5 Billion
¥8.0 Billion
FY2022
FY2023
FY2025
We intend to use digital technologies and data to transform
human resources, while supporting the reskilling and devel-
For fiscal 2022, consolidated operating revenues increased
We intend to allocate management resources appropri-
our businesses, creating new value across the ANA Group.
opment of all employees.
67% year on year, the result of a steady recovery in pas-
ately in the Non-Airline Business according to business
Our vision of DX aims to create new value in the real-world
Through these efforts, we intend to improve customer
senger demand, particularly in our Air Transportation
model, aiming to grow sales and profits across all segments.
movement of people and goods, expanding digital and
and employee satisfaction, offering new experience value to
Business. Supported by this recovery, we expect the ANA
virtual businesses that adapt to changes in society and the
our customers and smart work styles to our employees to
Group to continue to grow over the next three years, target-
times. Today, we are building a groupwide data manage-
solidify the foundation for value creation in the ANA Group.
ing sales of ¥2.32 trillion by fiscal 2025.
ment system and securing and developing digital human
resources to serve as the basis for this expansion.
The ANA Group is developing BlueLake as a group data
lake to serve as cross-organizational data infrastructure to
strengthen data management and leverage the data owned
by our businesses. Meanwhile, we focus on recruiting digital
By segment, our operating income target for the Air
Transportation Business is to exceed ¥180 billion in fiscal
2025. This target is 1.1 times higher than fiscal 2018, when
we posted record profits, and more than 1.5 times higher
than our fiscal 2022 results. At the same time, we aim for
an operating income margin in excess of 10%.
26
27
Business Strategy FY2023-25 ANA Group Corporate Strategy
Financial Strategy
2
Cash Flow and Capital Expenditures
3
Management Resource Allocation and Balance Sheet
1) Identify investments essential to return to growth; FY2023-2025 avg. ¥270 billion / fiscal year
2) Emphasize financial discipline and generate free cash flow while controlling CAPEX
1. Cash Flow Plan * Graph shows FY Average
2. Target and Level of Capital Expenditures
FY2020-21
(Results)
FY2022
(Results)
FY2023-25
(Targets)
(¥ Billion)
600
400
200
0
-200
a) Aircraft
• Medium- to long-term growth capital for post-COVID
b) Digitalization and labor savings
• Improve services to meet contactless needs
• Enhance human-based productivity, strengthen cost
competitiveness
CAPEX Plan
FY2020-22
(FY Avg.)
FY2023-25
(FY Avg.)
¥80.0 Billion
¥65.0 Billion
¥150.0 Billion
¥120.0 Billion
Approx.¥145.0 Billion
Approx.¥270.0 Billion*2
Fleet-related
Other
Total
Cash flows from operating activities
Cash flows from investing activities*1
Substantial free cash flow
*1 Not including time negotiable deposits of
more than three months, etc.
Substantial Free Cash Flow
FY2023-25 (3 years)
Total ¥220.0 Billion
*2 Due to the postponement of certain aircraft receipts, investments scheduled for
FY2022 will be delayed until FY2023 or later.
We expect the average annual investment between FY2023 and FY2025 to
increase from ¥250 billion per year, as disclosed on Oct. 31, 2022. However
total investments between FY2020 and FY2025 (six years) will be within the
range of our original plan.
1. Management Resource Allocation
FY2020-22
FY2023-25
FY2026 and beyond
Shareholder
Returns
Growth
Investments
Financial
Platform
2. Balance Sheet
(¥ Billion)
Resume dividends
Emphasize
shareholder returns
EPS to
Pre-COVID-19 level
Limit capital expenditures
Growth investments essential for the future
Investment for full-scale growth
Restore employee wages
Return to profitability
Turnaround in consolidated retained earnings
Obtained A credit rating
Improve capital efficiency
in parallel
Improve financial base
Strengthen financial base
End of FY2023 (Results)
End of FY2025 (Image)
Liquidity on hand
1,183.7
Total assets
Equity ratio
Interest-bearing
debt
1,607.9
Shareholders’ equity
862.4
¥3,366.7 Billion
25.7%
Liquidity on hand
700.0
Interest-bearing debt
1,100.0
Shareholders’ equity
1,100.0
Approx. ¥3,000.0 Billion
Approx. 37%
[Mid-Term Direction]
a) Reduce total assets
- Liquidity on hand:
¥500 Billion
b) Accumulate equity capital
- Equity ratio to 45%
* Excluding equity valuation of
subordinated loans
The ANA Group target for the three years between fiscal
and we plan to secure stable free cash flow over the same
Our allocation of management resources will change in
to increase shareholder returns over the medium to long
2023 and fiscal 2025 is to secure substantial free cash flow
period.
conjunction with advancements in our businesses and rising
term as we strive for a net positive balance in consolidated
totaling ¥220.0 billion.
We plan to make capital expenditures at an annual aver-
levels of free cash flow as we move through the stages of
retained earnings and a stronger credit rating.
While curbing investment during the COVID-19 pandemic,
age of roughly ¥270.0 billion. Emphasizing financial disci-
the business management cycle.
We will continue to repay interest-bearing debt to stream-
we now intend to make the necessary capital expenditures
pline, the ANA Group will invest actively in digital
During the period of this strategy, we intend to resume
line our balance sheet. At the same time, we will accumu-
to prepare for a stage of full-scale growth. We expect
technologies based on DX strategies and environmental
dividend payments, while making investments essential for
late profit steadily and bolster our financial footing with
EBITDA during this period to exceed capital expenditures,
measures exclusive of those related to aircraft.
future growth and improving our financial footing. Our first
respect to shareholders’ equity.
priority is restoring wages to employees. But we also intend
28
29
Business Strategy FY2023-25 ANA Group Corporate Strategy
Value Creation Goals
1. Value Creation Goals
FY2022
FY2023
FY2025
FY2030 target level
Operating Revenues
¥1,707.4 Billion
¥1,970.0 Billion
¥2,320.0 Billion
Operating Income
¥120.0 Billion
¥140.0 Billion
¥200.0 Billion
Net Income
¥89.4 Billion
¥80.0 Billion
¥122.0 Billion
Operating Income
Margin
ROA
ROE
7.0%
3.7%
10.8%
7.1%
8.6%
6–7%
11–12%
EBITDA
¥264.3 Billion
¥283.0 Billion
¥357.0 Billion
Achieve profitability and
financial strength as a
global top-tier company
Over 10%
Over 8%
Over 12%
EPS
¥190.24
Approx. ¥170.09
Approx. ¥260
Above pre-COVID-19 level
2. Operating Revenues and Operating Income
(¥ Billion)
2,500
2.000
Operating Revenues
1,707.4
1,970.0
2,320.0
Re-enter a stage of
full-scale growth
1,500
200
100
0
Operating Income
120.0
140.0
200.0
FY2022
FY2025
FY2023
- FY2030
Next, let’s look at our value-creation goals.
shift back to a stage of full-scale growth, aiming to be a global
In fiscal 2025, we aim to achieve record-high operating
top-tier company in terms of profitability and financial strength.
income of ¥200.0 billion and net income of ¥122.0 billion by
The ANA Group will continue toward a path returning to
recovering capacity to roughly pre-COVID-19 levels.
growth, responding agilely to changes in the business
Fiscal 2030 is the target year for achieving our new man-
environment.
agement vision. Leading up to this target year, we intend to
CFO Message
We will work step by step to restore
earnings per share (EPS) to levels above
the period before the COVID-19 pandemic.
NAKAHORI Kimihiro
Executive Vice President
Group Chief Financial Officer (CFO)
During the COVID-19 pandemic, we accessed every
We are preparing to prepay the ¥400 billion in sub-
possible means for finance to survive the outflow of
ordinated loans raised during the COVID-19 pandemic
funds and damage to our capital during fiscal years
beginning in fiscal 2025. To this end, we have main-
2020 and 2021. At the same time, we did our utmost
tained liquidity on hand in excess of ¥1 trillion. We
to protect the jobs of the ANA Group employees, to
estimate that the appropriate level of cash on hand for
pursue cost structure reforms, and to control invest-
the post-COVID-19 profit growth phase to be ¥500
ments. Our ability to generate cash recovered gradu-
billion, and we intend to reduce liquidity on hand in
ally over fiscal 2022, and we have more liquidity on
stages to this level. During the fiscal years 2026
hand than anticipated. Every day, we felt the support
through 2030, our aim will be to establish a strong
and expectations for the future of the ANA Group from
financial base capable of withstanding another major
various stakeholders outside our organization.
pandemic. Here, we target a capital adequacy ratio of
As we achieve a recovery in performance and shift
about 45%, while we plan to reduce total assets in
to a growth trajectory toward the year 2030, I believe
consideration of asset efficiency. The ANA Group
my task as CFO is to increase profitability to pre-
intends to pursue profit growth through improved
COVID-19 levels as quickly as possible. We will tackle
profitability and higher capital and asset efficiencies in
this task in two phases.
equal measure as we strive to achieve sustainable and
Given the impact of the COVID-19 pandemic on
stable shareholder returns supported by a strong
business performance, we re-examined the impact of
balance sheet. Our target for ROA and ROE is a mini-
pandemic risk on Group businesses. Here, we reaf-
mum 8% and 12%, respectively, and we intend to
firmed the need to build a greater risk buffer for busi-
meet the expectations of our shareholders by ensuring
ness continuity. Therefore, our priority for fiscal years
that EPS exceeds pre-COVID-19 levels.
2023 through 2025 will be to restore our financial
Last, I want to state that I am committed to fulfilling
foundation. Specifically, we will build equity capital
my responsibilities as CFO by supporting the parallel
through profit accumulation, repaying interest-bearing
creation of social value and economic value. We will
debt using free cash flow and cash on hand. At the
accomplish this goal through the appropriate alloca-
same time, we will practice balance sheet manage-
tion of management resources in addressing material-
ment with the goal of achieving an equity ratio of 40%
ity at the core of ESG management while we aim to
or more. In addition, we aim to re-acquire an A credit
maximize long-term corporate and shareholder value.
rating, which will ensure flexibility in financing and
Through appropriate investor relations activities, the
prepare us to invest in full-scale growth beginning in
ANA Group will continue to communicate our progress
fiscal 2026.
and the direction of these efforts to investors world-
wide, not only in terms of financial capital but also in
terms of non-financial capital.
30
31
Business Strategy
Business Strategy
Air Transportation Business
Strengthening Our Wings during
the Pandemic,
Ready to Go on the Offensive and
Take Flight for Growth
The Air Transportation Business posted operating revenues of ¥1,539.4 billion, up 73.9% year on
year, and operating income of ¥124.1 billion, compared with an operating loss of ¥162.9 billion
in the previous fiscal year. This performance was the result of expanding capacity flexibly while
focusing on profitability and capturing recovering passenger demand.
In fiscal 2023, we aim to expand our top line, focusing on the International Passenger Business and
targeting operating revenues of ¥1,764.0 billion and operating income of ¥134.0 billion.
ANA International Passenger Business
Maximizing Revenues by Recovering Capacity Flexibly in Response to Demand Trends
Fiscal 2022 in Review
We increased the number of flights during the first half of the
We will continue to capture growing passenger demand by
taking advantage of arrival and departure slots, particularly
year, mainly on routes to and from Narita, to capture business
at Haneda Airport.
demand and demand for connections between North America
and Asia, which began recovering ahead of others. In line with
this recovery in passenger demand, we shifted cargo flights
ANA International Passenger Business Results
that had been operated using passenger aircraft to passenger
flights, while controlling increases in operating costs as ASK
Revenues
ASK
RPK
(Index) Fiscal 2018 = 100
Member of the Board of Directors ANA HOLDINGS INC.
President & Chief Executive Officer ALL NIPPON AIRWAYS CO., LTD.
INOUE Shinichi
recovered. In September, entry restrictions were eased in
Japan, and business demand from Japan and demand for
inbound travel to Japan began to recover. On October 31, we
introduced the winter schedule, expanding capacity signifi-
cantly, mainly on North American and Asian routes where
demand is recovering quickly. We also expanded the scale of
operations on routes to and from Haneda, including additional
Fiscal 2023 is a critical year in the FY2023-25 ANA Group
for a 10th consecutive year. We continue to maximize CX
flights on the Haneda–Delhi and Haneda–Sydney routes
Corporate Strategy, as it is the first year for us to recover in
value through smooth, stress-free travel that integrates
beginning in January 2023.
the wake of the COVID-19 pandemic and build a foothold
people and digital technology centered on high-quality ser-
for growth. ANA is responding flexibly to the rapidly chang-
vice. At the same time, we are accelerating automation and
ing external environment and diversifying customer needs,
shifting to self-service operations, building a competitive
while aiming to improve profitability in both the passenger
operational structure and improving productivity. We pursue
and cargo business. We will accelerate our efforts to return
ESG initiatives and contribute to the creation of sustainable
to a robust growth vector in fiscal 2026 and beyond, striv-
societies through green transformation (GX) and regional
ing to achieve the new group management vision.
revitalization, making use of sustainable aviation fuel (SAF)
In terms of sales and services, we added a Quick & Light
Meal and a No Thank You Option (decline of in-flight meal) to
our international in-flight meal pre-order service beginning with
flights departing on March 31, 2023, providing passengers
with more freedom and comfort during their in-flight time.
These options also contribute to less food loss on board.
As a result, passenger numbers for the ANA International
125
100
75
50
25
0
67
54
52
2018
2019
2020
2021
2022
(FY)
The long days of the COVID-19 pandemic are finally in
and new technologies. The teamwork that is characteristic of
Passenger Business in fiscal 2022 were 4.21 million (up
the rear view mirror, and people have begun to travel again
ANA and the motivation and strengths of each individual
410.3% year on year), and operating revenues amounted to
in increasing numbers. Given this momentum, we are
contribute to our vision of becoming an organization in which
¥433.4 billion (up 517.9%).
resuming and increasing the number of international routes
employees are happy to work and a corporate group that
at Haneda International Airport in our passenger business,
continues to create new value.
maintaining the safe flight operations that have always been
During the COVID-19 pandemic, we looked forward to
Fiscal 2023 Business Policies
In addition to the continuing upward trend in demand for
Haneda–Munich flights resumed
our hallmark. At the same time, we are restructuring our
the day when we could see the smiles on the faces of our
inbound travel to Japan, leisure demand from Japan is beginning
group route network, including Peach and AirJapan, in
many customers. The stage is finally set, and I am embrac-
pursuit of multi-brand optimization. In our cargo business,
ing a sense of wonder to showcase the wings we have
we leverage the strengths of a combination carrier through
been strengthening through a corporate culture that has
the use of belly and freighters in parallel, pursuing structural
embraced the spirit of venture and continues to take on
reforms to enhance our earnings capacity.
new challenges. We will communicate our sense of wonder
to recover. We resumed the Haneda–Munich and Haneda–
Shanghai (Pudong and Hongqiao) routes and increased flights
on the Haneda–New York and Narita–Honolulu routes for the
2023 summer schedule. For Chinese routes, where recovery has
been slower than in other regions, we plan to expand capacity
In 2022, we were the only company in Japan, and one of
to customers and society, working as one in Uniting the
flexibly in response to future changes in demand trends.
only six in the world, to achieve the SKYTRAX 5-STAR rating
World in Wonder.
In July 2023, international flight operations from Haneda
Airport Terminal 2 resumed for the first time in three years.
Haneda Airport Terminal 2 International Flight Lobby
32
33
Air Transportation Business
ANA Domestic Passenger Business
ANA Cargo and Mail Business
Pursuing Profitability Through a Streamlined and Efficient Route Network as We Monitor
Using Freighters to Respond Flexibly to Changes in the Supply–Demand Balance;
Demand Trends
Fiscal 2022 in Review
Amid policies to balance the prevention of COVID-19 with
socioeconomic activities, leisure demand recovered signifi-
cantly beginning in October, supported by nationwide travel
support in Japan and other factors. In late June, we began
placing Boeing 777 aircraft with refurbished engines and
designed with Japanese domestic route specifications into
service. In the third quarter, all 15 Boeing 777 aircraft
became available for operations. During the quarter, we
shifted to wide-body aircraft and added extra flights, mainly
on weekends, during the year-end and New Year holidays,
and spring break. In January and February 2023, ANA
endeavored to maximize revenues by capturing recovering
demand and conducting promotions to stimulate demand,
including a ¥7,000 one-way flight to any domestic destina-
tion, a project to commemorate the ANA 70th anniversary.
In this way, ANA sought to attract new customers and
recover past users.
In terms of sales and service, ANA launched a new con-
cept called The Premium Kitchen for in-flight meals in pre-
mium class on domestic flights in December. ANA updated
menu choices based on customer feedback, and dispos-
able plastic containers used for in-flight meals were
replaced with paper containers, etc., to promote ESG initia-
tives further.
As a result, passenger numbers for the ANA Domestic
Passenger Business in fiscal 2022 amounted to 34.53 mil-
lion (up 92.3% year on year), and operating revenues
amounted to ¥529.5 billion (up 89.2%).
Fiscal 2023 Business Policies
As people transition to with-COVID-19 lifestyles, we expect
leisure demand on domestic routes and the use of domestic
routes by inbound visitors to Japan to expand, while busi-
ness demand should also recover gradually. ANA will main-
tain the Haneda and Itami routes as trunk routes, while
optimizing the division of flights based on a business plan
developed together with Peach to create a streamlined and
efficient route network focused on profitability. We will also
endeavor to improve customer convenience and business
efficiency through the use of ANA Smart Travel and other
digital technologies, while ensuring that we capture recover-
ing demand and maximize revenues.
ANA Domestic Passenger Business Results
Revenues
ASK
RPK
(Index) Fiscal 2018 = 100
Strengthening Efforts to Stabilize Earnings
Fiscal 2022 in Review
The balance of supply and demand in the air cargo market
has been tight since the COVID-19 pandemic. This balance
ANA International Cargo Business Results
Revenues
ATK
RTK
(Index) Fiscal 2018 = 100
125
100
75
50
25
0
85
79
76
2018
2019
2020
2021
2022
(FY)
Domestic-spec Boeing 777 aircraft
is beginning to normalize gradually due to the easing of
ocean transport congestion and an increase in air cargo
space with the recovery in passenger traffic. ANA
180
300
250
decreased the number of cargo-only flights using passenger
120
200
aircraft to strengthen our response to passenger demand.
At the same time, we captured trilateral cargo from China to
North America, making maximum use of freighters, even as
demand for major commodities such as automobile-related
150
60
100
parts, semiconductors, and electronic components weak-
0
ened. We also stepped up sales efforts by capturing
demand for high-unit-price products and large-lot demand,
supported by high-quality operations we demonstrated in
transporting vaccines and other products during the
COVID-19 pandemic.
As a result, ANA International Cargo volume in fiscal 2022
was 0.805 million tons (down 17.5% year on year), and
operating revenues amounted to ¥308.0 billion (down
6.3%).
Fiscal 2023 Business Policies
We expect demand for major commodities to increase
gradually throughout the second half of the year, even as an
adjustment phase continues in the first half. While keeping a
close eye on cargo market conditions, we will schedule
freighter flights on a monthly basis according to customer
needs, ensuring capacity to maximize revenues. We will
also develop demand for specific customers and specific
commodities that are less susceptible to market fluctuations
to stabilize earnings over the medium to long term.
In July 2023, we announced a final agreement with NYK
Line to acquire all Nippon Cargo Airlines (NCA) shares from
NYK. We intend to launch a full-scale study on new busi-
ness development for our cargo business in the post-
COVID-19 era.
246
96
93
50
0
2018
2019
2020
2021
2022
(FY)
Boeing 777F aircraft
Semiconductor manufacturing
equipment
Complete vehicles
The Premium Kitchen
Large animals
Major commodities targeted for freighter transportation
34
35
Business Strategy
Air Transportation Business
LCC (Peach)
Increasing Revenues by Raising the Ratio of International Routes in Full-Scale Recovery;
LCC Results
Revenues
ASK
RPK
(Index) Fiscal 2018 = 100
125
100
75
50
25
0
101
87
96
2018
2019
2020
2021
2022
(FY)
Non-Air Businesses
Concentrating Resources on Core Businesses in the Non-Air Business Segment,
While Strengthening Efforts to Expand Non-Air Business Revenue Domains
Airline Related
Fiscal 2022 revenues increased to ¥247.1 billion (up 19.5%
Airline Related: Operating Revenues
year on year), and operating income rose to ¥2.3 billion
(compared to an operating loss of ¥0.6 billion in the previ-
ous fiscal year). This result was mainly due to an increase in
passenger check-in, baggage loading and other ground
handling work, in-flight meal production, etc., in connection
with deregulation in Japan and other countries.
With the recovery in passenger demand, we expect to
expand the scale of our operations, including those for
overseas airlines, in fiscal 2023. We will endeavor to
strengthen profitability, focusing on ground handling ser-
vices and other contract operations.
(¥ Billions)
291.0
299.4
222.1
206.8
247.1
2018
2019
2020
2021
2022 (FY)
Notes: 1. The graph above includes ancillary revenues.
2. Figures prior to fiscal 2019 include Vanilla Air results.
Travel Services
Airbus A321LR service the Kansai–Bangkok route
The Tabi Kuji ticket, a new form of travel (Photo is of the Kaiun Tabi Kuji product)
Dynamic package products increased in fiscal 2022, sup-
Travel Services: Operating Revenues
ported by the increase in nationwide travel support in Japan
during the second half of the year. Overseas tours to Hawaii
(¥ Billions)
resumed in April for the first time in two years, while tours
expanded thereafter to all destinations. As a result, operat-
ing revenues amounted to ¥73.8 billion (up 59.5% year on
year), and operating loss amounted to ¥0.2 billion (com-
pared with an operating loss of ¥2.1 billion in the previous
year).
In fiscal 2023, we intend to pursue a world in which
people live in a mileage-based ecosystem, upgrading the
ANA Mileage Club app and redesigning ANA Pay.
Trade and Retail
150.7
143.9
73.8
45.0
46.2
2018
2019
2020
2021
2022 (FY)
In fiscal 2022, the gradual recovery in passenger demand
Trade and Retail: Operating Revenues
led to sales increases at ANA FESTA, airport retail stores. In
addition, we saw an increase in transaction volume in our
electronics business in response to strong demand in the
semiconductor market. As a result, operating revenues
amounted to ¥103.2 billion (up 26.4% year on year), while
operating income came to ¥3.5 billion (up 539.5%).
We will strive to improve airport retail and electronics
business profitability further in fiscal 2023, against the
backdrop of recovering passenger demand, particularly for
inbound travel to Japan, and solid demand for
semiconductors.
(¥ Billions)
150.6
144.7
103.2
79.9
81.6
2018
2019
2020
2021
2022
(FY)
Capturing Leisure, VFR, and Inbound Demand
Fiscal 2022 in Review
We endeavored to capture rising leisure and VFR demand
on domestic routes by expanding the scale of our opera-
tions. These efforts included increasing the number of
flights on the Narita–Sapporo (New Chitose) and Narita–
Fukuoka routes. In terms of international routes, we
resumed international operation for Kansai–Incheon at the
end of August 2022 for the first time in 16 months. Demand
for inbound travel to Japan recovered quickly once Japan
eased border measures. Peach has continued to expand its
route network by resuming the Kansai–Taipei and the
Haneda–Incheon routes, and by opening a new Kansai–
Bangkok route, representing Peach’s first mid-range inter-
national route.
In terms of sales and services, Peach expanded availabil-
ity of the Tabi Kuji ticket introduced in the previous fiscal
year, to other areas, including Okinawa and Sendai. Under
the Tabi Kuji ticket, customers purchase tickets but cannot
select their destination. New packaged products include
Kaiun Tabi Kuji, introduced in August 2022, and Yadotsuki
Tabi Kuji, introduced in February 2023. In this way, we have
endeavored to create new demand by offering travel experi-
ences that introduce an element of chance in destination.
As a result, LCC passenger numbers in fiscal 2022
amounted to 7.77 million (up 82.2% year on year), and
operating revenues totaled ¥90.2 billion (up 138.7%).
Fiscal 2023 Business Policies
We intend to restructure domestic routes into a leaner, more
profitable network while continuing to utilize early morning
and late night flight schedules.
Peach will gradually expand capacity in stages on inter-
national routes. In March, Peach opened a new Nagoya
(Chubu)–Taipei route, which was the first international route
for Peach out of Nagoya (Chubu) Airport. In May, we began
operation on the Kansai–Shanghai and Haneda–Shanghai
routes, followed by the June increase in Narita–Taipei route
flights. We will increase the resource allocation to interna-
tional flights as we resume full-scale operations. At the
same time, we intend to improve aircraft utilization while
capturing leisure demand originating from Japan and
inbound demand to Japan.
36
37
Business Strategy
Business Strategy
Special Feature
A New Brand:
With experts predicting structural changes in medium- to long-term airline
demand in the wake of COVID-19, the ANA Group is determined to strengthen
our airline business by establishing a new brand to cover future areas of
growth and optimize our multi-brand approach. AirJapan will be the third
brand under the ANA Group, standing next to ANA and Peach. Air Japan Co.,
Ltd., which has been serving Asian routes for more than 20 years, will operate
AirJapan as a dedicated international airline under the ANA Group. We are in
the final stages of launch preparation for the Narita–Bangkok route, scheduled
to begin service on February 9, 2024.
Company Overview (as of July 2023)
Company name: Air Japan Co., Ltd.
Employees:
890
Representative:
MINEGUCHI Hideki,
President and CEO
Established:
June 29, 1990
Capital:
¥50 million
The AirJapan Brand
Brand Concept
Fly Thoughtful
Fleet:
Boeing 787 aircraft
Shareholder ANA Holdings, Inc. 100%
composition:
(the airline’s caring, thoughtful and gentle approach)
Brand Colors
A combination of the traditional Japanese colors of Ai
(indigo) and Akebono (sunrise)
Brand Logo
Rounded design inspired by the image of a kind and
thoughtful hand-to-hand interaction
Business Strategy
Capture strong inbound demand, mainly from Southeast Asia
Environmental Awareness
Business demand continues to expand at a moderate pace, while leisure and VFR* travel, represented by inbound visitors to
Japan, are likely to continue to grow over the medium to long term at a rapid clip. We expect Southeast Asia, in particular, to
demonstrate growth potential as a high-volume market similar to East Asia. We base this expectation on economic growth,
population growth, and the resulting formation of a broad middle class.
Targets
AirJapan will focus on attracting passengers visiting Japan from Southeast Asia and other regions.
AirJapan intends to differentiate from overseas competitors through a unique sense of Japaneseness that reflects the insights
of visitors to Japan.
* VFR: Visiting Friends and Relatives
No. of Foreign Visitors to Japan
No. of Tourists Visiting Japan
Southeast Asia
East Asia
Other Parts of Asia
Outside of Asia
Southeast Asia
East Asia
Other Parts of Asia
Outside of Asia
(Index) Fiscal 2006 = 100
(Index) Fiscal 2006 = 100
180
120
60
800
700
600
500
400
300
200
100
0
0
754
487
421
243
06
07
08
09
10
11
12
13
14
15
16
17
18
19
(FY)
180
120
60
0
1,100
1,000
900
800
700
600
500
400
300
200
100
0
1,095
784
600
342
06
07
08
09
10
11
12
13
14
15
16
17
18
19
(FY)
Source: Japan National Tourism Organization (JNTO)
A Hybrid Airline Business Model
Fleet
Network
Human Resources
Safety
Operating under the same safety and operational standards as the ANA Brand
Comfort
Convenience
Offering in-flight comfort
with wider seat pitch, etc.
Profitability
Using modified aircraft
from ANA to reduce initial
investment
Serving Southeast Asia
and other routes that have
a large market for inbound
visitors to Japan
Pursuing aircraft
operation efficiencies, etc.,
by operating flights from
the Tokyo metro and
Kansai regions
Offering a quality of
service honed through
ANA Brand operations
Utilizing ANA Group FSC
and LCC expertise
Pursuing a business model that combines the advantages of a full service carrier (FSC) and an LCC
38
39
Business Strategy
Special Feature
Unique Japanese Omotenashi (Hospitality)
We offer unique value to overseas customers visiting Japan, helping them experience Japan
from the very first steps of their trip.
Seats
For mid-range flights in Southeast Asia and other regions, we
designed a 324-seat all-economy cabin offering an environment com-
fortable for more passengers. At a 32-inch seat pitch (seat distance),
our seats are wider than the same class of an FSC’s economy seats.
We also designed the seat to recline deeper, allowing passengers to
relax, even on long flights. All seats are equipped with type-A and
type-C USB ports and tablet holders for passenger comfort when
using personal smartphones and tablets.
Uniforms
AirJapan flight attendants collaborated in the production of the brand’s iconic uniforms from
the conceptual stages. These uniforms embody the character of AirJapan in design and func-
tionality. The uniform incorporates traditional Japanese cultural elements, such as knots and
layers, to give overseas passengers a sense of Japaneseness from the moment they board the
aircraft. In addition, we designed the uniform to be borderless, which means it can be worn in
one’s personal style regardless of gender and encourages the activity of our diverse human
resources. In consideration of environmental issues such as clothing loss, etc., AirJapan
intends to use uniform jackets and bottoms as shared items to minimize resources used.
Background Music
We created boarding music in collaboration with Tokyo University of the Arts to welcome pas-
sengers on board. Leading Japanese musicians and students of Tokyo University of the Arts
performed the music, which features the distinctive Japanese sounds of the shakuhachi flute
and the koto.
In-Flight Meals
In-flight meals will be available for pre-purchase and as in-flight purchase options. AirJapan
will offer a menu highlighting Japanese food culture, with food from various regions of Japan.
We expect these meals will be new discoveries for both Japanese passengers and visitors
bound for Japan and allow us to offer the delicious tastes of Japan from the sky. In-flight pur-
chase options will include retort-pouch and freeze-dried foods that can be preserved for an
extended period of time. These meals remain delicious thanks to Japan’s excellent food pro-
cessing technology, reducing food loss.
In-Flight Entertainment
Passengers will have access to movies and other video content on board using their own devices. In addition to new
Hollywood movies, travelers will enjoy kids’ content and AirJapan original videos.
MINEGUCHI Hideki
President and CEO
Air Japan Co., Ltd.
Message from the President of Air Japan Co., Ltd.
Air Japan Co., Ltd. began operating the Kansai–Seoul
Narita Airport to Southeast Asia and other parts of
route as an ANA scheduled passenger flight in 2001.
Asia. We plan to expand operations to Kansai Airport
Since that time, we have contributed to the growth of
and service to Oceania in the future.
the ANA international business by expanding routes
Based on the expertise in safety and on-time perfor-
gradually as an ANA Brand international business.
mance AirJapan has cultivated over many years of
As of August 2023, we operate up to seven round-
operations, we intend to provide new value of a differ-
trip flights per day from the Narita and Haneda airports
ent type than FSCs or LCCs, offering in-flight comfort
in the Tokyo metropolitan area to five cities: Singapore,
comparable to FSCs and a variety of fare and service
Bangkok, Ho Chi Minh City, Hong Kong, and Taipei.
options to suit customer travel styles. After AirJapan is
Before the outbreak of COVID-19, we operated flights
up and running, we will continue to operate under the
to 12 overseas destinations, offering a maximum of 18
ANA Brand to play a role in expanding the ANA-branded
round trips per day. With passenger demand declining
international flight business. I urge you to look forward
significantly due to the COVID-19 pandemic, we
to the new AirJapan as we prove to the world what
reduced the scale of our operations significantly to
two-way players can do in the airline business.
overcome the challenging situation, having no choice
but to furlough contracted foreign pilots. We even
shortened the work hours of our flight attendants or
transferred them to outside companies.
In anticipation of the end of COVID-19 and a signifi-
cant increase in foreign inbound travel to Japan,
we decided to launch AirJapan as a third airline brand
of the ANA Group. This new brand is our response
to the business opportunities in the post-COVID-19
era, and we are preparing to launch the business in
February 2024.
The AirJapan brand will use the ANA Group’s flag-
ship Boeing 787 aircraft, beginning with flights from
40
41
Medium- to Long-Term
Value Creation
The ANA Group aims to create sustainable societies and enhance corporate
value as a company that continues to grow together with society
by resolving social issues through business operations leading to
a world of wonder for all.
42
42
43
ANA Group ESG Management
The ANA Group’s new management vision is Uniting the World in Wonder. We aim to be
a company that grows together with society by resolving global environmental and social
issues through business in a way that is unique to the ANA Group. We will aim to resolve
materiality to the Group and achieve the simultaneous creation of social value and economic
value by identifying and incorporating those issues into our business strategies and plans.
Identification of Materiality
In fiscal 2022, the ANA Group reviewed the materiality to be addressed through redefining the FY2023-25 ANA Group
Corporate Strategy, which was also set to realize its new management vision.
Since fiscal 2020, we have united as a group and overcome company crises among impacts of COVID-19 and unpre-
dictable changes in the global environment through the ingenuity, motivation, and autonomy of each employee. The power
of people and the capabilities of our organization stems from our human resources. We believe that strengthening the
Identified Material Issues and Specific Initiatives
Materiality
Specific Initiatives
Relevant SDGs
• Achieve ANA Group 2030 medium-
term targets and 2050 long-term
Environment
• Reduce CO2 emissions
environmental goals
• Reduce resource waste ratio
• Disclose information in line with the
• Reduce food waste ratio
TCFD recommendations
• Conserve biodiversity
• Contribute to biodiversity conserva-
2030 2050
tion through initiatives such as those
aimed at preventing wildlife trafficking
investment in our human capital will enable them to leverage their individual and diverse strengths to drive change, thus
People
supporting the medium- to long-term sustainable growth of the Company. In light of this, we added human resources as a
material issue, as they have also historically served as the foundation of value creation for the ANA Group. Other material-
ity identified include environment, people (human resources, DEI, and human rights), and regional development.
We use the following process to identify materiality to be addressed by the Group.
(1) Identify long-term issues facing global society and determine whether these issues are sustainable and consistent with
our mission statement and corporate strategies
(2) Analyze whether we can contribute to the resolution of these issues through our business activities from the perspec-
tives of our mission statement, corporate strategy, ANA Group strengths, and social trends
(3) Determine degree of importance and identify materiality through mapping issues on two axes: one representing the
impact on group business (management axis), and the other representing the impact on society and the environment,
or stakeholder interest (society axis).
Materiality is discussed and deliberated at the Group Management Committee and submitted to the Board of Directors.
We periodically review the appropriateness of our material issues through discussions and information gatherings with
both internal and external stakeholders as we consequently repeat the process of identifying material issues to resolve.
This process enables us to scrutinize whether material issues are consistent with global affairs, the environment, and our
corporate strategy.
Schematic for
Identifying of Materiality
Checking links with the
ANA Group’s corporate
philosophy and strategy
Contribution to issue
resolution via group
business activity
Mission Statement
and Corporate Strategy
Materiality
Materiality Matrix
Extremely important
People
Human Resources
• Investment in human capital
DEI
• Diversity of customers and employees
Society
Axis
Human Rights
• Human rights violations across
the supply chain
Environment
• Climate change
• Environmental
pollution
ANA Group
Strengths
Social Trends
Consideration for
stakeholders /
Impact on the
environment
and society
Regional Revitalization
• Decline of Japanese regions
• Income / education disparity
in emerging countries
Determining
long-term issues in
global society
Management Axis
Extremely
important
Impact on the operations of the ANA Group
(Mission Statement, Management Vision, direction of corporate strategy,
business opportunities and risks)
• Respond to labor shortages
Human
Resources
• Cultivate human resources
• Enhance ease of work
and organizations to
• Enhance job satisfaction
achieve transformation
• Succeed and evolve corporate
2030
• Enhance human capital
culture
productivity
Diversity,
Equity, and
Inclusion
(DEI)
• Develop human resources
for sustainable growth
• Promotion of universal
services
• Gender equality, supporting diverse
work styles, respecting diversity
• Respect the diversity of customers
2030
by promoting universal services
Human Rights
• Respect human rights
• Engage in responsible
procurement
• Ensure respect for human rights based
on the United Nations Guiding Principles
on Business and Human Rights
• Thoroughly implement environment and
human rights-conscious procurement
and build a transparent supply chain
2030
Regional
Revitalization
• Innovate to resolve social
issues
• Regional revitalization
through social contribution
and resolving social issues
• New value creation through the
use of avatars, drones, MaaS, etc.,
and cross-industry collaboration
• Contribute to regional revitalization
through social contribution activi-
ties and resolving social issues
2030
Strengthen
Governance
Structures
Disclose
commitments of
top management
Increase diversity
in Board
membership
Ensure appropriate
information
disclosure and
transparency
44
44
45
Medium- to Long-Term Value Creation ANA Group ESG Management
ESG Management Promotion Cycle
Stakeholder Dialogue
The ANA Group executes ESG management through a cycle of dialogues, initiatives, and information disclosures. Through dia-
logues with stakeholders, it is essential for the group to understand the latest social needs and changing interests to accurately
understand the social expectations of the group and our responses to social issues. We evaluate the risks and opportunities for
our business and society based on the social demands we receive through these discussions. After debating the risks and oppor-
tunities at management meetings and other forums, the group incorporates them into its corporate strategy and reflects them in
specific initiatives. The ANA Group transparently discloses its goals, their progress, and the results of group efforts on its corpo-
rate website and in other media as necessary. We engage in deeper dialogue with our stakeholders through information disclo-
sures, reporting our progress and confirming the appropriateness of our initiatives in those discussions.
ESG Management Implementation Structure
We established the Group ESG Management Promotion Committee to address various ESG management issues. The commit-
tee is overseen by the President & Chief Executive Officer of ANA HOLDINGS INC., and chaired by the Chief ESG Promotion
Officer (CEPO), the director in charge of group ESG management. Members include group company directors and executive
officers, as well as the full-time Audit & Supervisory Board members. The ESG Management Promotion Committee convenes
four times a year to discuss important policies and measures and monitor target progress. Material issues related to corporate
strategy are discussed at the Group Management Committee and submitted to the Board of Directors. The Board of Directors
sets groupwide management policies and goals on issues such as ESG management, while supervising the management and
business execution of each group company.
Each group company appoints an ESG Promotion Officer (EPO) as the person responsible for promoting ESG management and
a member of the Group ESG Management Promotion Committee. At the same time, they appoint an ESG Promotion Leader (EPL)
at each company and department to lead the ESG activities of their respective organization. Matters discussed, resolved, and
reported by the Board of Directors, the Group Management Committee, and the Group ESG Management Promotion Committee
are shared and implemented throughout the Group in close cooperation with each EPO and EPL. We hold EPL meetings twice a
year to share comprehensive information and promote initiatives within each Group company and department.
Furthermore, we aim to objectively and multilaterally monitor the status of ESG management execution to achieve sustain-
able growth as a company and enhance corporate value over the medium to long term. For that purpose, we employ evaluation
indicators, such as external ESG evaluation, and reflect them in officer remuneration.
See P.107 for more on external evaluations.
ESG Management Implementation Structure
Board of Directors and Board of Corporate Auditors
Supervision
Proposal / Report
Supervision
Submit agenda /
Report
President &
Chief Executive Officer
Overall management
Group Management Committee
Submit agenda /
Report
Group ESG Management Promotion Committee
Chairman:
Chief ESG Promotion Officer (CEPO)
Committee Members: General managers of each business and corporate division,
Secretariat:
ESG Promotion Officer (EPO), etc.
Corporate Sustainability, General Administration,
General Administration Legal & Insurance
Instruction / Supervision
ESG Promotion Officer (EPO, group company directors and
executive officers overseeing ESG management)
Formulating Strategic Initiatives
We review and revise the content
of our initiatives every year based
on social trends and suggestions
from internal and external dia-
logues. The ESG Management
Promotion Committee discusses
strategies, which are then deliber-
ated and resolved by the Group
Management Committee and the
Board of Directors. Upon their
resolution, we formulate strategy
policies for the next fiscal year.
ESG Promotion Leader (EPL)
Group Companies and Departments
46
The ESG management promotion cycle begins with dialogue with external stakeholders. Based on the information obtained
from the dialogue, we strive to not only comply with relevant global laws and norms but also accurately understand the impact
that changing social conditions have on our business. We then work to resolve materiality based on our understanding of
societal demands and expectations.
The group also holds dialogues with internal and external stakeholders through information disclosures to ensure our efforts
are appropriate. This two-way communication holds us accountable and ensures we maintain management transparency.
External
Dialogue
• Dialogue with experts on the environment
• Dialogue with experts on business and human rights
• Dialogue with overseas ESG investors and rating
agencies
• Dialogue with university students
Internal
Dialogue
• Internal discussions to promote ESG management
awareness
• Alignment with corporate strategy
Dialogue with xSDG Laboratory, Keio Research Institute at SFC
P.102 Trust Building with Stakeholders
Dialogue
Non-Financial Information Disclosure
Global standards are under development for sustainability disclosures, including dis-
closures related to climate change. We will proactively disclose targets and results in
accordance with required sustainability disclosure guidelines, as well as disclose the
details of our initiatives, our process to achieve targets, and their results in a timely
manner through appropriate methods.
• Annual Report
- Progress, results related to materiality
• ANA SKY WEB
- ESG Content Index
- Information disclosures in line with the TCFD recommendations
- Progress, results related to
• Human Rights Report
medium- to long-term environmental targets
Initiatives
Details from P.48
Information
Disclosure
• CDP
We disclose information on corporate
strategies for CO2 emissions and climate
change.
In 2022, the company was selected as
a CDP Climate Change A List Company.
• DJSI
Stock index developed jointly by U.S.-based S&P and
Switzerland-based RobecoSAM.
The ANA Group was selected as a component of DJSI World
for the sixth consecutive year and DJSI Asia Pacific for the
seventh consecutive year,
based on their evaluations of
our corporate sustainability from
the perspective of economy,
environment, and society.
• Science Based Targets Initiatives (SBTi)
These are greenhouse gas reduction targets based on
scientific evidence consistent with the Paris Agreement.
In November 2022, we became
the first airline in Asia to receive
the certification from SBTi for our
fiscal 2030 greenhouse gas
emission reduction targets.
• TCFD
We analyze the risks and opportunities that climate change
poses to the ANA Group’s Air Transportation Business and
disclose information in accordance with the guidelines.
(Details on P.70)
47
Medium- to Long-Term Value Creation
Materiality
People
Basic Approach
We define people as a materiality at the ANA Group (human resources, DEI, and human rights). During the COVID-19
pandemic, we reaffirmed that human resources, added recently as a materiality, is a source of ANA Group value creation.
We must invest more in people if we are to return to a path of growth.
Diversity, equity, and inclusion (DEI) is a groupwide effort under which we develop human resources for sustainable growth
and to respond to the diversity of our customers.
Meanwhile, ANA Group business operations impact the human rights of a variety of stakeholders. We take appropriate
measures to respect the human rights of group employees as well as the rights of people in our supply chain.
By appropriately addressing people issues, we aim to enhance corporate value sustainably, enriching the lives of our
employees, their families, and others whose lives we impact.
CHO Message
We create environments in which
ANA Group employees work with vitality and
enthusiasm to achieve sustainable corporate
value enhancement and personal well-being.
NAOKI Yoshiharu
Executive Vice President
Group Chief Human Resource Officer (CHO)
Value Creation
Value Creation
Sustainable Corporate Value
Enhancement
Enriching the Lives of Employees,
Their Families, and Others
Vision
ANA Group employees around the world
working with vitality and enthusiasm,
maximizing their individual strengths
• Human resources portfolio aligned with
business strategy
• Organizational culture that drives change
• Diverse human resources maximizing
individual strengths
Comfortable
Workplaces
• Health management
• Flexible work styles
• Improved employee wages
Fulfilling
Work
• Talent management
• Career development support
• Human resources development
through external secondments and
experience in challenging situation
• Reskilling
Continued Evolution of
Corporate Culture
• Encourage contributions of
a diverse employee base
• Opportunities to demonstrate
talents (culture of volunteerism)
• DX for reduced labor and
improved work styles
• Respond to the diversity of our customers and develop human resources
for sustainable growth
• Respect the human rights of ANA Group employees and the people in our
supply chain
Human
Capital
DEI
Human
Rights
ANA’s Way is the ANA Group code of conduct, com-
Group employees around the world work with vitality
municating the spirit of our founder as expressed in
and enthusiasm, as well as improved employee
the words of our founder: Hardship Now, Yet Hope for
engagement to achieve sustainable corporate value
the Future and Wakyo (close cooperation). The
enhancement and personal well-being. In pursuing the
strengths of the ANA Group lie in the power of our
two-axis management of our air transportation and
people and the comprehensive capabilities (power of
non-airline businesses, as described in the ANA Group
our organization) that transcend job titles, companies,
Corporate Strategy, we must clarify our human
and other organizational barriers, and these strengths
resources portfolio and address several human
become the source of value creation.
resources-related issues. These issues include secur-
During the COVID-19 pandemic, employee-led
ing the human resources necessary to expand the
efforts to secure profitability and agile groupwide cost
scale of our businesses, the development of next-
reduction measures drove our performance recovery.
generation leaders capable of fostering change, and
The fiscal 2022 ANA’s Way Survey (ANA Group
human productivity improvement. We plan to imple-
Employee Engagement Survey) demonstrated the
ment several measures to stabilize the livelihood of our
strong sense of attachment of our employees, who
employees, including raising base wages, starting
scored ANA 4.05 points out of 5.00 in response to the
salaries, and bonuses to pre-COVID-19 base levels,
statement: I am proud to work for the ANA Group.
having reduced employee pay during the pandemic.
Of course, we must maintain these strengths into
Other measures include the resumption of flight atten-
the future. At the same time, we must respond to the
dant hiring after a four-year freeze, internal intern-
fast-paced changes in customer needs and uncertain
ships, and reskilling.
international conditions in the post-COVID-19 era,
The essence of human resources management is to
continuing to develop our human resources and
support each employee to maximize their potential. To
evolve our corporate culture for repeated cycles of
this end, we must create systems and mechanisms
reform, Uniting the World in Wonder as we state in our
tailored to each group company. I am in frequent con-
new management vision. Recognizing these issues,
tact with the chief human resources officers of other
we launched the Corporate Transformation Council in
companies and outside experts to exchange opinions,
fiscal 2023 to communicate our new management
thinking every day about the most appropriate sys-
vision, increase productivity, and foster work-style
tems and measures for our group. We continue to
reform. This council encourages group executives and
investment more in human resources, taking into
employees work together to strengthen our people-
account the ANA Group corporate culture, the direc-
and organization-based efforts.
tion of our corporate strategy, and the challenges we
Our medium-term human resources strategy calls
face, to become a resilient corporate group in which
for the creation of environments in which diverse ANA
all employees make the most of their talents.
48
49
Medium- to Long-Term Value Creation People
Human Capital
Human Capital Supporting Our Corporate Strategy
Input
Corporate Strategy / Human Resources Strategy
Output / KPI
Outcome
Strengthen governance related to human capital,
We will implement several initiatives to strengthen our human resources
In addition to the main indicators listed below, we have
We aim to achieve our corporate strategy through
putting the power of our people and the power of our
and organization based on the human resources strategy tied to our
defined monitoring indicators, employee engagement
improved engagement. We also strive to increase
organization to work for ANA Group value creation.
corporate strategy. Three priority measures (below) are linked to the
survey scores related to priority measures, and other
human capital and create a virtuous cycle by magnifying
results of employee engagement surveys (P.52).
indicators as KPIs.
the mindset of our employees as they understand their
contribution to value creation.
Governance
Priority Measure (1) Comfortable Workplaces
We create healthy, comfortable workplaces that exemplify the attraction of
working for the ANA Group.
Improve Engagement
Strengthen Human
Capital Management
• Health management
• Flexible work styles
• Improved employee compensation
P.53
P.54
• Established CHO position (fiscal 2022)
• Designated human resources as a materiality
(fiscal 2023)
• Established Corporate Transformation Council
Priority Measure (2) Fulfilling Work
(fiscal 2023)
• Expanding information disclosure
(fiscal 2023 onward)
Health Management Indicators (FY2029 Targets)
Healthy BMI results
70% (men and women)
Smoking rate
under 20% (men); under 3% (women)
Metabolic syndrome
under 12% (men); under 1.3% (women)
Physical ailments
under 20% (men); under 30% (women)
We create environments in which all employees contribute, working with
vitality and enthusiasm, learning new skills, and building on their strengths.
Digital Human Resources
Vs. FY2022 1.6 times (FY2025)
• Strengthen talent management (DX human resources, human resources capable of
autonomous company management, etc.)
• Career development support
• Human resources development through external secondments and
front-line experiences
• Reskilling
P.54
Proper Balance of Group Companies
Executives 40% / General Managers 70% (FY2025)
Priority Measure (3) Continued Evolution of Corporate Culture
We will protect the culture that is the ANA Group identity as we aim to
create a highly productive, change-oriented organizational culture.
• Encourage contributions of a diverse employee base
• Opportunities to demonstrate talents (culture of volunteerism)
• DX for reduced labor and improved work styles
Ratio of Female Executives / Managers
30% (as early in the 2020s as possible)
ANA Brand Employees (operating basis)
29,000 (FY2025)
ANA’s Way Survey
(ANA Group Employee Engagement Survey)
Average Score, All Questions
FY2019 Result
FY2022 Result
FY2025 Target
3.80
3.96
4.03
Pride in Working for the ANA Group
FY2019 Result
FY2022 Result
FY2025 Target
4.09
4.05
4.09
Job Satisfaction and Sense of Accomplishment
FY2019 Result
FY2022 Result
FY2025 Target
3.74
3.75
3.88
Linkage
Achievement
Bring to Bear
Corporate Strategy
Challenge and Endeavor
Power of Our People
Collaborate and Cooperate
Power of Our
Organization
• Two-axis management of the air transportation and non-airline businesses
(re-scale businesses, monetize non-airline businesses)
• Achieve the new management vision (excitement for employees, customers, and society)
Human Resources and Organizational Issues
• Labor (secure human resources to support operations)
• Human resources and organizational development for transforma-
tion (air transportation and non-airlines)
• Human productivity
Achievement
Value Creation, Capital Expansion
Improved Group
Quality
(Intellectual Capital)
Strong Stakeholder
Relationships
(Social Capital)
FY2025 Targets
Operating Income
¥200 billion
(Financial Capital)
Magnify the Mindset of Employees as They Understand Their Contribution
(Increase Human Capital)
50
51
Medium- to Long-Term Value Creation People
Identifying Measures Based on Engagement Survey Results
We analyzed scores for each question and calculated the correlation with profit performance based on ANA’s Way Survey
results over the past 10 years (FY2013-2022). Our analysis showed that pride in working for the ANA Group and job satisfac-
tion and sense of accomplishment correlated with operating income per employee for each fiscal year in question.
We linked issues identified from responses to the ANA’s Way Survey with the priority measures of comfortable workplaces,
fulfilling work, and continued evolution of corporate culture.
To identify changes in employee awareness in a more timely manner, we added a new quarterly Pulse Survey in fiscal 2023.
We plan to take flexible action as needed in response to these surveys.
Key Characteristics and Human Resources Strategy Linked to the ANA’s Way Survey
10-Year Average Score
(1 to 5 points)
Analysis Results and Interpretation
Priority Measures for Human
Resources Strategy
Category
Workplace Environment,
Comfort
Work Time Management
3.69
Vibrant Work Environment
3.66
Relatively Low Scores by Category
The nature of the industry often requires
working early mornings, late nights, and
holidays to maintain aircraft operations.
Employees want flexible work schedules
that fit their lifestyle.
Job Satisfaction and Sense
of Accomplishment
3.79
Pride in Working
for the ANA Group
4.01
Correlates with Operating
Income per Employee
(95% Statistical Significance)
Employees are motivated by the realiza-
tion that their work brings smiles to cus-
tomer faces, contributes to society, and
benefits the company.
Correlates with Operating
Income per Employee
(95% Statistical Significance)
Group employees have scored this area
consistently high, demonstrating a strong
attachment to the ANA Group, proving
that working with pride is a driving force
for value creation.
Comfortable
Workplaces
Fulfilling Work
Continued
Evolution of
Corporate
Culture
Initiatives to Strengthen People and Organizations
Comfortable
Workplaces
Health Management*1 Initiatives
The ANA Group issued the ANA Group Health Management Declaration in April 2016. We create environments in which
employees work with vitality and enthusiasm in mental and physical health, aiming to enhance corporate value and improve
employee quality of life. In recognition of past groupwide initiatives (ANA Group Exercise, occupational health staff seminars,
etc.), we were awarded the Health & Productivity Stock Selection 2023*2. In addition, eight ANA Group companies were recog-
nized as 2023 Certified Health and Productivity Management Outstanding Organizations (White 500)*3.
*1 Health Management is a registered trademark of NPO Kenkokeiei Kenkyukai
*2 Health & Productivity Stock Selection companies are companies listed on the Tokyo Stock Exchange that consider the health management of their employees from a strategic managerial
perspective. In principle, only one company per industry is selected.
*3 Not limited to publicly traded companies, the Health & Productivity Management Outstanding Organizations Recognition Program (White 500) recognizes large corporations that practice
excellent health management in cooperation with health insurance societies and other insurers. The top 500 companies among those selected as outstanding organizations are included in
the White 500.
ANA Group FY2023-29 Medium-Term Health Management Plan
We recently formulated the ANA Group FY2023-29 Medium-Term Health Management Plan. Targeting March 2030 (end of
fiscal 2029), we intend to strengthen our health management initiatives in line with five key categories. We continue to assign
the role of Chief Wellness Officer (CWO) to the director in charge of ANA Group human resources and labor affairs. The CWO is
responsible for health management across the group. We clarify the structure for health management at each group company
and continue to engage in health management at all group companies. The ANA Group continues to pursue health manage-
ment as we strive for sustainable corporate growth and rising levels of corporate value.
Physical Health Measures
• Prevent and quickly detect lifestyle-related disease, cancer, and women’s health issues
• Provide early education for young and healthy employees to raise awareness of their future health
Mental Health Measures
• Strengthen line care through the effective use of stress check results, and improved internal consulta-
• Prevent mental illness through comfortable work environments and improved self-care
tion system, etc.
Ensuring Compliance with
Occupational Health and
• Measures to prevent occupational accidents
Safety Laws
Measures Based on
• Analyze employee health data; identify issues and trends specific to the ANA Group and take
Data Analysis
response measures
Proactive Information
• Communicate ANA Group health management initiatives to stakeholders through expanded
Disclosure
information disclosure
Fiscal 2022 Initiatives
52
53
ANA Group Exercise
Health & Productivity Stock Selection Awards
Vegetable Day Co-Sponsored by Kagome Co., Ltd.
Medium- to Long-Term Value Creation People
Comfortable
Workplaces
Systems Supporting Flexible Work Styles
Continued
Evolution of
Corporate
Culture
Evolving an Organizational Culture Unique to the ANA Group Identity
We continue to review systems and expand options for diverse work styles and work-life management.
We are changing our organizational culture from the bottom up by creating a system that allows young and mid-career profes-
Dual Employment and Side Jobs
External: Encouraging the acquisition of new knowledge and skills
(2) No restrictions on reasons for leave of absence
(3) Sabbatical grants available to alleviate concerns about
through experiences not available within the company
living conditions
Fiscal 2022 result: 2,300 people (ANA)
About 390 people have used the system in the
three years since introduction in April 2021
Internal: Solicit volunteers for dual employment in specific
departments within the group, providing opportunities to
experience work not available in their own departments
New Work Styles for Flight Attendants (ANA)
New (fiscal 2022) option for fewer work days, with approxi-
Sabbatical Leave System (ANA)
Leave system used for various purposes such as study
abroad, self-development, childcare, and nursing care
mately 3,000 employees opting for the system
(1) Option to work only domestic or only international flights
(2) Choice of working 80% or 50% of normal work hours
(3) Work system allowing designation of home base
(1) Choose a leave of absence period from 1 month to a
Systems will continue to operate with certain
maximum of 2 years
changes in fiscal 2023
sionals to participate directly and interact with each other.
Happiness Planet Gym
• The ANA Group Happiness Cup is a team competition event for young
employees serving as a means to improve employee well-being. The
event incorporates Happiness Planet Gym, an organizational support
service provided by Hitachi Group company Happiness Planet to create
positive connections between people and organizations.
• Aiming to increase employee happiness and maximize performance, keys
to improving customer service
Topic
Positive
Connections and
Happiness
Support
Content
Posting
Exciting Challenge Goals
• Individuals set challenging goals in areas aligned with their interests, contributing to the achievement of our new management vision
• Individuals pursue actions that offer excitement to oneself, their peers, customers, and society, sharing results and offering support
through dialogue in an organizational setting
Fulfilling
Work
External Secondments
Continued
Evolution of
Corporate
Culture
Fostering a Culture of Praise —Good Job Program—
As of May 2023, a cumulative total of 2,300 employees had been seconded to companies, organizations, and municipalities
We launched this program in fiscal 2001 as a tool to foster a culture of mutual appreciation and respect. Employees send mes-
outside the ANA Group during the COVID-19 pandemic. These professionals are bringing a variety of work experience and
sages of appreciation to colleagues in other group companies or divisions.
values back to the ANA Group for their own personal and ANA Group growth.
Secondment Partners (ANA, Cumulative)
Secondment Program Overview
Construction, Real
Estate, Chemicals
4%
Retail, Food
6%
Agencies,
Municipalities
7%
Trading Companies,
TV, Hotels, Schools
7%
Telecommunications
8%
Finance
11%
Transportation
2%
Medical Care
1%
Secondment
Selection
• Selected mainly through open recruitment
• Each round accompanied with announcement ceremony
and message from the ANA Holdings president
Human
Resources
38%
Associations, Etc.
16%
During
Secondment
• Follow-up with seconded employees through periodic
interviews with home-company supervisor
• ANA has the opportunity to share its corporate culture with
other companies through etiquette course materials, etc.
Completion of
Secondment
• Home-company supervisor meets with seconded
employee to discuss work and career after returning
Return to Work
• Returning employee brings new skills and experiences to
the home company
• Returning employee shares experiences from second-
ment with colleagues
Praise
Take an interest in the work of peers
and find areas to offer praise
Number of Messages Sent
(Ten thousand)
Be Praised
Increased motivation for work
Spurs the praised individual to pass
on compliments to peers
150
120
90
60
30
0
More than 1 Million Messages, Despite the COVID-19
Pandemic and Declining Passenger Demand
103
91※
84
Web Submission
Feature Introduced
60
37
21
9
12
4
2014
2015
2016
2017
2018
2019
2020
2021
2022
(FY)
* The number of messages decreased in fiscal 2022; however, participation rates increased (from 65% to 66%), with 26,520
employees using the service.
54
55
Medium- to Long-Term Value Creation People
CDO Message
The ANA Group works to accelerate the
promotion of diversity, equity, and inclusion to
enhance employees’ lifestyles and growth,
enabling them to lead the workplace.
TANEIE Jun
Executive Vice President
Group Chief Diversity, Equity & Inclusion Officer (CDO)
ANA Group DEI Initiatives
The ANA Group works to spread diversity, equity, and
Future Direction
The ANA Group works to achieve our new manage-
inclusion (DEI) throughout our organization as a mate-
ment vision Uniting the World in Wonder and become
rial issue. The value created by diversity and improve-
a group where all employees around the world can
ments in quality and safety are important elements
work with enthusiasm and demonstrate their individual
that support our sustainable growth as we aim to
strengths, as envisioned in our medium-term human
achieve our vision of Uniting the World in Wonder.
resources strategy. As such, we set the following three
Our airline group requires a high level of technology
key issues in our medium-term DEI strategy.
and expertise. As such, the source of our competitive
1) Create a DEI-infused workplace and improve
advantage comes from its people and the power of
employee engagement
their teams. In a drastically changing global environ-
2) Ensure diversity in decision-making bodies and
ment, co-creation with stakeholders is additionally
provide an enriched work-life balance
becoming increasingly important, even in businesses
3) Further exercise the capabilities of a diverse
other than air transportation. The foundation that sup-
workforce
ports the ANA Group is comprised of the following: (1)
We recognize the importance of the ratio of female
workplaces that enable each employee to maximize
managers as a social issue and indicator to ensure
their abilities regardless of differences in attributes and
diversity in decision-making bodies. In 2021, we for-
work styles, resulting in individual strength leading to
mulated new medium-term targets for the ratio of
organization strength, and (2) a corporate culture in
female executives and managers and have steadily
which employees respect each other and actively com-
improved this ratio through a comprehensive approach
municate across generations. Both of these founda-
to personnel and support systems, capacity building,
tions are created through DEI promotion.
and awareness building. We also aim to achieve
DEI not only serves as a responsible approach to
gender equality as we clarify what “Women’s
human rights and discrimination and as a driving force
Participation and Advancement in the Workplace” truly
of sustainable growth but it is also becoming increas-
indicates. The ANA Group firmly believes that the
ingly important to companies from a human capital
diversification of decision-making bodies and work
management perspective. Historically, the Group has
styles that enhance work-life balance are, and will
worked to accelerate DEI promotion and speed up
continue to be, essential elements for the growth and
decision-making by establishing dedicated organizations
happiness of our company and employees. As such,
and appointing a Group Chief Diversity, Equity &
we will continue to create a fair and inclusive work-
Inclusion Officer (CDO) in line with our 2015 ANA Group
place where employees around the world have oppor-
Diversity and Inclusion Promise as our basic philosophy.
tunities to grow and demonstrate their abilities.
56
Diversity, Equity, and Inclusion (DEI)
1
Understanding and Addressing Diversity
Gender Equality: Diversifying Decision-Making Bodies
The ANA Group aims to reach a 30% or higher employment ratio of
female executives and managers as early as possible by 2030. We take
action to review personnel and support systems, build capacity, and
ANA Group*1
foster awareness to ensure diversity in Group decision-making, as well
ANA
as aid the autonomous growth of employees.
Certain group companies, such as ANA, obtained the highest level of
certification under the “Eruboshi” Certification. This certification is based
on the Act on Women’s Participation and Advancement in the
Workplace established by the Ministry of Health, Labour and Welfare.
Ratio of Female
Executives
Ratio of Female
Managers
10.4%
(+0.4%)
16.3%
(±0.0%)
19.3%
(+1.1%)
19.3%
(+1.0%)
* As of June 2023 (year-on-year change)
Diverse Work Styles: Increasing the Percentage of Employees Taking Paternity Leave
The ANA Group develops systems that help enhance the lifestyles of employees in various ways, such
as through balancing work with childcare and/or nursing care. The ratio of male employees taking child-
care leave is increasing through our efforts to promote understanding among supervisors and work-
places, in addition to the employees themselves. We extended access to the three-day parental leave,
which had previously only been available to certain companies, to the entire Group and set 2030 tar-
gets to ensure all eligible employees take this leave.
Fiscal 2022
Percentage of Employees Taking Childcare Leave
57.3%*1 (FY2021: 27.8%)
Percentage of employees taking either or both
childcare leave or the three-day parental leave
90.7%*1 (FY2021: 80.7%)
LGBTQ+: Respect for Diversity of Sexuality
In 2022, we established the Basic Policy on Respect for Diversity of Sexuality (LGBTQ+) and work to improve workplace envi-
ronments and promote understanding of these issues. Efforts include expanding our partner system and addressing discrimi-
nation. 35 Group companies were awarded a rating of Gold in the PRIDE Index*2, an evaluation index for corporate actions
related to LGBTQ+. ANA has received this award for seven consecutive years.
Employment of People with Disabilities
The ANA Group established the team for specially promoting employment of people with disabilities in 2012. This team focuses
on encouraging the employment of people with disabilities by strengthening cooperation throughout the Group through regular
meetings and seminars.
The ANA Group 36K-Employee Kickoff Group code of conduct on the employment of people with disabilities, formulated in
2015, is a shared commitment of all Group employees to promote a proper understanding of reasonable accommodation from
both tangible and intangible perspectives. Under this code, we will work to improve society through the creation of a workplace
where everyone can demonstrate their strengths and play an active role.
Employment rate of people
with disabilities as of June 1, 2023*3
2.72%
All 40 Group companies achieved the legally
mandated employment ratio.
*1 Total of 38 companies: ANA HOLDINGS INC., 36 companies subject to our management rules, and ANA Wing Fellows Vie Oji Co., Ltd.
*2 Organized by work with Pride
*3 Total of ANA HOLDINGS INC, ANA, and qualified ANA Group companies
2
Universal Service
Initiatives:
https://www.ana.co.jp/group/en/csr/customer_diversity/
As customer values diversify and the social environment changes, continuing to be chosen and trusted by all customers is
crucial for the future growth of the ANA Group. We will continue to accelerate initiatives aimed at providing world-class inclu-
sive and universal services in an effort to fulfill our responsibility as a public transportation entity and build a sustainable inclu-
sive society in which everyone can live together.
57
Medium- to Long-Term Value Creation People
Human Rights
Basic Approach
1 Respect Human Rights
To ensure respect for human rights, we conducted a review in 2016 to identify potential risks to human rights related
to business activities across the ANA Group and at all locations we serve. We are working to prevent the occurrence
Please visit our corporate website for more:
https://www.ana.co.jp/group/en/csr/human_rights/
https://www.ana.co.jp/group/en/csr/supply_chain_management/
The ANA Group has a wide range of business operations which have the potential to impact the human rights of our
of risks with regard to the areas we have identified.
stakeholders.
The ANA Group is committed to upholding human rights in accordance with the global standards provided in the United
Nations Guiding Principles on Business and Human Rights. In April 2016, we established the ANA Group Policy on Human
Rights. We based this policy on the International Bill of Human Rights (the Universal Declaration of Human Rights and the two
International Covenants), the International Labour Organization Declaration on Fundamental Principles and Rights at Work, the
Ten Principles of the United Nations Global Compact, and the United Nations Guiding Principles on Business and Human
Rights. In fiscal 2020, we reviewed our existing procurement policy and formulated a new ANA Group Procurement Policy con-
sisting of the Basic Procurement Policy and the Supplier Code of Conduct. We continue to encourage our contractors and
suppliers to adopt similar policies.
We will continue human rights initiatives, recognizing that respect for human rights lies at the very foundations of the philoso-
phy of the SDGs.
Issuing the Human Rights Report
The ANA Group issued our first Human Rights Report in Japan in 2018, aiming to promote communication with stake-
holders through active dissemination of our initiatives to respect human rights. The group has continued to issue human
rights reports since that time. This year, we will again issue a human rights report describing our current efforts.
Expert Review
Since fiscal 2016, the ANA Group has held regular annual discussions with international human rights experts to obtain advice
Survey on Employment Conditions of Foreign
Workers in Japan
Every year since 2017, we have engaged a third-party organi-
We continue to perform periodic surveys of the employment
status of foreign workers across our supply chain. We also
examine safe and secure routes for recruiting foreign workers in
zation to assess working conditions for non-Japanese nationals
the ANA Group and our supply chain.
working in ground handling and catering operations at airports.
These assessments are performed with the cooperation of
contractors in Japan and include direct interviews with workers
and inspections of living arrangements. In 2021, we began a
Prevent the Use of Airplanes in Human
Trafficking
After conducting training for all cabin attendants, we began a
system-based survey on the employment status of workers at
program in fiscal 2019 to report potential cases of human traf-
group companies and major contractors.
ficking found in-flight to ground facilities. We continue to work
In January 2022, we received an anonymous request to
with government agencies and other companies in our industry
investigate the human rights situation of technical intern train-
to increase the momentum and effective deterrence across the
ees at Narita Airport. In response, we worked with a third-party
airline industry in addressing this issue.
organization in April to conduct face-to-face interviews with 33
technical intern trainees working for ANA Group companies and
major contractors. We also conducted a follow-up in October,
Corruption Prevention
To comply with the anti-bribery laws of countries around the
confirming no human rights violations. In the same month, we
world, we have established the ANA Group Anti-Bribery
conducted a second survey on the employment status of work-
Regulations which explains these regulations with specific
ers for 40 group companies and 127 major contractors, con-
examples. By distributing the ANA Group Anti-Bribery
firming the employment of 5,967 foreign workers across 67
Handbook and conducting e-learning programs, we are work-
countries. Based on the survey results, in March 2023 we
ing to educate our employees. In early 2023, we offered online
conducted direct interviews through a third-party organization,
in-person training to employees and other persons at our North
on ANA Group initiatives to respect human rights. In October 2022, we invited three human rights experts from two overseas
talking with foreign workers at major contractors where we
American locations.
entities, the United Nations Development Programme*1 and the World Benchmarking Alliance*2, to evaluate the progress of the
identified potential risks.
initiatives set forth by the ANA Group given the advice received in the previous fiscal year. We received advice from experts on
the importance of trusted stakeholder engagement and direct dialogue. We also received guidance on how to link human rights
and the environment and in identifying human rights and environmental issues across the value chain.
P.103 for more details
*1 The lead United Nations development support agency working to eradicate poverty, reduce inequality, and promote sustainable development
*2 The Index Initiative was established primarily by the United Nations Foundation and British insurance company Aviva. This organization develops benchmark indicators to evaluate company
contribution levels to a sustainable society.
Human Rights and Environmental Due Diligence Workshops
In July 2022, the ANA Group established an organization-wide forum to discuss and
confirm concerns regarding potential risk factors from the perspective of human rights
and the environment across the businesses that the group develops and executes.
Representatives from more than 35 group companies and internal departments gathered
to identify potential issues in the presence of representatives from the Caux Round Table
(CRT Japan)*3 and Conservation International Japan*4, a third-party organization. After
the forum, we held dialogues with domestic and international experts to identify new
human rights and environmental issues where we should focus future efforts.
For more on new topics, see:
https://www.ana.co.jp/group/en/csr/human_rights/duediligence/
*3 Caux Round Table is a global network of business leaders aimed at ensuring business contributes to a more free, fair, and
transparent society. The organization assists companies to promote their human rights activities. The network mainly
supports corporate efforts to respect human rights.
*4 The Japanese branch of an international NGO with offices in 29 countries. Conservation International advocates for policies
related to climate change and biodiversity.
58
2 Engage in Responsible Procurement
In 2020, we formulated the ANA Group Procurement Policy to conduct more sustainable procurement activities
throughout the supply chain. Particularly in terms of human rights and the environment, we now request more
extensive and detailed information from suppliers compared to our previous ANA Group Purchasing Policy.
In accordance with the ANA Group Procurement Policy, we
managers (approximately 100 people). The training covered the
analyzed priority risks in our supply chain, identifying tableware
importance of complying with social norms, laws, and regula-
and cutlery used in-flight as high priority items.
tions in procurement activities, as well as the importance of
In fiscal 2022, we held information sessions on the ANA
continuing to reduce our environmental impact. The ANA Group
Human rights and environmental due diligence workshops
Group procurement policy for seven domestic suppliers of
tableware and cutlery, seeking an understanding of responsible
will continue
to conduct
procurement. In addition, we conducted a survey on sustain-
awareness-raising
ability with suppliers who attended the information sessions. In
activities.
this process, we monitor and confirm the status of initiatives at
each company, providing feedback on ANA Group intentions
and deepening communication with suppliers.
The ANA Group also conducts periodic training to ensure a
broader understanding of our procurement policy. In fiscal
2022, we held training three times for ANA Group procurement
Information session for Toyo-Sasaki Glass Co., Ltd. (Supplier)
59
Medium- to Long-Term Value Creation
Materiality
Environment
Basic Approach
As a company whose core business is air transportation, the ANA Group recognizes the urgency in reducing greenhouse gas (GHG)
emissions for sustainable business growth and as our contribution to society.
Inspired by this recognition, we established the ANA Group Environmental Policies, 2050 Environmental Goals, and 2030
Environmental Targets. We pursue strategic initiatives to achieve a balance between our medium- to long-term corporate aspirations
and short-term growth, aiming to enhance corporate value on a sustainable basis.
Progress in Medium- to Long-Term Environmental Goals and FY2022 Results
In 2021, we announced our 2050 Environmental Goals and plan to achieve net zero carbon emissions by fiscal 2050. We also formu-
lated the 2030 Environmental Targets as a roadmap toward this goal. In May 2023, we updated our target for fiscal 2030 CO2 emissions
from flight operations. We will promote initiatives to reduce our environmental impact over both the medium and long term, using our
fiscal 2019 results as a benchmark and monitoring progress every year.
Targets
CSO Message
We will create an environment and
accelerate efforts to achieve our fiscal 2030
targets to realize net zero emissions
by fiscal 2050.
MIYATA Chikako
Executive Vice President
Group Chief Sustainability Officer (CSO)
The ANA Group seeks to reduce the GHG emissions from
Furthermore, amid the growing global demand for SAF,
our flight operations to achieve net zero emissions by the
it is essential that we develop recycling systems to ensure
year 2050. In October 2022, the International Civil Aviation
the stable supply of feedstocks as well as technologies to
Initiatives
FY2030
FY2050
FY2022 Results
Organization (ICAO) reviewed CORSIA baseline for 2024-
diversify those feedstocks.
• Improve flight operations
• Adopt new aircraft technologies
• Decarbonize aircraft fuel by using SAF*1
(replace 10% or more of fuel used with
SAF by FY2030)
• Use negative emissions technologies
Aircraft
(NETs)
• Use emission trading schemes
Net 10%+
reduction
vs. FY2019
(Net emissions: 11.1
million tons or less)
Replace 10% or
more of fuel used
with SAF
Net zero*2
24.3%
reduction*3
(Emissions:
9.32 million tons)
Reduce CO2
Emissions
External
Environment
Necessary for
Achieving Goals
• Stable supply of SAF (volume and price)
• Adopt new aircraft technologies (Development of electric and hydrogen airplanes, etc.)
• Establish an environment for the emissions trading market
• Enhance energy efficiency and upgrade
aging facilities and equipment
• Use renewable energy
• Procure electric vehicles (EVs) and fuel cell
vehicles (FCVs) when upgrading airport
vehicles
Non-
Aircraft
33%+ reduction
vs. FY2019
Net zero
22.8%
reduction
External
Environment
Necessary for
Achieving Goals
• Expansion of renewable energy supply
• Development of airport infrastructure to convert to EVs/FCVs
Reduce Resource Waste
Ratio (Plastics, Paper, etc.)
• Switch from single-use plastics to paper
and reusable materials for in-flight meal
containers
• Establish an in-house recycling scheme
for plastic film used in cargo
transportation
70%+ reduction
(waste generated
vs. FY2019)
Zero waste ratio
54.2%
reduction
Reduce Food Waste Ratio
(Including In-Flight Meals,
etc.)
• Monitor the disposal of in-flight and
domestic airport lounge meals and opti-
mize the number of meals loaded using
in-flight pre-order service, etc.
Less than 3.8%
waste ratio
(FY2019: 4.6%)
Less than 2.3%
waste ratio
(50% reduction vs.
FY2019)
5.4%
Conserve Biodiversity
• Conduct educational activities aimed at eradicating illegal wildlife trade in air transportation
• Engage in environmental conservation activities aimed at biodiversity conservation, etc.
*1 SAF (sustainable aviation fuel): Aviation fuel that is not produced from fossil fuels but from sustainable sources such as vegetable oils and animal fats
*2 The balance of CO2 emissions that cannot be reduced over the entire life cycle will be eliminated through technologies, etc., that physically remove CO2 from the atmosphere
*3 Includes reductions due to flight suspensions and lower frequency caused by COVID-19
2035 and proposed long-term goals for carbon neutrality.
We plan to accelerate solutions to these issues in an
CORSIA is a global harmonized carbon offsetting and
all-Japan effort, working with various stakeholders based
reduction scheme for international aviation. Decarbonizing
on public-private partnerships toward the stable domestic
the aviation sector is an urgent issue, and in December
production of SAF at internationally competitive prices.
2022, the Japanese government published the Basic
But decarbonizing aviation cannot be achieved through
Policy for the Promotion of Decarbonization in the Aviation
one approach alone. We must create a comprehensive
Sector.
structure combining multiple solutions for operational
The key to achieving net zero emissions by 2050 is to
improvements, aircraft innovation, etc., collaborating with
transition away from using fossil-based fuels and switch to
all stakeholders across the supply chain and industries.
low-carbon alternatives for powering our fleet. Made from
We are reducing CO2 emissions through daily operational
renewable sources including biomass and used cooking
improvements, adopting more efficient flight operations
oil, SAF is considered sustainable since it does not
and flight routes while maintaining and improving safe
increase CO2 emissions in the sense that the raw materi-
day-to-day operations. There are, however, CO2 emis-
als are from existing feedstock on our planet and are
sions that cannot be reduced through operational efficien-
recycled into energy. Experts say that SAF CO2 emissions
cies, upgrades to more fuel-efficient aircraft, and the use
over the life cycle from feedstock collection through usage
of SAF and other low-carbon fuels. For these emissions,
are 80% lower than conventional fossil fuels. SAF blends
we will take advantage of emissions trading systems over
directly with jet fuel, so aircraft specifications, airport facili-
the long term. Negative emission technologies are CO2
ties, and other infrastructure can be used as-is. While
removal technologies that capture, absorb, store, and
effective as a means to an end, the current global supply
immobilize CO2 in the atmosphere. We plan to work with
of SAF is insufficient.
our partners to diversify our means of CO2 emissions
The first order of business is to create an environment
reductions through these technologies.
for using SAF. For this purpose, we set a medium-term
We feel strongly about meeting our responsibilities in
ANA Group goal to replace 10% or more of fuel used with
resolving global and environmental issues while we con-
SAF by fiscal 2030 to help accelerate the scale-up of SAF
tinue to provide our unique value of connecting people,
production and usage. Under the Sophisticated Methods
goods, and services through our fleet soaring the skies.
of Energy Supply Structures Act*, the Japanese govern-
We will continue to fulfill our social responsibility through
ment indicated its active support of SAF, requiring energy
transparent information disclosure related to our environ-
suppliers to deliver aircraft fuel consisting of at least 10%
mental impact and the progress of our initiatives.
SAF at Japanese airports by 2030.
* Act on the Promotion of Use of Non-Fossil Energy Sources and Effective Use of
Fossil Energy Materials by Energy Suppliers
60
61
Management MessageMedium- to Long-Term Value Creation
Environment
1 Reduce CO2 Emissions
Reduce CO2 Emissions from Aircraft Flight Operations
We have developed transition scenarios to achieve the ANA Group environmental goals for fiscal 2050. Our efforts to achieve our
medium- to long-term environmental targets in fiscal 2030 and fiscal 2050 combine four strategic approaches that reflect economic
rationality.
Transition Strategies to Achieve Long-Term Environmental Goals for FY2050
(Ten thousands
of t-CO2)
CO2 emissions in the business-as-usual scenario
The ANA Group Plan, Support for the Japanese
Government’s Target of 60 Million Inbound Visitors,
2,000
Air Transport Action Group*1 Growth Forecast for
International Travel Demand
CO2
Reduction
1
2
Operational
Improvements and New
Aircraft Technologies
Use of SAF and Other
Low-Carbon Aviation
Fuels
CO2
Offset
3
Use of Emission
Trading Schemes
1,500
1,000
500
0
Effective CO2 emissions after implementation of measures 1), 2), and 3)
Effective CO2 emissions after implementation of all measures, including 4)
2020
2025
2030
2035
2040
2045
CO2
Removal
4
Use of Negative
Emissions
Technologies*2
2050
(FY)
–500
By 2025
By FY2030
By FY2050
Pursue emissions reductions through
Upgrade to more fuel-efficient aircraft
operational innovations during the ASK/
and use SAF to meet FY2030 targets,
ATK recovery phase. Continue to adopt
while accounting for economic rational-
SAF and switch to fuel-efficient aircraft.
ity and using emissions trading to cover
Accelerate the use of SAF further and
strive to decarbonize most, if not all,
fuels. Use NETs to achieve net zero for
residual CO2 emissions in the life cycle.
FY2030 Medium-Term
and FY2050 Long-Term
Targets
any shortfalls.
FY2030
Net 10% Reduction vs. FY2019
Replace at least 10% of
fuel with SAF
Effective CO2 emissions
Net 10%+ reduction
15%
6.5%
11.5%
FY2050
Net zero
Carbon negative by use of NETs
100%
20%
70%
(FY)
2019
–1%
2030
2050
▲10%
*1 Air Transport Action Group: A research group on sustainability in the airline industry, with involvement from the International Air Transport Association (IATA), aircraft manufacturers, and others
*2 Negative emissions technologies (NETs)
62
Please visit our corporate website for more:
https://www.ana.co.jp/group/en/csr/environment/
1
Operational Improvements and New Aircraft Technologies
All departments involved in safe flight operations work together on measures to reduce CO2 emissions in daily operations. In parallel, we
are making steady progress in decarbonization and fuel efficiency improvements, upgrading to more fuel-efficient aircraft as part of the
ANA Group Corporate Strategy.
Improve Flight Operations
Examples of improving fuel efficiency and reducing CO2 emis-
sions include rapid acceleration and climb during takeoff, reduc-
Route Development Project
Each ANA international long-range route has between 10 and
ing thrust reverser usage after landing, single-engine taxiing,
15 flight paths.
engine washing, etc. We disclose the results of these efforts on
In 2020, ANA employees launched the Route Development
our website every month.
Project, believing that an analysis of flight path regulations of
Since fiscal 2023, the Green Operations Committee, led by
each country would uncover routes that avoid headwinds and
flight operations and flight crew divisions, established a system
shorten flight times for routes that tend to exceed scheduled
and framework to revise rules and optimize fuel consumption to
flight times due to headwinds.
reduce CO2 emissions in daily flight operations. We continue to
In addition to considering national regulations, the project
decarbonize our operations through accelerated PDCA cycles.
also considered safety, comfort, on-time performance, and
And through our participation in the Operations Improvement
operations efficiencies when selecting new flight paths. We
and CO2 Reduction Council and Future Air Traffic Systems
submitted finalized flight plans to air traffic control authorities
Council established by the Ministry of Land, Infrastructure,
over each route for approval.
Transport and Tourism, we strive to create environments that
encourage CO2 emissions reductions through operational
improvements. These efforts include innovations in aviation
systems through industry-academia-government collaborations.
Main Outcomes
We contributed to reduced fuel consumption and CO2 emis-
sions through new routes and shortened flight times.
Flight Time
Reduction (Avg.)
Fuel Consumption
CO2 Emissions
Reduction
CO2
For more on ANA Group CO2 emissions reduction results, see:
https://www.ana.co.jp/ja/jp/brand/ana-future-promise/ana-green-jet/co2-reduction/
Houston to Narita
Route
(April 1, 2022-
March 31, 2023)
12minutes
Approx. 175
tons
Approx. 554
tons
Adopt New Aircraft Technologies
As our business recovers and expands, we continue to upgrade
research project to develop hydrogen aircraft and infrastructure,
our fleet to more fuel-efficient aircraft. We expect to achieve a
we share information on advanced technologies and tackle
fuel-efficient aircraft ratio of 85.8% by the end of fiscal 2025. By
issues related to the adoption of hydrogen aircraft. At the same
2030, we will have more than 100 Boeing 787 series aircraft,
time, we collaborate with Boeing on research into electric,
representing more than 35% of our fleet. We plan to raise this
hybrid, hydrogen, and other new propulsion systems.
ratio of fuel-efficient aircraft as early as possible.
And we participate in the Public-Private Committee on New
Fuel-Efficient Aircraft Ratio
Technologies toward Decarbonization of Aircraft, sponsored by
the Ministry of Economy, Trade and Industry, toward the adop-
tion of new technologies.
We are also part of a joint research project with an aircraft
manufacturer on the development of technology to fly on
hydrogen and electric power. Working with Airbus on a joint
70.3%
Approx. 90%
End of FY2019
End of FY2030
63
Medium- to Long-Term Value Creation
Environment
2
Shift to Low-Carbon Aviation Fuel, Including Utilizing SAF
The core of the ANA Group strategy to achieve decarbonization is the use of low-carbonization aviation fuels, including SAF.
By fiscal 2030, more than 10% fuel used will be replaced with SAF, and by fiscal 2050 nearly all fuel in use will be low-carbon.
Expanding SAF Procurement Options Overseas
Strengthening Partnerships
• In fiscal 2020, ANA began a strategic alliance with Finland‐based SAF manufacturer NESTE for medium- to long-term supply, pur-
As we must accelerate efforts not only through public-private partnerships but also through our entire supply chain, we are working
chasing and importing SAF on a commercial scale for use on scheduled flights departing from Haneda and Narita airports.
with stakeholders even more closely to establish a supply chain and ensure a stable supply of SAF.
• In December 2022, the ANA Group and the Japan Overseas Infrastructure Investment Corporation for Transport & Urban
Development (JOIN) signed a memorandum of understanding (MOU) to collaborate on a project that aims to manufacture and procure
SAF overseas. Under this MOU, JOIN will expand opportunities to invest in SAF-related projects overseas while ANA will expand SAF
Ensuring a Stable Supply of Domestically Produced SAF
procurement options.
Public-Private Partnerships
The Public-Private Council on Promoting the Adoption of Sustainable Aircraft Fuel (SAF) of the Ministry
of Land, Infrastructure, Transport and Tourism; Ministry of Economy, Trade and Industry; Ministry of the
Environment; Ministry of Agriculture, Forestry and Fisheries
To achieve the ANA Group environmental target of replacing at least 10% of fuel used with SAF by 2030, we must establish a business
environment that allows SAF refueling in Japan. A public-private partnership council, including the relevant ministries and agencies, oil
wholesalers, and other suppliers, confirmed the need to secure sufficient SAF production capacity and supply chain for raw materials
and to establish a system ensuring a stable supply of SAF at internationally competitive prices. In addition, the council confirmed that
the government will consider active support for SAF through regulations targeting 10% of fuel supplied to Japanese airports to be SAF
by 2030.
Specific Initiatives
Procuring SAF Blended in Japan
A proof-of-concept project of the Public-Private Council on Promoting
the Adoption of Sustainable Aircraft Fuel (SAF) led by the Civil Aviation
Bureau of the Ministry of Land, Infrastructure, Transport and Tourism,
imported neat SAF* to blend with jet fuel in Japan. This project fos-
tered a significant advancement in the supply chain for fueling aircraft,
including the clarification of quality control procedures, customs clear-
ance and bonding procedures, and safety in handling. ANA procures
SAF blended in Japan through this project and uses this fuel on
scheduled domestic and international flights departing from Haneda
Issues Related to Domestic Blending
Reduce GHG emissions
and improve economic
efficiencies
Clarify quality
management
processes
Confirm consistency
with various laws and
regulations
• During fiscal 2023, ANA plans to procure SAF produced by LanzaJet in the U.S., produced using exhaust gas from steel mills and oil
refineries, for use on flights departing from the U.S.
• In January 2023, the ANA Group signed a memorandum of understanding with Raven SR of the U.S. and ITOCHU Corporation for
SAF procurement. Raven SR manufactures SAF from municipal solid waste and other waste materials, which means a stable supply
of SAF in certain quantities should be possible in the future. ANA is considering purchasing this SAF for use on flights departing the
U.S. after 2025.
Encouraging the Use of Synthetic Fuels
Biomass, the primary raw material for SAF, is already used commercially. This raw material could become scarce in the future, requiring
the rapid commercialization of synthetic fuels over the medium to long term. Synthetic fuels are artificial fuels made by synthesizing CO2
and hydrogen.
In September 2021, ANA and six other companies collaborated on a proof-of-concept project that uses carbon and hydrogen sepa-
rated and recovered from CO2 emission sources and the atmosphere as raw materials to produce SAF using a technology that synthe-
sizes liquid hydrocarbons through a catalytic reaction.
In September 2022, the Ministry of Economy, Trade and Industry, the Ministry of Land, Infrastructure, Transport and Tourism, and
other supply-side and demand-side entities (automobile industry, shipping industry, and aviation industry) established the Public-Private
Council on the Promotion of Synthetic Fuel (E-fuel). This council addresses technical development and institutional issues under an
integrated public-private partnership aiming for commercialization of e-fuel by the early 2030s.
and Narita airports.
* SAF before blending with jet fuel
Promoting SAF and Reducing CO2 Emissions in the Supply Chain
ACT FOR SKY, an Inter-Industry Collaboration to Promote Domestic SAF
ACT FOR SKY is an all-Japan voluntary organization launched on March 2, 2022, consisting of 29 companies (as of July 2023), 20 of
which are involved directly in domestically produced SAF as a business and represent the main actors in building the SAF supply chain.
The other nine companies represent entities required to build the supply chain for domestically produced SAF.
The organization aims to create a cross-sector movement of collaboration and action, transcending industry boundaries to commer-
cialize, promote, and expand domestically produced SAF toward carbon-neutral skies.
For more details regarding ACT FOR SKY (in Japanese only), please visit:
https://actforsky.jp
Participation in the Ministry of the Environment Decarbonization x Reconstruction Town Development
Platform
The ANA Group participates in the Decarbonization x Reconstruction Town Development Platform and the platform’s Working Group on
Decarbonized Fuel, projects established recently by the Ministry of the Environment. We are helping with the recovery in selected areas
through the use of low-carbon circular agriculture, biomass, and other materials for local production and local consumption of SAF and
other decarbonized fuels, as well as the investigation of business models to solve issues in this area.
SAF Flight Initiative
In September 2021, ANA, together with companies that use airplanes for business trips and cargo transportation, launched the SAF
Flight Initiative. This partnership is a program aiming for a sustainable future by visualizing CO2 emissions (Scope 3) throughout the
supply chain and promoting the widespread use of SAF. Under this program, partners bear a portion of the costs related to SAF, and
ANA issues a certificate of CO2 emissions reductions resulting from SAF usage. We received the 2022 Nikkei Excellent Products and
Services Award for this business solution that, among other things, contributes to the achievement of Scope 3 reduction targets for
partner companies and improves corporate value. As of March 2023, 13 companies have participated in the program, and we continue
to invite new companies to join.
64
65
Medium- to Long-Term Value Creation
Environment
3
Use of Emission Trading Schemes
We intend to reduce CO2 emissions from flight operations through operational improvements, technological aircraft innovations, and
low-carbon aviation fuels such as SAF. In the short to medium term, we are looking into the use of CO2 emissions trading schemes in
consideration of business continuity.
We plan to use high-quality carbon credits that mitigate the impact on climate change, biodiversity, and human rights, while also
offering benefits such as economic contributions to local communities.
4
Utilization of Negative Emissions Technologies (NETs)
For the remaining emissions not covered by SAF and other fuel reductions, we intend to achieve net zero emissions by 2050 through
NETs. These technologies include direct air capture (DAC), which captures and removes CO2 directly from the atmosphere.
In March 2022, ANA signed a basic agreement with Climeworks, a Swiss start-up company working on DAC. Under this agreement,
we began researching high-quality, permanent CO2 removal technology. In August 2023, we became the first airline in the world to sign
a procurement contract with 1PointFive of the U.S.. 1PointFive is constructing a DAC plant in Texas, U.S.A., which is expected to begin
commercial operation by the end of 2025. ANA plans to procure more than 30,000 tons of carbon dioxide removal (CDR) credits over
three years beginning 2025.
DAC technology captures and removes large amounts of CO2 directly from the atmosphere and is an essential approach that diversi-
fies the means to address CO2 emissions reduction in the difficult-to-decarbonize aviation industry. We will continue efforts to pursue
DAC technology and industry development, diversifying decarbonization measures in our transition strategy to achieve the ANA Group’s
medium- and long-term environmental goals.
DAC Conceptual Diagram
Atmosphere
Air
CO2
Absorption via
Solution, Etc.
Adsorption via Porous
Materials
Membrane Separation
1PointFive is committed to reducing
global temperature rise by 1.5 °C by
2050 through decarbonization solutions,
including Carbon Engineering’s DAC
technology, AIR TO FUELS™ technol-
ogy, and geological storage hubs.
AIR TO FUELS™ is a registered
trademark of Carbon Engineering Ltd.
Underground Storage and Semi-Permanent
CO2 Solidification
Use as a Raw Material for Synthetic Fuel (SAF)
DAC Facility
1PointFive’s DAC Plant (Courtesy of 1PointFive)
66
Initiatives to Reduce Environmental Impact
Carbon Offset Program
Since fiscal 2019, the ANA Group offers the ANA Carbon Offset Program for each class on
domestic and international routes. This program is a mechanism that provides customers
with opportunities to offset the amount of CO2 emitted by their aircraft. Our selection of
offset programs are based on global certification standards.
For more details, please visit:
https://www.ana.bluedotgreen.co.jp/en/home
Eco-First Certified Company
In 2008, ANA became the first in the transportation industry and the first airline to become a certified
Eco-First Company. We received this honor in recognition of our environmental initiatives and corporate
stance that emphasizes social responsibility, and we continue to work toward the creation of sustainable
societies. In March 2022, we updated our Eco-First Promise for protecting the global environment as an
environmentally advanced company to reflect our medium- and long-term environmental goals.
For the Eco-First Promise (in Japanese only), please visit:
https://www.ana.co.jp/group/csr/environment/pdf/eco_first_2203.pdf
Reduce CO2 Emissions from All Non-Aircraft Flight Operations
The ANA Group implements appropriate energy management using our energy management system ANA Eiims based on our own
Energy Management Standard. ANA and ANA Foods (specified business operators under the Act on the Rational Use of Energy)
achieved energy reductions of 1% or more of fiscal 2021 targets, receiving Excellence in Energy Efficiency Award (S Class) certification
under the Act on the Rational Use of Energy of the Ministry of Economy, Trade and Industry. ANA has received S Class certification for
eight consecutive years since the establishment of the classification system. To achieve net zero CO2 non-aircraft emissions by fiscal
2050, we will work to reduce energy consumption by fiscal 2030, focusing on the use of electricity and vehicle fuel (gasoline and diesel
fuel), which accounts for the majority of our total emissions.
Electricity
Vehicle Fuel
We will systematically upgrade our facilities and equipment to energy-saving
devices.
ANA Blue Base, the ANA Group comprehensive training center, ANA Tonomachi
Business Center, and ANA TELEMART Nagasaki Branch Call Center have installed
solar panels, generating electricity from solar power.
In addition, since fiscal 2020, some of our own facilities in the Osaka and
Kyushu areas have been purchasing an amount of CO2-free energy from electric
power companies. Since fiscal 2022, we have been introducing renewable energy
and started use at our Shiodome Office. We are now working to introduce renew-
able energy across the ANA Group.
Solar panels at ANA Blue Base
We are upgrading our airport vehicles to hybrid vehicles (HVs), electric vehicles
(EVs), fuel cell vehicles (FCVs), etc., in stages as appropriate. The ANA Group is
the first company in Japan to introduce remote-controlled EVs (manufactured by
Mototok of Germany) to tow passenger aircraft at airports. Since introducing the
vehicles at Saga Airport in 2019, we have placed others into operation at several
airports in Japan. In addition to contributing to the reduction of environmental
impact, this system allows simpler remote control operation compared to conven-
tional vehicles, leading to more efficient operations.
Pushback using Mototok EVs
67
Medium- to Long-Term Value Creation
Environment
For more details regarding biodiversity conservation, please visit:
https://www.ana.co.jp/group/en/csr/regional_creation/biodiversity/
2 Reduce Resource Waste Ratio (Plastics, Paper, etc.)
4 Biodiversity Conservation
The ANA Group pursues the 3Rs (Reduce, Reuse, Recycle) + R (Renewable) to reduce our resource waste ratio. We encourage use
Adopted in December 2022, the Kunming-Montreal Biodiversity Framework (GBF*1) included new global biodiversity goals. Under this
reduction and recycling, especially of plastics and paper.
Reduce the Use of Plastics
We continue to make progress in replacing plastic products used in airport lounges and on flights with eco-friendly materials. In fiscal
2022, we replaced single-use plastic with paper for in-flight meal containers in premium class on domestic flights. We also switched
from single-use to reusable containers for soup bowls and other products, reducing plastic waste by approximately 158 tons per year
compared to fiscal 2019.
Major Initiatives
Establishing a Resource-Recycling Scheme for Air Cargo Plastic Film
ANA launched a joint recycling scheme
with Sojitz Pla-Net Corporation to
collect used plastic air cargo film for
recycling into products used by ANA.
ANA collects used air cargo
plastic film at airports in Japan,
removes adhesive materials, and
Recovery
compresses the film.
Separation
and
Compression
Recovery
Circular
Recycling
Use
New Product
Sojitz Pla-Net Corporation
Sojitz Pla-Net collects the
Recycling
compressed plastic film and
recycles the film into pellets. The
company then delivers pellets to
manufacturers of plastic goods
used by ANA.
3 Reduce Food Waste Ratio (In-Flight / Airport Lounge Meals, etc.)
The ANA Group is working to reduce our food waste ratio, such as in-flight meals.
Food Loss Initiatives
ANA launched a new service on international flights that allows passengers to choose a lighter meal service or no meal service for more
freedom and comfort in-flight. In addition to offering options that meet customer needs, we work with customers to eliminate food
waste by reducing the number of in-flight meals discarded without being served.
Major Initiatives
ANA Future Promise
In June 2021, the ANA Group announced ANA Future Promise, a movement toward continued corporate growth to continue to the
achievement of the SDGs together with our customers and society (Promise), aiming for sustainable growth (Future). In recognition of
our efforts, we received the Minister of Land, Infrastructure, Transport and Tourism Award at the
31st Grand Prize for the Global Environment Awards. The Grand Prize for the Global Environment
Awards was established in 1992 by the Fuji Sankei Group to encourage promoting industrial devel-
opment in harmony with the global environment.
In October 2022, we began flying special-livery aircraft as a symbol of the ANA Future Promise
and as a means to put activities into practice. We have introduced numerous measures on a trial
basis, including the use of in-flight service items made from sustainable materials (certain in-flight
meal containers and cabin amenities), vegan leather headrest covers made from plant-derived
materials, and the testing of riblet film applied to the surface of aircraft. We intend to expand the
most effective measures to other aircraft and routes.
For more details, please visit our official website:
https://www.ana.co.jp/en/jp/brand/
ana-future-promise/
framework, the airline industry is responsible for 2030 goals, particularly goals to prevent illegal wildlife trade, minimize the impact of
climate change on biodiversity, and reduce food waste. The ANA Group discloses our policies and systems to address biodiversity
conservation. We strive to mitigate our impact on biodiversity through our business activities and contribute to the conservation of
biodiversity.
*1 Global Biodiversity Framework
Initiatives through Business Activities
| Avoid and Minimize | Preventing Wildlife Trafficking
In March 2018, ANA became the first Japanese airline to sign the Buckingham Palace Declaration, which aims to eradicate wildlife trafficking
as recommended by IATA. Since 2018, we have conducted annual seminars on border control measures in collaboration with the interna-
tional NGO TRAFFIC*2. These seminars are part of our educational activities to prevent wildlife trafficking.
A total of 840 people from ANA Group companies, including airport personnel and overseas branches, have participated in these events.
*2 TRAFFIC: An international NGO that surveys and monitors wildlife trade. This NGO was established as a joint project of the World Wildlife Fund and International
Union for Conservation of Nature, and the group operates through a worldwide network of bases in 10 regions.
| Minimize | Food Residue Recycling System
ANA Catering Service Co., Ltd., which produces in-flight meals for ANA, recycles 100% of food residue from the preparation of in-flight meals
for use as compost and feed. The Ministry of Agriculture, Forestry and Fisheries, under the Act on Promotion of Recycling and Related
Activities for Treatment of Cyclical Food Resources, approved the company’s recycling system. This system uses vegetables (soft kale) grown
using compost from animal and plant residues discharged from the Narita Plant as ingredients for in-flight meals.
In this way, the company provides chemical-free, safe vegetables for in-flight meals produced using safe soil consisting of compost
derived from cooking residue. At the same time, the company contributes to the reduction of waste and conservation of biodiversity through
food recycling.
| Restoration | Restoration of Farmland through the Farm Project
ANA Akindo oversees the Farm Project, which revitalizes abandoned mandarin orange farms and supports mandarin production, processing,
distribution, and sales. The Farm Project helps solve problems such as pest and weed infestation, bird and animal damage, and disaster
risks caused by the shrinkage of farmland and increased farmland abandonment.
The Farm Project promotes green tourism in cooperation with local governments and farmers through the planning and management of
monitoring tours, workcations, and agricultural experiences to conserve biodiversity and restore farms. One such example is iyokan seedling
planting at the Ishimaru Farm, a local farm operator.
Collaborations with Stakeholders
The ANA Group participates in the Keidanren
Committee on Nature Conservation as a standing
committee member. We also endorse the Keidanren
Initiative for Biodiversity Conservation.
The ANA Group participates in the 30by30 Alliance
for Biodiversity, which pursues efforts to achieve the
30by30 emissions targets.
Team Chura Sango (Coral Reef Conservation Project to Preserve Tourism Resources)
In 2004, ANA and other companies in and outside Okinawa launched Team Chura Sango to support the coral conservation activities of the
Onna Village Fisheries Cooperative in Manza Bay, Okinawa Prefecture. In 2024, the team will observe its 20th anniversary. The project pro-
tects coral from bleaching caused by rising sea temperatures and feeding damage caused by massive outbreaks of crown-of-thorns starfish,
thereby preserving the ecosystem of Manza Bay. With the support of the Ministry of the Environment, Okinawa Prefecture, Onna Village, and
other government agencies, the team participates in coral seedling production and planting programs held five times a year. As of fiscal
2022, 17,839 coral seedlings have been planted thanks to the participation of 4,177 people. In recognition of these activities, the project
received the Fisheries Agency Director’s Award in the 42nd National Convention for the Development of an Abundantly Productive Sea.
68
69
Medium- to Long-Term Value Creation
Environment
Disclosures in Line with the
TCFD Recommendations
In March 2019, the ANA Group became the first Japanese airline to endorse the recommendations of the Task Force on Climate-related
Financial Disclosures (TCFD, established by the Financial Stability Board. We disclose information in accordance with the four items
required by the TCFD recommendations: Governance, Strategy, Risk Management, and Metrics and Targets. We will continue to
enhance our disclosure content in line with the TCFD framework.
Governance
The Group ESG Management Promotion Committee convenes
Board of Directors and Board of Corporate Auditors
four times a year to hold discussions on important policies and
Supervision
Proposal / Report
Supervision
Submit agenda /
Report
measures related to environmental issues such as climate
change. This committee is overseen by the President & Chief
ANA HOLDINGS INC.
President & Chief Executive Officer
Executive Officer and chaired by the Chief ESG Promotion
Overall management
Group Management
Committee
Submit agenda /
Report
Officer (CEPO), the director in charge of group ESG manage-
Group ESG Management Promotion Committee
ment. Under the committee, we also established the Eco-First
Subcommittee (related to aircraft operations) and the Ground
Energy Subcommittee (related to ground energy other than
aircraft operations). These subcommittees report and discuss
CO2 reduction measures, initiatives, and progress. The following
important environmental matters related to corporate strategy
are discussed at the Group Management Committee and sub-
mitted to the Board of Directors.
Furthermore, ESG management promotion status is objec-
tively and multilaterally monitored to achieve sustainable growth
as a company and enhance corporate value over the medium
to long term. Here, we employ evaluation indicators such as
CO2 emissions volume and external ESG evaluation, which are
also reflected in officer remuneration.
Examples of Climate Change Issues Brought Before/Reported to
the Board of Directors
· Establishment of various environmental policies and medium- to long-
term environmental targets, as well as their annual results
· Disclosures in line with TCFD recommendations
· Formulation of a transition scenario to achieve medium-to long-term
environmental targets
· Incorporation of climate change response into the FY2023-25 ANA
Group Corporate Strategy
· Progress on climate change initiatives
Risk Management
Based on the basic policies determined by the Board of
Directors, the ANA Group Total Risk Management Regulations
provide the basic terms of the group’s risk management
system. Under these regulations, the Group ESG Management
Promotion Committee develops, implements, and monitors
progress of basic policies. Risks related to climate change are
also handled as key issues within the overall risk management
framework.
Chairman: Chief ESG Promotion Officer (CEPO)
Committee Members: General managers of each business and corporate division, ESG Promotion
Secretariat: Corporate Sustainability, General Administration, General Administration, Legal &
Officer (EPO), etc.
Insurance
Eco-First Subcommittee
Ground Energy Subcommittee
Chairman: Chief Sustainability Officer
(CSO)
Participants: Managers from each
related division
Secretariat: Corporate Sustainability
Instruction
Collaborations
Environment Officer
Instruction /
Supervision
ESG Promotion Officer (EPO)
(Group company directors
and executive officers
overseeing ESG
management)
ESG Promotion Leader (EPL)
Group Companies and Departments
Metrics and Targets
In 2021, the ANA Group formulated the 2030 Medium-Term
Environmental Targets and the 2050 Long-Term Environmental
Goals. In May 2023, we updated our 2030 Medium-Term
Environmental Targets. We are currently strengthening our
efforts to achieve our goal of net zero CO2 emissions by
fiscal 2050.
FY2030 Targets
FY2050 Goals
Aircraft
Reduce CO2
Emissions
Net 10%+ reduction vs.
FY2019
Replace 10% or more of
fuel used with SAF
Non-Aircraft
33%+ reduction
vs. FY2019
Net zero
Net zero
Please refer to P.86 for more on the risk management structure.
Please refer to P.60 for more on fiscal 2022 results.
Please visit our corporate website for more on disclosure based on TCFD recommendations:
https://www.ana.co.jp/group/en/csr/environment/goal/
Strategy
We analyzed scenarios based on the 4°C and 1.5°C scenarios
4°C Scenario:
A scenario in which, by not taking measures to combat global warming
provided by the United Nations Intergovernmental Panel on
beyond the status quo, temperatures rise about 4°C above pre-industrial
Climate Change (IPCC) and the International Energy Agency
(IEA). Through this, we identify the risks and opportunities of
climate change on our group, assess their financial impact, and
explore countermeasures. The analysis covers the period from
levels, and risks related to physical changes caused by climate change
become apparent
1.5°C Scenario:
A scenario in which a fundamental system transition is achieved, resulting in
a temperature increase of less than 1.5°C above preindustrial levels, and
fiscal 2030 to fiscal 2050, as set forth in the ANA Group’s
risks related to the transition to a low-carbon economy become apparent
medium- to long-term environmental targets.
See P.62 for our transition strategy
Physical
Risks
Increasing
Severity and
Frequency of
Extreme
Weather
Changes in
Rainfall and
Weather
Patterns
Description of Opportunity / Risk
Financial
Impact*1
Action Plans
• Increased operational costs due to severe natural disasters
• Increased cost of restoration from damage to aircraft and facilities
due to disasters
• Development of data observation through aircraft
• Decreased revenues due to difficulty in maintaining flight operations
• Establishing a more advanced BCP
• Upgrading to disaster-resistant facilities, equipment, etc.
• Collaborating in research with JAXA
• Determining destinations, number of flights, etc., and
Large
appropriate reflection in business plans
to affected areas
Medium
Actions to Reduce CO2 Emissions (Aircraft)
• Concern about increased costs due to higher SAF prices until
around 2040 and decreased revenues due to restricted flight
operations as a result of insufficient procurement
—SAF
• Differentiating through strategic purchases, contracts, and invest-
ments to benefit from priority procurement and stable supply
• Making strategic purchase agreements
• Strategically investing in the establishment of a system for
domestic mass production of SAF, and strengthening
public-private and inter-industry collaboration to establish the
supply chain
• Partially compensating for SAF purchase costs through
development of schemes such as the SAF Flight Initiative
— New
Technology
Opportunities
• Increased cost of introducing next-generation aircraft (hydrogen,
electricity, etc.)
Large
• Engaging with policymakers and other relevant parties to
improve airport infrastructure
• Reduced fuel costs due to fuel efficiency improvements over the
medium to long term, and creation of opportunities for technological
innovation and priority procurement by investing in DAC*2 CO2
removal technologies
• Participating in joint research projects with aircraft manufac-
turers to develop aircrafts incorporating new technologies
• Strategically investing in the introduction of high quality,
permanent CO2 removal technology
Risks
—Credit
• Increased costs due to the use of credits (price increases due to
excess demand for emission credits / increased offsetting)
• Procuring CORSIA eligible and high-quality credits
• Minimizing cost impact through an optimum combination of
SAF and credits
Actions to Reduce CO2 Emissions (Non-Aircraft)
Transition
• Increased costs due to replacement with ZEVs*4
• Reduction in fuel costs and offset costs and labor-saving in airport
operations due to the development of new technologies such as
unmanned autonomous driving
Vehicle*3 Fuel
(Diesel oil)
• Continuously engaging in and collaborating with policymak-
ers and other relevant business operators to promote the
shift to ZEVs and improve airport infrastructure
Medium
• Procurement and construction of a supply chain for alterna-
tive fuels such as next-generation biofuels
• Introduction of experimental tests and remote-controlled EVs
to switch airport vehicles to EVs
Litigation /
Fines / Taxation
• Penalties and fines for failure to comply with laws and regulations in
• Appropriately responding to and disclosing information for
each country
climate change
• Pressure from stakeholders to delay climate action
• Increased costs as a result of higher prices due to the introduction
of carbon pricing (carbon taxes, emissions trading)
Medium
• Engaging with national governments continuously, in
collaboration with industries and other organizations, for
relaxation of regulations and tax systems
• Securing talent from a younger environmentally sensitive generation
and increasing sales due to securing customer trust as a result of
proactively addressing climate change to improve brand value
• Growing new businesses that do not require physical travel
• Increased demand for the reduction of corporate Scope 3 emissions
(business trips and cargo transportation)
Medium
Changes in
Consumer
Awareness and
Preferences
• Appropriately responding to and disclosing information for
climate change
• Identifying needs through ongoing dialogue with society and
reflecting these needs in strategies
• Developing measures that move forward while acquiring the
understanding and cooperation of customers
• Diversifying business portfolio
• Collaborating with various stakeholders and strategically
investing in new business growth (avatars, electric air taxi,
drone logistics services)
Opportunities
Financing
ment through proactively responding to climate change ahead of the
market
Medium
and responding appropriately
• Information disclosure in accordance with international
• Successfully financing through loans and incorporating ESG invest-
• Identifying needs through ongoing dialogue with investors
frameworks
*1 Large: ¥10 billion or more per year; Medium: ¥1 billion to ¥10 billion per year; Small: less than ¥1 billion per year
*2 Direct Air Capture (DAC): Technology to capture CO2 directly from the atmosphere
*3 Airport ground handling vehicles
*4 Zero Emission Vehicles: Vehicles that do not emit CO2 or other emissions during operation (EVs, FCVs)
70
71
Medium- to Long-Term Value Creation Materiality
Regional Revitalization
Basic Approach
Regional revitalization is an initiative to overcome regional issues such as declining populations, low birthrates, aging demographics, and
shrinking economies, as well as to ensure that outlying regions will grow in the future.
Beyond air transportation, the ANA Group aims to solve regional issues while creating new encounters and connections among
people, goods, and experiences. We seek to grow regional fan bases, expanding the number of people with whom we interact and
build relationships.
Working in unison with local communities is crucial to solving issues. We create deeper ties with local communities by building close
relationships with local businesses coordinating with those branches nationwide that have regional operations, as well as through coop-
erative agreements with local governments throughout Japan.
Based on the relationships of trust we build with local communities through our Air Transportation and Travel Services businesses, we
take on the challenge of regional revitalization by leveraging the strengths and assets of the ANA Group while making the most of the
charms of each region.
Implementation Structure
The ANA Akindo Regional Revitalization Department, which coordinates with 33 branches nationwide across Japan that are engaged in
community-based activities, plays a central role in integrating the initiatives of group companies organically, working with the ANA Group
to create value that solves regional issues.
Regional Governments / DMO / Regional Businesses
Government Agencies
33 Branches Nationwide
• Regional Group General
Information Desk
ANA Akindo Regional Revitalization
Department
• Core Regional Revitalization
Organization
• ANA Group Facilitation and
Coordination
ANA Holdings, Inc. (Regional Revitalization Officer)
ANA X
Travel package planning and sale, tourist promotions
through apps, digital promotions, crowdfunding
ALL NIPPON
AIRWAYS TRADING
Sales of goods through airport shops and expansion of
sales channels for locally themed products, etc.
ANA Department
Overseas Offices
Promotions to attract customers to areas throughout
Japan and promotions overseas to attract visitors to Japan
Other Group
Companies
Integrated regional revitalization
1 Expanding Regional Development in Cooperation with Local Governments
Case 1
Expanding ANA Hometown Tax Donation
Regional
Issues
Addressed
Solution
Methods
• Insufficient financial resources due to declining birthrates, aging
• Increase the number of people involved in the community through
populations, and declining local economies
ANA Group efforts
• Failure to communicate the attraction of local products, etc., to
outside consumers
• Support local governments in securing new financial resources through donations made through
the ANA Hometown Tax Donation website
• Communicate information and distribute local products, etc., through hometown tax donations
• Encourage travel and attract visitors through hometown tax donations
Case 2
Pursue Grants and Other Regional Revitalization Projects
• Lack of awareness of regional attractions and insufficient content to
encourage longer stays from the perspective of inbound travelers
• Lack of workers / people willing to take over businesses due to
declining birthrates and aging population
• Decrease in tourist consumption with fewer tourists
• Implement initiatives to attract people through local government grants and other resources
• Leverage the ANA route network to attract inbound travelers
• Develop and promote tourism-related content focused on specific themes
• Improve and foster work-study environments in rural areas to accommodate new ways of working
Regional
Issues
Addressed
Solution
Methods
72
For more details, please visit our corporate website:
https://www.ana.co.jp/group/en/csr/regional_creation/regional_revitalization/
2 Resolving Regional Issues through Innovation
ANA performed a bottom-up redesign of the Airport Access Navi route service, launching Tabi CUBE as a new service on July 31, 2023.
Tabi CUBE is our platform for mobility services (MaaS). Through this platform, we intend to expand the scope of our mobility business,
respond to diverse mobility needs, and resolve issues, offering a universal and seamless mobility experi-
ence for a society in which people enjoy travel and travel safely.
For more details (in Japanese only), please visit:
https://www.anahd.co.jp/group/pr/202307/20230731-5.html
3 Regional Revitalization through Social Contribution and Resolving Social Issues
Case 1
ANA Farm Project
*ANA continues to make progress in this project as a prime example of ANA Group efforts to solve regional issues
Regional
Issues
Addressed
Solution
Methods
• Growing amount of abandoned land due to the aging of farmers and lack of successors
• Gaining recognition of and expanding sales channels for Ehime products (citrus fruits)
• ANA works with local farmers, governments, and regional banks, etc., to operate a mandarin orange orchard using
abandoned farmland
• Support the Production ➝ Processing ➝ Distribution ➝ Sales chain
• Expand sales channels and branding for prefectural products utilizing ANA resources; food processing utilizing the
resources and expertise of ANA Catering, etc.
• Contribute to the revitalization of primary industries, expand interchange. and build structures to prevent farmland
Regional
Issues
Addressed
Solution
Methods
• Shortage of secondary industries in the prefecture other than tourism
• Lack of employment opportunities for local workers
• MRO Japan began conducting tours of its aircraft maintenance shop at Naha Airport in May 2022 to increase aware-
ness of Naha Airport and communicate its appeal as a new tourist resource.
• The company will continue to refine its content offerings to expand the number of interactions and relationships.
*1 MRO Japan Co., Ltd.: Japan’s only company specializing in aircraft maintenance. The company operates in cooperation with Okinawa
Prefecture and local businesses to promote local industry.
New Board Member
The ANA Group reorganized airline ticketing and travel services, handled formerly by ANA Sales Co., Ltd., by moving travel
services to ANA X and expanding into the regional revitalization business by establishing ANA Akindo in April 2021.
We will leverage the strengths of the ANA Group and work with local communities, co-creating attractive regional revitalization
to encourage greater human interactions and relationships. ANA Akindo contributes to the ANA Group revenue platform by tying
activities to the creation of new value.
And we will do our utmost to achieve this vision. Look forward to great things in the future.
HARA Yuzo
Senior Executive Officer,
Group Regional Revitalization
President, ANA Akindo
Co., Ltd.
73
ANA Business
Solutions
ANA Strategic
Research Institute
Deployment
across the
group
Provide ANA Group expertise (education, training, etc.)
from being abandoned
Human resources development, consulting, surveys
ANA Cargo
Expand exports of regional, local products
Case 2
Tour of MRO Japan’s Aircraft Maintenance Plant (Okinawa, Japan)
Medium- to Long-Term Value Creation Foundations for Sustainable
Corporate Value Enhancement
We work with ANA Group stakeholders, aiming to share a variety of values
that lead to a world of wonder. Today, we are strengthening a foundation for the
appropriate allocation of management resources and nimble decision-making.
74
74
75
Safety
Strengthening Safety as a Business Foundation, Passing Down Safety as a Culture
Passing On a Culture of Safety and Nurturing Human Resources
Safety is the unequivocal mission of every business in the ANA Group.
Solid Approach to Safety
Safety is the absolute value underlying every ANA Group corporate activity and the foundation of everything we do. Our dedication to
To ensure safety, we must report and share incidents promptly, tying these incidents to prevention or the prevention of reoccurrence.
To this end, we engage in initiatives tailored to each workplace, encouraging safety-oriented actions in each individual and fostering a
culture of safety.
In addition, the ANA Group engages in ongoing education and training programs for all employees to preserve the memory of past
accidents and hijackings in our pursuit of safety. We utilize face-to-face and online methods to pass on a broader and deeper safety
safety extends to every part of our group businesses, even beyond our aircraft operations, including cargo, food services, and informa-
culture.
tion. Our everyday efforts to improve safety and our conscientious response to customer expectations build confidence and trust with
society.
An environment of mutual understanding and trust forms relationships among employees across various job descriptions to support
Major Initiatives
safe aircraft operations and other aspects of the ANA Group business. In every workplace, we post the ANA Group Safety Principles
and Course of ANA Group Safety Action, which are pledges shared by all ANA Group employees.
ANA Group Safety Principles
Safety is our promise to the public
and is the foundation of our business.
Safety is assured by an integrated management
system and mutual respect.
Safety is enhanced through individual
performance and dedication.
Course of ANA Group Safety Action
(1) Strictly observe rules & regulations, and all actions will be grounded on safety.
(2) As a professional, place safety as the #1 priority while keeping your health in mind.
(3) Address any questions and sincerely accept the opinions of others.
(4) Information will be accurately reported and shared in a timely manner.
(5) Continuous self-improvement for prevention and avoiding reoccurrence.
(6) Lessons learned from experiences and increased skills for risk awareness.
ANA Group Medium-Term Policy for Aviation Safety and Security
We formulated the ANA Group Medium-Term Policy for Aviation Safety and Security covering fiscal years 2023 through 2025. The pur-
pose of this policy is to maintain basic quality and safety for growth, even during this period of recovery in air travel demand.
We continue to face a changing environment and changing work styles in the airline industry in the wake of the COVID-19 pandemic.
As we maintain firm aviation safety and security, we will also create methods to make advancements in this area.
Safety and security are always the priority of the ANA Group, and we intend to strengthen our systems further through five key concepts.
Safety
i
i
S
S
a
a
f
f
e
e
t
t
y
y
R
R
s
s
k
k
M
M
a
a
n
n
a
a
g
g
e
e
m
m
e
e
n
n
t
t
Flight
Flight
operations
operations
Customer
Customer
Employees
Employees
(Workers)
(Workers)
C
o
m
m
u
n
c
a
t
i
o
n
i
Safety
Safety
and
and
Security
Security
ESG
Sense of
Safety
Key Concepts
1. Foster a positive safety and security culture
2. Develop and maintain skills to support safety
3. Strengthen change management
4. Evolve safety risk management
5. Restructure our aviation security management system
The sunflower represents aviation safety, and the fence represents aviation security to
protect the sunflowers from outside agents.
The sunflower and fence stand on the soil that represents our culture of safety and
Flexibility
security. We believe that the most important nutrients are the following four cultures.
Safety Policy
Safety Policy
and
and
Targets
Targets
Just Culture
Positive
Safety Culture
Learning
Aviation Security Security Risks Management
Reporting
76
• Just Culture
• Reporting Culture
• Learning Culture
• Flexibility Culture
The ANA Group will strive as one in our unending pursuit of safety and security.
Education and Training at the ANA Group Safety Education Center (ASEC)
Total cumulative number of participants over the past three years: 34,443 (including online participation)
ASEC, located in the ANA Group Training Center (ANA Blue Base), provides safety education in
which participants learn actively, using the knowledge learned at ASEC to practice specific safe
behaviors in the workplace. Online training programs are also available, and all ANA Group
employees worldwide have been taking courses. We also accept visitors from outside the ANA
Group and share the ANA Group safety initiatives and philosophy with many people.
Emergency Aircraft Evacuation Training
Total cumulative number of participants over the past three years: 17,646
This training is mandatory for all group employees to support cabin attendants in assisting and
guiding passengers in the event of an aircraft emergency and fostering general safety awareness.
In addition, participants discuss actions in emergency situations and reflect on their behavior as
ANA Group employees to enhance safety awareness.
Safety Forum Conducted by Senior Management
Total cumulative number of participants over the past three years: 7,089
The ANA president & CEO and the director in charge of safety at ANA delivered safety-related
lectures and engaged in dialogue with employees.
Discussions addressed topics on safety culture and aviation security, and ANA Group employees
and management shared ideas on safety- and security-related concepts and behavior.
Initiatives for Aviation Safety and Security Promotion Month
Number of forums: 4 Cumulative participants: 1,440 (TALK SAFE)
We designated July as Aviation Safety and Security Promotion Month. During the month, we
reviewed and held a silent observance for past accidents and incidents. We also reaffirmed our
commitment to preventing or preventing the recurrence of problems, including risk prediction and
change management, to improve safety quality throughout the ANA Group. In particular, the annual
TALK SAFE event helps foster a culture of safety and security by sharing examples of workplace-
based initiatives and holding discussions with management.
77
Foundations for Sustainable Corporate Value Enhancement
Safety
Aviation Security
Given the ongoing recovery of airline demand in the post-COVID-19 era, the future growth in demand
for inbound travel to Japan, and political instability overseas, we understand the need to strengthen
the infrastructure that supports security further. We face a pressing need to conduct security inspec-
tions more smoothly and reliably than ever before.
Last year, through the Scheduled Airlines Association of Japan, we considered audio / verbal
measures to control the carrying of prohibited or restricted items and hazardous materials on aircraft
at interactions prior to security checkpoints. With the understanding and cooperation of public trans-
portation authorities (monorail, train, bus) linking to airports, we introduced an industry first in making
verbal announcements within each transportation mode.
We began this initiative at Haneda Airport, and are expanding the program to certain other air-
ports. We will continue to address aviation security issues at both the individual and industry levels.
Ensuring Safety in Non-Air Operations
Food Safety
The ANA Group operates the ANA Catering Quality Program (ACQP) from the three perspectives:
(1) Food safety for hygienic in-flight and lounge meals; (2) Delicious quality for food and beverages
served; and (3) Safe and accurate loading and unloading of foods on and off aircraft. Qualified audi-
tors and chefs make regular visits to our catering contractors in Japan and around the world, offering
guidance on improvements based on ANA’s own strict hygiene standards. We also engage regular
external hygiene audits from third parties based on international standards. We report the results of
these audits to relevant internal departments in a timely manner to maintain and improve quality. In
addition, the status of food safety management is reported regularly at board meetings.
Information Security
The ANA Group works continuously to ensure the secure handling of information, including personal
customer information, as a management issue equally important to flight operations. System security
measures include data encryption, perimeter defense, anti-virus, and endpoint security to achieve
defense in depth. In light of our shift to a cloud environment, we also adopted Attack Surface
Management, which monitors information accessible from the internet on a 24/7/365 basis, investi-
gating and launching countermeasures as necessary. In addition, we created the ANA Group
Information Security Management Manual for employees in accordance with ISO 27001, and apply
the manual to the entire group. We also use handbooks, e-learning, training, and email newsletters to
ensure this manual is widely understood throughout the group, and conduct audits to check compli-
ance. In this way, we are strengthening our information management system and reducing the risk of
information leaks from both tangible and intangible perspectives.
Further, we comply with Japan’s Act on the Protection of Personal Information, the EU General
Data Protection Regulation (GDPR), and other laws and regulations enacted or revised in various
countries regarding the protection of personal information. We publish our privacy policy on our
corporate website as appropriate.
These initiatives are regularly reported to the management of the entire group through the Group
ESG Management Promotion Committee to raise awareness.
78
Front-Line Initiatives to Ensure Safe Operations
We are building mechanisms leading to operation safety based on input from employees involved in operations.
Preventing Irregular Operations by Visualizing
Wind Shear Structure
Low-Level Wind Information
Aircraft landings are affected significantly by low-level wind below
3,000 feet. Sudden changes in low-level wind speed (wind shear)
may cause instability in aircraft position when landing. To ensure
safety, pilots may turn the aircraft back to the point of departure
or reroute to a different destination.
Obtaining stable data on low-level winds has been difficult due
to the characteristics of observation equipment available.
Obtaining general situation reports from a flight crew after landing
takes time and effort for ground staff to communicate to following
flights. In addition, making appropriate operational decisions
based on such information requires proficiency in operations and
many years of experience.
1
2
3
4
Runway
1. Normal entry
2. Headwind increases dramatically, causing instability in aircraft speed
and path
Given these conditions, we focused on the fact that aircraft in
3. Change from a headwind to a sudden tailwind
operation have traditionally observed a variety of data. At the
4. A significant loss of speed and altitude may result in difficulty landing in
initiative of an employee involved in operations management, we
a stable position
considered an automated system to extract and visualize low-
level wind data exceeding a certain value, making the information
available on the ground in a timely manner.
During our consideration, we held discussions not only in the
operations department but also among many employees across
departments and companies, including systems, maintenance,
safety promotion, and flight crew.
As a result, we reduced irregular operations (turnaround or
reroute) due to unexpected wind turbulence during landing. We
continue to use actual data to analyze correlations with projected
Utilize data to ensure safe
operations
Ratio of Strong Wind* Cited as a Reason for Flights Turned Back or
values to improve forecast accuracy. We continue to improve the
Rerouted Due to Inclement Weather
system for direct utilization by flight operation management per-
sonnel, flight crews, and flight operation support personnel at
each airport, thereby contributing to greater safety in flight opera-
FY2020
41%
FY2021
36% (new policy implemented in November)
tions and improved customer convenience.
FY2022
19%
* As operations are based on a comprehensive judgment of factors, the figures above
include the impact of measures other than the system described herein.
Announcements in Tokyo Monorail and
Keikyu Train cars
Hygiene audit of the in-flight meal
production facility at Haneda Airport
Security training for department managers
we felt strongly the need to predict and communicate wind information in advance.
Ensuring Safe Operations through Easy-to-Use and Sustainably
Effective Measures
Safety is our absolute priority. Since unexpected low-level wind turbulence can impact safe operations,
We established a system that produces continued effects rather than a one-time policy since
the ANA Group environment encourages opinion exchange across departments toward the shared
goal of safety.
In addition to this project, we are working to visualize and utilize weather data in three dimensions.
We will continue to do everything in our power to improve the comprehensive safety of our operations.
SAKAMOTO Kei and KANDA Anna
All Nippon Airways Co., Ltd.
Operations Management Center
79
Foundations for Sustainable Corporate Value Enhancement
Foundations for Sustainable Corporate Value Enhancement
Human Capital
The FY2023-25 ANA Group Corporate Strategy describes the three-year period beginning
fiscal 2023 as a time to solidify our foothold and reinvent ourselves to achieve our manage-
ment vision. It will be a period to recover from the COVID-19 pandemic and evolve toward sus-
tainable corporate value improvements. Unwavering safety is our first foundation for growth,
followed by groupwide DX. And the power of the people in the ANA Group is what supports
this foundation. Inheriting the DNA of endeavor since our founding, we strive to create new
value and sustainable growth by maximizing the individual strengths of our employees around
the world in a variety of settings and creating a driving force as a team.
→P.50 Human Resources Strategy
Case 1
Creating the Future from the Employee Perspective:
Formulating a New Management Vision
The ANA Group’s new management vision is Uniting the World
The common idea of the ANA Group of the future throughout
in Wonder, which we published in fiscal 2023. We came up with
these workshops and dialogues was that our employees
this vision as a result of extensive discussions among employ-
wanted to deliver a sense of wonder to fellow employees, cus-
ees about what they envisioned as the ideal ANA Group.
tomers, and society. Our management team held discussions in
In 2022, which was the 70th anniversary of our founding, we
response to this feedback, formulating a new management
conducted a survey and held dialogues with employees to
vision in unison with the wishes of our employees.
consider the future direction of the group in overcoming the
Group employees play
COVID-19 pandemic, and gathered more than 20,000 com-
the leading role in achieving
ments. At the same time, we launched the Future Creation
our management vision.
Project, consisting of 329 employees from ANA Group compa-
Every individual must be
nies including employees working at 53 overseas airports.
Through this project, we encourage each employee to
willing to face new chal-
lenges and take action
become a Doer (a person of action), creating the future with
based on new values. We
their own hands and making a real difference. We held work-
work as a united group to
shops and opportunities for dialogue with peers at each work-
foster a corporate culture
place to identify issues related to daily operations, work styles,
that continues to transform.
people, and organizations. We took another hard look from all
angles at what we must do for our future.
Creating a Corporate Culture that Embraces Our New
Management Vision
The Japanese term for a sense of wonder (waku waku) emerged as a common theme from the
dialogues that took place across the group when we considered our new vision.
First, our employees themselves are embracing a sense of wonder to create and deliver new
value to our customers and society.
We believe that if every employee shares this
desire, we will evolve into a more attractive
group than ever before.
Under the Future Creation Project, we
pursue corporate reform across the group and
strive to create a culture that takes on the
challenges of the future boldly while address-
ing the issues that impede the sense of
wonder.
The Future Creation Project logo expresses the
sense of wonder flowing from the ANA Group and
how expectations and joy spread across the world,
carried by the wind. The bright colors relate to the
ANA Group, and are meant to express the creation
of wonder for the future through group employees.
For more details, please visit:
https://www.ana.co.jp/group/en/about-us/vision/
MATSUI Aika, MATSUURA Yuko, KIKUCHI Yuki,
OSHIMA Seiji
Future Creation Project Secretariat
80
Case 2
Systems to Support Employees Who Embrace Challenge
New Business Contest Program Da Vinci Camp and ANA Millionaire Pitch
The ANA Group continues to develop systems to give shape to the ideas of our employees and encourage them to be spontaneous in
taking on challenges.
Da Vinci Camp
We solicit a wide range of new ideas to uncover the seeds of new revenue-generating busi-
nesses that will enhance ANA Group value over the medium to long term. Building on the 15
years of work by its predecessor, ANA Virtual Hollywood, the Da Vinci Camp celebrated a
third anniversary in fiscal 2023.
In fiscal 2022, we received 43 applications, including proposals from flight attendants,
aircraft mechanics, and other front-line staff. After an internal review process, four innovative
ideas were considered as candidates for commercialization. Employees act with enthusiasm
and an adventurous spirit to take on new challenges boldly and without fear of failure.
ANA Millionaire Pitch
Launched in fiscal 2021, the ANA Millionaire Pitch business and services proposal program
has become a mechanism for soliciting sustainable, quickly monetizable proposals from
employees.
In 2022, we received more than 700 ideas from employees, 13 of which have been rolled
out or are in the process. Throughout the process of giving shape to ideas, knowledgeable
ANA Group employees act as mentors and offer advice, while close communication across
departments contributes to the improvement of organizational capabilities.
Examples of Fiscal 2022 ANA Millionaire Pitch Winning Proposals
Repurposing Aircraft Equipment Scheduled for Disposal
• An employee in the human
resource services business sug-
gested upcycling seat covers
scheduled for disposal into room
shoes.
For more details, please visit:
https://www.anahd.co.jp/ana_
news/2023/01/12/20230112.html
Aircraft Photo Sessions
Collaborative Red Stamp Book
• An aircraft mechanic proposed an
in-air class and photo tour to share
the joy and gratitude for the return
of Boeing 777 domestic route
operations.
After a year of refinements, proposals underwent a
final review by directors, and the plans selected were
prepared for full-scale commercialization.
Award ceremony in which board members give
prizes for ideas that became revenue generators.
• An aircraft mechanic suggested
turning unwanted aircraft parts into
limited-edition products sold
through capsule toy machines.
For more details, please visit:
https://www.anahd.co.jp/ana_
news/2023/07/26/20230726.html
• A maintenance department
member suggested creating a red
stamp book (stamps collected from
visits to shrines and temples) in
collaboration with a shrine con-
nected to aviation. The stamp
books encourage ANA customers
and others to become more familiar
with the ANA Group.
81
Human Capital
Case 3
Teamwork and Organizational Capabilities through the Power of DX:
Operational Reform in the Engine Maintenance Division
Case 4
Commitment to High Service Quality: Skills Contest
ANA Engine Technics Co., Ltd., which is responsible for the maintenance of aircraft engines, conducts many ancillary maintenance
The ANA Group holds skill contests in which participants compete and learn from each other in various specialized fields,
tasks including inspections, parts supply management, and the management of certain processes. In fiscal 2022, the company digitized
including cabin attendants (CA), airport ground handling, contact center, in-flight cleaning, and cargo.
tasks previously performed orally or on paper. In so doing, ANA Engine Technics achieved significant operational improvements and
As society and values continue to change at a dizzying pace, we introduced innovative and sustained efforts during the
improved teamwork. These improvements also built momentum in the workplace for reviewing and improving daily operations.
COVID-19 pandemic to meet the needs of various customers and to become the airline of choice.
Steps Taken by ANA Engine Technics
(1) Digitized various operations formerly conducted in analog form
In preparation for each contest, employees study hard on their own and share skills through team-wide practice and regional
qualifying rounds. In every contest, participants compete with confidence and pride as representatives of their respective orga-
nizations. Peers cheer each other on and learn new skills from each other. And the contestants continue to serve as role
(2) Gave iPads to all mechanics to access the in-house portal site regardless of location or time; facilitated efficient use of time and
models for their organizations, raising the overall level of quality by training their successors.
resources
(3) Accelerated cloud-based work styles and pursued DX
(4) Eliminated duplicate tasks and improved efficiency and accuracy through digital transformation business process review
Our relentless dedication to quality has earned us the highest rating of 5-STAR for 10 consecutive years in the World Airline
Star Rating by U.K.-based SKYTRAX.
Division
Contest
Overview
Cabin (CA)
In-Flight Announcement
Competition in making in-flight announcements that embody
Contest
the ANA Brand
Ground Handling
Ground Handling Customer
Competition in providing polite service to every customer at
Service Skills Contest
the airport (boarding gates, ticket counters, etc.)
Contact Center
Customer Service with
Competition in answering customer questions, suggesting
(Telephone Support)
Empathy Contest
solutions, and engaging with hospitality.
In-flight Cleaning
Cleaning Skills Contest
Competition in cleaning an aircraft cabin within a predeter-
mined time period
Competition highlighting expertise in freight forwarding and
Cargo
ANA Cargo AWARD
initiatives to improve operations, safety and quality in each
organization
Before: Analog Management over
Each Process
After: Centralized Management via Web Portal
Used Google Docs for DX
Impact
Inspections
Periodic inspection of cranes used for maintenance
Tools
Inspection before and after use; tracking and management
Work Requests
Coordinate with engine transporter management department
Equipment
Control inventory of equipment used for maintenance
Processes
Allocate personnel appropriately for assigned tasks
· Saved 785 labor hours out of approxi-
mately 40,000 labor hours by reducing
employee movement
· Reduced paper consumption by 40%
compared to conventional methods
· Strengthened cooperation among
departments
· Reduced human error by visualizing
processes and requests using
photographs
· Fostered a culture of continuous opera-
tional review
While the new mechanisms were a source of confusion and met resistance at first, project
members provided detailed and patient explanations to every employee and designed sys-
tems for ease of implementation. The team also listened to feedback from the front lines,
eventually creating a usable system for the organization through steady efforts and
problem-solving.
The linkage of internal data reduced process duplication and fostered timely data visualiza-
tion. The ANA Group will continue to consider ways to utilize these mechanisms within the
group and evolve activities.
Innovations from Our Maintenance Departments
Our aim was to create an environment in which every person has easy access to information and
foster a more comfortable workplace through mechanisms based on DX.
It was a big challenge to see how far we could go in streamlining operations without introducing
new systems or spending money. We made the most of utilizing existing tools and the work tablets
given to each person. We believe there are still seeds of innovation to nurture in our area of aircraft
maintenance. We will continue to innovate in a way that allows our colleagues to shine more brightly,
maintaining safety while responding flexibly to changes in the environment.
FUJII Hiroomi, KAMOSHIDA Makoto
ANA Engine Technics Co., Ltd.
82
83
Foundations for Sustainable Corporate Value Enhancement
Digital Transformation (DX)
Message from the CIO
We will use digital technologies and data to
transform our businesses and create new value.
KATO Yasuko
Executive Vice President
Group Chief Information Officer(CIO)
Major Initiatives
Examples of DX Initiatives
Revised Online Check-In Service
On April 1, 2023, we discontinued the SKiP service, which the
ANA Group has used for 16 years, and shifted to an online
Gate Apps Connecting Customers’ Daily Life
with the ANA Group
In October 2022, we renewed the ANA Mileage Club apps to
check-in service as a part of our new service model ANA Smart
achieve a world in which people live in a mileage-based ecosys-
Travel. This new service model will provide smooth and stress-
tem. This apps gives users access to ANA Group services in
free travel to all our customers. In addition to providing reserva-
their daily lives. We also renewed our mobile payment service
tion and check-in services, ANA Smart Travel sends automatic
function of this apps, ANA Pay, in May 2023, enabling various
notifications of flight information and provides information on
recharge methods and touch payment with iD and Visa. This
Haneda Airport security checkpoints and lounge congestion,
renewal also enables users to recharge miles from as low as
The FY2023-25 ANA Group Corporate Strategy defines
2. Securing Human Resources with Digital Skills and
seat availability, in-flight entertainment, and more, enabling
one mile and use small amounts of miles in their daily lives,
DX as an important Group management foundation. It is
Supporting Their Development
essential for our Group to digitalize operations and trans-
DX cannot be promoted by only a few specialized human
form business using data to accelerate our business in
resources. Instead, it is important for all Group employees
this era of rapidly changing VUCA.
to utilize appropriate digital knowledge for their own
We will work to improve forecasts business optimiza-
respective roles. As such, we will further enhance our
tion, and customer loyalty by utilizing data not only in
education curriculum (ANA Digital Resonance) that was
operations and marketing departments but also across
launched in fiscal 2022 to improve the digital literacy of all
cargo, the ANA Economic Zone, and each airline brand.
employees. We will also focus on recruiting, re-skilling,
At the same time, we will encourage management
and supporting the growth of human resources with digi-
sophistication.
tal skills.
On the other hand, the state of our society is changing
dramatically through the rapid evolution of AI, including
3. Offensive and Defensive Digital Governance
generative AI, and the expansion of digital technologies
Digital governance is an indispensable mechanism that
such as avatars, drones, the metaverse, and web 3.0.
supports the promotion of DX by actively utilizing data and
The ANA Group will steadily seize these trends and lever-
digital technology in a safe and secure manner. We will
age the strengths of our group human resources to pro-
continue to strengthen the governance of all Group com-
vide the best mix of human and digital services.
panies through measures such as establishing guidelines
As such, our current Medium-term Corporate Strategy
and rules, supporting DX, educating, and conducting
will focus on the following four points in particular.
security screenings.
1. Data Management Enhancement
4. IT Infrastructure Evolution
We developed BlueLake, a data lake that pools together
The environment of our IT infrastructure is undergoing a
internal data, enabling access to various ANA Group data
major transition with the rise of the public cloud.
that was previously held and utilized separately in each
Between fiscal 2025 to 2026, ANA will integrate its
business unit. BlueLake serves the foundation for a variety
domestic passenger service system with the passenger
of analyses for general employees to advanced data scien-
service system provided by Amadeus. We will examine
tists, regardless of their skills and purpose, and will be used
future IT infrastructure that will enable us to provide
to expand the data and use cases within the Group.
speedy services flexible to change, such as the use of
We also work to strengthen management to allow for the
public cloud as a platform to support our DX strategy.
appropriate control and operation of data, and foster a
culture that enables employees to use this group-wide data.
passengers to travel smoothly with a single mobile device.
making mile usage more convenient than ever before. We aim
Having customers carry out procedures on their own enables
to create a gate apps that connects the ANA Group and cus-
us to streamline and review operations to be handled by atten-
tomers through various services, such as our ANA Pocket for
dants. In doing so, our frontline staff aims to further provide the
earning points for daily travel, our new e-commerce mall ANA
unique hospitality of ANA.
Mall, and the linkage of other mini apps.
Mechanisms Supporting DX
Digital Lead Training and Development
The ANA Group launched the Digital Lead Training and
Data Utilization Infrastructure Development
BlueLake, which went into operation in 2022, is the data utiliza-
Development to help employees in charge of business division
tion platform of the ANA Group with dashboard functions,
IT and data utilization to acquire full-fledged digital skills. We
advanced analytical functions, data extraction functions, and
plan to train a total of approximately 40 employees during fiscal
more. This platform was mainly developed by young employees
2023. Participants will work with in-house instructors and
and was created in about four months. We established an agile
accompaniment in the program to acquire basic knowledge and
team of in-house data engineers and scientists to expand the
even propose solutions to workplace issues using digital tech-
data that currently works to connect various systems and sup-
nologies and data. Through this training course, participants will
port their use based on the needs of each department. For
aim to generate results by acquiring problem-solving skills,
example, the team built and launched a beta version of a dash-
using digital technologies and data, and transforming to a work
board function in December 2022 based on flight data that
style of collaborative creation between operational departments
would lead to reduced fuel consumption. Through having pilots
and DX promotion departments.
check this dashboard, we aim to create an environment that
allows safe and environmentally and economically friendly
operations.
84
85
Foundations for Sustainable Corporate Value Enhancement Risk Management
Preserve Corporate Value through Safe and Reliable Business Operations
The ANA Group takes steps to identify, analyze, and appropriately address risks with the
potential to severely impact management. In addition, we have developed groupwide frame-
works to minimize the impact of risks and prevent recurrence in case risks materialize.
Risk Management Structure
The ANA Group Total Risk Management Rules provide the
basic terms of the group’s risk management system. Under
these regulations, the Group ESG Management Promotion
Committee develops and implements basic policies. These
policies are executed in line with the basic policies determined
by the board of directors. Each group company / department
has established a risk management system. Here, the ESG
Promotion Officer (EPO) and the ESG Promotion Leader (EPL)
are responsible for promoting and leading risk management
operations, respectively. Each EPL assumes a role to conduct
risk management (risk prevention) operations according to
plans and take swift action while working with the secretariat in
the event of a crisis.
General
Determine Basic Policies
Board of Directors
General
Formulate and Issue Basic
Policies Monitor Response
Status
Instruction / Supervision
Proposal / Report
Group ESG Management Promotion
Committee
Identification of key risks for the ANA
Group
General
Supervise Risk Management
Chief ESG Promotion Officer (CEPO)
Preventive
Measures
Identify Risks
Analyze and Evaluate
Consider Response
Measures
Implement and Monitor
Instruction /
Supervision
Report /
Consultation
Comprehensive
understanding of
companywide risks
General
Administration
Risk Management
Team
Crisis
Response
Collect Information
Implement Initial Response
Determine Causes
Formulate Measures to
Prevent Recurrence
ESG Promotion Officer (EPO)
EPO
EPO
ESG Promotion Leader (EPL)
EPL
EPL
Group
Company A
Group
Company B
Group
Company C
Major Initiatives
Share Information with EPLs
We provide newly appointed EPLs with organizational risk man-
Information Security
Under the ANA Group Security Management Manual, we con-
agement training. During regular meetings, EPLs share case
struct and maintain groupwide regulations, in addition to an
studies and provide instructions on measures that need to be
information security control system. Through this system, we
strengthened. Under this system, EPLs provide instructions and
work to enhance system functionality and implement security
responses within their respective companies.
measures in accordance with policy.
Business Continuity Plan (BCP)
We formulated the ANA Group Basic Business Continuity Policy
Protection of Personal Information
In order to comply with national and international laws and
in preparation for responding to disasters. This policy ensures
regulations on the protection of personal data, the privacy policy
the safety of customers and all ANA Group directors and
and relevant internal rules are being modified, and the Amended
employees, minimizes the impact on management and on
Act on the Protection of Personal Information of Japan, which
society as a whole, and resumes normal business operations as
came into force on 1 April 2022, as well as revisions to laws in
quickly as possible. This policy is an all-hazard type policy not
other countries (e.g. the U.S., Europe, China, and Thailand) are
restricted to specific disasters, and specific measures are being
being appropriately addressed. We also conduct in-house train-
discussed at each group company. The Ministry of Land,
ing to each employee on the importance of protecting personal
Infrastructure, Transport and Tourism established guidelines that
information and the need for strict handling of such information.
address building airports resistant to natural disasters. Under
In April 2023, the Privacy Governance Team was established as
these guidelines, ANA conducts inspections and reinforcements
a dedicated governance structure to strengthen privacy gover-
of airport facilities and equipment for flooding and power out-
nance in order to realize business development based not only
ages. Additionally, we perform emergency drills at airports in
on strict legal compliance but also on ethical appropriateness in
case of disasters. Thus, ensuring prompt responses in the event
the future use of data, including platform businesses utilizing
of emergency.
customer data assets.
86
Security Export Control*
The ANA Group exports the parts, apparatuses, and other
structures regarding security export control, and strictly main-
tained them through annual audits and training. We not only
articles necessary for aircraft maintenance to overseas airports
target exporting divisions that work in direct export but also
and aircraft maintenance centers. We recognize that certain
divisions that are involved with custom clearances and other
articles have the potential to be used as weapons. Accordingly,
export-related processes.
we practice rigorous security export control of exported articles
* Security export control is a term that refers to all regulations placed on exports from
and their related technologies. We established regulations and
Japan by the Foreign Exchange and Foreign Trade Act.
Cybersecurity Measures
The ANA Group is designated as a critical infrastructure provider in Japan by the National Center of Incident Readiness and
Strategy for Cybersecurity (NISC). We implement defense in depth in accordance with the guidelines formulated by related
ministries. We monitor our security system 24 hours a day, 365 days a year. The use of intelligence (early warning informa-
tion on cyberattacks) is extremely effective against cyberattacks as they become more sophisticated and cunning. The ANA
Group utilizes preventive measures such as the Aviation ISAC (Information Sharing and Analysis Center) and the
Transportation ISAC JAPAN, as well as Dark-Web research. We also introduced the Zero-Trust concept to defend against
attacks and ensure reliability by checking with the person operating the system, the equipment generating the communica-
tion, and system processing.
In light of recent cybersecurity incidents at other companies, there is a growing need to strengthen not only the ANA Group
security measures but also the defense of our entire supply chain. We will strengthen cooperation with related ministries,
Keidanren(Japan Business Federation), and other related agencies to spread awareness on the need to strengthen security.
Our top material issue is to address the visualization of the IT assets of each company in the ANA Group supply chain.
We identify issues and vulnerabilities through managing attack surfaces, which are points of external attack at each group
company. Any issues and vulnerabilities discovered are prioritized and kept closely informed, communicated, and consulted
so that each group company can take the necessary countermeasures.
Information security advisories and refresher training materials are regularly posted on our website for employees to help
develop security human resources, and we raise employee awareness of security through their daily operations and
+Security training. The development of human resources specializing in security is an urgent issue. In addition to continuing
to hire experienced personnel, we work to develop security supervisory personnel by recruiting transfers from other depart-
ments and having them attend specialized security training.
As for our legal correspondence, we sequentially respond to privacy laws and regulations in each country. In Japan, we
work closely with the national government, Keidanren, and other related organizations to promote the various IT systems
and cybersecurity measures required by the Economic Security Promotion Act.
Recent Measures for Increasingly Severe Natural Disasters
Recently, torrential downpours and typhoons have been growing in size, inflicting natural disasters countrywide. In response
to this, we are taking various measures to protect our communication facilities and power supply facilities, which are essen-
tial infrastructure facilities for operations within airports.
As a countermeasure for flood damage, we are working to establish an environment that allows for early restoration at our
top five main airports assumed at high risk for flooding (Haneda, Chubu, Kansai,
Fukuoka, and Okinawa). To do this, we are using the latest hazard maps to begin
construction to install water gates and relocate equipment to higher areas.
Also, we are taking measures for power outages at major airports to establish
environments where operations can continue during power outages. These mea-
sures include connecting necessary terminals for aircraft operations with emer-
gency power equipment, and replenishing capacity of emergency power supplies
through the use of large storage batteries.
Operation Management Center and an installed
large storage battery (bottom left)
87
Foundations for Sustainable Corporate Value Enhancement
Compliance
Maintain Corporate Value by Enhancing Internal Systems and Further
Instill Our Mission Statement
The ANA Group is taking steps to minimize exposure to legal risks and prevent incidents that
could diminish corporate value.
Compliance Implementation Structure
Initiatives to Prevent Harassment
We provide various training and education programs to prevent
Internal Reporting System
Based on the ANA Group Rules for Handling Internal Reporting,
workplace harassment including training for newly appointed
we have set up a point of contact (ANA Alert) both inside and
managers. In response to requests from group companies, we
outside the group (via a law firm) to collect compliance-related
implemented training that encourages participants to recognize
information and resolve any issues. The reporting system is
and reconsider the risk of harassment and appropriate mea-
available to all group executives, employees, and temporary
sures in their own workplace based on a harassment aware-
personnel involved in the group’s business. The ANA Group
ness survey. Additionally, we provided harassment prevention
retirees and executives and employees of our business partners
The ANA Group has developed a compliance structure based on the ANA Group Compliance Regulations to promote compliance with
education through e-learning for group executives and employ-
may also use the reporting system. We protect the privacy of
laws, regulations, and other standards related to business activities. Under the Group ESG Management Promotion Committee, our
ees to develop a proper understanding of harassment and
the whistleblower and relevant parties, and assure that no
advisory panel to the Board of Directors, we strive to strengthen awareness of compliance throughout the entire group. We appointed
strive for zero-tolerance and more comfortable work environ-
punitive measures will be taken against those that seek consul-
an ESG Promotion Officer as the person responsible for promoting compliance at each group company, and an ESG Promotion Leader
ments throughout the group.
to drive compliance at each workplace.
Major Initiatives
Legal Compliance Education
We conduct a variety of educational programs for every group
Information Dissemination
We manage an extensive compliance website on our intranet to
executive and employee to acquire correct knowledge of and
encourage awareness on compliance throughout the group.
exercise appropriate judgment related to various laws and
This website includes codes of conduct that outlines the
regulations. We hold regular seminars on contract practices,
actions to be commonly followed by all group executives and
labor practices, and laws and regulations related to air trans-
employees. In addition, we specifically outline employee do’s
portation, improving our familiarity with business-essential
and don’ts, as well as provide educational materials on the
knowledge. Seminars on competition law and air transportation
website for in-house training and other purposes. We support
for group executives and employees working overseas are also
group executives and employees in making appropriate deci-
available, focusing on minimizing legal risks globally. We also
sions in compliance with said laws and regulations. Measures
conduct seminars tailored to topics and contents that reflect
include posting the manuals and guidelines on various laws and
the needs of each group company and/or department to foster
regulations for them to check at anytime, as well as establishing
a more legal-related competence. In addition to conducting
a simple way for them to ask questions from the website on
online seminars, we maintain a global learning environment for
legal issues in their business. In addition, we distribute emails
E-learning materials
tation or cooperate in confirming facts. This enables us to
obtain internal risk-related information promptly and aids in self
correction. We additionally introduced a reporting form to
enhance convenience and allow direct reporting from the whis-
tleblower website on our intranet. As a result, there were 225
reports within the group in fiscal 2022, and the system has
spread throughout the group as a reliable and effective whistle-
blowing system.
group executives and employees to learn about various laws
and newsletters as necessary on topics related to revisions to
and regulations by posting educational materials and explana-
laws and regulations, as well as points of caution regarding
tory videos on our intranet.
labor issues and contract practices.
Educational materials on various laws
and regulations
Compliance website
Strengthening Cooperation with Group
Companies and Overseas Branches
To strengthen the compliance structure across the entire group,
we have clarified the points of contact between our Legal &
Insurance Department, group companies, and ANA overseas
ANA Alert poster
Compliance Survey of Group Companies
Surveys on compliance at group companies are conducted
branches, building and operating a structure facilitating two-
annually. The survey consists of self-evaluations on compliance
way communication.
to relevant laws and regulations as to assess issues pertaining
to each group company and to the entire group. We conduct
follow-ups with each company based on survey results as
necessary to resolve any issues.
88
89
Foundations for Sustainable Corporate Value Enhancement Foundations for Sustainable Corporate Value Enhancement
Corporate Governance
Mission Statement
Built on a foundation of
security and trust, “the wings
within ourselves” help to fulfill the
hopes and dreams of an
interconnected world.
The ANA Group aims to practice management that
contributes to value creation for our various stakeholders
in accordance with our Mission Statement and to promote
sustainable growth and enhance corporate value over the
long term. To accomplish this goal, ANA HOLDINGS INC.
plays the lead role in group management for overall
policies and goal-setting, pursuing transparent, fair, prompt,
and effective decision-making. For this purpose, we have
built a corporate governance system and work continuously
to enhance governance within the ANA Group.
ANA HOLDINGS Corporate Governance System
Holding Company
Structure
The ANA Group has adopted a holding
company structure to remain competitive
in any challenging business environment.
Each group company is guided by experi-
enced and specialized personnel who are
delegated authority to operate their
respective businesses.
Company with Audit &
Supervisory Board Members
The board of directors and members of
the Audit & Supervisory Board oversee
and audit the execution of duties by
directors. The group strengthens the
supervisory function of the board of
directors by appointing outside directors.
We also strengthen the audit function of
members of the Audit & Supervisory
Board by appointing full-time outside
members.
Corporate Executive
Officer System
The group has adopted a corporate
executive officer system under which
management and executive functions are
separated to promote efficient decision-
making and to clarify responsibilities and
authority in the execution of duties. Under
this system, directors supervise manage-
ment decision-making and the execution
of duties, while corporate executive
officers conduct day-to-day business.
Corporate Governance System
Appointment /
Dismissal
Appointment /
Dismissal
Accounting Auditors
Account
auditing
Reporting
Personnel
Advisory
Committee
Remuneration
Advisory
Committee
Audit & Supervisory Board
Auditing
Reporting
Audit &
Supervisory Board
Members Office
General Meeting of Shareholders
Board of Directors
Group Management Committee
Appointment / Dismissal
Board of Directors
Advice
Appointment /
Dismissal
Supervision
Proposal / Report
Proposal / Report
President & Chief
Executive Officer
Group Management
Committee
Reporting
Overall management
Proposal / Report
Group ESG Management Promotion Committee
Number of
Board Members
Directors 11
(including 4 independent outside
directors and 1 female director)
Audit & Supervisory
Board members
5
Term of Office
1 year
(also applies to
outside directors)
Number of
Meetings*
15
Number of Meetings*
56
The board of directors of ANA HOLDINGS INC. sets groupwide man-
agement policies and goals, while also overseeing the management and
business execution of each group company. The board of directors is
chaired by the chairman of the board. All directors, including outside
directors, and all members of the Audit & Supervisory Board, including
outside members, participate in board meetings.
Chaired by the President & Chief Executive Officer, the Group
Management Committee consists of full-time directors, full-time Audit &
Supervisory Board members, and others, and functions as an organiza-
tion that complements the board of directors. The role of the committee is
to provide more timely and detailed discussions of management matters.
Internal Audit Division
Instruction / Supervision
Advisory Committees
Chief ESG Promotion Officer
Director in charge of Group Risk and Compliance
Internal auditing
Instruction / Supervision
Secretariat
Corporate Sustainability
General Administration
Legal & Insurance
Group Companies and
Divisions
ESG Promotion Officers / Leaders
Responsible for ESG promotion in each company / department
(As of July 31, 2023)
Personnel Advisory Committee
Remuneration Advisory Committee
Chairman
Number of
Members
Number of
Meetings*
Chairman
Number of
Members
Number of
Meetings*
YAMAMOTO Ado
5
4
YAMAMOTO Ado
7
4
The Personnel Advisory Committee discusses the selection of director
candidates and the dismissal of directors, and reports to the board of
directors. The Personnel Advisory Committee, chaired by an outside
director, consists of four outside directors and one inside director to
ensure transparency and fairness in the selection process of directors.
The Remuneration Advisory Committee consists of a majority of outside
directors, outside Audit & Supervisory Board members, and outside
experts to ensure fair and transparent process of decision-making
related to director remuneration. The committee develops the director
remuneration system and director remuneration standards based on
surveys of director remuneration at other companies provided by out-
side experts and reports to the board of directors.
Audit & Supervisory Board
Number of Members
Audit & Supervisory
Board members 5
(including 3 independent outside
Audit & Supervisory Board members)
Term of Office
4 years
(also applies to
outside Audit &
Supervisory Board
members)
* The number of meetings held in fiscal 2022
Number of
Meetings*
13
To ensure healthy development and to earn greater levels of trust from
society through audits, we appoint five individuals to serve as Audit &
Supervisory Board members who possess extensive experience and the
advanced expertise required to conduct audits.
The Audit & Supervisory Board strengthens the collaboration with the
accounting auditors and the Internal Audit Division. The board also
exchanges opinions with outside directors on a regular basis.
90
91
Foundations for Sustainable Corporate Value Enhancement
Corporate Governance
Management Members: Directors As of July 31, 2023
7
6
8
9
10
11
2
1
3
4
5
Name
Position at ANA HOLDINGS
Independent
Directors
Executive
Officers
Assignments
Personnel
Advisory
Committee
Remuneration
Advisory
Committee
Corporate Management
and Long-Term Strategy
Airlines Business and
Safety
Human Resources
Development and Diversity
Finance and Accounting
Legal and Risk
Management
Sustainability
Technology and Innovation
Global Management
Special Knowledge, Experience, and Skills
1 KATANOZAKA Shinya
Representative Director,
Chairman
Chairman of the Board of Directors
2 HIRAKO Yuji
Member of the Board,
Vice Chairman
3 SHIBATA Koji
4 FUKUZAWA Ichiro
Representative Director,
President & Chief
Executive Officer
Representative Director,
Senior Executive Vice
President
Chairman of the ANA Group Management Committee,
Head of Group ESG Management Promotion Committee,
In charge of the Internal Audit Division
Chairman, ALL NIPPON AIRWAYS CO., LTD.
Chairman of the ANA Group Corporate Transformation
Committee;
In charge of Corporate Strategy, Group Procurement
5 INOUE Shinichi
Member of the Board
President & Chief Executive Officer,
ALL NIPPON AIRWAYS CO., LTD.
6 HIRASAWA Juichi
Member of the Board,
Executive Vice President
In charge of Government & Industrial Affairs,
Executive Secretariat, Economic Security
7 KAJITA Emiko
Member of the Board,
Executive Vice President
Chairman of Group ESG Management Promotion Committee;
In charge of Group Risk and Compliance, Legal & Insurance,
General Administration
8 YAMAMOTO Ado
Independent Outside
Director
9 KOBAYASHI Izumi
Independent Outside
Director
10 KATSU Eijiro
Independent Outside
Director
11 MINEGISHI Masumi
Independent Outside
Director
Chairman
Chairman
92
93
The reasons behind the selection of the skill sets that the company expects its directors to possess are set forth in the Notice of the 78th Ordinary General Meeting of Shareholders.
https://ssl4.eir-parts.net/doc/9202/ir_material5/207579/00.pdf
Corporate Governance
Appointment of Directors
Approach to Selection of Director Candidates
Internal
Directors
The Company selects directors from among candidates who have impeccable character, extensive experience,
broad insight, and advanced expertise. Ideal candidates have the potential to contribute to improved policy-making,
decision-making, and oversight befitting a global airline group with widespread businesses centered on the Air
Transportation Business. Our selection is made without regard to gender, nationality, or other such factors, and falls
within the scope of the Civil Aeronautics Act and other relevant laws.
The group selects a multiple number of outside directors who possess practical viewpoints based on extensive
Outside
Directors
experience in corporate management, or who possess unique global or regional viewpoints. These individuals must
be independent from the Company, and able to offer objective and expert opinions based on a sophisticated knowl-
edge of social and economic trends.
Reasons for Appointment of Directors
• • Director candidates were selected based on the judgment that their abundant experience, performance, and insight would be
crucial to overcoming the management crisis caused by the COVID-19 pandemic and for achieving sustainable increases in
Group corporate value.
• • These director candidates assumed their positions after being appointed at the 78th Ordinary General Meeting of Shareholders.
Brief Personal History /
Major Concurrent Positions
2011: Executive Vice President
2015: President & Chief Executive
Officer, Representative Director
2022: Representative Director,
Chairman (present)
Major Concurrent Positions
Outside Director,
Tokio Marine Holdings, inc.
Outside Director,
Kirin Holdings Company, Limited
2015: Member of the Board of
Directors
2022: Member of the Board,
Vice Chairman (present)
Major Concurrent Positions
Outside Director,
Seven Bank, Limited
Outside Director,
JVCKENWOOD Corporation
KATANOZAKA Shinya
Chairman of the Board
Chairman of the Board of
Directors
HIRAKO Yuji
Member of the Board,
Vice Chairman
I
n
t
e
r
n
a
l
D
i
r
e
c
t
o
r
s
Reasons for Appointment
KATANOZAKA Shinya has extensive experience in sales, human resources, corporate
planning, and other disciplines. He was appointed representative director and president &
CEO in April 2015 and he has achieved a profit growth for four consecutive years. In
addition, he led measures during the business crisis resulting from COVID-19 such as
quickly securing liquidity on hand as well as formulating and implementing our business
structure reform plan. Since April 2022, Mr. Katanozaka has served as chairman and
chair of the board of directors, endeavoring to strengthen the functions of the board by
leveraging his extensive experience and achievements over his career.
HIRAKO Yuji has been involved in sales and finance divisions for many years. In April
2017, he was appointed president & CEO of ALL NIPPON AIRWAYS CO., LTD., a core
subsidiary of the ANA Group. Since that time, he has guided the company with an
uncompromising stance on safety and led the company toward becoming the world’s
leading airline. He has also taken a leadership role in reforming the service model for the
post-COVID-19 era. As a member of the board and vice chairman since April 2022, Mr.
Hirako has contributed to strengthening the functions of the board of directors by lever-
aging his extensive experience.
SHIBATA Koji
Representative Director,
President & Chief Executive
Officer
2020: Member of the Board of
Directors
2021: Representative Director
2022: Representative Director,
President and CEO (present)
FUKUZAWA Ichiro
Representative Director,
Senior Executive Vice
President
2019: Member of the Board of
Directors
2022: Representative Director,
Senior Executive Vice President
(present)
Major Concurrent Position
Outside Director,
Japan Airport Terminal Co., Ltd.
SHIBATA Koji has been involved in sales and international alliances for many years. As a
corporate executive officer since June 2020, and as representative director and executive
vice president since April 2021, he has been in charge of the planning and execution of
Group Corporate Strategy. As representative director, president & CEO since April 2022, Mr.
Shibata has been pursuing group management, always maintaining a global perspective and
placing the highest priority on safety. He contributes to strengthening the functions of the
board of directors by leveraging his extensive experience and achievements over his career.
Since June 2019, FUKUZAWA Ichiro has served as director and chief financial officer. In
April 2021, he was named executive vice president and chief financial officer, responsible
for securing a stable financial base for the group and for implementing financial strategies,
including efficient capital restructuring. As representative director and senior executive vice
president since April 2022, he has been in charge of planning and executing the Group
Corporate Strategy, assisting the President & CEO, and contributing to strengthening board
of directors’ functions through leveraging his wealth of experience and achievements.
I
n
t
e
r
n
a
l
D
i
r
e
c
t
o
r
s
i
O
u
t
s
d
e
D
i
r
e
c
t
o
r
s
Brief Personal History /
Major Concurrent Positions
Reasons for Appointment
INOUE Shinichi
Member of the Board of
Directors
2022: Member of the Board of
Directors (present)
Major Concurrent Positions
President & Chief Executive Officer,
ALL NIPPON AIRWAYS CO., LTD.
Chairman of All Japan Air Transport
and Service Association Co., Ltd.
2022: Member of the Board of
Directors (present)
HIRASAWA Juichi
Member of the Board,
Executive Vice President
KAJITA Emiko
Member of the Board,
Executive Vice President
2023: Member of the Board of
Directors (present)
INOUE Shinichi was involved in the establishment of Peach Aviation Limited, Japan’s first
low cost carrier (LCC), and as representative director & CEO, he has achieved rapid
growth for the company. In addition, since April 2020, he has overseen the sales division
as representative director and executive vice president of ALL NIPPON AIRWAYS CO.,
LTD., a core subsidiary of the ANA Group. As representative director and president &
CEO of the company from April 2022, Mr. Inoue has been pursuing the management of
that company with safety as the top priority in order to put it back on a growth trajectory
that will see it become a leading global airline.
HIRASAWA Juichi has been involved with the business planning and planning divisions
for many years. From April 2018, he served as an executive officer of ALL NIPPON
AIRWAYS CO., LTD., a core subsidiary of the ANA Group, where he was in charge of
creating and promoting innovations such as automated airport vehicle operation and
MaaS in addition to formulating and implementing the company’s Corporate Strategy.
Since June 2022, he has served as a member of our Board of Directors, working primar-
ily on industrial policy.
KAJITA Emiko has been involved in in-flight services and customer departments for
many years. She has been involved in business operations as representative direc-
tor and president of the Group’s integrated contact center since April 2014. In
addition, she has been in charge of the in-flight services center as director of ALL
NIPPON AIRWAYS CO., LTD., a core subsidiary of the ANA Group, since April
2020. There, she worked to improve safety, operational quality, and service. Since
April 2023, as a senior executive officer at the company, Ms. Kajita has been pursu-
ing the promotion of ESG and risk management.
Brief Personal History /
Major Concurrent Positions
Reasons for Appointment
YAMAMOTO Ado
Independent Outside Director
2013: Member of the Board of
Directors (present)
Major Concurrent Positions
Advisor of Nagoya Railroad Co., Ltd.
Outside Director,
Chubu-Nippon Broadcasting
Co., Ltd.
KOBAYASHI Izumi
Independent Outside Director
2013: Member of the Board of
Directors (present)
Major Concurrent Positions
Outside Director,
Mizuho Financial Group, Inc.
Outside Director,
OMRON Corporation
KATSU Eijiro
Independent Outside Director
2020: Member of the Board of
Directors (present)
Major Concurrent Positions
President and Representative
Director and Co-CEO and COO,
Internet Initiative Japan Inc.
Outside Director,
Nippon Television Holdings, Inc.
YAMAMOTO Ado has a wealth of experience and expertise in the transportation industry,
both in corporate management and as the head of an economic organization. At meet-
ings of the board of directors, he actively leverages his background to provide appropri-
ate opinions and advice on the ANA Group Corporate Strategy and personnel policies,
new businesses, safety, quality and other matters.
Mr. Yamamoto was appointed member of the Remuneration Advisory Committee and
the Personnel Advisory Committee in June 2016. In June 2020, he was appointed chair
of the Remuneration Advisory Committee and Personnel Advisory Committee.
KOBAYASHI Izumi has a wealth of experience and expertise serving as a representative
for private financial institutions and international development finance institutions. She
additionally serves as an outside director for various other companies. At meetings of the
board of directors, she actively leverages her background to provide appropriate opinions
and advice on the ANA Group Corporate Strategy, human resources strategy, sustain-
ability, and governance.
Ms. Kobayashi was appointed as a member of the Remuneration Advisory Committee
in July 2013 and a member of the Personnel Advisory Committee in June 2016.
KATSU Eijiro has a wealth of experience and expertise as a government official, including
his tenure as Vice Minister of Finance and his extensive experience in ICT company
management. At meetings of the board of directors, he leverages his background to
actively provide appropriate opinions and advice about the ANA Group Corporate
Strategy, new business, risk management, and other matters.
Mr. Katsu was appointed as a member of the Remuneration Advisory Committee and
the Personnel Advisory Committee in June 2020.
MINEGISHI Masumi
Independent Outside Director
2020: Member of the Board of
Directors (present)
Major Concurrent Positions
Chairperson and Representative
Director of the Board,
Recruit Holdings Co., Ltd.
Outside Director, Konica Minolta, Inc.
MINEGISHI Masumi has led numerous new businesses to success at Recruit (now
Recruit Holdings Co., Ltd.). From April 2012, he contributed to a significant increase in
their corporate value as representative director and president & CEO of the company
through mergers and acquisitions of overseas companies, and has a wealth of experi-
ence as a company manager in consumer and service industries. At meetings of the
board of directors, he leverages his background to actively provide appropriate opinions
and advice on the ANA Group Corporate Strategy, new businesses, investment manage-
ment, and other matters.
Mr. Minegishi was appointed as a member of the Remuneration Advisory Committee
and the Personnel Advisory Committee in June 2022.
94
95
Foundations for Sustainable Corporate Value Enhancement
Corporate Governance
Management Members: Audit & Supervisory Board Members As of July 31, 2023
Fiscal 2022 Initiatives
Approach to Selection of Candidates for Audit & Supervisory Board Member
Major Agenda Items for the Board of Directors (Fiscal 2022)
Audit &
Supervisory
Board
Members
To ensure healthy development and to earn greater levels of trust from society through audits, the Company
appoints individuals to Audit & Supervisory Board members from both inside and outside the Company who
possess extensive experience and the advanced expertise required to conduct audits. Our selections do not
consider gender, nationality, or other factors. The Company appoints at least one individual who possesses
appropriate levels of knowledge related to finance and accounting.
Outside Audit & Supervisory Board members are selected from among candidates who have advanced levels
of knowledge in a variety of areas and who are independent of the ANA Group. These individuals include candi-
dates who are well-versed in corporate management, candidates who have sophisticated knowledge of social
and economic trends, and candidates who have advanced knowledge in finance, accounting, or legal matters.
KANO Nozomu*
Outside Audit & Supervisory
Board Member
MIURA Akihiko
Audit & Supervisory
Board Member
MITSUKURA Tatsuhiko
OGAWA Eiji*
MITSUHASHI Yukiko*
Audit & Supervisory
Board Member
Outside Audit & Supervisory
Board Member
Outside Audit & Supervisory
Board Member
* Independent Audit & Supervisory Board members
Reasons for Appointment of Audit & Supervisory Board Members
KANO Nozomu and MITSUHASHI Yukiko were elected at the 78th General Meeting of Shareholders.
Reasons for Appointment
B
o
a
r
d
M
e
m
b
e
r
s
A
u
d
i
t
&
S
u
p
e
r
v
s
o
r
y
i
KANO Nozomu
Outside Audit & Supervisory
Board Member
KANO Nozomu has long served as a corporate executive officer of a policy-making finance institution and
as a director of a private company. As such, he has a wealth of management experience and broad
insight into finance, accounting, banking, and legal matters.
MITSUHASHI Yukiko
Outside Audit & Supervisory
Board Member
MITSUHASHI Yukiko has a high degree of insight and knowledge in general legal matters as an attorney
at law. Although she was only involved in corporate management as an outside officer, she possesses the
aforementioned expertise, practical experience in business companies, and experience as an outside
director at other companies.
Mr. MIURA Akihiko was elected at the 76th General Meeting of Shareholders.
Mr. MITSUKURA Tatsuhiko and Mr. OGAWA Eiji were elected at the 77th General Meeting of Shareholders.
Name
Independent
Directors
Remuneration
Advisory
Committee
Special Knowledge, Experience, and Skills
Airlines Business
Finance and
Legal and Risk
and Safety
Accounting
Management
Sustainability
KANO Nozomu
MIURA Akihiko
MITSUKURA Tatsuhiko
OGAWA Eiji
MITSUHASHI Yukiko
96
1. Items Related to General Meetings of Shareholders
8. Items Related to Disposal and Receipt of Important Assets
• Proposals to be submitted to General Meetings of Shareholders
• Aircraft procurement, sales, and leases
for approval
• System investment and capital investment
2. Items Related to Directors, Corporate Executive Officers, the
9. Investment-Related Matters
Board of Directors, etc.
10. Items Related to Major Debts
• Selection of director candidates and corporate executive officers
• Financing plans
• Results of the evaluation of the effectiveness of the Board of
• Bond issuances
Directors
• Policies for officer remuneration
3. Items Related to Financial Results
11. Items Related to Corporate Governance
• Formulation of transition strategies carbon neutrality
• Internal audit plans and results reports
• Financial results and earnings forecasts
• Group ESG Management Promotion Committee report
• Reports from group companies
• Evaluations in the capital markets
4. Items Related to Shares and Capital
5. Items Related to Organizational Restructuring
• Valuation of cross-shareholdings
12. Other Items
• Information security measures
• Progress of metaverse business
6. Items Related to Personnel and Organizations
• Status report on strategic investments
7. Items Related to the Company and Important Subsidiaries
• Net Promoter Score (NPS) survey results
• Discussion on the FY2023-25 ANA Group Corporate Strategy
• ANA’s Way Survey (ANA Group Employee Engagement Survey)
• Revision of the Group Management Vision
results
• Discussions regarding business and other risks and risk
• Personnel Advisory Committee report
• ANA Brand / Peach business plan
• Remuneration Advisory Committee report
• ANA Group situation under the COVID-19 pandemic
• Current status and issues at domestic partner airlines
• Progress in acquiring shares of Nippon Cargo Airlines Co., Ltd.
Changes in Board Meeting Length
Since we began encouraging more substantial discussions
Discussion by Agenda Topic (Fiscal 2022)
We encourage active discussions of corporate strategy
in board meetings, the annual total time devoted to board
at board meetings, selecting major related topics about
meetings has increased over the last several years.
which to exchange opinions from medium- to long-term
35.4 hours
34.4
26.4
27.7
28.9
perspectives.
Matters related to fleet plan,
investments, asset sales, etc.
10.9%
Matters related to general meetings of
shareholders, board of directors, etc.
5.1%
Other
3.9%
15.1%
65.1%
Important matters,
including corporate
strategy and
business plans
2018
2019
2020
2021
2022
(FY)
Matters related to
financial results
97
Foundations for Sustainable Corporate Value Enhancement
Corporate Governance
Efforts to Improve the Effectiveness of the Board of Directors
The Company believes that it is important for directors themselves to enhance the effectiveness of the board of directors, while
We conducted an evaluation of the effectiveness of the board of directors in fiscal 2021 with the help of a third-party organi-
constantly considering the state of the board of directors and governance. At least once each year we analyze, evaluate, and
zation to further enhance board objectivity and transparency. This evaluation confirmed the efficacy of the board of directors. In
discuss the overall effectiveness of the board of directors, and work to address issues identi fied during this process. Through
fiscal 2022, we decided to conduct another efficacy evaluation.
the PDCA cycle, in which we again address and evaluate those issues at the end of each fiscal year, we work to improve the
(We plan to continue third-party assessments of board effectiveness about once every three years.)
functions of the board.
Fiscal 2021
Action / Plan
Define Issues
Fiscal 2022
Do
Improvement Initiatives
Check
Evaluate
• Improved how we provide outside directors
with information by recording the status of
internal discussions in the documents and
enabling directors to receive explanations of
the process of discussions.
• Continued to include a column on the
status of internal meeting discussions
and enhanced contents in the materials
provided to the board of directors.
• Encouraged the directors in charge of
explaining to supplement the materials
with the status of the discussions and
related matters as needed.
• We significantly improved the degree to which we record
the status of discussions at internal meetings, but there
was still a lot of information that is difficult to convey on
paper alone. We received requests that the explaining
director also supplement the materials with information on
the conflicting sides and intensity of the discussions.
• The chairperson now has more opportunities to prompt
comments on additional relevant information during the
proceedings, deepening members’ understandings of the
agenda.
• Discussions become more active, but it is
necessary to generate more discussion time
as time is constricted. To do so we must
delegate authority to the executive side and
short explanation times.
• Aim to enhance the follow-up of manage-
ment strategies and in-depth study of
investment decision criteria and withdrawal
criteria.
• Ensured time for discussion by present-
ing estimated time frames for explaining
agenda to the directors that would
present at the board of directors’
meetings.
• Enhanced discussions by ensuring time
for each topic of the FY2023-25 ANA
Group Corporate Strategy.
• We were commended for allocating time for discussion of
each topic of the ANA Group Corporate Strategy.
However, the priority of each topic was unclear, and we
received comments that the board of directors should
focus its discussions on the most important issues.
• Times allocated for reporting items are long. As such, we
have room to further improve time allotment for
discussions.
O
u
t
s
i
d
e
D
i
r
e
c
t
o
r
s
P
r
o
v
i
d
i
n
g
I
n
f
o
r
m
a
t
i
o
n
t
o
P
r
o
c
e
e
d
i
n
g
s
a
n
d
D
i
s
c
u
s
s
i
o
n
s
A
d
d
i
t
i
o
n
a
l
A
c
t
i
v
i
t
i
e
s
Action / Plan
Identify Issues
Fiscal 2023
Do
Improvement Initiatives
Management
We must further streamline board meeting operations as
there is insufficient time for discussions of important
management strategies.
• We will both increase the number of written reports as well as reorganize the
contents of regular reports to allow more time for discussion.
• We will share the estimated time frames for explanation with all directors and
strengthen time management.
Discussion
Details
Members demand that we focus on medium- to long-term
management issues and key management issues to further
enrich our discussions.
• The board of directors will work with corporate planning divisions to prioritize and
set aside time at board meetings for necessary discussions on key management
issues and themes. Through this, they will work to further enhance discussions at
board of directors’ meetings.
Provision of
Materials to
Outside
Directors
Some commented that the provision of information is slow,
there are too many materials, and that it is difficult to
understand the main points of the materials. As such, they
urge us to closely examine the contents of the materials.
• We distribute the board of directors’ meeting materials in advance. However, will
we aim to share materials earlier than the current distribution date, even if some of
the materials are incomplete or being revised (we will update materials as we go).
• We will continue to scrutinize the contents of materials.
• Town meetings* were extremely effective to
enable us to hear the voices of those in the
field.
• The COVID-19 pandemic prevented us
from holding town meetings with the
frontline divisions. However, we
resumed site visits and town meetings
with the current business units in
FY2022.
• Outside directors highly evaluated our town meetings with
the cabin department due to our fruitful discussions with
the cabin center managers who attended the meetings.
• Going forward, directors urge for town meetings with
departments whose impact and priority changed signifi-
cantly between before and after the COVID-19 pandemic.
FrontLine
Visits and
Town
Meetings
We are urged to seek town meetings with departments
that have changed significantly since before and after
COVID-19, such as the freight department in particular.
• We will conduct town meetings with the freight department.
• We will enhance frontline visits based on the interests of the outside directors.
* Dialogue between officers and employees
Cross-Shareholdings
We believe that it is essential to maintain and strengthen
as a result of a comprehensive review, ANA determines that the
collaborative relationships with our business partners for
evaluation results will continue to be low for a certain period of
further growth and development of group businesses. The
time and further will not contribute to sustainable growth over the
ANA Group, consisting mainly of our Air Transportation
medium to long term, we will reduce our holdings in said stock.
Business, engages in cross-shareholding when we deem
ANA HOLDINGS owns shares in 30 publicly traded com-
such holdings to contribute to improved corporate value
panies as cross-shareholdings for other than pure invest-
over the medium to long term from the viewpoint of continu-
ment purposes. The total amount on the balance sheet of
ing smooth business, maintaining business alliances, and
these shares as of the end of fiscal 2022 is ¥94,058 million.
growing profits through strengthening business relationships.
Every year, the board of directors conducts a comprehensive
review of individual cross-shareholdings. The board evaluates the
significance of holdings and the benefits and risks associated. If,
98
Equity Alliances with Airlines
The total amount of shares of airlines owned by ANA
HOLDINGS on our balance sheet is ¥34,337 million, which
accounts for 35.1% of our cross-shareholdings. The pur-
pose of these holdings is as described on the right.
Airlines
35.1%
Details of
Cross-
Shareholdings
(1) PAL HOLDINGS, INC. (Parent Company of Philippine Airlines)
• Strengthen strategic partnership with PAL HOLDINGS, INC. through a wide
range of business alliances, including code-share and mileage program
alliances, the dispatch of directors, and outsourcing of airport operations.
(2) Vietnam Airlines JSC
• Strengthen strategic partnership with Vietnam Airlines through a wide range
of business alliances, including code-share and mileage program alliances,
the dispatch of directors, and outsourcing of airport operations.
(3) Star Flyer Inc.
• Pursue strategic partnership with Star Flyer through a wide range of busi-
ness alliances, such as code-sharing, the dispatch of directors, and out-
sourcing of airport operations.
(4) Skymark Airlines Inc.
• Pursue strategic partnership with Skymark Airlines through a wider range of
business alliances such as outsourcing maintenance work.
99
Foundations for Sustainable Corporate Value Enhancement
• This will contribute to the enhancement of medium- to long-
We use net income, safety, customer satisfaction, and
Bonuses
Corporate Governance
Director and Audit & Supervisory Board Member Remuneration
1. Basic Policies for Director Remuneration
The basic policies for director remuneration are as follows.
performance targets have been accomplished. The ratio of
variable remuneration ranges from 0.0 to 1.0 times according to
• We set compensation at a level commensurate with the role
the degree of achievement for annual performance targets.
and responsibility of each position.
a. Bonuses
term corporate value.
employee satisfaction as indicators that reflect the perfor-
• We will incorporate stock-based compensation that allows us
mance and basic quality for a single fiscal year. Bonuses are
to share profits with our shareholders.
determined based on the scores of each indicator.
• A Remuneration Advisory Committee, chaired by an outside
b. Stock-based compensation
director and consisting of a majority of outside directors, will
be established to ensure a fair and transparent decision-
making process.
2. Procedures for Determining Remuneration
The board of directors decides director remuneration after
We use return on equity (ROE), operating income margin,
CO2 emissions volume, an external ESG evaluation indicator,
and a productivity indicator as indicators of improved cor-
porate value over the medium to long term and of sustain-
able growth. Stock-based compensation is determined
based on the scores of each indicator.
deliberation of the details, taking into account reports by the
(2) Outside directors
Remuneration Advisory Committee. The total amount of direc-
Remuneration for outside directors consists of fixed compensa-
tor remuneration shall be within the scope of the amount
tion (monthly compensation) without a performance-linked por-
approved at the Ordinary General Meeting of Shareholders.
tion. This compensation encourages outside directors to exercise
3. Remuneration Advisory Committee
See page 91
(3) Audit & Supervisory Board members
their supervisory functions from an independent standpoint.
4. Remuneration System
(1) Internal directors
Remuneration for both inside and outside Audit & Supervisory
Board members consists of fixed compensation (monthly com-
pensation) without a performance-linked portion. This compen-
In addition to a fixed basic remuneration, remuneration for
sation encourages those members to exercise their supervisory
directors includes an annual variable performance-linked bonus
functions from an independent standpoint.
and long-term incentive stock option plan as a means of pro-
Remuneration levels for members of the Audit & Supervisory
viding healthy incentives for pursuing sustainable growth for
Board are determined in line with remuneration at other com-
the Company.
panies and in consultation with outside experts.
The ratio of fixed basic remuneration and bonus / stock
options for total remuneration is 1:0.67 fixed to variable if annual
Calculation Method
Performance-linked remuneration for internal directors is calculated based on the following approach.
The payment coefficient is determined by combining the following four indicators. The figures in the graph show
the percentage of each indicator related to the total bonus when a target is achieved (minimum 0%, maximum 150%).
Payment Concept: Bonus
Net Income
Customer Satisfaction
Employee Satisfaction
Minimum
(0%)
Target
Achieved
(100%)
Maximum
(150%)
82
8
10
125
12.5
12.5
Net income target:
Customer satisfaction target: Net Promoter Score (NPS) in the NPS survey indicated in the annual business plan
Employee satisfaction target: Points scored in ANA’s Way Survey (internal group survey)
Safety target:
Net income attributable to owners of the parent company indicated in the annual business plan
Indicator for a reduction in payment as a result of a security or safety event that has a significant impact on society (to be
confirmed by the Remuneration Advisory Committee)
Stock-Based
Compensation
The payment coefficient is determined by combining the following five indicators. The figures in the graph show the percentage
of each indicator related to the total stock-based compensation when a target is achieved (minimum 0%, maximum 150%).
Payment Concept: Stock-Based Compensation
ROE
Operating Income Margin
CO2 Emissions
ESG
Productivity
Minimum
(0%)
Target
Achieved
(100%)
Maximum
(150%)
12.5
12.5
15
10
50
37.5
37.5
15
10
50
Conceptual Diagram for the Officer Remuneration System
Ratio
Fixed
1
Variable
0.67*1
ROE target:
Operating income margin target: Operating income margin at the end of fiscal 2022 indicated in the medium-term business plan
CO2 emissions target:
ESG target:
ROE as of the end of fiscal 2022 in the medium-term business plan
CO2 emissions per revenue ton-kilometer as of the end of fiscal 2022 indicated in the medium-term business plan
Number of ESG indicators achieved as of the end of fiscal 2022, based on the following four external evaluation indicators
(1) Selection as a component by DJSI World/Asia Ind (2) Selection as a component by FTSE4Good (3) Selected as a com-
ponent by MSCI (4) CDP A– rating
These four external evaluations reflect the latest global trends and demands from stakeholders. These evaluations also allow us to measure
the group’s level of ESG management in comparison with other companies.
Productivity improvement index at the end of Fiscal 2022
Remuneration limits
Productivity target:
Remuneration
(1) Basic remuneration
(2) Bonus
(short-term performance-linked)
(3) Stock-based compensation
(long-term incentive)
Measure for fiscal year results
according to various criteria
Evaluate contributions to corporate
value over the medium to long term
P
a
y
m
e
n
t
c
r
i
t
e
r
i
a
Internal directors
Payment according to title, etc.
Net Income
Safety
Customer Satisfaction
Employee Satisfaction
Outside directors Uniform payment for all members
Audit & Supervisory
Board members
Payment according to status as
full-time or part-time
—
—
Return on Equity (ROE)
Operating Income Margin
CO2 Emissions
ESG Indicators
Productivity
—
—
Annual total for (1) and (2) is
limited to a maximum of
¥960 million
Per resolution at the 66th Ordinary
General Meeting of Shareholders,
held June 20, 2011
(3) Annual maximum of
¥100 million*2
Per resolution at the 70th Ordinary
General Meeting of Shareholders,
held June 29, 2015
Annual maximum of
¥180 million
Per resolution at the 74th Ordinary
General Meeting of Shareholders,
held June 21, 2019
Payment method
Monthly (cash)
Annually (cash)
Multi-year evaluation*3
*1 Range from 0.0 to 1.0 times according to the degree of achievement for annual performance targets.
*2 At the 70th Ordinary General Meeting of Shareholders held June 29, 2015, our shareholders passed a resolution to contribute funds to a trust up to a total of ¥100 million per fiscal year (up
to ¥500 million for every five fiscal years) to be used as stock-based compensation.
*3 Upon retirement, stock-based compensation granted during a term of office will be delivered in the form of shares (or partly in cash equivalent to the amount when converted to market value)
through the stock delivery trust.
100
Fiscal 2022 Director and Audit & Supervisory Board Member Remuneration
Segment
Directors
(Outside directors)
Audit & Supervisory Board members
(Outside Audit & Supervisory Board members)
Total
Number of
persons eligible
Total amount of
remuneration, etc.
(¥ millions)
Total amount by type (remuneration, etc.) (¥ millions)
Basic remuneration
Bonuses
11
(4)
6
(3)
17
342
(53)
122
(60)
464
280
(53)
122
(60)
403
–
(–)
–
(–)
–
Stock-based
compensation
61
(–)
–
(–)
61
Notes:
1. The table above includes one internal Audit & Supervisory Board member who resigned as of the end of the 77th Ordinary General Meeting of Shareholders, held on June 20, 2022.
2. We estimate and record share remuneration for directors during the period under review, with a three-year evaluation period from fiscal 2020 to fiscal 2022.
3. It was resolved at the 66th Ordinary General Meeting of Shareholders of the Company, held on June 20, 2011, that the maximum amount of remuneration of directors per year would be ¥960
million. There were 17 directors (including two outside directors) as of the close of this Ordinary General Meeting of Shareholders. It was resolved at the 70th Ordinary General Meeting of
Shareholders of the Company, held on June 29, 2015, that the maximum amount of share remuneration per year would be ¥100 million. There were seven directors (excluding outside
directors) as of the close of this Ordinary General Meeting of Shareholders.
4. It was resolved at the 74th Ordinary General Meeting of Shareholders of the Company, held on June 21, 2019, that the maximum amount of annual remuneration for Audit & Supervisory
Board members per year would be ¥180 million. There were five Audit & Supervisory Board members (Including three outside Audit & Supervisory Board members) as of the close of this
Ordinary General Meeting of Shareholders.
5. The amounts listed above are rounded down to the nearest million yen.
We reduced basic remuneration for directors and members of the Audit & Supervisory Board in fiscal 2022 according to position in
response to deteriorating business performance throughout the COVID-19 pandemic. Performance-linked bonuses have not been paid.
101
Foundations for Sustainable Corporate Value Enhancement
Trust Building with Stakeholders
The ANA Group regularly engages in dialogue with experts on ESG issues to understand social trends in a timely manner and make
flexible management decisions. We are enhancing the effectiveness of our activities by incorporating the latest information and find-
ings from these discussions into our strategies. In addition, we are holding a variety of internal discussions to have each employee
understand the importance of promoting ESG management and put it into practice in their daily work. These discussions were held
both online and in person in fiscal 2022, enabling a greater number of employees to participate and deepen mutual understanding.
Our internal and external connections with stakeholders such as these helped greatly to build trusted relationships throughout the
ANA Group.
External Dialogue
Dialogue with Experts in Europe
Participants
• UBS
Topics
Progress of ESG Management in the ANA Group
• Church Commissioners for
General ESG Topics
Q What are the key points on encouraging ESG management
going forward?
• Corporate ESG assessment criteria is shifting. It is becoming more directly related to management strategy and ques-
tions if the governance system is effectively resolving negative impacts on society. ESG assessment focuses on whether
the company has the structure (in management decision-making) to enhance the sustainability of the company.
• There is a movement to strictly eliminate greenwashing. Highly transparent information disclosures and disclosures on
the management systems that encompass the supply chain are necessary.
Environment
Q What do you think about our initiatives toward net zero emissions?
• Reducing CO2 emissions is the highest priority topic in the airline industry. This is not an easy problem to solve, but
clarifying that your company will take a leading position in the resolution of this issue will differentiate you from other
companies. It is essential to provide a clear roadmap (at a company, industrial, and national level) on CO2 reduction by
fiscal 2030 and fiscal 2050 that is linked to management (growth) strategies. You must also explain this roadmap to
investors. In doing so, it is acceptable to present short-term quantitative targets and qualitatively explain (disclose your
story) targets for the long term.
• Leadership is required in shaping public opinion on sustainable aviation fuel (SAF), lobbying governments, and taking the
initiative to involve competitors and other actors.
• We understand the need to use carbon offsets to reduce CO2 emissions. However, you need to assign specialized
personnel to determine the reliability of those carbon credits. Verifying samplings directly from the front lines is also
important to ensure reliability.
• Stating that the ANA Group will not rely on emissions trading, but will rather utilize negative emissions technologies in
your transition scenario, is highly commendable. We are particularly interested in technologies such as direct air capture
(DAC)
• SBT Certification is effective in explaining the relationship between the Paris Agreement and the Carbon Offsetting and
Reduction Scheme for International Aviation (CORSIA) of the International Civil Aviation Organization (ICAO).
Human Capital and Human Rights
Q What do you think about ANA Group initiatives on human capital
and human rights?
• We are highly interested in the ANA Group identification of human rights issues and your appropriate implementation of
corrective action in accordance with the United Nations Guiding Principles on Business and Human Rights. We continue
to focus on strengthened supply chain management such as direct dialogue with frontline workers, the acceptance of
complaints and grievances, and decision-making that involves management. At the same time, forced labor, working
hours, and living wages are common supply chain risks across all sectors.
• We focus on human capital management and human resource strategies that help achieve long-term visions and man-
agement strategies. As such, we expect to see the establishment and disclosure of KPIs related to these strategies.
England
• Federated Hermes
• EIRIS Foundation
@Caux Round Table Japan
102
Please visit our corporate website for more:
https://www.ana.co.jp/group/en/csr/communications/
The following titles of our experts are as they were at
the time of discussion.
Dialogue with Experts on Business and Human Rights (October 2022)
Participating Experts
Sofía del Valle
World Benchmarking Alliance, Engagement
Manager, Social Transformation
Talya Swissa
World Benchmarking Alliance, Research
Project Manager
Sean Christopher Lees
UNDP Bangkok Regional Hub Business and
Human Rights Specialist
Topics
Promotion of Initiatives Relating to the ANA Group’s Business
and Human Rights
Q How should we utilize privacy-sensitive customer information?
• Privacy requirements should include a globally published statement that sets forth your commitment to upholding privacy
rights and the rules for collecting, sharing, and accessing personal information. A privacy statement must include the
following information:
1) A clear explanation on what personal information will be collected
2) A clear explanation on with whom (third parties) collected personal information will be shared
3) An explanation to users on what kind of personal information was collected
Q
What is necessary when identifying human rights and environmen-
tal issues along the value chain?
• The correct approach entails selecting specific goods that the ANA Group is involved in from production to sales, and
then identify anticipated human rights and environmental issues at each step in the value chain. However, the following
three principles should be considered when selecting issues from a human rights due diligence perspective:
1) How many people are impacted?
2) How significant is the impact?
3) What corrective measures can you apply?
Q What is necessary to consider when addressing climate change and
human rights due diligence together?
• It is necessary to understand how your company impacts climate change and reflect this in your business model. It is
also important to first assess the risk of contracted business partners in the flow of your value chain. Ensuring that their
business is conducted in a manner consistent with ANA policies is also important once the business relationship is
established. The same should be required of the suppliers with whom that company contracts. Providing incentives to
suppliers for complying with the company human rights policy can encourage efforts toward respect for human rights in
business decision-making. Incentives can include increase contract payments, increased orders, and contract
extensions.
Internal Dialogue
Internal Discussions to Promote ESG Management Awareness
SDGs Special Lecture and Panel Discussion with Employee Participation
The ANA Group held a special lecture and panel discussion with the leading SDGs researcher in Japan,
Professor Norichika Kanie (Keio University Graduate School of Media and Governance). The theme of this
event was Future SDGs and ESG Management Promotion - Contribution to SDGs Through Business,
Human Resource Development (Education and Training) and SDGs. Discussions aimed to reaffirm the
importance of encouraging ESG management and contributing to the SDGs in our future society, as well as
to deepen participants’ understanding of what it means to achieve a sustainable society and business
through our business as the ANA Group. After the discussions, employees exchanged opinions on these
topics, giving them the opportunity to familiarize themselves with the SDGs and recognize their connection
with our business.
ANA Group DEI Forum 2022
The DEI Forum currently welcomes its 8th year since establishment in 2015. The forum aims to accelerate DEI promotion in the workplace from a management
perspective and strengthen organizational capabilities by improving engagement and productivity. The topic for 2022 is Never Stand Still. The ANA Group is required
to take action in response to the recovery in demand from the COVID-19 pandemic. At the same time, we also expressed our desire to take action to achieve DEI.
As such, the group held discussions with experts in addition to panel discussions with international employees. These discussions frankly discuss the necessity of
DEI and the actions necessary to get involved in its achievement.
We streamed these discussions online and held public viewings at about 50 locations, with a total of approximately 2,000 group executives and employees
participating over two days.
103
Foundations for Sustainable Corporate Value Enhancement Trust Building with Stakeholders
Internal Dialogue
Outside Director Town Meeting Initiatives
Fiscal 2022 Topics
Changes in Flight Attendants’ Work Styles during the COVID-19 Pandemic and Future Issues and Directions
Since fiscal 2018, the group has been providing opportunities for town meetings in which outside directors can engage in
direct dialogue with managers across various ANA Group departments. The purpose of these meetings is to gain a deeper
understanding of the group’s business and corporate culture, and to assist in the future management of the board of directors.
In fiscal 2022, the ANA Group held discussions between outside directors and the Inflight Services Center, which oversees the
flight attendants that support our safety and service quality. Participants shared their responses to the excess capacity utiliza-
tion due to the COVID-19-inflicted slumps in passenger demand, the needs for new and diverse work styles, and challenges in
the current demand recovery phase.
Our Initiatives
Fiscal Year
Division
Department Name
Fiscal 2018
Maintenance
The Engineering & Maintenance Center, Each
Fiscal 2019
Flight Operations
Flight Operations Center
Fiscal 2020
Marketing
CX Management Office
Group Maintenance Company
Fiscal 2021
Human Resources
Group Human Resources Strategy Department
Fiscal 2022
Cabin
Inflight Services Center
Topic
1
Flight Attendant Work Styles during the COVID-19 Pandemic
Q The ANA Group hired and trained many flight attendants in preparation for the expected slot expan-
sions for Haneda Airport in 2020. However, the spread of COVID-19 significantly reduced flights, result-
ing in a large amount of excess capacity. What measures did the group take in response to this?
1. Expansion of Work Styles
Introduction of the New Short Working Day System
• The group will have to recruit more employees if it continues the short
working day system, as each person will have a smaller workload. The
group should think of how to match people to jobs on the premise of ensur-
• The ANA Group responded to the COVID-19 pandemic by introducing a
ing flexible jobs, as Japan struggles with structural labor shortages.
short working day system. This system is similar to that of work sharing and
Enforcing a uniform work style will be physically difficult for some employees.
expands the options of work styles for employees, such as commuting from
rural areas or selecting flight routes.
• Approximately 30% of all flight attendants chose this new work style, curtail-
ing the operating force by about 1,500 employees. This system leads to the
personal growth of employees by enabling them to choose a work style that
fits their lifestyle more easily, have duel employment, and learn new skills.
• While having a work-life balance is important, it is also important to send the
message that employees should choose a work style while considering how
the fulfillment of their personal lives can lead to personal growth and benefit
your work as well.
The Necessity of Securing Flexible Work Styles
• The group should continue the short working day system to ensure resilient
operations in the face of deteriorating external environments.
• We will review the system and continue making efforts to broaden work
styles. The group aims to adjust the operational capacity by increasing the
number of eligible participants of the system in the event of another pan-
demic. To flight attendants, this system doesn’t just provide more work
style options, but it also enables them to become proficient through limiting
the number of routes they work.
2. Expansion of Internal and External
Secondments and Dual Employment
Flight Attendants’ Perspectives
• The number of seconded attendants in fiscal 2022 exceeded over 1,000 at
peak times. As of December 2022, approximately 800 employees (300
internal and 500 external) are participating in secondment. The group has
also received approximately 3,000 applications for dual employment.
• Secondment proves beneficial to attendants that gain experience at other
companies, as they can rediscover themselves and see the Company from
a different perspective. Flight attendants that experience the outside world
may feel that ANA has a richer working environment.
• Some attendants feel more motivated after realizing they had been better off
or that they want to take on a more active role. Management must be
diligent in keeping those feelings alive.
• Some flight attendants take time to adapt to the new environment.
Managers in charge of supporting employees on secondment reached out,
offered care, and organized gatherings and seminars for their benefit.
Use of Employee Secondment Experience
• Each employee leverages their experiences from secondment by sharing
their experiences and awareness on aspects of work from new perspec-
tives. Positioning secondment as a stage for human resource development
and strategically drawing out employees’ strength is something the group
must tackle.
• This secondment system is favored by the participating companies and will
be continued, even though the group plans to reduce the scale of the
system in accordance with operating conditions. Whereas this system was
launched in response to the COVID-19 pandemic, the ANA Group will
continue participation to strengthen organization from the perspective of
cross-border learning and diversity.
Topic
2
Approach to Career Development for Flight Attendants
Q How has the COVID-19 pandemic changed flight attendants’ outlook on work?
Impact on Job Turnover Rates
Career Development Considerations for Each
• Turnover rates significantly declined during the COVID-19 pandemic. This
Employee
may be due to the effects of diversified work styles.
• The overall average may also have been impacted by the suspension of new
graduate hiring, which decreased the number of young employees with high
turnover rates. The group should conduct a precise analysis on the relation-
ship between years of employment and turnover rates.
• It is becoming gradually more difficult to fit each employee into a standard
career, as each flight’s attendants growth process is different. Values of the
younger generations are changing, broadening individual needs. Some want
to acquire certifications earlier on, while some wish to have multiple slower-
paced jobs. The ANA Group will review the current system, which is based on
• The group should work to design a system that ensures flexible work styles
lateral promotions.
if employees so wish. Companies will battle for employment going forward,
and strict workplaces will not attract many employees, even for prestigious
jobs.
• The actual issue lies in the current uniform personnel system. Individual flight
times will vary greatly from person to person with the introduction of the
short working day system. As such, the horizontal personnel system would
have to be changed uniformly.
• More employees experience secondment and dual employment, becoming
interested in other occupations. This increases their desire to transition from
flight attendants to administrative positions or transfer within the group. Even
though the group would prefer to have them be active in the Inflight Services
Center, it also wishes to help fulfill their individual careers and thereby grow
and develop the group as a whole.
• Flight attendants are responsible for protecting the lives of their customers.
This resolution and experience are great strengths that will enable them to
take on responsibility in any career. The ANA Group strongly encourages
them to broaden their horizons on other careers.
Topic
3
Measures and Issues in Flight Resumption
Q Are there any issues in resuming flights after their reduction in the COVID-19 pandemic?
Safety and Quality Issues
Flight Attendants Residing Abroad
• Crew hours decreased to one-fifth of pre-COVID-19 levels with the reduced
• The group saw a sharp decline in international flights during the COVID-19
scale of flight operations. In response, the ANA Group took measures to
pandemic, preventing the airline from traveling to and from other countries.
maintain safety, quality, and workmanship. The group established a hands-
• The group had worked to increase the number of flight attendants residing
on learning space and made efforts to compensate for this lack of experi-
abroad as part of its globalization efforts. Before the pandemic, the group
ence and through practical and simulated experiences.
had approximately 400 flight attendants residing abroad. This number was
• Flight attendants that joined the ANA Group from fiscal 2019 to fiscal 2020
halved by the natural decrease after the pandemic interrupted recruitment
had little to no experience with the busyness of pre-COVID-19 travel peaks
activities. Preparations to resume hiring are currently underway.
and had few flight hours. Demand for international flights, which had been
• Increasing the number of flight attendants living abroad will lead to improved
slow to recover, is gradually returning. Recently, the group is experiencing
recognition of the ANA Brand. This will also be significant in expanding the
some difficulties with an increase in full flights. The ANA Group set up
future overseas market share of the group.
temporary hands-on service training in response.
104
105
Foundations for Sustainable Corporate Value Enhancement Responsible Dialogue with Stakeholders
The ANA Group conducts business activities through our relationships with stakeholders. We
engage in ongoing dialogue with stakeholders to build trust and offer peace of mind. As we do
so, we increase the effectiveness of our strategies by incorporating the opinions and requests
of stakeholders into our businesses.
Major Dialogues during Fiscal 2022
Dialogue with
Shareholders and
Investors
The 78th Ordinary General Meeting of Shareholders
No. of attendees
Voting rights exercise ratio
1,040 people
60.7%
Financial Results Presentations / Corporate
Strategy Briefing Sessions / Small Meetings
Dialogue with institutional investors / analysts
(for institutional investors, analysts)
248 times (153 in Japan / 95 overseas)
9
Communication with
Our Employees
FY2023-25 ANA Group Corporate Strategy Top Management Presentations
No. of meetings 3 Total participants: Approx. 2,657 people
* Numbers include online interactions
Dialogue with Employees on Sustainability
SDGs Seminars for Overseas Employees (online)
No. of meetings 6
Total participants: 165 people
No. of meetings 4
Total participants: Approx. 230 people
Dialogue with
Experts
Environment
Human Rights
ESG Rating Agencies
1
1
2
Dialogue with
Business Partners
ANA Group Procurement Policy Briefing Sessions
7 domestic suppliers of tableware and cutlery
We sent questionnaires to suppliers to gauge the status of ESG-related
initiatives at each company and provided feedback in response to their results.
Dialogue with
Communities
ANA Blue Academy
No. of meetings
Total no. of elementary students (5th-6th):
2
95 students
The ANA Blue Academy Mirai Tsukuru is a career education program for fifth
and sixth graders in which we visit schools and allows students to experi-
ence one of the five jobs in the ANA Group.
External Recognition
Inclusion in ESG Indexes, etc.
As of July 2023
• CDP Climate Change A
• MSCI Japan Empowering Women Index (WIN)
• Dow Jones Sustainability
• MSCI Japan ESG Select Leaders Index
World Index
• MSCI ESG Leaders Indexes
• Dow Jones Sustainability
• The S&P Global Sustainability Yearbook 2023
Asia Pacific Index
• FTSE4Good Index
- Top 10%
• EcoVadis Sustainability Rating
• FTSE Blossom Japan Index
- BRONZE
• FTSE Blossom Japan Sector
Relative Index
Quality
• SKYTRAX COVID-19 Airline Safety Rating
• CIRIUM (ANA Group, 2022)
(ANA Group, 2022)
- Awarded 5-STAR for the tenth consecutive year
• SKYTRAX World Airline Awards (ANA Group, 2022)
- World’s Best Airport Services
- World’s Best Airline Cabin Cleanliness
- Best Airline Staff Service in Asia
Worldwide Major Airlines
- Network Category: No. 1
- Mainline Category: No. 2
Asia-Pacific Major Airlines
- Network Category: No. 1
- Mainline Category: No. 2
Management Strategy
• Ministry of Economy,
Trade and Industry
- DX Certification
• work with Pride (35 Group Companies)
• Ministry of Health, Labour and Welfare
- PRIDE Index 2022 Gold Award
Company Promoting Women’s Participation
• Ministry of Health, Labour and Welfare
and Advancement in the Workplace
• Tokyo Stock Exchange / Ministry of Economy,
- “Platinum Kurumin” Certified by the Ministry
- “Eruboshi” Certification
Trade and Industry
in Recognition of Providing Superior
(ANA, ANA Systems Co., Ltd.,
- Noteworthy DX Company 2023
Childcare Support
Overseas Courier Service Co., Ltd.,
• The Japanese Society for Artificial
(ANA, ANA AIRPORT SERVICES Co., Ltd.)
ANA TELEMART CO., LTD.)
Intelligence
- “Kurumin” Certified by the Ministry
• Nippon Kenko Kaigi, Ministry of Economy,
- The 36th Annual Conference of the
(Overseas Courier Service Co., Ltd.,
Trade and Industry
Japanese Society for Artificial Intelligence,
ANA CHUBU AIRPORT CO., LTD.,
- Certified Health and Productivity
2022 Annual Conference Award
ANA Akindo Co., Ltd.,
Management Recognition Program 2023
(Turbulence Prediction System from
ANA TELEMART CO., LTD.,
(ANA HOLDINGS INC.)
Wind Distribution using CNN)
ANA Systems Co., Ltd.)
- Certified Health and Productivity
• Job Rainbow (ANA)
D&I AWARD
- BEST Workplace 2022
Management Organization Recognition
Program 2023
(18 Group Companies, of which
8 Companies are White 500)
106
107
* THE INCLUSION OF ANA HOLDINGS INC. IN ANY MSCI INDEX, AND THE USE OF MSCI LOGOS, TRADEMARKS, SERVICE MARKS OR INDEX NAMES HEREIN, DO NOT CONSTITUTE A
SPONSORSHIP, ENDORSEMENT OR PROMOTION OF ANA HOLDINGS INC. BY MSCI OR ANY OF ITS AFFILIATES. THE MSCI INDEXES ARE THE EXCLUSIVE PROPERTY OF MSCI. MSCI
AND THE MSCI INDEX NAMES AND LOGOS ARE TRADEMARKS OR SERVICE MARKS OF MSCI OR ITS AFFILIATES
Foundations for Sustainable Corporate Value Enhancement Foundations for Sustainable Corporate Value Enhancement
Message from the Independent Outside Directors
Fiscal 2022 was a turning point year for the ANA Group. We not only returned to
profitability for the first time in three fiscal years, but we also overcame the COVID-19
pandemic by looking toward the future under a new management vision and
medium-term corporate strategy. The ANA Group is executing this corporate
strategy and will move to a stage solidifying our return to a growth trajectory.
We asked outside directors YAMAMOTO Ado, KOBAYASHI Izumi, KATSU Eijiro, and
MINEGISHI Masumi about their views on the ideas and initiatives on which
the ANA Group should focus, as well as issues that require attention in the future.
Remembering the Experience of
the COVID-19 Pandemic, the ANA Group
Is Pursuing a New Management Vision to
Enhance the Cohesiveness of Our Employee
Base, Striving to Return to Growth and Fulfill
Our Responsibility to Society
YAMAMOTO Ado
Independent Outside Director
The ANA Group formed a new management vision in con-
the company’s history, passing the information on to junior
junction with its 70th anniversary. The end of the global
colleagues. I think the ANA Group should consider ways to
COVID-19 pandemic and clear recovery in air passenger
pass lessons from recent history to the next generation.
demand served as a good opportunity to strengthen the
The ANA Group continues to be an indispensable part of
unity of the ANA Group behind this new management vision
society in the post-COVID-19 world, serving as infrastruc-
defining our future. Value creation within the ANA Group is
ture that supports the exchange of people and goods. The
predicated on the growth and happiness of every employee,
group must look ahead to ensure access to the right human
and the new management vision reflects the group’s focus
resources and aircraft to achieve a return to growth.
on creating a bright future for our employees. When group
Another important topic is the group’s efforts to reduce
employees around the world continue to work with energy,
environmental impact. Reducing CO2 emissions is the
take on new challenges, and strive as one to achieve our
group’s responsibility to the global environment and society,
management vision, the result will be new value for custom-
and the group must accelerate progress through concrete
ers and society.
measures to address this issue.
ANA Group management held numerous town meetings
Many were concerned that the COVID-19 pandemic
with employees to communicate the status of the group
would lead to a decrease in the number of people using air
and convey positive messages to employees who were
travel for business with the rise of telework and online con-
anxious about weak performance under the COVID-19
ferencing. However, we are seeing an increasing number of
pandemic. Senior managers communicated personal mes-
companies asking employees to return to the office as
sages repeatedly, continuing to share an appropriate sense
social and economic activities normalize. While regular
of urgency and hope for the future with employees. I believe
meetings and other activities may shift online, the value of
this practice led to a greater sense of group unity and sus-
face-to-face meetings remains as important as ever in situ-
tained engagement. This is just one example, but the record
ations such as signing contracts with a new client. We see
of how employees overcame the most unprecedented,
business trips and other travel opportunities returning grad-
most significant crises ever should be preserved and
ually. Further, the number of inbound visitors to Japan for
passed down to future generations. I believe the experience
leisure is increasing rapidly, and the group faces a wide
of overcoming the singular risk of the complete suspension
range of needs on a global level. I expect the ANA Group
of human travel will not only be a source of confidence for
will advance steadily toward transformation and achieve
all employees who faced the crisis but will also be a source
profit growth by pursuing a policy to optimize its Air
of confidence for employees in facing future challenges.
Transportation Business portfolio through the three brands
When I was president of my company, I made sure to write
of ANA, Peach, and AirJapan.
the details of business failures and withdrawals throughout
108
109
Foundations for Sustainable Corporate Value Enhancement
Message from the Independent Outside Directors
Creating a System That Leverages
the Strengths of Human Resources;
Creating a Platform That Maximizes
the Capabilities of Every Employee
Enhancing Global Competitiveness While
Motivating Employees to Raise Earnings by
Capturing Inbound Demand
KOBAYASHI Izumi
Independent Outside Director
KATSU Eijiro
Independent Outside Director
The ANA Group faced a very difficult business environment
recruiting human resources of various abilities are not
The FY2023-25 ANA Group Corporate Strategy describes
understanding of local market cultures and preferences will
due to the outbreak of COVID-19. But the group overcame
enough when pursuing diversity, equity, and inclusion (DEI).
how the ANA Group plans to grow earnings, mainly in the
undoubtedly be a valuable asset. It is important that the
the crisis through agile decision-making. One reason for this
What is really important is for the group to become an orga-
Air Transportation Business. The market that the group
group improves brand recognition globally by incorporating
success was a group of highly resourceful and adaptable
nization that makes the most of each person’s strengths.
must capture for future growth is the overseas market,
the opinions of these employees and improving the ANA
human resources. Many things happen every day on the
Diversity and inclusion, in the truest sense, is when leaders
particularly through the International Passenger Business
Group brand as an attractive option for overseas customers.
front lines, both in the airport and on the plane. Simply
assess the strengths and personalities of their subordinates
and inbound travel to Japan.
The third key element is to strengthen cooperation with
performing work in accordance with manuals is not always
accurately, seeking in earnest to draw out the strengths of
There are three key elements to capturing this inbound
other airlines. Airline consolidation is accelerating abroad in
sufficient. Each employee must think constantly about how
each individual. Besides personal success in sales, etc., the
demand. The first is to strengthen total care, including pre-
the wake of the COVID-19 pandemic. The ANA Group must
to respond to and resolve unexpected events. I believe that
ability to nurture subordinates must be an important factor
and post-airline travel. For the ANA Brand as a full-service
consider a number of factors to compete with other airlines
the overwhelming strength of the ANA Group lies in the high
in selecting leaders. I believe that excellent leaders create
carrier, in particular, the group must enhance customer
on a global scale. Route network efficiencies and joint sys-
degree of flexibility and mobility that employees have come
increased corporate value when they see the success of
experience value through enriched services from the very
tems are just two examples. The group must streamline
to possess through the accumulation of such day-to-day
every person in their individual organizations.
beginning to the very end of the journey. ANA Smart Travel
operations through collaboration from various approaches
activities.
Job-based employment has been the focus of much
allows users to carry out a number of tasks online regard-
to increase its competitive stance.
To utilize the strengths of ANA Group employees further,
attention recently. But I believe that the role employees play
less of time or location, including airline ticket reservations,
The ANA Group achieved net profits in fiscal 2022. This
the board of directors discusses women’s empowerment
need not be bound by the framework of employment status
purchases, and check-in. But there is room to evolve and
accomplishment reflects significant progress coming out of
and non-Japanese employees as issues to address through
or career paths. Whether one is active in a particular area
create a system for smooth and stress-free travel. An exam-
the greatest crisis ever to face the industry. And this feat
the human resources strategy. I believe the training cycle
through high-level expertise, or whether one exercises lead-
ple would be MaaS linkage with other means of transporta-
was accomplished because the group united as one,
functions effectively as it is, with women seconded to
ership in situations bridging departments and opinions, is
tion, such as railroads and buses, that connect airports to
executing initiatives, including business structure reforms,
manage group companies to learn more about manage-
merely a difference in roles to the end result of achieving the
final destinations. The group must communicate such fea-
even in the face of the difficulties caused by COVID-19.
ment, and then returned to their former companies. But the
overall mission of the company. An effective formula for
tures in an easy-to-understand manner. Digital services
Employee motivation will remain a very important part of
many talented women across the organization need a
organization management is one in which individuals con-
used by large numbers of people result in data accumula-
the process to improve performance further in the future.
system that encourages them to play more active roles. In
tribute their unique abilities to the greatest extent possible,
tion and further service improvements.
If employees work with confidence and take on various
addition, as a company that operates routes globally, ANA
sharing in the success and receiving proper evaluations
The second key element is to expand opportunities for
challenges boldly, the ANA Group is sure to create new value
should incorporate more perspectives of foreign employees
based on the degree of their contribution.
human resources to become global employees. The ANA
and generate more profits than even before COVID-19.
working in Japan and abroad. Numerical goals, KPIs, or
Group approaches potential customers around the world
The ANA Group must continue this trend of sharing results
amid diversifying values and changing social environments.
with stakeholders—including employees, shareholders, and
Having global employees in each country who have a deep
society—creating positive cycles.
110
111
Foundations for Sustainable Corporate Value Enhancement
Message from the Independent Outside Directors
Message from Chair of the Board of Directors
Pursuit of Services Maximizing ANA
Strengths in the Non-Airline Business,
Emphasizing Ownership and
Customer Focus
MINEGISHI Masumi
Independent Outside Director
In the year since I became an outside director, I have devel-
Business. However, if the group focuses on customer value,
oped two strong impressions of the ANA Group. First, I
compares objectively how they differ from competitors, and
believe management takes excellent care of its employees.
works with a sense of ownership to create something
At the same time, employees have a high level of trust in
better, I believe the ANA Group will move steadily in the
the company, creating a positive relationship between the
right direction. Through repeated trial and error, the ANA
two. I also appreciate the fact that the Spirit of Challenge,
Group will discover its own strengths and winning strate-
established at the founding of the company, has deep roots
gies. As a team of employees, the group will work together
in the workplace still. Employees embrace taking on new
to implement a cycle of challenging the top companies in
challenges, which management encourages.
the industry, increasing competitiveness by winning the
The ANA Group Corporate Strategy describes how the
support of customers, and reinvesting management
group will tackle reform in the mainstay Air Transportation
resources to grow the Non-Airline Business.
Business, while also growing the Non-Airline Business and
In the process of taking on new business challenges, the
expanding the ANA Economic Zone. An economic zone
group may face crises. Whether the group can take the initia-
strategy is one in which companies having a strong cus-
tive and respond to change as an organization will make the
tomer base in their core business create new services in
difference between success and failure. The organization as
areas not adjacent to that core business. The company
a whole must foster a sense of business ownership, in which
then leverages existing customers into using the new ser-
employees feel a sense of personal responsibility for the
vices. However, this represents one-way thinking from the
business, and career ownership, in which employees seek
logic of the company. Establishing an economic zone
ways to utilize their experience and skills. When both man-
requires that a company build up the competitiveness of
agement and employees take a proactive approach to their
each service focusing on the most important concept: be
business and careers, they will be more empowered with
the service of choice among customers. The key to success
on-the-ground skills, flexibility, and the ability to respond to
will be to build superior economic zone services by using
change. In this way, the ANA Group will evolve into a more
the ANA Group brand power to provide more value and
resilient organization.
perform analyses to understand ultimately how to be the
It will be important for the ANA Group to take the neces-
service of choice among customers.
sary and obvious steps in identifying specific areas in which it
The ANA Group has grown on the back of the Air
maximizes strengths, engaging in required investments, and
Transportation Business. Accordingly, the group has yet to
refining its services from the perspective of the customer.
build a wealth of skills and experience in the Non-Airline
The Board of Directors encourages healthy discussions, summarizes
opinions, and advances our governance system, aiming to achieve
sustainable business growth and improve corporate value over
the medium to long term.
There are two main points that I keep in mind when manag-
management promotion, sustainability, legal affairs, and risk
ing the board since I assumed the position of Chair one
management as well as offer new opinions and perspec-
year ago. The first is that the outside directors are regularly
tives to the board. Through this, I expect they will aid the
active and occasionally give harsh criticism. As chair, I
board of directors demonstrate its governance.
encourage internal directors to not only answer questions
Board of directors meetings in fiscal 2022 devoted large
but also express their own opinions in response. Outside
amounts of time to discuss the formulation of the FY2023-
directors want to hear honest opinions based on frontline
25 ANA Group Corporate Strategy and the new
situations directly from the directors in charge. They also
Management Vision, which is being formulated for the first
expect that items discussed at the board of directors meet-
time in 10 years. In fiscal 2023, we will accelerate substan-
ings will be reflected in concrete measures on the front lines
tive discussions to achieve our goals as we receive reports
and utilized in management. Therefore, I made improve-
on progress made in the process of implementing each of
ments by holding town meetings where outside directors
the measures set forth in our Corporate Strategy. It will be
directly communicate with employees in various divisions as
necessary for the board of directors to confirm that major
well as by providing separate opportunities for discussions
themes related to materiality are reflected in each policy
between outside directors, directors in charge, and the
and will lead to the creation of both social value and eco-
secretariat of the board of directors. The second point I
nomic value. As chair, I will work to address these issues to
keep in mind is to summarize the views of the board mem-
further improve the effectiveness of our operations and
bers to help members on the executive side focus on busi-
meet the expectations of our shareholders and the capital
ness operations. The role of the directors is to achieve
markets.
KATANOZAKA Shinya
Chair of the Board of Directors
sustainable business growth and enhance the medium- to
long-term corporate value of the Group. To accomplish this,
directors must enhance the transparency and objectivity of
the board, supporting the executives’ decisions with prompt
and decisive decision-making. Board members with diverse
backgrounds express their opinions from a variety of per-
spectives. This enables us to implement management that
encourages both awareness and decision-making on the
executive side.
In June 2022, Mr. Minegishi joined the board of directors
as an outside director. His frank and rational opinions on
the establishment and growth of our Non-Airline Business,
a new business for our company, stimulate both the direc-
tors in charge and all members of the board of directors for
the better, helping to revitalize the board. In June 2023, the
gender balance of the board of directors improved with the
appointment of Ms. Kajita as an internal director and Ms.
Mitsuhashi as an external auditor. These women will lever-
age their vast knowledge in areas such as ESG
112
113
Consolidated 11-Year Summary
ANA HOLDINGS INC. and its consolidated subsidiaries (Note 1)
For the Year
Operating revenues (Note 4)
Operating expenses
Operating income (loss)
Income (loss) before income taxes
Net income (loss) attributable to owners of the parent
Cash flows from operating activities
Cash flows from investing activities
Cash flows from financing activities
Free cash flow
Substantial free cash flow (Note 5)
Depreciation and amortization
EBITDA (Note 6)
Capital expenditures
At Year-End
Total assets
Interest-bearing debt
Shareholders’ equity (Note 7)
Per Share Data (Yen, U.S. dollars) (Note 8)
Earnings (loss) per share
Book value per share
Cash dividends
Average number of shares during the year (Thousand shares)
Management Indexes
Operating income margin (%)
Net income margin (%)
ROA (%) (Note 9)
ROE (%) (Note 10)
Shareholders’ equity ratio (%)
Debt/equity ratio (Times) (Note 11)
Asset turnover (Times) (Note 12)
Payout ratio (%)
Number of employees
Operating Data
International Passenger Operations
Passenger revenues
Available seat-km (Millions)
Revenue passenger-km (Millions)
Number of passengers (Thousands)
Load factor (%)
Unit revenues (¥)
Yield (¥)
Domestic Passenger Operations
Passenger revenues
Available seat-km (Millions)
Revenue passenger-km (Millions)
Number of passengers (Thousands)
Load factor (%)
Unit revenues (¥)
Yield (¥)
LCC Passenger Operations (Note 13)
Revenues
Available seat-km (Millions)
Revenue passenger-km (Millions)
Number of passengers (Thousands)
Load factor (%)
Unit revenues (¥)
Yield (¥)
International Cargo Operations
Cargo revenues
Cargo volume (Tons)
Domestic Cargo Operations
Cargo revenues
Cargo volume (Tons)
(FY) (Note 2)
2022
2021
2020
2019
1,707,484
1,587,454
120,030
114,342
89,477
449,822
(204,026)
(142,909)
245,796
373,104
144,313
264,343
116,892
3,366,724
1,607,918
862,419
190.24
1,833.64
–
470,334
7.0
5.2
3.7
10.8
25.6
1.9
0.5
–
40,507
433,470
35,875
26,408
4,212
73.6
12.1
16.4
529,593
49,901
32,201
34,534
64.5
10.6
16.4
90,265
12,232
8,991
7,775
73.5
7.4
10.0
308,088
805,799
24,119
253,661
1,020,324
1,193,451
(173,127)
(175,374)
(143,628)
(76,413)
230,019
93,646
153,606
(111,948)
147,328
(25,799)
133,364
3,218,433
1,750,108
797,249
(305.37)
1,695.06
—
470,339
(17.0)
(14.1)
(5.3)
(15.9)
24.8
2.2
0.3
—
42,196
70,151
20,524
5,550
825
27.0
3.4
12.6
279,877
34,288
16,382
17,959
47.8
8.2
17.1
37,813
7,863
4,846
4,267
61.6
4.8
7.8
328,750
976,644
24,932
251,332
728,683
1,193,457
(464,774)
(545,372)
(404,624)
(270,441)
(595,759)
1,098,172
(866,200)
(373,464)
176,352
(288,422)
156,710
3,207,883
1,655,452
1,007,233
(1,082.04)
2,141.49
—
373,945
(63.8)
(55.5)
(16.0)
(39.1)
31.4
1.6
0.3
—
46,580
44,726
14,465
2,840
427
19.6
3.1
15.7
203,119
26,896
11,567
12,660
43.0
7.6
17.6
22,071
4,932
2,403
2,080
48.7
4.5
9.2
160,503
655,019
20,881
218,032
1,974,216
1,913,410
60,806
51,501
27,655
130,169
(230,218)
23,869
(100,049)
(79,149)
175,739
236,545
351,361
2,560,153
842,862
1,061,028
82.66
3,171.80
—
334,559
3.1
1.4
2.4
2.6
41.4
0.8
0.8
—
45,849
613,908
68,885
50,219
9,416
72.9
8.9
12.2
679,962
58,552
39,502
42,916
67.5
11.6
17.2
81,953
11,076
9,202
7,288
83.1
7.4
8.9
102,697
866,821
25,533
373,176
2018
2,058,312
1,893,293
165,019
154,023
110,777
296,148
(308,671)
(46,480)
(12,523)
(18,028)
159,541
324,560
375,864
2,687,122
788,649
1,099,413
331.04
3,285.46
75.00
334,632
8.0
5.4
6.4
10.6
40.9
0.7
0.8
22.7
43,466
651,587
65,976
50,776
10,093
77.0
9.9
12.8
696,617
58,475
40,704
44,325
69.6
11.9
17.1
93,611
12,052
10,394
8,153
86.2
7.8
9.0
125,015
913,915
27,454
393,773
Yen (Millions)
2017
2016
2015
2014
2013
2012
1,971,799
1,807,283
164,516
196,641
143,887
316,014
(324,494)
(29,989)
(8,480)
61,410
150,408
314,924
304,707
2,562,462
798,393
988,661
417.82
2,954.47
60.00
344,372
8.3
7.3
6.8
15.1
38.6
0.8
0.8
14.4
41,930
597,446
64,376
49,132
9,740
76.3
9.3
12.2
689,760
58,426
40,271
44,150
68.9
11.8
17.1
87,555
11,832
10,212
7,797
86.3
7.4
8.6
118,002
994,593
30,710
436,790
1,765,259
1,619,720
145,539
139,462
98,827
237,084
(194,651)
3,349
42,433
39,655
140,354
285,893
254,425
2,314,410
729,877
919,157
28.23
262.44
6.00
3,500,205
8.2
5.6
6.5
11.6
39.7
0.8
0.8
21.3
39,243
516,789
60,148
45,602
9,119
75.8
8.6
11.3
678,326
59,080
38,990
42,967
66.0
11.5
17.4
—
—
—
—
—
—
—
93,301
954,027
30,860
451,266
1,791,187
1,654,724
136,463
131,064
78,169
263,878
(74,443)
(133,257)
189,435
88,035
138,830
275,293
281,416
2,228,808
703,886
789,896
22.36
225.87
5.00
3,496,561
7.6
4.4
6.1
9.8
35.4
0.9
0.8
22.4
36,273
515,696
54,710
40,635
8,167
74.3
9.4
12.7
685,638
59,421
38,470
42,664
64.7
11.5
17.8
—
—
—
—
—
—
—
113,309
810,628
31,740
466,979
1,713,457
1,621,916
91,541
77,983
39,239
206,879
(210,749)
(30,424)
(3,870)
(22,350)
131,329
222,870
274,702
2,302,437
819,831
798,280
11.24
228.45
4.00
3,492,380
5.3
2.3
4.2
5.1
34.7
1.0
0.8
35.6
34,919
468,321
49,487
35,639
7,208
72.0
9.5
13.1
683,369
60,213
38,582
43,203
64.1
11.3
17.7
—
—
—
—
—
—
—
124,772
841,765
32,584
475,462
1,601,013
1,535,027
65,986
36,391
18,886
200,124
(64,915)
(85,569)
135,209
38,929
136,180
202,166
183,739
2,173,607
834,768
746,070
5.41
213.82
3.00
3,493,860
4.1
1.2
3.2
2.5
34.3
1.1
0.7
55.5
33,719
395,340
41,451
30,613
6,336
73.9
9.5
12.9
675,153
61,046
37,861
42,668
62.0
11.1
17.8
—
—
—
—
—
—
—
104,736
710,610
32,116
477,081
1,483,581
1,379,754
103,827
70,876
43,140
173,196
(333,744)
84,549
(160,548)
54,256
123,916
227,743
162,752
2,137,242
897,134
766,737
13.51
218.41
4.00
3,192,482
7.0
2.9
5.1
6.6
35.9
1.2
0.7
29.6
32,634
348,319
37,947
28,545
6,276
75.2
9.2
12.2
665,968
58,508
36,333
41,089
62.1
11.4
18.3
—
—
—
—
—
—
—
86,589
621,487
32,231
463,473
U.S. dollars
(Thousands)
(Note 3)
2022
12,787,268
11,888,369
898,899
856,301
670,089
3,368,696
(1,527,941)
(1,070,238)
1,840,754
2,794,158
1,080,753
1,979,652
875,398
25,213,240
12,041,623
6,458,616
1.42
13.73
–
3,246,236
3,966,097
675,990
2,307,256
180,626
Notes: 1. As of March 31, 2023, there were 54 consolidated subsidiaries and 13 equity-method subsidiaries and affiliates.
2. From April 1 to March 31 of the next year
3. U.S. dollar amounts in this report are translated, for convenience only, at the rate of ¥133.53 = US$1, the approximate exchange rate as of March 31, 2023.
4. Effective from the fiscal year ended March 2015, revenue of jet fuel which is resold to airlines outside the group is offset by its purchasing cost and the net amount is recorded in
operating revenues.
5. Substantial free cash flow after excluding payments into and proceeds from withdrawals of time deposits and payments for purchases and proceeds from redemptions of marketable
securities (time and negotiable deposits with maturities exceeding three months)
6. EBITDA = Operating income + Depreciation and amortization
7. Total shareholders’ equity = Shareholders’ equity + Accumulated other comprehensive income
114
8. The group conducted a 1-for-10 reverse stock split effective October 1, 2017. Calculations have been made assuming a reverse stock split at beginning of fiscal 2017.
9. ROA = (Operating income + Interest and dividend income) / Simple average of total assets
10. ROE = Net income (loss) attributable to owners of the parent / Simple average of shareholders’ equity
11. Debt/equity ratio = Interest-bearing debt / Shareholders’ equity
12. Asset turnover = Operating revenues / Simple average of total assets
13. Revenues of LCC Operations include ancillary income.
* Yen amounts are rounded down to the nearest million yen and percentages are rounded to the nearest one decimal place. U.S. dollar amounts are truncated.
* We applied the Accounting Standard for Revenue Recognition as of the beginning of fiscal 2021.
115
Financial / Data Section
Management’s Discussion and Analysis
Economic Conditions
General Economic Overview
During the fiscal year under review, the Japanese economy experi-
enced a moderate recovery. While consumer spending and capital
expenditures picked up gradually, imports and exports showed signs
of weakening.
Looking to the future, the economy is expected to pick up, sup-
ported by easing of restrictions on movement and normalization of
socioeconomic activities. At the same time, unstable international
conditions, including soaring global energy prices and monetary
tightening in the U.S. and European countries, could have a negative
impact on any recovery. The airlines industry in Japan expects the
recovery to continue in leisure demand for domestic routes and in
inbound travel and business demand on international routes.
However, developments in geopolitical risk and the situation in
Ukraine warrant close monitoring.
Fuel Price Trends
Crude oil prices fluctuated widely throughout the year due to con-
cerns about crude oil supply disruptions caused by the deteriorating
situation in Ukraine. At the beginning of the year, crude oil prices rose
sharply due to concern about supply shortages caused by the EU
embargo on Russian crude oil. Crude oil prices began to trend down-
ward in the third quarter in response to fears of a global recession
caused by monetary tightening in various countries and the spread of
COVID-19 in China. As a result, the average price of crude oil was
$92.5 per barrel for the fiscal year under review and $76.8 per barrel
on March 31, 2023.
The market price of Singapore kerosene tracked the price of crude
oil. The average price for the fiscal year was $123.4 per barrel, ending
at $94.8 per barrel on March 31, 2023.
Foreign Exchange Market
The U.S. dollar–yen exchange rate fluctuated widely throughout the
fiscal year. The yen weakened to 150 yen to the dollar in October
against the backdrop of a widening interest rate differential between
Japan and the U.S., while appreciating rapidly in December in
response to policy revisions by the Bank of Japan.
The Japanese yen averaged ¥135.48 per U.S. dollar for fiscal
2022, ending the year at ¥132.86 per U.S. dollar on March 31, 2023.
Air Transport Traffic Trends
International Air Transportation Association (IATA) member airlines
reported a 152.3% year-on-year increase in RPK for scheduled inter-
national flights in 2022. RPK for scheduled domestic flights rose
10.9% for the year. At the same time, RTK in connection with sched-
uled global air cargo increased 32.3%. (Source: IATA World Air
Transport Statistics, 2023)
In Japan, passengers on trunk routes* increased 78.7% year on
year to 39.42 million. The number of passengers on local routes*
increased 85.4% to 51.24 million. In total, passengers on scheduled
domestic flights increased 82.4% to 90.66 million. Cargo volume
increased 14.5% to 0.54 million tons. The number of passengers
carried by Japanese airlines on international flights increased 440.1%
to 9.51 million, while the volume of international cargo handled by
Japanese airlines decreased 16.6% to 1.47 million tons. (Source:
Ministry of Land, Infrastructure, Transport and Tourism, Annual
Summary of Air Transportation Statistics)
* Trunk routes refer to routes connecting Sapporo (New Chitose), Tokyo (Haneda), Tokyo
(Narita), Osaka (Itami), Osaka (Kansai), Fukuoka, and Okinawa (Naha) airports with one
another. Local routes refer to all other routes.
Monthly Prices for Dubai Crude Oil and Singapore Kerosene
(U.S. dollars per barrel)
160
140
120
100
80
60
21/4
5
6
7
8
9
10
11
12
22/1
2
3
4
5
6
7
8
9
10
11
12
23/1
2
3
(Year/
Month)
■ Dubai Crude Oil ■ Singapore Kerosene
Source: Bloomberg
Monthly Yen-Dollar Exchange Rate
(Yen / U.S. dollars)
150
140
130
120
110
100
21/4
5
6
7
8
9
10
11
12
22/1
2
3
4
5
6
7
8
9
10
11
12
23/1
2
3
(Year/
Month)
Source: Bloomberg
Global Air Transportation Passenger Volume by Region
RPK (Billions)
9,000
6,000
3,000
0
5,948
1,823
1,717
1,315
583
381
126
2016
2017
2018
2019
2020
2021
2022
(Left) ■ Total
(Right)
Asia-Pacific
North America
Europe
Middle East
Latin America
Africa
Source: International Air Transport Association (IATA), 2022
3,000
2,000
1,000
0
(CY)
Expenses, and Operating Income (Loss)
In fiscal 2022, we captured passenger demand as it recovered in
stages, recording consolidated operating revenues of ¥1,707.4 billion,
an increase of ¥687.1 billion (67.3%) year on year.
Operating income amounted to ¥120.0 billion compared with an
operating loss of ¥173.1 billion in the previous fiscal year, despite an
increase in flight operation-linked expenses stemming from expanded
flight operations, as we continued with strict cost management
measures.
Review by Segment
The Group operates four reportable segments: Air Transportation,
Airline Related, Travel Services, and Trade and Retail.
Performance for Fiscal 2022
Overview of the ANA Group
The ANA Group (“the Group”), led by holding company ANA
HOLDINGS INC., consists of 133 subsidiaries (including ALL NIPPON
AIRWAYS CO., LTD.) and 37 affiliates. A total of 54 companies are
treated as consolidated subsidiaries, with another 13 treated as
equity-method subsidiaries and affiliates. Group employees num-
bered 40,507 individuals, a decrease of 1,689 compared to the
previous fiscal year-end.
The environment surrounding the airline industry has been improv-
ing rapidly, as restrictions on behavior have eased with respect to
domestic flights and entry restrictions have eased in many countries
with respect to international flights.
In terms of business performance, operating revenues rose signifi-
cantly year on year, supported by a recovery in travel amid the eco-
nomic conditions described above. We posted a profit for the first
time in three fiscal years. Even as we expanded the scale of flight
operations, we continued with strict cost management measures that
curbed increases in operating expenses.
On the balance sheet, retained earnings increased mainly due to an
increase in operating revenues. Cash and deposits together with
marketable securities amounted to ¥1,183.7 billion in liquidity on hand.
Segment Information
Operating Revenues
Operating Income (Loss)
EBITDA
(¥ Millions)
(Fiscal Year)
2022
2021
Change
2022
2021
Change
2022
2021
Change
Air Transportation
Airline Related
Travel Services
Trade and Retail
Subtotal
Others
¥1,539,443 ¥ 885,096
¥654,347
¥124,158
¥(162,932)
¥287,090
¥262,611
¥(22,379)
¥284,990
247,129
206,806
73,815
103,252
46,282
81,694
40,323
27,533
21,558
2,332
(277)
3,511
(660)
(2,105)
549
2,992
1,828
2,962
6,685
(89)
4,442
4,390
(1,971)
1,642
2,295
1,882
2,800
1,963,639
1,219,878
743,761
129,724
(165,148)
294,872
273,649
(18,318)
291,967
Adjustments
(294,221)
(237,684)
(56,537)
(10,293)
38,066
38,130
(64)
599
1,388
(9,367)
(789)
(926)
987
(10,293)
1,886
(9,367)
(899)
(926)
Total (Consolidated) ¥1,707,484 ¥1,020,324
¥687,160
¥120,030
¥(173,127)
¥293,157
¥264,343
¥(25,799)
¥290,142
Notes: 1. “Others” represents all operating segments that are not included in reportable segments, including facility management, business support, and other operations.
2. Adjustments of segment profit represent the elimination of intersegment transactions, group management expenses of ANA HOLDINGS INC., and other certain items.
3. Segment operating income is reconciled with operating income in the consolidated nancial statements.
4. EBITDA = Operating income + Depreciation and amortization
Air Transportation Business
Air Transportation Business operating revenues amounted to
¥1,539.4 billion, a year-on-year increase of 73.9%. This result was
mainly due to the capture of recovering passenger demand as con-
sumers in Japan began to travel outside the home, the government
eased restrictions on movement, and various other countries began
to relax border restrictions. Continued strong cargo unit prices also
contributed to this result, despite weakening cargo demand.
Operating income amounted to ¥124.1 billion compared to an oper-
ating loss of ¥162.9 billion in the previous fiscal year. This result was
mainly due to efforts to control expenses through cost management
and other measures, despite an increase in flight operation-linked
expenses associated with re-scaling our business.
The ongoing situation in Ukraine forced us to bypass Russian
airspace on our European routes. However, the impact on revenues
was limited due to business expansion, particularly on our high-
performing North American routes.
We were named the best airline in three categories, including cabin
cleanliness, in the 2022 World Airline Awards sponsored by
SKYTRAX of the U.K. In addition, the ANA Group was recognized as
the world’s best airline in the Network Category in the On-Time
Performance Awards given by CIRIUM, an entity that analyzes airline
data from around the world.
116
117
Financial / Data Section
Management’s Discussion and Analysis
Changes in Operating Income (Loss) (FY2022 vs FY2021)
(¥ Billions)
Revenues from contracted
maintenance and handling,
Mileage and Card, etc.
Increase in Expenses
+367.2
ANA
Domestic
Passenger
ANA
Cargo &
Mail
ANA Other
Revenues
LCC
+52.4
Sales-
Linked
+38.3
Fuel & Fuel Tax
Depreciation and amortization,
maintenance, personnel,
contracts, aircraft leasing
fee excluding code-share,
others
–20.4
+9.2
Increase in Revenues
+654.3
+249.7
ANA International
Passenger
+363.3
Sales
commissions
and promotion
expenses,
in-flight services,
ground services
+153.7
Operation-
Linked
+35.7
Landing and navigation fees,
code-share costs,
travel expenses for crew
+138.3
Increase in
Operating Income
+287.0
Other Expenses
(Including impact
of cost reduction
measures)
+124.1
–162.9
FY2021
Operating
Income
(Loss)
(¥ Billions)
Operating revenues
Operating expenses
Operating income (loss)
2022
1,539.4
1,415.2
124.1
2021
885.0
1,048.0
(162.9)
Change
YoY (%)
+654.3
+367.2
+287.0
+73.9
+35.0
—
FY2022
Operating
Income
Results by business are as follows.
ANA International Passenger Business
The international passenger business captured demand for connec-
tions between North America and Asia, border restrictions were
eased and travel demand recovered earlier than in other regions.
Business demand from Japan and demand for inbound travel to
Japan began recovering in September 2022 in response to relaxing
border restrictions in Japan. As a result of our efforts to capture this
demand, we recorded significantly higher passenger volume and
revenues than the previous fiscal year, with international passenger
volume recovering to 40% pre-COVID-19 levels.
Our route network increased flights on North American and Asian
routes to and from Narita Airport in the first half of the year to capture
demand for connections between North America and Asia. We also
increased flights on the Haneda–Delhi and Haneda–Sydney routes
beginning in January 2023 to respond to recovering demand from
Japan and inbound travel demand to visit Japan.
ANA International Passenger Business Results
Sales and service efforts included the March 2023 Let’s Go
Overseas With ANA campaign commemorating ANA’s 70th anniver-
sary. Under this campaign, we sold special fares to Asia, Europe, and
the United States to stimulate leisure demand.
We added a Quick & Light Meal and a No Thank You Option
(decline of in-flight meal) to our international in-flight meal pre-order
service beginning with flights departing on March 31, 2023. These
options provide passengers with more freedom and comfort during
their in-flight time while contributing to less food loss on board.
As a result, available seat-kilometers (ASK) and revenue passen-
ger-kilometers (RPK) increased 74.8% and 375.8%, respectively,
while load factor increased 46.6 points to 73.6%. Passenger num-
bers increased 410.3% to 4.21 million, while unit price increased
21.1% to ¥102,899. Operating revenues increased 517.9% to
¥433.4 billion.
(Fiscal Year)
ASK (Millions)
RPK (Millions)
Number of passengers (Thousands)
Load factor (%)
Passenger revenues (¥ Billions)
Unit revenues (¥)
Yield (¥)
Unit price (¥)
* Difference
118
2022
2021
YoY (%)
(¥ Billions)
35,875
20,524
+74.8
26,408
5,550
+375.8
4,212
73.6
433.4
12.1
16.4
825
+410.3
27.0
70.1
+46.6*
+517.9
3.4
+253.5
12.6
+29.9
+21.1
102,899
84,978
750
500
250
0
2018
2019
2020
2021
2022
(Left)
Passenger Revenues
(Right)
ASK
RPK
Yield
150
100
50
0
(FY)
* Figures for ASK, RPK, and Yield are indexed using the figures for fiscal 2018 as 100.
ANA Domestic Passenger Business
Amid policies to balance the prevention of COVID-19 with socioeco-
nomic activities, leisure demand in ANA domestic passenger opera-
tions recovered significantly beginning in the second half of the year,
assisted by Nationwide Travel Support and other measures. Amid the
impact of an 8th wave of COVID-19 infections, we launched a
¥7,000 one-way flight to any domestic destination, a program to
commemorate the ANA 70th anniversary. We also endeavored in
other ways to attract new customers and stimulate demand, resulting
in higher passenger volume and revenue year on year, with domestic
passenger volume recovering to 70% of pre-COVID-19 levels.
By the third quarter, all Boeing 777 aircraft with refurbished engines
were in service in our route network. We shifted to wide-body aircraft
and added extra flights, mainly on weekends, during the year-end
and New Year holidays, and spring break, working to capture the
recovery in demand.
ANA Domestic Passenger Business Results
(Fiscal Year)
ASK (Millions)
RPK (Millions)
2022
2021
YoY (%)
49,901
34,288
+45.5
32,201
16,382
+96.6
Number of passengers (Thousands)
34,534
17,959
+92.3
Load factor (%)
Passenger revenues (¥ Billions)
Unit revenues (¥)
Yield (¥)
Unit price (¥)
* Difference
64.5
529.5
10.6
16.4
47.8
+16.8*
279.8
+89.2
8.2
+30.0
17.1
15,335
15,584
(¥ Billions)
750
500
250
0
Sales and service efforts included the updated ANA VALUE
TRANSIT, a transit fare for specific segments, beginning with reserva-
tions in January 2023. This update improved customer convenience
by offering expanding options for transit flights to a maximum of three
flights. In December 2022, ANA launched a new concept called The
Premium Kitchen for in-flight meals in premium class on domestic
flights. ANA updated menu choices based on customer feedback,
and disposable plastic containers used for in-flight meals were
replaced with paper containers, etc., to promote ESG initiatives
further.
As a result, ASK and RPK increased 45.5% and 96.6%, respec-
tively, while load factor increased 16.8 points to 64.5%. Passenger
numbers increased 92.3% to 34.53 million, while unit price
decreased 1.6% to ¥15,335. Passenger revenues increased 89.2%
to ¥529.5 billion.
150
100
50
0
(FY)
–3.7
–1.6
2018
2019
2020
2021
2022
(Left)
Passenger Revenues
(Right)
ASK
RPK
Unit Price
* Figures for ASK, RPK, and Unit Price are indexed using the figures for fiscal 2018 as 100.
ANA Cargo and Mail Business
International cargo operations experienced the negative impact of
declining demand for automotive components and fewer flights
operated using passenger aircraft as we worked to capture passen-
ger demand. As a result, cargo weight was lower year on year.
However, we maintained high unit prices by capturing cargo with
higher unit prices, including large special commercial products.
As a result, international cargo volume for fiscal 2022 amounted to
800 thousand tons (down 17.5% year on year), while operating
revenues amounted to ¥308.0 billion (down 6.3%). Available ton-
kilometers (ATK) decreased 5.2% year on year and revenue ton-
kilometers (RTK) decreased 20.0%.
Domestic cargo operations saw a 47.6% increase in ATK com-
pared with the previous fiscal year, while RTK decreased 0.2%.
Although demand for inter-company transport was sluggish, home
delivery demand remained strong throughout the year. Cargo volume
increased 0.9% to 0.25 million tons, and cargo revenues decreased
3.3% to ¥24.1 billion.
Operating revenues for international and domestic mail business
amounted to ¥6.2 billion and ¥2.8 billion, year-on-year increases of
15.1% and 8.7%, respectively.
As a result, the ANA Cargo and Mail Business recorded fiscal 2022
operating revenues of ¥341.3 billion, a year-on-year decrease of 5.6%.
119
Financial / Data Section Management’s Discussion and Analysis
ANA Cargo and Mail Business Results
International Cargo Business Results
(Fiscal Year)
2022
2021
YoY (%)
Cargo and mail services revenues (¥ Billions)
341.3
361.7
–5.6
International cargo
ATK (Millions)
RTK (Millions)
6,605
6,966
–5.2
4,147
5,186
–20.0
Cargo volume (Thousand tons)
805
976
–17.5
Cargo revenues (¥ Billions)
308.0
328.7
–6.3
Unit price (¥/kg)
Mail revenues (¥ Billions)
382
6.2
337
5.4
+13.6
+15.1
Domestic cargo
ATK (Millions)
RTK (Millions)
Cargo volume (Thousand tons)
1,413
281
253
957
281
251
Cargo revenues (¥ Billions)
24.1
24.9
Unit price (¥/kg)
Mail revenues (¥ Billions)
95
2.8
99
2.6
+47.6
–0.2
+0.9
–3.3
–4.1
+8.7
LCC (Peach)
With the easing of restrictions on domestic travel and border control
measures in various countries, Peach expanded the scale of domes-
tic flight operations and resumed previously suspended international
flights to capture leisure and inbound travel demand. As a result,
both passenger numbers and revenues outperformed the previous
fiscal year.
In our route network, we responded to increasing domestic route
demand by expanding flight operations, including increasing the
number of flights on the Narita–Sapporo (New Chitose) and Narita–
Fukuoka routes. On international routes, we resumed the Kansai–
Incheon route in August 2022, followed by Kansai–Taipei,
Kansai–Hong Kong, and others. In March 2023, we launched the
new Nagoya (Chubu)–Taipei route.
Sales and service efforts included the new Yadotsuki Tabi Kuji
package, launched in February 2023 on the heels of Tabi Kuji
(random-destination tickets) in the previous fiscal year. In this initia-
tive, we created demand through a unique travel experience that
leaves the travel destination completely to chance.
As a result, ASK and RPK increased 55.6% and 85.5%, respec-
tively, while load factor increased 11.9 points to 73.5%. Passenger
numbers increased 82.2% to 7.77 million, while unit price increased
31.0% to ¥11,610. Operating revenues increased 138.7% to ¥90.2
billion.
(¥ Billions)
360
1,600
1,200
240
800
120
400
0
0
2018
2013
2019
2014
2020
2015
2021
2016
2022
2017
(Left)
International Cargo Revenues
(Right) ATK
RTK
Unit Price
300
200
150
200
100
100
50
0
0
(FY)
* Figures for ATK, RTK, and Unit Price are indexed using the figures for fiscal 2018 as 100.
LCC Business Performance (Peach Aviation Limited)
(Fiscal Year)
ASK (Millions)
RPK (Millions)
Number of passengers (Thousands)
Load factor (%)
Passenger revenues (¥ Billions)
Unit revenues (¥)
Yield (¥)
Unit price (¥)
* Difference
(¥ Billions)
120
1,600
1,200
80
800
40
400
0
0
18/4
2022
2021
YoY (%)
12,232
8,991
7,775
73.5
90.2
7.4
10.0
7,863
4,846
4,267
+55.6
+85.5
+82.2
61.6
+11.9*
37.8
+138.7
4.8
7.8
11,610
8,862
+53.5
+28.7
+31.0
150
200
150
100
100
50
50
0
0
(FY)
2018
2013
2019
2014
2020
2015
2021
2016
2022
2017
(Left) ■ Passenger Revenues
(Right) ASK
RPK
Unit Price
Operating Expenses
Air Transportation Business operating expenses increased ¥367.2
billion year on year to ¥1,415.2 billion. Specific expense amounts and
explanations of year-on-year changes are described below.
Breakdown of Operating Revenues and Expenses
(¥ Millions)
(Fiscal Year)
2022
2021
Change
Segment operating revenues
¥1,539,443
¥ 885,096
¥654,347
International Passenger
433,470
70,151
363,319
Cargo
Mail
308,088
328,750
(20,662)
6,268
5,448
820
Domestic
Passenger
529,593
279,877
249,716
Cargo
Mail
LCC revenues
Other revenues
Segment operating
expenses
24,119
24,932
2,898
2,666
(813)
232
90,265
37,813
52,452
144,742
135,459
9,283
1,415,285
1,048,028
367,257
Fuel and fuel tax
347,729
193,966
153,763
Landing and navigation fees
60,540
42,981
Aircraft leasing fees
133,388
113,054
17,559
20,334
Depreciation and
amortization
138,453
140,553
(2,100)
Aircraft maintenance
138,049
96,181
Personnel
193,416
158,505
41,868
34,911
Sales commissions and
promotion
Contracts
Other expenses
Segment operating income
(loss)
47,630
27,618
20,012
207,023
168,836
149,057
106,334
38,187
42,723
¥ 124,158
¥(162,932)
¥287,090
Continue reading text version or see original annual report in PDF format above