ANA HOLDINGS NEWS
ANA HOLDINGS Announces Mid-Term Corporate Strategy for FY2018-2022
~Strengthening the foundations of the business and looking into the future~
TOKYO, February 1, 2018 – ANA HOLDINGS (hereinafter “ANA HD”) has unveiled its FY2018-2022
Mid-Term Corporate Strategy, a new 5-year growth strategy that aims to achieve sustainable growth during
the period leading up to the 2020 Tokyo Olympic and Paralympic Games, and beyond.
ANA Group sees major growth opportunities in the current business environment, as a result of the gradual
recovery in the Japanese economy, increasing demand for travel to Japan based on the economic growth
of the Asian region, and also the slot increase at TOKYO/Haneda and Narita airport planned to take place
in 2020.
With this in mind, ANA Group aims to make significant progress by continuing to focus on further improving
our service quality, including safety and on-time performance, which sit at the very heart of our business.
We hope to provide our passengers from the globe unparalleled quality and an even bigger global
presence.
As the world’s leading airline group, ANA Group will continue leading innovation in areas beyond the
traditional airline business, creating new demand and opportunities in new markets, and contributing to the
realization of the Government’s ultra- smart society initiative.
ANA Group is also helping to address various social issues in Japan as the country aims to revitalize its
regions and make the tourist industry an even more important part of the national economy. ANA Group is
also playing an important role in the efforts of the Japanese government to reach tourism targets of 40
million overseas visitors to Japan by 2020.
1. Overall Strategic Picture
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2. Growth
ANA will maintain profitability on the Japan domestic FSC service, which is the group's largest source of
income, while also optimizing business portfolios with the aim of expanding revenue and income and
achieving value creation targets across all other businesses.
*LCC: Total of Vanilla and Peach
*Cargo:Total of ANA/ACX/OCS (elimination of internal transactions)
FY2022
*FY2017: Forecast
（Billion yen）
FY2020 2,450 Billon yen
25,000 2,310 Billion yen
FY2017
1,925 Billon yen 120％
20,000
200％
140％
15,000
150％
10,000
5,000
100％
% is compared to FY2017
3. Overall Business
(1) Expand airline revenue platform and pursue optimized portfolio
For the International Passenger Service, ANA
Group will continue striving to provide customer
service/cabin product of the highest quality. As
for the Domestic Passenger Service, we will
continue our search for new demand together
with our group LCCs. ANA will further
strengthen the link between the two LCCs,
Vanilla Air and Peach Aviation. We also plan to
expand our LCC business further into
medium-haul markets. Taking full advantage of
having both FSC and LCC services, ANA
Group will continue to enhance its business to provide our customers a once in a life time experience.
① ANA International Passenger Service ：
The core revenue generator of the ANA Group
1) Expand business from Tokyo Metropolitan Airports (Haneda and Narita)
In preparation for the planned slot increase in the Tokyo Metropolitan area in 2020, ANA will continue to
strengthen its business foundations through efforts to retain and train the talent that drives the
company’s competitiveness. At Narita, we aim to capture business travel demand between Asia and
North America, and at Haneda, inbound tourism to Japan from overseas.
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2) Engage in partnership strategies, move into
un-served destinations (white spots)
ANA will also provide further convenience to both
Japanese and overseas passengers through
expansion and improvement of its international
group network, and also strengthening
partnerships with foreign airlines to cover
currently un-served destinations.
3) Roll out new products and services
ANA will also bolster its product and services
during the period. Japan’s first Airbus A380 will
be introduced on routes to Hawaii from spring
2019.
4) Introduction of new aircraft types
ANA will continue to improve onboard comfort for our passengers by introducing Airbus A380s, Boeing
787-10s, and Boeing 777-9Xs.
② ANA Domestic Passenger Service ：
Maintain and improve core sources of profitability
1) Strengthen products and services
ANA will continue to introduce further Airbus A321 neo aircraft which equips personal seat monitors for
all. From the second half of FY 2019 onward, we will start installing seat monitors on Boeing 777 and
787 seats, the most popular aircraft on Japan domestic flights. ANA continues to offer new inflight
experiences by introducing free Wi-Fi and increasing inflight entertainment options as well.
2) Downsize aircraft to optimize supply-demand balance
ANA will maintain and improve profitability by optimizing the size of the aircraft in accordance with
demand trends and the competitive environment while also flexibly adjusting aircraft types in use. The
company will also further capitalize on Haneda airport’s international and domestic connections, utilizing
its Japan’s largest domestic network to contribute to the revitalization of Japan’s local regions.
③ LCC Service ：
Strengthen relationships between Vanilla Air and Peach Aviation – Entering into
medium-haul LCC Markets
1) Expand short-haul routes : Develop new demand particularly on local routes
While developing independent businesses with Narita and
OSAKA/Kansai Airports as their main hubs, Vanilla Air and
Peach Aviation will work even closer to expand and entrench
their profitability base.
2) Enter medium-haul markets: Moving into currently ANA
un-served areas
In addition, by entering the medium-haul LCC competition, at
around 2020, Vanilla Air and Peach Aviation will capture
demand to/from Asian market place which is showing
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remarkable growth. We expect the LCCs to play a role in ANA Group’s growth strategies, while also
contributing to Japan's tourist industry and the revitalization of Japan's regions.
④ Cargo Service ：
Restructure Tokyo Metropolitan/Okinawa Cargo Hub Network
1) Tokyo Metropolitan (Narita/ Haneda) Hub Network
ANA Group will enhance the Tokyo Metropolitan Hub Network model by introducing large size freighters
in order to capture demand for cargo travel between the Asian continent and North America via Japan, a
route for which stable growth is expected over the medium-to long-term.
2) Okinawa Hub Network
In addition, ANA Group will also reorganize the network built around the Okinawa Cargo Hub, while
closely examining the competitive environment and demand trends, in order to further optimize the
functionality of this hub.
⑤ Aircraft Strategy ：
Introducing new aircraft types
In the FSC business, ANA Group will optimize supply-demand balance on domestic routes. While also
ensuring the consistent acquisition of new aircraft types required for the expansion of the international
business, the Airbus A380s, Boeing 787-10s and Boeing 777-9Xs.
Also by the end of FY2022, ANA aims to have 80% of its fleet comprising fuel efficient aircraft*.
We also plan to introduce a new, small size medium-haul aircraft for the medium-haul LCC business to be
launched.
*Fuel Efficient Aircrafts: Boeing 777, 787, 737-700/800
Airbus A321neo/320neo, MRJ
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(2) Select and concentrate on existing business, create new business domains
Increase income through accelerated investment in growing areas
ANA Group will aim to maximize income while accelerating investment in fields expected to grow. The
group will create new value harnessing the customer base for mutual close cooperation between the group,
further expanding the "ANA Economic Sphere".
(3) Utilize open innovation and ICT
Realizing ultra-smart society through open innovation
While attempting to predict social issues and future changes, ANA Group aims to play a key role as a
leading airline group in the realization of Society 5.0 (ultra-smart society) through the provision of new
products and services and speedy implementation of human resources development achieved through the
utilization of ANA Group's tangible and intangible assets and through open innovation. What’s more, ANA
Group aims to lead innovation in areas beyond the traditional airline business, creating new demand and
opportunities in new markets.
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4. Value Creation Goals
Economical and Social Value Creation
With SDGs in mind and having the aim of firmly establishing our position as the world's leading airline
group, ANA Group will strengthen its business foundations by continuously investing in appropriate
business and social needs. ANA Group will achieve profitability targets for FY2020, and continue to raise
the profitability ratio with the aim of achieving further sustainable growth in subsequent years.
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Contact : Corporate Communications, ANA HOLDINGS INC., TEL+81-3-6735-1111, publicrelations@[Link]
About ANA HOLDINGS INC.
ANA HD is an aviation group with global operations and a total of 64 consolidated subsidiaries and 16 equity
method affiliates. It is divided into passengers and cargo services segments as well as airline related business
such as Catering and IT Services. ANAHD was formed in April 2013 and is the parent company of ANA;
full-service carrier, and Vanilla Air and Peach Aviation; LCCs. ANA HD promotes a multi-brand strategy to
leverage the strength of ANA brand and stimulate demand in markets not completely covered by its full-service
airline offering, while expanding market share for the Group as a whole, leading to enhanced value. ANA has
259 aircraft flying to 85 destinations and carrying about 52 million passengers per year. ANA is the largest airline
in Japan by revenues and passenger numbers. ANA is a member of Star Alliance. Management vision of
ANAHD is “It is our goal to be the world’s leading airline group in customer satisfaction and value creation.”