Maximizing Corporate Value at the JAL Group
First written in FY2017-Q2. 5 of 13 entries say "Reframed", first in FY2019-Q3. Latest entry: FY2026-H1.
Japan Airlines moved to the "Worse" side of this theme in 2019, 5 years before the typical company in this theme (2024).
2 other companies' latest entry also says "Cited as achieved".
- FY2026-H1Cited as achievedAnnual report
「The company has been recognized for its selection as a DX-Certified Company 2025 and for achieving a high level of security management in the airline industry. It obtained Operating (Level 2), the world's first international certification in aviation security management from the International Air Transport Association (IATA), and became the only company in Japan to receive APEX WORLD CLASS™ recognition for 5 consecutive years. These achievements reflect recognition of the company's efforts to enhance corporate value.」
External evaluations and certifications relating to DX, aviation security management and service quality were cited as achievements in efforts to enhance corporate value. - FY2025-H1Cited as achievedAnnual report
「Our efforts to enhance corporate value have been recognized through our selection as an SX Stock 2024, receipt of the Richard Crane Award for contributions to civil aviation safety, and a third-place ranking in the 5th Nikkei ESG Brand Survey, among other achievements.」
External recognition of efforts to enhance corporate value is cited as demonstrated by selection as an SX Stock, an award related to civil aviation safety, and third place in the Nikkei ESG Brand Survey. - FY2024RaisedAnnual report
「By quantifying the number of people connected to our Group and the degree of their involvement with local communities, and working continuously to increase both, we aim to expand the total volume of relationships and connections by 1.5 times the 2023 level by 2030.」
The existing policy of enhancing corporate value through the creation of relationships and connections from the movement of people and goods was supplemented with a quantitative target of 1.5 times the 2023 level by 2030. - FY2024-Q1ReframedAnnual report
「Going forward, we will create new social value and enhance corporate value by creating more relationships and connections as people and goods move.」
The framework for enhancing corporate value was reframed to link the creation of relationships and connections arising from the movement of people and goods with the provision of new social value. - FY2023-Q2RestatedAnnual report
「The purpose of our ESG strategy is to create sustainable flows of people, goods and logistics by resolving social issues and to achieve long-term enhancement of corporate value.」
The policy continues to link the ESG strategy with resolving social issues, creating sustainable flows of people, goods and logistics, and enhancing corporate value over the long term. - FY2023-Q1RestatedAnnual report
「Our ESG strategy is designed to create sustainable flows of people, goods and logistics by resolving social issues and to achieve long-term enhancement of corporate value.」
The policy continues to link enhanced corporate value with resolving social issues through the ESG strategy and creating sustainable flows of people, goods and logistics. - FY2022RestatedAnnual report
「We have positioned our ESG strategy as a core element of our management strategy and will make management decisions for growth based on this strategy. By creating sustainable flows of people, goods and logistics through the advancement of our ESG strategy, we will enhance our social and economic value and achieve higher corporate value.」
The policy of enhancing corporate value continues within a framework centered on ESG as a core management strategy and the creation of sustainable flows of people, goods and logistics. - FY2021ReframedAnnual report
「In fiscal 2020, we identified the following 3 items as important challenges, maintained safe operations as the fundamental prerequisite for our survival, and fulfilled our mission and responsibilities as a public transportation provider.・Maintaining the air transportation network and implementing thorough cost reductions ・Securing on-hand liquidity ・Preparing for a counteroffensive after the COVID-19 pandemic subsides ・Restoring corporate value and realizing a sustainable society」
During the COVID-19 crisis, the traditional language of maximizing and enhancing corporate value was reframed within a crisis-response and sustainability-focused framework centered on restoring corporate value and realizing a sustainable society. - FY2020ReframedAnnual report
「Toward restoring corporate value and realizing a sustainable society」
The traditional language of maximizing and enhancing corporate value was reframed after the spread of COVID-19 as restoring corporate value and realizing a sustainable society. - FY2020-Q3RestatedAnnual report
「We will work to rebuild safety and security and restore trust and enhance corporate value.」
The policy continues to link enhancing corporate value with rebuilding safety and security and restoring trust. - FY2020-Q1ReframedAnnual report
「We will work to restore trust and enhance corporate value.」
The planning language links the traditional emphasis on maximizing corporate value with restoring trust in light of safety incidents. - FY2019-Q3ReframedAnnual report
「In addition, to provide new value to customers, local communities and society, we are working to identify and develop growth businesses by leveraging the expertise and customer base accumulated by our Group, with the aim of expanding our business domains.」
In addition to the traditional emphasis on maximizing corporate value, the stated focus has been broadened to include providing new value to customers, local communities and society and identifying and developing growth businesses. - FY2017-Q2First statedAnnual report
「We worked to maximize the JAL Group’s corporate value by improving customer convenience.」
Maximizing corporate value is stated as the objective of operating the ancillary businesses.