Improving Profitability by Aligning Supply and Demand on Domestic Routes

「ゴールデンウィークでの間際需要の獲得や間際での需要に呼応した機動的な価格戦略を推進した結果、単価は前年より大きく上昇しました。結果として、収入は前年を上回りました。」

「For domestic passengers, despite the challenging business environment, passenger numbers and revenue both increased year on year as a result of efforts to stimulate demand through various campaigns.」

「For domestic passengers, both passenger numbers and revenue increased year on year through flexible revenue management.」

「Domestic routes Revenue passengers (people) 35,109,846 36,127,464 102.9% Paid seat load factor (%) 76.1 78.9 2.8」

「For domestic passengers, although yields have recovered, mainly tourism demand fell short of expectations, leaving revenue only slightly above the previous year. However, following efforts to stimulate demand through various campaigns, revenue in the second half is expected to be broadly in line with the initial forecast.」

「Paid seat load factor (%) 64.6 76.1 11.5」

「Paid seat load factor (%) 60.5 75.4 14.9」

「For domestic passengers, with restrictions on activities lifted and socioeconomic activity returning to pre-pandemic levels, we are already welcoming customers with capacity at pre-pandemic levels.」

「In response to the increase in passenger numbers, we established a comprehensive capacity structure, including operating extra flights and deploying larger aircraft. As a result, even amid the eighth wave of infections, passenger numbers during the year-end and New Year period recovered to approximately 90% of fiscal 2019 levels, and many customers flew with us, particularly during periods of strong demand.」

「In the domestic passenger business, revenue passengers increased 122.9% year on year, revenue passenger kilometers increased 130.3%, available seat kilometers increased 63.2%, and the passenger load factor was 60.5%.」

「Domestic passenger demand recovered steadily, particularly from the Tokyo metropolitan area, partly because the state of emergency and quasi-emergency measures to prevent the spread of disease, along with other restrictions on activity, were lifted nationwide. In the domestic passenger business, revenue passengers increased 224.5% year on year, revenue passenger kilometers increased 227.1%, available seat kilometers increased 164.7%, and the passenger load factor was 55.8%.」

「Demand shifted to a recovery trend after the lifting of the quasi-emergency measures to prevent the spread of disease nationwide on 21 March.」

「Domestic passenger demand showed a strong recovery from October onward compared with the first half, when demand had remained weak due to rising infection numbers and repeated extensions of the state of emergency.」

「Even under these circumstances, we maintained operations on air routes essential as social infrastructure, including island routes, and worked to maintain the domestic aviation network.」

「In the domestic passenger business, available seat kilometers increased 54.1% year on year, revenue passengers increased 120.0% year on year, revenue passenger kilometers increased 120.7% year on year, and the passenger load factor was 40.5%.」

「Domestic passenger demand fell sharply in the first quarter following the declaration of a state of emergency in April 2020, but tourism demand temporarily recovered rapidly in the third quarter after the declaration was lifted and the Go To Travel campaign began. However, the Go To Travel campaign was suspended in December 2020 as infections resurged, and another state of emergency was declared in January 2021, causing demand to weaken again in the fourth quarter. Uncertainty therefore continued.」

「Domestic passenger demand recovered rapidly, particularly for tourism, after Tokyo was added to the Go To Travel campaign on 1 October, but growth slowed due to the renewed spread of infections from mid-November and the nationwide suspension of the Go To Travel campaign over the year-end and New Year period, resulting in an unsettled pattern of alternating improvement and deterioration.」

「Domestic passenger demand had been recovering for both business and tourism, bottoming out in May, but declined sharply from the end of July through August due to the renewed spread of infections, resulting in an unsettled pattern of alternating improvement and deterioration.」

「In response to rapidly declining demand, we worked to contain variable costs such as operating expenses through flexible capacity adjustments, while reducing fixed costs by bringing outsourced operations in-house, controlling IT-related expenses and reducing labor costs through lower bonuses. In the first quarter, international available seat kilometers decreased 91.7% year on year, revenue passengers decreased 98.6% year on year, revenue passenger kilometers decreased 98.3% year on year, and the passenger load factor was 17.5%. Domestic available seat kilometers decreased 64.2% year on year, revenue passengers decreased 86.7% year on year, revenue passenger kilometers decreased 86.9% year on year, and the passenger load factor was 28.3%.」

「In response, as with international routes, we reduced flights and took other measures to minimize the impact on earnings. In the consolidated fiscal year, available seat kilometers increased 0.2% year on year, passenger numbers decreased 3.1% year on year, revenue passenger kilometers decreased 2.9% year on year, and the passenger load factor was 70.3%.」

「In addition to highly competitive products and services, we responded to firm demand by increasing flights on routes including Haneda–Naha and Haneda–Sapporo during periods when strong demand was expected, such as Golden Week and the summer holiday period. As a result, available seat kilometers increased 1.6% year on year, revenue passengers increased 2.6% year on year, revenue passenger kilometers increased 3.2% year on year, and the passenger load factor was 74.1%.」

「Domestic passenger demand for both tourism and business remained firm and generally performed well, particularly on routes to Okinawa. Despite the impact of typhoons, we responded to firm demand by increasing flights on routes including Haneda–Naha and Haneda–New Chitose during periods when strong demand was expected, such as Golden Week and the summer holiday period, in addition to offering highly competitive products and services. As a result, available seat kilometers increased 1.7% year on year, passenger numbers increased 3.4% year on year, revenue passenger kilometers increased 4.4% year on year, and the passenger load factor was 74.0%.」

「Domestic passenger demand for both tourism and business remained firm, generally performing well, particularly on routes to Okinawa and Hokkaido. In addition to highly competitive products and services, we operated extra flights on routes including Haneda–Naha during periods when strong demand was expected, such as Golden Week. As a result, available seat kilometers increased 0.7% year on year, passenger numbers increased 4.3% year on year, revenue passenger kilometers increased 5.5% year on year, and the passenger load factor was 71.9%.」

「For domestic passengers, in response to firm demand, we further expanded routes operated by Embraer 190 aircraft, primarily on routes to and from Itami, and increased the deployment of Boeing 737-800 aircraft equipped with JAL SKY NEXT on routes to and from Naha operated by Japan Transocean Air. As a result of efforts to increase available seats, the passenger load factor reached a record high of 72.9%.」

「For domestic passengers, in response to firm demand, we further expanded routes operated by Embraer 190 aircraft, primarily on routes to and from Itami, and increased the deployment of Boeing 737-800 aircraft equipped with JAL SKY NEXT on routes to and from Naha operated by Japan Transocean Air. However, affected by earthquakes and typhoons, available seat kilometers increased 0.5%. Supported by firm demand, passenger numbers increased 1.4% year on year, revenue passenger kilometers increased 0.7% year on year, and the passenger load factor reached a record high of 72.1%.」

「In terms of route operations, in addition to further expanding routes operated by Embraer 190 aircraft, primarily on routes to and from Itami, we expanded the introduction of Boeing 737-800 aircraft equipped with JAL SKY NEXT on routes to and from Naha operated by Japan Transocean Air, seeking to improve the convenience and comfort of regional network routes.」

「In terms of route operations, in addition to expanding routes operated by Embraer 190 aircraft, primarily on routes to and from Itami, we expanded routes operated by the latest ATR42-600 turboprop aircraft on island routes in Kagoshima Prefecture operated by Japan Air Commuter, seeking to improve the convenience and comfort of regional network routes. In addition, during the year-end and New Year period, when strong demand was expected, we increased flights on routes including Haneda–Naha to further improve convenience for customers.」

「In terms of route operations, in addition to expanding routes operated by Embraer 190 aircraft, primarily on routes to and from Itami, we introduced the latest ATR42-600 turboprop aircraft on island routes in Kagoshima Prefecture operated by Japan Air Commuter, seeking to improve the convenience and comfort of regional network routes. In addition, during part of the summer period, when strong demand was expected, we increased flights on the Haneda–New Chitose route, mainly during late-night hours on weekends, to further improve convenience for customers.」

「In terms of route operations, in addition to further expanding routes operated by Embraer 190 aircraft, primarily on routes to and from Itami, we introduced the latest ATR42-600 turboprop aircraft on island routes in Kagoshima Prefecture operated by Japan Air Commuter, seeking to improve the convenience and comfort of regional network routes.」

「For domestic passengers, we worked to stimulate demand and improve profitability by aligning capacity with demand, resulting in a record-high 71.9% passenger load factor for the third quarter alone.」

「For domestic passengers, we worked to stimulate demand and improve profitability by aligning capacity with demand.」