Developing human resources and improving productivity in preparation for a renewed offensive
First written in FY2020. 11 of 18 entries say "Advanced", first in FY2021-Q1. Latest entry: 2026-06-24.
No other company in this theme has enough history to compare yet.
- FY2026ReframedAnnual report
「To improve productivity, we will accelerate the automation and streamlining of labor-intensive operations through focused investment in technology, review the work that should be performed by people, and implement fundamental changes in how we work.」
Reorganized priorities from human resource utilization centered on training and secondments made possible by lower business volumes during the COVID-19 pandemic toward human capital management centered on increasing hourly EBIT to at least 1.5 times by FY2030 and improving well-being. Also announced a policy of investing approximately ¥80 billion per year in human capital from FY2026 to FY2030. - FY2025AdvancedAnnual report
「■FY2024 results (our Group) Category KPI Target (FY2025) Results (FY2024) Human resource development policy Transition to autonomous career development and reskilling support Expansion of sales per employee +38% (versus FY2019) +20% (versus FY2019) Internal environment development policy Creation of a new human resource portfolio Allocation of human resources to growth areas +3,500 people (versus FY2019) +3,250 people (versus FY2019) Promotion of DEI Percentage of women in management 30% 31.5% Improvement in employee engagement Percentage of highly engaged employees +10pt (versus FY2019) +3.7pt (versus FY2019)」
Disclosed FY2024 results for human capital targets, showing that the percentage of women in management exceeded the target, while sales per employee, allocation to growth areas and employee engagement remained below target. - FY2025-H1AdvancedAnnual report
「Regarding human capital management, we abolished seniority-based advancement for employees in business planning positions and enabled earlier promotion, while revising the personnel system to support the further success of senior employees. We will continue to create an environment in which diverse personnel can succeed across diverse fields and generate new value.」
Regarding human capital management, implemented a system enabling earlier promotion of career-track employees and revised the personnel system to support the success of senior employees. - FY2024AdvancedAnnual report
「■FY2023 results (our Group) Expansion of sales per employee +15% (versus FY2019) +16% (versus FY2019) Allocation of human resources to growth areas +3,500 people (versus FY2019) +2,990 people (versus FY2019) Percentage of women in management 30% 29.8% Percentage of highly engaged employees +10pt (versus FY2019) -0.6pt (versus FY2019)」
Regarding human capital management, sales per employee exceeded the target, while the gaps against targets for allocation of human resources to growth areas, the percentage of women in management and employee engagement were disclosed. - FY2024-Q3AdvancedAnnual report
「Regarding human capital management, although our Group's headcount is currently maintained at the same level as before COVID-19, in view of anticipated future labor shortages, we welcomed approximately 2,000 new graduates in April 2023, the first time in 3 years, and began recruiting experienced hires and interns. We are also promoting productivity improvements by providing employees with DX training and using digital technologies and new technologies to achieve the same output with fewer people. In addition, to train and secure aircraft maintenance engineers in the future, we established the interest-free loan-type scholarship program "Aircraft Maintenance Engineer Development Support Program" jointly with ANA Holdings Inc., and began initiatives to cooperate across company boundaries toward sustainable airport ground handling. This fiscal year, we also implemented a substantial base-pay increase for the first time in 4 years. Going forward, our Group will continue to promote human capital management that contributes to enhancing corporate value by treating human resources as capital.」
In addition to recruiting approximately 2,000 new graduates, experienced hires and interns, and providing DX training, began the Aircraft Maintenance Engineer Development Support Program with ANA Holdings and cross-industry cooperation on ground handling. - FY2024-Q2AdvancedAnnual report
「Regarding human capital management, although our Group's headcount is currently maintained at the same level as before COVID-19, in view of anticipated future labor shortages, we welcomed approximately 2,000 new graduates in April, the first time in 3 years, and began recruiting experienced hires and interns. We are also promoting productivity improvements by providing employees with DX training and using digital technologies and new technologies to achieve the same output with fewer people. This fiscal year, we also implemented a substantial base-pay increase for the first time in 4 years. Going forward, our Group will promote human capital management that contributes to enhancing corporate value by treating human resources as capital.」
Implemented the recruitment of approximately 2,000 new graduates, experienced-hire and internship recruitment, DX training and a substantial base-pay increase, giving concrete form to the shift from human resource utilization during the crisis to human capital management. - FY2024-Q1ReframedAnnual report
「Regarding human capital management, although our Group's headcount is currently maintained at the same level as before COVID-19, in view of anticipated future labor shortages, we welcomed approximately 2,000 new graduates in April, the first time in 3 years, and began recruiting experienced hires. Going forward, we will promote human capital management that contributes to enhancing corporate value by treating human resources as capital, while achieving greater workforce diversity and improved productivity.」
Reorganized priorities from human resource utilization centered on training and secondments during the crisis toward human capital management, including the recruitment of approximately 2,000 new graduates in anticipation of labor shortages, experienced hires, workforce diversity and productivity improvement. - FY2022Reduction in the scale of secondments and temporary assignments, with training continuingAnnual report
「We actively seconded and dispatched approximately 1,600 people per day to companies and local governments outside the Group, including for COVID-19 vaccination-related work. At the same time, we enhanced employee training to improve each employee's capabilities in preparation for renewed growth after the spread of COVID-19 subsides.」
The scale of secondments and temporary assignments changed from approximately 1,700 people per day to approximately 1,600, while dispatches to COVID-19-related work and employee training continued. - FY2022-Q3Changes in the scale of secondments and temporary assignmentsAnnual report
「As the volume of work directly related to flight operations declined, we actively seconded and dispatched approximately 1,700 people per day to companies and local governments outside the Group, including for COVID-19 vaccination-related work.」
As part of human resource utilization amid lower business volumes, seconded and dispatched approximately 1,700 people per day to COVID-19 vaccination-related work and other activities. - FY2022-Q2RestatedAnnual report
「As the volume of work directly related to flight operations declined, we actively seconded and dispatched approximately 1,800 people per day to companies and local governments outside the Group, including for COVID-19 vaccination-related work and work associated with the Tokyo 2020 Olympic and Paralympic Games.」
Continued utilizing human resources through employee training, secondments and temporary assignments amid lower business volumes, with approximately 1,800 people per day seconded or dispatched. - FY2022-Q1AdvancedAnnual report
「As the volume of work directly related to flight operations declined, we actively seconded and dispatched approximately 1,800 people per day to companies and local governments outside the Group, including for airport quarantine support work and work related to COVID-19 vaccinations.」
Expanded human resource utilization to quarantine support and COVID-19 vaccination-related work, increasing secondments and temporary assignments to companies and local governments outside the Group to approximately 1,800 people per day. - FY2021AdvancedAnnual report
「Seconded and dispatched approximately 1,000 people per day to companies and local governments outside the Group in preparation for renewed growth after the spread of COVID-19 subsides」
Expanded human resource utilization beyond employee training and quarantine support work to seconding and dispatching approximately 1,000 people per day to companies and local governments outside the Group. - FY2021-Q3AdvancedAnnual report
「As the volume of work directly related to flight operations declines, we are actively utilizing human resources by enhancing employee training, undertaking airport quarantine support work, and seconding and dispatching employees to companies and local governments outside the Group, among other measures. We are working to improve each employee's capabilities and prepare for renewed growth after the COVID-19 pandemic subsides.」
In addition to employee training, expanded the scope of human resource utilization to include undertaking airport quarantine support work and seconding and dispatching employees to companies and local governments outside the Group. - FY2021-Q2AdvancedAnnual report
「We are also actively utilizing human resources in various fields, including by undertaking support work needed to expand quarantine operations at airports and dispatching personnel to industries surrounding airports.」
In addition to measures to use the capacity created by lower business volumes for human resource development, expanded the scope of utilization to include undertaking airport quarantine support work and dispatching personnel to industries surrounding airports. - FY2021-Q1AdvancedAnnual report
「In addition, although the volume of work directly related to flight operations has declined at our Group in line with the decrease in customers and flights operated, we are using this opportunity to review various manuals and enhance employee training, thereby improving each employee's capabilities and preparing for renewed growth after the COVID-19 pandemic subsides.」
Used the capacity created by the reduction in flights to review various manuals and enhance employee training, giving concrete form to preparations for renewed growth after the pandemic subsides. - FY2020First statedAnnual report
「After the impact of the novel coronavirus subsides, we need to steadily prepare for a renewed offensive so that the business can return to a growth trajectory without missing the opportunity. Accordingly, we will accelerate human resource development and work to improve productivity while business volumes are declining due to the reduction in the number of flights operated.」
Announced a new policy of using the capacity created by the reduction in flights to accelerate human resource development and improve productivity in preparation for renewed growth after demand recovers.