Three Pillars of the Medium-Term Management Plan for Fiscal 2016 through Fiscal 2020

「The new medium-term management plan for fiscal 2026 through fiscal 2030 positions the period as one of corporate transformation to realize our long-term vision. Rather than merely benefiting from aviation demand, we aim to become the “anchor of Haneda Airport,” optimizing the airport as a whole and driving demand creation.」

「Consolidated net income for the fiscal year was ¥27.47 billion. Cost reduction measures, including reviewing operations based on lessons learned during the pandemic, continuing to reduce staffing positions, using technologies such as robots, and upgrading equipment to conserve energy, are progressing smoothly.」

「Against this backdrop, the Group is steadily implementing the measures under its medium-term management plan toward achieving its long-term vision, “To Be a World Best Airport.”」

「Under “offensive DX,” we aim to enhance airport functions and services and achieve data-driven management by aggregating all information within Haneda Airport, creating a database and making effective use of the data. Under “defensive DX,” we are working to improve productivity by optimizing core business systems and reviewing business processes on the premise of digital utilization.」

「Accordingly, we have changed the fiscal 2025 target for consolidated net income from [¥16 billion or more] at the time the plan was formulated to [¥20 billion or more].」

「Against this backdrop, the Group is steadily implementing the measures under its medium-term management plan toward achieving its long-term vision, “To Be a World Best Airport.”」

「For fiscal 2023, we forecast a return to profitability as international passenger numbers recover, with consolidated net income of ¥9 billion. Although resource prices and the resulting inflation have remained above the assumptions made when formulating the medium-term management plan, we will aim to achieve the fiscal 2025 targets by steadily advancing the measures set out in the plan.」

「Against this backdrop, the new medium-term management plan announced by the Group in May is a plan through 2025, backcast from the vision for 2030, when government targets include achieving 60 million inbound visitors, and the Group is implementing various measures to achieve its management objectives.」

「Against this backdrop, the Group formulated the new medium-term management plan, “To Be a World Best Airport 2025: Toward an Advanced Airport That Is Friendly to People and the Environment in 2030.” We established 2030, when government targets include achieving 60 million inbound visitors and reducing CO2 emissions by 46% from 2013 levels, and 2025, when passenger numbers are expected to recover to pre-pandemic levels, as milestones, and formulated a plan through 2025 by backcasting from the vision for 2030.」

「Under this medium-term plan, the pillars of our management strategy are establishing a foundation for renewed growth, growing the airport business and expanding the revenue base. To promote these strategies in an advanced and efficient manner, we are strengthening DX, organization, human resources and governance, and financial strategy as management foundations, while positioning sustainability as a core concept of business operations.」

「The Group formulated and announced in May this year its medium-term management plan for fiscal 2022 through fiscal 2025. The plan sets the following target metrics on the assumption that passenger numbers will recover to the planned level before the impact of COVID-19 by fiscal 2025.」

「Although we believe that medium- to long-term passenger demand can be expected, near-term passenger trends are extremely uncertain. We would therefore like to present the target metrics for the next medium-term management plan once we are able to formulate a reliable business plan.」

「To date, the Group has formulated and pursued the medium-term management plan for fiscal 2016 through fiscal 2020 based on its long-term vision, “To Be a World Best Airport,” while aiming to create businesses and revenue opportunities and achieve sustainable growth as well as provide an airport that gives the highest level of satisfaction to all stakeholders. However, as the business environment underlying the plan has changed significantly due to the impact of COVID-19 and society as a whole has shifted to the “new normal,” the Group is fundamentally reviewing the operation of passenger terminals and the nature of its businesses through ideas unconstrained by conventional frameworks.」

「However, the business environment assumed in the medium-term management plan has changed significantly due to the impact of COVID-19. In addition, society as a whole is shifting to the “new normal,” and the Group recognizes the need to fundamentally review how it operates its airport terminal business through ideas unconstrained by conventional frameworks.」

「We formulated the medium-term management plan for fiscal 2016 through fiscal 2020, identifying pursuit of the ideal future state of Haneda Airport, expansion of business domains and revenue diversification by leveraging our strengths, and rebuilding the revenue base and establishing competitive advantages as its three strategic pillars. We are working to reorganize and strengthen the organization and governance as the foundation for implementing these strategies.」

「We have adopted pursuit of the ideal future state of Haneda Airport, expansion of business domains and revenue diversification by leveraging our strengths, and rebuilding the revenue base and establishing competitive advantages as the three strategic pillars, and are implementing various measures.」

「We have adopted pursuit of the ideal future state of Haneda Airport, expansion of business domains and revenue diversification by leveraging our strengths, and rebuilding the revenue base and establishing competitive advantages as the three strategic pillars, and are implementing various measures. We have also identified promoting preparations for operations following the opening of Haneda’s international facilities, responding steadily to changes in the spending trends of Chinese visitors to Japan, and executing the earnings plan with a view to reliably achieving the fiscal 2020 guidelines as the main management issues for the current fiscal year.」

「We have adopted pursuit of the ideal future state of Haneda Airport, expansion of business domains and revenue diversification by leveraging our strengths, and rebuilding the revenue base and establishing competitive advantages as the three strategic pillars, and are implementing various measures.」

「We revised the medium-term management plan by aligning our growth strategy with the consolidation of Tokyo International Air Terminal Corporation as a consolidated subsidiary following our subscription to its third-party allocation of shares in April last year, and with the strengthening of airport functions in response to further growth in international air travel demand at Haneda Airport from 2020 onward.」

「We formulated the medium-term management plan for fiscal 2016 through fiscal 2020, identifying pursuit of the ideal future state of Haneda Airport, expansion of business domains and revenue diversification by leveraging our strengths, and rebuilding the revenue base and establishing competitive advantages as its three strategic pillars. We are working to reorganize and strengthen the organization and governance as the foundation for implementing these strategies.」

「We revised the medium-term management plan by aligning our growth strategy with the consolidation of Tokyo International Air Terminal Corporation as a consolidated subsidiary following our subscription to its third-party allocation of shares in April this year, and with the strengthening of airport functions in response to further growth in international air travel demand at Haneda Airport from 2020 onward.」

「We formulated the medium-term management plan for fiscal 2016 through fiscal 2020, identifying pursuit of the ideal future state of Haneda Airport, expansion of business domains and revenue diversification by leveraging our strengths, and rebuilding the revenue base and establishing competitive advantages as its three strategic pillars. We are working to reorganize and strengthen the organization and governance as the foundation for implementing these strategies.」

「Based on this long-term vision, we formulated the medium-term management plan for fiscal 2016 through fiscal 2020, identifying pursuit of the ideal future state of Haneda Airport, expansion of business domains and revenue diversification by leveraging our strengths, and rebuilding the revenue base and establishing competitive advantages as its three strategic pillars. We are working to reorganize and strengthen the organization and governance as the foundation for implementing these strategies.」

「Based on this long-term vision, we formulated the medium-term management plan for fiscal 2016 through fiscal 2020, identifying pursuit of the ideal future state of Haneda Airport, expansion of business domains and revenue diversification by leveraging our strengths, and rebuilding the revenue base and establishing competitive advantages as its three strategic pillars. We are working to reorganize and strengthen the organization and governance as the foundation for implementing these strategies.」

「Based on this long-term vision, we formulated the medium-term management plan for fiscal 2016 through fiscal 2020, identifying pursuit of the ideal future state of Haneda Airport, expansion of business domains and revenue diversification by leveraging our strengths, and rebuilding the revenue base and establishing competitive advantages as its three strategic pillars. We are working to reorganize and strengthen the organization and governance as the foundation for implementing these strategies.」

「Based on this long-term vision, we formulated the medium-term management plan for fiscal 2016 through fiscal 2020, identifying pursuit of the ideal future state of Haneda Airport, expansion of business domains and revenue diversification by leveraging our strengths, and rebuilding the revenue base and establishing competitive advantages as its three strategic pillars. We are working to reorganize and strengthen the organization and governance as the foundation for implementing these strategies.」

「Based on this long-term vision, we formulated the medium-term management plan for fiscal 2016 through fiscal 2020, identifying pursuit of the ideal future state of Haneda Airport, expansion of business domains and revenue diversification by leveraging our strengths, and rebuilding the revenue base and establishing competitive advantages as its three strategic pillars. We are working to reorganize and strengthen the organization and governance as the foundation for implementing these strategies.」

「Based on this long-term vision, we formulated the medium-term management plan for fiscal 2016 through fiscal 2020, identifying pursuit of the ideal future state of Haneda Airport, expansion of business domains and revenue diversification by leveraging our strengths, and rebuilding the revenue base and establishing competitive advantages as its three strategic pillars. We are working to reorganize and strengthen the organization and governance as the foundation for implementing these strategies.」

「Based on this long-term vision, we formulated the medium-term management plan for fiscal 2016 through fiscal 2020, identifying pursuit of the ideal future state of Haneda Airport, expansion of business domains and revenue diversification by leveraging our strengths, and rebuilding the revenue base and establishing competitive advantages as its three strategic pillars. We are working to reorganize and strengthen the organization and governance as the foundation for implementing these strategies.」

「Based on this long-term vision, the medium-term management plan for fiscal 2016 through fiscal 2020 identified pursuing the ideal future state of Haneda Airport, expanding business domains and diversifying revenue by leveraging our strengths, and rebuilding the revenue base and establishing competitive advantages as its three strategic pillars. We will work to reorganize and strengthen the organization and governance as the foundation for implementing these strategies.」