【ノート】
◎ Next, I will explain our value creation targets through fiscal 2020.
◎ During the growth stage since fiscal 2014, our Group has steadily achieved our income targets.
For the next two years, we will prioritize the solidification of our business platform. However there is no change in the momentum of performance improvement and we are planning for increased revenues and income during fiscal 2017.
For fiscal 2020, we will continue to aim for the value creation targets we outlined last January.
◎ Furthermore, as we look beyond fiscal 2020, we have decided to draft a new Mid-term Corporate Strategy for the three-year period between fiscal 2018 and 2020.
◎ The ANA brand will further enhance its global network and aim to be a global top tier airline as a full-service carrier.
Regarding our LCC brand, in light of dividing target markets with the ANA brand, we will expand their domestic and resort routes as well as consider advancing into mid-haul routes.
For our non-air businesses, we will use the combination of our existing customer platform and ICT to create new business models while utilizing open innovation to secure future revenue sources.
◎ Not bound by business customs, we will enrich our business portfolio including business model reforms to further increase Group profitability.
We are planning to release detailed plans by the end of this fiscal year.
◎ Please turn to Page 12.