2018_3q_ana_e 6/33 － “Pillar” of new Corporate Strategy

【テロップ】
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00:02:46.6 ◎Next, I will explain our fleet Strategy. ◎We plan to increase our total fleet numbers by the end of fiscal 2022 by 40 aircraft compared to the end of the current fiscal year to approximately 335 aircraft. ANA will update aircraft while securing the numbers required to implement our strategy. For LCCs, we will increase aircraft in service by 50％ or more. ◎The image on the right shows our approach to aircraft deployment. ANA will promote downsizing aircraft for domestic routes while widely increasing them for international routes. For LCC, we will expand business on domestic routes and short-distance international routes while engaging in mid-distance international routes. We added Peach Aviation to the consolidated group last April and will consider handing over some routes currently operated by ANA to our LCCs. ◎Thus far, I have explained our network strategy and fleet strategy. For pilot development, we are also evaluating a long-term framework beyond our Group to address a pilot shortage facing the airline industry in Japan. To promote stable future business expansion, we will pursue an optimal portfolio for our Air Transportation Business, as a holdings company to support our resource strategy. ◎Next, I will explain our strategy for each business. Please see page 9.

【ノート】

◎Next, I will explain some themes related to our new corporate strategy. ◎As you can see, we divided the 5-year period from fiscal 2018 to fiscal 2022 into three stages. Our plan is to first solidify our business platform, then use the International Business to accelerate growth, and then pursue sustainable income growth. To achieve this, we have identified strategic pillars comprised of three points. ◎The first point is to expand our airline revenue platform. Both ANA and the LCCs will improve basic quality, then we will pursue an optimal portfolio and expand our revenue platform. ◎The second point is to select and concentrate on existing businesses, and create new business domains. We also will pursue growth in non-air businesses. ◎The third point is the utilization of open innovation and ICT. By improving our product competitiveness and promoting workstyle reform, we will contribute to the realization of “the ultra-smart society.” ◎Through the steady implementation of these themes, we will establish our position as a global leading airline group. ◎Please turn to page 7.

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2018_3q_ana_e

6/33 － “Pillar” of new Corporate Strategy