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How did Narita’s traffi c perform during 2010?
Last year the world was still recovering from the global fi nancial crisis. At the start of the 2010 summer schedule, fl ights and passenger traffi c began to exceed 2009 fi gures, with new services to the Middle East, Macau and Calgary, as a result of our increase in capacity from 200,000 slots a year to 220,000. Aircraft movements increased 2.2% to 191,459. Of these, 172,541 were international fl ights while 18,918 were domestic fl ights. Passenger traffi c also increased 5.2% to 33,868,682, of which 32,216,298 were international passengers and 1,652,384 were domestic.
How have the major changes in Japan’s airline industry affected Narita?
JAL began corporate restructuring in January 2010 and drastically cut services (including all cargo fl ights) as part of that process. Meanwhile, the ANA Group signifi cantly increased its services and, as a result, outstripped JAL and now operates more fl ights than its competitor. JAL’s fl ight reductions affected our aircraft movement fi gures to some extent, but this was limited because the economy began to recover in 2010. Passenger and cargo traffi c improved. Japan Airlines is our biggest client and we hope to see it re-establishing itself and expanding its network at Narita again as soon as possible.
How has Narita’s network changed over the past few years? Since opening in 1978, Narita has been East Asia’s hub airport and the leader in services between Asia and North America. Thanks to the
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eight cities in Japan, linking key provincial centres with Narita’s extensive international network.
Name: Ken Murayama
Company: Narita International Airport Corporation
Designation: Vice president corporate strategies & planning Home town: Tokyo, Japan
support of many airlines and customers, we have been able to achieve steady growth. This was particularly well demonstrated when three new Middle East carriers began operating at Narita under the 2010 summer schedule after we were finally able to increase capacity from 200,000 slots a year to 220,000. Through this, we were able to expand our network even further. As of January 2011, our network included 95 cities in 36 countries and three territories. Narita has an extremely well- balanced international network, which is unique for major airports in the East Asia region. Our domestic network reaches nine airports in
Which new routes would you most like to see added to Narita? The government’s objective is to improve and consolidate airport functions in Greater Tokyo in order to meet demand in the bustling Asian region. As part of this effort, it is allowing international fl ights at the nation’s domestic hub, Haneda, and boosting capacity at Narita to 300,000 slots a year. These efforts will increase capacity in Greater Tokyo to 750,000 slots a year, including 360,000 international slots. In October last year, we reached an agreement with the local community to increase Narita’s capacity to 300,000 slots a year and we will now implement that increase in stages. After reaching an agreement with the US last year, the government is striving to establish Open Skies agreements, which include Narita Airport, with major ASEAN and East Asia countries. This will mean that our intra-Asia network to East Asia and ASEAN countries within a 4,000 kilometre radius will grow, opening possibilities for new airlines, particularly LCCs, that previously had relatively restricted access to Narita. The introduction of worldwide Open Skies will also mean real competition in airports’ network strategies. When that happens, our greatest source of power will come from the FSA alliances that have supported Narita Airport over its 32 years. We plan to continue building a more competitive airport by expanding our well- balanced networks to North
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