international routes is an expansion in servicing resort destinations,” says Nagamine. “They are expected to continue to have stable travel demand, but due to a limitation in departure/landing slots at Tokyo metropolitan airports, we took this purchase decision after concluding that these aircraft could efficiently transport these passengers. “Currently, ANA operates a total of

three flights daily to Honolulu from Narita and Haneda, and when the A380 is introduced, ANA’s share of total available seats will increase from 10% to approximately 24%,” he continues. “ANA intends to leverage the large size of these aircraft to achieve an increase in passenger share that exceeds the growth in the frequency share.”

Nagamine insists, though, that the networks of the full-service carrier and the LCC will not be defined by geography but by fulfilling demand. The target audience for each business model is a vital differentiator and so both airlines “will continue to serve Asia”. Other ANA Holding companies

will drive revenues too. There are 63 consolidated subsidiaries as well as 17 equity investments. Airline-related business also includes catering and IT services. A notable addition to the portfolio is MRO Japan, which has been going for a little more than a year. The maintenance business is based in Osaka but is looking to move to Okinawa in the near future to take advantage of Okinawa’s incentive programme for new businesses and the city’s ever-improving air connectivity. The aim is to attract both local and overseas carriers. “We will offer high-quality and cost-

competitive maintenance, repair and overhaul services by taking advantage of the location to contribute to the development of the aviation industry and the community,” says Seiro Arakawa, MRO Japan’s president.

Service enhancement If everything goes to plan, the group’s target profit of $1.72 billion looks eminently achievable. It helps that ANA is a Skytrax 5-Star airline, an award it has won every year since 2012. Indeed, perfecting services at every stage of the journey, from reservation to in-flight and arrival, is something that occupies a lot of the airline management’s time. “Many elements are interrelated,” says Nagamine. “Not only services but

“ANA intends to leverage the large size of these aircraft to achieve an increase in passenger share that exceeds the growth in the frequency share”


Aircraft at Beijing Aiport

also products like the 787 and airport lounges are important. Our entire group divisions are doing their best to offer passengers safe and comfortable flight experiences.” The codeshare with Vietnam Airlines

illustrates his point. In addition to the operational and frequent-flyer initiatives, Vietnam Airlines cabin crew will join ANA flights to guide and interpret for customers and make in-flight announcements in Vietnamese. Airport support activities, such as check-in, lounge and baggage services will be integrated at selected airports too, including Haneda Airport in Japan and Tan Son Nhat Airport in Vietnam. There is little doubt that ANA and its

parent company are taking on enormous tasks in their corporate strategy. But given the humble beginnings of the airline – it started operating with just two helicopters – and the fact that is has been flying internationally for only 30 years, it has clearly come a long way already. The airline’s president and CEO, Shinya

Katanozaka, describes the next five years as a “tremendous business opportunity” and believes that “taking on new challenges and creating growth” is part of the airline’s DNA. It will need to be. Katanozaka wants

ANA to provide customers with the highest level of hospitality; improve its presence in the global market; resolve environmental issues; contribute to Japan’s society through regional revitalisation; and promote Japan as a destination for tourism – all that in addition to the concrete financial and operating goals. If ANA wins gold, it will definitely

deserve it. £

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