📜 要約
Summary of Topic and Purpose
This research report focuses on analyzing the current state and future prospects of All Nippon Airways (ANA) and the broader aviation industry. The primary objectives are to examine ANA's recent financial performance, compare it with other major airlines globally, investigate the industry-wide pilot shortage issue, and explore potential solutions and future strategies. The study aims to provide a comprehensive overview of ANA's position in the market, its strengths, and the challenges it faces, while also considering the broader implications of industry trends on ANA's operations and the aviation sector as a whole.
Key Findings and Insights
ANA Holdings has demonstrated a strong financial recovery in the fiscal year ending March 2024, with significant increases in operating revenues, operating income, and net income. The company's international passenger service revenue reached a record high, surpassing domestic revenue for the first time. ANA has maintained its prestigious 5-Star Airline Rating from SKYTRAX for 11 consecutive years, highlighting its commitment to service excellence.
The global aviation industry is facing a critical pilot shortage, with projections indicating a need for approximately 7,000 pilots in Japan alone by 2022. This shortage is attributed to factors such as decreased military pilot training, lengthy training requirements, and early retirements. Airlines, including ANA, are implementing various strategies to address this issue, such as hiring foreign pilots and creating in-house flight schools.
The COVID-19 pandemic has accelerated the need for innovation and cross-industry collaboration in the aviation sector. There is a growing emphasis on enhancing hygiene measures, reimagining the travel experience, and developing sustainable practices. ANA is actively pursuing sustainability goals, aiming for carbon neutrality by 2050 and committing to increase its use of Sustainable Aviation Fuel (SAF).
Summary of Results and Conclusions
ANA's strong financial performance and consistent service quality position it well in the competitive aviation market. However, the company faces significant challenges, particularly in addressing the pilot shortage and meeting sustainability targets. The aviation industry as a whole is at a critical juncture, with the need to balance recovery from the pandemic's impact with long-term sustainability goals and operational efficiency.
To navigate these challenges, ANA and other airlines must continue to innovate and collaborate across industries. This may include partnerships with the medical sector for enhanced hygiene measures, cooperation with technology companies for operational improvements, and collaboration with energy firms for sustainable fuel development. Additionally, addressing the pilot shortage will require comprehensive strategies, including improved training programs and potentially exploring alternative staffing models.
The future of ANA and the aviation industry will likely be shaped by their ability to adapt to changing market conditions, invest in sustainable technologies, and meet evolving customer expectations. As the industry recovers and transforms, companies that can balance financial performance with sustainability and innovation are likely to emerge as leaders in the new aviation landscape.
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🔍 詳細
🏷Overview of ANA Holdings' Recent Financial Performance
Overview of ANA Holdings' Recent Financial Performance
ANA Holdings has reported a significant recovery in financial performance for the fiscal year ending March 2024, driven by increased passenger demand despite geopolitical challenges. The company achieved operating revenues of ¥2,055.9 billion, reflecting a 20.4% year-on-year increase. Key financial metrics include an operating income of ¥207.9 billion, which is a 73.2% rise from the previous year, and a net income attributable to owners of the parent of ¥157.0 billion, up 75.6% year-on-year. The international passenger service revenue reached a record high of ¥728.1 billion, surpassing domestic revenue for the first time. ANA plans to resume dividends, increasing them to 50 yen per share, as operating income exceeded initial targets. For FY2024, the company forecasts an operating income of ¥170.0 billion, aiming for over ¥200 billion by FY2026, while focusing on growth and investment in human capital. Despite rising operational costs, ANA's effective cost management has contributed to significant profit growth, and the airline has received recognition as a 5-Star airline by SKYTRAX for the 11th consecutive year.
Detailed Financial Performance
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Revenue and Profit Growth: ANA Holdings reported operating revenues of ¥2,055.9 billion, marking a 20.4% increase from the previous year. Operating income rose by 73.2% to ¥207.9 billion, and net income attributable to owners of the parent increased by 75.6% to ¥157.0 billion.ana.co.jp
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International Passenger Service: The revenue from international passenger services reached a record high of ¥728.1 billion, surpassing domestic passenger service revenue for the first time. This growth was driven by strong demand for inbound travel to Japan and proactive measures to capture outbound travel demand.anahd.co.jp
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Dividends and Future Projections: ANA plans to resume dividends, increasing them to 50 yen per share, as operating income exceeded initial targets. For FY2024, ANA forecasts an operating income of ¥170.0 billion, with a target of over ¥200 billion by FY2026.anahd.co.jp
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Operational Highlights: Despite geopolitical risks, passenger demand has continued to recover, supported by strong domestic leisure demand and inbound travel. ANA achieved significant profit growth through effective cost management, despite increased variable costs due to expanded flight operations.anahd.co.jp
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Awards and Recognition: ANA was certified as a 5-Star airline by SKYTRAX for the 11th consecutive year and recognized for outstanding airport services at the 2023 World Airline Awards.anahd.co.jp
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Segment Performance:
- International Passenger Service: Significant increases in passenger numbers and revenue, with expanded flight operations including routes to China and Hawaii.
- Domestic Passenger Service: Increased passenger volume and revenue through targeted promotions and larger aircraft.
- Cargo Service: Despite a decrease in international cargo volume, revenue remained significantly higher than pre-pandemic levels.
- Low-Cost Carrier (Peach Aviation): Increased passenger numbers and revenue driven by strong demand for both international and domestic routes.
- Other Revenue Streams: Increased revenue from air transportation-related services, travel services, and retail operations. anahd.co.jp
For more detailed information, you can visit the ANA Group Investor Relations page.
🏷Comparative Analysis of Major Airlines' Financial Health
Comparative Analysis of Major Airlines' Financial Health
The section 'Comparative Analysis of Major Airlines' Financial Health' provides insights into the financial performance of major airlines, particularly focusing on ANA Holdings Inc. and its recovery post-COVID-19. The report highlights ANA's return to profitability for the first time in three years, driven by increased passenger demand and effective cost management strategies. It also compares the financial health of North American carriers, which collectively contributed significantly to the global airline industry's net profit in 2023. The analysis emphasizes the resilience of the airline sector, despite challenges such as rising input costs and inflation. Additionally, it notes the importance of strategic operations and diversified revenue streams for sustaining profitability in a competitive market.
Financial Results Overview
ANA Holdings Inc. provides a comprehensive overview of its financial results across multiple fiscal years, detailing consolidated financial performance, presentations, filings, and traffic results. For more detailed insights, you can access the financial results for various fiscal years through the following links:
- Financial Results for the First Half of FY 2011 (119KB)
- Consolidated financial results for FY 2010 (405KB)
- Consolidated financial results for FY 2009 (309KB)
[PDF] Annual Report 2023 - ANA
The Annual Report 2023 of ANA HOLDINGS INC. provides a comprehensive overview of the company's business activities from April 1, 2022, to March 31, 2023. The report emphasizes ANA's return to profitability, driven by a recovery in passenger demand and strategic cost management. It also outlines the ANA Group's corporate strategy for FY2023-25, focusing on recovery from the COVID-19 pandemic, enhancing profitability, and expanding non-airline businesses. The full report is available here.
Overview of the North American Airline Industry
The North American airline industry has shown remarkable resilience and adaptability in the wake of the COVID-19 pandemic, with a significant recovery in profitability and passenger traffic. In 2023, the global airline industry achieved a net profit of approximately $23.3 billion, with North American carriers contributing about $14.3 billion to this total. This recovery is attributed to pent-up consumer demand for air travel, which has driven passenger numbers to nearly pre-pandemic levels. For further details, you can read the full article in the Air Line Pilot magazine.
🏷Impact of Pilot Numbers on Airline Operations
Impact of Pilot Numbers on Airline Operations
The section discusses the increasing number of pilots in Japan's major airlines, which reached 5,686 as of January 2013. This growth is primarily driven by the expansion of flight operations, particularly due to the rise of low-cost carriers (LCCs). However, the rapid increase in flight services has resulted in a pilot shortage, raising concerns about operational capacity. The Ministry of Land, Infrastructure, Transport and Tourism forecasts that approximately 7,000 pilots will be needed by 2022, necessitating the hiring of 200 to 300 new pilots each year to meet this demand.
Detailed Information
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According to the, the total number of pilots in Japan's major airlines reached 5,686 across 15 companies as of January 2013. This number has generally increased over the years, except for a decline during the period when Japan Airlines went bankrupt in 2010.nikkei.com
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The rise in pilot numbers is attributed to the growth in flight operations, particularly with the entry of low-cost carriers (LCCs) into the market. This expansion has led to a significant increase in demand for pilots.
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Despite the increase in pilot numbers, the rapid expansion of flight services has led to a shortage of pilots, raising concerns about the operational capacity of airlines. This shortage is a critical issue as it affects the ability of airlines to maintain and expand their flight schedules.
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The Ministry predicts that by 2022, approximately 7,000 pilots will be needed to meet the demand, indicating a requirement to hire 200 to 300 new pilots annually. This projection underscores the urgency for airlines to address the pilot shortage to sustain their operations and growth.
For more detailed information, you can visit the Nikkei Article Utilization Service.
🏷Global Strategies to Combat the Pilot Shortage
Global Strategies to Combat the Pilot Shortage
The pilot shortage in the airline industry is exacerbated by several factors, including a decrease in military pilot training, lengthy training requirements, high costs, and early retirements. Airlines are responding with various strategies such as poaching pilots from regional carriers, hiring foreign pilots, and creating in-house flight schools. However, these measures alone are insufficient to fully address the shortage. The ANA Group is actively securing pilots, including foreign nationals, but faces challenges such as high training costs and insufficient domestic training institutions. Proposed solutions include initiating pilot training programs at other companies, reducing training costs, and maximizing the utilization of current pilots, including exploring the potential of retired military pilots. A comprehensive approach is essential to ensure a stable supply of qualified pilots in the future.
Overview of the Pilot Shortage Crisis in the Airline Industry
As the travel industry rebounds from the pandemic, airlines are grappling with a significant pilot shortage, leading to numerous flight delays and cancellations. This shortage is expected to persist for years, complicating efforts to meet the rising demand for air travel.
avsoft.com
Causes of the Pilot Shortage
- Military Pilot Pipeline Shrinkage: Historically, airlines recruited many pilots from the military. However, the military has produced fewer commercial pilots over the past two decades, partly due to a shift towards training drone pilots.
- Lengthy Training Requirements: Federal regulations mandate that pilots log a minimum of 1,500 hours before flying commercially, increasing to 2,500 hours for captains. This lengthy training process can take 1-2 years, delaying the influx of new pilots.
- High Training Costs: The cost of pilot training ranges from $80,000 to $100,000, which many prospective pilots cannot afford, limiting the number entering the field.
- Early Retirements: Many airlines offered early retirement packages during the pandemic, resulting in a loss of experienced pilots.
- Replacement Delays: It takes airlines about four months to replace a pilot, and up to six months for a captain, exacerbating staffing shortages.
Airline Strategies to Address the Shortage
- Poaching Pilots: Major airlines are hiring pilots from regional airlines, creating staffing issues for those smaller carriers.
- Hiring Foreign Pilots: Airlines are recruiting pilots from abroad, particularly from Australia, where flight certifications are recognized by the FAA.
- Reducing Fleets: With fewer pilots available, airlines have reduced their fleets, complicating their ability to meet demand.
- Raising Retirement Age: Airlines are lobbying for an increase in the mandatory retirement age for pilots, currently at 65, to retain more experienced pilots.
- Creating In-House Flight Schools: United Airlines has established the United Aviate Academy, aiming to train 5,000 pilots by 2030.
- Flight Training Subsidies: Some airlines are offering financial assistance for pilot training to lower barriers to entry.
Importance of Improved Pilot Training
While current strategies may alleviate some staffing issues, they do not fully resolve the pilot shortage. A significant overhaul of pilot training programs is essential. Online aviation training offers a flexible and cost-effective solution, allowing pilots to train at their own pace and reducing overall training costs. Avsoft
Avsoft's Role in Pilot Training
Avsoft has been a leader in online aviation training for over 25 years, offering customizable training solutions tailored to the specific needs of airlines. Their FlexPlus™ Training Platform provides:
- Custom course content
- Easy content editing
- Rapid implementation
- Cross-platform data sharing
- Compatibility with existing Learning Management Systems (LMS)
For more information about Avsoft's training solutions, visit their website: Avsoft.
[PDF] Considerations on Securing and Utilizing Pilots: Issues/Requests
The ANA Group has been actively securing pilots, including foreign nationals, to meet the increasing demand for air travel. However, the COVID-19 pandemic has led to a reduction in the total number of pilots and has negatively impacted the operations of training institutions. As a result, the company has had to scale back some of its own training programs. Although there is a trend of increasing air travel demand, the number of pilots has not yet returned to pre-pandemic levels. The competition for foreign pilots has intensified globally, leading to rising salaries and making it more challenging to secure qualified personnel.
Current Issues and Challenges:
- Decrease in the labor force and declining popularity of the aviation industry affecting recruitment efforts.
- High training costs, including actual flight training and rising fuel prices.
- Lengthening of training periods due to weather, equipment, and actual flight training challenges.
- Insufficient domestic pilot training institutions.
- Lack of adequate flight training environments in Japan (equipment, maintenance, airports, airspace, facilities).
- Shortage of personnel involved in pilot training (instructors, etc.).
- Issues with the domestic skills certification system.
Specific Challenges Related to Securing Pilots:
- Increasing the number of pilots.
- Maximizing the utilization of current pilots, with approximately 30% of operational crew being over 55 years old.
Proposed Solutions:
- Initiating pilot training programs at companies other than ANA (e.g., AKX/APJ).
- Noting that the return of foreign pilots is about 30% compared to pre-COVID levels.
ANA's Training Resources:
- The largest training institution, the Aviation University, has a capacity of 108 students but currently requires three years for training, leading to unmet annual quotas. Increased training costs due to student retention and operational expenses are also a concern.
Training Efficiency Improvements:
- Reducing actual flight training hours, which currently exceed 200 hours.
- Introducing new training schemes (Integrated CPL/IR) to streamline training processes and reduce costs and duration.
Strengthening the Foundation for Stable Training:
- Ensuring the availability of training equipment, airspace, instructors, and maintenance personnel is crucial. The aging facilities of the Aviation University require significant investment for repairs and updates.
Enhancing Training Institutions Beyond Aviation University:
- Reducing high training costs through various measures, including tax exemptions on fuel and landing fees.
- Establishing pilot training programs at public universities to alleviate financial burdens on students.
Utilization of Current Pilots:
- Exploring the potential of retired military pilots and senior pilots (over 68 years old) to address the pilot shortage.
- Proposing a gradual increase in the age limit for pilots to 70 years.
Conclusion:
The ANA Group emphasizes the need for a comprehensive approach to address the pilot shortage, including enhancing training programs, reducing costs, and maximizing the utilization of existing pilots. The establishment of public university pilot training programs and the integration of military pilots into the civilian sector are critical steps toward ensuring a stable supply of qualified pilots in the future.
For further details, please refer to the full document .
mlit.go.jp
🏷ANA's Strengths and Industry Recognition
ANA's Strengths and Industry Recognition
All Nippon Airways (ANA) has achieved the prestigious 5-Star Airline Rating from SKYTRAX for 11 consecutive years, making it one of only ten global airlines to hold this honor and the only Japanese airline to maintain this rating for over a decade. The SKYTRAX ratings are determined through rigorous audits assessing an airline's in-flight and airport service quality, with ANA recognized for its consistent high standards and commitment to exceptional passenger experiences. In October 2023, ANA expanded its in-flight entertainment options to meet increasing international passenger demands, introducing new content including Hollywood blockbusters and international dramas. ANA's dedication to 'omotenashi,' or Japanese hospitality, is evident in its specialized training for flight attendants. The airline emphasizes safety through unique training programs, including the annual 'Master of Announcements Contest.' ANA's commitment to excellence is encapsulated in its goal to win the SKYTRAX 'Best Inflight Entertainment' Award by continually enhancing the passenger experience and implementing customer feedback. Overall, ANA's consistent service is defined as a 'refined experience' across all interactions, striving for excellence with each flight.
Consistency in Service: ANA's 11 Consecutive Years of 5-Star Excellence
ANA has been recognized for its consistent high standards and commitment to providing an exceptional passenger experience. The SKYTRAX ratings are determined through rigorous audits that assess an airline's in-flight and airport service quality. ANA's in-flight entertainment options were expanded in October 2023 to include new content such as Hollywood blockbusters and international dramas, catering to increasing international passenger demands. ANA is one of three Asian airlines offering new releases from HBO Max, alongside increased local language content from countries like India, South Korea, and Germany. The latest aircraft feature advanced technology, including large 4K monitors and seasonal themes that enhance the travel experience.
anahd.co.jp
Commitment to Safety and Hospitality
ANA's dedication to "omotenashi," or Japanese hospitality, is a hallmark of its service. Flight attendants undergo specialized training at a traditional Japanese tea house to embody this spirit. The airline emphasizes safety through unique training programs, including the annual “Master of Announcements Contest,” which enhances communication skills and boosts team morale.
anahd.co.jp
Overview of ANA's Achievements at the 2024 SKYTRAX Awards
ANA has been recognized as the top airline in two prestigious categories at the 2024 SKYTRAX World Airline Awards. This marks ANA's 11th win for the World's Best Airport Services and its 9th win for Best Airline Staff Service in Asia. ANA has implemented several initiatives to enhance customer experience, including the renewal of the ANA App and the introduction of ANA Smart Travel, which combines digital tools with attentive staff support.
anahd.co.jp
Overview of ANA (All Nippon Airways) Strategy, Strengths, Weaknesses, and Competitors
ANA is recognized as Japan's leading airline, having received the prestigious "5-Star" rating from SKYTRAX. The airline's business model includes a strong domestic passenger business, significant growth potential in international passenger services, and a focus on cargo and low-cost carrier operations. ANA's future growth strategies include expanding international passenger services and developing LCC operations.
iroots.jp
Company Analysis [Strengths, Weaknesses, and Outlook] - All Nippon Airways (ANA)
ANA's strengths include high quality and innovation in services, a strong brand image, and a significant number of slots at Haneda Airport. However, the company faces challenges such as a high-cost structure and vulnerability to event risks. Despite these challenges, employees express strong motivation and a willingness to embrace new challenges, contributing to a positive work environment.
openwork.jp
🏷Cross-Industry Collaborations: Opportunities and Proposals
Cross-Industry Collaborations: Opportunities and Proposals
Monica Wick, CEO of RedCabin, discusses the potential for cross-industry partnerships to accelerate the recovery of the aviation industry in her op-ed. The COVID-19 pandemic has severely impacted commercial aviation, with the International Air Transport Association (IATA) predicting that global passenger traffic will not return to pre-pandemic levels until at least 2024, and airlines facing a staggering loss of $419 billion in revenue this year. Despite the bleak outlook, Wick emphasizes that this crisis presents an opportunity to reimagine air travel, focusing not only on enhancing hygiene but also on transforming the overall travel experience. The pandemic has spurred unprecedented collaboration among airlines, designers, engineers, and manufacturers, leading to innovative solutions such as new seating concepts and hygiene kits. Wick advocates for partnerships beyond aviation, particularly with the medical industry, suggesting the use of ultraviolet (UV) light for disinfection and medical-grade HEPA filters in aircraft to enhance cabin hygiene. Establishing industry standards for cabin hygiene is crucial for rebuilding passenger trust and loyalty. Wick concludes with a call for the aviation industry to embrace collaboration and innovation to build a better future, emphasizing that the time for unity is now.
Overview of the Op-Ed on Cross-Industry Partnerships in Aviation Recovery
Monica Wick, CEO of RedCabin, highlights the potential for cross-industry partnerships to expedite the recovery of the aviation sector. The COVID-19 pandemic has drastically affected commercial aviation, with predictions from the International Air Transport Association (IATA) indicating that global passenger traffic will not return to pre-pandemic levels until at least 2024. Airlines are facing a massive loss of $419 billion in revenue this year. Despite these challenges, Wick sees an opportunity to rethink air travel, focusing on both hygiene and the overall travel experience. The pandemic has led to unprecedented collaboration among airlines, designers, engineers, and manufacturers, resulting in innovative solutions like new seating concepts and hygiene kits. Wick suggests that partnerships beyond aviation, especially with the medical industry, could enhance cabin hygiene through the use of ultraviolet (UV) light for disinfection and medical-grade HEPA filters. Establishing industry standards for cabin hygiene is essential for rebuilding passenger trust and loyalty. Wick calls for the aviation industry to embrace collaboration and innovation to create a better future, stressing the importance of unity at this time. For further reading, you can access the full op-ed here.
Overview of Human Resource Utilization in the Tokyo Metropolitan Area
The COVID-19 pandemic has resulted in a surplus of labor in certain industries, leading to a trend in the Tokyo metropolitan area where companies are temporarily accepting workers from sectors facing challenges. The travel and hospitality sectors have experienced a significant reduction in work opportunities, while local governments and organizations involved in COVID-19 response efforts are facing a shortage of personnel. There is a growing movement to effectively utilize human resources across different industries to navigate the difficulties posed by the pandemic. This approach aims to mitigate the impact of labor shortages in essential services while providing temporary relief to industries with excess labor. For more details, you can refer to the article on Nikkei's service here.
🏷Future Directions for ANA and the Aviation Industry
Future Directions for ANA and the Aviation Industry
ANA Holdings is focusing on sustainability and decarbonization as it navigates the future of aviation. The company aims for carbon neutrality by 2050, with interim targets set for 2030, including a commitment to replace at least 10% of its fuel consumption with Sustainable Aviation Fuel (SAF). Additionally, ANA is exploring Negative Emissions Technologies (NETs) to address emissions that cannot be mitigated through SAF. The airline has established partnerships with aircraft manufacturers like Airbus and Boeing to research advanced technologies, including hydrogen aircraft. To support these initiatives, ANA has created a Green Bond Framework to finance SAF procurement and related projects. Furthermore, the ANA Group's Medium-Term Health Management Plan emphasizes employee well-being, diversity, and sustainability, aiming for a 30% reduction in CO2 emissions by 2030. The company is also focused on achieving sustainable growth and profitability, with plans to enhance operational efficiency and expand market share while addressing challenges such as fluctuating fuel prices and economic uncertainties.
Overview of ANA HOLDINGS' Climate Transition Strategies
ANA HOLDINGS INC. has announced its strategies aimed at achieving carbon neutrality by 2050, with specific environmental targets set for 2030. The company emphasizes sustainability as a top priority and plans to invest in various areas to meet its commitments.
- Sustainable Aviation Fuel (SAF): ANA Group aims to replace 10% or more of its fuel consumption with SAF by 2030, with a goal of nearly all fuel consumption coming from low-carbon sources by 2050.
- Negative Emissions Technologies (NETs): For CO2 emissions that cannot be reduced through SAF, the group will explore NETs, including Direct Air Capture (DAC), to achieve net zero by FY2050.
- Partnerships with Aircraft Manufacturers: ANA has partnered with Airbus and Boeing to conduct research on advanced technologies, including hydrogen aircraft and sustainable propulsion systems.
To finance these strategies, ANA has established a Green Bond Framework aligned with the Green Bond Principles and Guidelines. The proceeds will be used for:
- Procurement of SAF
- Investments in projects to increase SAF availability
- Investments in negative emissions technologies
ANA Group has been proactive in its decarbonization efforts, being the first Japanese airline to use SAF in regular flights. The company continues to monitor global climate change trends to promote sustainability in the aviation industry. For more information, visit .
ana.co.jp
ANA Group's Medium-Term Health Management Plan (2023-2029)
The ANA Group has established the "ANA Group Medium-Term Health Management Plan for 2023-2029," targeting completion by March 2030. This plan focuses on five key themes aligned with the concept of "health management."
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Key Themes:
- Health Promotion: Initiatives aimed at enhancing the health of employees and their families.
- Mental Health Support: Programs designed to support mental well-being in the workplace.
- Diversity and Inclusion: Efforts to create an inclusive environment that respects diverse backgrounds.
- Sustainability Goals: Commitment to achieving sustainability targets, including carbon neutrality by 2050.
- Community Engagement: Active participation in community health initiatives and partnerships.
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Goals:
- Achieve a 30% reduction in CO2 emissions by 2030.
- Implement Science-Based Targets (SBT) for emissions reduction.
- Enhance employee engagement and satisfaction through health-focused programs.
The ANA Group aims to integrate health management into its corporate strategy, ensuring the well-being of its workforce while contributing to broader societal goals. This comprehensive approach reflects the company's commitment to sustainable growth and corporate responsibility. For more detailed information, visit the ANA Group CSR page.
Business Strategy - ANA
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Financial Projections: ANA plans to exceed 180 billion yen in operating profit for the airline business by the fiscal year 2025, marking a 1.1 times increase compared to the record profit of 2018.
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Future Goals:
- 2023-2025: Focus on achieving sustainable growth and profitability.
- 2030 Vision: Long-term strategic goals include enhancing operational efficiency and expanding market share.
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Environmental Initiatives: ANA is committed to reducing CO2 emissions and enhancing its ESG (Environmental, Social, and Governance) initiatives as part of its corporate responsibility.
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Market Positioning: The company aims to strengthen its position in both premium and low-cost carrier segments, with a focus on customer satisfaction and innovative service offerings.
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Investment in Technology: ANA plans to invest in digital transformation and technology upgrades to improve operational efficiency and customer experience.
For more detailed insights, refer to the full document here.
🖍 考察
Survey Results
ANA Holdings has shown significant financial recovery in recent years, with operating revenues reaching ¥2,055.9 billion in FY2023, a 20.4% year-on-year increase. The company's international passenger service revenue hit a record high of ¥728.1 billion, surpassing domestic revenue for the first time. ANA plans to resume dividends and aims for an operating income of ¥170.0 billion in FY2024.
Regarding pilot numbers, as of January 2013, Japan's major airlines had 5,686 pilots across 15 companies. The Ministry of Land, Infrastructure, Transport and Tourism forecasts a need for approximately 7,000 pilots by 2022, requiring the hiring of 200-300 new pilots annually.
To address the global pilot shortage, airlines are implementing various strategies such as poaching pilots from regional carriers, hiring foreign pilots, and creating in-house flight schools. ANA is actively securing pilots, including foreign nationals, but faces challenges like high training costs and insufficient domestic training institutions.
ANA has been recognized for its service quality, achieving the SKYTRAX 5-Star Airline Rating for 11 consecutive years. The airline is known for its commitment to "omotenashi" (Japanese hospitality) and safety, with specialized training programs for flight attendants.
Estimation
The pilot shortage is likely to have significant impacts on the aviation industry and related sectors:
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Increased operational costs: Airlines may need to offer higher salaries and benefits to attract and retain pilots, potentially leading to higher ticket prices.
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Reduced flight schedules: Some airlines might be forced to cut routes or reduce flight frequencies due to insufficient pilot staffing.
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Slower industry growth: The shortage could limit the expansion plans of airlines, potentially slowing overall industry growth.
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Technological advancements: There may be an accelerated push towards automation and single-pilot operations to mitigate the shortage.
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Changes in training approaches: Airlines and training institutions might adopt more efficient and cost-effective training methods, such as increased use of simulators and virtual reality.
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Impact on regional airlines: Smaller carriers may struggle more with pilot retention as larger airlines poach their experienced pilots.
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Economic ripple effects: Tourism-dependent regions could see reduced visitor numbers if flight capacity is constrained, affecting local economies.
Analysis
The aviation industry, including ANA, faces complex challenges in addressing the pilot shortage while maintaining growth and profitability. The situation requires a multi-faceted approach:
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Innovative training programs: ANA and other airlines should consider partnering with educational institutions to create more accessible and cost-effective pilot training programs.
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Cross-industry collaboration: As suggested in the context, partnerships with sectors like healthcare could lead to innovative solutions for cabin hygiene and passenger safety, potentially attracting more people to aviation careers.
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Technological investment: Continued investment in advanced aircraft and systems could improve efficiency and potentially reduce the number of pilots needed per flight in the long term.
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Regulatory advocacy: Airlines should work with regulators to explore safe ways to modify pilot requirements or extend retirement ages without compromising safety.
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Diversity initiatives: Expanding recruitment efforts to underrepresented groups could help broaden the pilot candidate pool.
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Sustainable practices: ANA's focus on sustainability and decarbonization could attract environmentally conscious talent to the industry.
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Global perspective: As the pilot shortage is a global issue, international cooperation and standardization of training and certification could help address the problem more effectively.
Future Research
To further understand and address the challenges facing ANA and the aviation industry, the following research topics should be explored:
- Impact of emerging technologies on pilot demand and training
- Effectiveness of various pilot retention strategies across different airlines
- Long-term effects of the COVID-19 pandemic on pilot career perceptions
- Comparative analysis of pilot training costs and methods across major aviation markets
- Potential for cross-industry partnerships to solve aviation challenges beyond pilot shortages
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🏷 Overview of ANA Holdings' Recent Financial Performance
ANA Group's Financial Highlights - Investor Relations
ANA Group's Financial Highlights: FY2023 Financial Results: Achieving record-high incomes. Consolidated Financial Summary (Years ended March)
ANA HOLDINGS Financial Results for the Year Ended March 31, 2024
Operating revenue was 2,055.9 billion yen. • Revenue for international passenger service reached a record high of 728.1 billion yen, surpassing ...
Press Releases | ANA Group Corp.'s Information
Press Releases · FINANCIAL · SUSTAINABILITY · INNOVATION · REGIONAL REVITALIZATION · ROUTES/AIRCRAFT · TRAFFIC · AIRLINE PARTNERSHIPS · SERVICES
ANAグループの業績 | 投資をお考えの皆様へ | 株主・投資家情報
このような経済情勢の下、航空事業を中心に増収となったことから売上高は2兆559億円（前期比20.4％増）となりました。また、営業利益は2,079億円（前期比73.2％増）、経常利益は ...
財務・業績ハイライト | 株主・投資家情報 | ANAグループ企業情報
売上高、営業利益、当期純利益、ROE、ROA等の連結業績情報や経営指標をご覧いただけます。 主要事業データ. セグメント別の売上・営業利益と航空事業の詳細情報をご覧 ...
🏷 Comparative Analysis of Major Airlines' Financial Health
Financial Results | Investor Relations | ANA HOLDINGS INC. - ANA
Financial Results · Presentations · Filings · Monthly Traffic Results · Annual Report · Ordinary General Meeting of Shareholders · Historical Data xls.
[PDF] Annual Report 2023 - ANA
This report covers business activities undertaken from April 1, 2022 to March 31, 2023 (including some activities in and after April 2023). In ...
State of the North American Airline Industry - Magazine - ALPA
Globally, the overall net profit for the airline industry reached approximately $23.3 billion in 2023. North American carriers, which were the first to return ...
🏷 Impact of Pilot Numbers on Airline Operations
Initiatives in Aircraft Flight Operations | Sustainability | ANA ...
#### Initiatives in Aircraft Flight Operations | Sustainability | ANA
The ANA Group is actively pursuing sustainability in its aircraft flight operations, aligning with global initiatives to reduce CO2 emissions and improve fuel efficiency. Below are key highlights of their strategies and initiatives:
### Global Environmental Goals
- **ICAO Movements**: The International Civil Aviation Organization (ICAO) aims for a 2% annual improvement in aviation fuel efficiency from 2021 to 2050, adopting the Carbon Neutral Growth 2020 (CNG2020) framework.
- **CORSIA Adoption**: The Carbon Offsetting and Reduction Scheme for International Aviation (CORSIA) was established to ensure that international aviation does not increase CO2 emissions post-2020.
- **IATA Movements**: The International Air Transport Association (IATA) targets carbon-neutral growth from 2020 and aims for net-zero carbon emissions by 2050.
### ANA Group's CO2 Reduction Initiatives
- **Mid-term Targets**: The ANA Group has set a goal to reduce CO2 emissions by at least 10% by FY2030 compared to FY2019 levels, with a long-term aim of carbon neutrality by FY2050.
- **Strategic Approaches**: The reduction strategy includes operational improvements, technological innovations, the use of Sustainable Aviation Fuel (SAF), emissions trading, and Negative Emissions Technologies (NETs).
### Operational Improvements
1. **Maintenance Enhancements**:
- Development of a unique cleaning vehicle for engine compressor parts to restore fuel efficiency.
- Weight reduction initiatives, such as digitizing manuals and optimizing onboard equipment, resulting in significant weight savings.
2. **Flight Planning**:
- Optimization of altitudes, speeds, and routes to minimize fuel consumption.
- Use of real-time data to adjust flight plans dynamically.
3. **Ground Operations**:
- Reducing Auxiliary Power Unit (APU) usage by connecting to Ground Power Units (GPUs) while parked.
- Implementing reduced flap takeoff procedures to decrease fuel consumption.
4. **Descent and Landing Techniques**:
- Promoting Continuous Descent Operations to minimize fuel use and emissions during descent.
- Delaying flap deployment and landing gear lowering to reduce drag and fuel consumption.
### Adoption of New Technologies
- **Fuel-Efficient Aircraft**: ANA operates a significant fleet of fuel-efficient aircraft, including the Boeing 787 and Airbus A320neo, with plans to increase this percentage by FY2030.
- **AeroSHARK Technology**: ANA is the first airline to implement AeroSHARK technology on its Boeing 777 fleet, which reduces drag and emissions.
- **Sustainable Aviation Fuel (SAF)**: The goal is to replace at least 10% of fuel consumption with SAF by FY2030, with nearly complete transition by FY2050.
### Collaboration and Lobbying
- **Industry Participation**: ANA actively participates in various committees and organizations to promote sustainable aviation practices, including the ICAO and IATA.
- **Government Collaboration**: The ANA Group is involved in public-private councils to enhance SAF production and establish a stable supply chain.
### Future Goals
- **Carbon Neutrality by 2050**: ANA aims to achieve net-zero emissions by 2050 through a combination of innovative technologies and sustainable practices.
- **Negative Emissions Technologies**: Plans to utilize NETs to offset a portion of CO2 emissions from aircraft operations.
For more detailed information, you can visit the ANA Group's sustainability initiatives [here](https://www.anahd.co.jp/group/en/csr/environment/).
5686人 主要航空会社のパイロット数 - 日本経済新聞
国土交通省によると、主要15社のパイロットは2013年1月時点で合計5686人。2010年に経営破綻した日本航空が人員を減らした時期を除けば増え続けている ...
🏷 Global Strategies to Combat the Pilot Shortage
How Major Airlines Are Handling the Pilot Shortage | Avsoft
Airline Strategies to Combat the Pilot Shortage Have Fallen Short · Poaching pilots – · Hiring foreign pilots – · Reducing fleets – · Raising the ...
[PDF] 操縦士の確保・活用に関する検討会 課題/要望
ANAグループでは航空需. 要に対応すべく、操縦士（外国籍も含め）の確保を実施していたが、コロナ禍により操縦士の総. 数削減や、養成機関の経営悪化により ...
🏷 ANA's Strengths and Industry Recognition
ANA Awarded 2024 SKYTRAX Top Winner for Airport Services and ...
ANA received repeated recognition as the top ranking airline in World's Best Airport Services and Best Airline Staff Service in Asia. The World ...
Consistency in Service: ANA's 11 Consecutive Years of 5-Star ...
For 11 consecutive years, ANA has earned the prestigious 5-Star Airline Rating from SKYTRAX, establishing itself among the elite group of ten global airlines ...
企業分析［強み・弱み・展望］ - 全日本空輸（ANA） - OpenWork
強み： 高い品質と革新性。 国内線最大の路線網また国際線では日本発最大の便数を持つことにより、利便性やマイレージプログラムの優位性からビジネスユーザーなどに1番最初 ...
ANA(全日本空輸)の戦略・強み・弱み・競合他社情報 企業研究記事
世界最高評価「5スター」認定を受ける日本No.1の航空会社 · 国内旅客事業を収益の軸に、総合空運会社として多角的な事業展開 · 国際線事業の拡大とLCC事業で ...
🏷 Cross-Industry Collaborations: Opportunities and Proposals
Op-Ed: Cross-Industry Partnerships Will Speed Up Recovery of ...
When looking for partners we should look beyond the boundaries of aviation too. Cross-industry partnerships can offer a great deal to the future ...
首都圏の官民 苦境の企業から人材採用
... 人手が不足気味。異業種で人材を有効活用し、コロナ禍を乗り切る。 千葉県船橋市は1月から、ANAホールディングス傘下のエアージャパン（成田市）の ...
🏷 Future Directions for ANA and the Aviation Industry
ANA HOLDINGS Establishes Climate Transition Strategies to Achieve ...
#### Overview of ANA HOLDINGS' Climate Transition Strategies
ANA HOLDINGS INC. has announced its strategies aimed at achieving carbon neutrality by 2050, with specific environmental targets set for 2030. The company emphasizes sustainability as a top priority and plans to invest in various areas to meet its commitments.
#### Key Strategic Approaches
- **Sustainable Aviation Fuel (SAF)**: ANA Group aims to replace 10% or more of its fuel consumption with SAF by 2030, with a goal of nearly all fuel consumption coming from low-carbon sources by 2050.
- **Negative Emissions Technologies (NETs)**: For CO2 emissions that cannot be reduced through SAF, the group will explore NETs, including Direct Air Capture (DAC), to achieve net zero by FY2050.
- **Partnerships with Aircraft Manufacturers**: ANA has partnered with Airbus and Boeing to conduct research on advanced technologies, including hydrogen aircraft and sustainable propulsion systems.
#### Funding Initiatives
To finance these strategies, ANA has established a [Green Bond Framework](https://www.jcr.co.jp/en/greenfinance/) aligned with the Green Bond Principles and Guidelines. The proceeds will be used for:
- Procurement of SAF
- Investments in projects to increase SAF availability
- Investments in negative emissions technologies
#### Commitment to Decarbonization
ANA Group has been proactive in its decarbonization efforts, being the first Japanese airline to use SAF in regular flights. The company continues to monitor global climate change trends to promote sustainability in the aviation industry.
#### About ANA HOLDINGS
Founded in 1952, ANA has grown to become Japan's largest airline and operates under the largest airline group holding company in Japan, comprising 70 companies. The airline has received numerous accolades for its service quality and sustainability efforts, including a 5-Star rating from SKYTRAX and recognition in the Dow Jones Sustainability Index.
For more information, visit [ANA HOLDINGS](https://www.ana.co.jp/group/en/).
[PDF] 中長期的な価値創造 - ANA
ANAグループは、この度「ANAグループ 2023-29年度中期健康経営計画」を策定しました。2030年3月（2029年度末）をター. ゲットに5つの重点テーマに沿って「健康経営」の ...
[PDF] 事業戦略 - ANA
セグメント別の営業利益について、航空事業では、2025. 年度には1,800億円を超える水準を計画しており、過去最高. 益を記録した2018年度比で1.1倍、2022年度実績との比較.
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ANA HOLDINGS Financial Results for the Three Months Ended ...
ANA HOLDINGS INC. (hereinafter "ANA HD") today reports its financial results for the three months ended June 30, 2024.
IR Calendar | Stock and Bond Information | Investor Relations - ANA
Finished eventsDelivery of the Benefits to Our Shareholders · Management Policy · Stock and Bond Information · Financial Highlights · IR Library · Annual Report.
ANA Group Corp.'s Information
ANA HOLDINGS Financial Results for the Three Months Ended June 30, 2024 ... April 26, 2024. ANA HOLDINGS Financial Results for the Year Ended March 31, 2024 ...
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Annual Report 2023 · Annual Report 2022 · Annual Report 2021 · Annual Report 2020 · Annual Report 2019.
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As a result, ANA HD recorded an operating income of 43.7 billion yen ($317.8 million), an ordinary income of 43.2 billion yen ($314.2 million), ...
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Download Previous Audited Financial Statements. 2022 Audited Financial Statement (shared). pdf (0.49MB) · 2021 Audited Financial Statement (shared). pdf (0.69MB).
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Presentation Transcript
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I flew United after flying on 2 of the world's best airlines earlier this ...
I was disappointed in the customer service, food, and cleanliness on United after flying 5-star carriers Singapore and ANA earlier this year.
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[PDF] ANA HOLDINGS INC.
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Annual Report 2022
11 Highest-Paying Airlines for Pilots in the US
Grounded Growth: The decline of new airline foundings - TNMT
Rethinking the Pilot Training Model in Japan and in the World
By 2030, the aviation industry expects a serious global pilot shortage, as many of the pilots hired during the industry's boom years are scheduled to retire.
ANA | Neste
ANA partnered with Neste to support the industry-wide goal of net-zero emissions in aviation by 2050. Discover how ANA sets an example in the Asia-Pacific ...
How the aviation industry could help scale sustainable fuel production
Forward-leaning aviation players use a combination of strategies to source SAF, including equity investments, to help scale the ecosystem.
Pilot shortage 'very real' for US regional carriers struggling to keep ...
The regional airline pilot shortage is forecast to continue into the 2030s and be exacerbated by the growth of major airlines, according to analysis from ...
[PDF] Current and Future Availability of Airline Pilots and Aircraft Mechanics
This report examines the supply of and demand for 1) commercial airline pilots and 2) aircraft mechanics; and examines 3) actions the aviation ...
Evolution Of Airports – Travel Trends In The Next 30 Years
In 2021, the aviation industry's workforce contracted 43% from pre-COVID levels, and it has yet to recover. Labor shortages cut across the ...
787s to make up sizeable portion of ANA fleet by 2030 | News ...
Single-Pilot Cockpit Idea Floated in NASA Study - WSJ
【ANAホールディングス】[9202]決算発表や業務・財務情報 | 日経 ...
【日本経済新聞】ANAホールディングス[9202]の配当・売上高・営業利益など決算情報を収録。中間業績や貸借対照表、キャッシュフローの状況やセグメント情報も掲載。
[PDF] 2025年3月期 第1四半期決算短信〔日本基準〕（連結）
旺盛な訪日需要と国内のレジャー需要に支えられ、国際線・国内線ともに旅客需要が好調に推移し、売上高. は前年同期を上回りました。費用面では整備費や ...
[PDF] 2024年3月期第3四半期決算 - ANA
売上高・営業利益の推移. (第3四半期累計・連結). 15,000. 10,000. 12,586 ... * 2019年実績は、新収益認識基準に置き換えて算定. 3Q実績：68%. (前提 ...
ANAホールディングス (9202) : 決算情報・業績 [ANA HOLDINGS]
25年3月期第1四半期(4-6月)の連結経常利益は前年同期比14.9％減の368億円に減り、通期計画の1600億円に対する進捗率は23.0％にとどまったものの、5年平均の17.8％を上回った。
ANAホールディングスが業績予想の上方修正を発表！2024年3月期 ...
ANAホールディングスが業績予想の上方修正を発表！2024年3月期の営業利益を前回予想比35％増に修正、売上高は前回予想比3％増で、3期連続の｢増収増益｣に.
[PDF] ANAホールディングス株式会社 説明会
また、弊社が事業活動を行っている市場は状況変化が激しく、技術、需要、価格、経済環境の動向、外国為替レートの変動、. 感染症の継続・拡大、その他多く ...
[PDF] 2024年3月期 第3四半期決算短信〔日本基準〕（連結）
このような経済情勢の下、航空事業を中心に増収となったことから売上高は1兆5,435億円となり、営業利益は. 2,101億円、経常利益は2,071億円、親会社株主に ...
[PDF] 2023~2025年度 中期経営戦略 - ANA
2023~25年度の年度平均の投資額は、2022年10月31日に. 開示した水準(平均2,500億円/年)から増加する見込みであるが、. 2020~25年度(6年間)の合計は当初 ...
エアトリ、事業ポートフォリオの分散や再構築推進が奏功 1Q営業利益は ...
2023-2025年度ANAグループ中期経営戦略について｜プレスリリース｜ANA ...
UBE【4208】ポートフォリオ転換を進める化学品企業の業績のポイント ...
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ビジョン、売上高は+34.3%、営業利益は+163.4％と大幅増益 好調な実績 ...
資金繰りは大丈夫？！未曾有のコロナショックがANAとJALに与える影響を ...
2021年３月期 第２四半期決算短信〔日本基準〕（連結）
2030年にはパイロットが足りなくなる？ 航空業界を襲う深刻な ...
航空業界は現在、この「2030年問題」に危機感を募らせている。航空会社のPeach Aviation株式会社はその対策として、社会人を含む幅広い人材を対象に ...
パイロット大量退職「30年問題」、人材の奪い合い過熱…「航空網 ...
旅客機の現役のパイロットが大量退職し、運航に支障が出かねない「2030年問題」への対応が急務となっている。世界的にもコロナ禍が収束し、航空需要が ...
【航空業界2030年問題】パイロットの大量退職に加え整備士・空港 ...
パイロットの大量退職の一方で航空需要は伸びるのだから、状況はさらなる悪化が予想される。国交省は新規パイロット需要予測として、2030年に400～700人の ...
「2030年問題」対策 日本の航空会社、豪で自社養成パイロット訓練開始
「2030年問題」対策 日本の航空会社、豪で自社養成パイロット訓練開始 ... 航空業界では、2030年ごろにパイロットの数が極端に不足すると予測されている、 ...
[PDF] 今後の乗員政策等のあり方 ～ 深刻な操縦士不足 ...
15～20 年後（2030 年. 頃）にはこれらの操縦士が大量に退職する時代を迎えるため、新たな操縦士が安定的. に供給されなければ、大手航空会社を含めて、中長期的に深刻な操縦 ...
迫る「2030年」熾烈さ増す航空人材の争奪戦 航空業界募る危機感
減便に追い込まれた航空会社もあり、航空人材の「争奪戦」が熾烈（しれつ）さを増す中、自衛隊パイロットのさらなる転身に期待が高まる。 国土交通省による ...
2030年にはパイロットが足りなくなる？ 航空業界を襲う深刻な ...
航空会社のPeach Aviation株式会社はその対策として、社会人を含む幅広い人材を対象にしたパイロットの養成プログラムを展開し、注目を集めている。 11.
旅客機パイロット養成訓練、効率化で3か月短縮へ…需要の急回復・ ...
30年頃の必要人員は9000人とする試算もあり、パイロットが不足する「2030年問題」と呼ばれる。航空会社からは訓練の効率化を求める声が上がっていた。
2030年にはパイロットが足りなくなる？ 航空業界を襲う深刻な ...
2030年にはパイロットが足りなくなる？ 航空業界を襲う深刻な「2030年問題」に向けて格安航空会社ピーチが自社でパイロットを育成する理由. 集英社 ...
パイロットの２０３０年問題を考えてみる | パイロットになろうぜ
航空業界2030年問題】パイロットの大量退職に加え整備士・空港業務従業 ...
パイロット不足「2030年問題」が10年前倒しで顕在化する理由 | ORICON NEWS
パイロット不足 対策急げ／産官学 急ピッチで養成図る／学生定員拡大や ...
パイロット不足解消に元自衛官 30年代に大量定年｜【西日本新聞me】
相次ぐ航空機トラブルの陰に「空の2030年問題」 人手不足でも“憧れ ...
[PDF] 2024年3月期 決算短信〔日本基準〕（連結）
また、営業利益は2,079億円（前期比73.2％増）、経常利益は2,076億円（同85.7％増）、親会社株主に 帰属する当期純利益は1,570億円（同75.6％増）となり、いずれも過去最 ...
決算ハイライト | 株主・投資家情報 | ANAグループ企業情報 - ANA
資産の部は、有価証券が増加したこと等により、前期末に比べて588億円増加し、3兆6,283億円となりました。 負債の部は、航空券の予約発券数の拡大に伴う契約負債が増加した ...
2024年3月期決算について - ANA Group 企業情報
1.2024年3月期の連結経営成績・連結財政状態 ... 国内線旅客で＋240億円、国際線貨物で＋284億円などの増収もあわせて、過去最高の売上高となる見通しです。
ANA、純利益19.5％減247億円 売上高は過去最高更新＝24年4-6月期
4-6月期の売上高は12.1％増の5167億7500万円、営業利益は30.7％減の303億5400万円、経常利益は14.9％減のの368億2200万円で、売上高は第1四半期として過去 ...
経営成績 | 財務・業績ハイライト | 株主・投資家情報 - ANA
経営成績 ; 売上, 1,974,216, 728,683 ; 営業利益, 60,806, -464,774 ; 営業利益率, 3.1%, -63.8% ; 経常利益, 59,358, -451,355 ; 当期純利益, 27,655, -404,624 ...
ANAホールディングス ことし3月までの決算 最終利益が過去最高
航空大手、ANAホールディングスのことし3月までの1年間の決算は国際線が好調だったことなどから、最終的な利益が、1570億円と過去最高となりました。
日興フロッギー
職人が作る業績グラフ - 【ANAホールディングス】3か月業績推移グラフ ...
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JAL/ANA第3四半期決算概括 - 航空経営研究所
[PDF] 2023年3月期決算 - ANA
売上高・営業利益の推移. (年度累計・連結). Page 5. ©ANAHD2023. 5. 2022年度 ... 3ブランドを活用した最適な航空事業ポートフォリオを構築. 1 ...
[PDF] 我が国における乗員等に係る現状・課題 - 国土交通省
○アジア／太平洋地域では、2030年に現在の約4.5倍のパイロットが必要とされ、年間約9,000人のパイロット不足が見込まれる。 （人）. 900 000. 1,000,000.
ANAグループの成長戦略 | 投資をお考えの皆様へ
2014年度の営業利益目標である850億円をステップとして、2020年の東京オリンピック開催も見据え、2025年度には営業利益2,000億円規模を目指します。健全な財務体質を維持し ...
ANA、売上高大幅増で過去最高の営業利益 - トラベルボイス
営業利益は前期の1200億円を大幅に上回り、過去最高の2079億円を計上。営業利益率は初めて10%を超えた。また、経常利益は前期の1118億円を上回る2076億円 ...
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ANAホールディングス（9202）のAI業績予測
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2016～2020年度 ANAグループ中期経営戦略について | プレスリリース ...
ANA（全日空）の売上高と純利益の推移のグラフ ｜ グラフストック ...
[PDF] 2025年3月期第1四半期決算 - ANA
[左] 親会社株主に帰属する四半期純利益. [右] 営業利益率. （%）. 旅客・貨物ともに需要回復が継続、売上高は第1四半期として過去最高を更新. 営業利益は ...
株式投資/企業分析】ANA（24年3月期 第2四半期決算） - 知識蓄積ノート ...
2023年3月期 第2四半期決算および通期業績予想について｜プレス ...
【業界研究：航空会社】大手2社（全日本空輸（ANA）、日本航空 ...
2021年度の当期純利益は両社ともにマイナスであり、赤字額が高いことからも、航空業界を取り巻く現在の環境が厳しいものだと分かります。 続いて各社の特徴を見ていきま ...
JALの2023年度決算について（ANA対比） - 航空経営研究所
JALはコロナ前と比べて増収額が大きいが、費用もそれ以上に増えている。 その他傾向はほぼ同じですが、ANAの方が収益性がやや高い。
ANA増益・JAL黒字化…航空2社決算、国際線の回復が業績けん引
航空大手2社の2023年4―9月期連結決算が31日出そろい、両社ともに増収、大幅に利益が回復した。ANAホールディングス（HD）は営業利益が前年同期比4・1倍 ...
JALの2022年度決算解析とANAとの比較Ⅰ（収支の部）
JALの業績はANAを下回る； 要因は貨物だけではない。 ANAの小型化と供給コントロール、費用削減の深さも絡む. この度公表されたJALの2022年度決算を ...
JALとANAを分析する 収益力に大きな差がついた､航空大手2社
売上高営業利益率（営業利益÷売上高）は6.1％です。一方、ANAは売上高3868億円に対し、営業利益は3億円ですから、売上高営業利益率は0.1％程度しかありません ...
ANAとJAL､｢航空チケット値上げ｣で決算に異変 - 東洋経済オンライン
経営破綻以降、収益性を重視する経営方針を取ってきた日本航空（JAL）に対し、ANAホールディングス（HD）は国際線を拡充し、売上高を積極的に伸ばしてきた。
ANA・JALはコロナ禍でどこまで追い込まれていたのか - 日経ビジネス
10月29日、ANAホールディングス（HD）は営業損益が1160億円の赤字となり、22年3月期通期の業績見通しも黒字予想から1250億円の赤字へ下方修正すると発表した ...
企業分析：ANA・JAL 国内航空2社比較 22年3月期決算より ～黒字化への ...
パイロット年収いくら？会社別紹介！なぜ高い？今後は下がる ...
SKY（スカイマーク）のパイロットの平均年収もまた、公表されておりませんが、推定値で、機長の平均推定年収は2200万円、副操縦士の推定平均年収は1200万円 ...
パイロットの技量は大丈夫か？ コロナで離着陸激減した航空業界
パイロットの技量は大丈夫か？ コロナで離着陸激減した航空業界. 大手各社の経営は上向きつつあるが、大事な安全面への配慮を忘れるな.
[PDF] 乗員政策等に係る検討について - 国土交通省
○JAL、ANA以外の主要航空会社では、パイロットの高齢化が進んでおり、航空機の運航に不可欠な機長の多くが数年で退. 職するため、機長候補となる人材の ...
パイロット不足は安全に影響を与えるか？ - 航空経営研究所
市場原理から、パイロットの不足が賃金の上昇に結びつくことは事実である。しかしこの不足の状況が改善する見込みは殆どないとなれば賃金の上昇は青天井 ...
パイロットに将来性はある？活躍できる場所やキャリアパスを知ろう
航空会社を中心とする民間企業や官公庁で働くパイロットは、厳しい基準をクリアして免許を取得しています。新型コロナウイルスの影響で打撃を受けた ...
日本の空を覆い始めたパイロット不足の難場
国土交通省は2022年時点における日本全体のパイロットの必要数を6700～7300人とする予測を発表している。LCC（格安航空会社）も含めて国内外で航空路線が ...
[PDF] 操縦士不足への対応
テラン機長があと数年で退職を迎えることから，今後，さらなる. 事業拡大を目指す中，操縦士不足の深刻化が見込まれている． また，LCCを除いた新規航空会社でも操縦士の高齢化 ...
世界の航空、パイロット確保急ぐ 訓練生増・基準緩和 - 日本経済新聞
コロナ禍でも“継続”成長した「あの航空会社」、ライバルはバス ...
なぜパイロット不足が起きたのか？ LCC大量欠航で浮き彫りになった世界 ...
大手航空会社比較】ANA・JALの違いとは-強み・社風・平均年収・職種別 ...
JALとANA「じゃない」パイロットの給与と出世、知られざる幸福度 ...
本稿では、おカネ事情と勤務事情を通じて、非大手（中堅航空会社、地域航空会社、LCC）の「知られざるパイロットの実態」を明らかにします。 パート1～お ...
日系航空会社でパイロット不足の懸念､"給与の壁"が障壁に
まず､日本はパイロットの給与が安いことだ。ある業界関係者によると､日本航空（JAL）とANAホールディングスの機長の平均年収は約2500万円。デルタ航空だと ...
事業規模 | ANAグループ企業情報
会社概要（全日本空輸株式会社） · 役員一覧（全日本 ... 売上・損益状況、資産状況、主要事業データをご覧いただけます。 ... 特別塗装機の保有機数は機材別保有機数に含まれ ...
航空業界の業界研究｜市場規模や今後の動向・仕組みや職種 ...
本記事は航空業界に関する業界研究を進める就活生向けに、航空業界の仕組みや業態、市場規模や現状、今後の動向について詳しく解説しています。
JAL・ANAよりもLCC？本当に航空業界に行きたいなら ... - Unistyle
JAL・ANAの大手2社とLCCとの間で営業利益・路線数・従業員などの規模感に大きな違いがあるのが分かります。また、大手2社ほどの営業利益を創出していない ...
[PDF] 参考資料 - 国土交通省
※ 主要航空会社：ANA,NCA,JTA,SKY,SNJ,SFJ,ADO ... 整備士の人数と年齢構成（主要航空会社、整備会社※） ... ○ 主要航空会社の操縦士は、約35％が航空大学 ...
パイロット不足見据え規制緩和 乗務時間の上限延長 国交省、育成へ奨学 ...
スカイマーク、「規模20倍」のANA・JALに勝てる領域拡大へ
航空業界には2強のANA・JAL、3位守るスカイマーク · 価格やサービス、2強とLCCの中間のポジションを取る · 人材育成に注力し「勝てる領域」を地道に広げる ...
航空業界を悩ます「パイロット不足」 需要急回復で問題再燃、かつては ...
「2030年問題」対策 日本の航空会社、豪で自社養成パイロット訓練 ...
航空業界では、2030年ごろにパイロットの数が極端に不足すると予測されている、いわゆる「2030年 ...
日本の観光立国化阻むパイロット不足、即戦力の外国人には給与の壁
2030年の6000万人誘致に向け、パイロットを1割以上増やす必要 · JALやANAのパイロットはほぼ自前、外国人の採用実績は乏しい.
航空2030年問題 - オフィス鴻
航空会社にとって2030年はバブル期に採用されたパイロットが定年退職期を迎えるため、アジア圏を中心にパイロット不足が懸念されています。
【2030年問題】パイロット不足解消へ。未来のパイロットを育てるフライトシュミレーターを体験！
パイロット不足「2030年問題」が10年前倒しで顕在化する理由 | inside ...
パイロット、どうして不足？ LCC続々、養成後手に - 日本経済新聞
経済インサイド】航空業界に流れる中国に転職の噂 パイロット大量退職 ...
運航整備士の業務拡大や外国人操縦士の切替迅速化 国交省
また、海外の機長など航空会社により可能な機長の認定範囲を拡大し、機長養成の迅速化を図る。 裾野拡大は3点で、整備士同様にSNS活動を進めるほか ...
パイロット不足を克服しよう - 日本経済新聞
パイロット不足を克服しよう · 航空整備士、人手不足に布石 機種別資格を一部共通化 · ピーチ、東南アジアでLCC激戦区に挑む 関空線12月拡大 · 北海道観光、 ...
ビジネス・アビエーションにおけるパイロット不足
世界的な操業停止は一時的な救いとなったが、現在も続く人手不足は航空業界全体を混乱させる力となっており、一部の航空会社は路線を削減し、他の航空会社はスケジュールを ...
航空会社のパイロット不足とパイロット需要をどのように満たすか
フロリダ フライヤーズ フライト アカデミーは、質の高いパイロット訓練への取り組みにより、飛行学校の卒業生に数多くの成功事例をもたらしてきました。 同社の ...
航空業界を悩ます「パイロット不足」 需要急回復で問題再燃
中国の航空会社のなかには. 「年収4000万円」. を提示し、日本の航空会社からパイロットを引き抜いた事例も出た。日本では2010（平成22）年のJAL経営 ...
プロが守る空の安全『航空安全とパイロットの危機管理』 - 成山堂書店
ICAOと我が国の最近の取り組み · 1.国家安全プログラム（SSP）の義務化：業務提供者（プロバイダー・航空会社）を規制・監督するための仕組みであるSSPの策定を ...
2040年の航空業界の未来は？わかりやすく解説 - TechSuite AI Blog
無人運航技術の実用化により、パイロット不足の解消や人件費の削減が期待できます。 ... 以下の表は、航空業界における循環型経済の取り組み例です。
欧エアバス、シンガポールでパイロット養成支援－航空機需要の拡大受け ...
世界で起こっているパイロット不足は本当なのか？ | 遙かなる大空
パイロットがいない!? 「AIRDO」の運休が深刻に – MONEY PLUS
パイロット専門の転職エージェント『Pilot Much.Com』スタート | 株式 ...
パイロット不足が深刻化、新聞募集広告や賃上げでも解消せず | inside ...
【ANA 企業研究】特徴と選考対策まとめ - Infraインターン
また、旅客運送事業という安定した収益源を武器に事業展開を積極的に行っている事も強みだと言えます。先ほど事業内容の部分で説明した通り、旅客や貨物の ...
全日本空輸（ANA） 「社員クチコミ」 就職・転職の ... - OpenWork
同業他社と比較しても劣っている部分が多く、大切に育てた若手社員がどんどん流出しています。同じ日系なので参考にできる部分も沢山あるはずです。
世界で最も素晴らしい航空会社トップ20［2023年版］
シンガポール航空が世界最高の航空会社に選ばれ、デルタ航空はアメリカの航空会社で唯一トップ20に入りました。日本の2社は3位と5位でした。
[PDF] お客様とのかかわり - ANA Group 企業情報
ANAグループでは、世界トップクラスの評価を得てい. る競合他社がひしめくアジアにて No.1を獲得すること. で、世界トップクラスの航空会社へ成長したいと考えて. います。
[PDF] On Track for Renewed Growth - ANA
好評な機内バーカウンターや評判の機内. 食など、お客様のニーズに応えた機内サービス、エン. タテイメントなどを他社に先駆け提供しています。 全日空はこれらの優れた ...
ANA」は利用激減でもブランド体験価値が向上、JALとの差は：日経クロス ...
ビジネスパーソンが選ぶ｢最強のエアライン｣ ANA､JALの順位は？1833人が ...
航空業界のANAのCS戦略に学ぶJXへの応援歌
[PDF] 持続的な企業価値向上に つなげる基盤 - ANA
航空産業からあまりにもかけ離. れた分野は大きなリスクが伴います。なぜ当社グループが. その事業を手掛けるのか、そしてANAグループの強みをど. のように活かすのか ...
全日空と日本航空の違い｜企業の強みや共通する業務内容・将来性 ...
全日空と日本航空ともに国内線は充実しており、国内のインフラ整備はほとんど整っているといえます。 インフラは常に成長し続け、国内では北陸や東北でも ...
ANAの企業研究｜manabel 就活部
[PDF] 我が国航空機産業の今後の方向性について
足下のRJ市場もパイロット不足等により先行き不透明。 14. 再掲：第 ... ○ 2030年までに欧州内需要の10%の域内採掘、40%の域内加工、15%の域内 ...
航空業界に流れる中国に転職の噂 パイロット大量退職「2030年 ...
しかし、皮肉にも同年のLCC大量減便でパイロット不足と私大の養成コースの認知が広まり、15年度以降は定員充足率は9割超えで推移している。 パイロット ...
[PDF] 我が国の航空機産業の現状と 航空産業を取り巻く国際的な環境変化
足下のRJ市場もパイロット不足等により先行き不透明。 32. Page 33 ... ○ 2030年までに欧州内需要の10%の域内採掘、40%の域内加工、15%の域内 ...
[PDF] 航空ビジョン 2040
機産業の技術が他の産業にも影響を及ぼす効果)に至っては約 103 兆円にも広がる ... 上記で提示したとおり、2040 年に倍増する航空輸送を見据えた航空ビジョンを具現化(実現).
パイロット訓練市場規模 |詳細な業界分析 [2030]
パイロット不足の増大により、予測期間中の市場の成長が促進されると予想されます ... 2023 年から 2030 年までの CAGR は 13.8%. ユニット. 価値 (10 億米ドル).
パイロットが大量に不足する「2030年問題」を知っていますか
パイロット獲得競争が熾烈を極め、年収4000万円を提示する航空会社もあるという。日本はパイロット不足が深刻化する「2030年問題」をどう乗り切るのか ...
旺盛なインバウンド需要の裏で深刻化する「パイロット不足」 年齢 ...
今後15年ほどで各航空会社の操縦士としての上限年齢に達する人が多い。パイロットが大量引退する「航空業界2030年問題」である。LCC（格安航空会社）は機長 ...
「パイロット不足」がこれだけ叫ばれているのに、簡単に増やせ ...
... パイロットの多くが2030年には定年を迎えるためだ。 この問題は日本だけではなく、米国ではすでにパイロット不足で欠航を余儀なくされた航空会社もある。
パイロット不足解消へ―急成長の『Pilot Much.Com』 - Aviation Wire
就職難のパイロットたち. 世界的な航空需要増大に伴い、航空業界ではパイロットが不足する「2030年問題」が懸念されている。特に、国土が広く ...
相次ぐ航空機トラブルの陰に「空の2030年問題」 人手不足でも“憧れ ...
グランドスタッフの人手不足解消に50社協力のもと「空港グランド ...
50社が連携し、人手不足解消を目指す「空港グランドハンドリング協会」設立。航空業界の成長を支える新たな組織が登場。旅客サービスから貨物搭載 ...
[PDF] 統合報告書 2023 - ANA
本報告書では、2022年4月1日から2023年3月31日までの事業活動を網羅しています。 （2023年4月以降に開始した一部の事業活動の内容を含みます）. • 本文中の ...
［社説］空港の人手不足の克服を - 日本経済新聞
ANAホールディングスや日本航空はコロナ禍でも運航乗務員や客室乗務員の雇用を維持したので、機上で働く人は足りている。 だがグラハン業務や保安検査 ...
ANAとJALの就職人気が回復した航空業界、課題は人手不足とSAF ...
ANAとJALの就職人気が回復した航空業界、課題は人手不足とSAF【業界研究ニュース】 ... 国内線も国際線も持ち、多くのグループ会社を抱えるのはANAとJALの2 ...
[PDF] ワクワクで 満たされる 世界を - ANA
• 航空運賃の高止まり. • 貨物事業の収益性向上. • デジタル化・生成AIの進展. • 事業構造改革によるコスト構造の強化. リスク. • 航空業界の人手不足.
空港の地上業務で人手不足 解消へ業界団体が発足(2023年8月26日)
... 人材不足をはじめとする課題に取り組み、業界を持続的に発展させ、日本経済や社会に貢献していき ...
人手不足が深刻化「グラハン」盛り上げる…ANA、魅力発信へ ...
グラハンの人手不足は深刻だが、大変さだけでなく魅力を伝えなければ人材は確保できない。あの手この手で魅力を発信し業界の活性化を目指す。 【関連記事】 ...
全日空と日本航空 地上業務の効率化で新たな取り組み - NHKニュース
航空業界では、新型コロナの影響などで人手不足が続き、各社が業務の効率化を進めることができるのかが課題となっています。 このうち、荷物の積み ...
【＜ANA＞の機体誘導を＜JAL＞のスタッフが…】「全日空」と「日本航空」 企業の枠超え『空港の地上業務スタッフ』の業務効率化に取り組む スタッフの人手不足に対応（仙台空港）
空港の地上業務で人手不足 解消へ業界団体が発足(2023年8月26日)
ANAとJAL、人手不足に対応するため業務や施設を共有化 | 訪日ラボ
安全に大きな支障…空港の地上支援、人手不足の深刻度｜ニュースイッチ ...
JAL機の衝突事故でANAは首位陥落危機を回避？「想定外」が重なるシェア ...
[PDF] 空港業務の持続的発展に向けたビジョン - 国土交通省
足元の採用数は、航空需要回復の兆しが見えてきたことや、地域を挙げた対策、国の人材確. 保等に関する支援事業の活用等もあり、徐々に回復傾向にあるが、 ...
高等学校、企業との有機的連携による航空人材育成事業
本学では毎年一定数の学生を航空業界に輩出しているが、2030年の人材不足問題の解決に向け、今以上に、必要な資格や知識を持った航空人材の育成が課題となる。 企業側の ...
航空業界の今後は？コロナ後の回復戦略と課題を解説！
政府は、2030年までに訪日外国人旅行者数を6,000万人にするという目標を掲げ、空港の機能強化を進めています。たとえば、羽田空港では新しい飛行経路 ...
【航空業界2030年問題】パイロットの大量退職に加え整備士・空港 ...
航空整備士も「50歳以上が約4割」 人手不足はパイロットだけではない。航空整備士も高年齢化が進んでおり、深刻な人手不足が懸念されている。
[PDF] 空港業務における現状と取組状況 - 国土交通省
・グラハンの人材不足は深刻な状況が続いているにも関わらず、特定技能外国人を受入れている空港は羽田・成田等一部の空港に. 限られている。また、 ...
特定技能「航空」とは？職種から受け入れ方法まで詳しく解説 - dnus
航空分野では人手不足が深刻で、2023年には8000人が不足すると予想されています。そんな中日本政府は人手不足の解決策として特定技能「航空」を施行 ...
国際 間航空のためのカーボン・オフセットおよび削減スキーム ...
気候変動対策は主に国ごとに検討されますが、国際航空分野では国境を越えて移動することから、国際的な取り決めが必要です。それがCORSIAです。 CORSIAと ...
[PDF] 2030/40 年の外国人との共生社会の 実現に向けた取り組み 調査 ...
「2030/40 年の外国人の共生社会の実現に向けた取り組み」調査・研究は各界を代表する有識者. で構成されるハイレベル会合と専門家により構成された ...
航空業界2030年問題】人手不足“三重苦”がもたらす地方衰退 赤字路線は ...
航空業界の人手不足と外国人雇用の状況について解説 - カナエル～特定 ...
2030年問題とは？超高齢化と人材不足・AI時代の生き残り対策を解説 ...
航空会社の就職術とは？ 基本の就活対策から成功の秘訣まで解説 | PORT ...
最新情報まとめ】特定技能「航空分野」における今後の受け入れ見込みや ...
2023年航空会社ブランド価値ランキング、米デルタ5年連続1位
デルタ航空が5年連続1位、南米進出と持続可能性が高い評価 · 持続可能性に関する評価、ANAが9位にランクイン · 成長著しい航空会社トップはエチオピア航空.
[PDF] 航空を取り巻く社会情勢等について（補足資料） - 国土交通省
世界経済の成長率が2％程度の水準を割り込むと航空会社の営業利益がマイナスとなる傾向がある. 世界経済の成長率が2％程度の水準を割り込むと航空会社の営業利益がマイナスと ...
2030年問題」対策 日本の航空会社、豪で自社養成パイロット訓練開始 ...
日本の観光立国化阻むパイロット不足、即戦力の外国人には給与の壁
まず、日本はパイロットの給与が安いことだ。ある業界関係者によると、日本航空（JAL）とANAホールディングスの機長の平均年収は約2500万円。デルタ航空だと ...
2030年にはパイロットが足りなくなる？ 航空業界を襲う深刻な ...
2030年には深刻なパイロット不足に陥り、旅客機の運行便数が減ってしまうかもしれないという。航空業界は現在、この「2030年問題」に危機感を募らせている ...
JALが「稲盛イズム」と決別？ANAを再逆転へ、破綻以来の“禁じ手”解禁 ...
JALの2022年度決算解析とANAとの比較Ⅱ（財務の部） - 航空経営研究所
2022年航空会社人気ランキングSkytrax発表、カタール航空2連覇 ANAは4 ...
格付け会社の航空会社ランキング2023、総合1位はシンガポール航空
SKYTRAX社が、2023年の航空会社ランキングを発表。総合ランキングのトップはシンガポール航空。ANAは3位、JALは5位にランクアップ。