Tag Archives: ANA-All Nippon Airways

Photo: ANA (All Nippon Airways) Boeing 787-9 Dreamliner JA927A (msn 61528) (Inspiration of Japan) PAE (Nick Dean). Image: 954572.


Copyright Photo: Latest delivery: ANA (All Nippon Airways) Boeing 787-9 Dreamliner JA927A (msn 61528) (Inspiration of Japan) PAE (Nick Dean). Image: 954572.

ANA to install world’s first hands-free lavatory doors on 21 aircraft

All Nippon Airways (ANA), Japan’s largest and 5-Star airline for eight consecutive years, has partnered with JAMCO Corporation to develop the world’s first hands-free door that allows easy access to lavatories on its aircraft. The innovative door was developed as part of the ANA Care Promise initiative, and will help limit potential vectors for the transmission of pathogens. The first hands-free doors will be introduced to domestic flights starting May 1.

“Guided by the principles of ANA Care Promise, we have continued to invest in the development and implementation of innovative technologies because the health and safety of passengers and our staff is the top priority,” said Shinichi Inoue, Senior Executive Vice President, Customer Experience Management & Planning. “The hands-free lavatory door is the latest example of us putting this principle into practice as we look for ways to make the travel experience safer and more convenient.”

The new lavatory door is equipped with a large inner door locking knob and an additional handle so that passengers can use their elbows to unlock the door. Because the door mechanism is different to those found on other aircraft, signage has been placed near the lavatory to provide operational instructions.

ANA (All Nippon Airways) - Air Japan Boeing 787-9 Dreamliner JA899A (msn 34519) (Star Alliance) NRT (Akira Uekawa). Image: 953557.

Above Copyright Photo: ANA (All Nippon Airways) – Air Japan Boeing 787-9 Dreamliner JA899A (msn 34519) (Star Alliance) NRT (Akira Uekawa). Image: 953557.

The hands-free lavatory will be installed on 11 Boeing 787-8 Dreamliners, two Boeing 787-9 aircraft, and eight Boeing 777-200s. The initial installation will be for aircrafts serving domestic routes, while ANA hopes to introduce the system to all domestic and international aircraft in the future.

To help mitigate the spread of COVID-19 and other pathogens, ANA has instituted the ANA Care Promise program which goes above and beyond the recommendations from public health officials in order to keep passengers and employees healthy. With such efforts, ANA is the first airline in Asia and only the fourth in the world to receive the SKYTRAX Airline Safety 5-Star rating which confirms the effectiveness of ANA Care Promise.

ANA aircraft slide show:

ANA to temporarily change service on select international routes due to the Coronavirus

ANA – All Nippon Airways has made this announcement:

  • Starting from December, service for Tokyo Haneda = Honolulu will be increased from two round trips per month to two round trips per week. In addition, two round trips will be added during the end of the year and New Year holiday period.
  • Total service for Haneda – Honolulu between December to January will increase from four round trips to seventeen round trips.*1
  • In November, ANA will offer one flight per month for Tokyo Narita – Mumbai route as a tentative flight.
  • In November, service on the Tokyo Narita – Manila route will increase to three flights per week, and the Vienna – Tokyo Haneda route will increase to one flight per month.
  • *1 Haneda – Honolulu routes service date (the underlined are included in today’s announcement): Dec. 4, 7, 11, 14, 18, 21, 25, 29, Jan. 1, 2, 4, 8, 15, 18, 22, 25, 29. (Retrun flights will be departing on the next day)

All Nippon Airways (ANA) will temporarily change its flight frequency to select cities. Based on changes to immigration guidelines, recently instituted public health quarantine measures and passenger demand trends due to the widespread impact of COVID-19, we have decided to review our flight schedules from November to January for select routes. We apologize for the inconvenience caused and appreciate your kind understanding.

ANA will continue to monitor local immigration restrictions and quarantine guidelines as well as demand trends and travel viability as it decides on the frequency of flights and when to resume certain routes. In addition, ANA will promote the “ANA Care Promise,blank“, its initiative to provide a clean and hygienic environment at airports and aboard aircraft so that all customers can travel safely and comfortably.

Changes to the Schedule (November 1 – 30, 2020):
A total of 15 flights serving 3 routes will be affected from Nov. 1 to 30 by the changes announced today.

  • *The total number of flights includes tentative flights.

Additional Announcements as of today:

  • *1 Flights operated by ANA under Air Travel Bubble established by Government of India for Japan.

Changes to the Schedule (December 1, 2020 – January 31, 2021):
A total of 26 flights serving 1 route will be affected from Dec. 1 to Jan. 31 by the changes announced today.

Additional Announcements as of today:

  • * Operate on B789 (215 seats). Service on Dec. 11, 25, Jan. 1 and 15 will operate on B789 (246 seats).
  • * The announced plan above is subject to the approval of relevant authorities, and the aircraft may change depending on the flight status.

Due to the strengthening of quarantine measures in each region, changes in immigration conditions and other precautions are being implemented. For customers planning to travel, please check the latest information from embassies, consulates, and health institutions in your destination.

From September 25, all visitors traveling from Japan to China will be required to obtain a certificate showing negative results from a PCR test taken within 3 days prior to the departure date.

ANA aircraft photo gallery:

ANA to establish a low-cost 300+ seat 787 brand based on the Air Japan unit, will retire 22 Boeing 777s

ANA Holdings has announced transformative measures to a new business model, designed to strengthen the company’s operations and position itself for future growth. Through the ongoing crisis, ANA has taken steps to independently maintain our business operations, ranging from the suspension of flights to cost cutting measures. However, as the outbreak of COVID-19 is yet to settle, the ANA Group will carry out structural business reforms to address how travel has changed to build resilience toward any future global risks.

Qualitative and Quantitative Shifts in Air Travel Demand

  • ① Demand from business travel will decrease and likely not fully return to previous levels due to changes to the nature of work, such as the widespread popularity of online conferences and meetings.
  • ② Demand for leisure and visiting friends and relatives (VFR) will likely continue to remain robust, with potential growth from new segments including new working environments and multiple residency.
  • ③ New potential for demand is expected from untapped markets with preference for greater hygiene during travel, airlines with high ESG policies, adoption of contactless and automated options, simplistic services as well as more customization options.

“ANA HD is embarking on an ambitious transformation that will strengthen operations and position it for long term growth and success in a market still reeling from COVID-19,” said Shinya Katanozaka, President and Chief Executive Officer of ANA HOLDINGS INC. “As we work to fully account for the current situation, we will introduce a new business structure based on two major strategies. This comprehensive transformation initiative is not simply about cutting costs, instead it will address how travel has changed so that ANA HD has a framework for an entirely new, future-oriented operational strategy.”

  • 1. Transform the Group Airline Business Model

    • ・In addition to ANA and Peach Aviation Limited, establish a third airline brand based on the Air Japan unit, and pursue sustainable growth through transforming the services of the Group’s airlines to cater to a wider range of customer needs in price range and services.
    • ・Transform the services of each airline to match the values of the “new normal” during and post COVID-19, and through strengthening the cooperation in its marketing activities and smooth migration among the brands, actively promote measures to maximize the lifetime value of our customers.
  • ① ANA brand

    • ・As the premium airline brand of the ANA Group, transform into an airline that places an emphasis on “universal service” by providing new products and services that meet the needs of the post-COVID customers as a brand that is considerate to the well-being of people and the environment.
    • ・Utilizing digital technology, promote integrated services with a focus on “personalization” and “customized service.”
    • ・Realize a growth model that can continuously generate profits in the post-COVID era by improving productivity with more automated operations and improving work efficiency.
  • ② Peach Aviation

    • ・In addition to the existing leisure demand, expand the customer base to business passengers and families through wider cooperation in marketing with ANA through the addition of initiatives such as the exchange of ANA mileages to Peach Aviation’s points.
    • ・Further develop the Peach Aviation business by increasing cooperation with regional entities on new work and vacation styles and the utilization of customer information in promoting social media activity.
    • ・With its relocation to Terminal 1 at Narita Airport on October 25, expand demand through its improved convenience and synergies with ANA for travelers around the Tokyo metropolitan area.
    • ・Expand the medium-distance international routes with new A321LR aircraft-based products/services.
    • ・Enter the air cargo business in collaboration with ANA and ANA Cargo (ACX).
  • ③ New Airline Brand

    • ANA Group will establish a third airline brand around fiscal 2022, to raise profits by targeting demand for low-cost, medium-distance flights to destinations in Southeast Asia and Oceania.
    • ・By using the current Air Japan entity as the foundation, the brand will be capable of responding to sudden changes in demand and begin operations quickly after its establishment.
    • ・Low unit cost operations will be delivered on this brand through the utilization of the 787 aircraft configured with 300+ seats.
  • 2. ANA Group’s Transformation to a New Business Model

    • ・ANA Group will launch a data platform business based on the point-of-contact with all of our customers that we engage with in the airline business, travel business and business from our ANA branded credit cards to increase profits from our non-airline operations.
    • ・Through employing the strategies ANA Group has accumulated for more than 10 years from its regional and metropolitan businesses, redefine the business in regional areas and by making use of a wide range of resources, deliver value to both the local regions and ANA.
  • ① Realization of a New Data-Driven Platform Business

    • ・Led by ANA X, create a data platform business that best utilizes the customer data accumulated from the ANA apps, website and other digital touchpoints of the ANA Group.
    • ・With a focus on the airline, travel and ANA branded credit card business with transaction volume of approximately 4 trillion yen (based on 2019 figures), create value beyond the airline operations by maximizing the lifetime value of our customers through all businesses of the ANA Group.
  • ② Reorganization and Digitization of the Travel Business

    • ・ANA Sales Co., Ltd. will be split off, and its travel business unit will be merged with ANA X Co., Ltd., to build a data-driven platform business unit (aimed to launch in April 2021).
    • ・Digitizing the travel business will help the customers be introduced to ANA Group’s platform business.
  • ③ Evolve the Airline Sales Business to a Regional Business Development Entity

    • ・The efficiency of the airline sales business at ANA Sales will be improved and in addition, the unit will evolve into a regional business company that will serve a range of trade purposes and raise the presence of the ANA Group and develop new attractions in regional areas. The unit will develop goods and services for a digital platform in each local area and deliver ANA Group goods and services to each region simultaneously as well.
  • 3. Temporary Downsizing of Operations, and Other Measures to Offset the Impact of COVID-19

    • ・Through reviewing the cost structure to overcome the COVID-19 crisis, ANA Group will strategically plan a profitable route network and temporarily reduce the scale of the airline operations by further cost cuts centered on fixed costs such as reducing the aircraft fleet.
    • ・To transform into a new business model and position us for future growth, we will implement various measures to protect jobs.
    • ・The cost reduction effects is expected to be approximately 150 billion yen* for this fiscal year, and approximately 250 billion yen* in fiscal 2021.

      • *Comparison with our initial plan for FY2020 with total cost cut impact from reducing fixed costs.

1) Review and adjust the scale and route network of the Group’s airline operations

  • ① ANA brand

    • ・International route network: Based on the immigration control, public health quarantine measures and passenger demand, resume operations on routes from Haneda Airport. Position Narita airport as a key location as well, and gradually resume operations.
    • ・Domestic route network: Prioritize the operations and business centered around destinations with higher demand, and manage the scale of operations through utilizing smaller aircrafts.
  • ② Peach Aviation brand

    • ・International route network: Resume operations flexibly based on trends in demand.
    • ・Domestic route network: Through maximizing the strengths as a LCC and strategically differentiating with ANA, prioritize the operations and business centered around Kansai and Narita. In December 2020, expand network at Chubu airport.

2) Reform the Cost Structure Focusing on Fixed Costs

  • ① Downsize fleet through reducing large-sized aircrafts

    • ANA will retire a total of 35 aircraft in 2020, an addition of 28 aircraft from its initial plan of seven.
    • ・Out of the 35 aircrafts to be retired, 22 are the Boeing 777 models. The delayed delivery is for one Boeing 777 and one A380 aircraft, resulting in a reduction of 24 large-sized aircrafts compared to the initial plan for the end of FY2020.
    • ・The entire ANA Group’s fleet, including Peach Aviation, will be reduced by 33 aircraft compared to the initial plan for the end of FY2020.
    • ・Investments on capital expenditure will be reduced or delayed for preexisting orders of aircrafts.
  • ② Cost reduction in procurement

    • ・Centralize procurement functions on goods for inflight services, maintenance components, vehicles and expendable goods to cut costs and raise efficiency in the negotiation and purchasing process.
    • ・Through centralizing the procurement functions, improve the accuracy in purchasing, delivery, and warehouse management.
  • ③ Cost reduction in office space rent

    • ・Reduce office space rent by downsizing and consolidating offices based on the usage level of each office from the changed work styles.
  • ④ Review unprofitable businesses and assets

    • ・Dissolve the PanAM International Flight Academy in USA.
  • ⑤ Increase cooperation among the maintenance units

    • ・Deepen the cooperation between ANA, Peach Aviation and partner airlines to build a productive maintenance structure.

3) Measures to Maintain Employment for Future Growth
ANA Group will reduce labor costs through shifting outsourced business to in-house development and temporarily relocating employees internally and externally, and protect the laborforce for future growth.

  • ① Shift outsourced business to in-house development

    • • Shift to in-house management of previously outsourced tasks such as the maintenance of aircrafts and engines, ground handling at airports and maintenance facilities.
  • ② Reorganization and relocation of staff within the ANA Group

    • • Maximize efficiency and productivity through the relocation of staff among different airports, locations and business units.
  • ③ Dispatch ANA Group employees to external entities

    • • Dispatch employees to improve hospitality and service skills to companies with a laborforce shortage.
    • • The jobs at the external entities will be call center work, hotel concierge, reception and secretarial jobs, and by December 2020, we plan to dispatch about 100 employees to 10 companies. We will continue to expand the scale and expect more than 400 employees to be dispatched by next spring.
  • ④ Measures related to wages

    • • Curb wage-related costs through a proposal to the labor union on reducing wages, bonuses, expansion of unpaid leaves and other measures.

ANA reports a net loss of 188.4 billion yen for 6 months ended September 30, 2020

ANA Holdings has made this announcement:

ANA Holdings Inc. has reported its financial results for the six months ended September 30, 2020.

In the first six months of fiscal year 2020 (April 1, 2020 – September 30, 2020; hereinafter the “six months ended September 30, 2020”), although the Japanese economy is naturally in a difficult position due to the effects of COVID-19, including a sudden decrease in corporate earnings and a weakening trend in terms of employment, we are now seeing movement toward a recovery.

The airline industries environment have faced an unprecedented worldwide severe condition, because the passenger demand dramatically decreased by immigration restrictions and stay-at-home requests.

Under these economic conditions, operating revenues decreased rapidly to 291.8 billion yen due to the severe impact on all segments. ANA Group implemented cost reduction measures of 333.0 billion yen by decreasing the fixed expenses, in addition to reducing variable expenses due to curbing the scale of operations. However, due to the extremely large reduction in operating revenues, operating loss was 280.9 billion yen, ordinary loss was 268.6 billion yen and net loss attributable to owners of the parent was 188.4 billion yen due to the recording of deferred tax asset of about 76 billion yen, etc.

“Compared with the first quarter, the second quarter has recovered significantly, which proves that we’ve already bottomed out and are seeing dramatic recovery.”, said Ichiro Fukuzawa, Executive Vice President and Chief Financial Officer of ANA HOLDINGS INC. “Though we have faced cumulative losses in the first half of the fiscal year, the entire organization has shown strength and resolve in uniting to make the necessary sacrifices and support the required changes to get us through this COVID-19 outbreak and positioned for the future. I am confident that the shared spirit of the ANA Group and its employees, combined with our Business Structure Reform Plan, we will lead to future growth and success.”

  • ・Due to the effects, customer demand decreased dramatically and operating revenues have significantly decreased year on year.
  • ・Although passenger demand for domestic routes has recovered steadily since the emergency travel restrictions were lifted in May, demand for international routes remains greatly diminished.
  • ・In addition to reducing fuel costs and airport landing fees by constraining the scale of operations to match the decline in demand, the ANA Group also took steps to reduce personnel costs, such as remuneration for officers, wages of managerial personnel and bonuses, but a large operating loss was still recorded.
  • ・Furthermore, as the impact of COVID-19 continues, the ANA Group has engaged in the creation of clean and sanitary environments in airports, lounges, and aircraft cabins to enable customers to use aircraft safely and with reassuring comfort.

Air Transportation

  • 1. International Passenger Service (ANA)

    • ・In the international passenger services, both passenger numbers and revenue decreased significantly year on year. This was due to continuation of the substantial decline in passenger demand from April onward due to the continuation of immigration restrictions in countries worldwide caused by the effects of COVID-19.
    • ・In terms of the route networks, Large-scale operation suspensions, and reduced flight numbers persist in route networks, and we have worked to ascertain the demand of personnel stationed overseas, personnel returning to Japan from overseas, etc., and to select which routes to continue operating and to set temporary flights. As a result, the scale of operations was 15.6 percent compared to the same period last year.
    • ・In terms of sales and services, we set temporal discounted fares for one-way trips flying out of Japan in order to draw in demand for personnel being stationed overseas and foreign exchange students from August. Furthermore, starting from September we began offering customers the option to search, reserve, and pay for flights on “Google Flights,” a function offered by Google that compares airplane tickets, without going to the ANA official website, making it even easier for customers to reserve and purchase tickets for international flights.

As a result, revenue from international passenger service decreased by 318.9 billion yen (down 94.2 percent year-on-year).

  • 2. Domestic Passenger Service (ANA)

    • ・Domestic passenger services have been heavily affected by COVID-19, with passenger numbers and revenues decreasing significantly compared to the same period in the previous year. After the emergency restrictions were lifted in May, although passenger demand has steadily recovered, this demand may still be readily affected by trends in the number of people infected with COVID-19.
    • ・In terms of the route networks, the scale of operations for the first quarter was 26.7 percent year-on-year, but by increasing the number of flights in tandem with the recovery in demand, this number went up to 50.7 percent for the second quarter (July-September, 2020). We will continue our focus on the state of the spread of COVID-19 and demand trends, and work to flexibly optimize the scale of operations.
    • ・In terms of sales and services, although we had previously offered, in light of the effects of COVID-19, special measures to refund the tickets or change the boarding date without any additional fee until June, starting in July we began “Free and Easy Change Campaign” that would allow our customers to change flight dates and destinations without handling fees so that our customers could safely use fly with us without worry even as the future degree to which COVID-19 would spread remained uncertain. Furthermore, as the number of flights increased, in July we also reopened a portion of Terminal 2 of Haneda Airport that had been closed off, and introduced our self-service baggage drop machine, “ANA Baggage Drop” at Osaka(Itami) Airport, the fifth airport in Japan at which we have used these machines, in order to better improve our convenience as a full-service carrier.

Revenue from domestic passenger service decreased by 289.7 billion yen (down 78.6 percent year-on-year).

  • 3. Cargo Service (ANA)

    • ・With respect to international cargo, even as the effects of COVID-19 caused suspensions and reductions of passenger flights at a global scale, and the amount of supplied cargo space trended low, an increase in demand for emergency cargo such as masks combined with a steady recovery in demand for completed vehicles and vehicle components, as well as semiconductors and other electronic equipment has prolonged the tightness of demand from August. In these conditions, the ANA Group has worked to draw in this demand by setting temporary flights and charter flights using cargo aircraft, and assertively promoting the operation of temporary cargo flights using passenger aircraft. As a result, although transportation loads have decreased significantly compared to the same period last year due to the effects of large scale operation suspensions and flight reductions of passenger flights, we were able to ensure revenues at levels comparable to the previous year.

Revenue from international cargo service decreased by 0.3 billion yen (down 0.6 percent year-on-year) and revenue from domestic cargo service decreased by 3.9 billion yen (down 31.6 percent year-on-year).

  • 4. LCC (Peach Aviation)

    • ・Both passenger numbers and revenue of Peach Aviation decreased significantly year on year due to the suspension and reduction of flights in tandem with the decline in demand caused by the effects of COVID-19. Although passenger demand for domestic routes has been recovering steadily since the emergency restrictions were lifted in May, demand is still lower when compared to the same period for the previous year.
    • ・With respect to route networks, although the scale of operations for domestic routes in the first quarter were 42.0 percent year-on-year, we restored routes and expanded on our routes, such as our newly established Narita to Kushiro and Narita to Miyazaki routes, in our network to coincide with increases in passenger demand, thereby resulting in the scale of operations for the second quarter (July – September, 2020) that was 112.4 percent year-on-year.
    • ・With respect to international routes, flights on all routes have been suspended since the middle of March due to immigration restrictions imposed by each nation, but as these restrictions ease, and other changes take hold, we will flexibly adapt to changes in our environment by, for example, restarting the following flights in October on a 3 round-trips per week schedule: Haneda-Taipei (Taoyuan), Narita-Taipei (Taoyuan), and Kansai-Taipei (Taoyuan).

As a result, revenue from the LCC segment decreased by 37.7 billion yen (down 81.7 percent year-on-year).

  • 5. Others

    • ・Other revenue in Air Transportation was 68.1 billion yen (down 37.5 percent year-on-year). This includes revenue from the mileage program, in-flight sales revenue, and revenue from maintenance contracts, etc.
  • Airline Related, Travel Services, Trade and Retail, and Others

    • ・As a result of a decrease in contracts for ground handling services, such as passenger check-in and baggage handling at all airports, and the decrease in contracts related to in-flight meals due to the impact of suspension and reduction of flights of various airlines due to COVID-19, operating revenues decreased to 119.8 billion yen (down 19.6 percent year on year). Meanwhile, operating income increased to 8.7 billion yen (up 17.6 percent year on year) due to the reduction of personnel expense.
    • ・Travel services have been heavily affected by the spread of COVID-19 with respect to both domestic and overseas travel services. Due to the effects of travel restrictions on overseas travel services, all tours operated by the ANA Group have been suspended. Furthermore, although domestic travel services are steadily recovering through various factors such as the support of our “Go To Travel” campaign, domestic travel services remain significantly below the levels seen during the same period of time last year. As a result of the foregoing, operating revenues have decreased to 13.8 billion yen (down 83.2 percent year-on-year) and an operating loss of 4.0 billion yen (compared to operating proft of 1.3 billion yen in the same period last year) was recorded.
    • ・The spread of COVID-19 has significantly impacted our retail division, primarily centered around ANA DUTY FREE SHOP airport tax-free stores, and ANA FESTA shops in airports. Although ANA FESTA is seeing a steady recovery in tandem with the recovery in domestic passenger service numbers, revenue losses are still significant when compared to the same period last year. Furthermore, in the lifestyle-industries business, trade in food, beverages, and amenities also decreased significantly. As a result, operating revenue decreased to 38.2 billion yen (down 49.6 percent year-on-year), and an operating loss of 2.8 billion yen (compared to operating proft of 1.9 billion yen in the same period last year) was recorded.
    • ・The revenue in the airline security business and the facility management business decreased due to closures of airport facilities and a decrease in construction projects caused by COVID-19. As a result, operating revenues decreased to 18.5 billion yen (down 11.6 percent year-on-year) and operating income decreased by 43.5 percent year-on-year to 0.8 billion yen.

Outlook for the FY2020 (April 2020 – March 2021)

  • ・The ANA Group is to announce its earnings forecast based on decisions made in line with information available at the present time; a forecast that has not been confirmed to date due to difficulties in making proper and rational calculations as a result of the effects of COVID-19, which has led to extreme uncertainty on income trends and similar factors.
  • ・There has been a significant declined in passenger demand, which has been severely affected by the immigration restrictions around the world and the voluntary restraints on movement within Japan that have accompanied the spread of COVID-19. While demand is gradually recovering in the second half, it is not expected to return to the level of the previous year and operating revenues for the year ending March 31, 2021 are predicted to be down about 60 percent on those for the year ended March 31, 2020. Meanwhile, operating revenues have suffered a significant downturn and profits of the year are significantly lower than those for the year ended March 31, 2020 despite efforts to cut variable costs by curtailing the scale of flights and to also make savings on fixed costs such as personnel and aircraft expenses. Consequently, as mentioned above, ANA Group expects to record an operating loss, an ordinary loss and a net loss attributable to owners of the parent for the year ending March 31, 2021.
  • ・Furthermore, it is expected that a special loss of 110.0 billion yen will be recorded, which includes 73.0 billion yen of impairment losses incurred as a result of the large-scale retirement of aircraft, which is being made to improve earnings as reported in “ANA Group’s Transformation to a New Business Model” announced today; note that these impairment losses include those on facilities and equipment.
  • ・At present, the forecast for consolidate results for the fiscal year ending March 31, 2021 is as follows: operating revenues 740.0 billion yen (down 62.5 percent year-on-year); operating loss 505.0 billion yen (from an operating income of 60.8 billion yen in the previous fiscal year); ordinary loss 500.0 billion yen (from an ordinary income of 59.3 billion yen in the previous fiscal year); and net loss attributable to owners of the parent was 510.0 billion yen (from a net income of 27.6 billion yen in the previous fiscal year).
  • ・These calculations were made based on the assumptions that the exchange rate is 110 yen to one U.S. dollar, and indices for fuel costs as follows; the market price for crude oil on the Dubai market is 40 U.S. dollars per barrel, while Singapore kerosene costs are 50 U.S. dollars per barrel.

JAL and ANA operated this Boeing 787 for the torch relay of Tokyo 2020 Olympic Games (now rescheduled)

2020 Tokyo Olympic Torch relay aircraft

JAL and ANA jointly operated this Boeing 787-8 Dreamliner (JA837J) for the torch relay flight of the Tokyo 2020 Olympic Games. The aircraft carries the logos of both carriers.

JA837J is pictured arriving at Tokyo (Narita) (NRT) on March 20 after completing the mission carrying the torch from Athens to JASDF Matsushima Air Base. This livery was applied for about only a week, until the plane got repainted to the regular JAL scheme soon after this landing.

This will become a very rare photo since the Tokyo 2020 Olympic Games has been rescheduled for July 23, 2021 due to the coronavirus crisis.

Top Copyright Photo: JAL and ANA Boeing 787-8 Dreamliner JA837J (msn 34860) (Tokyo 2020) NRT (Akira Uekawa). Image: 949531.

JAL aircraft slide show:


ANA cuts more flights for the summer season

All Nippon Airways (ANA) will temporarily change its flight frequency to and from select cities.

Changes to the FY2020 summer schedule (March 29 – April 24)
A total of 11 flights serving 9 routes to the following cities will be affected by the changes announced today, bringing the total number of affected flights during the summer schedule (March 29 – April 24) to 3,943 serving 71 different routes.

  • * Before the changes, ANA planned to serve a total of 4,653 flights serving 72 routes from March 29 until April 24.

Today’s announcement is marked in yellow and unaffected flights are marked in grey.

Asia / Oceania

North America / Panpacific


Flight schedule for Narita = Hong Kong (NH1929/1930)

ANA will continue to closely monitor the situation and will take appropriate action when needed.

ANA Aircraft photo gallery:

ANA to temporarily suspend service on domestic routes due to the coronavirus

All Nippon Airways (ANA) will reduce its flight frequency on select domestic cities.

Domestic flights to the following cities from March 6 – 12 will be affected:

ANA will continue to closely monitor the situation and will take appropriate action when needed.

International flights:

In light of reduced passenger demand due to the spread of the new-type coronavirus, we have decided additionally to temporarily suspend, reduce the number of flights, or downsize aircraft for the following international routes.

International Services: Temporary Suspensions / Reductions / Aircraft Downsizing

  • The symbol “=” indicates the locations between which the route is operated.
Routes to/from Tokyo (Narita)
Sector Flight No. Date Response
Tokyo(Narita)  =  Wuhan NH937/NH938 January 23 – March 28 Suspended *1
Tokyo(Narita) = Beijing NH955/NH956 February 10 – March 28 Suspended *1
Tokyo(Narita) = Shanghai(Pudong) NH919/NH920 February 10 – March 28 Downsized
Tokyo(Narita) = Shanghai(Pudong) NH959/NH960 February 10 – March 1 Downsized
Tokyo(Narita) = Shanghai(Pudong) NH959/NH960 March 2 – March 28 Suspended
Announced on Feb. 25
Tokyo(Narita) = Shanghai(Pudong) NH921/NH922 February 10 – March 28 Suspended *1
Tokyo(Narita) = Qingdao NH927/NH928 February 20 – March 28 Downsized / Reduction (from 7 flights to 4 flights per week) *2
Tokyo(Narita) = Dalian NH903/NH904 February 20 – March 28 Downsized / Reduction (from 7 flights to 4 flights per week) *2
Tokyo(Narita) = Hangzhou NH929/NH930 February 10 – March 28 Suspended
Tokyo(Narita) = Xiamen NH935/NH936 February 10 – March 28 Reduction (from 7 flights to 4 flights per week) *2
Tokyo(Narita) = Shenyang NH925/NH926 February 10 – March 28 Suspended *1
Tokyo(Narita) = Chengdu NH943,NH947/NH948 February 18 – March 28 Suspended *1
Tokyo(Narita) = Guangzhou NH933/NH934 February 10 – March 28 Suspended *1
Routes to/from Tokyo (Haneda)
Sector Flight No. Date Response
Tokyo(Haneda) = Beijing NH963/NH964 February 10 – March 28 Suspended *1
Tokyo(Haneda) = Shanghai(Pudong) NH971/NH972 February 10 – March 28 Suspended *1
Tokyo(Haneda) = Shanghai(Hongqiao) NH969/NH970 February 20 – March 28 Suspended
It will operate on Feb. 29.
Routes to/from Osaka (Kansai)
Sector Flight No. Date Response
Osaka(Kansai) = Shanghai(Pudong) NH973/NH974 February 17 – March 1 Downsized
Osaka(Kansai) = Shanghai(Pudong) NH973/NH974 March 2 – March 28 Suspended
Announced on Feb. 25
Osaka(Kansai) = Shanghai(Pudong) NH975/NH976 February 10 – March 28 Suspended
Osaka(Kansai) = Beijing NH979/NH980 February 20 – March 2 Reduction (from 7 flights to 3 flights per week)
It will operate on Tue., Thur., and Sat.
Osaka(Kansai) = Beijing NH979/NH980 March 3 – March 28 Suspended
Announced on Feb. 25
Osaka(Kansai) = Qingdao NH977/NH978 February 10 – March 28 Suspended
Osaka(Kansai) = Dalian NH945/NH946 February 10 – March 28 Suspended
Osaka(Kansai) = Hangzhou NH951/NH952 February 23 – February 29 Reduction (from 7 flights to 4 flights per week) *2
Osaka(Kansai) = Hangzhou NH951/NH952 March 1 – March 28 Suspended
Osaka(Kansai) = Hong Kong NH873/NH874 February 17 – March 28 Suspended
  • *1.Return flights bound for Japan will be subject to this policy from the following date.
  • *2.Tue.Thu.Sat.Sun. will operate

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ANA Holdings commits to adding up to 20 Boeing 787 Dreamliners

Boeing and ANA Holdings (ANA HD) announced the Japanese airline group has decided to acquire up to 20 more 787 Dreamliner airplanes.

The agreement with Boeing includes 11 787-10s, one 787-9 and options for five 787-9s valued at more than $5 billion at list prices. The airline also plans to acquire three new 787-9 airplanes from Atlantis Aviation Corporation.


Once the agreements are finalized, it will be ANA’s sixth order for the ultra-efficient and passenger-pleasing Dreamliner and bring their overall 787 order book to more than 100 airplanes.

With this order, the airline will add 11 of the largest and most fuel-efficient Dreamliner models, the 787-10 to its world-class fleet. Powered by a suite of new technologies and a revolutionary design, the 787-10 set a new benchmark for fuel efficiency and operating economics when it entered service in 2018. The airplane allows operators to achieve 25 percent better fuel efficiency per seat compared to older airplanes in its class.

ANA sees the 787-10 as the perfect airplane to replace previous domestic 777 models that are slated for retirement.

ANA became the global launch customer of the 787 Dreamliner when it placed its initial order in 2004. Since then, like half of all Dreamliner operators, the Japanese carrier has placed follow-on orders. However, ANA is in a class by itself as the world’s biggest 787 operator with 71 airplanes in its fleet and 12 more to be delivered prior to the latest agreement. The new deal will bring the 11 additional 787-10 airplanes, one 787-9 and options for five more 787-9 jets.

ANA is also in the launch customer group for Boeing’s new 777X.

ANA HD’s new 787 jets will be powered by GE’s GEnx-1B engines. The new engines will contribute to the 25 percent improved fuel efficiency per seat of the 787-10.

Image: Boeing.

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ANA announces its revised flight schedules for FY 2020

ANA has made this announcement:

  • ANA will introduce five new international destinations to its network, marking the first time that Istanbul, Shenzhen and Stockholm will be served by a Japanese airline.
  • Airbus A321neo to be gradually rolled out on domestic flights.

All Nippon Airways (ANA), Japan’s largest 5-Star airline for seven consecutive years, announced Fiscal Year 2020’s (FY2020) flight schedule changes. Over the next 12 months, ANA will shift its flight schedule to match the expansion of the international departure and arrival slots at Haneda International Airport (HND).

Istanbul, Milan, Moscow, Shenzhen/China and Stockholm are new additions to ANA’s international network, marking the first time that Istanbul, Shenzhen, and Stockholm will be served by a Japanese airline. The new routes include cities that will be served out of Haneda Airport due to the new slot allocation as well as one newly established flight connecting Haneda and Ho Chi Minh City by restructuring its Vietnam route.

The key points for FY2020 are as follows:

  • International Routes

    • On March 29, 2020, a new lounge will be unveiled at Haneda Airport Terminal 2. The lounge was designed under the supervision of Kengo Kuma, a world-renowned Japanese architect, and it will be open once service for the international flights begins at Terminal 2. Combined with the updated slot designations at Haneda Airport, ANA’s additional flight options and extensive domestic network will further enhance convenience for business travelers as well as those traveling between Japan and international destinations.
    • Narita Airport will also see new business expansion for future sustainable growth. The new Narita-Vladivostok route, which will launch March 16, 2020, will soon increase to 3 round-trip flights per week starting on March 29, 2020. The Airbus A380 “FLYING HONU” will operate 14 round-trip flights per week starting on July 1, 2020*1. As a result, all Narita-Honolulu routes will operate the FLYING HONU while the Haneda-Honolulu route will operate on Boeing 787 aircraft. This will allow ANA to meet the vigorous demand for flights between Japan and Hawaii.
    • On March 29, 2020, ANA will introduce the 3rd ANA LOUNGE for international flights departing from Narita Airport.
  • Domestic Routes

    • In response to strong passenger demand, ANA will continue to increase the Haneda-Okinawa, and Ishigaki route. ANA will also increase the number of flights between Haneda and Kansai to expand its international and domestic connection network.
    • ANA is gradually introducing the Airbus A321 neo, which is very popular among customers and has a personal monitor attached to every seat. By the end of FY2020, ANA will have 18 Airbus A321neo aircraft.
    • ANA will enhance its domestic flight network while maintaining its domestic network by optimizing its domestic flights and adjusting the size of the fleets.
  • Cargo Freighter Routes

    • While demand for air cargo is expected to stagnate in the short term due to the US-China trade issues, ANA anticipates expansion in the medium to long term. Therefore, freighter operation will be adjusted to balance supply and demand conditions to steadily improve profitability.
    • Additionally, ANA will increasingly capture demand by enhancing synergy effects with airlines while flexibly using charters, codeshares and such, in addition to expanding passenger flight networks.
    • Regarding the “Okinawa Cargo Hub Network,” which Naha Airport function as a key logistics base between domestic and major Asian cities, ANA will maintain and improve the air cargo network by using codeshares with other airlines or other methods to transport freights.
  • *1 The newly introduced A380 may launch before July 1, 2020.
  • * Flight plans are subject to approval by the relevant authorities. All schedules are subject to change.

International Routes
(1) Newly established routes and increased frequency

(2) Reduced frequency and suspended routes

(3) Changes in aircraft

Domestic Routes
(1) Increased frequency and resumed routes

(2) Reduced frequency and suspended routes

Cargo Freighter Routes
(1) Increased frequency and resumed routes

(2) Suspended routes and reduced frequency

ANA aircraft photo gallery: