Medium-Term Business Plan

Policy

01About the Medium-Term Business Plan

Japan Airport Terminal Group has formulated its Medium-Term Business Plan (FY2026–FY2030), with fiscal year 2026 serving as the inaugural year.
This plan was developed by re-examining the Group’s long-term role in response to a major turning point in the airport operating environment. While aviation demand remains stable, we face shifting demographics, resource constraints, and the urgent need for decarbonization.
Reaffirming Haneda Airport’s public role as the primary gateway to Japan, this plan outlines our roadmap to remaining a trusted company that consistently delivers value to society well into the future.

02Our Goal for Haneda Airport

Changes in the Environment Surrounding Haneda Airport

While air travel demand at Haneda Airport continues to remain stable, flight slots are approaching full capacity, and the limitations of growth based on conventional approaches are becoming increasingly apparent.
In addition, as airport operations are carried out by multiple operators, challenges have emerged whereby fragmented optimization can lead to a decline in overall efficiency.
Looking at the external environment, inbound demand is expanding, while domestic demand is being affected by the declining population. As a result, responses that do not rely solely on quantitative expansion will be increasingly required going forward.

Our goal for Haneda Airport

To Be a World Best Airport ～An airport that contributes to maximizing the number of air passengers in Japan～

As Japan’s gateway to the sky and a hub for domestic and international connections, we aim to promote mobility throughout Japan and contribute to the national economy.
To realize this vision, we will create new demand through “co-creation” with all partners. By expanding the passenger flows and value created at Haneda across Japan, we will further enhance the value of mobility.

03Long-Term Vision | Initiatives to Maximize the Number of Air Passengers in Japan

Three strategic directions to realize our goal

Our Group will create value across Japan through the following three strategic directions.

Creating domestic travel demand

Strengthen Haneda’s connecting function and widely circulate the benefits of inbound travel demand throughout Japan. By proactively contributing to the demand creation process, we aim to enhance the value of the domestic route network.

Maximizing metropolitan airports utilization

Leveraging the world’s largest-scale airport capacity at both Haneda and Narita Airports, we will further strengthen coordination between the two airports and maximize the overall airport functions of the Tokyo metropolitan area.
Through these efforts, we will contribute to enhancing Japan’s urban competitiveness.

Capturing Asia’s economic growth

Leveraging Japan’s geographical advantage connecting Asia and North America, we will capture international-to-international transit demand and create new opportunities for visits to Japan. By harnessing the rapid economic growth of Asia, we will expand passenger flows into Japan.

Maximizing metropolitan airports utilization

Creating domestic travel demand

Capturing Asia’s economic growth

The Group’s Long-Term Vision

The Group has redefined its role from that of a traditional “demand-driven” airport terminal operator to one that proactively contributes to demand creation.
By revitalizing passenger flows through airport-wide optimization at Haneda Airport, and expanding the resulting value creation across Japan, we will lead co-creation with stakeholders as a “demand-creating anchor at the airport (“Anchor Role”)”.

Long-Term Strategy for Realizing Our Vision

As an evolution of our existing core businesses, we will further integrate domestic and international functions on the “Hard” side, while pursuing nationwide sharing of knowledge that drives passenger flows on the “Soft” side as a new growth driver, thereby maximizing overall impact.

Further integration of domestic and international functions

International-domestic connectivity enhancement

Expansion and refurbishment of T2 international facilities and consideration of T1 internationalization
T1-T2 connection to create a smooth domestic transfer environment for inbound passengers.

Improvement of takeoff and landing processing capacity

Efficiency improvement through terminal function consolidation
Reduce aircraft taxiing distance and contribute to improved overall airport operational efficiency and takeoff/landing capacity.

Nationwide knowledge-sharing to create passenger flows

Establishment of an Airport OS

Build an operational foundation for overall airport optimization together with related operators (TAM: Total Airport Management).
Evolve into a state that can be shared and utilized nationwide

Expansion into creating passenger flows

Deepen customer understanding through an Airport OS, and create new passenger flows (vibrancy, tourism, and mobility).
Promote collaboration with regional stakeholders (airports, local governments, DMOs) and transportation and tourism operators.

04Three Core Strategies

The Medium-Term Business Plan (FY2026–FY2030) is positioned as a “transformation phase toward our vision” aimed at realizing our Long-Term Vision.
By layering qualitative growth on top of stable air travel demand, we will enhance our capacity for future investments while transforming our business structure into one capable of delivering sustainable value creation.

Strategic
Direction

Core
Strategies

Stronger cash flow generation

Improving Efficiency

We will thoroughly implement management with a strong awareness of the cost of capital and promote “focus and prioritization” in the allocation of management resources. By strengthening investment return management, reorganizing Group functions, and effectively utilizing non-business assets, we will enhance asset efficiency and build a lean and resilient management structure.

Enhancing Value

By accurately capturing passenger transit flows, dwell time, and diverse customer needs, we will enhance the value density of the terminal business.
Through the reconfiguration of commercial functions and the utilization of digital technologies, we will provide comfortable and attractive terminal spaces while achieving both higher customer satisfaction and improved profitability.

Expanding our contribution and leading stakeholders

Pursuing Co-Creation

To further enhance the operational foundation of Haneda Airport as a whole, we will advance the establishment of Total Airport Management (TAM).
In addition, through the promotion of airport GX (Green Transformation) toward decarbonization and strengthened collaboration with local communities and partners, we will expand our business scope across the entirety of Haneda Airport and throughout Japan.
As the foundation supporting these initiatives, we are focusing on developing “exceptional talents that can actively shape our future” as the driving force behind corporate transformation. Furthermore, we position the strengthening of employee engagement as a key factor in translating investment in human capital into tangible financial returns, thereby aiming to achieve the sustainable enhancement of corporate value.

05FY2030 Business Growth Targets and Stakeholder Contribution Targets

FY2030 Business Growth Targets
Operating Revenue	¥340.0 billion or more	Shareholders and Investors
Operating Income	¥55.0 billion or more
ROE	10–12 %
EPS	¥300 or more
Total Payout Ratio (5-year average)	50 % or more
Credit Rating	Maintain A+
SKYTRAX Ranking	Maintain a TOP 3 position	Passengers
CO₂ Emissions Reduction (vs. FY2013)	-46 %	Global Environment
Off-terminal revenue at Haneda Airport (vs. FY2025)	+30 %	Local Communities and Partners
Employee Engagement Index	82 points or more	Employees