Business plan

Japan Airport Terminal: Medium Term Business Plan (FY22 – FY25) “Being a Better Airport in the World 2025”







May 12, 2022

To all parties concerned

Company name: Japan Airport Terminal Co., Ltd.

Representative: Nobuaki Yokota, Chairman and COO (Code: 9706, Prime Market, Tokyo Stock Exchange)

Information: Kazuhito Tanaka, Senior Director General Director General of Planning and Management Department Tel. : 03-5757-8409

Medium Term Business Plan (FY22 – FY25)

To be a better airport in the world by 2025

Japan Airport Terminal Co., Ltd. hereby announces that it has formulated its mid-term business plan “To Be a World Best Airport 2025 – to become one of the most advanced, people-friendly and environment-friendly airports here 2030”, as indicated in the attached sheet.

Mid-Term Business Plan (FY22-FY25)

“Be a better airport in the world 2025

  • to become one of the most advanced, airports respectful of people and the environment by 2030 -”

(May 12, 2022)

  • This document has been translated from the Japanese original, for reference purposes only. In the event of any discrepancy between this translated document and the Japanese original, the original shall prevail.

Japan Airport Terminal Co., Ltd.

Medium Term Business Plan (FY22-FY25) “To be a better airport in the world 2025

become one of the most advanced airports, respectful of people and the environment by 2030

1

Review of previous medium-term business plan

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2

2

Changes in the environment surrounding Haneda Airport

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4

3

The objective of our group

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5

4

Our goals for 2030

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6

5

Positioning of the medium-term business plan (FY22-FY25)

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seven

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Strategy Department

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seven

Sustainability

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8

Strategic roadmap

P16

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Digital goals

P17

10 Investment plan

P18

11 Estimated number of travelers

P19

Japan Airport Terminal Co., Ltd.

Presentation About Mid-Term Business Plan (FY22-FY25)

Japan Airport Terminal Group (hereinafter “JAT Group”) has formulated its medium-term business plan “To Be a World Best Airport 2025 – to become one of the most advanced, people-friendly and by 2030”, for the period from fiscal year 2022 to 2025, in order to achieve its long-term vision “To Be a World Best Airport” which aims to provide maximum satisfaction to all its customers and stakeholders.

Under the previous medium-term business plan, which ended in fiscal 2020, JAT Group promoted various measures, including the construction of its facilities to expand international terminals, in preparation for the Olympics and Tokyo Paralympics, as well as improved functions at Haneda Airport (increasing international flights by 39,000). However, the global spread of COVID-19 has had a huge impact on its business performance.

The new four-year plan describes the sustainable growth of the JAT group and the company. The plan is based on its experience of the COVID-19 pandemic (including drastic reviews of its business operations), taking into account a further increase in the number of air passengers, as indicated in the government’s objective of attract 60 million inbound travelers per year by 2030.

In line with this plan, JAT Group will strive to become a leading airport company to achieve its long-term vision, overcoming challenges to develop the best operating model for Haneda Airport – working with all business partners, including the government. and airlines, and ensure that all of its employees recognize their important social role.

Japan Airport Terminal Co., Ltd.

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1. Review of previous medium-term business plan

(1) Review of significant measures

“Be a better airport in the world 2020”

Create business and revenue opportunities in pursuit of our “vision” for Haneda Airport, and redevelop the revenue base by establishing a competitive position”

Expand business areas that leverage strengths and diversify income

  • Urban opening duty free shops
  • Development of several Air BIC business stores
  • Participate in activities at other airports
  • Opening of HI City
  • Develop a regional revitalization business

Three strategic pillars

Pursuing our “Vision” for Haneda Airport

  • Expansion and development of the international terminal (T2, T3)
  • Make TIAT a consolidated subsidiary
  • Renovation of the domestic terminal (T1)
  • Develop facilities exclusively for business jets
  • Earn SKYTRAX 5-star ranking of airports for the sixth consecutive year
  • Introducing advanced technologies including Fast Travel and robots
  • Respond to universal design and barrier-free environment
  • Support the operation of the Tokyo Olympics/Paralympics

Redevelop the revenue base and assert a competitive position

  • Opening THE HANEDA HOUSE
  • Renovation of stores
  • Renovation of airport lounges
  • Construction of a new recycling building
  • Implementation of the procurement cost reduction project

2021 (COVID-19 pandemic)

Carry out a capital increase

Lessons learned from the COVID-19 pandemic

  • Obtain funds for the development of terminals in the future
  • Strengthen the financial base to prepare for a long COVID-19[feminine]
  • Terminal management in search of flexibility and efficiency
  • Strengthen and ensure cost control
  • Promote income diversification

Following the restart of the functional reinforcement of Haneda airport initiated in March 2020, the quality and efficiency of the two

Continue

hardware and software will be improved.

Aim to move from a profit structure that depends on airline demand to one that includes newly developed businesses

problems for

and enhance “earning power”.

EX22

● Secure staff who can come up with new ideas and have the ability to get things done in a changing business environment like

as well as the financial foundations that enable stable business continuity.

Japan Airport Terminal Co., Ltd.

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Disclaimer

Japan Airport Terminal Co.Ltd. published this content on June 09, 2022 and is solely responsible for the information contained therein. Distributed by Public, unedited and unmodified, on Jun 09, 2022 04:11:03 UTC.

Public now 2022

All news about JAPAN AIRPORT TERMINAL CO., LTD.

2022 sales 65,007 million
486M
486M
Net income 2022 -21,160M
-158M
-158M
Net debt 2022 174B
1,299 million
1,299 million
PER 2022 ratio -24.7x
2022 return
Capitalization 532B
3,972 million
3,972 million
EV / Sales 2022 10.9x
EV / Sales 2023 4.02x
# of employees 3,110
Floating 72.7%

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