The future we seek

In order to ensure that those goals are met, I havealways aimed to forge ahead without ever forgetting
Airport, in order to ensure that those goals are met.
The emphasis that is increasingly being placed onsustainability management has been firmly upheld byvalue to a changing society.

enterprise, the Company should do business as it

world stayed home. Here in Japan, one could see frombelieves is right. Executives and employees should takeone end of the Haneda Airport lobby to the other.

on challenges unconstrained by conventionalframeworks, and work to balance public good andbusiness success.
Our long-term vision, for Haneda Airport to be a

At the same time, Japan Airport Terminal has

world best airport, remains unchanged and buttresses

experienced long-term steady business growth. Thenthe Company by serving as the code of conduct for all

there was COVID-19.

employees. Our vision does not refer to scale of facilities
but, rather, to people-oriented services.
According to airports around the world rated by theother types of virtual reality. But from now on, with the

UK-based Skytrax Certified Airport Rating program,worst of the pandemic behind us, companies that lackratings between 1-Star and 5-Star are awarded for up

ambition and a desire to constantly evolve will not

to 800 customer-facing areas of airport product andsurvive.

service. Ratings are based on the front-line customer

spirit and running an in-house promotion called Plus
One. It aims to change staff awareness and behavior byexperience on the end-to-end journey through anairport.
In 2023, the Company has been ranked in the top

re-evaluating the essential job of airports, making

three in the world, for the fifth year running, in the

improvements, taking on new challenges to provide

comprehensive airport evaluation category, and has

unprecedented value, and considering what one might

been awarded first place in the world in three

do to take the next step forward with a Plus One

categories.
We ranked first, for the fifth straight year, in theJapan Airport Terminal Co., Ltd. was established in

had opened for business and after such operations had

Akiyama often spoke of thinking philosophically.

World’s Best PRM & Accessible Facilities category,

1953, using only private capital to construct and thenbeen observed at airports overseas. This aspect of our

Because the Company was set up at the behest of thewhich evaluates passenger terminals that excel inmanage the passenger terminal at what was thenbusiness is, I believe, emblematic of our frontier spirit.

government, we were influenced by government

providing support to customers who require assistanceknown as Tokyo International Airport (generally

Right from the start, we ran not only airport
terminal retail stores, but also many restaurants.

our 70th anniversary, and the successful expansion of

Akiyama’s idea was that, by running such businesses

our role from facility management and operations to

directly, even modest profits would help reduce theinclude product sales as wells food and beverage

usage fees for the airport facilities and space thatbusinesses.

airlines required to operate.

Toru Akiyama, our first president, was highly

Datareferred to as Haneda Airport) . The year 2023 marks

His concept of operating a public airport using thecreative, ambitious, and imbued with a frontier spirit. So

best qualities of a private company has been handed

it was that airport duty-free stores—currently a major

down through the years and become our basic

source of revenue—were introduced two years after wephilosophy: balance public good and business success.

Corporate governancemindset.

Materiality Initiatives

Thus, we are going back to the roots of our founding

Special Feature

Having relied heavily on revenue from real facilities

Medium-term Business Plansubsequent state of emergency, people around theand stores, we fell far behind in using e-commerce and07

cultures intersect. I believe that our role is to provide

policies. Nevertheless, he maintained that, as a private

economic growth, the asset bubble era, and since then.

A private corporation to supports Haneda Airport as a junction between
Japan and the world

the movement of people, industrial enterprise, andFollowing the outbreak of the pandemic and theimmediate post-war years, the period of high national

Chairman and Chief Executive Officer

Currently, Haneda Airport represents a place where

A Plus One mindset

The airline industry grew significantly during the

Isao Takashiro

pervades our basic philosophy.

Value Creation Story

Balancing public good andbusiness success to create
a top airport

the vision and ambition of my predecessors for Haneda

our Company over the past 70 years, and even

The future we seek

Message from the CEO

Skytrax Award Plaques

Japan Airport Terminal Report 2023

08

The future we seek

Message from the CEO

We were also awarded first place, for the eighth

Clearly, our excellence has been recognized by
global standards in terms of services rendered byconsecutive year, in the World’s Cleanest Airports

people. For this reason I believe Japan Airport Terminal

category, which evaluates airport cleanliness andhas the potential to become the world’s leading airport

comfort.

company by leveraging what it has experienced
throughout the pandemic.

How to boost
the appeal of Haneda
Airport

Value Creation Story

Then we again garnered first place, for the eleventh

The future we seek

during transportation.

year in a row, in the World’s Best Domestic Airport
category.

In recent years, we have seen global efforts to build

In addition to collaborating with airlines to consider

social systems that support sustainable societies andways to save labor and streamline airport operations, incounter the effects of climate change. Not only

2022 we started an industry–academia collaborative

countries, but also companies, need to prepare for andresearch and development (R&D) project, involving The

respond to the unexpected. Those who manage

University of Tokyo and a team of young Japan Airport

companies need to identify major changes, think ahead

Terminal employees.

about what measures to take, and adapt existing

In January 2024, we plan to set up an open
innovation facility, terminal.0 HANEDA, within HANEDA

weeded out.

INNOVATION CITY, a large commercial and business

Nevertheless, in this regard there are limits to whatcomplex directly connected to a train station that is one

a company can come up with and tackle on its own. So I

stop from Haneda Airport Terminal 3. At the facility, we

hope to see us absorb and utilize appropriate

will conduct R&D while collaborating cross-sectionallyknowledge through active exchanges and cooperativewith specialized industries.

systems with other industries.

It is my belief that robots and AI should be used, as

retain the appeal we have developed with ourthey reduce the need for human labor in facility

customers, we plan to stress amenity and convenience,

operations. However, we intend to remain awhile offering improved functionality, efficiency, andpeople-centered business, albeit keeping in mind the

comfort. To this end, we will research areas such as

strengths of machines.

stress reduction at security checkpoints and the use ofThis is because I am convinced of the value of aadvanced robots. Later, we will introduce those services

company built on a core of talented and ambitiousthat are shown to be commercially viable.

people, who can empathize with customers andcolleagues alike.

Special Feature

methods, since enterprises that fail to do so will be

To provide the highest quality services, in a bid to

Medium-term Business Plan

Open innovation

Aiming to be an advanced airport that provides enjoyment
The Japan Airport Terminal Group aims to become athe city center, its role and importance as Japan’s

leading airport company by creating corporate value

gateway will not change. But, as the site’s development

through win-win relationships with internal andprogresses, huge investments will be required if theexternal stakeholders. We have already earned ainfrastructure is to meet the needs of a sustainable

reputation for being a clean and user-friendly airport,society.

and one of our next goals is to create elements within

The challenge is financing the investments. We canendorse our activities as we work to balance public

our airport facilities that make people go to Haneda
Airport not just to fly, but for enjoyment as well.
Haneda Airport has limitless potential, but it is up togood and business success, and to achieve our goal of

us to realize that potential. All our executives andbeing a World Best Airport.

employees are self-starters, who seek to make Haneda

We hope to enjoy your support and implement oura pioneering airport of the future, characterized by amedium-term business plan, which should lead torange of values. We look forward to enjoying yourdiversified financing.

continued support.

Corporate governanceonly hope that our stakeholders will understand andMateriality Initiatives

Because Haneda Airport is conveniently located close to

Data

HANEDA INNOVATION CITY where terminal.0 HANEDA is located.

09

Japan Airport Terminal Report 2023

10

The future we seek

Response to a changing external environment
I get a visceral sense that COVID-19 has triggered a change in

longer being asked by the government to stay at home.

general awareness regarding sustainability.

Nevertheless, with other factors—such as geopolitical risks—

In response to climate change, we—as an enterprise thatnow having come into play, resource prices continue to rise.

constructs, manages, and operates passenger terminal

Since costs thus are bound to rise as passenger traffic grows,

buildings—must maintain both our efforts to decarbonize ourwe intend to collaborate with our business partners in a bid toCompany, and our focus on ensuring safety and security. Thiscut costs.

is particularly important, given that some experts have said

Meanwhile, as domestic and international passenger

the era of global boiling has arrived, and that the damage

traffic recovers, we find ourselves facing personnel shortages.

caused by natural disasters is increasing.

There is a particularly severe shortage of staff to support

In line with our management policy statement
guaranteeing the absolute safety of our passenger terminal,

passenger exit and entry, such as through ground handling*and security guard duties.
We are working with airlines to welcome back those whoJapan Earthquake in March 2011, we had readied supplies inwere forced to leave their jobs due to the pandemic. Moreover,excess of the number of customers we generally serve; put inin response to both our shortage of personnel and that ofplace systems to take in disaster victims; and already had

tenant companies, we continue to study how automation andterminal facilities designed to withstand earthquake anddigital transformation at airport facilities might result intsunami damage.

greater efficiency and be labor saving.
Rising prices also are placing a heavy burden on ourother equipment against flooding, which can be caused by

employees’ lives. Our business performance has been

torrential rains such as we have had recently.

persistently disappointing, but I intend to raise wages andWe are confident that Tokyo International Airport

increase regular base pay.

work closely with those on the ground to respond adequately

Nobuaki Yokota
President and Chief Operating Officer

to any given disaster.

* Ground handling: A series of ground support operations performed from thetime an airplane lands at the airport until the next flight. This includes
guiding aircraft, maintaining cabins, providing information to passengers,
loading and unloading baggage and cargo, refueling, etc.

COVID-19 has been redesignated a Class 5 infectious
disease, which means that members of the public are no

In 2016, the Japan Airport Terminal Group announced afurther expansion of facilities would require us first to work

long-term vision, namely, to be a world best airport. In otherclosely with the Ministry of Land, Infrastructure, Transport andwords, the Group intends to deliver utmost satisfaction to all

Tourism as well as with airlines.

It has also resolved to become one of the world’s leading

consecutive terms, we continue to appeal to ourglobal economy began emerging from the effects of theemployees to persist in forging ahead for the day when

COVID-19 pandemic. In the second half of fiscal 2022, I

our customers return.

got the sense that the business environment of Japan

In fiscal 2022, we held such events as local produce

Airport Terminal was finally changing. Nationwide travel

and tourism fairs, rolled out limited-time stores tosupport through incentives had resumed and there wascoincide with international sporting events, and did oura significant relaxation of entry restrictions.

best to reduce costs. It was then that we began to see
signs of improvement in our business performance.

With Japan’s population continuing to decline, and the airline

terminal buildings. Further, the Group will increase theindustry finding it increasingly difficult to enjoy growth infunctionality and user convenience of all terminals buildings, indomestic demand, attention has turned to inbound tourism.

light of the demand for more flights, as reflected in the

Since the Company has partially upgraded Terminal 2 andgovernment’s goal of attracting 60 million international

made it possible for international flights to arrive and depart, it

visitors to Japan by 2030.

seems inevitable that greater emphasis will be placed oninternational flights. In addition, we expect inboundEffective use of limited land, existing facilities
The key point is how to boost the airport’s functionality as an

Recognizing the important role Haneda Airport plays as ainternational facility by effectively using the limited land

hub for domestic flights, we will meet the needs of those who

available and existing facilities.

use it as a starting point to visit regional cities, thereby

To make Haneda Airport more user-friendly to all, we plan

pre-COVID levels. Soaring resource prices haveto enhance our barrier-free access and adopt universal design

increased costs, impacting our Group’s performance.

for all signage.

Although we have not recorded a profit for threeconnections to domestic flights to accelerate.

But it would be hard to continue expanding the airport,
given the limited amount of land available. Over the years, it

contributing to regional revitalization.
The fiscal 2030 goal of the Japan Airport Terminal Group is

Data

However, even now, business has yet to reach

Functioning as an international facility

companies that builds, manages, and operates passenger

Corporate governanceIn fiscal 2022 (April 1, 2022 to March 31, 2023), theMateriality Initiatives

Enhancing terminal functions on the path to 2030

its stakeholders.

The difficult business environment is changing

Special Feature(generally referred to as Haneda Airport) has one of theworld’s best crisis management systems, and will continue toMedium-term Business Plan

we have long been well prepared. Even before the Great East

Further, we have taken steps to safeguard electrical andValue Creation Story

Our officers andemployees work together
with a pioneering
spirit to ensure we create
an airport that is peopleand eco-friendly

The future we seek

Message from the COO

to be an airport terminal operator that is trusted by all
stakeholders and provides an advanced, human- andeco-friendly airport.

has increased in size, currently covering 1,522 hectares. Any

11Japan Airport Terminal Report 2023

12

The future we seek

Message from the COO

world. There are four areas of focus: providing world-leading

and bearing in mind the desire that the airport should be

hospitality, ensuring the airport is safe and secure, delivering

thought of as the country’s premier gateway, we are working

journeys that are stress-free and pleasant, and making

to create a model that will be recognized as the best in the

Haneda an eco-airport.

The end point of our medium-term plan is our vision for 2030.

product achieves inside the airport, we are acting as a sales

reform and innovation; to grow, by means of development andagent for, and marketing, Radi-Cool to other airports. We are

evolution; and to expand, by facing challenges.

also expanding sales channels to hospitals and other facilities.
In addition, we are implementing initiatives that benefit
from the potential of Haneda Airport. It is used as a venue forlarger number of international visitors who will visit Japan bydemonstration experiments, with various proving trials

2030. But, during the pandemic, we had an unprecedented

already having been conducted there. The Haneda Robotics

experience: Airports ceased to function.

Lab at the airport provides robot developers with an

Against this backdrop and in order to sustain theopportunity to conduct demonstration experiments within the

Company, all divisions are now studying how to generate

airport, and allows airport users to experience robots up close.

revenue from the perspectives of change, growth, andFurther, the lab identifies problem points and shares its

expansion.

findings. In the near future, we plan to open terminal.0

material. It is currently being used in our passenger terminal

HANEDA, a facility where we will pursue a new type ofterminal management.
In addition, as the number of tax-free (consumption tax-

passageways. The product is environmentally friendly and canand duty-free) stores is increasing in Tokyo, the duty-freelower room temperatures without the use of energy. It does sosystem (airport-style duty-free outlets) is losing its priceby reflecting sunlight and radiating indoor heat using radiativeadvantage. For this reason, we plan to build an

cooling, which is a natural phenomenon.

e-commerce-linked travel retail model to capitalize on thestores we have at the airport. This we can do, for example, byoffering an online pre-ordering service for duty-free items.
Prior to COVID-19, it may have been enough to focus on
Airport can be used as a site for various demonstration
experiments, the results of which can be put to use at airports
across the country. By making effective use of Haneda
Airport’s advanced role, we will be in a position to compete

HanedaRobotics Lab

globally in the areas of hardware and software.

of timber, sourced from sustainable forests, will help revitalize
local economies.
When it comes to solar power generation, there are limits

Contributing to Regions and Communities

Airports cannot function without the understanding of thepeople who live in the vicinity and in areas over which planes
fly. To make Haneda Airport a facility not to be used just by

to how many panels can be installed due to the need to ensure

those flying in or out, but by all people, I believe it is essential

the safety of aircraft taking off and landing. In addition,

to build relationships of trust with everyone.

because solar power generation alone cannot meet theI also am convinced that we should collaborate with

airport’s energy needs, we must adopt bold methods andairports across the country and contribute to the revitalization

technologies, such as the use of hydrogen.

of local regions. Haneda Airport has a record of hosting special

However, reducing CO2 emissions is not something thatevents featuring exhibitions of products from all over the

we can tackle alone, so we shall have to engage in dialog withcountry, so we are considering setting up permanent stores

the Tokyo International Airport Eco-Airport Council, whichthat sell some of Japan’s famous products. This will allow us tocomprises airport administrators and airport-related

spread the word about the allure of regional destinations tobusinesses, and implement measures accordingly.

people in Japan and overseas. Since collaboration with local
areas is an opportunity for mutual new business creation, we

Human Resources

will continue to offer our Group’s expertise to, and build

The company is currently promoting activities based on a Plus

relationships of trust with, people in local regions andOne mindset, namely, when taking action based on one’s

communities.

ideas, it is crucial not to fear failure. Often one doesn’t know if
something will work out until one has tried it. And if it doesn't

We will work to achieve the key performance indicators andwork, one can always go back to the drawing board. I want togoals associated with the materiality established in our

see our employees take on challenges with that same mindset.

sustainability plan, as well as confirm our results. To ensure

The roots of Japan Airport Terminal lie in infrastructure,that our determination is more than simply words, the Group’s

and the Group’s role is the construction, management, andexecutives and employees will be heading in the same

operation of terminal buildings. Therefore, we recognize that

direction.

Materiality Initiatives

Japan, but from now on, competition will be global. Haneda

lighting within facilities, and using timber structures. The use

Special Featurebuildings on glass surfaces, boarding bridges, and connecting

about regional destinations

Medium-term Business Plan

manage airport facilities to meet the needs of the anticipated

One example is Radi-Cool, the world’s first radiant coolingand abroad,In light of the roughly 15% reduction in temperatures theIt has three strategic stages, namely: to change, through

The Company has been working to effectively utilize andSpreading the word, in Japan

Value Creation Story

Attaining our goals through change, growth, and expansion

The future we seek

Under our medium-term business plan (FY2022–FY2025)

human resources are our most important capital, and plan totrain our terminal building operators who are engaged in

In May 2023, the Company announced its "Medium-Term

Decarbonization

Sustainability Plan." Given its basic philosophy of "Harmony

The Company discloses information based on the

between the Business and the Society," it is only natural forrecommendations of the Task Force on Climate-related

the Japan Airport Terminal Group to respond to the demands

Financial Disclosures in 2023.

of society, and we recognize that a sustainability perspective is

The Company has announced an extremely challenging
goal: its plan to reduce, by 2030, CO2 emissions 46% fromGroup's determination to engage in management centered on

2013 levels. Doing so is a formidable challenge; today, Haneda

sustainability, in order to achieve our vision of becoming a

Airport is nearly double the size it was in 2013, while the“human- and eco-friendly advanced airport in 2030.”

amount of energy it uses has also increased.

Overseas, meanwhile, airports have introduced a scheme
called Total Airport Management. This connects processes
and systems throughout an airport, and allows data-based
decisions to be made.
Given that our long-term vision is to be a world best
airport, we believe that, in the future, it will be important tocultivate human resources based on global standards, and todevelop the world’s best terminal building operators. In
addition, since our sales people need to use digital marketing,
we will cultivate human resources with the relevant IT skills.

Dataessential to corporate management. Our plan expresses our

security, providing information, and sales.

Corporate governance

Undertaking sustainability-driven management

In light of future facility expansion plans, we will continue
implementing such measures as constructing net zero energy
buildings, installing solar panels, switching to 100% LED

13Japan Airport Terminal Report 2023

14