On February 15, ANA Holdings explained the group’s medium-term management plan for fiscal years 2023 to 2025. Among the items mentioned was Mitsubishi Aircraft Corporation’s “Mitsubishi Space Jet,” the development of which was officially announced on February 7.
ANA ordered 25 aircraft (10 of which are options) as the launch customer in 2008, but after six delivery delays, the recent announcement of a development halt has forced another change in the fleet plan.
According to the fleet strategy in the medium-term management plan revealed this time, the company plans to “bring the number of aircraft back to the pre-Corona level in FY2025 and exceed the pre-Corona level in FY2030.” Specifically, the company plans to increase the number of aircraft, mainly medium and small aircraft, to more than 100 Boeing 787 aircraft in FY2030.
Looking at the details, the forecast for FY2022 is 236 aircraft for ANA and Air Japan, and 31 aircraft for Peach (267 total), and for FY2025, 250-255 aircraft and 35-40 aircraft (290-295 total) are planned for the same period. The number of medium-sized aircraft will increase from the current 103 to approximately 110, while the number of small aircraft will increase from the current 107 to approximately 115.
During the press conference, ANAHD President and Representative Director Koji Shibata explained that while the schedule has been delayed from the original delivery in 2008, the parts of the aircraft that cannot operate the Space Jet have been covered by other aircraft, and that it is now time to select an alternative aircraft for 2025 and beyond, since it is necessary to secure an alternative aircraft. He also explained that the suspension of development is “extremely regrettable. He also stated that it is “very regrettable” that the development has been halted, but that he would like to “pay tribute to everyone who worked on the development.
The overall vision of the medium-term management plan is to restore both profit levels and financial strength to pre-Corona levels, as airline demand is on a recovery trend both internally and externally after the Corona disaster. The pillars of the plan are to optimize the three brands of ANA itself, Peach (Peach Aviation), and AirJapan (Air Japan), and to expand the cargo business to maximize profits in the airline business. Expand earnings not linked to the airline business by allocating resources according to the classification of airline and non-airline areas. Expansion of ANA’s economic sphere based on its approximately 38 million frequent flyer members.
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