FY2025-FY2027 NAA Group Mid-term Management Plan
With the launch of our Mid-term Management Plan "Gear Up NRT" for FY2025-2027, the NAA Group is committed to creating and delivering new values for all stakeholders.
Gear Up NRT
The NAA Group is united in its efforts to implement the 12 key initiatives outined in our Mid-term Management Plan "Gear Up NRT", with the goal of maximizing value creation for all stakeholders, while responding to long-term changes in the business environment.
For further details, please refer to the attached material.
Key Strategic Pillars of Our New Mid-term Management Plan
During the period of this Mid-term Management Plan, the NAA Group will enhance air route network to improve covenience and profitability. At the same time , we continue to invest in embodying our ideal vision to advance long-term competitiveness. To achieve this, we will strengthen management resources, such as essential human capital and financial foundations.These 3 key strategic pillars -Enhancement of the Network, Embodiment of the Airport's Future Plan, Strengthening of Management Resources- are closely linked with the 12 key initiatives outlined below, and by advancing these initiatives, we acclerate the transfromation toward a new era for Narita Airport, shifting into a higher gear toward becoming a "Value Creating Airport".
12 Key Initiatives for Integration into 3 Key Strategic Pillars
Creation: Evoluation from "demand-meeting airport" to "value-creating airport"
- Pursue world's highest standards in safety and security
- Advance and streamline airport operations with digital technologies
- Strengthen air route networks (for passengers and cargo) through co-creation of new values with partners
- Steadily advance further functional enhancements and embody the "New Narita Airport" development plan
- Create and deliver a next-generation passenger experience that only Narita Airport can provide
Sustainability: Sustainable airport building for the next generation
- Cooperate with local commuities for coexistence and mutual prosperity and developing an airport city
- Take actions for airport human capital management to attract/engage diverse talent
- Take global-level climate change response
Resilience: Reform to become a flexible and resilient corporate group
- Strengthen profitability and financial foundation to support large-scale investments
- Reinforce human capital management to elevate group capabilities and streamline organization and operational efficiency
- Develop overseas business and group business for diversification of income
- Promote innovation through a customer-oriented, open-innovation approach