Strategy includes Performance Forecast and Profit Targets for 2025, building relationships and connections as well as accelerating international network growth via introducing advanced fuel-efficient aircraft
(Image Source)
Japan Airlines (JAL)To further ensure the achievement of the ”JAL Group Medium-Term Management Plan for Fiscal Years 2021-2025” (hereinafter referred to as “Medium-Term Management Plan”), JAL Group formulated the“JAL Group Medium-Term Management Plan Rolling Plan 2024 for Fiscal Years 2021-2025” (hereinafter referred to as the “Rolling Plan 2024”).
1. Positioning and Direction of the Rolling Plan 2024
The three-year period of the JAL Group Medium-Term Management Plan for FY2021-2025 nearing the end with only two years left to go. In the new post-COVID-19 environment, the JAL Group expects to achieve higher profits in FY2023 than before the pandemic. At the same time, the JAL Group is faced with new challenges common to all, such as the unstable global conditions, rising prices, and a shortage of human resources. In light of these changes in the business environment, the JAL Group has formulated the Rolling Plan 2024 in order to complete the Medium-Term Management Plan in FY2025 and to prepare ahead of time for medium- to long-term growth.
2. Key Points of the Rolling Plan 2024
【Performance Forecast and Profit Targets]
Based on the latest domestic and international passenger and cargo demand forecasts, the expected consolidated full-year performance EBIT for FY2023 has been revised upward from the previous forecast of 130 billion yen to 140 billion yen. Additionally, the expected consolidated full-year performance for FY2024 is set at an EBIT of 170 billion yen, and the previously set EBIT target of over 185 billion yen for FY2025 has been revised upward to 200 billion yen.
(Image Source)
[Business Model Reform]
Through the promotion of ESG strategies, business model reforms will be carried out to achieve the profit targets for FY2025 and realize a business model with resilience and growth potential. Specifically, in the Full-Service Carrier (FSC) and Cargo and Mail domain, the profit structure will be restructured to generate profits even in the new post-COVID-19 environment. In the LCC and Mileage, Lifestyle and Infrastructure domains, the business will be further expanded and grown, aiming to achieve an EBIT of approximately 85 billion yen in total.
(Image Source)
[Management Targets]
By implementing initiatives across business domains, the goal is to achieve the Management Targets for FY2025 and improve the sustainability of business operations.
(Image Source)
[Building Relationships and Connections]
In the Rolling Plan 2023, a value creation story was presented, which states “Creating social and economic value by building relationships and connections through air transportation to enhance corporate value”. In the Rolling Plan 2024, the “number of people related to the interacting communities” and “level of community involvement” within the JAL Group will be quantized, and efforts will be made to sustainably improve these factors. The aim is to increase the “Total amount of relationships and connections” by 1.5 times by 2030.
(Image Source)
[Human Capital Management]
Realize an environment in which diverse human resources can work in a variety of fields, providing rewards based on their abilities to improve engagement and create value.
(Image Source)
[Management Resource Allocation]
To balance the acceleration of ESG strategies and strengthen competitiveness, significant investments will be made in assets, including the introduction of fuel-efficient aircraft. The investment plan includes 310 billion yen in FY2024 and 240 billion yen in FY2025. In addition, returns to shareholders will gradually increase as performance recovers. The dividend payout ratio for FY2024 is planned to be 35%.
(Image Source)
JAL Group will unite all employees to implement the Rolling Plan 2024 and work to realize the “JAL Vision 2030”, the ideal image for the future, with “Safety and Peace of Mind” and “Sustainability” as the engines of growth. The ultimate goal is to become the world’s most preferred and valued airline group, by helping to create a vibrant society and a future where many people and goods freely move around.
Source: JAL
Disclaimer: Press release
© Press Release 2025
Send us your press releases to news@globalloyalty.org
Press releases originate from external third-party providers. This website does not have responsibility or control over its content, which is presented as is, without any alterations. Neither this website nor its affiliates guarantee the accuracy of the views or opinions expressed in the press release.
The press release is intended solely for informational purposes and does not offer tax, legal, or investment advice, nor does it express any opinion regarding the suitability, value, or profitability of specific securities, portfolios, or investment strategies. Neither this website nor its affiliates are liable for any errors or inaccuracies in the content, nor for any actions taken based on it. By using the information provided in this article, you agree to do so at your own risk.
To the maximum extent permitted by applicable law, this website, its parent company, subsidiaries, affiliates, shareholders, directors, officers, employees, agents, advertisers, content providers, and licensors shall not be liable to you for any direct, indirect, consequential, special, incidental, punitive, or exemplary damages, including but not limited to lost profits, savings, and revenues, whether in negligence, tort, contract, or any other theory of liability, even if the possibility of such damages was known or foreseeable.
The images used in press releases and articles provided by 3rd party sources belong to the respective source provider and are used for illustrative purposes in accordance with the original press releases and publications.
Disclaimer: Content
While we strive to maintain accurate and up-to-date content, Global Loyalty Organisation Ltd. makes no representations or warranties of any kind, express or implied, about the correctness accuracy, completeness, adequacy, or reliability of the information or the results derived from its use, not that the content will meet your requirements or expectations. The content is provided “as is” and “as available”. You agree that your use of the content is at your own risk. Global Loyalty Organisation Ltd. disclaims all warranties related to the content, including implied warranties of merchantability, fitness for a particular purpose, non-infringement, and title, and is not liable for a particular purpose, non-infringement, and title, and is not liable for any interruptions. Some jurisdictions do not allow the exclusion of certain warranties, so these jurisdictions may not apply to you. Global Loyalty Organisation Ltd. Reserves the right to modify, interrupt, or discontinue the content without notice and is not liable for doing so.
Global Loyalty Organisation Ltd. shall not be liable for any damages, including special, indirect, consequential, or incidental damages, or damages for lost profits, revenue, or use, arising out of or related to the content, whether in contract, negligence, tort, statute, equity, law, or otherwise, even if advised of such damages. Some jurisdictions do not allow limitations on liability for incidental or consequential damages, so this limitation may not apply to you. These disclaimers and limitations apply to Global Loyalty Organisation Ltd. and its parent, affiliates, related companies, contractors, sponsors, and their respective directors, officers, members, employees, agents, content providers, licensors, and advisors.
The content and its compilation, created by Global Loyalty Organisation Ltd, are the property of Global Loyalty Organisation Ltd. and cannot be reproduced without prior written permission.
