ANA Group Corporate Strategy for FY2012-13

The highlights of the plan are: 
• A 22 per cent increase in ANA’s international operations in two years 
• Increase in operating income to ¥110 billion in FY2012 and ¥130 billion in FY2013 
• Adoption of multi-brand strategy and switch to holding company structure 
• Further efficiency measures to reduce Group costs by ¥100 billion 
The above plan is designed to strengthen ANA against a backdrop of global economic uncertainty, 
the ongoing sovereign debt crisis in the Eurozone, high oil prices and fluctuating foreign exchange 
rates and position it to become Asia..s Number One airline in the face of increased competition from 
a new wave of Low Cost Carriers, other carriers in the region and other modes of transport. 
At the same time, the management plan will enable ANA to take advantage of the expansion of 
airport capacity in Metropolitan Tokyo, its role as launch customer for the Boeing 787 Dreamliner and 
the joint ventures with partner airlines. 

Growth Centered on International Expansion 
To respond to significant changes in the competitive environment, ANA Group will drive to build a 
network that contributes to its strengths as a network carrier and to the pursuit of efficiency. Half of 
ANA’s 787 fleet (27 aircraft) are due to be in service by end of FY2013. 
International Business 
ANA Group will increase international seat kilometers 22% over FY2011 by FY2013. 
Strengthen network carrier business model, focusing especially on ‘long-haul’ and ‘connection 
demands’. Expand and strengthen international route network by using Boeing 787 aircraft for 
long-haul routes, beginning with Narita-Seattle and Narita-San Jose routes. 
Domestic Business 
Strengthening ability to match supply with demand and efficiently using aircraft; enhance 
competitiveness through full use of the Boeing 787 aircraft. 
Cargo Business 
The Group will expand business by using aircraft efficiently and by developing the Okinawa Cargo 
Hub. 
Alliances 
Strengthen global network through collaborative strategies in joint venture operations on routes 
between Asia and U.S./Europe. 
AirAsia Japan 
Plan for inauguration of service in August 2012, followed by successive expansion of routes 
serviced and number of flights. 

Strengthening of Group Corporate Structure 
Following its entry into LCC business, ANA will adopt a new corporate structure to reflect its position 
as both a full service airline and a low-cost carrier. 
Establishing a Multi-Brand Strategy 
With the new LCC brands, the Group will promote a multi-brand strategy to leverage the strength 
of its existing ANA brand and stimulate demand in markets not completely covered by its 
full-service airline offering, while expanding market share for the Group as a whole, leading to 
enhanced value. 
Group Management Restructuring 
The Group will consider a shift to a holding company structure, an optimal organizational 
structure in keeping with the adoption of a multi-brand strategy and maximize management 
efficiency. 

Strengthening Cost Competitiveness through Structural Reforms 
In addition to the structural reforms enacted in FY2011, the Group will introduce further measures 
to reduce costs by 100 billion yen (equivalent to an approximate 1.0 yen reduction in unit costs) by 
FY2014.