Interview with an External Director

Ado Yamamoto, Outside Director (Chairman and Representative Director, Nagoya Railroad Co., Ltd.)

Could you please share your impressions of management policies and discussions in Board of Directors meetings of ANA HOLDINGS?

Lively discussions are held at every meeting of the Board of Directors of ANA HOLDINGS. The Board of Directors discusses opinions and questions on each matter, covering topics such as investments, partnerships, and finance. Even outside directors and audit and supervisory board members point out any doubts or reservations they may have on these matters. In these and other ways, the Board of Directors is functioning effectively as a decision-making and supervisory body for setting management policies and goals. I believe the agenda items put forward at the meetings are commendable because many are ambitious and focused on growth strategies. I hope management will continue to embrace new challenges on every front while retaining this corporate culture.
I feel that many of the issues and themes brought up in the Board of Directors meetings have much in common with railway companies. In the transportation industry, our public mission—and the foundation of management—is to provide reliable and stable transportation services that give top priority to safety. Therefore, I am strongly interested in whether systems that firmly guarantee safety are in place at various ANA Group businesses. Since my appointment as an outside director, I have visited some operational line divisions, and been briefed on their duties. In every workplace, I felt that executives and employees alike have a strong sense of pride and confidence in their work. I believe that I have witnessed the true source of the ANA Group's commitment to safety.
When discussing future business expansion and other related topics in meetings of the Board of Directors, I believe that occasionally sharing my respective experiences will provide a useful reference for charting a future course for management.

Following the formulation of the Corporate Governance Code, which aspects do you think will be important for management to keep in mind?

The ANA Group has long appointed multiple independent outside directors and outside audit and supervisory board members. This progressive spirit has been preserved to this day. Therefore, my understanding is that the ANA Group has been steadily putting in place a management structure in line with the intent and purpose of the Corporate Governance Code. I also believe the ANA Group is working in earnest to conduct management with an emphasis on fairness, impartiality and transparency. Actions have included the announcement of the medium-term corporate strategy, dialogue with shareholders through investor relations activities, and the establishment of the Remuneration Advisory Committee, which consists of a majority of outside directors and outside experts.
In terms of corporate governance, the ANA Group has already put in place an effective governance framework to a certain extent Eone that reflects the perspective of diversity—most notably through the appointment of a female outside director. Looking ahead, I believe that it will be crucial to not only instill awareness of these goals among group employees, but strive to obtain the understanding of a broad range of stakeholders, including shareholders.

What are your expectations for the ANA Group as it strives to achieve its Long-term Strategic Vision announced in January 2015?

Amid seismic shifts in the business environment, the ANA Group has unveiled its Long-term Strategic Vision for the next 10 years. With this announcement, I believe that the ANA Group has laid out a clear management vision for pursuing growth strategies driven by the expansion of international business. Today, the ANA Group has successfully established itself as the leading company in Japan's airline industry. However, competition with overseas airlines will only continue to intensify further. To achieve sustained growth into the future, ANA HOLDINGS must provide overall leadership, while the group companies work in unison to continuously tackle ambitious challenges to reach the group's goals.
To do so, management will need to embrace an expansive perspective that anticipates the future, and all employees must be willing and able to give their very best effort. It will be imperative for management to show the entire group that it has an unwavering resolve to rise above any challenge, and equally crucial for employees to put management's resolve into action with promptness and speed.
The ANA Group is working beyond the Air Transportation Business to nurture new businesses that will serve as future earnings drivers, such as the pilot training business and the MRO business. This corporate culture is highly commendable from my standpoint as an outside director. I am excited about the ANA Group's growth prospects as it takes to the skies around the world.