The ANA Group's Human Resources
Contributions to SDGs
The ANA Group's combined strength is enhanced by respecting diversity and drawing on the potential and unique strengths of each employee.
Basic Approach
We define people as a materiality at the ANA Group (human capital, DEI, and human rights).
Our aim is to create a virtuous cycle of value-added creation through investments in human capital to maximize the power of our people and teamwork, the true sources of value creation. In this way, we will seek sustainable corporate value enhancement.
Further, diversity, equity, and inclusion (DEI) is a groupwide effort under which we develop human capital for sustainable growth and to respond to the diversity of our customers.
Meanwhile, ANA Group business operations have the potential to impact the human rights of a variety of stakeholders. We take appropriate measures to respect the human rights of group employees as well as the rights of people in our supply chain.
ANA Group Human Resources Development
We strive to instill an understanding of our Mission Statement and Management Vision, as well as developing and evolving ANA’s Way as an ingrained part of our corporate culture. We also encourage organizational and human development on an ongoing basis to promote the ANA Group identity.
From October 2024, under the concept of “The Day: Enhancing the Value of the ANA Group Employee Experience,” we will place ourselves in facilities where we can experience ANA's WAY. "The Day” is an opportunity for ANA Group employees to experience the ANA's WAY and learn about the founding philosophy and spirit of challenge together with their peers, which will help them demonstrate the ANA's Way in their respective workplaces.
In addition to existing training programs for each job level, we provide not only business skills training, but also leadership development programs through liberal arts and field work outside the company, as well as an in-house open recruitment system. As we aim to become the leading airline group in the global market, we offer global human resources development programs to develop human resources who can both understand various cultures, customs, and values and take action based on acquired knowledge.
Education and training program
Example: ANA Global Staff (clerical work)
Various training modules and systems
- Education and training programs are available to all ANA Group employees.
ANA Group Business School
- Objective
To develop leaders who will drive the Group's business in the future by enhancing the leadership skills of selected employees. - Outline
To acquire major strategic theories and enhance their ability to apply them to their own companies. In addition, participants will acquire a bird's-eye view of the ANA Group as a whole, and explore, plan, and practice future leadership through group learning. - By training future executives internally at this school, it is estimated that the cost of hiring executives from outside was reduced by approximately 610 million yen.
- Participants in FY2024 were 75, 0.17% of all group employees.
ANA Group Digital Education
- Objective
To develop highly specialized human resources who can promote the ANA Group's DX projects as data experts equipped with the latest digital and IT technologies. - Outline
In addition to acquiring knowledge of the latest digital and IT technologies and data utilization, provide practical training related to DX-related development and operation.
We develop human resources who can not only promote various DX promotion projects for the purpose of creating new value, but also achieve business process reforms using DX and improve customer satisfaction using DX. - We estimate that costs have been reduced by approximately 1.45 billion yen by utilizing DX using advanced digital talent trained in-house.
- Participants in FY2024 were 114, 0.29% of all group employees.
Global Skills Improvement Training
- Objective.
To develop human resources who can represent the Group on the global stage. - Outline
To set and solve organizational issues through in-basket training and case studies. - By learning in this seminar, we expect to improve the leadership skills and strategic thinking of employees who are active globally, and improve business processes and efficiency by applying the problem-solving skills learned in the training to actual work.
- Participants in FY2024 were 11, 0.02% of all group employees.
Mentor to Sponsor Program
- Objective
To strengthen the development of female employees in leadership (section manager) positions who can be candidates for the next department manager. - Outline
The main points of the program are to "improve management skills," "expand areas of activity," and "develop a perspective as a business manager," among female employees in leadership (section manager) positions. The main point of the program is to strengthen the female employees in leadership (section manager) positions by "cultivating their vision as a manager. - This program will contribute to achieving the future goal of 30% female board members.
- Participants in FY2024 were 12, 0.03% of all group employees.
Reskilling Training
- Objective
To support employees in examining their career vision and career development, and to help them acquire new skills and knowledge. - Outline
A nationally certified career consultant provides support from goal setting through the training period.
The company subsidizes the tuition fee for employees who complete the training. - By acquiring new skills through this training, it is estimated that the cost of hiring executives from outside was reduced by approximately 34 million yen
- Participants in FY2024 were 34, 0.08% of all group employees.
Cross-industry networking seminar
- Objective
By learning about the operations and thinking of other leading Japanese companies, the participants will be able to broaden their own perspectives. - Outline
Mutual feedback on "strengths and weaknesses of other companies from their perspective" through discussions with other companies. Participants will also gain new knowledge through tours of each company's equipment and facilities. - The participants were able to build a human network that will lead to business improvement and the creation of new businesses.The motivation of employees will be enhanced by receiving inspiration from participants who are active in other companies.
- Participants in FY2024 were15, 0.03% of all group employees.
Internal Job Postings for Overseas On-the-Job Training
- Objective
To strengthen the development of employees so that they can develop a global perspective and grow into human resources capable of contributing to the growth of the ANA Group. - Outline
To provide employees with opportunities to work at overseas offices and affiliated companies in charge of general affairs, sales, flight operations, etc., to gain experience working in different cultures, and to acquire global business skills and diverse values. The "Overseas Business Trainee Program" is implemented on an open recruitment basis. - By this program we expect to reduce turnover rate by improving engagement and to increase employees' understanding of different cultures and improve their international communication skills.
- Participants in FY2024 were 21, 0.05% of all group employees.
Global Stretch Training
- Objective
To "develop next-generation leaders" at overseas offices and "globalize from within" at domestic offices. - Outline
Overseas employees (mid-career general employees)
This is a program to accept locally-hired employees (mid-career employees) as trainees at departments in Japan. - Through this program, we hope to contribute to the growth of human resources who will be responsible for the future of overseas offices.
We hope that this program will contribute to the globalization of Japanese business sites by conveying the culture and values of those countries to employees of Japanese business sites. - Participants in FY2024 were 16, 0.04% of all group employees.
Self-development training and training for new managers
- Objective.
ANA Group employees join the organization under different circumstances, and have various thoughts about their future when they reach a certain management level. Employees are given the opportunity to share their views with colleagues from different backgrounds, acquire the skills necessary for their new positions, and build networks across the Group. - Outline
(Self-development training)
To promote business by analyzing causes and planning countermeasures using a logic tree, and conducting workshops to look back on one's own actions and confirm growth.
(Training for new managers)
To provide basic knowledge on human resources and labor issues for managers, and to think about human resources development and organizational building based on the ANA Group's common values, and to put them into practice. - Through this training, we expect the participants to improve their engagement by building a human network within the ANA Group and learn appropriate workplace management as a manager.
- Participants in FY2024 were 2,260 , 5.13% of all group employees.
Human Capital Story Book
In March 2025, we released the Human Capital Story Book, a project designed to illustrate, both quantitatively and qualitatively, how the ANA Group's human capital initiatives and employee activities contribute to financial and corporate value, specifically in terms of sales, profits, and stock price.
The book details the group's human capital initiatives, the results of a value relevance analysis that examined the impact of these initiatives on corporate value using 520 indicators, and real-life examples of value creation by group employees.
