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. Furthermore, to foster an inclusive culture where all workforce members can grow, we extend selected skill-up and reskilling programs to eligible non-regular employees, including contract and part-time staff, based on their roles and career development needs, ensuring equitable development opportunities across diverse employment types.
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 1,070 million yen.
- Participants in FY2025 were 132, 0.28% of all group employees.
ANA Group Digital Education
- Objective
Develop highly skilled experts equipped with the latest digital and IT technologies—such as AI and data—to lead DX promotion projects across the ANA Group. - Outline
Provide practical training in DX-related development and operations, alongside knowledge acquisition of the latest digital technologies, AI, and data utilization. This program develops talent who can not only lead various value-creating DX promotion projects, but also drive business process transformation through DX—ultimately enhancing customer satisfaction, employee satisfaction, and overall corporate value. - We estimate that costs have been reduced by approximately 800 million yen by utilizing DX using advanced digital talent.
- Participants in FY2025 were 176, 0.37% of all group employees.
Global Skills Improvement Training
- Objective.
To develop human resources who can represent the Group and carry out business operations on a global stage. - Outline
We create opportunities to foster cross-cultural understanding and diverse perspectives. We cultivate team spirit and leadership. In addition, we identify and solve organizational challenges utilizing case studies. - Participants in FY2025 were 218, 0.46% of all group employees.
Mentor to Sponsor Program
- Objective
To strengthen the development of female employees in 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 section manager positions. The main point of the program is to strengthen the female employees in 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 FY2025 were 17, 0.04% of all group employees.
Reskilling Training & Life Transition Support
- Objective
To enhance long-term employability and prevent unemployment for employees at all career stages—including retiring and separated employees, those changing careers, or adapting to AI advances—by helping them acquire skills for internal growth and career transitions. - Outline
We offer AI, digital tool, and automation training to address evolving skill needs from industrial shifts. Additionally, certified career consultants guide participants, with tuition fees subsidized upon completion. (Our "New Life Support" and "Career Transition" frameworks also provide tailored reskilling, counseling, and outplacement support.) Executive hiring cost savings were estimated at ¥34M. FY2024 participants: 34 (0.08% of group staff).
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 FY2025 were38, 0.08% 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. - Participants in FY2025 were 24, 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 FY2025 were 16, 0.03% 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 FY2025 were 2,552 , 5.43% of all group employees.
New Business Proposal Program "Gattsuri Hiroba"
- Objective.
We provide all employees with opportunities to embrace challenges to realize our Group Management Vision, "Uniting the World in Wonder" while nurturing a "Dual-role player " capable of driving innovation across both core and new businesses. By fostering a corporate culture that champions new challenges, we will powerfully drive a sustainable value creation cycle and organizational transformation. - Outline
This program enables any employee to take on challenges as many times as they wish to turn their unique ideas and passions into reality. Managed by the Human Resources Department, it aims not only to generate profitable business development but also to cultivate talent through the experience of building a business from the ground up. To date, this Program has brought a diverse range of concepts to fruition, spanning from content for aviation enthusiasts to upcycling initiatives and other socially beneficial projects.
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.
