Japan Airport Terminal : Medium Term Business Plan (FY22 - FY25)“To Be a World Best Airport 2025”（PDF / 1009KB）

May 12, 2022

To all concerned Parties

Company name: Japan Airport Terminal Co., Ltd.

Representative: Nobuaki Yokota, President and COO (Code: 9706, Prime Market, Tokyo Stock Exchange)

Inquiries: Kazuhito Tanaka, Senior Managing Director General Manager of Planning and Management Department Tel: [phone]

Medium Term Business Plan (FY22 - FY25)

"To Be a World Best Airport 2025"

Japan Airport Terminal Co., Ltd. hereby announces that it has formulated its medium- term business plan "To Be a World Best Airport 2025 - towards becoming one of the most advanced, human-and-eco-friendly airports by 2030", as shown in the attached sheet.

Medium-Term Business Plan (FY22-FY25)

"To Be a World Best Airport 2025

• towards becoming one of the most advanced, human-and-eco-friendly airports by 2030 -"

(May 12, 2022)

• This document has been translated from the Japanese original, for reference purposes only. If there is any discrepancy between this translated document and the Japanese original, the original shall prevail.

Japan Airport Terminal Co., Ltd.

https://www.tokyo-airport-bldg.co.jp/

Medium-Term Business Plan (FY22-FY25) "To Be a World Best Airport 2025

－towards becoming one of the most advanced, human-and-eco-friendly airports by 2030－"

1	Review of the Previous Medium-Term Business Plan	P	2
2	Changes in the Environment Surrounding Haneda Airport	P	4
3	The Goal of Our Group	P	5
4	Our Goals for 2030	P	6
5	Positioning of the Medium-Term Business Plan (FY22-FY25)	P	7
6	Direction of Strategy	P	8
7	Sustainability	P 13
8	Strategy Road Map	P 16
9	Numerical Goals	P 17
10 Investment Plan	P 18
11 Estimated Number of Travelers	P 19

Japan Airport Terminal Co., Ltd.

Introduction About Medium-Term Business Plan (FY22-FY25)

The Japan Airport Terminal Group (hereinafter "JAT Group") has formulated its medium-term business plan "To Be a World Best Airport 2025 - towards becoming one of the most advanced, human-and-eco-friendly airports by 2030", for the period from FY 2022 to 2025, in order to achieve its long-term vision "To Be a World Best Airport" which aims to provide the maximum satisfaction to all its customers and stakeholders.

Under the previous medium-term business plan, which ended in FY2020, JAT Group promoted various measurements including the construction of its facilities to expand the international terminals, in preparation for the Tokyo Olympics and Paralympics, as well as the enhancement of Haneda Airport's functions (increasing international flights by 39,000). However, the global spread of COVID-19 has made an extensive impact on its business performances.

The new four-year plan describes the sustainable growth of both JAT Group and society. The plan is based on its experience from COVID-19 pandemic (including drastic reviews of its business operations), considering a further increase of air passengers as indicated in the government's target of attracting an annual 60 million inbound travelers by 2030.

In line with this plan, JAT Group will strive to become a leader of the airport companies to realize its long-term vision, through taking on the challenges to develop the best operational model for Haneda Airport - working with all the business partners including the government and airlines, and making sure all its employees recognize their significant social roles.

Japan Airport Terminal Co., Ltd.

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1. Review of the Previous Medium-Term Business Plan

(1) Review of important measures

"To Be a World-Best Airport 2020"

"Create business and earnings opportunities in pursuit of our 'Vision' for Haneda Airport, and redevelop earnings base by staking out a competitive position"

Expanding business domains that leverage strengths and diversifying earnings

• Opening urban duty-free stores
• Developing multiple Air BIC business stores
• Participating in other airports' businesses
• Opening HI City
• Developing a regional revitalization business

Three Strategic Pillars

Pursuing our 'Vision' for Haneda Airport

• Expanding and developing the international terminal (T2, T3)
• Making TIAT a consolidated subsidiary
• Renovating the domestic terminal (T1)
• Developing facilities exclusively for business jets
• Earning SKYTRAX's 5-Star Airports rating for a sixth consecutive year
• Introducing advanced technologies, including Fast Travel and robots
• Responding to universal design and barrier-free environment
• Supporting the operation of Tokyo Olympics/Paralympics

Redeveloping the earnings base and staking out a competitive position

• Opening THE HANEDA HOUSE
• Renovating stores
• Renovating airport lounges
• Constructing a new recycling building
• Implementing the procurement cost reduction project

2021 (COVID-19 Pandemic)

Implement a capital increase

Lessons learned from the COVID-19 pandemic

• Securing funds for the development of the terminals in the future
• Strengthening the financial foundation to prepare for a prolonged COVID-19

• Terminal management pursuing flexibility and efficiency
• Strengthening and ensuring cost management
• Promoting the diversification of earnings

		●Following the restart of the functional strengthening of Haneda Airport initiated in March 2020, the quality and efficiency of both
Continuing		hardware and software will be improved.
	●Aim to shift away from an earnings structure that depends on airline demand to one that includes newly developed businesses
issues for
	and strengthening "earning power."
FY22
	●Secure personnel who can come up with new ideas and have ability to get things done in a changing business environment, as
		well as the financial foundations that enable stable business continuity.
Japan Airport Terminal Co., Ltd.	2