Key Initiatives and Medium-term Goals
While covering the 17 SDGs, the JAL Group simultaneously organizes the ESG perspectives and the degree of impact through businesses and the importance for management is discussed at the Board of Directors. In FY2019, the JAL Group established four priority areas, namely the environment, people, local communities, and governance. 22 issues were addressed in each area and medium-term targets were set for each of the four areas and 22 issues. ESG management was promoted to achieve the SDGs. In FY2021, the four preeminent initiatives (reducing CO2 emissions, reducing single-use plastics, improving the ratio of female managers, and regional revitalization) were set as management targets (Sustainability). In FY2022, new indicators were added and disclosed along with past performances in order to promote our management strategy based on our ESG strategy in business areas other than air transport.
On the other hand, as the previous 22 issues in the 4 areas were mainly based on the FSC business, the link to social and economic values were not clear. In FY2023 they were revised into the eight materiality issues.
Key initiatives based on the 8 materiality issues include actions to create mobility and connections through business activities from the perspectives of increasing options, eliminating constraints, and creating objectives. Global environmental conservation initiatives such as the GX strategy to pass on the precious Earth to the next generation, human capital management aimed at by the human resources strategy, and governance as the foundation for value creation. Metrics and targets are set as follows. It is also possible to set quantitative numerical targets, and we have set items to promote with intention.
Creating Relationships and Connections Through Mobility
Increase in the number of people moving and the level of involvement through the creation of relationships and connections
| |
Results of CY19 |
Results of CY20 |
Results of CY21 |
Results of CY22 |
Results of CY23 |
Results of CY24 |
Results of CY25 |
Target for CY25 |
|---|
| Total amount of relationships and societal connections* |
ー |
ー |
ー |
ー |
7.2 million person/times |
7.5 million person/times |
9.57 million person/times |
7.65 million person/times |
|---|
*Relationship between interacting community x level of community involvement
Increase in domestic passengers* and cargo traffic
| Performance indicators |
Results of FY19 |
Results of FY20 |
Results of FY21 |
Results of FY22 |
Results of FY23 |
Results of FY24 |
Results of FY25 |
Target for FY25 |
|---|
| Increase ratio (Passengers) |
ー |
-74.2% v.s.FY2019 |
-59% v.s. FY2019 |
-15% v.s. FY2019 |
+1% v.s. FY2019 |
+3% v.s. FY2019 |
+9% v.s. FY2019 |
+10% v.s. FY2019
Management targets |
|---|
| Increase ratio (Cargo) |
ー |
-30 v.s. FY2019 |
-34% v.s. FY2019 |
-17% v.s. FY2019 |
-15% v.s. FY2019 |
-8% v.s. FY2019 |
-8% v.s. FY2019 |
+10% v.s. FY2019
Management targets |
|---|
*Incremental total passengers between metropolitan and rural areas due to stimulated tourism demand
Maintenance and development of regional route networks including outlying island routes
| Performance indicators |
Results of FY19 |
Results of FY20 |
Results of FY21 |
Results of FY22 |
Results of FY23 |
Results of FY24 |
Results of FY25 |
Target for FY25 |
|---|
| Number of domestic entry points (including code share) |
62 points |
61 points |
61 points |
64 points |
65 points |
64 points |
64 points |
More than 65 points |
|---|
Expansion of services provided through increased contract orders
| Performance indicators |
Results of FY19 |
Results of FY20 |
Results of FY21 |
Results of FY22 |
Results of FY23 |
Results of FY24 |
Results of FY25 |
Target for FY25 |
|---|
| Number of passenger and cargo flights regarding ground handling for foreign carriers |
87,000 flights |
9,000 flights |
17,000 flights |
29,000 flights |
66,000 flights |
82,770 flights |
82,195 flights |
94,000 flights |
|---|
Promoting the use of domestic flights to in-bound tourists
| Performance indicators |
Results of FY19 |
Results of FY20 |
Results of FY21 |
Results of FY22 |
Results of FY23 |
Results of FY24 |
Results of FY25 |
Target for FY25 |
|---|
| Number of users |
701,240 people |
49,188 people |
121,844 people |
582,180 people |
912,578 people |
1,161,629 people |
1,376,444 people |
1,505,000 people |
|---|
Drone logistics and commercialization of eVTOL Air Taxi
| Performance indicators |
Results of FY19 |
Results of FY20 |
Results of FY21 |
Results of FY22 |
Results of FY23 |
Results of FY24 |
Results of FY25 |
Target for FY25 |
|---|
| Commercialization |
ー |
ー |
ー |
ー |
Drone commercialization (operation) started |
Establishment of eVTOL operation company completed |
Formulating and promoting the Integrated Air Management concept (AMOP®: Air Mobility Operation Platform) to create new value through co-creation within an ecosystem of stakeholders. |
FY2023: Commercialization of drone delivery
FY2026: eVTOL commercialization |
|---|
Promoting air travel to customers who find it difficult to travel
| Performance indicators |
Results of FY19 |
Results of FY20 |
Results of FY21 |
Results of FY22 |
Results of FY23 |
Results of FY24 |
Results of FY25 |
Target for FY25 |
|---|
| Ratio of such passengers onboard |
0.36% |
0.29% (0.8 times v.s. FY2019) |
0.64% (1.8 times v.s. FY2019) |
0.71% (1.9 times v.s. FY2019) |
0.81% (2.2 times v.s. FY2019) |
0.82% (2.3 times v.s. FY2019) |
0.84% (2.3 times v.s. FY2019) |
2.5 times v.s. FY2019 results |
|---|
| Number of wooden wheelchairs which go through metal detectors |
478 units |
478 units |
478 units |
508 units |
508 units |
461 units |
464 units |
580 units |
|---|
Enhancing pharmaceutical transportation
| Performance indicators |
Results of FY19 |
Results of FY20 |
Results of FY21 |
Results of FY22 |
Results of FY23 |
Results of FY24 |
Results of FY25 |
Target for FY25 |
|---|
| Transport weight |
610 tonnes |
721 tonnes +18% v.s. FY2019 |
1,172 tonnes +92% v.s. FY2019 |
1,363 tonnes +123% v.s. FY2019 |
3,274 tonnes +437% v.s. FY2019 |
4,355 tonnes +614% v.s. FY2019 |
5,995 tonnes +883% v.s. FY2019 |
+616% v.s. FY2019 |
|---|
*Including temperature-controlled storage for pharmaceuticals in Narita airport entrusted from oversea airlines
Enhancing transportation of fresh products
| Performance indicators |
Results of FY19 |
Results of FY20 |
Results of FY21 |
Results of FY22 |
Results of FY23 |
Results of FY24 |
Results of FY25 |
Target for FY25 |
|---|
| Transport weight |
ー |
ー |
ー |
ー |
8,175 tonnes +54% v.s. FY2019 |
10,029 tonnes +89% v.s.FY2019 |
11,791 tonnes +122% v.s. FY2019 |
+142% v.s. FY2019 |
|---|
Promoting JAL Wellness & Travel
| Performance indicators |
Results of FY19 |
Results of FY20 |
Results of FY21 |
Results of FY22 |
Results of FY23 |
Results of FY24 |
Results of FY25 |
Target for FY25 |
|---|
| Number of municipal partnerships |
ー |
ー |
ー |
4 cases |
5 cases |
9 cases |
4 cases |
10 cases |
|---|
Strengthening planning and sales of recycled products in cooperation with companies outside the JAL Group
| Performance indicators |
Results of FY19 |
Results of FY20 |
Results of FY21 |
Results of FY22 |
Results of FY23 |
Results of FY24 |
Results of FY25 |
Target for FY25 |
|---|
| Number of affiliated companies |
ー |
ー |
ー |
ー |
5 companies |
12 companies |
23 companies |
15 companies |
|---|
| Performance indicators |
Results of FY19 |
Results of FY20 |
Results of FY21 |
Results of FY22 |
Results of FY23 |
Results of FY24 |
Results of FY25 |
Target for FY25 |
|---|
| Cumulative number of users |
ー |
ー |
ー |
540,000 people |
630,000 people |
710,000 people |
801,000 people |
810,000 people |
|---|
Addressing Climate Change
Reducing total amount of CO2 emissions
| Performance indicators |
Results of FY19 |
Results of FY20 |
Results of FY21 |
Results of FY22 |
Results of FY23 |
Results of FY24 |
Results of FY25 |
Target for FY25 |
|---|
| Net CO2 emissions from aircraft*1 |
9.09 million tonnes
(9.21 million tonnes*2) |
4.39 million tonnes |
6.19 million tonnes |
8.19 million tonnes |
9.07 million tonnes |
9.69 million tonnes |
9.13 million tonnes |
Less than 9.21 million tonnes
Management targets |
|---|
| CO2 emissions per revenue ton kilometer (RTK) |
1.0648 kg-CO2/tonne kilometers |
1.3763 kg-CO2/tonne kilometers |
1.2751 kg-CO2/tonne kilometers |
1.0829 kg-CO2/tonne kilometers |
1.0040kg-CO2/tonne kilometers |
0.9595kg-CO2/tonne kilometers |
0.8461kg-CO2/tonne kilometers |
0.8365 kg-CO2/tonne kilometers*3 |
|---|
| CO2 emissions from Non aircraft [Ground facilities]*4 |
60,000 tonnes |
51,000 tonnes |
53,000 tonnes |
56,000 tonnes |
53,000 tonnes |
57,000 tonnes |
54,000 tonnes |
54,000 tonnes |
|---|
| Percentage of fuel-efficient aircraft |
82% |
84% |
85% |
86% |
86% |
86% |
86% |
86% |
|---|
| Ratio of SAF to total fuel |
0.0001%
Loaded in all five A350
delivery flights |
0.0000009%
Domestically produced SAF loaded on domestic scheduled flights |
0.0002%
・Loaded on four A350 delivery flights
・Loaded simultaneously on two types of domestically produced SAF for domestic scheduled flights |
0.004% |
0.012% |
0.035% |
1% |
1% of all loaded fuel |
|---|
| Reduction through JAL Green Operations promotion (CO2 reduction through operational ingenuity) |
157,000 tonnes (1.7% of emissions) |
82,000 tonnes (1.8% of emissions) |
142,000 tonnes (2.3% of emissions) |
195,000 tonnes (2.4% of emissions) |
217,000 tonnes (2.4% of emissions) |
224,500 tonnes (2.3% of emissions) |
256,900 tonnes (2.52% of emissions) |
Reduction equivalent to 2.5% of CO2 emissions from aircraft |
|---|
| Number of JAL Carbon Offset website visitors |
ー |
ー |
Tracked from FY2021 |
13,122 people (1.5 times v.s. FY2021) |
21,215 people (2.4 times v.s. FY2021) |
36,329 people (4.1 times v.s. FY2021) |
33,342 people (3.8 times v.s. FY2021) |
30,000 people (3.4 times v.s. FY2021) |
|---|
| Number of Carbon Offset users |
ー |
ー |
Tracked from FY2022 |
385 people |
1,785 people |
2,310 people (6 times v.s. FY2022) |
5,012 people (13 times v.s. FY2022) |
2,000 people (5.2 times v.s. FY2022) |
|---|
| Number of total contracted companies of JCSP (JAL Corporate SAF Program) |
ー |
ー |
ー |
ー |
Tracked from FY2024 |
12 companies |
17 companies |
15 companies |
|---|
*1 including SAF reduction effects and carbon offsets
*2 Includes 120,000 tons of FY2019 CO2 emissions by Spring Japan, which became a consolidated subsidiary in 2021
*3 Factoring in the impact of bypassing Russian airspace
*4 Scope2 Market-based
Effective Use of Limited Resources
| Performance indicators |
Results of FY19 |
Results of FY20 |
Results of FY21 |
Results of FY22 |
Results of FY23 |
Results of FY24 |
Results of FY25 |
Target for FY25 |
|---|
| No use of new petroleum-based plastics in in-house standard products used inflight and in lounges |
2.5% |
10.4% |
25% |
45% |
58% |
96% |
100% |
100%
Management targets |
|---|
| Switch to eco-friendly materials contained used in airports and cargo transportation*2 |
*Starting from FY2020 |
87.6% |
90% |
91% |
91% |
92% |
100% |
100%
Management targets |
|---|
*1 Single-used plastic served to customers
*2 Items that do not use new or reduced petroleum-derived raw materials, such as biomass, recycled plastic, and certified paper
Reduction of inflight meal waste
| Performance indicators |
Results of FY19 |
Results of FY20 |
Results of FY21 |
Results of FY22 |
Results of FY23 |
Results of FY24 |
Results of FY25 |
Target for FY25 |
|---|
| Yield improvement |
ー |
ー |
ー |
ー |
4.4% |
2.6% |
1.6% |
Less than 2.5% |
|---|
| Performance indicators |
Results of FY19 |
Results of FY20 |
Results of FY21 |
Results of FY22 |
Results of FY23 |
Results of FY24 |
Results of FY25 |
Target for FY25 |
|---|
| Electronic AWB (Air Waybill) |
ー |
ー |
25% |
62.5% |
82.6% |
83.3% |
JAL flight e-AWB completed |
JAL flight e-AWB completed |
|---|
Precaution of Environmental Pollution
Industrial waste reduction
| Performance indicators |
Results of FY19 |
Results of FY20 |
Results of FY21 |
Results of FY22 |
Results of FY23 |
Results of FY24 |
Results of FY25 |
Target for FY25 |
|---|
| Final disposal ratio |
0.3% |
0.6% |
0.3% |
0.6% |
0.7% |
0.5% |
To be disclosed within FY26 |
Keep below 1% |
|---|
Low-noise aircraft operations
| Performance indicators |
Results of FY19 |
Results of FY20 |
Results of FY21 |
Results of FY22 |
Results of FY23 |
Results of FY24 |
Results of FY25 |
Target for FY25 |
|---|
| ICAO Chapter 14 standard compliant aircraft ratio |
45% |
40% |
41% |
42% |
42% |
44% |
45% |
45% |
|---|
Biodiversity Conservation
Conservation and expansion of tourism resources
| Performance indicators |
Results of FY19 |
Results of FY20 |
Results of FY21 |
Results of FY22 |
Results of FY23 |
Results of FY24 |
Results of FY25 |
Target for FY25 |
|---|
| [Okinawa] Proliferating and regenerating sexually reproduced corals |
ー |
600 colonies |
1,000 colonies |
1,700 colonies |
1,150 colonies |
1,557 colonies |
To be disclosed within FY26 |
1,000 colonies by 2026 |
|---|
Utilization of certified commercial materials
| Performance indicators |
Results of FY19 |
Results of FY20 |
Results of FY21 |
Results of FY22 |
Results of FY23 |
Results of FY24 |
Results of FY25 |
Target for FY25 |
|---|
| Ratio of paper items with international certification in consideration with forest resources |
15.9% |
66.5% |
66.5% |
87.8% |
94.4% |
96.5% |
100% |
100% |
|---|
Prevention of illegal wildlife trade
| Performance indicators |
Results of FY19 |
Results of FY20 |
Results of FY21 |
Results of FY22 |
Results of FY23 |
Results of FY24 |
Results of FY25 |
Target for FY25 |
|---|
| Number of illegal wildlife transports |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
|---|
Consideration of biodiversity in ingredients and commercial products
| Performance indicators |
Results of FY19 |
Results of FY20 |
Results of FY21 |
Results of FY22 |
Results of FY23 |
Results of FY24 |
Results of FY25 |
Target for FY25 |
|---|
| Number of violations of internal guidelines related to ESG risk in ingredients and commercial products |
ー |
ー |
ー |
0 |
0 |
0 |
0 |
0 |
|---|
Reducing the impact on ecosystems surrounding airports
| Performance indicators |
Results of FY19 |
Results of FY20 |
Results of FY21 |
Results of FY22 |
Results of FY23 |
Results of FY24 |
Results of FY25 |
Target for FY25 |
|---|
| [Tokyo] Number of incidents of improper management of water containing hazardous substances |
ー |
ー |
ー |
ー |
0 |
0 |
0 |
0 |
|---|
Providing opportunities for education and challenges to maximize individual potential
| Performance indicators |
Results of FY19 |
Results of FY20 |
Results of FY21 |
Results of FY22 |
Results of FY23 |
Results of FY24 |
Results of FY25 |
Target for FY25 |
|---|
| Training cost per person* |
¥449,480
/person |
¥109,321
/person |
¥84,469
/person |
¥138,651
/person |
¥164,103
/person |
¥176,579
/person |
To be disclosed within FY26 |
¥338,000
/person |
|---|
*Return to employees will be measured as "investment in human capital per employee," amount of investment in education plus base salary, from FY24 onwards.
Providing opportunities to gain a variety of experiences regardless of attributes
| Performance indicators |
Results of FY19 |
Results of FY20 |
Results of FY21 |
Results of FY22 |
Results of FY23 |
Results of FY24 |
Results of FY25 |
Target for FY25 |
|---|
| Ratio of women in management |
18.4% |
19.5% |
21.9% |
22.8% |
29.8% *1 |
31.5% |
31.9% |
30%
Management targets |
|---|
| Employment ratio for persons with disabilities*2 |
2.62% |
2.67% |
2.64% |
2.75% |
2.90% |
2.91% |
To be disclosed within FY26 |
3.2% |
|---|
| Percentage of men taking childcare leave*3 |
81.8% |
106.3% |
99.3% |
87.2% |
80.5% |
87.5% |
96.4% |
100% |
|---|
*1 Changed calculation method from fiscal 2023
*2 Total value of Japan Airlines Co., Ltd. and JAL Sunlight Co., Ltd., a subsidiary that hires people with disabilities
*3 Japan Airlines Co., Ltd. only, calculated based on the number of people in childcare leave applicants before fiscal 2021
Expanding the Field of Success
Providing opportunities for growth and learning
| Performance indicators |
Results of FY19 |
Results of FY20 |
Results of FY21 |
Results of FY22 |
Results of FY23 |
Results of FY24 |
Results of FY25 |
Target for FY25 |
|---|
| Internal relocation through open recruitment |
ー |
ー |
ー |
30 people/year |
85 people/year |
100 people/year |
171 people/year |
100 people/year |
|---|
Deepen internal knowledge and acquire external knowledge
| Performance indicators |
Results of FY19 |
Results of FY20 |
Results of FY21 |
Results of FY22 |
Results of FY23 |
Results of FY24 |
Results of FY25 |
Target for FY25 |
|---|
| Career recruitment ratio |
ー |
ー |
ー |
ー |
40.0% |
50.0% |
25.0% |
50.0% |
|---|
| Number of employees who took DX education |
ー |
ー |
ー |
ー |
80 people |
376 people |
962 people |
900 people |
|---|
Organizational revitalization through the practice of the JAL Philosophy by organizational managers
| Performance indicators |
Results of FY19 |
Results of FY20 |
Results of FY21 |
Results of FY22 |
Results of FY23 |
Results of FY24 |
Results of FY25 |
Target for FY25 |
|---|
| Ratio of managers who took Leader education |
ー |
ー |
ー |
ー |
99.6% |
99.4% |
96.3% |
100% |
|---|
Basement of Human Capital
Improving the ratio of health check-up
| Performance indicators |
Results of FY19 |
Results of FY20 |
Results of FY21 |
Results of FY22 |
Results of FY23 |
Results of FY24 |
Results of FY25 |
Target for FY25 |
|---|
| Employee consultation ratio |
100% |
100% |
100% |
100% |
100% |
100% |
To be disclosed within FY26 |
Maintaining 100% |
|---|
| Family consultation ratio* |
37.5% |
36.0% |
40.7% |
47.1% |
47.3% |
49.4% |
To be disclosed within FY26 |
75% |
|---|
| Ration of mammography (employees) |
ー |
ー |
58.9% |
62.0% |
61.4% |
57.3% |
To be disclosed within FY26 |
70% |
|---|
| Ration of mammography (families 35 and over) |
ー |
ー |
30.20% |
33.4% |
34.7% |
35.4% |
To be disclosed within FY26 |
40% |
|---|
| Ratio of uterine cancer screening (employees) |
ー |
ー |
54.10% |
57.9% |
57.4% |
54.7% |
To be disclosed within FY26 |
60% |
|---|
| Ratio of uterine cancer screening (families 18 and over) |
ー |
ー |
25.4% |
27.9% |
29.8% |
29.4% |
To be disclosed within FY26 |
40% |
|---|
* Until fiscal 2020, the data was compiled for family members aged 35 and over. From fiscal 2021, the data is compiled for family members aged 40 and over
Results of Human Capital Management
| Performance indicators |
Results of FY19 |
Results of FY20 |
Results of FY21 |
Results of FY22 |
Results of FY23 |
Results of FY24 |
Results of FY25 |
Target for FY25 |
|---|
| Percentage of highly engaged employees |
54.4% |
54.4% (no survey) |
51.7% |
51.7% (no survey) |
53.8% |
58.1% |
60.7% |
64.4% |
|---|
| Performance indicators |
Results of FY19 |
Results of FY20 |
Results of FY21 |
Results of FY22 |
Results of FY23 |
Results of FY24 |
Results of FY25 |
Target for FY25 |
|---|
| Sales per capita |
ー |
ー |
-50% |
-2% |
+16% v.s. FY2019 |
+20% v.s. FY2019 |
+28% v.s. FY2019 |
+38% v.s. FY2019 |
|---|
Labor Productivity Improvement
| Performance indicators |
Results of FY19 |
Results of FY20 |
Results of FY21 |
Results of FY22 |
Results of FY23 |
Results of FY24 |
Results of FY25 |
Target for FY25 |
|---|
| Total work hours* |
1,862 hours/person |
1,878 hours/person |
1,890 hours/person |
1,884 hours/person |
1,876 hours/person |
1,875 hours/person |
1,874 hours/person |
1,850 hours/person |
|---|
| Percentage of usage of annual paid leave* |
79.0% |
71.5% |
74.5% |
81.0% |
84.5% |
80.0% |
82.3% |
100% |
|---|
| Average number of hours of overtime and holiday work per month* |
9.5 hours/person |
8.0 hours/person |
9.9 hours/person |
10.5 hours/person |
9.7 hours/person |
10.2 hours/person |
10.6 hours/person |
4 hours/person (linked to 1,850 hours of total annual labor) |
|---|
*Japan Airlines Co., Ltd. only
Conducting human rights due diligence
| Performance indicators |
Results of FY19 |
Results of FY20 |
Results of FY21 |
Results of FY22 |
Results of FY23 |
Results of FY24 |
Results of FY25 |
Target for FY25 |
|---|
| Implementation ratio of human rights due diligence |
ー |
ー |
ー |
100% |
100% |
100% |
100% |
100% |
|---|
Respect for human rights of stakeholders
| Performance indicators |
Results of FY19 |
Results of FY20 |
Results of FY21 |
Results of FY22 |
Results of FY23 |
Results of FY24 |
Results of FY25 |
Target for FY25 |
|---|
| Completion of human rights investigations of new key suppliers |
ー |
ー |
ー |
ー |
100% |
ー |
ー |
100%*1 |
|---|
| Percentage of self-assessment questionnaires for significant suppliers (60 companies) |
ー |
ー |
ー |
ー |
ー |
100% |
ー |
100%*2 |
|---|
| Attendance ratio of education related to respect for human rights |
ー |
ー |
ー |
81.9% |
75.5% |
75.5% |
To be disclosed within FY26 |
100% |
|---|
| Ratio of employees who work long hours |
ー |
ー |
ー |
1.98% |
3.57% |
3.33% |
4.48% |
0% |
|---|
*1 100% by FY2023
*2 100% by FY2024
Strengthening the dissemination of information on corporate website sustainability pages
| Performance indicators |
Results of FY19 |
Results of FY20 |
Results of FY21 |
Results of FY22 |
Results of FY23 |
Results of FY24 |
Results of FY25 |
Target for FY25 |
|---|
| Number of views |
765,912 |
786,229 |
893,469 |
840,170 |
820,095 |
845,451 |
780,957 |
1 million or more |
|---|
Strengthening the dissemination of information to individual shareholders and investors
| Performance indicators |
Results of FY19 |
Results of FY20 |
Results of FY21 |
Results of FY22 |
Results of FY23 |
Results of FY24 |
Results of FY25 |
Target for FY25 |
|---|
| Members registered to stockholders' website |
ー |
ー |
ー |
ー |
ー |
75,814 people |
105,295 people |
100,000 people |
|---|
Promoting Fair Business Activities
Preventing information leakage
| Performance indicators |
Results of FY19 |
Results of FY20 |
Results of FY21 |
Results of FY22 |
Results of FY23 |
Results of FY24 |
Results of FY25 |
Target for FY25 |
|---|
| Number of incidents |
0 |
2* |
0 |
2 |
0 |
2 |
3 |
0 |
|---|
*Number of information leakage incidents reported to authorities
Number of Incidents to Prevent Corruption and Bribery
| Performance indicators |
Results of FY19 |
Results of FY20 |
Results of FY21 |
Results of FY22 |
Results of FY23 |
Results of FY24 |
Results of FY25 |
Target for FY25 |
|---|
| Number of incidents* |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
|---|
*Criminal or more severe penalties counted
| Performance indicators |
Results of FY19 |
Results of FY20 |
Results of FY21 |
Results of FY22 |
Results of FY23 |
Results of FY24 |
Results of FY25 |
Target for FY25 |
|---|
| Confirmation ratio of integrity of critical suppliers |
18% |
37% |
62% |
81% |
100% |
ー |
ー |
100%*1 |
|---|
| Number of human rights audits conducted on key suppliers (23 companies) |
ー |
ー |
ー |
ー |
ー |
100% |
ー |
100%*2 |
|---|
| Number of aviation security audits of all caterer factories and machine supply depots |
2 |
2 |
2 |
2 |
2 |
2 |
2 |
2 |
|---|
*1 100% by FY2023
*2 100% by FY2024
Improving the effectiveness of BCP
| Performance indicators |
Results of FY19 |
Results of FY20 |
Results of FY21 |
Results of FY22 |
Results of FY23 |
Results of FY24 |
Results of FY25 |
Target for FY25 |
|---|
| Number of BCP-based exercises |
1 |
1 |
4 |
4 |
2 |
2 |
2 |
2 |
|---|
Please see below for key actions until fiscal 2022.
