AirJapan Operations to be Suspended Amidst Parent Company Restructuring
The low-cost brand AirJapan is scheduled to suspend all operations in April as its parent, the ANA Group, has decided to discontinue the carrier.
This strategic decision by the ANA Group, announced on Thursday, involves reallocating the entirety of the low-cost brand’s resources to its mainline carrier, All Nippon Airways (ANA).
The primary reason cited for this significant organizational change is the need to optimize the Group’s available resources, particularly its aircraft fleet and personnel, in response to ongoing delays in new aircraft deliveries impacting the parent airline’s operational planning.
Specifically, the entire fleet of Boeing 787 Dreamliners currently operated by AirJapan will be transferred to ANA’s international division to support its expansion and compensate for the fleet shortfalls.
Integrating the low-cost brand’s planes and crew into ANA’s international operations is seen as the most efficient way to maintain and support the Group’s growth trajectory during a period of global supply chain challenges affecting the aviation industry.
This move signals a consolidation of the Group’s international capacity under the main ANA brand rather than maintaining a separate low-cost, long-haul operation.
The final flight under the AirJapan name is set to be the service from Narita to Bangkok’s Suvarnabhumi Airport, departing on March 28, with the return flight scheduled for March 29.
The airline currently serves routes including Narita to Singapore and Seoul, in addition to its Bangkok route, all of which will cease operations under the brand in April.
Strategic Integration of Fleet and Staff into ANA
The comprehensive integration of AirJapan’s assets into All Nippon Airways’ operations highlights a critical strategic pivot for the ANA Group.
The suspension is not a sign of failure but a calculated response to external pressures, namely the global aviation industry’s persistent issue with aircraft delivery delays.
By transferring the modern and highly-efficient Boeing 787 Dreamliner fleet from the low-cost carrier, the ANA Group effectively fortifies its core international network under the main ANA flag.
This ensures continuity and expansion capability despite not receiving new planes on schedule.
Furthermore, the personnel, including pilots, cabin crew, and ground staff who have been part of the AirJapan team, will be seamlessly absorbed into ANA’s operational structure.
This move not only retains valuable, trained staff within the Group but also immediately boosts ANA’s capacity to handle increased international service demands, leveraging the existing expertise and experience of the former low-cost airline’s team.
This resource optimization is essential for maintaining the competitive edge of the entire ANA Group.
While the public farewell flight is slated for the Narita-Bangkok route in late March, it’s worth noting that the brand’s local social media presence, such as the Thai Facebook page, had, until the official announcement, been actively promoting its autumn and winter special fares running until the very end of its operational life, which underscores the swiftness of the corporate decision and transition process.
Future of ANA Group’s Low-Cost Presence
The discontinuation of the AirJapan brand does not represent a complete withdrawal from the low-cost market segment for the ANA Group.
The company has explicitly stated its commitment to continuing the operation of its other low-cost carrier, Peach Aviation.
Peach, which is based at Kansai Airport in Osaka, focuses on a slightly different market dynamic, primarily serving short to medium-haul routes with a distinct operational and branding profile.
The Group’s decision to maintain Peach Aviation while suspending AirJapan demonstrates a clear strategy of streamlining its business units, concentrating its long-haul international low-cost efforts, or lack thereof, on the main ANA brand, and retaining a focused, dedicated short-haul low-cost operator in Peach.
The shift essentially unifies the long-haul capacity under the premium brand while leaving the short-haul budget travel segment to the established Peach operation.
This rationalization of brands is intended to eliminate any potential overlap in the market and ensure a clearer value proposition for customers across the Group.
The reallocation of the 787 Dreamliner aircraft, a valuable long-haul asset, strongly suggests that the ANA Group sees greater immediate returns and strategic necessity in supporting its full-service international growth and capacity maintenance in the face of fleet constraints, rather than continuing to develop the separate long-haul AirJapan model.
