ANA Holdings announced a comprehensive four-year fleet overhaul, targeting efficiency gains across its airline fleet, cargo network, and future air mobility ventures. The Japanese airline group will spend approximately JPY2.7 trillion ($17.5 billion) over the coming years as it prepares for a major international expansion ahead of Tokyo Narita’s planned growth in 2029.
A Clear Focus on International Push
At the heart of the strategy is a larger and younger fleet built for long-haul demand. ANA Holdings shall oversee around 330 aircraft – a notable milestone that exceeds its pre-COVID peak of 303.
From August 2026, All Nippon Airways (ANA) will begin taking delivery of new Boeing 787-9s, with the Dreamliner set to become the backbone of its international network. Refreshed cabins in every class are planned for the incoming jets. Altogether, the move reflects a sharper emphasis on high-end service as Asia-Pacific route competition grows fiercer.
Domestic flying will also see some changes, though on a longer timeline. After fiscal year 2028, ANA plans to use the Embraer E190-E2 across its shorter routes to greater align with the airlines fuel efficiency goals.
Moreover, low-cost arm Peach Aviation is preparing for its own growth spurt. From financial year 2028, it will launch the Airbus A321XLR, enabling longer international routes from its Osaka Kansai base. Peach expects capacity, measured in available seat-kilometres, to grow by about 30%, with international services doing most of the heavy lifting. Across the wider group, ANA aims for new-generation aircraft to constitute for 90% of the fleet by 2030.
Cargo Integration, Digital Bets and What Comes Next
Cargo is another pillar of the plan following the integration of Nippon Cargo Airlines. The combined international freighter fleet will include Boeing 747-8Fs, 777-200Fs and converted 767s. From fiscal 2026, ANA will begin shifting operational responsibility for part of the 777-200F fleet to NCA, a move designed to sharpen efficiency. The group expects the integration to deliver JPY30 billion ($190 million) in synergies by 2030.
Financially, ANA is aiming high. It targets operating income of JPY250 billion ($1.6 billion) in fiscal 2028 and JPY310 billion ($1.98 billion) by 2030, with a 10% operating margin. A large proportion of this investment is earmarked for digital transformation, signalling the airlines goal to modernise everything from operations to customer experience.
Looking even further ahead, ANA plans to use Narita’s 2029 expansion to grow flights at the hub by 70%. Beyond traditional aviation, the group is eyeing air taxi operations once regulatory approval is secured. Overall, the strategy is a reminder that ANA Holdings’ ambitions stretch well beyond the runway, with plans spanning next-generation aircraft, digital systems and entirely new forms of mobility.
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