At this time, Airport Facilities Group has formulated a medium- to
long-term management plan (hereinafter referred to as the "Plan") for the seven years from FY2022 to
FY2028.
2. Airport Facilities Group's long-term vision (AFC
VISION) "Toward creating unique value within and outside airports"
Airport Facilities Group will continue to create unique value that
contributes to aviation and society by taking advantage of the knowhow that it has cultivated over its
50-year history to conscientiously reward the trust of customers within and outside airports and
providing safe and secure facilities and services.
3. Three priority measures
The Plan will strengthen Airport Facilities Group’s airport-related operations, which represent
the core business, by steadily promoting the implementation of the following three priority measures. At
the same time, the Plan aims to develop a capital efficiency-conscious business portfolio that is
resilient against risks and lay the foundation for the next stage by diversifying revenue sources
through engagement in non-asset businesses and by expanding profits.
（1）Haneda Airport 1-Chome project
Airport Facilities Group aims to expand its airport-related assets and improve profitability by
reorganizing and rebuilding its facilities in the Haneda Airport 1-Chome area, where AFC was founded,
into higher-quality ones that meet customers' needs in accordance with the disaster risk management
measures for the area.
（2）Expansion of non-asset businesses
Airport Facilities Group aims to increase fee revenue by taking advantage of its knowhow and also
enter into real estate fund development and asset management businesses by building an excellent
property portfolio through the acquisition of properties outside airports and a shift to higher-value
properties.
（3）Improvement of the profitability of existing businesses
Airport Facilities Group aims to improve profitability through capital
efficiency-conscious property portfolio restructuring measures, including withdrawal and sale, with
regard to properties with inferior growth potential or profitability.
4. Business portfolio strategy
Leveraging on company’s strengths to pursue sustainable growth in profitability and
capital efficiency and aim to develop a capital efficiency-conscious business portfolio resilient to risks.
The Company has revised the target for the consolidated dividend payout ratio to 40% or higher (up
from the previous target of 30% or higher), as it seeks to ensure stable dividend payment while striking
a balance between preparing for future investments for the purpose of sustainable growth, maintaining
financial soundness, and returning profit to shareholders.
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