Japan Airlines Net Change in Property, Plant, and Equipment 2013-2024 | JAPSY

Japan Airlines annual/quarterly net change in property, plant, and equipment history and growth rate from 2013 to 2024. Net change in property, plant, and equipment can be defined as the overall change in capital expenditures and sales of plant, property and equipment. This field is used if a company does not report separately sales and purchases of plant, property and equipment or is calculated as the sum of purchases and sales of PP&E
  • Japan Airlines net change in property, plant, and equipment for the quarter ending December 31, 2024 was $-0.253B, a 6.54% increase year-over-year.
  • Japan Airlines net change in property, plant, and equipment for the twelve months ending December 31, 2024 was $-1.184B, a 398% increase year-over-year.
  • Japan Airlines annual net change in property, plant, and equipment for 2024 was $-1.489B, a 90.45% increase from 2023.
  • Japan Airlines annual net change in property, plant, and equipment for 2023 was $-0.782B, a 44.06% decline from 2022.
  • Japan Airlines annual net change in property, plant, and equipment for 2022 was $-1.397B, a 68.47% increase from 2021.
Japan Airlines Annual Net Change in Property, Plant, and Equipment
(Millions of US $)
2024 $-1,489
2023 $-782
2022 $-1,397
2021 $-829
2020 $-2,020
2019 $-1,699
2018 $-1,744
2017 $-2,003
2016 $-1,802
2015 $-1,624
2014 $-1,571
2013 $-1,188
Sector Industry Market Cap Revenue
Transportation Transportation - Airlines $8.469B $12.110B
Japan Airlines Co., Ltd. provides scheduled and non-scheduled air transport, aerial work, and aircraft maintenance services. The company's operating segment consists of Air Transport and Others. The Air Transport segment engages in scheduled and non-scheduled transport operations for cargo and international and domestic passengers. The Others segment encompasses airline-related business like ticket reservation system, baggage delivery and travel planning services. Japan Airlines Co. is headquartered in Tokyo, Japan.
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