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Education and Training |
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The daily work of JAL Group staff demands a high level of specialist expertise in various fields, and extensive training is required to acquire that knowledge. At our Human Resources Development Center, as well as such specialist training we provide education and training in JAL Group philosophy and goals. At the center, we help employees acquire the knowledge and skills that are needed in all roles within the JAL Group. Although training generally takes place on the job, in cases where that is not possible the Human Resources Development Center provides supplementary training and gives participants a chance to meet and exchange ideas.
The diagram on the right shows the human-resources development cycle within the JAL Group. Through this process, we aim to create a working environment where employees can grow to reach their full potential. |
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Safety in the Workplace |
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To help our employees work securely and to their full ability, the JAL Group has set up a system called Total Health Promotion. This scheme aims to create a pleasant workplace and to foster mental and physical health. Specialist staff safeguard the health of our employees through mental-health initiatives, back-pain-prevention measures, nutritional advice and strategies to deal with metabolic syndrome. |
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Staff with Disabilities |
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In 1995, we established JAL Sunlight to promote the employment of individuals with disabilities and create an environment where they can work effectively. JAL Sunlight was accredited as a special subsidiary under a law related to the promotion of employment for the physically disabled, and a large number of such staff are actively engaged, working mainly in business-service operations. In fiscal 2007, we initiated a scheme to employ staff with intellectual disabilities at our uniform-management operations at Haneda Airport. At present, physically disabled staff make up 1.57% of the JAL workforce (March 2007 combined figure for JAL, JAL International and JAL Sunlight), and although this is below the legally mandated figure of 1.8% we will endeavor to raise the ratio further. |
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Pledge on Promoting Human Rights |
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| The JAL Group does not discriminate based on gender, age, nationality, race, ethnicity, religion, social station or physical disability — a position that is part of the JAL Group Code of Conduct. The company promotes human rights at various in-house training venues as it attempts to further the awareness of respecting human rights among its employees. |
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Interstaff Communication |
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| Good communication among staff and between management and employees is essential to the sound development of our business. Japan Airlines International conducts various meetings and discussions with the company’s unions to build mutual trust and understanding. In this way, we can strive together to achieve the JAL Group’s mission within society. |
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Female and Locally Hired Staff |
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Approximately half the staff at the JAL Group (including consolidated domestic affiliates) are women, and these employees are active in a broad array of work settings. In fiscal 2007, JAL hired 98 people as general office workers, of whom 21 were women. Around 90% of staff at our overseas offices are locally recruited, and their knowledge is crucial to the JAL Group’s overseas operations.
When new staff are employed by the JAL Group, such issues as gender and nationality are irrelevant: of far greater importance are hard work and the capacity to accept challenges. While striving to recruit personnel with ambition and ability, JAL aims to provide an extensive support system to create a positive working environment for both women and locally recruited staff. |
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| A Bridge Between Departments |
When I was offered a job as an executive officer, I’d spent 30 years as a cabin attendant and was unsure whether or not I should accept. Still, I decided that the position would be a fresh chance to gain an overview of the Cabin Attendants Division’s work and to facilitate the exchange of opinions between divisions. Cabin crew spend more time in direct contact with customers than any other JAL employees and consequently receive a variety of comments and suggestions for improvement. Since I became an executive officer, the amount of time I spend communicating with other divisions has increased dramatically. In future, I’d like to expand channels of communication between divisions and use my position as a member of the Cabin Attendants Division to facilitate the transfer of comments and take immediate action on suggestions for improvement.
Yoriko Nagata
Executive officer and deputy general manager, Cabin Attendants Division |
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Dream Skyward Award |
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The Dream Skyward Award was established to recognize achievements made by JAL and group companies in furthering an understanding of the JAL corporate philosophy, increasing organizational vitality and helping shape a dynamic corporate culture. In fiscal 2006, the award’s third year, 44 Annual Prizes were awarded to workplaces and individuals at group companies, overseas offices and subcontractors. |
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