Shinoda   In fiscal 2008, we conducted a wide variety of activities using as our slogans "Care about the customer," "Safety first," and "Employees can make a difference" as part of the "Hirake, JAL" campaign. Ms. Omura, you have served as a Communication Leader (CL) from the very beginning. Has this been an especially busy year for you?
Omura   When I first became a CL, I was flying regularly as a cabin attendant at that time, so it was difficult for me to participate in meetings and other activities, even if I had wanted to. Recently, however, not only the Cabin Attendants Division but also the entire organization is actively providing support for the project. It's becoming much easier to take action because my acquaintances in the company are increasing and there aren't the barriers between departments that there used to be.
Izuchi   That's right. My worksite is in the maintenance area, which is separate from the airport terminal. I am responsible for parts maintenance, and we'd never had visitors from other sections before. When the others in my section found out about the CLM's workplace tours, some of the younger members of our staff even volunteered to serve as guides for these visitors. This is a very welcome change.
Nomura   When I first became a CL, the person previously in charge told me, "As soon as you get an idea, act on it." Frankly, I was quite surprised. I remember thinking, "But it's just not possible for employees to act on their own initiative."
Hirota   I was the same. When I first heard the expression "CLM" I thought it stood for "cargo loading manual." That's how little I knew about the CLM's activities. (Everyone laughs)
Shinoda   But really, relations between departments have really changed tremendously these past two years. The events we plan are attended not only by people in sales, but also by cabin attendants as well as airport staff. In the past, it took a considerable amount of time to select participants. By the way, the CL network really helps to save time when arrangements have to be made. With the creation of CLs, we've been able to form ties laterally across the organization.
Onishi   The real strength of the CLM is not just the increased interaction with others, through events and other means, but also the ability to enlist the collaboration of others with regard to our work duties.
Also, by participating in exchanges with other departments, I understand my own duties much better. The mission of the flight crew, of course, is to ensure the safety of each flight, so it is natural that they can not give adequate consideration to the passenger's perspective. The CLM is able to compensate, by advocating the passenger's perspective. For example, with regard to the actions taken by the cabin attendants and the airport staff, we have been able to find out about the background and clear up mysteries regarding any unusual behavior.

Izuchi   Regarding the first half of fiscal 2008, in July we conducted a "CLM nationwide caravan" to publicize our "Hirake, JAL" campaign. The program was implemented at airports and at JAL's urban branches in 32 districts nationwide. At major airports, operations are conducted by the staff of JAL Group companies. At local airports, however, there are many cases in which operations are outsourced. Regardless, people involved in JAL operations are the targets of CLM activities. In fiscal 2008, priority was put on more actively involving the local areas. The result was higher levels of activity and improved morale in those workplaces. The management was also very pleased.
Hirota   The media, too, have given us favorable coverage regarding this campaign, which is something we're very pleased to see. When I visited the Nagasaki district, we sponsored an event to teach children how to make origami airplanes. This event was covered extensively by the local newspaper and television station.
Omura   At Tokushima Airport, the ground crew has very little contact with the flight crew and cabin attendants. Therefore, we conducted a case study focusing on irregular responses. The staff exchanged views on possible ways in which the ground crew and the cabin crew might collaborate in the event that some trouble arises. It was the first time for people at Tokushima Airport to understand the situation aboard the airplane, and their smiles made a lasting impression. Even now, I sometimes contact them, just to keep in touch.
Shinoda   At Miyazaki Airport, we gave employees there the chance to experience different work assignments. The passenger services staff members were requested to unload baggage, while the maintenance staff were made to stand behind the check-in counter.
Afterward, a member of the Miyazaki Airport staff who had helped out with the caravan showed up in Tokyo one day and dropped by my office to say hello. I was very happy, (he says with a smile).

Omura   Of all our activities in fiscal 2008, the ones that made the strongest impression were the rescue drills intended for cabin attendants, but which were extended to the members of other departments. One CL explained, "Many members of our ground crew have never worn a life jacket. Please try one on." That was the beginning. We then underwent rescue drills at the CS (Customer Support) Forum. About 50 people gathered in the conference room at the JAL head office building, and we used audio equipment to make it as real as possible.
Nomura   I took part in the rescue drills, and had difficulty getting the life jacket on the first time. Look at me! I'd been working at JAL for 10 years, and I couldn't even get a life jacket on. If I was onboard a flight that was suddenly faced with an emergency, I wouldn't even be able to help other passengers. This thought made me very upset. With this thought in mind, I requested that the rescue drills be implemented for the rest of our staff in the Fukuoka district.
Omura   We immediately received a request for rescue drills from the Fukuoka district, and also the Itami district of Osaka, and JALCARD, Inc. The CL passed on these requests to the rescue drill department. These drills were originally conducted in our training center, equipped with facilities modeled after the inside of an airplane. The use of those facilities was not necessary for raising employees' awareness about safety. We were able to change our thinking on this matter as a result of a request from an employee. Employees really can make a difference, I realized.
Fukuda   In March 2009, I was responsible for planning a special flight with the "Girls' Day" theme. This flight was staffed entirely by women (except for the captain and the line maintenance chief). I really didn't know what to do at first, but through the actual process I came to understand the difference that employees can make. Also, working together with people from other sections and departments really helps us to form ties.
Onishi   I was surprised, too, to see that the safety vests used by the staff on the ground were neon pink instead of neon yellow. I was surprised to see that the event planning (for Girls' Day) went so far (as to arrange for pink vests). What a great idea!
Fukuda   When I visited the Corporate Safety Division, I was nervous the first time about requesting pink safety vests, and I was really surprised when we actually succeeded in getting them.
Onishi   In the past, it would have been too difficult to get the type of cooperation from other business divisions required for organizing events such as rescue drills and the Girls' Day flight. The CLM is a body composed of employees. My impression is that it is much less likely that senior executives will block a project that has gained widespread support.

Hirota   I've been working in cargo from my first days at JAL. Experiencing activities in other locations is a good way to learn about JAL Group. I learned many things about the company that I hadn't known. The activities of the CLM is not so much about changing the corporate culture, but rather about unlocking the hearts of the JAL staff.
Nomura   "JAL is a wonderful company. I like the people who work for JAL." We would like JAL employees to think this way. Therefore, our role as CLs is to give JAL employees a chance to learn more about the Company, and to develop a greater appreciation for the Company.
Izuchi   Employees are working together to do a good job, and activities to improve morale are becoming quite common. In time, the word CLM will become unnecessary, at which time we'll know that the reform of our corporate culture has been achieved.
Shinoda   I've been working at JAL for more than six years now. To save the Company from the current predicament a blast of energy comparable to a large explosion is required. Without a doubt, it is up to the employees to generate that energy. Each person is working to make a difference, and through their collaborative efforts, the impact is being further amplified.
Onishi   If a pilot, faced with poor weather conditions, were to say, “I hate bad weather” and just didn't turn up, the plane would not leave the ground. If people can undertake communications in a spirit of optimism, they will be able to find a way around any problem.
Fukuda   That's right. Don't give up before you've even tried. First, take action. We want to be known as the JAL Group, where the door between worksites is always open.