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1. Revamping Our Mentality |
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JAL must change its mentality from one of thinking that someone else will take care of a particular situation to one where the employee says “I will do it,” and individual staff members must think about how their jobs fit into the overall scheme of things.
Independent Staff Activities Aimed at Recovering Passenger Trust
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Thank You Campaign at Kansai International Airport
Staff from various work sites at the airport got together to make a handmade banner printed with the words “Thank you,” which they waved in send-off to departing passengers as a way of expressing their gratitude to JAL customers (April to May 2006). |
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Announcements by Maintenance Staff at Narita Airport
When a flight departing from Narita Airport is delayed for technical reasons, the maintenance staff now explain the reason in order to put passengers at ease (from July 2006). |
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Cross-Organizational Activities at Kobe Airport
Staff at Kobe Airport are engaged in cross-organizational activities, including cleaning the ramps and giving clear, cheerful and polite greetings to everyone encountered in the line of duty (from May 2006). |
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2. Revamping Our Organization |
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JAL must implement mandatory personnel exchanges in order to break down the partitions of isolated cultures in closed segments and periodically set meetings for reciprocal checking of work and exchanging information.
Training at Other Work Sites
JAL is implementing a series of training activities designed to have airport staff experience operations at other airports on a reciprocal basis, and staff involved in reservations and ticketing experience what it is like to work in airport operations. |
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3. Central Safety Organization |
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The newly developed central safety organization must be led by a senior member of management trusted throughout the company who is capable of strong leadership. That person has to be responsible for promoting safety-related education and development throughout the entire group.
Establishment of Corporate Safety Division
On April 1, 2006, JAL established the Corporate Safety Division under the control of a general manager who has also assumed the post of senior executive director of JAL for corporate safety. The division is designed to strengthen the links between safety organizations from various areas and companies in the JAL Group, while also supporting measures to improve safety as JAL aims to rebuild its entire approach to flight safety. The division will also analyze potential problem issues common to the whole group. |
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4. The Lessons of Accidents |
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JAL will establish a safety-promotion archive — provisionally called the Safety Documentation Center — to prevent the lessons of past accidents from being forgotten, and to use them as a basis for reestablishing safety measures.
Establishment of Safety Promotion Center
On April 24, 2006, JAL opened the  Safety Promotion Center. This was done in line with the deeply held belief that the lessons of past accidents should not be forgotten and to create a venue to reaffirm the importance of flight safety. JAL aims to use the center as a platform to help regain public trust. |
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5. Human Error |
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The practice of unequivocal verbal communication needs to be established. This manner of speaking should remove any doubts about what it is that the other party is attempting to do and ensure that one’s own ideas are properly understood by the other party.
Case Studies
JAL compiled a collection of case studies of unequivocal verbal communication, which was distributed to 40,000 group staff in March 2006. The collection was based on existing practical examples, and aimed at carrying out drills to illustrate the unequivocal verbal styles that can avoid human error, along with confirmation techniques that prevent human error causing accidents. This collection is now used as teaching material in the flight, maintenance, passenger-cabin, airport and cargo divisions. |
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6. Speedy Data Sharing |
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The central safety organization is responsible not only for gathering information but also rapidly transmitting analyses, countermeasures and related information to the workplace. Professional staff responsible for safety must be thoroughly acquainted with details of past incidents, and JAL must submit relevant data in a timely fashion to those who need it.
Collection and Analysis of Safety Data
In cases of safety incidents, JAL publicizes the facts and countermeasures so that the data can be effectively used in case studies not only in the division immediately concerned with the incident but also in other divisions and affiliates. |
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7. Improving Communication |
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A lack of adequate communication is a major obstacle to establishing safety. JAL must implement intragroup personnel exchanges and interchanges between headquarters and regional offices as well as among the safety councils working in different segments.
Personnel Exchanges and Related Activities
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Some 70 communication leaders representing operational staff divisions, who are aware of their role as leaders instigating change, host meetings once a month where free and vigorous opinions are exchanged that transcend departmental and segmental divisions. |
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Younger staff with approximately three to six years’ experience receive training to provide an understanding of the content of one another’s work and how their work fits in with the overall group to bolster a sense of teamwork. |
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8. Learning from Mistakes |
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Errors are not reduced by punishment. It is important that errors be reported immediately and that the details of each case be presented in a format that can be accessed by everyone. Improved safety measures can then be quickly established.
Snow Damage Review Workshop
Drawing on their experience of the major snowfalls in the greater Tokyo area in January 2006, which threw flights into chaos at Narita Airport and caused many passenger delays, staff who were on duty that day gathered at a workshop to select and share issues as well as plan and implement improvements. |
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9. Pride and Motivation |
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| JAL and its staff are no longer in a position to simply continue old ways of doing things, but must be motivated by the desire to be instrumental in establishing a new company ethos. When staff participate right from the planning stage, they will be motivated to do their best. |
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10. The Second-to-Third-Person Perspective |
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If you are a passenger experiencing the operations of an airline, you adopt a first-person perspective. Where a family member is the passenger, this becomes the second-person perspective. Airline staff carrying out their duties without properly considering the position of the passenger is a third-person perspective. Trying to adopt a first- or second-person perspective could lead airline staff to become excessively emotional and unable to make professional judgments. From the third-person perspective, however, there is a tendency to treat human beings as inanimate objects. What is needed is for JAL staff to maintain their consideration for the first- and second-person perspectives, while calmly dealing with their duties as professionals. This we term the “second-to-third-person perspective.”
Consolidating the Second-to-Third-Person Perspective
JAL implements education and training with videos and programs tailored to the various needs of management, administrators and members of staff. |
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11. Cultivating a Culture of Safety |
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Ultimately, safety is created by passengers, airlines, the administrative authorities and the media.
Linkage with the Administrative Authorities
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Flight crew have been stationed at Flight Technical Services, Flight Operations since May 2006, and are proactively participating in air-traffic-control meetings and informal opinion-exchange sessions. |
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Air-traffic-control meetings are being held three times more frequently this year than in previous years. JAL is implementing informal opinion-exchange sessions as well as providing air-traffic-control staff with the opportunity to experience flight simulators, and conducting study tours to various facilities. |
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JAL invites air-traffic controllers to act as instructors at seminars and organizational operation research councils in order to deepen reciprocal understanding between air-traffic controllers and flight crew. |
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JAL is investigating the possibility of starting up a new investigative committee jointly run by public- and private-enterprise interests. |
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Message from President & CEO
Company Profile
History of JAL
