Safety Promotion
We implement the safety management system (SMS) in accordance with the safety management policy to ensure that the SMS functions smoothly.
Education, Training and Safety Awareness
The JAL Group provides education and training according to the role and position of each employee to equip them with the skills, knowledge and abilities necessary for safety-related duties. We also share necessary safety information and conduct Safety Education regularly.
Initiatives based on the Three Actuals Principle
The Three Actuals Principle is a concept advocated by Prof. HATAMURA Yotaro of the Safety Advisory Group that frontline staff can understand the essence of accidents by going to the “actual place,” seeing the “actual object” (parts of remaining aircraft, personal belongings of the victims, etc.) and listening to stories of the “actual people” who experienced the situation at the time of the accident.
JAL Group staff climb the Osutaka Ridge, "the actual place" of the accident, to console the souls of the victims, and see remaining parts of the aircraft and other "actual objects" in the Safety Promotion Center. By watching news videos of the accident and listening to talks from the “actual people,” the JAL Group employees reaffirm the importance of safety from the depths of their mind.
for New Employees
Generations
Listening to talks from the “actual
people” who experienced the accident
Safety Education
In order to maintain safety, which is the basic foundation for business continuity of the JAL Group, we provide employees with knowledge, skills and abilities necessary for their everyday duties and education to develop employees with a high level of safety awareness.
Safety education common to the JAL Group
All JAL Group employees receive Safety Education regularly to re-evaluate safety associated with their duties and to foster an awareness that safety is the basis for business continuity of the JAL Group. In addition, the JAL Group and other companies and industries conduct annual education to raise awareness again by reflecting on drinking problems and to reconfirm correct knowledge about alcohol to ensure thorough self-management.
Safety Training by JAL Group Hierarchy
Based on the Three Actuals Principle (“actual place,” seeing the “actual object” parts of remaining aircraft, personal belongings of the victims, among others), we will think about safety through a memorial climb to Mt. Osutaka, a tour of the Safety Awareness Center, and watching videos of people who were directly involved in the accident. Finally, a Safety Pledge was created to put their thoughts into action and linking them to our daily actions.
Safety Promotion Seminar
For JAL Group employees and subcontract staff, we hold seminars where employees voluntarily participate, such as a tour of the Safety Promotion Center, a memorial climb to Mt. Osutaka, a second to the third person perspective(*) seminar, and a safety seminar for interindustry exchanges. We strive to raise safety awareness through the participation of employees from both domestic and overseas job categories and regions by holding conversations about safety.
- The second to third person perspective: In order for each and every employee of the JAL Group to think from the customer's perspective, we value the second to third person perspective, which combines the third person perspective of an aviation professional with the first person perspective (if I were onboard) and second person perspective (if my family were onboard) . We are committed to the second to third person perspective, which combines the first and second person perspectives.
A Safety Culture
Safety culture is part of the organizational culture, the common safety awareness among everyone in the organization and maximizes the function of the safety management system (SMS).
The JAL Group is committed to fostering safety awareness and safety culture based on the second to third person perspective and Three Actuals Principle as lessons learned throughout our history. Furthermore, to build on the safety awareness and safety culture we have cultivated and further strengthen the SMS functions, we have established four elements namely a just culture, a reporting culture, a flexible culture and a learning culture. In addition, we will further foster a safety culture by having all JAL Group employees act on our shared values, thereby strengthening the SMS.
A Just Culture
A just culture is also known as a culture of trust. The JAL Group's Safety Management Manual stipulates that “all employees’ safety decisions and acts are respected and tolerated, regardless of the outcome.” This is based on the premise that employees act as safety professionals and contribute to the safety of operations with their knowledge, skills, and abilities. However, when a truly unacceptable behavior occurs, it will be dealt with strictly, and even in the case of an acceptable behavior, measures will be taken to restore, maintain, or improve safety. By ensuring transparency and consistency, employees can act with safety and peace of mind without fear of any disadvantages. The JAL Group considers this just culture to be a prerequisite for the other elements and promotes employee understanding.
A Reporting Culture
For proper safety management, it is essential to report unsafety hazards and all potential unsafe elements. We have implemented a voluntary reporting system, enabling employees to report even minor human errors. These reports are subsequently utilized in our preventative measures. As transparent and consistent responses are carried out based on this just culture, establishing an environment for reporting with confidence and encouraging employees to feel comfortable voicing their concerns.
A Flexible Culture
In order to ensure safety even in unforeseen circumstances, it is necessary to understand the purpose and background of established rules and regulations, and to accumulate knowledge of various response cases. We are working to ensure that all employees can always inquire why these procedures are implemented and to understand the real reason for the guidelines. We are also working to improve our decision-making process so that we can respond flexibly to changes in circumstances, such as reviewing staff assignments, increasing staff as necessary, and delegating authority.
A Learning Culture
The JAL Group aims to achieve sustainable growth and development by adapting to rapid environmental changes. In order to continuously improve safety, we are constantly implementing the best safety measures through an ongoing cycle of improvement. This includes regular reviews and updates of manuals, as well as the optimization of our organization, facilities, and business plans.
Safety-related communication
In addition to top-down communication from top management to frontline divisions, the JAL Group is committed to interactive communication from the bottom up, from frontline divisions to management. In addition, we are working to foster a culture of safety by focusing on workplace culture and employee satisfaction through a variety of initiatives, such as creating an atmosphere in the workplace where employees can easily express their opinions and seek advice, and paying tribute to the contributions of employees who work diligently in their daily duties.
Communication Leader Meeting (CLM)
The CLM is a meeting where employees in various occupations and divisions assemble from all over Japan to communicate with each other to create an open corporate culture, promote autonomous activities, and strengthen frontline capabilities. This is an initiative to bring co-workers together to make connections and broaden their perspectives by discussing and solving active or latent issues within the JAL Group.
Workplace visit by executive officers
The JAL Group provides opportunities for top management and executive officers of Flight Operations, Engineering and Maintenance, Cabin Attendants, Airport Operations, Operations, Cargo and Mail, and other production divisions to visit frontlines on a regular basis to communicate directly with our employees. During the Semiannual Safety Campaign and the Year-end and New Year Safety Inspection, executive officers of general managing divisions such as General Affairs, Accounting, Human Resources, and IT Planning, as well as production divisions, visit airports in Japan and overseas to try to identify the issues at the frontlines.
Employee recognition awards
The JAL Group awards the employees with the aim to foster a culture to compliment each other and enhance safety awareness. Employees are awarded for such actions as proactively preventing events that affect safe operations by acting in accordance with the Safety Charter or analyzing and reporting irregularities, and contributing significantly to sharing knowledge and actively preventing recurrence. Certificates of commendation and appreciation are awarded directly from management.
Dissemination of safety information
We proactively disseminate important safety-related information that should be communicated to all JAL Group employees, such as messages from top management. This information is disseminated not only in paper form, but also via video. Videos containing safety-related content are uploaded to an internal portal site and can be viewed on demand at any time.