Careers & Reskilling
Basic Concept (JAL Group’s Human Resource Management Policy)
The JAL Group abide by the Safety Charter and JAL Philosophy when making decisions and perform actions to realize its corporate philosophy.
We foster and support the development of human resources, who is trusted by the society and take pride and joy in working for the JAL Group.
Furthermore, we continuously create an attractive workplace environment where all employees thrive to work for the JAL Group.
Under this policy, JAL Group Management Vision 2035 places human capital management, which connects investment in human resources to corporate value, at the core of our human resource strategy. Through this, we aim to enhance employee well-being and improve productivity.
To achieve these goals and ensure sustainable corporate growth amid a rapidly changing business environment, a shift from conventional company-led career development to autonomous career development, where employees proactively envision and shape their own careers, is essential. At the same time, reskilling tailored to the times is indispensable. By continuously refining the Safety Charter and JAL Philosophy as our shared guiding principles and creating an environment where employees can continue to take on challenges by leveraging their strengths, we pursue both employee well-being and the sustainable growth of the Group.
Developing Autonomous Career Design
To enable employees to choose their own career paths and maximize their performance, we clarify individual employees' "Will" (What I Want to Do), "Can" (What I Can Do) and the company's "Must" (What I should do). We are establishing a support system to expand the overlapping areas among these three elements, while expanding diverse options aligned with business strategy.
Visualizing and expanding career options
To optimize our talent portfolio, we visualize roles, positions and required competencies aligned with business strategy, promoting initiatives that allow employees to proactively shape their own careers. We have introduced systems that allow employees to challenge traditional frameworks, such as voluntary personnel transfers and Career Challenges that offer Primary Role, Dual Role and Short-Term options, thereby providing opportunities to thrive across various fields within the Group.
Accompaniment support for autonomous career development
We promote self-awareness by utilizing various assessments, implementing SCD (Self Career Dock) and providing age-specific career development training. Furthermore, we closely stand by each employee's career development by offering third-party perspective support from career consultants and by enhancing managers' support capabilities to promote employee career autonomy.
Through these initiatives, we aim to achieve a 10% increase in the career autonomy rate compared to FY26 by fiscal year 2030.
JAL Group Basic Education and Training Program
We have established a cross-Group foundational education and training framework. In addition to mandatory training tailored to individual growth stages and professional success , we implement various programs across organizations to update business skills and empower innovation and challenge.
Various Training Programs
Foundational Initiatives - Continuing to Learn the JAL Philosophy
We regularly hold "JAL Philosophy Study Sessions," where all employees learn together regardless of job category, generation, or employment type (such as full-time and contract employees), as well as "Leader Study Sessions," where leaders from various departments learn from one another. These sessions serve as a platform to foster shared values through the JAL Philosophy and deepen an inclusive culture that embraces diversity by enabling employees from diverse backgrounds and expertise to share their experiences through dialogue. By reflecting on their work through the fundamental standard of "What is the right thing to do as a human being?" and applying it to daily actions, all employees help build the foundation for creating social value and achieving sustainable growth.
Role and Grade-based Training
We conduct mandatory training tailored to the growth stages and roles of employees, such as new employees, mid-level employees and new managers. These programs aim to help employees acquire basic knowledge and deepen their understanding of roles required at each grade. They are conducted in coordination with specialized education aligned with the career paths of each company and job type.
Cross-departmental Activities and Activity-based Training
To encourage spontaneous and proactive actions and co-creation, we implement Activity-based Training where employees work on solving common Group issues beyond the boundaries of companies and job types. Through cross-departmental activities such as Communication Leader Training (CLT), DEI (Diversity, Equity and Inclusion) Lab and the cross-mentor system "Talk Of Myself," which encourages dialogue and awareness across organizations, we strive to remove psychological barriers between organizations. We also aim to create relationships and connections (human resource exchange) where diverse values can be mutually respected.
Empowering Autonomous Career Development
・DX and Business Skills: To cultivate DX talent who leverage digital technology to build new value and business models while transforming the organizational culture itself, we offer tailored education for various levels, including executives and practical staff. In addition, we provide a wide range of online and on-demand "Business Skills Training" covering fundamental competencies such as logical thinking, problem-solving, and coaching.
・Overseas Cross-Border Programs: We offer opportunities to experience global trends firsthand and cultivate a global perspective along with a mindset of challenge and transformation. These opportunities include internships programs utilizing our Silicon Valley base.
・Leader and Executive Talent Development: For future management and leader candidates, we conduct the "Empowerment Program," which combines problem-solving methods, case methods and mentoring, as well as "Group Management Training" designed with an eye on common management positions across the Group.
Furthermore, we annually hold the JAL Group Next Leaders' Training for management candidates from each Group company to learn systematic knowledge of management strategy, finance, marketing and the theory of new value creation. Through the formulation of business plans by cross-departmental teams, we develop next-generation leaders who will drive practical transformation. The business transformation proposals generated from this training are estimated to yield a profit and loss impact of approximately 12.6 billion yen over the next five years, bringing significant financial returns to the Group.
In addition, for future executive candidates, we conduct the "JAL Leaders Academy," where participants learn from external experts.
・Age-Specific Career Development Training and Life Planning Seminars: We conduct Career-Training for employees of all ages, from young to senior staff, to help them envision their success within the JAL Group and encourage autonomous growth. Furthermore, through Life Planning Seminars with an eye on retirement and video training on life shifts, we support employees in designing fulfilling lives and careers tailored to their diverse life plans.
Training Hours and Cost per Person
The JAL Group has a variety of initiatives to motivate its employees.
| FY2022 | FY2023 | FY2024 | FY2025 | Unit | |
|---|---|---|---|---|---|
| Training Hours per Person | 259.4 | 65.3 | 70.3 | 71.9 | Hours/Person |
| Training Cost per Person | 138,651 | 164,103 | 176,579 | 177,021 | Yen/Person |
Evaluation and Compensation Systems to Promote Innovation and Challenge
In the JAL Group, we conduct personnel evaluations to allow employees to reflect on their achievements and implementation status against their self-established goals, using it as an opportunity for capability development. This system also aims to ensure that superiors leverage evaluations to drive talent development for their subordinates. For non-management employees, we conduct performance appraisal using PFO (Performance for Objectives), in which the results of individual objectives and the actions taken to achieve them are linked to the "key elements of human resources expected by the company".
Individual objectives are set at the beginning of the fiscal year based on the objectives of the organization to which the employee belongs, through dialogue with their boss. After half a year, an interim review will be conducted with the boss to review the progress of individual objectives. At the end of the fiscal year, a "Human Resources Review Meeting" is held to conduct a multidimensional performance appraisal by multiple departments. After that, each employee will confirm the process (practice status) and results of objectives achievement together with the boss, and share the strengths and learning points with the boss. Strengths and learning points are indicated in line with the "key elements of human resources expected by the company" used in the performance appraisal. Education and training menus are prepared according to each element, and employees can choose the menu after receiving the strengths and learning points.
By having agile conversations with their boss, receiving follow-up on goals and feedback on results, the company leads the performance appraisal to employee development. And finally, leads the performance appraisal to the goals of the teams which each employee belongs.
Furthermore, for the management tier, to foster a culture of innovation and challenge, we redefined the required role as "Leaders Who Drive Co-Creation," completely revamping our grading, evaluation, and compensation systems. The new evaluation system for managers incorporates behavioral assessments related to talent development and organization building, designed to promote not only short-term figures but also long-term organizational performance improvement. In the compensation system, roles, evaluations, and compensation are linked across all positions. For positions responsible for critical strategic missions, we have introduced a performance-based compensation system that strongly supports taking on ambitious goals, thereby enhancing our execution capability for transformation. In addition, we have introduced 360-degree surveys for our management team, fostering a work environment where employees feel safe to take on new challenges through multi-faceted reflection and dialogue.
In addition, to support employee skill development and autonomous career development , we are deploying a multi-track personnel system that features an advanced professional management system alongside the conventional management track. For non-management employees, we operate systems such as the High-Skill Position Allowance System to recognize and reward highly specialized skills critical to our business strategy as internal qualifications. Through these frameworks, we have established mechanisms to reward employees who demonstrate their capabilities beyond traditional frameworks.
Award System to Honor the Growth and Achievements of Employees
Every July, we host the "JAL Philosophy Awards" with the aim of sharing particularly outstanding practices rooted in the JAL Philosophy and establishing them as shared assets across the JAL Group.
It has 7 categories:"Safety and Security," "Customer/Client," "Social/Environment," "Right Attitude," "Tedious Efforts,""Challenge," and " Collaboration."
Under the Social/Environmental Initiative Category, to foster employee engagement and raise sustainability awareness,we present awards to employees and teams who make outstanding contributions to addressing environmental and social challenges, particularly through greenhouse gas (GHG) and CO2 emission reduction initiatives across our operations."
