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Engagement

Basic Concept

In order to maximize the power of diverse human resources, which is the JAL Group's greatest strength, we will create a highly engaged work environment where each employee feels needed and rewarded.
We will improve employee engagement by implementing various measures such as the Human Resources Portfolio, DEI, and Career/Reskilling. Also by promoting organizational revitalization through JAL Philosophy and Health Management. We will achieve a virtuous cycle of increasing engagement by increasing productivity and appropriately transferring the results to human capital investment.

Employee Engagement

The JAL Group positions employee engagement as one of the key elements of our human resources strategy.
The company conducts a company-wide organization revitalization survey (job satisfaction survey), extracting questions that lead to engagement, such as career and remuneration, evaluative and eudemonic measures, positive and negative affects such as motivation, satisfaction or feel of load in work, and indexing the percentage of employees who give favorable answers to those questions.In order to improve engagement, the JAL Group believes that it is important to promote the aforementioned measures on the Human Resources Portfolio, DEI, and Career/Reskilling, as well as the following measures on the Promotion of Diverse Workstyle, Health Management, and Occupational Health and Safety Activities. By accelerating these measures, we will improve engagement.

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FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 Unit
Employee Engagement 56.8 54.4 54.4 51.7 51.7 53.8 %

In addition, an employee stock ownership plan has been established to enable management and employees to work together to enhance corporate value.

Promotion of Diverse Workstyles

Workstyle that is not restricted by time or place

We promote teleworking to give people more freedom in workstyles. At JAL, every employees including ones with time limitations due to parenting, nursing care or other obligations are able to choose teleworking. We have started the initiatives as a trial in fiscal year 2014, and continuously reviewed the rules. In fiscal year 2016, we have permitted the use of teleworking outside the home, and in public space such as café.The use of teleworking is increasing every year, and in fiscal year 2022, the result reached 277,000 person-day.
In fiscal year 2017, we have introduced “Workcation”*1, where employees are permitted to work from vacation site by using teleworking. This allows employees to attend the meeting and take long vacations at the same time, and support the tourism industry as well. Addition to “Workcation”, in fiscal year 2019, “bleisure”*2 now allows employees to take vacation at business trip destination.
In 2022, we have contracted with a satellite office management company to make effective use of spare time while away from the office, and by opening existing facilities to employees not affiliated with the company, we enable flexible work styles, such as deciding where to work according to the nature of the work and where to stay.

*1 Workcation: a coined-word of “work” and “vacation”
*2 Bleisure: a coined-word of “business” and “leisure”

Optimizing Work Hours

The JAL Group seeks to cultivate a climate where employees with time limitations due to parenting, nursing care or other obligations can work in a fair manner and become a company where all employees can participate.
We feel that increasing work efficiency and productivity will generate more free time for employees to refresh themselves physically and mentally and to achieve self-development, and that feeding back their experience to values to the company will lead to corporate growth. Therefore, we are taking measures to encourage employees to take annual paid leave under a plan and to optimize work hours.
In fiscal year 2022, the average annual paid leave taken was 16.2 days, or 81.0% of the total entitlement, while the average monthly overtime total was 10.5 hours (excluding general JAL staff on shift work).The actual average for total work hours* in fiscal year 2022 was 1,884 hours, against a target figure of 1,850 hours, representing a 98.2% achievement of the target.
Due to the introduction of super flex time systems in fiscal year 2019, work from one hour per day has become possible, leading to a more flexible workstyle.

* Total work hours (annual) = standard number of work days per year × standard number of work hours per day (8hrs.) + overtime and rest day work hours – {(number of days of annual leave + number of days of special leave + number of days of work absence) ×standard number of work hours per day (8hrs.)}

Challenges to New Workstyles

In March 2019, we opened the SKY TERRACE on the 25th floor of the Tennozu Building, JAL's headquarters, to create communication among employees. It is a communication space equipped with an event space and café, and is used for a variety of purposes, including breaks and meetings.
In February 2022, we launched the "Work Style Study Group," a co-creation community with other companies and local governments to further promote workcations and business leaders. Through repeated discussions and demonstrations, we are working to expand workcation both within and outside the company. In addition, as a new form of workcation, we have established a system for employees to participate in social contribution activities in local communities. This creates a cycle in which employees gain new experiences outside of work and apply the know-how gained through these activities to their work.
Through these new initiatives, we will not only enable each and every employee to realize a way of working that is not restricted by time and place, but will also lead to improved productivity and the creation of new value through the autonomous work of our employees.

SKY TERRACE

Support for Balancing Work and Family

JAL is developing systems and fostering a culture that supports balancing work with childcare and nursing care. We introduce various systems, role models, and initiatives within the company through the intranet and roundtable discussions, and promote the use of these systems by both men and women.
In June 2008, in recognition of our efforts to support the development of the next generation, we received certification for the first time under the Act on Advancement of Measures to Support Raising Next-Generation Children. For details, please refer to "Acquisition of the Next Generation Certification Mark".

Parenting

System

  • Allow pregnant employee to shift commuting time
  • Unpaid leave for pregnancy checkup
  • Prenatal ground job for Cabin crew
  • Childcare leave: available to both male and female parents for 52 weeks with the childcare leave benefit (Benefit cost is partially contributed by the company)
  • Paid leave for child birth (for 3 days)
  • Childcare leave (for men and women, up to the last day of the month that the child turns three years old)
  • Unpaid leave for parenting (up to 1hour per day)
  • Unpaid leave for nursing child under illness (up to 5days)
  • Part-time working options / Shorter days working options
  • Excusing employees parenting from working overtime and from midnight work
  • Arrangements for employees of company-led nursery schools
  • Mother's space for breast-feeding/lactation

Corporate culture

  • Round-table for women employees under childcare leave (Mama-Café)
  • Round-table for men employees under childcare leave (Papa-Café)
  • Interview for employees preparing to enter childcare leave

Nursing care

System

  • Unpaid leave for nursing care (up to 1hour per day)
  • Unpaid leave for nursing care (up to 5days per year)
  • Nursing care leave (up to 1 year and 6 months)
  • Excusing employees parenting from working overtime and from midnight work

Corporate culture

  • Seminar for employees preparing to provide nursing care (Nursing Care Seminar)
  • Care Prevention promoting charter flight,Care Prevention promoting trip

Others

Systems

  • Unpaid leave for employees under infertility treatment
  • Unpaid leave for employees accompanying spouse transferred at work.

Wellness

The JAL Group promotes the values of DEI, workstyle innovation and wellness in order to create workplaces, where employees are treated with respect and are engaged and motivated by their work.
In addition to health and safety management, we will promote the physical and mental health of our employees and their families so that employees can work energetically and in good health. Furthermore, we will strive to contribute to the health of all stakeholders.
To achieve this, we will promote wellness through the JAL Group health promotion project "JAL Wellness 2025" by raising awareness of health, while helping each other with our health issues. We will also provide products and services that contribute to the health of our customers.

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