Health and Productivity Management

The JAL Group's Corporate Policy is to "pursue the material and intellectual growth of all our employees and deliver unparalleled service to our customers."
To this end, we believe it is essential to promote the health of our employees and their families, and to create a safe and secure work environment.
For diverse human resources to fully demonstrate their individuality and abilities, not only the health of the employees themselves but also the health of their families is an extremely important factor.
In 2012, the JAL Group health promotion project "JAL Wellness" started in line with the medium-term management plan. Based on this, currently, as “JAL Wellness 2025,” we are continuing to work to improve the health of our employees and their families based on the five major indicators of lifestyle-related diseases, cancer, mental health, tobacco control, and women's health.
In addition, in order to create a safe and secure work environment for all business sites in the JAL Group's business domain, all employees as well as contractors and cooperating partners who work together, we conduct "Occupational Safety and Health Management Activities". We are working to ensure workplace safety and prevent work-related accidents.
With "JAL Wellness" for employees and their families and "occupational health and safety activities" at the workplace as the two pillars, we will prepare a stage for each and every member of the JAL Group to play an active role and shine even brighter.

Our employees, the company and the Health Insurance Association are working together to maintain the physical and mental health of all employees in order to “pursue the material and intellectual growth of all our employees” as stated in the Corporate Policy.

SAITO Yuji

Executive Vice President
Chief Wellness Officer (CWO）

My name is Yuji Saito, and I have been appointed as the Chief Wellness Officer from FY2024. I am currently taking steps toward the completion of the Medium-Term Management Plan for FY 2025, and the driving force for achieving the goals is the physical and mental health of all employees and their families, and I hope that we can all run the course of the Medium-Term Management Plan together and cross the finish line together by vigorously promoting "JAL Wellness 2025," the basis of our ESG strategy. I would like to cut the goal tape.
By the way, a word that is very similar to Wellness is Well-Being. While Wellness refers to physical and mental health, Well-Being is said to be a state of social and multifaceted fulfillment in addition to physical and mental health. It could also be translated as "material and spiritual wellbeing," as stated in our corporate philosophy. I believe that the vision of a Well-Being world is spreading beyond "JAL Wellness 2025".
I would like to support Wellness leaders in their respective workplaces so that the JAL Group's greatest strength, its human resources, can be fully utilized, and together we can create a work environment where each and every employee can thrive and play an active role. I look forward to working with you.

We carry out work environment measurements, maintain work environments that comply with the standards stipulated by law, identify risk factors, and take appropriate countermeasures. In particular, at business sites that handle chemical substances, we also conduct chemical substance risk assessments and strive to ensure safety.

The safety and health committees, health committees, etc. of each business site, set priorities and quantitative targets for specific action plans for issues specific to each business site. Regularly measuring the implementation status and effects, sharing and analyzing the results, we rotate the PDCA cycle continually and effectively.

At the monthly "Health and Safety Committee" and "Health Committee", we confirm the status of achievement to the quantitative targets of the action plan, as well as sharing information of occupational accidents and near-miss incidents that occurred not only at the concerned business site but also at other business sites. And take measures to prevent recurrence as needed.

Regarding workplace patrols by hygiene managers and industrial physicians (including industrial physicians with occupational health consultant qualifications), we set target areas each month and implement them systematically so that all areas are covered during the year.

We conduct cardiopulmonary resuscitation and AED training, fire extinguishing and rescue training, lamp safety training, large vehicle driving training, work at heights, and handling of dangerous and harmful materials, etc., and also we actively participate in seminars and other events held by external organizations (fire stations, police stations, aviation bureaus, airport buildings, etc.).

We conduct regular medical check-ups,and medical check-ups for specified workers, for working abroad and as prescribed by law. We aim to maintain a high consultation rate by creating a workplace environment that facilitates medical check-ups for every employee. Specific medical check-ups can be undertaken from 35 years and over to allow employees to act early to prevent lifestyle diseases. Some non-statutory items can be individually selected.

We conduct specified medical check-ups, lifestyle disease check-ups, comprehensive medical examinations and gynecology check-ups conducted by the Health Insurance Association, and to treat family and women’s healthcare needs, conduct and recommend various medical check-ups conducted by the Health Insurance Association. In particular,up to 20,000 yen for a gynecology check-up is covered by the Health Insurance Association.

Occupational health staff such as doctors and nurses provide consultation when a detailed examination and/or treatment is necessary as a result of a medical check-up, consultation on industrial illness and injuries, and consultation on healthcare when working abroad.

When an employee returns to work after a long absence due to illness or injury, his/her department and occupational health staff such as industrial physicians and nurses closely coordinate to support the employee according to his/her situation.

We interview employees who worked overtime for over 70 hours a month or over 35 hours for 3 consecutive months. Our standards are more stringent than the mandatory standards established by law, and based on findings from the interview, we provide advice and guidance to the employees and their organizations.

We hold back pain prevention seminars by a trainer mainly for maintenance, airport passenger traffic, cargo and ground handling departments. For cabin attendants, the trainer provides guidance on body conditioning at new employee orientation training and follows up with guidance on pre- and post-flight exercises to prevent back pain.

We have an in-house consultation and interview system with doctors and counselors on duty for employees to consult at any time. In addition to in-house mental health seminars, we provide information on external contacts.

In addition to regular annual medical examinations, flight crew members also undergo an annual aviation medical examination stipulated by the Civil Aviation Law under the jurisdiction of the Ministry of Land, Infrastructure, Transport and Tourism. The Flight Crew Wellness Promotion Department conducts follow-ups of medical examinations. Up In addition, an industrial physician interviews employees once a year and confirms the mental and physical health of each employee, and provides support for health management. Depending on the results of the aviation medical examination, we may instruct our flight crews to stop flying based on the standards. In this case, we will concentrate on treatment, and after confirming that the health condition has recovered and numerical value has improved, flight crews will return to the flight after going through the return process stipulated by the Ministry of Land, Infrastructure, Transport and Tourism and the company. After returning to flight duties, the Flight Crew Wellness Promotion Department conducts follow-ups as necessary.

We strictly manage personal information related to employee healthcare including medical check-ups prescribed by law.

The JAL Group implements various measures in aircraft cabins and airports to ensure the safety and peace of mind of our customers and employees with a strong awareness that air transportation, which connects the world, is an indispensable activity in modern society.We are committed to ensuring the safety of our customers, employees and their families based on our BCP (Business Continuity Plan), while sharing health information on COVID-19, pollution and such with related organizations and consulting our industrial physicians.

To prevent and mitigate damage caused by an earthquake with top priority on protecting lives, we take measures to prevent cabinets from toppling over, distribute emergency supplies such as helmets, and stock food and water. We also conduct regular evacuation drills to check evacuation routes.

In order to promote JAL Wellness, it is essential to have strong management leadership and ongoing health promotion activities at each workplace. Health issues vary from workplace to workplace, and the Wellness Leader will be at the center of the vortex, involving others in health promotion activities tailored to the workplace. In addition to the top-down approach from management, the Wellness Leaders in each workplace will continue to take a bottom-up approach, leveraging the strengths of both parties.

The JAL Wellness Promotion Committee, chaired by the Chief Wellness Officer (CWO), meets regularly to discuss health-related data analysis of Group employees, the status of health management promotion including OHS and reports on Wellness activities among executives. The committee also consults with the Board of Directors as necessary.

JAL Wellness has identified and set targets for five priority issues, namely, lifestyle diseases, cancer, mental health, tobacco control measures and women’s health with the aim to improve the health of all employees, boost vitality and productivity of the company, and reduce medical costs. We also believe that healthy employees lead to safe operations, which is the foundation of our existence as a company.

①Lifestyle diseases
We aim to achieve the appropriate weight maintenance rate and specific health check-up consultation rate (for families and retirees). Although we have not reached the targets, the number of people with metabolic syndrome is gradually decreasing. Due to a tendency for young women to be over-concerned about their weight, we are working to rectify this tendency through seminars by registered dietitians and e-learning. We have also reinforced group-wide measures to improve the implementation rate of specific health guidance.

②Cancer
In addition to e-learning,seminars by outside lecturers and cancer exhibitions, we have started new initiatives such as sending e-mail messages from the Chief Wellness Officer advising employees to take cancer screening tests and opening a Relaxation Pier Station for cancer patients and employees to interact.

③Mental health
The implementation rate of stress checks is improving year by year with more than 90% of all employees taking stress check tests.In addition to primary prevention of individuals, we have introduced Group-wide initiatives of conducting group analysis and using the findings to improve the work environment. We are also following up on employees who scored high on the stress check test. We will continue to develop support systems and measures from tertiary prevention to zero tolerance.

④Tobacco control measures
From May 31, 2018, we introduced “no smoking during working hours.” However, as some Group companies have a high smoking rate, we are working steadily with the Health Insurance Association to improve the rate through further no smoking programs and a monthly awareness program called 22 (tobacco swan swan day).

⑤Women's health
We have been working since FY2019 to improve the understanding of young women particularly cabin attendants by including gynecology check-ups in regular medical check-ups (151 times a year) and showing videos that emphasize their importance.

We have set Wellness Month since fiscal 2021 to promote awareness of the five key items and to raise employee awareness. In fiscal 2021, more than 12,000 of the Group's employees participated. In particular, the video of a public health nurse explaining "Wellness My Book 2025" was viewed by a large number of people.

* The results and analysis of each target are as follows. (The link jumps to a list of figures.)

• Result in FY2016(Japanese)
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• Result in FY2017(Japanese)
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• Result in FY2018(Japanese)
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• Result in FY2019(Japanese)
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• Result in FY2020(Japanese)
  [972 KB : PDF]
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• Result in FY2021(Japanese)
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Improvements have gradually appeared by setting targets for each issue and implementing the PDCA cycle. Although we achieved the overall target of our tobacco control measures, a detailed analysis showed that there is still a high smoking rate in Group companies,which are largely staffed by men. For this reason, we have fine-tuned the targets such as setting separate targets for men and women and tracking the results. Up till now, we were inclined to encourage employees to be more health conscious, but with regard to women's health in particular, the situation has improved dramatically by expanding opportunities for gynecologic check-ups. The JAL Group will continue to value employee voices and use data more effectively.

519 Wellness Leaders (as of September 2021) have been assigned to each JAL Group company and division nationwide to promote health and wellness, and the Wellness Leaders play a central role in the vortex to "raise awareness and change behavior toward health (=Wellness activities)".
The Wellness Leaders also work together to share examples of their efforts and plan community-wide Wellness activities, while enjoying the enrichment of their physical and mental health through these activities.

Under our medium term health plan, JAL Wellness, which is linked to the company's Medium Term Management Plan, we analyze data stored by the company and the Health Insurance Association, identify the health condition and health problems of its members (employees), formulate measures to prevent the onset or aggravation of diseases, and implement the PDCA cycle together with the employees.

The JAL Wellness Declaration states that “We will pursue employee health through the joint efforts of all employees, the company and the Health Insurance Association, recognizing that physical and mental health is essential in pursuing ‘the material and intellectual growth of all our employees’ as stated in the JAL Group Corporate Policy.” Based on this principle, we are working on and accelerating efforts to maintain and improve employee health, such as improving health management, disease prevention and mental health measures, and safety and health activities, and promoting workstyle innovation through three-party efforts.

We actively disseminate our health management initiatives to achieve sustainable growth and the effects to our stakeholders.

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