Go to the top of this page

Workstyle Innovation

Basic Concept

The JAL Group continues to move forward with a range of initiatives to innovate workstyles and create a basis for all employees to work with motivation. Innovations include the use of IT tools that give people more freedom in workstyles, improvements to offices and work environments, the introduction of “workcation”, “bleisure” and other programs to encourage employees to take long vacations, and improvement of teleworking to promote flexivle workstyles.
In fiscal year 2018, we launched initiatives using AI and robotics to speed up work process reviews and integrate common tasks. Carrying on from the previous year, in fiscal year 2019, we will further expand communication spaces that spark cross-section communication for value creation activities and for workstyle innovation with increased work efficiency.

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 2021, the average annual paid leave taken was 14.9 days, or 74.5% of the total entitlement, while the average monthly overtime total was 9.9 hours (excluding general JAL staff on shift work).The actual average for total work hours* in fiscal year 2021 was 1,890 hours, against a target figure of 1,850 hours, representing a 97.9% 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.)}

Teleworking, Workcation, Bleisure

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 2021, the result reached 346,000 person-day.
In fiscal year 2017, we have introduced “Workcation”*2, 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”*3 now allows employees to take vacation at business trip destination.

*2Workcation・・・a coined-word, combined “work” and “vacation”.
*3Bleisure・・・a coined-word, combined “business” and “leisure”

*The above data does not include subsidiaries.

Communication Space

As well as providing more freedom in workstyles using teleworking, “workcation” and “bleisure”, we believe in expanding communication spaces that spark cross-section communication. With this initiatives, in March 2019, we have launched a communication space “SKY TERRACE” in Tennozu Building, JAL Head Office.


Support for Balancing Work and Family

We have established a system that supports both men and women in balancing the demands of work with parenting and nursing care needs. Information on programs, role models and specific activities is provided over our corporate intranet.



  • Allow pregnant employee to shift commuting time
  • Unpaid leave for pregnancy checkup
  • Prenatal ground job for Cabin crew
  • Maternity leave
  • 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)
  • Shorter work hours/days for parenting employees
  • Excusing employees parenting from working overtime and from midnight work

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


  • 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
  • Mediation of company-led nursery schools
  • Mother's space for breast-feeding/lactation

Corporate culture

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



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

In order to view PDF documents, you will need to have the free Adobe ReaderOpen link in a new window software installed on your computer.

To Page top