IWAC2022 Program & Abstracts
Day 2 (Wednesday, 26 October) 14:30 - 16:00, Hall B

Invited Speeches
I-1

JAL's DX initiatives at the Innovation Lab
Sachiko Hiramatsu (Japan Airlines Co.,Ltd)JAL Innovation Department was established in 2017 with the aim of maximizing EX and CX by utilizing digitaltechnology. Our department has two missions: digital transformation and business creation. To achieve these missions,
we have three mechanisms: "innovation base", "utilization of internal and external human resources", and "utilization ofexternal partnerships". Today, I would like to focus on the innovation base, JAL Innovation Lab, and explain how wegenerate and implement the ideas.
JAL Innovation Lab was launched in 2018. The lab has two major values: people from inside and outside the company
gather and people can try things out. At the lab, we are working with the goal of making a plan and trying it out inthree months. From the lab until now we have come up with various ideas. Some of them were proof of concept andsome were in full-scale implementation. In this talk, I would like to explain how the latest technology is applied to onsite improvements based on the lab, with introducing avatar robot utilization at the airport as an example, which I am incharge of.
I have always felt that robots have great potential, and I wanted to use robot technology to reduce the burden on field
staff. So, first of all, we interviewed staff at various sites about what kind of robot they wanted. One of the most popular
voices was the airport guidance robot. I immediately planned a guidance robot using AI and conducted a technicalsurvey, but the technical barrier was that AI could not yet provide answers that could maintain JAL's customer service
quality. However, in the process, I came across a technology called Avatar. Avatars can remotely control devices andcommunicate with them. With this technology, employees who come to the site and cannot work for various reasons
such as childbirth, childcare, nursing care, and disabilities can continue to work from home by operating avatars, leading
to work style reforms. In this way, a project to utilize avatar robots at the airport was launched.
I immediately rented an off-the-shelf robot and conducted an on-site verification of its use as an airport lobby concierge.
When I actually used it for business, I found out that there are various improvements to use in airport business. Since
then, based on the 3-month cycle, we have repeated verifications at various airports and airport guidance operations,developed an avatar robot dedicated to airport operations that reflects the opinions of airport staff, and identified
operations that can be used. After repeated improvements, we managed to create something that can be used safely
on site. We named this robot "JET".
During this process, through work verification, I realized that there seems to be some work that can be done without
moving. That's why I made "Tsubasa". “Tsubasa” is a remote customer service solution that enables one-to-many
communication. Through the verification of JET and Tsubasa, I have come to see how to use each effectively. Throughthe use of these avatars, we are currently conducting a trial operation in order to simultaneously achieve operational
efficiency and work style reform. In addition, we are trying to expand the use of avatars inside and outside the company
by utilizing the knowledge of avatar utilization that we have cultivated so far.
Based on the lab, we exchange opinions with people inside and outside the company, give shape to ideas, and try
them out.

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IWAC2022 Program & Abstracts
Day 2 (Wednesday, 26 October) 14:30 - 16:00, Hall B

Invited Speeches
I-2

4D Trajectory Based Operations
Thierry Harquin (AIRBUS)

The overarching concept of ATM modernization is the move from airspace-based operations (e.g. traffic separation
based on current position and radar plot) to Trajectory Based Operations, relying mainly on accurate flight planningdata, and accurate predictions of aircraft positions (the 4D aircraft trajectory), shared and synchronized between all
stakeholders, including the Network Manager, the Air Traffic Control Units, the Airlines Control Centre and the aircraft.

I-3
Wake Energy Retrieval: an environmental opportunity for aviation
Philippe Masson (AIRBUS)

Wake Energy Retrieval operations in cruise, applied to aeroplanes engaged in international commercial operations,allow significant fuel burn savings and associated CO2 emission reduction without additional ground infrastructure or
aeroplane sensors. The principle relies on an aeroplane harvesting a part of the energy from the wake vortex generated
by a leading aeroplane, by actually surfing it. The technical solution ensures that the aeroplanes remain safely
positioned throughout the “paired” flight.
With trials, fuel savings have been confirmed for over 5% reduction of CO2 emissions per flight, with relatively limited
impacts identified on flight operations.

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