JAL Group Safety Report
FY2021

Japan Airlines Co., Ltd.
J-AIR Co., Ltd.
Japan Transocean Air Co., Ltd.
Japan Air Commuter Co., Ltd.
Ryukyu Air Commuter Co., Ltd.
Hokkaido Air System Co., Ltd.
ZIPAIR Tokyo Inc.
SPRING JAPAN Co., Ltd.

The JAL Group Safety Report FY2021 is a safety report prepared by the eight JAL Group airlines
in accordance with Article 111, Paragraph 6 of the Civil Aeronautics Act.

2

Contents
Preface2

１. Fundamental Safety
Policy4

2. Review of FY2021

5(1) Administrative Dispositions
and Administrative Guidance(2) Aircraft Accidents
and Serious Incidents(3) Irregular Operations(4) Safety Events

5
5
7
7

3. Safety Targets

11(1) Achievement of FY2021
Safety Targets(2) FY2022 Safety Targets

1215

4. Safety Management
System16(1) Safety Management Policy

16① Operating Policy of the Safety Management System 16② Establishment and Management of Manuals
16(2) Safety Management Structure

17① Safety Management Structure
17② President
17③ Chief Safety Oﬃcer
17④ Safety Management Structure of Each Group Airline18⑤ Aircraft Maintenance Outsourcing
27(3) Implementation of
Safety Management System
Names and Abbreviations of JAL Group Airlines
Japan Airlines Co., Ltd.
J-AIR Co., Ltd.
Japan Transocean Air Co., Ltd.
Japan Air Commuter Co., Ltd.
Ryukyu Air Commuter Co., Ltd.
Hokkaido Air System Co., Ltd.
ZIPAIR Tokyo Inc.
SPRING JAPAN Co., Ltd.(*)：JAL：J-AIR
：JTA
：JAC
：RAC
：HAC
：ZIP
：SJO

① Safety Information Gathering and Dissemination② Safety Risk Management③ Disaster Measures④ Internal Audits⑤ Management Review⑥ Management of Change⑦ Third-Party Assessments⑧ Education, Training and Safety Awareness

5. Data

29
29
30
32
32
32
32
33
36

43

(*)A consolidated subsidiary from June 29, 2021

(1) JAL Group Passenger Traﬃc Data 43(2) JAL Group Fleet and Aircraft
47
3

１

Fundamental Safety Policy

１. Fundamental Safety Policy
The JAL Group has established the Safety Charter as thefundamental policy for safety under the Corporate Policy.
Representing top management’s commitment to safety, it isincluded in the Safety Management Manual and has been reported
to the Minister of Land, Infrastructure, Transport and Tourism inaccordance with the Civil Aeronautics Act.
All JAL Group employees carry a card printed with the Safety
Charter and perform their daily duties as professionals inconformance with the Safety Charter.

Safety Charter
Safety: The protection of lives.
This is the commitment and basic foundation of business continuity for the
JAL Group. We take to heart our mission and responsibility as safety
professionals to ensure a safe operation on every ﬂight with the best of ourknowledge, skills and abilities.
To accomplish this, we will act according to the following principles.
● Stop immediately when safety concern arises.
● Comply with rules and strictly follow standard operating procedures.
● Always check and conﬁrm; never rely on assumptions.
● Promptly communicate information without omission to ensure safety.
● Deal with problems quickly and appropriately without underestimation.

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２

Review of FY2021

2.

Administrative Dispositions
Administrative GuidanceAircraft Accidents and Serious
Incidents

Irregular
Operations

Safety Events

Review of FY2021(1) Administrative Dispositions and Administrative Guidance
The JAL Group did not receive any Administrative Dispositions (*1) or Administrative Guidance(*2)
in FY2021.
(*1) Administrative Disposition: Issued to business operators when the Ministry of Land, Infrastructure, Transport and Tourism (MLIT)
deems it necessary to secure safe transportation. Article 112 (Business Improvement Order), Article 113 -2 - (3) (Rescission of
permission for entrustment of management of business and order to improve management of entrusted business) and Article 119(Suspension of Business and Cancellation of License) of the Civil Aeronautics Act fall under this category.
(*2) Administrative Guidance: Issued to business operators when requested by the MLIT to improve their operations, even in cases that
do not apply to an Administrative Disposition. A Business Improvement Advisory and Administrative Warning fall under this category.

(2) Aircraft Accidents and Serious Incidents① Aircraft Accidents and Serious Incidents
In FY2021, the JAL Group reported two aircraft accidents (*1) and one serious incident(*2). The Japan Transport Safety Board (JTSB) of the Ministry of Land, Infrastructure,
Transport and Tourism (MLIT) is conducting investigations to determine the cause of
these incidents. The JAL Group is providing its full cooperation in the investigations
and has established an in-house accident investigation committee to implement
measures to prevent recurrence.
2021

2020

Aircraft accident

2 (0.008)

0 (0.000)

Serious incident

1 (0.004)

1 (0.006)

Total

241,006

181,794( ): Number of incidents per 1,000 ﬂights.

(*1) Aircraft accident: A situation arising from the operation of an aircraft and resulting in fatal or serious injury, anaircraft crash, collision, ﬁre, damage to the aircraft during ﬂight requiring major repair, or other situations classiﬁed as anaircraft accident by the MLIT.
(*2) Serious incident: An incident not amounting to an aircraft accident, but where a recognized danger of an accident
occurring was present, such as a runway excursion, an emergency evacuation or similar incident, ﬁre or smoke on board,abnormal decompression, encounter with abnormal weather conditions, or other situations classiﬁed as a serious incident by
the MLIT.

a. Aircraft Accident
Passenger aboard JL2326 injured due to shaking of aircraft
A passenger aboard JL2326 (from Konotori Tajima Airport to Osaka International
Airport) operated by JAC on February 15, 2022 suﬀered a compression fracture of
the second lumbar vertebra from a very hard fall due to sudden turbulence duringcruising. On April 12, 2022, the case was classiﬁed as an aircraft accident by theJapan Civil Aviation Bureau (JCAB), MLIT.
Cabin attendant aboard JL669 injured due to shaking of aircraft
A cabin attendant aboard JL669 (from Tokyo International Airport to Oita Airport)
on March 26, 2022 fell and suﬀered a sacral fracture due to sudden turbulence
during cruising. The case was classiﬁed as an aircraft accident by the JCAB, MLIT on
March 28, 2022. None of the passengers were injured.
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２

Review of FY2021

Administrative Dispositions
Administrative GuidanceAircraft Accidents and Serious
Incidents

Irregular
Operations

Safety Events

b. Serious Incident
Runway incursion on landing runway of JL3653
On January 8, 2022, ﬂight JL3653 (from Fukuoka Airport to Kagoshima Airport)
operated by JAC was approaching the runway after being cleared for landing whenanother aircraft, which had been instructed to hold short of the runway, entered the
runway. JL3653 immediately performed Go Around in accordance with instructions of air
traﬃc control (ACT), continued ﬂying according to their instructions, and landed after
receiving landing clearance. On January 8, 2022, the case was classiﬁed as a serious
incident by the JCAB. None of the passengers or crew members were injured.

② Aircraft Accidents and Serious Incidents in previous years
The following two investigation reports were released.
（For details, please check the JAL's website.）a. Aircraft Accident
Cabin attendant injured due to shaking of Japan Air Commuter ﬂight JC3763(Date of occurrence: October 12, 2019, Date of publication: July 29, 2021)
b. Serious Incident
Runway excursion of Japan Air Commuter ﬂight JC3830(Date of occurrence: January 8, 2020, Date of publication: March 24, 2022)

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Review of FY2021

Administrative Dispositions
Administrative GuidanceAircraft Accidents andSerious Incidents

Irregular
Operations

Safety Events(3) Irregular Operations
In FY2021, 47 irregular operations(*) were reported, of which 32 cases were Air Turn Back to thedeparture airport, eight diversions, six runway closures and one landing requiring priority handlingby air traﬃc control.
By aircraft type, the number of irregular operations of the BOEING 787 and the EMBRAER E170
and E190 increased. We promptly identiﬁed the cause of each occurrence, implemented measuresand re-evaluated the eﬀectiveness of past measures.
■Incidents by aircraft type

■Incidents by domestic and international ﬂight

2020

2021

■International ■Domestic(*) Irregular Operations: A situation in which partial malfunction ofmultiple aircraft systems occur, for example, and the pilots respondaccording to the manual and return to the airport to ensure safety,
resulting in a schedule change including the destination (excluding bird
strike, lightning strike, etc.). In general, it is not a situation that
immediately aﬀects safety of operations.

(4) Safety Events① Safety EventsIn FY2021, the number of safety events(*) decreased by 23 from the previous year to 286
due to a decrease in events classiﬁed in Others (virus sanitizers carried on board). For
details, refer to "③ Main Cases and Countermeasures" starting on page 8.
(*) Safety Events (mandatory occurrence report): Article
111-4 of the Civil Aeronautics Act and Article 221-2-3 and 4of the Ordinance for Enforcement of the Civil Aeronautics
Act mandate reporting to the MLIT (This report uses theterm Safety Events), and the following situations areapplicable. Accidents speciﬁed in each item of Article 76 (1)of the Civil Aeronautics Act and situations (serious incident)
in Article 76 (2) of the Act do not fall under this category.
Generally speaking, they do not immediately lead to an
aircraft accident.
Classiﬁcation of Safety Events and Examples
・Damage to aircraft structure[Example] Structural problems found during regular maintenance・System problems[Example] Engine trouble, communications/electric system problems

・Problems with emergency equipment[Example] Malfunction of ﬁre and smoke detectors
・Flight operations exceeding operating limitations[Example] Operations in exceedance of speed limits
・Rapid maneuvering according to instructions from warning equipment[Example] Operation according to instructions from the Traﬃc alert and Collision Avoidance System(TCAS)

・Others[Example] Regulations, Parts Departing from Aircraft (PDA), transport of dangerous goods

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２

Review of FY2021

Administrative Dispositions
Administrative GuidanceAircraft Accidents andSerious Incidents

Irregular
Operations

Safety Events② Breakdown(*) SJO is from June 29, 2021 to March 31, 2022.

③ Main Cases and Measures ( ) Number of cases in FY2020【Damage to aircraft structure】 7 cases (6 cases)
Seven cases of work to repair peeling and corrosion of structural components foundduring routine maintenance or while parked on the ground on one BOEING 737-800,
two ATRs and four DHC-8-Q400s.
【System problems】 29 cases (19 cases）
Details are as follows.
Engine6 cases (6 cases)
Two cases related to the thrust reverser system of a BOEING 737-800 and four cases
requiring Turn Back caused by bird strike and traces of bird strike found during
post-arrival maintenance service. In all the cases, maintenance work was performed suchas replacing the parts that caused the malfunction, inspecting operation, and conﬁrming
soundness of the aircraft system.
Oxygen supply
0 cases (0 cases)
No problems with the oxygen supply system
Navigation system

0 cases（3 cases）

No problems with the navigation system8２Review of FY2021

Administrative Dispositions
Administrative GuidanceAircraft Accidents andSerious Incidents

Irregular
Operations

Safety Events

Landing gear
1 case (4 cases)
Indication of failure of the landing gear retraction mechanism causing a BOEING 787 toperform Air Turn Back after takeoﬀ. Maintenance work was performed such as replacing
the part that caused the malfunction, inspecting operation, and conﬁrming soundness of
the aircraft system.
Fuel system
1 case (1 case)
Failure of some fuel gauges on a BOEING 737-800 during ﬂight. Maintenance work was
performed such as replacing the part that caused the malfunction, inspecting
operation, and conﬁrming soundness of the aircraft system.
Others
21 cases (5 cases)
Five cases of failure messages issued by the Traﬃc alert and Collision Avoidance System(TCAS)(*) on a BOEING 737-800. In the other cases, maintenance work was performed
such as replacing the part that caused the malfunction, inspecting operation, andconﬁrming soundness of the aircraft system.
(*) Traﬃc alert and Collision Avoidance System (TCAS): To prevent mid-air collision between aircraft, the TCAS automatically
instructs pilots to take precautions (resolution advisory:RA) to avoid a collision when aircraft ﬂying in the vicinity are judged to
be closer than a speciﬁed distance. All JAL Group aircraft are equipped with the TCAS.

【Problems with emergency equipment】 17 cases (15 cases)
In all 17 cases, measures were taken such as replacing the malfunctioning parts andinspecting the aircraft.

【Flight operations exceeding operating limitations】 26 cases (20 cases)
There were 12 cases of exceedance of operating limitations, nine cases of altitude orroute deviation from ATC instructions, four cases of route deviation due to ﬂight data
input error, and one temporary exceedance of speed limitations. We conﬁrmed thesoundness of the aircraft and took measures to inform and alert the public about thesecases.

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Review of FY2021

Administrative Dispositions
Administrative GuidanceAircraft Accidents andSerious Incidents

Irregular
Operations

Safety Events【Rapid maneuvering according to instructions from warning equipment】
41 cases (35 cases)
In 32 cases, the pilots responded according to the TCAS Resolution Advisory (RA). The TCAS
may activate depending on the position and speed of other aircraft even when the aircraft isoperated normally (*1) according to ATC instructions. It is designed so that appropriate
maneuvering by pilots in accordance with TCAS instructions will not cause a safety event. In
each of the 32 cases, the pilots responded appropriately to TCAS instructions. In six cases,
the Ground Proximity Warning System (GPWS) (*2) was activated. The GPWS may activate
depending on the relationship between the ﬂight path and terrain features. It is designed sothat appropriate maneuvering by pilots in accordance with GPWS instructions will not causea safety event. In each of the six cases, the pilots responded appropriately to GPWS
instructions. In three cases, takeoﬀ was aborted, but in every case, the pilots responded
appropriately to instructions from the warning equipment.

TCAS RAAircraft A

Altitude and position calculated by TCAS

About 300M

Actual altitude and position

TCAS RAAircraft B(*1) Example of TCAS activation in normal operations:
Aircraft A is cruising at an altitude of 31,000 feet (about 9,300 meters) and Aircraft B is expected to climb to 30,000 feet (about
9,000 meters) and then to level ﬂight, so there is no risk of collision between the two aircraft. However, the TCAS cannot recognizethat Aircraft B is scheduled to level ﬂight, so it issues an evasion instruction for the safety of both aircraft and to eliminate thepossibility that Aircraft B may continue to climb and approach Aircraft A.
(*2) Ground Proximity Warning System: A device that gives warning when an aircraft approaches ground surface or ocean surface.
The E-GPWS (Enhanced GPWS) is a developed model that has a worldwide terrain, airport and obstacles database. All JAL Groupaircraft are equipped with the E-GPWS.

【Others】 166 cases (214 cases)
There were 120 reports of transportation of dangerous goods (lithium-ion batteries,
coolants, insecticides, virus removal/sterilization products, etc.). The number of virus
sanitizers carried onboard decreased as a result of alerting passengers of restrictedcarry-on items over JAL's website and other measures.
In addition, 22 cases related to ﬂight management including crew time management, training
management and ﬂight planning, and 21 cases related to maintenance management including
maintenance check items and inspection intervals. In response, we conﬁrmed safety by
re-inspecting the aircraft as well as alerting staﬀ through notices and reviewing manuals.
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Safety Targets

Achievement of FY2021 Safety Targets

FY2022 Safety Targets

3. Safety Targets
We established JAL Group safety targets in accordance with the FY2021-2025 Medium Term
Management Plan and made eﬀorts to achieve them.

VisionNumerical
Targets

Accumulate safety layers and realize a safe and secure society
as a leading company of safety

Zero aircraft accidents and zero serious incidents

ActionTargets

１. Use digital technology, expand data collection, deepen analysis, andthoroughly enforce measures
We will proactively apply new digital technology to safety measures to speed up
data collection and improve analytical skills. Moreover, we will collect and apply
wide-ranging safety information to our safety measures.
We will also actively participate in technological studies by
manufacturers to improve our technical capabilities andstrengthen measures.

２. Develop human resources who think and act on the basic foundation ofsafetyDue to the decrease in employees who experienced accidents and the increase inemployees who have never experienced one, we will continue to pass on theirexperiences, feelings, and thoughts on safety at the time of the accident to thenext generation, and by so doing, we will develop human resources who will
always act on the basic foundation of safety.
We will also draw on lessons learned from the alcohol-related
issues and instill a strict collective norm on alcohol
consumption.

３. Be prepared for changes in the environment aﬀecting aviation incoordination with internal and external parties
In order to protect our customers and employees from the increasingly diverse
threats of terrorism and other threats, we will take measures by deepening
cooperation with external organizations. As ensuring safety is essential to thedevelopment of air mobility, we will work tobuild a solid safety foundation. In addition, we will ensure
the safety and security of our customers and employees
from the increasingly severe disasters that have occurredin recent years, and be prepared to minimize
damage and achieve the early recovery of operational
functions.

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Safety Targets

Achievement of FY2021 Safety Targets

FY2022 Safety Targets(1) Achievement of FY2021 Safety Targets

Achievement of Numerical Targets
Two aircraft accidents and one serious incident(*) occurred against the target of zeroaircraft accidents and zero serious incidents. As a result, we did not achieve the target.
Please refer to page 5 “Aircraft Accidents and Serious Incidents” for more information.
(*)In this case (JL3653), another aircraft, which was instructed to hold, entered the landing runway of JL3653 which was on approach forlanding after being cleared by ATC.

Achievement of Action Targets
The following 3 action targets and 16 related measures were implemented in FY2021.

１. Use digital technology, expand data collection, deepen analysis, andthoroughly enforce measures

01 Share the latest weather information,

02

including turbulence en route
To prevent injuries caused by turbulence en route, we
introduced a system using Wi-Fi communication toshare the latest weather
information in real time,
including turbulence en route.

Promote data-based fatigue risk
management (FRM)

We completed preparations and started trials of a
Fatigue Dashboard (fatigue management index),
providing various information on fatigue risks of crew
using an index scale. We also assessed fatigue
assessment software for risk management to reduce
events caused by fatigue risk.

PHOTOGRAPHY BY SACHIE ABIKO

03

Strengthen predictive maintenance

To improve aircraft quality, we developed failure
prediction logic using ﬂight data, and studied andveriﬁed new technologies such as AI for predictive
maintenance. We also checked the status and needs ofeach airline and created an action plan, with a view toexpanding it to each Group airline.

Detect risks by expanding Safety Performance
Indicators (SPI) and analysis of safety
information
We established SPIs(*1) and built a system to more
extensively monitor the status and results of safety
activities and safety events and started analysis. We
also studied analysis technologies to detect “hidden
risks" from safety information in the database. Basedon our studies, we decided on a policy to start text
mining and made preparations for
implementation.

04

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３

Safety Targets

Achievement of FY2021 Safety Targets

FY2022 Safety Targets

measures to prevent Parts
05 Strengthen
Departing from Aircraft (PDA)

assessment of cases at other06 Strengthen
airlines and strengthen measures

The number of CAT I/II(*2) incidents decreased
signiﬁcantly from the previous ﬁscal year through suchmeasures as improvements to prevent PDA, and the useof hazard maps for signs of PDA and work cards toprevent PDA post maintenance work. We will continue
to take action, such as further using
the PDA database and strengthening
measures to prevent engine
malfunctions.

We have began evaluation of accident investigation
reports and mandatory reports of other airlines withthe aim to utilize them in our own risk assessments
and measures.

potential risks by improving internal
07 Detect
auditshuman factors throughout the
08 Permeateorganization and deepen analysis methods

To identify potential safety events hidden in daily
operations, we have begun studies to build an internal
audit system to evaluate the eﬀectiveness of theframework in addition to existing standard conformity
audits.

We held workshops and education courses to promote theuse of the Human Factors Analysis and Classiﬁcation
System (HFACS)(*3). We also started to develop a databaseof analysis results to statistically analyze past humanerror factors, leading to eﬀective measures. Furthermore,
we built an interviewer training program in order toextensively identify background factors of human errors,
and preparations, which is ready to put into operation.

２. Develop human resources who think and act on the basic foundation of safetypursue an eﬀective safety culture
09 Further
according to changes with the times

10

We conducted Safety Awareness Education to pass on
lessons learned from accidents and to maintain a high levelof safety awareness of all employees, and reviewed
education on the Three Actuals Principle(*4) according tocareer milestones. To develop human resources who think
and action on their own, we expanded
voluntary educational programs, suchas cross-industry exchange seminars.

To develop human resources to pass on lessons learned,
we started a program for employees from a wide rangeof workplaces to work together in activities, such as
climbing Mt. Osutaka to console the victims andrunning the Safety Promotion Center.

conduct campaigns and
11 Continuously education

12

The JAL Group continued to take steps to foster anorganizational culture of thinking from the basic
foundation of safety with a special emphasis on thedrinking issue. Awareness and knowledge reforms were
promoted. To raise awareness, we held an original
campaign for all JAL Group employees, lectures on properalcohol consumption for the entire airline industry incooperation with the Scheduled Airlines Association ofJapan, and direct dialogue with our executives. To increaseknowledge, we conducted education and workshops by
specialists to reaﬃrm our knowledge on alcohol. In
addition, to lay the foundation for establishing a strict
collective norm on alcohol consumption, we strengthened
our testing system by introducing a new alcohol testing
system using facial recognition technology. Furthermore,
we built a pilot support program (see 12 on the right) tomaintain good mental health of pilots.
Through these initiatives, we endeavored to cultivate anorganizational culture and develop human resources thatthink and act with safety as a major premise. As a result
alcohol has not been detected on staﬀ since October
2019.

Develop human resources to pass on lessons ineach workplace

Build a pilot support program

To support mental and physical health issues of crew
who work irregular hours and in special work
environments, we established and started trials of asystem for anonymous consultation of worries andconcerns (JAL Peer Support Program) . As a result, we
conﬁrmed its eﬀectiveness andbegan preparations for full-scale
operation in JAL and expansion toGroup airlines.

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Safety Targets

Achievement of FY2021 Safety Targets

FY2022 Safety Targets

３. Be prepared for changes in the environment aﬀecting aviation in coordination withinternal and external parties

13 Introduce advanced security inspection equipment

security risk management activities
14 Promotewith the industry working as one

We began updates to advanced security inspection
equipment at airports in Japan. We launched a facialrecognition system for HND/NRT international ﬂights andtested AI-based security inspection equipment
cooperatively with JCAB and manufacturers. In responseto the revised Civil Aeronautics Act, eﬀective March 10,
we conducted public-private sector activities todisseminate it, educated staﬀ who are
authorized to give instructions, andestablished procedures on assigning
such staﬀ.

To prepare for the diversifying threat of terrorism, weregularly exchanged information on aviation security andrisk management with other companies in Japan andworked together on common issues. We have collected
information on international aﬀairs from a wide range ofsources, including aviation security information agencies
and foreign carriers, and utilized the information for risk
assessment. Furthermore, we are working Group-wide tostrengthen security against cyber terrorism.

for the drone
15 Build a safety foundation
businessdisaster prevention and business16 Strengthen
continuity management in the event of

Based on our aviation experience, we conducted risk
assessment based on in-ﬂight risk scenarios that wereidentiﬁed in past drone tests. We also participated incommittees such as the JCAB-led
System Design Working Group,and compiled requirements for
ensuring ﬂight safety.

a disasterWe conducted regular drills every quarter to minimize
damage and quickly restore the transport
infrastructure and to strengthen business continuity
management.

(*1) Safety Performance Indicator (SPI): An indicator of various safety data. By monitoring SPIs, we gain a broad and speedy understanding ofgrowing safety risks.
(*2) CATI (Category I): Parts with a size (area) more than 1000 ㎠ or a weight more than 1 kg (regardless of material).
CATII (CategoryII): Non-metallic parts whose size (area) is 100 ㎠ or more and less than 1000 ㎠, or whose weight is 0.2 kg or more and less than 1
kg, or metallic parts whose weight is 0.1 kg or more and less than 1 kg, etc. The total loss of rubber seals and lights with a length of 100 cm or more
shall be treated as Category II regardless of weight, material and size.
(*3) Human Factors Analysis Classiﬁcation System (HFACS): A method of preventing human error through the analysis of not only unsafe behavior
but also potential causes of events, and correction of procedures, work environments, and organizational factors.
(*4) The Three Actuals Principle: A concept advocated by Prof. Yotaro Hatamura of the Safety Advisory Group that the essence of an accident can beunderstood by visiting the “actual place” (the accident site), seeing the “actual object” (aircraft wreckage, personal belongings of the victims, etc.),
and listening to stories from the “actual people” (those who experienced the accident).

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Safety Targets

Achievement of FY2021 Safety Targets

FY2022 Safety Targets(2) FY2022 Safety Targets
We are committed to achieving our numerical targets of "Zero Aircraft Accidents and Zero
Serious Incidents" and the following action targets initiatives.

1. Use digital technology, expand date collection, deepen analysis, and thoroughly
enforce measures
Share the latest weather information including

01 turbulence en route

02 Promote date-based fatigue risk management (FRM)

・Expand the system for automatic information sharingof turbulence en route in real time・Strengthen measures to prevent injuries by shaking
from turbulence・Develop a Fatigue Dashboard (fatigue management indicators)
・Introduce a risk management process using fatigue
assessment software・Prevent failures due to fatigue risk

03 Strengthen predictive maintenancerisks by improving Safety Performance Indicators (SPI)
04 Detectand analysis of safety information

・Improve aircraft quality by expanding predictive
maintenance with new technologies

・Establish SPIs and share safety information
・Analyze with analytical techniques which can handle
wide-ranging safety information
・Identify potential safety risks

05

Strengthen measures to prevent Parts Departingfrom Aircraft (PDA)

06

Strengthen assessment of cases at other airlines
and strengthen measures

・Further use the PDA database・Strengthen measures against engine failures

・Collect a wider range of information on unsafe events
at other companies
・Conduct risk assessment and enforce measures toproactively prevent incidents

07 Detect potential risks by improving internal audits

human factors throughout the
08 Permeateorganization and deepen analysis methods

・Establish rules for evaluating eﬀectiveness and audit
standards based on the results of external surveys
・Conduct eﬀectiveness audits to detect potential
hazards

・Store analysis results in a database and conduct
statistical analysis
・Start an interviewer training program
・Start studies on Safety2(*)

2. Develop human resources who think and act on the basic foundation of safetypursue an eﬀective safety culture according
09 Further
to changes with the times

human resources to pass on lessons in each
10 Develop
workplace・Expand voluntary educational programs
・Launch a new Grade-based education program
・Implement measures to study and practice our safety
culture・Expand participating organizations in memorial
mountain climbing and operating the Safety
Promotion Center11 Continuously conduct campaigns and education

12 Build a pilot support program

・Conduct awareness and knowledge education on alcohol・Continue campaigns
・Establish a strict collective norm on alcohol
consumption

・Expand the JPSP (JAL Peer Support Program) toGroup airlines

13 Address organizational issues of Group airlines

・Launch initiatives to identify and resolve organizational
issues aﬀecting safety
・Eﬀorts and support to solve organizational issues ofGroup airlines

3. Be prepared for changes in the environment aﬀecting aviation in coordination with internal andexternal parties

14 Introduce advanced security inspection equipment

security risk management activities with
15 Promote
the industry working as one

・Continue to upgrade to more advanced aviation safety
inspection equipment
・Participate in trials of inspections using AI technology

・Implement risk management in collaboration with external
aviation security oﬃcers
・Enhance the information gathering system to makeprompt decisions and responses

16 Build a safety foundation for the drone businessdisaster prevention and business
17 Strengthen
continuity management in the event of a disaster・Implement drone control, ﬂight control, and operations control
in test ﬂights, and risk assessment based on data
・Build a system to ensure high safety utilizing JAL's know-how

・Continue to conduct disaster prevention drills tominimize damage and quickly restore operations(*) Safety 2: The idea that people can maintain their safety function by responding ﬂexibly to changes in the environment. Instead of the
traditional idea of reducing the number of human failures (Safety 1), Safety 2 increases safety by increasing the number of successes.

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4

Safety Management System

Safety Management Policy

Safety Management
Structure

Implementation of Safety
Management System

４. Safety Management System(1) Safety Management Policy
The JAL Group has established the Safety Charter as the fundamental policy for safety
under the Corporate Policy.
Every employee, from top management to frontline employees, has a correct understandingof the concept and policy of safety management in accordance with the Safety Charter andperforms their everyday work accordingly.

① Operating Policy of the Safety Management System
The Safety Management System (SMS) is based on four pillars: Safety Policy and Objectives,
Safety Risk Management, Safety Assurance, and Safety Promotion. Management declares thesafety policy, which is communicated to all Group companies, safety targets are establishedeach ﬁscal year, and all JAL Group employees including management perform their duties inaccordance with the SMS to maintain and enhance ﬂight safety of the entire JAL Group.
Furthermore, to maintain high levels of safety, management, each division, and the
Corporate Safety and Security Division implement the PDCA cycle regarding safety and link
the cycle across organizations to ensure that the SMS functions properly and safety is
continuously improved upon.
Management
Management implements the SMS by taking the following
actions in the Group Safety Enhancement Council:
establish safety management policies, receive reports on
the achievement status of safety targets, the results ofsafety audits, the progress of safety measures, theoccurrence of aircraft accidents and serious incidents
and the status of preventive measures, decide necessary
measures as management, and issue instructions to
implement those measures.
Divisions
Each division implements the SMS, presents status
reports to management and the Corporate Safety
and Security Division, and makes necessary
improvements based on results of PDCA and
instructions from management and the Corporate
Safety and Security Division.

Management
Plan

Do

Action

Check

Plan

Do

Plan

Do

ActionCheck

ActionCheck

Divisions

Corporate
Safety andSecurity DivisionCorporate Safety and Security Division
The Corporate Safety and Security Division implements the SMS at the Group level and makes
improvements based on instructions from management and status reports from divisions. It submits
reports on SMS implementation and improvement to management, identiﬁes issues facing eachdivision, and gives instructions to correct the situation.

② Establishment and Management of Manuals（SMS Documentation)
The JAL Group has established and documented safety regulations and operating standards
and procedures in accordance with applicable laws, regulations, and international
standards, and has a system in place to ensure that all relevant employees are aware ofthese matters.

16

4

Safety Management System

Safety Management
Structure

Safety Management Policy

Implementation of Safety
Management System(2) Safety Management Structure① Safety Management Structure
To maintain uniform and high safety standards throughout the JAL Group, each Group airline
including JAL implements the SMS in accordance with shared policies conﬁrmed by the Group
Safety Enhancement Council. The Group Operational Safety Promotion Committee is a
sub-committee for maintaining and strengthening safety coordination between divisions andGroup airlines.
For more information about each committee, please refer to “Safety Management Structure of
Each Group Airline” on page 18.
Group Airlines

JAL

J-AIR/JTA/JAC/RAC/HAC/ZIP/SJO
ChairGroup Safety
Enhancement
CouncilPresident
SpecialCommittee on
Alcohol-related
Measures

Chair

Chief
SafetyOﬃcer

Chief Safety Oﬃcer
SVP of
Corporate
SafetyandSecurity

SpecialCommittee on
Alcohol-related
Measures in Each
Division

SVP ofFlightOperations

SVP ofEngineeringandMaintenance

VP of Flight
SafetyManagement

VP of
MaintenanceManagement

Presidents ofGroup airlines

議員 MemberGroup
Operational
SafetyPromotion
Committee

Chair

SVP ofCabin
Attendants

SVP of
Airport

SVP ofOperations

SVP ofCargo and Mail

VP of
Cabin
SafetyVP ofStationOperations

VP ofOperations
Safety andQuality

VP ofCargo and Mail
Administration

Relevant Directors ofGroup airlines

MemberSafetyCommitteeof EachDivision

Safety Committee（Names vary by company）

Special Committee on
Alcohol-related Measures（Names vary by company）

Safety Management Structure② President
The President assumes ﬁnal responsibility for safety in the SMS.
The President of each company declares and disseminates safety policies throughout
the company and secures the resources necessary for the SMS to function eﬀectively.

③ Chief Safety Oﬃcer
In accordance with Article 103-2 of the Civil Aeronautics Act, each JAL Group airline
appoints a person who is responsible and authorized to oversee safety management,
make important management decisions on safety policies and safety investments, andreport important safety matters to the President (“Chief Safety Oﬃcer”). The Chief
Safety Oﬃcer is appointed by the President of each company.
The Chief Safety Oﬃcer of each JAL Group airline is as follows.
(April 1, 2021 – March 31, 2022)
Company

Chief Safety Oﬃccer

Japan Airlines

Representative Director, President

AKASAKA Yuji

J-AIRManaging Director

KURONO Kotaro

Japan Transocean Air

Director, Managing Executive Oﬃcer

OSHIRO Yoshinobu

Japan Air Commuter

Director

TOMITA Shinobu

Ryukyu Air Commuter

Managing Director

KOMURO Toshinobu

Hokkaido Air Commuter

Executive Oﬃcer

YOSHIDA Satoshi

ZIPAIR Tokyo

Director

YOSHIZAWA Kenichi

SPRING JAPANDirector, Executive Vice President

SHIN Toshinori

17

4

Safety Management System

Safety Management
Structure

Safety Management Policy

Implementation of Safety
Management System④ Safety Management Structure of Each Group Airline
Organizations and employees: as of March 2022 (excluding employees on leave)

a. Japan Airlines(a) Safety management structure

Special Committee
on Alcohol-related
MeasuresPresidentGroup Safety
Enhancement Council

Chief Safety Oﬃcer

Group Operational
Safety Promotion
Committee

Special Committee on
Alcohol-related
Measuresin Each Division

FlightOperations

Corporate Safety
and Security
63

Engineering and
Maintenance

Cabin
Attendants

AirportOperations
728(*2)2,610147(*1)

6,190

Flight Safety
Management

MainteanceManagement

Cabin Safety

44（in division）

16（in division）

Flight Operations
Safety Committee

Maintenance Safety
Committee

Operations

Cargo and Mail
450(*3)311

Station Operation
Planning

Operation Safety
and Quality

Administration

62（in division）

16（in division）

15（in division）

14（in division）

Cabin Safety
Committee

Airport Safety
Committee

Operations Safety
Committee

Cargo Safety
Committee(*1) The Engineering and Maintenance Division has 4,333 employees including JAL Engineering employees. (Refer to page 27 and 28
for details of Outsourcing of Aircraft Maintenance.)(*2) The Airport Operations Division has 8,695 employees including employees of 11 JAL Group companies such as JAL SKY and JAL
Ground Service.
(*3) The Cargo and Mail Division has 1,442 employees including employees of six Group companies such as JAL Cargo Service.

(b) Number of pilots, maintenance engineers, qualiﬁed maintenance engineers,cabin attendants and dispatchers
NumberOrganization

Pilots2,277

Flight Operations

Maintenanceengineers

136(*4)

Engineering and
MaintenanceCabinattendants

6,183

Cabin Attendants

Dispatchers83(*6)

Operations

Remarks

Includes 110 qualiﬁed maintenanceengineers (*5)(*4) There are 3,083 employees engaged in maintenance including JAL Engineering employees, of which 1,757 are qualiﬁed
maintenance engineers.
(*5) National qualiﬁcations of maintenance engineers are First Class Aircraft Maintenance Technician, First Class Aircraft Line
Maintenance Technician and Aircraft Overhaul Technician.
(*6) There are 83 dispatchers including employees of JAL SKY.

18

4

Safety Management System

Safety Management Policy

Safety Management
Structure

Implementation of Safety
Management System(c) Safety management organizations
Corporate Safety and Security Division
The Corporate Safety and Security Division is responsible for overseeing safety enhancementof Japan Airlines and the JAL Group.
Flight Operations, Engineering and Maintenance, Cabin Attendants, Airport Operations,Operations, Cargo and Mail Divisions
The executive oﬃcers of production divisions chair the safety committee of their respective
division, make overall judgment and decisions on operations aﬀecting safety under theircommand, and report to the President and the Chief Safety Oﬃcer of the company.
General Aﬀairs Division
The General Aﬀairs Division has established Disaster Handling Regulations to mitigate andprevent the spread of damage, maintain business activities, and resume operations as
quickly as possible after a disaster. It provides disaster prevention and response measures
to ensure the safety of our employees, passengers, visitors, and directors, and preserve
JAL Group assets in the event of a natural disaster such as ﬁres, explosions, wind, ﬂood andsnow damage, earthquakes and tsunami triggered by an earthquake, volcanic eruption, andother abnormal phenomena.

(d) Safety committees
The JAL Group has established various safety committees to allow us to understand thestatus of daily operations and make necessary improvements based on information of
events, in coordination with each function and organization.
Group Safety Enhancement Council
The Group Safety Enhancement Council has been established to ensure ﬂight safety andpromote safety management in accordance with the JAL Group Corporate Policy. It is
composed of the President (Chair), the Chief Safety Oﬃcer, executive oﬃcers
appointed by the President, and Presidents of Group airlines.
Group Operational Safety Promotion Committee
The Group Operational Safety Promotion Committee, a sub-committee of the Group
Safety Enhancement Council, has been established to improve safe air transport andsafety of the JAL Group by maintaining and strengthening coordination of safety
between divisions and Group airlines. It is composed of the Vice President of JAL’s
Corporate Safety and Security (Chair), Vice Presidents of JAL safety management
departments appointed by the Chair, and the Chief Safety Oﬃcer or executive oﬃcer
in charge of safety of each Group airline.
Special Committee on Alcohol-related Measures
The committee has been established to manage alcohol-related risks of pilots, cabin
attendants, maintenance engineers, dispatchers, and drivers in the airport. It is
composed of JAL’s Chief Safety Oﬃcer (Chair), Senior Vice President of Corporate
Safety and Security, executive oﬃcers of Flight Operations, Cabin Attendants,
Engineering and Maintenance, Airport Operations, Operations, and Cargo and Mail, andother members.
Special Committee on Alcohol-related Measures in Each Division
The committees in each division, which are sub-committees of the above Special
Committee on Alcohol-related Measures, have been established to gather and analyze
information and monitor measures established in each production division. It is chairedby the executive oﬃcer of each division and composed of the division’s safety
managing department and related departments, and Corporate Safety and Security.
Safety Committee of Each Division(Flight Operations Safety Committee, Engineering and Maintenance Safety Committee, Cabin Safety
Committee, Airport Safety Committee, Operations Safety Committee, and Cargo Safety Committee）

These committees have been established to strengthen coordination of safety and decidesafety policies within the production division.
19

4

Safety Management System

Safety Management Policy

Safety Management
Structure

Implementation of Safety
Management Systemb. J-AIR(a) Safety management structure
Operational
Safety Promotion
Committee

President
Special Committee
on Alcohol-related
Measures

Chief Safety Oﬃcer
Safety Committee

Special Committee on
Alcohol-related Measuresin Each DivisionCorporate Safety and Security

3

Flight Operations

MaintenanceCabin Attendants

Airport and Operations

357

1

290

9

(b) Number of pilots, maintenance engineers, qualiﬁed maintenanceengineers, cabin attendants and dispatchers
NumberOrganization

Pilots305

Flight Operations

Cabin attendants

288

Cabin Attendants

Dispatchers

41

Airport and Operations

Remarks

Shared with JAL(*)From April 2016,maintenance management has been outsourced to JAL Engineering.

(c) Safety management organization
The Safety Promotion Department is responsible for safety management of the company.

(d) Safety committees
Operational Safety Promotion Committee
The committee is composed of the President (Chair), the Chief Safety Oﬃcer, directors, and theexecutive oﬃcer in charge of safety management. It drafts proposals, plans, coordinates, andprovides recommendations and advice on ﬂight safety. The President and the executive oﬃcer incharge of safety attend safety meetings of Japan Airlines, where they maintain close coordinationand share information, and disseminate the information to all employees of the company.

Safety Committee
The Safety Committee, which is a sub-committee of the Operational Safety Promotion Committee,
is composed of employees of each division. It establishes and promotes safety enhancement
measures through coordination between divisions.

Special Committee on Alcohol-related Measures
The committee is operated under the responsibility and authority of the Chief Safety Oﬃcer inorder to take an organization-wide systematic approach towards the prevention of
alcohol-related incidents as part of eﬀorts to rebuild alcohol consumption measures.
20

4

Safety Management System

Safety Management
Structure

Safety Management Policy

Implementation of Safety
Management System

c. Japan Transocean Air(a) Safety management structure社

アルコール対策
Special Committee on
特別委員会 Measures
Alcohol-related

Operational
総合安全推進委員会

長

Safety Promotion
Committee

President

安全統括管理者
Chief Safety Oﬃcer

安全推進部
Corporate
Safety and Security

Flight Operations
and Maintenance
運航・整備連絡会議
Liaison Conference

Flight Operations

5

Maintenance
整備部門

Cabin Attendants
客室部門

272

188

272

Airport
空港部門

38
38名

（b）Number of pilots, maintenance engineers, qualiﬁed maintenance engineers,cabin attendants and dispatchers

PilotsNumberOrganization

150

Flight Operations

Maintenanceengineers

179

MaintenanceCabin attendants

261

Cabin Attendants

Dispatchers

16

AirportRemarks

Of these, 119 employees are
qualiﬁed for maintenance engineer

Operations Control(c) Safety management organization
The Safety Promotion Department is responsible for safety management of the company.

(d) Safety committees
Operational Safety Promotion Committee
The committee is composed of the President (Chair), the Chief Safety Oﬃcer, directors, and theexecutive oﬃcer in charge of safety management. It plans, coordinates and provides advice on all
matters relating to safe aircraft operations and aviation security from the company’s perspective, andpromotes overall safety measures. The President and executive oﬃcer in charge of safety attend
safety meetings of Japan Airlines, where they maintain close coordination and share information, anddisseminate the information to all employees of the company.

Flight Operations and Maintenance Liaison Conference
The conference is chaired by an oﬃcer appointed by the President and the members are oﬃcers incharge of Flight Operations and Maintenance. They share information, promote communication andmutual understanding, and strengthen coordination between the two divisions to contribute to ﬂight
safety.

Special Committee on Alcohol-related Measures
The committee is operated under the responsibility and authority of the Chief Safety Oﬃcer in orderto take an organization-wide systematic approach towards the prevention of alcohol-related incidents
as part of eﬀorts to rebuild alcohol consumption measures.
21

4

Safety Management System

Safety Management
Structure

Safety Management Policy

Implementation of Safety
Management System

d. Japan Air Commuter(a) Safety management structure

Special Committee
on Alcohol-related
MeasuresPresident

Operational
Safety Promotion
Committee

Chief Safety Oﬃcer

Safety Committee

Corporate Safety
and Security

5

Flight Operations

MaintenanceCabin Attendants

AirportOperations Control

123

161

60

1

11

(b) Number of pilots, maintenance engineers, qualiﬁed maintenanceengineers, cabin attendants and dispatchers
NumberOrganization

Pilots92

Flight Operations

Maintenanceengineers

107

MaintenanceCabin attendants

60

Cabin Attendants

Dispatchers

10

Operations Control

Remarks

Of these, 90 employees are
qualiﬁed for maintenance engineer(c) Safety management organization
The Safety Promotion Department is responsible for safety management of the company.

(d) Safety committees
Operational Safety Promotion Committee
The committee is composed of the President (Chair), the Chief Safety Oﬃcer, directors and leaders oforganizations engaged in safety. It plans, coordinates and provides recommendations and advice on
ﬂight safety. The President and executive oﬃcer in charge of safety attend safety meetings of Japan
Airlines, where they maintain close coordination and share information, and disseminate theinformation to all employees of the company.

Safety Committee
The committee, which is a sub-committee of the Operational Safety Promotion Committee, iscomposed of employees of each division. It promotes communication between divisions, and drafts
proposals, coordinates and promotes safety enhancement measures.

Special Committee on Alcohol-related Measures
The committee is operated under the responsibility and authority of the Chief Safety Oﬃcer in orderto take an organization-wide systematic approach towards the prevention of alcohol-related incidents
as part of eﬀorts to rebuild alcohol consumption measures.

22

4

Safety Management System

Safety Management Policy

Safety Management
Structure

Implementation of Safety
Management Systeme. Ryukyu Air Commuter(a) Safety management structure
Operational
Safety Promotion
Committee

President

Special Committee
on Alcohol-related
Measures

Chief Safety Oﬃcer

Corporate Safety

2

Flight Operations

Crew

Maintenance

Administration

5

79

39

10

(b) Number of pilots, maintenance engineers, qualiﬁed maintenanceengineers, cabin attendants and dispatchers
NumberOrganization

Pilots47

Crew

Maintenanceengineers

21

MaintenanceCabin attendants

25

Crew

Dispatchers

16

Flight Operations

Remarks

Of these, 14 employees are
qualiﬁed for maintenance engineer

Shared with JTA(c) Safety management organization
The Safety Promotion Department is responsible for safety management of the company.

(d) Safety committees
Operational Safety Promotion Committee
The committee is composed of the President (Chair), the Chief Safety Oﬃcer, directors, andmembers appointed by the President. It drafts proposals, coordinates, and provides
recommendations and advice on ﬂight safety. The President and executive oﬃcer in charge ofsafety attend safety meetings of Japan Airlines and Japan Transocean Air, where they maintainclose coordination and share information, and disseminate the information to all employees of thecompany.

Special Committee on Alcohol-related Measures
The committee is operated under the responsibility and authority of the Chief Safety Oﬃcer inorder to take an organization-wide systematic approach towards the prevention of alcohol-related
incidents as part of eﬀorts to rebuild alcohol consumption measures.
23

4

Safety Management System

Safety Management Policy

Safety Management
Structure

Implementation of Safety
Management Systemf. Hokkaido Air System(a) Safety management structure

President

Alcohol Measures
Committee

Operational Safety
Promotion Committee
Safety Meeting

Chief Safety Oﬃcer

Corporate Safety &Security

1(*)
Corporate
Communications

HR and GeneralAﬀairsCorporate
Planning

AirportCabin
Attendants

Operations

3

7

6

2

15

45

Operations Planning

Operations Control

Flight Crew

Flight Check

Maintenance

4

8

27

3

3

(*) The Senior Vice President of Safety Promotion is the Chief Safety Oﬃcer.

(b) Number of pilots, maintenance engineers, qualiﬁed maintenanceengineers, cabin attendants and dispatchers
NumberOrganization

Pilots29

Flight Crew

Cabinattendants

15

Cabin Attendants

Dispatchers

7

Operations Control

Remarks(*) Since November 2007, duties of the general safety manager have been delegated to JAC.

(c) Safety management organization
The Safety Promotion Department is responsible for safety management of the company.

(d) Safety committees
Operational Safety Promotion Committee
The committee is composed of the President (Chair), executive oﬃcers from all divisions, and members
appointed by executive oﬃcers. It plans, drafts proposals, coordinates, and provides recommendations
and advice on ﬂight safety. The President and executive oﬃcer in charge of safety attend safety
meetings of Japan Airlines, where they maintain close coordination and share information, anddisseminate the information to all employees of the company.

Safety Meeting
The committee, composed of the Safety Promotion Department and staﬀ in charge of safety offrontline divisions, has been established to drive the SMS from the frontline perspective.

Alcohol Measures Committee
The committee is operated under the responsibility and authority of the Chief Safety Oﬃcer in orderto take an organization-wide systematic approach towards the prevention of alcohol-related incidents
as part of eﬀorts to rebuild alcohol consumption measures.
24

4

Safety Management System

Safety Management
Structure

Safety Management Policy

Implementation of Safety
Management System

g. ZIPAIR Tokyo(a) Safety management structure

President

Operational
Safety Promotion
Committee

Chief Safety Oﬃcer

Alcohol Measures
Special Committee
Corporate Safety& Security

3
SVP of Operation

Flight Operation
Support Team

Maintenance Team

Cabin Team

Airport TeamOSAT

44(*1)2

3

912(*2)(*1) Including 39 dispatchers shared with Japan Airlines(*2) OSAT：Operation Support & Action Team(b) Number of pilots, maintenance engineers, qualiﬁed maintenanceengineers, cabin attendants and dispatchers
NumberOrganization

Pilots95

Flight Operation TeamCabin
attendants

231

Passenger Operation teamDispatchers

39

Flight Operation Support Team

Remarks

Shared with JAL(*) Since December 2019, maintenance management has been outsourced to JAL Engineering.

(c) Safety management organization
The Safety Promotion Department is responsible for safety management of the company.

(d) Safety committees
Operational Safety Promotion Committee
The committee is composed of the President (Chair), directors including the Chief Safety Oﬃcer,
the executive oﬃcer in charge of safety management, and the Vice Presidents of General Aﬀairs,
and Planning and Marketing. It plans, drafts proposals, coordinates, and provides recommendations
and advice on ﬂight safety and aviation security. The President and executive oﬃcer in charge ofsafety attend safety meetings of Japan Airlines, where they maintain close coordination and share
information, and disseminate the information to all employees of the company.

Alcohol Measures Special Committee
The committee is operated under the responsibility and authority of the Chief Safety Oﬃcer inorder to take an organization-wide systematic approach towards the prevention of alcohol-related
incidents as part of eﬀorts to rebuild alcohol consumption measures.

25

4

Safety Management System

Safety Management Policy

Safety Management
Structure

Implementation of Safety
Management System

h. SPRING JAPAN(a) Safety management structure

President & CEO
Alcohol Measures
Special Committee

Safety Promotion
Committee

Chief Safety Oﬃcer
Safety Promotion and
Security Development
Department

19

Flight Operations Risk
Management Meeting

Flight Operations
Department

Maintenance &Engineering Department

Inﬂight Services
Department

Flight Dispatcher
Department

General Operation
Aﬀairs Department

Operation Management
Department

123

3

123

53

21

6

(b) Number of pilots, maintenance engineers, qualiﬁed maintenanceengineers, cabin attendants and dispatchers
NumberOrganization

Pilots72

Flight Operations Department

Cabin
attendants

113

Inﬂight Services Department

Dispatchers

10

General Operation Aﬀairs Department

Remarks(c) Safety management organization
The Safety Promotion Department is responsible for safety management of the company.

(d) Safety committees
Safety Promotion Committee
The committee is composed of the Chief Safety Oﬃcer (Chair), the President, members speciﬁedin the Safety Management Manual, and the Secretariat. It plans, drafts proposal, coordinates andprovides recommendations and advice on ﬂight safety and aviation security.
In addition, the President, and relevant executive oﬃces and employees attend safety meetings ofJapan Airlines, where they maintain close coordination and share information, and disseminate theinformation to all employees of the company.

Flight Operations Risk Management Meeting
The meeting, which is subordinate to the Safety Promotion Committee, analyzes and shares safety
information across the organization and reports to the Safety Promotion Committee.

Safety Promotion Meetings within Production Divisions
These meetings are held within each production department to review safety management
practices within the department and provide feedback. The results are reported to the Safety
Promotion Committee through the Flight Operations Risk Management Meeting.

Alcohol Measures Special Committee
The committee is operated under the responsibility and authority of the Chief Safety Oﬃcer toensure company-wide management of alcohol consumption measures, information gathering andanalysis, and implementation and monitoring of measures.
26

4

Safety Management System

Safety Management Policy

Safety Management
Structure

Implementation of Safety
Management System⑤ Aircraft Maintenance Outsourcing
a. Outsourcing of aircraft maintenance management
Pursuant to Article 113 Clause 2 of the Civil Aeronautics Act
concerning the outsourcing of aircraft maintenance management(*),
the JAL Group partially outsources maintenance and maintenancemanagement of JAL Group-owned aircraft to JAL Engineering andJapan Air Commuter. Maintenance services are provided according to
the safety standards of the outsourcing party.
(*) Outsourcing of aircraft maintenance management: To outsource overall aircraft maintenancemanagement including the authority to direct and supervise maintenance work. All maintenance work andmanagement of aircraft maintenance work (production management, component management, technologicalmanagement, education and training, management of outsourcing, auditing) outsourced to the contractor is
performed according to the business plan of the outsourcing party.

Outsourcing Party

Contractor

Aircraft
BOEING 777・BOEING 767・BOEING 787・BOEING 737-800・AIRBUS A350

Japan Airlines（JAL）
ZIPAIR Tokyo（ZIP）

Tools used for maintenance work

JAL Engineering（JALEC）

BOEING 787

J-AIR

EMBRAER 170・EMBRAER 190

SPRING JAPAN（SJO）

BOEING 737-800

Hokkaido Air System（HAC）

Japan Air Commuter（JAC）

SAAB 340B(*)・ATR42-600(*) Retired in December 2021

When maintenance management is outsourced to a JAL
Group company, the person responsible for management of
the outsourcing party supervises everyday work andconducts a quality audit regularly (once a year). The
contractor also assigns a person responsible formanagement, who closely exchanges information with theoutsourcing party and ensures that maintenance work andmaintenance management are performed appropriately.
Maintenance workby JAL Engineering

In this way, the JAL Group airlines coordinate to improvesafety and quality even when maintenance management is
outsourced.

27

4

Safety Management System

Safety Management Policy

Safety Management
Structure

Implementation of Safety
Management Systemb. Outsourcing of maintenance work
In addition to outsourcing of aircraft maintenance management described in the preceding
section a., the JAL Group provides outsourced maintenance services for companies within andoutside the JAL Group.

(a) Details of outsourcing(b) Management of outsourced work
When outsourcing aircraft maintenance, we select a contractor with experience as aservice provider that has been approved by the MLIT and evaluate whether they satisfy
standards set by the company. Even after outsourcing maintenance, we conduct adelivery inspection of each maintenance task as a quality control check and regularly
audit the contractor, as necessary, to conﬁrm that they have maintained theirmaintenance standards.

(c) Main contractors

28

4

Safety Management System

Safety Management Policy

Safety Management
Structure

Implementation of Safety
Management System(3) Implementation of Safety Management System
We implement the safety management system (SMS) in accordance with the safety
management policy to ensure that the SMS functions smoothly.

① Safety Information Gathering and Dissemination
We gather a wide range of information from reports on unsafe behavior and acts, the ﬂight
data analysis program, crew fatigue risk management program and alcohol risk management
program, and use it to prevent safety events. In FY2021, we established a management
policy on crew fatigue risk and made eﬀorts to gather further information.

Fatigue Risk Management Program
In order to contribute to the improvement of ﬂight safety and quality, we gather data to
manage fatigue-related risks among pilots and cabin crew and take appropriate
corrective action based on the gathered data.
(Fatigue Risk Management Policy)
We acknowledge that fatigue is a present symptom in cockpit and cabin crew duties, and therefore, wemanage fatigue-related risks and make eﬀorts to mitigate the risks in order to improve ﬂight safety.
JAL’s fatigue risk management program applies to all ﬂights operated by the company. It is based on
scientiﬁc and historical data and is driven by continuous risk management. Fatigue risk management isonly possible when the company and crew responsibly fulﬁll their respective duties.

Information that is of importance for preventing recurrence of safety events and for
raising safety awareness of our employees is circulated within the company and posted on
the “Safety” webpage of JAL’s website. The main media for sharing safety information
are as follows:・Corporate Safety, an internal document providing the JAL Group's internal safety
policy・“Safety and Quality” webpage of JAL’s website
・”Safety” webpage of our intranet
・Safety magazine ”FLIGHT SAFETY”“Safety and Quality” webpage of JAL’s website

Safety information magazine”FLIGHT SAFETY”(in Japanese only)29

4

Safety Management System

Safety Management Policy

Safety Management
Structure

Implementation of Safety
Management System② Safety Risk Management
The JAL Group manages safety risks through the following step-by-step process,establishes measures to ensure safety, and deals with accidents and events appropriately.
Identify
hazard (*)

Utilizing gathered information on unsafe conditions and unsafe
events, we identify hazards and real or hidden risk factors with thepotential to cause or contribute to an aircraft accident, serious
incident or other adverse events.
(*) Hazard: Any source of danger or potential danger which may cause or contribute to an aircraft
accident, serious incident or other adverse events

Assess risk

Establishmeasures

Monitor andreview

We determine the severity of consequences and the probability ofoccurrence, assess the acceptability of the risk level and examine
the need to take action. Multiple risks are prioritized, as
necessary, to know which ones are most urgent.
We establish and implement measures to eliminate each hazard sothat high priority risks are reduced to a tolerable level.

We monitor the measures and evaluate their eﬀectiveness. If therisk is determined not to be acceptable, we establish andimplement additional measures.

Main Activities
a. Integrated safety information database (JAL Safety Database：JSD)
All safety incidents occurring within the JAL Group are managed and quickly shared in
a common database.
In addition to risk assessment by departments where risks have emerged, theCorporate Safety and Security Division assesses hazards within the Group using ERC
to detect potential risks as early as possible.

b. Event Risk Classiﬁcation (ERC)
Events are assessed from the viewpoint of the likelihood ofhazardous events and the eﬀectiveness of current control
mechanisms (safety barriers) in order to strengthen the
proactive prevention of accidents and other irreversible
events. We also monitor the trend of concentration andfrequency of events by scoring the risks and plotting themin each ﬁeld for a certain period of time. When the
cumulative score exceeds the threshold, we identify thesafety issue and take mitigation measures, as necessary.
30

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Safety Management System

Safety Management Policy

Safety Management
Structure

Implementation of Safety
Management Systemc. Human Factors Analysis Classiﬁcation System (HFACS)
In order to reduce human error, we analyze not only unsafe behavior but also a wide
range of factors such as procedures, work environments and organizational impacts,
and take measures against underlying risk factors. We also statistically analyze theidentiﬁed factors and address potential organizational issues to proactively prevent
human error.

d. Safety Performance Indicator (SPI)
We set up and monitor indicators on the occurrence of unsafe acts and unsafe
conditions. By identifying safety issues extensively and quickly, we are able to takeproactive measures before the risk becomes apparent. By establishing SPIs ofsafety activities, we can determine whether they are sound and eﬀective.

Example of risk identiﬁed by ERC and mitigation measures
In FY2021, in order to reduce the risk of
onboard injury to passengers and crew and toproactively prevent an aircraft accident, it
became apparent, using ERC, that baggage
falling from the overhead stowage bin was asafety issue. The areas on the overhead
stowage bin door for cabin attendants tocheck that the door is properly locked wasrevised on certain aircraft types.

PHOTOGRAPHY BY SACHIE ABIKO

Checking by hand
PHOTOGRAPHY BY SACHIE ABIKO

31

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Safety Management System

Safety Management Policy

Safety Management
Structure

Implementation of Safety
Management System③ Disaster Measures
As natural disasters have become more frequent and severe, aﬀecting social andeconomic activities including everyday life, it has become imperative for transportbusiness operators to improve their preparedness for disasters to reduce and preventthe spread of damage, maintain business activities and resume operations as quickly as
possible. Under these circumstances, the JAL Group has established the JAL Group
Disaster Handling Regulations and has built a framework to prevent and reduce damage
by strengthening preparedness.

④ Internal Audits
The JAL Group conducts internal audits regularly in accordance with the requirementsof the MLIT to conﬁrm that the SMS is eﬀective and a continuous improvement
process is implemented. Furthermore, IOSA(*)-registered airlines Japan Airlines, Japan
Transocean Air and J-AIR undergo regular internal audits in accordance with IATA
requirements to verify conformance with IATA standards.
(*) IOSA (IATA Operational Safety Audit); An international safety audit program established by IATA to conﬁrm that the safety
management system of an airline is functioning eﬀectively.

⑤ Management Review
The JAL Group reviews issues in order to assess whether the SMS is functioning
eﬀectively and to make necessary improvements. Speciﬁcally, JAL’s Corporate Safety
and Security Division, the Flight Operations, Engineering and Maintenance, Cabin
Attendants, Airport Operations, Operations, and Cargo and Mail divisions, and safety
promotion organizations of Group airlines work together to gather, analyze and assessa wide range of information throughout the year, including achievement status ofsafety targets, progress of safety measures, business plans, safety awareness among
employees, and initiatives based on third-party advice. The review focuses on
identifying issues that require strong management involvement, such as safety
awareness and safety culture issues that are diﬃcult to identify through internal
audits. The identiﬁed issues are reﬂected in safety measures of the following year andmid- and long-term safety initiatives of divisions and Group airlines.

⑥ Management of Change
Expansion and downsizing of organizations or changes to facilities, systems, processes
and procedures due to internal and external changes in the environment may
unintentionally create new hazards or aﬀect existing risk mitigation measures. The
JAL Group has established a process of Management of Change to ensure that safety
risks associated with change are addressed.

32

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Safety Management System

Safety Management Policy

Safety Management
Structure

Implementation of Safety
Management System⑦ Third-Party Assessmentsa. Transport Safety Management Assessment
In FY2021, Hokkaido Air System and ZIPAIR Tokyo underwent a Transport Safety
Management Assessment(*1) by the MLIT Minister's Secretariat. Necessary measures will
be taken to address Advice and Expectations below(*2). As for the other Group airlines,
we reported the status of top management and the Chief Safety Oﬃcer, and safety
management enhancement measures on an SMS Status Conﬁrmation Form.

【Assessment】

Hokkaido Air System
・The company, led by top management, is making concerted eﬀorts to implement
priority safety measures. The CAPD cycle is continuously implemented to decidemeasures each year.
・The Chief Safety Oﬃcer is working to cultivate a safety culture by sending messages
to all employees to prevent recurrence of incidents.
ZIPAIR Tokyo・Top management is demonstrating positive leadership in eﬀorts to raise safety
awareness and improve safety management.
・Initiatives such as wheelchair meetings have contributed to building a sense ofownership over problems.

【Advice】

ZIPAIR Tokyo
・Strengthen eﬀorts to proactively prevent accidents by improving the quantity andquality of safety hazard information.

【Expectations】

Hokkaido Air System
・Create initiatives to build a system of “discovering new things by studying the past”
in order to address ongoing issues such as coordination between departments.
ZIPAIR Tokyo
・Conduct internal audits through interviews with top management and the Chief
Safety Oﬃcer, or outsource to a JAL Group company or a third party, to further
improve the eﬀectiveness of internal audits as opportunities to identify internal
issues.

(*1) Transport Safety Management Assessment:
An assessment of all transportation modes (air, rail, marine, vehicles) conducted by the Minister’s Secretariat of the MLIT to check the
Safety Management System (SMS) of the company, and identify and advise improvements.
(*2) Assessment, advice and expectations【Assessment】【Advice】【Expectations】

・Excellent points
・Points of originality and ingenuity
・Matters being tackled earnestly・Matters to be further promoted to improve eﬀectiveness・Matters where improvement can be made・Matters requiring continuous eﬀorts for further
improvement

・Matters where further
improvement in safety management
can be expected, though not of anadvisory level33

4

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Implementation of Safety
Management Systemb. Safety Audit by the Authorities
In FY2021, the JAL Group airlines undertook a total of 49(*1) safety audits by the JCAB,
MLIT(*2). We analyzed the cause of problems, considered measures and took the following
corrective measures.
・Establish appropriate procedures for reporting and managing situations thatpose a safety hazard
・Establish an education program on reporting situations that pose a safety
hazard・Establish appropriate procedures for maintaining systems to disseminate
important information such as Interoﬃce Correspondence
・Establish appropriate procedures to maintain communication systems in theevent of a dangerous goods accident(*1) En-route audit is not included.
(*2) Safety audit by the JCAB, MLIT: An inspection conducted by the JCAB, MLIT at the premises of the airline’s head oﬃce
divisions, airport bases, training facilities and other facilities to conﬁrm the establishment of the SMS and performance of duties
by ﬂight operations, maintenance and other divisions.

c. Outside Directors and Outside Audit and Supervisory Board Members
Japan Airlines has three Outside Directors and three Outside Audit and Supervisory Board
Members, who provide objective advice and recommendations on responses to the external
environment and various issues.
Outside Director

Outside Audit and Supervisory Board Member

KOBAYASHI Eizo

HATCHOJI Sonoko

YANAGI Hiroyuki

KAMO Osamu

KUBO Shinsuke

OKADA Joji

（Important positions
concurrently assumed outside
the Company）
・Director Emeritus of ITOCHU
Corporation
・Director (Outside), OMRONCorporation
・Outside Director of Japan
Exchange Group, Inc.

（Important positions
concurrently assumed outside
the Company）
・Outside Director, Daicel
Corporation
・Outside Director, Maruha
Nichiro Corporation（Important positions
concurrently assumed outside
the Company）
・Outside Director of AGC Inc.
・Outside Director of Kirin
Holdings Company, Limited（Important positions
concurrently assumed outside
the Company）
・Attorney at Law, Managing
Partner of Ginza Sogo Law
Oﬃce
・Outside Audit & Supervisory
Board Member of Azearth
Corporation（Important positions
concurrently assumed outside
the Company）
・Managing Partner of Kyoei
Accounting Oﬃce
・Outside Audit & Supervisory
Board Member of KAWASAKIKISEN KAISHA, Ltd.

（Important positions
concurrently assumed outside
the Company）
・Member, Business Accounting
Council of Financial Services
Agency・Governor(Outside), Japan
Exchange Regulation（As of April 1, 2022）

34

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Safety Management System

Safety Management Policy

Safety Management
Structure

Implementation of Safety
Management System

d. Safety Advisory GroupIn August 2005, JAL requested ﬁve experts with extensive knowledge and experience inhuman factors, analysis of failures and defects, organizational management and culture,and safety to provide the company with objective advice and recommendations. This
external panel of experts, called the Safety Advisory Group, provides a wide range ofsafety advice and recommendations from a professional perspective, which are used inmanagement and safety operations of the JAL Group.

Members of Safety Advisory Group
Back row, from left, Prof. Haga, Prof. Komatsubara
Front row, from left, Prof. Hatamura, Mr. Yanagida(Chair), Prof. Kamata

Follow-up meeting with management

Members of Safety Advisory GroupYANAGIDA Kunio (Chair)

Non-ﬁction writer, critic

HATAMURA Yotaro

Professor Emeritus at The University of Tokyo, Representative of Hatamura
Institute for the Advancement of Technology Ltd.
Fields of expertise include nano and micro machining, production machining science,
healthcare engineering, the science of failure, the science of danger, and thescience of creativity.

KAMATA Shinichi

Professor Emeritus at National Defense Academy of Japan
Fields of expertise include organizational theory and business administration.

HAGA Shigeru

Senior Technology Advisor at Research Institute for Social Safety, Professor
Emeritus at Rikkyo University
Fields of expertise include traﬃc psychology, industrial psychology and ergonomics.

KOMATSUBARA Akinori

Professor at Faculty of Science and Engineering of Waseda University
Fields of expertise include human life engineering.

e. IATA Operational Safety Audit (IOSA)IOSA is an international safety audit program designed to ensure that an airline’s SMS
is functioning eﬀectively. JAL Group airlines Japan Airlines, Japan Transocean Air and
J-AIR are IOSA-registered airlines. IATA member airlines are required to undergo anaudit regularly, and the next audit is scheduled for 2023 (FY2022).

35

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Safety Management System

Safety Management Policy

Safety Management
Structure

Implementation of Safety
Management System⑧ Education, Training and Safety Awareness
The JAL Group provides education and training(*) according to the role and position of each
employee to equip them with the skills, knowledge and abilities necessary forsafety-related duties. We also share necessary safety information and conduct Safety
Education regularly.
(*) Some of the education and training courses were conducted online, while on-site education and training was conducted with adequate
infection prevention measures such as ventilation and disinfection in place.

a. Initiatives based on the Three Actuals Principle
The Three Actuals Principle is a concept advocated by Prof. HATAMURA Yotaro of the
Safety Advisory Group that frontline staﬀ can understand the essence of accidents bygoing to the “actual place,” seeing the “actual object” (parts of remaining aircraft,
personal belongings of the victims, etc.) and listening to stories of the “actual people” whoexperienced the situation at the time of the accident.
JAL Group staﬀ climb the Osutaka Ridge, "the actual place" of the accident, to console thesouls of the victims, and see remaining parts of the aircraft and other "actual objects" in
the Safety Promotion Center. By watching news videos of the accident and listening totalks from the “actual people,” the JAL Group employees reaﬃrm the importance of safety
from the depths of their mind.

JAL Group Safety Seminarfor New Employees

Over 270,000 people from inside andoutside the company have visitedthe Safety Promotion Center.
(as of March 31, 2022)

Safety Talks: Stories to Pass On to
Future Generations
Listening to talks from the “actual
people” who experienced theaccident

Voice of an employee-guide at the Safety Promotion Center

TAKAYAMA Yuka
Corporate Safety andSecurity,
Japan Airlines

In response to recommendations of the Safety Advisory Group and arequest from the bereaved families of the JL123 accident to exhibit
aircraft wreckage and never let such a tragic accident happen again, theSafety Promotion Center was established as a place to remind ourselvesto never forget the lessons learned and reaﬃrm the importance of
ﬂight safety. This is our starting line of safety. The number of
employees who experienced the accident is decreasing year by year. I
belong to the younger generation who knows nothing about theaccident, but I think we must correctly understand the circumstances
surrounding the accident, put ourselves in the position of the bereaved
families and pass on the lessons learned. It is also very important foreach employee to visit the Osutaka Ridge, the “actual place,” and tofeel and think about the accident. Through these tours, I would likeeveryone to think about the preciousness of life and the importance of
maintaining ﬂight safety.

36

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Safety Management System

Safety Management Policy

Safety Management
Structure

Implementation of Safety
Management Systemb. Safety Education
In order to maintain safety, which is the basic foundation for business continuity of the JAL
Group, we provide employees with knowledge, skills and abilities necessary for their everyday
duties and education to develop employees with a high level of safety awareness.

(a) JAL Group Safety Education
All JAL Group employees receive Safety Education every year to re-evaluate safety
associated with their duties and to foster an awareness that safety is the basis forbusiness continuity of the JAL Group.
In FY2021, the theme focused on studying safety
duties and safety rules that vary from job to job.
By learning the relationship between the job
before and after their own and how it aﬀects thework process, we aimed to deepen understanding
between divisions and increase our layers ofsafety.
The 3rd JAL Group
Safety Education(b) JAL Group Safety Seminar for New Employees
The JAL Group provides a common Group
education program for new employees so thatthey may feel and think about JAL’s past
accidents and consider what they each need to do
to ensure safety with a sense of ownership. The
program includes a visit to the Safety Promotion
Center, climbing the Osutaka Ridge to console thesouls of the deceased, watching video interviewsof people who experienced the accident, andﬁnally, creating a Safety Pledge to put theirthoughts into action, thereby increasing oursafety layers.

A memorial climb up the Osutaka Ridge

Voice of a participant of the Safety Seminar for New Employees

KIMURA Yuiko
Cabin Attendants Division,
Japan Airlines

Cabin attendants perform their duties each day with an awareness that they
are also safety personnel. Through this seminar, I reaﬃrmed that we must neverforget that we are entrusted with precious lives during the ﬂight. I also learned
about the feelings of the bereaved families of the Mt. Osutaka accident andrealized that loved ones such as family and friends are among our passengers. I
will not forget what I felt through the seminar and perform ﬂight duty with astrong awareness of security personnel.
Tragic events such as accidents have occurred around the world, but we are
grateful that passengers choose to ﬂy with Japan Airlines. I will perform myduties, while demonstrating to passengers that ﬂying is safe.

37

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Safety Management System

Safety Management Policy

Safety Management
Structure

Implementation of Safety
Management System(c) JAL Group Safety Seminar for New Managers
The JAL Group provides education for new managers to renew their awareness of therelationship between their responsibility as organizational leaders and safety. By reviewing
past accidents and studying the Three Actuals Principle, they think about the relationshipbetween their duties as manager and their organization, and safety, put their determination
into words in their Safety Pledge, and strive to raise and permeate safety awarenessthroughout the organization.
Voice of a participant of the Safety Seminar for New Managers
Each time I climbed Mt. Osutaka or visited the Safety Promotion Center, I renewed
my thoughts that I must never let an accident happen. Through this seminar, I
realized that a change in position can change the weight of responsibility forsafety. As a maintenance engineer, it was natural for me to continuously raise myawareness of safety, but I kept asking myself whether my organization and staﬀ
were truly capable of maintaining safety and whether their criteria for making
day-to-day decisions were unaligned. It made me strongly aware of my duty to
improve the situation without hesitation. I would like to contribute to ﬂight safety
as a manager, not by ﬂying planes as an engineer, but by fulﬁlling my responsibility
MURASHIMA Mitsuharu
to carry our passengers safely to their destination based on the second to third
Maintenance Department,
person perspective. I will ask myself whether I am doing my best wholeheartedly to
Narita Aircraft Maintenanceprotect our customers’ safety.
Center,
JAL Engineering(d) Safety Promotion Seminar
Safety Promotion Seminars are held for JAL Group
employees and staﬀ of contractors. This is avoluntary seminar, which provides an opportunity toraise safety awareness by visiting the Safety
Promotion Center and climbing the Osutaka Ridge.
In FY2021, we created an environment enabling
employees to access safety information fromanywhere amid movement restrictions during the
pandemic, such as taking an online tour of the Safety
Promotion Center. We also held seminars to learn
about safety initiatives of other companies. Bylearning new ways of thinking and applying them towork, we aim to further increase safety awareness of
all employees.

Praying at Irei-no-Sono Monument(e) Education on Alcohol Consumption
All JAL Group employees are educated on alcohol consumption every year to review drinking
issues of the JAL Group and alcohol-related knowledge, thereby renewing their awareness ofsafety and building up their self-discipline.

38

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Safety Management System

Safety Management Policy

Safety Management
Structure

Implementation of Safety
Management Systemc. Training and assessment
To assure stable safety and quality standards, the following training and education programs
are provided for pilots, maintenance engineers, cabin attendants and dispatchers.

(a) Pilots
It takes more than 10 years for a pilot to go from trainee, wholearns the fundamentals of ﬂight, to ﬁrst oﬃcer and then tocaptain through various training, assessment and ﬂight
experiences. Even after becoming ﬁrst oﬃcer or captain, they
are legally required to undergo regular training and annual
check. Using a ﬂight simulator, they receive various training
and assessment, including responses to abnormal andemergency situations as well as normal ﬂight operations.
In the past, pilot training and assessment focused on accuracyof manual control and technical skills such as control of engine
failure. Recent training and assessment also emphasize
consistency of ﬂight training with modern aircraft operations.

Flight simulator training

For example, importance is placed on ﬂight management skills (non-technical skills) tobuild an eﬀective team for managing ﬂight safely, such as solving problems or managing
the changing conditions of the ﬂight through eﬀective communication between thecaptain and ﬁrst oﬃcer. Practical training and assessment based on theCompetency-Based Training and Assessment (CBTA) concept(*) has become a global
standard. JAL also uses this method in training and assessment to develop the ability toadapt to changing situations (resilience) and increase safety. We also analyze and utilize
training and AI-based assessment data, and various information on route operations toimprove training and assessment.
(*) Competency: The concept of combining skills, knowledge and attitude as behavioral indicators necessary for crew duties. （Skills
include technical and non-technical skills.）(b) Cabin attendants
Cabin attendants learn basic duties required of them assafety personnel through a practical training program so thatthey can think and act autonomously. During regularemergency rescue training, they are trained on how to
respond to an emergency landing (ditching), ﬁre, sudden
decompression, and how to operate evacuation exit doors andhandle disruptive behavior. The program is created to enableeach cabin attendant to display their abilities autonomously
and handle emergency situations together with pilots andother crew members. They also receive regular safety
education to gain a correct understanding of safety
procedures and relevant laws and regulations described inmanuals.

Annual emergency training

39

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Safety Management System

Safety Management Policy

Safety Management
Structure

Implementation of Safety
Management System(c) Maintenance engineers

Active learning

After joining the company, maintenance engineers receive
education and training in a well-planned manner, acquirevarious qualiﬁcations including internal, Japanese andEuropean qualiﬁcations, and continuously gain advanced
knowledge and skills. While obtaining qualiﬁcations, they not
only learn new technologies installed on the latest aircraft
but also technological principles and changes to gain theability to pursue and think over questions and problems.

In addition, we are strengthening their overall capabilities, which forms the basis of work, byintroducing a new fundamental education system that incorporates "active learning," orlearning through repeated interactive dialogue. Continuing from the previous ﬁscal year, we
expanded online training.
In order to fully demonstrate their knowledge and skills, they are also required to have dignity
and excellent human qualities. The following education and training programs were implemented
to foster a strong sense of responsibility for safety and quality, a sense of mission, and a highlevel of safety awareness as maintenance engineers of the JAL Group.
・Human factors training
・Quality assurance training
・Safety Forum
・Education by grade(d) Dispatchers

After joining the company, dispatchers receive education andtraining on a wide range of subjects relating to aircraft, including
aeronautical meteorology, aviation regulations, aircraft systems,
and air traﬃc control, and must pass competence tests foraircraft dispatchers, which is a national qualiﬁcation. Afterwards,
they must further increase their knowledge and skills throughhands-on experience and training and pass the company’s practicaland oral examinations in order to work as a JAL Group dispatcher.
After passing the examination, they continue to brush up on their
Dispatcher gaining practical experienceknowledge through examinations at regular intervals and othermeans to ensure that the necessary knowledge and skills aremaintained.
Due to drastic changes in the environment surrounding ﬂight operations, such as natural
disasters and conﬂicts, dispatchers are required to respond to diﬀerent types of operation
risks. We have introduced IOC(*1) competency(*2) to respond quickly and accurately to changes inthe environment, achieve safe and secure operations, and become an advanced decision-making
group. Based on this concept, we provide training to further enhance safety, with a particularfocus on improving communication skills and resilience(*3). Through such training, examinations,and day-to-day duties, they continue to acquire and expand their knowledge and skills to
support safe aircraft operations.

(*1) IOC: An organization for centrally managing operations of the JAL Group(*2) IOC competency: Competencies (behavioral characteristics) deﬁned by ICAO, adapted for IOC staﬀ
Communication, Situation Awareness, Workload Management, Problem Solving/Decision Making, Team Building, Strengthening Organizational
Functions, Specialty Skills, and Application of Procedures and Regulations(*3) Resilience: Flexibility of an individual or a team in responding to unexpected changes in the situation and recovering the original state40

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Implementation of Safety
Management System

d. Initiatives to cultivate a safety culture(a) Direct communication between employees and management

Workplace tours by executive oﬃcers

The JAL Group provides opportunities for top
management and executive oﬃcers of Flight
Operations, Engineering and Maintenance, Cabin
Attendants, Airport Operations, Operations, Cargoand Mail, and other production divisions to visit
frontlines on a regular basis to communicate directlywith our employees. During the Semiannual Safety
Campaign and the Year-end and New Year Safety
Inspection, executive oﬃcers of general managing
divisions such as General Aﬀairs, Accounting, Human
Resources and IT Planning, as well as production
divisions, visit airports in Japan and overseas, andfrontlines of Flight Operations, Cabin Attendants,
Engineering and Maintenance, Operations, and Cargoand Mail.

In FY2021, despite the impact of
movement restrictions during the
pandemic, we communicated with
employees not only in Japan but also
overseas through online patrol ofoverseas airports, in addition to roundtable meetings at domestic airports.

Round table meeting
between employees and management(b) Communication Leader Meeting (CLM)
The CLM is a meeting where employees in various
occupations and divisions assemble from all overJapan to communicate with each other, create an
open corporate culture, promote autonomous
activities and strengthen frontline capabilities.
This is an initiative to make connections andbroaden their outlook by bringing colleagues
together to discuss and solve active or latentissues within the JAL Group and ﬁnd solutions.
CLM Activities Reporting Meeting forManagement41

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Safety Management System

Safety Management Policy

Safety Management
Structure

Implementation of Safety
Management System(c) Employee recognition awards
The JAL Group presents certiﬁcates of commendation to employees with the aim to fostera culture of praise and enhance safety awareness. In the JAL Awards Fortress of Safety
category, employees are awarded for such actions as proactively preventing events thataﬀect safe operations by acting in accordance with the Safety Charter or analyzing andreporting irregularities and contributing signiﬁcantly to sharing knowledge andproactively preventing recurrence.
In addition to the above awards, the Senior Vice
President of Corporate Safety and Security presents
a Certiﬁcate of Appreciation to employees for
detecting abnormal situations and proactively
preventing trouble.

Certiﬁcate of Appreciation
Presentation Ceremony

Voice of a recipient of a Certiﬁcate of Appreciation from Corporate Safety and Security
Receiving a Certiﬁcate of Appreciation made me realize that eﬀorts based onvoluntary attention bring about results. I also believe that receiving recognition of
our teamwork, which we built through friendly competition, is proof of ourorganization’s high awareness of safety.

TSUKAGOSHI Daisuke
Haneda Group,
JAL Cargo HandlingI feel that our safety layers and safety quality will further increase and growstronger when individuals get together and work as a team. To achieve this, I willcontinue to do my best to maintain safety by responding sensitively to the smallest
safety concern, speak up without fear, and maintain active communication with mycolleagues.

Thoughts of an administrator of the awards
We try to foster a culture of praise by actively praising our employees even for thesmallest things. Since the recipients of the awards are not limited to frontline staﬀ
and organizations but extend to the departments that support them, we are always
on the lookout for information to collect. We also ask the heads of organizations toattend the ceremony to present Certiﬁcates of Appreciation in front of theirfrontline colleagues. Although it is a steady eﬀort, we feel that praise andrecognition will spark communication between management and the frontline, andcontribute to closing the distance between management and the workplace. Throughthese awards, we hope to contribute to the creation of an environment in which every
employee is encouraged to voice their opinions in a positive manner, thereby creatinga state in which the SMS in the workplace is functioning eﬀectively. The joyful
expressions and voices of the recipients at the award ceremonies are our motivation.

FUKUTSU Shigeto
Corporate Safety andSecurity,
Japan Airlines

42

５

Data

JAL Group Passenger Traﬃc Data

JAL Group Fleet and Aircraft

5. Data(1) JAL Group Passenger Traﬃc Data
① Aircraft types

Key
RPK= Revenue Passenger Kilometers
RTK= Revenue Ton Kilometer
Note:*Data includes sales by other airline partners on JAL operated ﬂights.
*Starting FY2020, International Financial Reporting Standards (IFRS) have been applied, in which award tickets are counted asrevenue tickets. As a result, the ﬁgures listed above (Passengers, RPK, LF) include passengers traveling with an award ticket.
*SJO is from June 29, 2021 to March 31, 2022.

② International
Combined international traﬃc data of the JAL Group (JAL, ZIP, SJO )Key
RPK= Revenue Passenger Kilometers
ASK= Available Seat Kilometers
L/F= Load Factor=RPK÷ASK
Note:*Data includes sales by other airline partners on JAL operated ﬂights.
*Starting FY2020, International Financial Reporting Standards (IFRS) have been applied, in which award tickets are counted as revenue
tickets. As a result, the ﬁgures listed above (Passengers, RPK, LF) include passengers traveling with an award ticket.
*Tickets sold as codeshare ﬂights operated by a partner carrier are not included in the data.
＊SJO is from June 29, 2021 to March 31, 2022.

43

５

Data

JAL Group Passenger Traﬃc Data

JAL Group Fleet and Aircraft③ Domestic
Combined domestic traﬃc data of the JAL Group (JAL, J-AIR, JTA, JAC, RAC, HAC, SJO)

44

５

Data

JAL Group Passenger Traﬃc Data

JAL Group Fleet and Aircraft

45

５

Data

JAL Group Passenger Traﬃc Data

JAL Group Fleet and Aircraft＊Excluding charter ﬂights and codeshare ﬂights＊L/F=Load Factor=RPK÷ASK＊SJO is from June 29, 2021 to March 31, 2022.

46

５

Data

JAL Group Passenger Traﬃc Data

JAL Group Fleet and Aircraft(2) JAL Group Fleet and Aircraft
BOEING 777

Number of Aircraft:
Operator:

29

BOEING 767

JAL

Operator:

Number of Seats:236~500

Service Entry:

CY 1985

Average Age:

17.4

Average Age:

14.6

2,264

Number of Aircraft:

51

BOEING 737-800

JAL・ZIP

Number of Seats:

Average Yearly FH:

1,505

Average Yearly FC:

741

Number of Aircraft:

65

Operator:

161~291

JAL・JTA・SJO

Number of Seats:

144~189

Service Entry:

CY 2012Service Entry:

CY 2006

Average Age:

6.1

Average Age:

10.2

Average Yearly FH:

3,492

Average Yearly FC: 595
Number of Aircraft:
Operator:

15

EMBRAER 190

JAL

Average Yearly FH:

1,935

Average Yearly FC:

1,263

Number of Aircraft:

14

Operator:

Number of Seats:369~391

J-AIR

Number of Seats:

95

Service Entry:

CY 2019

Service Entry:

CY 2016

Average Age:

1.4

Average Age:

4.8

Average Yearly FH:

1,576

Average Yearly FC:829
Number of Aircraft:
Operator:

18

ATR 72-600

J-AIR

Number of Seats:

Average Yearly FH:

1,778

Average Yearly FC:

1,659

Number of Aircraft:2

Operator:
76

JAC

Number of Seats:

70

Service Entry:

CY 2008

Service Entry:

CY 2018

Average Age:

10.2

Average Age:

3.2

Average Yearly FH:

ATR 42-600

199~261

CY 1996

Operator:

EMBRAER 170

JAL

Number of Seats:

Average Yearly FC: 354

AIRBUS A350

29

Service Entry:

Average Yearly FH:

BOEING 787

Number of Aircraft:

1,657

Average Yearly FH:

1,435

Average Yearly FC: 2,071

Average Yearly FC:

1,929

Number of Aircraft:

5

Number of Aircraft:

11

DE HAVILLAND DASH 8-400 CARGO COMBI

Operator:JAC・HAC

Operator:

Number of Seats:

Number of Seats:

48

RAC
50

Service Entry:

CY 2017

Service Entry:

CY 2016

Average Age:

2.9

Average Age:

5.4

Average Yearly FH:

1,605

Average Yearly FH:

1,667

Average Yearly FC: 2,395

Average Yearly FC:

2,404*About Average Aircraft Age:
Aircraft can be used almost permanently if they are properly maintained according to their age. High aircraft age does not directly aﬀect
safety. All JAL Group aircraft are properly maintained with good quality under the maintenance program recommended by the manufacturer
and approved by the MLIT.
*Average Yearly FH (Flight Hour)=Yearly FH ÷ the number of aircraft (as of March 31, 2022)*Average Yearly FC (Flight Cycle)=Yearly FC ÷the number of aircraft (as of March 31, 2022)*The SAAB 340B was retired in December 2021.
*SJO is from June 29, 2021 to March 31, 2022.

47

－About This Report－
The JAL Group Safety Report FY2021 is a safety report prepared by the eight
JAL Group airlines in accordance with Article 111, Paragraph 6 of the
Civil Aeronautics Act.
【Period Covered by this Report】
April 1, 2021 to March 31, 2022. Some items are related to matters occurring
before or after this period.
*SJO is from June 29, 2021 to March 31, 2022.

【Scope of This Report】
This report covers the eight JAL Group airlines listed on the front cover.
However, some topics are limited to Japan Airlines. Information on safety
initiatives of each company can be viewed on the following websites.
Company (abbreviation)

URL

Japan Airlines (JAL)

http://www.jal.com/en/ﬂight/

J-AIR (J-AIR)

http://www.jair.co.jp/about/safety.html(in Japanese only)

Japan Transocean Airlines (JTA)

https://jta-okinawa.com/safety/(in Japanese only)

Japan Air Commuter (JAC)

http://www.jac.co.jp/company_info/safety.html(in Japanese only)

Ryukyu Air Commuter (RAC)

https://rac-okinawa.com/safety/(in Japanese only)

Hokkaido Air System (HAC)

https://www.info.hac-air.co.jp/wp-content/uploads/2019/04/h
acsafetyreport201904.pdf(in Japanese only)

ZIPAIR Tokyo (ZIP)

http://www.zipairtokyo.com/ja/safety/(in Japanese only)

SPRING JAPAN（SJO）

https://jp.ch.com/JP/DownLoadReport(in Japanese only)

JAL Group Safety Report FY2021
Published in 2022
Japan Airlines Co., Ltd.
J-AIR Co., Ltd.
Japan Transocean Air Co., Ltd.
Japan Air Commuter Co., Ltd.
Ryukyu Air Commuter Co., Ltd.
Hokkaido Air System Co., Ltd.
ZIPAIR Tokyo Inc.
SPRING JAPAN Co., Ltd.