JAL Group Safety Report
FY2023

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 FY2023 is a safety report prepared by the eight JAL Group airlines
in accordance with Article 111, Paragraph 6 of the Civil Aeronautics Act.

Contents

Preface

１. Fundamental Safety Policy

P.3

２. Review of FY2023

P.4

4.3 Implementation of Safety Management
System

P.33

4.3.1 Safety Information Gathering and Dissemination

P.33

4.3.2 Safety Risk Management

P.34

2.1 Administrative Dispositions andAdministrative Guidance
2.2 Aircraft Accidents and Serious Incidents

P.4

4.3.3 Emergency Situation Measures

P.35

P.6

4.3.4 Disaster Measures

P.35

2.3 Irregular Operations

P.8

4.3.5 Internal Audits

P.35

2.4 Safety Events

P.9

4.3.6 Management Review

P.35

4.3.7 Management of Change

P.35

P.13

4.3.8 Third-Party Assessments

P.36

3.1 Achievement of FY2023 Safety Targets

P.14

4.3.9 Education, Training and Safety Awareness

P.40

3.2 FY2024 Safety Targets

P.18

3. Safety Targets

５. Data

P.45

4. Safety Management System

P.19

5.1 JAL Group Passenger Traﬃc Data

P.45

4.1 Safety Management Policy

P.19

5.2 JAL Group Fleet

P.49

4.1.1 Operating Policy of the Safety Management System

P.19

4.1.2 Establishment and Management of Manuals

P.19

6. For Passenger's Safety and Peace of Mind

4.2 Safety Management Structure

P.20

6.1 Important Equipment to Ensure Safety

4.2.1 Safety Management Structure

P.20

4.2.2 President

P.21

4.2.3 Chief Safety Oﬃcer

P.21

4.2.4 Safety Management Structure of Each Group Airline

P.22

4.2.5 Aircraft Maintenance Outsourcing

P.31

P.51

【Period Covered by This Report】
April 1, 2023 to March 31, 2024. Some items are
related to matters occurring before or after thisperiod.
【Scope of This Report】
The report covers the eight JAL Group airlines listedon the front cover with some topics exclusive to JAL.

Information on safety initiatives of each company can be viewed on the following websites.
Company (abbreviation)

URL

Japan Airlines (JAL)https://www.jal.com/en/safety/

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/ (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)

FY2023 JAL Group Safety Report2

1

Fundamental Safety Policy

１．Fundamental Safety Policy
The JAL Group has established the Safety Charter as the fundamental policy for safety under the
Corporate Policy. Representing top management’s commitment to safety, it is included in the Safety
Management Manual and has been reported to the Minister of Land, Infrastructure, Transport andTourism (MLIT) in accordance with the Civil Aeronautics Act.
All JAL Group employees carry a pledge printed with the Safety Charter and perform their daily
duties as professionals in conformance with the Safety Charter.

Safety Charter

Main Text

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 andresponsibility as safety professionals to ensure a safe operation
on every flight with the best of our knowledge, skills, and abilities.

Safety Charter - Code of Conduct
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.

TOP

FY2023 JAL Group Safety Report3

2

Review of FY2023

Administrative Dispositions
and Administrative GuidanceAircraft Accidents and Serious Incidents

Irregular Operations

Safety Events

2．Review of FY2023
2.1 Administrative Dispositions and Administrative Guidance
The JAL Group did not receive any Administrative Dispositions(*1) or Administrative Guidance(*2) in
FY2023.
(*1)

Administrative Disposition: Issued to business operators when 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 fallunder this category.
(*2)
Administrative Guidance: Issued to business operators when requested by 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.

2019

2020

2021

2022

2023

Administrative Dispositions

1

0

0

0

0

Administrative Guidance

1

0

0

0

0

Administrative Guidance to JAL Engineering.
JAL Engineering, Inc. (JALEC), which is outsourced by Japan Airlines to manage its maintenance services, received a
Business Improvement Advisory.
On December 22, 2023, JALEC received a Business Improvement Advisory from the Civil Aviation Bureau, MLIT inconnection to discovery of multiple inappropriate cases, which includes the case reported by JALEC and, cases
discovered by the aviation authority through regular audit, subsequent interviews and on-site inspections.
The main measures to be taken in response to the Business Improvement Advisory on Flight Safety are as follows.
1. Ensure understanding of the content of laws, regulations, Operations Manual (OM), and the like, foster
awareness that ﬂight safety is a top priority, and ensure compliance・ Conduct quality supplement training in the form of group discussions to communicate essential quality issues
related to safety and quality, their signiﬁcance and background, and examples of past failures related to them・ Provide specialized risk response training for those responsible for line maintenance control and ﬂight
movement control decisions
・ Clarify requirements for the above responsible persons and introduction of an appointment system
・ Conduct a comprehensive review of maintenance management manuals and management services regulations(including related internal regulations)
2. Restructure Safety Management System (SMS)・ Regular implementation of workplace environment improvement activities (solving environmental issues infrontline and support departments) by management
・ Regular interactive meetings by management with frontline and support departments' section managers
・ Strengthen management of routine improvement proposals
・ Conduct monthly reviews by the frontline department heads on the status of qualiﬁed personnel assigned toaircraft maintenance, to name a few
・ Improve operation of monthly quality meetings
・ Internal auditing by the Auditing Department and enhanced safety and quality patrols by the Quality Control
Department
・ Clariﬁcation of events in daily operations that should be communicated and discussed from the frontline to
the Quality Control Department
We take the Business Improvement Advisory very seriously, and all of us will work together to ensure that a similar
situation will never occur in the future.

TOP

FY2023 JAL Group Safety Report4Review of FY2023

2

Administrative Dispositions
and Administrative GuidanceAircraft Accidents and Serious Incidents

Irregular Operations

Safety Events

Administrative Penalties and Administrative Guidance Received in FY2024
Administrative Guidance to Japan Airlines
In response to the collision accident between JL516 and a Japan Coast Guard aircraft on January 2,
2024 (details on page 6), the entire industry is advancing "emergency measures to ensure aviation
safety and security." However, due to a series of safety-related troubles(*) occurring within Japan
Airlines, we received administrative guidance in the form of a written severe warning on May 27 of thesame year.
(*)

Incidents include: entering the runway without obtaining air traﬃc control instructions (three cases), ﬂight cancellations due to inappropriate
behavior caused by excessive drinking by ﬂight crew (one case), and aircraft contact (one case).

Although each incident has its own individual factors, we believe there are two common factors. The
ﬁrst is that we failed to create an environment where the frontline could stop and conﬁrm to ensure
safety amidst various pressures in their work. This led to the continuous occurrence of incidents. The
second is that the Safety Management System (SMS) to utilize past lessons was not functioning
adequately. The SMS refers to a series of cycles that collect information on malfunctions and near-missincidents, evaluate risks, take measures, and then monitor the degree of their establishment. The
monitoring of how well the measures from past cases were established was particularly weak, leading
to the recurrence of similar incidents.
Based on the above background and factors, we will take the following measures:
1. Measures to prevent incidents immediately
・Implement individual measures targeted at the incidents that occurred
・Send a message to the frontline: "Let’s pause for a moment and talk with your co-workers"
2. Medium- to long-term measures
・Create an environment where the frontline can focus on safety activities
・Conduct a comprehensive review of the system to understand the actual situation in the ﬁeld andmanage safety

Additionally, Japan Airlines analyzed the factors and considered measures to prevent recurrence, andsubmitted a report summarizing the results, including the above content, to the Civil Aviation Bureauof the MLIT on June 11.
By having top management take the lead and working together with all employees to rebuild the safety
management system and ensure the implementation of recurrence prevention measures, we will strive
to restore trust in safety.

Administrative Guidance Document (in Japanese only)
Report (in Japanese only)

Please check the JAL website for the status of responses to past administrative actions and guidance.

TOP

FY2023 JAL Group Safety Report52

Review of FY2023

Administrative Dispositions
and Administrative GuidanceAircraft Accidents and Serious Incidents

Irregular Operations

Safety Events

2.2 Aircraft Accidents and Serious Incidents
2.2.1 Aircraft Accidents and Serious Incidents
In FY2023, JAL Group reported one aircraft accident(*1) and one serious incident(*2) .
Over the past ﬁve years, there have been seven aircraft accidents, six of which were caused byturbulence. In light of these circumstances, we have focused our eﬀorts on measures to avoid
turbulence and to prevent injuries caused by shaking. As a result, there were no accidents caused byturbulence in FY2023.
(*1)

Aircraft accident: A situation arising from the operation of an aircraft and resulting in fatal or serious injury, an aircraft crash, collision,ﬁre, damage to the aircraft during ﬂight requiring major repair, or other situations classiﬁed as an aircraft 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 incidents, ﬁre or smoke on board, abnormal decompression, encounter withabnormal weather conditions, or other situations classiﬁed as a serious incident by MLIT.

2019

2020

2021

2022

2023

Aircraft Accident

1(0.003)0(0.000)2(0.008)3(0.009)1(0.003)

Serious Incident

3(0.008)1(0.006)

1(0.004)0(0.000)1(0.003)

Total

356,437

181,794

241,006

344,452

357,539( ): Number of incidents per 1,000 ﬂights(*)

Zero fatalities for customers and our crews from FY 2019 to FY 2023.

Aircraft Accident
Collision accident Involving JL516 and Japan Coast Guard Aircraft
On January 2, 2024, JL516 (from New Chitose Airport (Sapporo) to Tokyo International Airport(Haneda))
collided with a Japan Coast Guard aircraft after landing at Haneda Airport. It came to a stop next to therunway and burst into ﬂames. As a result of this collision, ﬁve out of the six crew members on board theJapan Coast Guard aircraft lost their lives. All passengers and crew on board our ﬂight escaped.
This incident was classiﬁed as an aviation accident by the Civil Aviation Bureau of the MLIT that day.
Serious Incident
JL585 remaining fuel for landing fell than required value
On July 12, 2023, JL585 (from Tokyo International Airport to Hakodate Airport) diverted to its alternate
airport New Chitose Airport (Sapporo), due to low visibility at Hakodate Airport. While heading to New
Chitose Airport (Sapporo), the crew requested priority landing to Air Traﬃc Control (ATC) because they
noticed that the expected fuel at landing was less than the company requirement, which is enough to ﬂyfor 30 minutes. However, when the aircraft landed the fuel remaining was for 25 minutes. None of thepassengers or crew members were injured. On the next day, this case was classiﬁed as a serious incident
by the Civil Aviation Bureau, MLIT.

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FY2023 JAL Group Safety Report62

Review of FY2023

Administrative Dispositions
and Administrative GuidanceAircraft Accidents and Serious Incidents

Irregular Operations

Safety Events

2.2.2 Aircraft Accidents and Serious Incidents in Previous Years
The following four investigation reports were released.

Aircraft Accidents
Cabin attendant aboard JL669 injured due to turbulence（Date of occurrence: March 26, 2022 Date of publication: October 26, 2023）
Cabin attendant aboard NU036 injured due to shaking of aircraft（Date of occurrence: October 3, 2022 Date of publication: October 26, 2023）
Passenger abroad JL687 injured due to turbulence during descent（Date of occurrence: January 7, 2023 Date of publication: November 30, 2023）

Serious Incident
Runway incursion on landing runway of JL3653（Date of occurrence: January 8, 2022 Date of publication: April 27, 2023）（For details, please check the JAL website.）TOP

FY2023 JAL Group Safety Report72

Review of FY2023

Administrative Dispositions
and Administrative GuidanceAircraft Accidents and Serious Incidents

Irregular Operations

Safety Events

2.3 Irregular Operations
In FY2023, 39 irregular operations(*) were reported consisting of 25 air turn back cases, nine diversions,
three runway closures, and two landings requiring priority handling by Air Traﬃc Control.
Irregular ﬂights are mainly caused by aircraft malfunctions. Looking at the incidence rate of aircraft
failures (including minor ones), the rate increased in FY2020 as aircraft operations declined due to the
Covid-19 pandemic. Since then the rate has declined due to the implementation of measures such as
reinforcing our predictive maintenance, a trend that has been maintained in FY2023.
With diﬀerent aircraft types, the number of irregular operations of BOEING 737-800 and the
DHC-8-Q400 has increased. We promptly identiﬁed the cause of each occurrence, implemented
measures, and re-evaluated the eﬀectiveness of past measures.
(*)

Irregular Operations: A situation in which malfunctions occur on part of the multiple aircraft systems. Such as when the pilots respond according
to the manual and return to the airport to ensure safety, which results in a schedule change including the destination (excluding bird strike,lightning strike, among others.) In general, it is not a situation that immediately aﬀects safety of operations.

■Incidents by aircraft type
（Case）

47

48

39

39

33

（FY）

■Incidents by domestic and international ﬂights（Case）（FY）TOP

FY2023 JAL Group Safety Report82

Review of FY2023

Administrative Dispositions
and Administrative GuidanceAircraft Accidents and Serious Incidents

Irregular Operations

Safety Events

2.4 Safety Events
2.4.1 Overview
In FY2023, the number of safety events(*) was 282 events, a decrease of 91 from the previous year. The
main reasons were a decrease in the number of undeclared cases of environmentally hazardous
substances on board as the shippers failed to declare the transport of the substances in the previous
year. There was a decrease in the number of carry-on disinfectants from the previous year due tocustomer awareness. For details, see 2.4.3 Major Cases and Countermeasures on page 11.
(*)

Safety Events (mandatory occurrence report): Article 111-4 of the Civil Aeronautics Act and Article 221-2-3 and 4 of the Ordinance for
Enforcement of the Civil Aeronautics Act mandate reporting to MLIT (This report uses the term 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) ofthe 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
・System problems
・Problems with emergency equipment
・Flight operations exceeding operating limitations
・Rapid maneuvering according to instructions fromwarning equipment
・Others[Example] Structural problems found during regular maintenance[Example] Engine trouble, communications/electric system problems[Example] Malfunction of ﬁre and smoke detectors[Example] Operations in excessive speeding[Example] Operation according to instructions from the Traﬃc alert and Collision Avoidance System (TCAS)[Example] Regulations, Parts Departing from Aircraft (PDA), transport of dangerous goods■Occurrence of safety problems（Case）（%）（FY）

【Reference】Comparison with the rate of safety problems excluding cases of carry-on disinfectants (per 1,000 ﬂights)
Regarding the incidence rate of safety events in FY2022 excluding cases of carry-on disinfectants, the number ofcases did not include the number of undeclared cases of the environmental hazardous substances on board. We
apologize for this and correct the ﬁgures as shown in the table below. (Data published in FY2022: 0.83)
2019

2020

2021

2022

2023

Rate of safety problems

1.10

1.70

1.11

1.08

0.79

Rate of safety problems excluding cases ofcarrying disinfectants on board(*)

0.75

1.07

0.83

1.03

0.77

(*)

Refer to the JAL website for information on carrying disinfectants on board.

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FY2023 JAL Group Safety Report92

Review of FY2023

Administrative Dispositions
and Administrative GuidanceAircraft Accidents and Serious Incidents

Irregular Operations

Safety Events

2.4.2 Breakdown

Aircraft
Malfunction

FlightRelated

OthersTOP

FY2023 JAL Group Safety Report102

Review of FY2023

Administrative Dispositions
and Administrative GuidanceAircraft Accidents and Serious Incidents

Irregular Operations

Safety Events

2.4.3 Major Cases and Countermeasures
Major examples of safety problems are as follows.
Number of cases in FY2022 are in brackets.
Aircraft Malfunction
The breakdown of safety problems caused by aircraft malfunctions is as follows.
In each case, measures were taken such as structural repair, parts replacement, and maintenance suchas operation tests.
【Damage to aircraft structure】 4 cases (4 cases)
Case

FY23

Breakdown

Major repairs due to cracks or corrosion of structural members discovered
during routine maintenance3

737：1, ATR：2

Major repairs due to cracks or corrosion discovered by inspections based onservice bulletins, etc.

1

DHC-8：1【System problems】 47 cases (32 cases)
Case

FY23

Breakdown

Defects of thrust reverser system3

737：2, EMBRAER：1

Bird strike

8

A350：2, 787：1, 767：2, 737：1, EMBRAER：2

Foreign Object Ingestion (excluding bird strikes)

6

767：3, EMBRAER：3

Navigation
Systems

Failure of the automatic response system for Air Traﬃc
Control1

737：1

Landing gear

Defects of landing gear storage mechanism

4

737：1, 787：2, EMBRAER：1

Defects to fuel indicator

1

767：1

Fuel leak from fuel tank

1

737：1

Defects related to aircraft collision prevention device(TCAS)(*1)

9

737：8, DHC-8：1

Defects related to the Ground Proximity Warning System(GPWS) (*2)

4

737：3, 767：1

Defects related to the Windshear Warning System (PWS) (*3)

1

737：1

Defects related to the Flight Control System

4

737：4

Defects related to cockpit windows

4

A350：2, 787：2

Defects related to in-ﬂight announcement system

1

787：1

EngineFuel system

Others(*1)

When two planes are approaching each other beyond a certain range, this system alerts the pilots of both planes and instructs them to takeevasive maneuvers.
(*2)
This device alerts danger ahead to the pilot when the aircraft approaches the ground or sea surface beyond a certain range, or when it
approaches an obstacle ahead, such as a mountain surface, beyond a certain range by comparing the aircraft's position obtained from satellites
with terrain data. By following the instructions of the device, the ﬂight crew can perform appropriate operations, ensuring for safe landing. The
JAL Group has further developed this device and equipped all its aircraft with the Enhanced Ground Proximity Warning System (E-GPWS), which
stores information on most of the world's terrain, airport locations, and surrounding obstacles.
(*3)
This device alerts danger ahead to the pilot when encountering or is expected to encounter a phenomenon where wind direction and windspeed change rapidly in a localized area (windshear).

【Problems with emergency equipment】 23 cases (10 cases)
Case

FY23

Breakdown

Defects related to emergency equipment14

737：9, ATR：2, EMBRAER：1, DHC-8：2

Defects related to emergency lighting

6

737：1 ,767：1, 777：2, 787：2

Defects related to emergency escape signal generator3

737：2, DHC-8：1

TOP

FY2023 JAL Group Safety Report112

Review of FY2023

Administrative Dispositions
and Administrative GuidanceAircraft Accidents and Serious Incidents

Irregular Operations

Safety Events

Flight Related
The breakdown of ﬂight safety problems is as follows.
In response to these cases, we took measures such as rechecking the aircraft, publicizing andannouncing the cases.
【Flight operations exceeding operating limitations】 22 cases (36 cases)
Case

FY23

Exceeding operating limitations

16

Exceeding altitude or route deviation from ATC instructions

6【Rapid maneuvering according to warning instructions】 73 cases (69 cases)
Case

FY23

TCAS Resolution Advisory (RA)(*1)

61

Ground Proximity Warning System (GPWS)

8

Returning to the departure airport due to other instrument display abnormalities

4

(*1)

The TCAS may activate depending on the position and speed of other aircraft even when the aircraft is operated normally according
to ATC instructions. It is designed so that appropriate maneuvering by pilots in accordance with TCAS instructions will not cause asafety event. In each of the 56 cases, the pilots responded appropriately to TCAS instructions.

OthersThe breakdown of other safety-related incidents is as follows. As a result of measures such as raisingawareness among customers bringing hazardous materials on board, the number of incidents decreasedby 126 compared to the previous year. For incidents related to maintenance and operational
management, we ensured safety by re-inspecting the aircraft and implemented recurrence prevention
measures such as disseminating information about the incidents, raising awareness, and reviewing
manuals.
【Others】 113 cases (222 cases)
Case

FY23

Bringing dangerous goods on board(*1)

57Issues related to maintenance(*2)

21Issues related to ﬂight management(*3)

19Operation of smoke detector in restroom, among others

6

Disconnection of cabin parts

1

Parts departing from aircraft

2

Others7(*1)

Bringing dangerous goods on board: lithium-ion batteries, coolants, insecticides, and disinfectants
Issues related to the maintenance: maintenance management including maintenance check items, and inspection intervals(*3)
Issues related to ﬂight management: ﬂight management including crew time management, training management, and ﬂight planning
(*2)

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FY2023 JAL Group Safety Report12Safety Targets

3

Achievement of FY2023 Safety Targets

FY2024 Safety Targets

3. Safety Targets
The JAL Group aims to realize JAL VISION 2030, the ideal form of the JAL Group for 2030. To
achieve this goal, we formulated the JAL Group Medium-term Management Plan for FY2021 to
FY2025 and are working to achieve the safety targets set based on this plan.
Safety goals are reviewed and re-assessed annually based on the achievement status of theprevious year. In addition to aviation accidents, serious incidents, and other unsafe events, weincorporate changes in the internal environment, such as safety audits including internal audits andthird-party evaluations from groups like the Safety Advisory Group. Furthermore, we review ourgoals considering changes in the external environment, such as trends from ICAO (*1), IATA (*2), andvarious national aviation authorities and private organizations.
For speciﬁc initiatives aimed at achieving the safety goals for FY2023, please refer to page 14.
For the safety goals for FY2024, please refer to page 18.
(*1)
(*2)

ICAO (International Civil Aviation Organization)
IATA (International Air Transport Association)

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

Numerical
Targets

Zero aircraft accidents and zero serious incidents

１. Use digital technology, expand data collection, deepen analysis, andthoroughly enforce measures
In addition to preventing the recurrence of defects, we will collect a large
amount of information from both inside and outside the company to prevent
unforeseen and unexpected incidents. We will use digital technology tocreate a system that can reliably detect the hazards and risks.
FY2023 Initiatives: 14 page

ActionTargets

２. Develop human resources who think and act on the basic foundationof safety
Even if we build a system to keep us safe, the system may not work
depending on our awareness and company culture in each organization. In
addition to fostering human resources with a high sense of safety, we will
work to foster a company culture in which such human resources can act
with safety as their highest priority.
FY2023 Initiatives: 16 page

３. Be prepared for environmental changes aﬀecting aviation together
with internal and external parties
Working together internally and externally, we will prepare for unforeseen
situations arising from various environmental changes surrounding
aviation. With this we will also resolve social issues.
FY2023 Initiatives: 17 pageTOP

FY2023 JAL Group Safety Report13

3

Safety Targets

Achievement of FY2023 Safety Targets

FY2024 Safety Targets

3.1 Achievement of FY2023 Safety Targets
Achievement of
Numerical Targets

Unachieved our goal as there was one aviation accident and one
serious incident. Please refer to Aircraft Accidents and Serious
Incidents on page 6 for more information.

Achievement of
Action Targets

The following three action targets and 19 related measures were
implemented in FY2023. For more information on the initiatives,
see below.
For more information on the background of each initiative, pleaserefer to the JAL Group Safety Report for FY2022.

１. Use digital technology, expand data collection, deepen analysis, and thoroughly
enforce measures
In FY2023, in addition to information obtained from unsafe events and aircraft, we collected
a wide range of information, including weather information, information on crew fatigue,near-miss information from the ﬁeld, and information from other companies and industries.
This information was analyzed in detail using digital technologies such as big data analysis.
Furthermore, we utilized AI to improve the accuracy of predicting malfunctions and worked toprevent unsafe events.
01

Measures to prevent injury
due to turbulence

We started operating an application that
automatically transmits turbulence information
detected by aircraft during ﬂight to ground systems
and shares it with other ﬂights. The timely
information obtained in this way is used to makedecisions such as suspending inﬂight services andturning on the seatbelt sign to alert passengers.
Working as a group to prevent injuries, we set up
meetings to share and discuss injury prevention
measures. We will continue to make various eﬀorts
to reduce injuries caused by turbulence during ﬂight.

02 Manage fatigue risk

To strengthen the fatigue risk management
system for JAL ﬂight crew based on data, weintroduced and started operating fatigue
assessment software. Additionally, each JAL
Group company collects and manages fatigue
reports from crew members, analyzing the datausing various indicators. Based on the results, we
continuously work to mitigate risks by improving
crew schedule and other measures. We willcontinue to promote risk management based on
fatigue data within the JAL Group.

03 Strengthen predictive maintenance
Various data obtained from aircraft were analyzed using thelatest big data analysis technology and AI. By combining theresults obtained from the analysis with the knowledge andknow-how of mechanics, we improved prediction accuracy. The
results of these eﬀorts are reﬂected in the reduction of irregular
ﬂight occurrences. We will continue to promote the further use ofdigital technology to ensure safe ﬂights for our passengers.

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FY2023 JAL Group Safety Report14

Safety Targets

3

Achievement of FY2023 Safety Targets

FY2024 Safety Targets

04 Eﬀorts to prevent parts departing
aircraft

05 Use of examples from other companies

We utilized digital technology to analyze various
kinds of data in detail, including the inside aircraft
engines, and reinforced parts to prevent them fromfalling. Additionally, we conducted inspections using
hazard maps with photos indicating areas to be
cautious of for each aircraft model. As a result of
these eﬀorts, combined with the predictive
maintenance described earlier, the total number offalling parts has decreased (*). We will continue to
strive to provide safe and secure aircraft.

We analyze and evaluate causes, factors, and signsof malfunctions from aviation accidents, serious
incidents, and international safety statistics datafrom other companies, and use this information toenhance our own safety measures. To ensure thatthe analyzed safety information can becontinuously utilized, we have made it available on
our intranet, allowing all employees to access anduse it as needed. We will continue to leverage
useful safety information from both inside andoutside to enhance the safety of the JAL Group.

(*)

Parts falling from aircrafts are classiﬁed into three levels
according to size and weight according to the notiﬁcation of the
Civil Aviation Bureau. "Missing Airframe Parts" in "Other Safety
Problems" on page 12 is a summary of the largest classiﬁcation cases.

06 Strengthen internal audits

07 Eﬀective use of safety information

In addition to audits that conﬁrm compliance of the
Safety Management System (SMS) with laws andinternal regulations, we introduced audit methods to
conﬁrm that the SMS is being appropriately managed
and functioning eﬀectively. Going forward, we will
focus on implementing audits that target high-risk
items based on the characteristics of theorganization and past experiences withmalfunctions.

We developed a dashboard to visualize safety
indicators such as the status of safety activities,
aircraft malfunctions, and human error
occurrences. Additionally, by investigating theinitiatives of other overseas airlines andreorganizing safety indicators, we strengthened
our risk management system. Amid rapid
environmental changes, we will continue to monitor
safety conditions from multiple perspectives todetermine whether the our SMS is being
appropriately managed and maintaining the
expected standards.

08 Eﬀorts to prevent human errors
Since improving research skills is essential touncover the factors behind human errors, we
conducted hands-on interview training to learn
techniques for interviewing involved parties.
Additionally, to identify organizational factors fromthe information gathered through investigations, we
continued to conduct analyses using the Human
Factors Analysis and Classiﬁcation System (HFACS)
and worked on creating a database of the analysis
results. We will continue to promote these
initiatives and strengthen measures against humanerror.
(*)

Human Factors Analysis and Classiﬁcation SystemTOP

FY2023 JAL Group Safety Report15

Safety Targets

3

Achievement of FY2023 Safety Targets

FY2024 Safety Targets

２. Develop human resources who think and act on the basic foundation of safety
In FY2023, we focused on developing human resources with a high level of safety awarenessthrough education, training, and human resources exchanges. Additionally, to establish acompany culture where safety is the top priority, we implemented initiatives that also focusedon physical and mental health.
09

Review safety-related education

We have continuously conducted safety training for
new employees, those in their tenth year of
employment, and newly appointed managers. In thesetraining sessions, employees from ﬁeld departments
such as Flight Operations, Cabin Attendants,
Maintenance, and Airport Operations, as well as fromindirect departments, come together to acquire theknowledge necessary to maintain safe operations.
Through dialogue with colleagues from otherdepartments, they also aim to further enhance theirsafety awareness.
Through participating in the training, attendees
renew their determination to uphold safety andreﬂect on their own commitment to safety.

11

Ongoing promotion and education

We provided education to correctly understand theeﬀects of alcohol consumption and conductedcampaigns to promote moderate and appropriate
drinking. Additionally, we organized lectures incooperation with the Scheduled Airlines Associationof Japan.
Going forward, we will continue eﬀorts to preventthese initiatives from becoming mere formalities andwill restructure our safety education system to strive
to improve the eﬀectiveness of our education.

13

Eﬀorts to address organizational issues

Since FY2022, we have intensiﬁed our eﬀorts to
identify organizational issues that are latent in daily
operations. In FY2023, in addition to building asustainable system, we identiﬁed the need to reduce
the workload of middle management and thenecessity of development programs. Addressingthese issues will be positioned as action targets for
FY2024 (see page 18).
(*)

As we have established a system to identify organizational issues
through the daily safety promotion activities of each organization,
the management of these issues as safety targets will be concluded.

10

Eﬀorts to develop safety-oriented
human resources

By taking on responsibilities such as operating the
Safety Promotion Center, our employees have theopportunity to deeply learn about past accidents.
In FY2023, employees who gained experience at the
Safety Promotion Center conducted safety talks
for all employees, spreading the lessons learned
across various workplaces. For more information on
the safety talks, please refer to page 40.
In this way, we are committed to developing
safety-oriented human resources by continuously
providing young employees with opportunities toengage in safety promotion activities.

12

Build a pilot support program

Following the introduction of the Pilot Support
Program at JAL, which allows ﬂight crew to express
their concerns and anxieties while maintaining
privacy, we have extended this program to our groupairlines. We will continue to enhance the system toensure that ﬂight crew can perform their duties in an
optimal physical and mental state.

14

Establish a system for sustainable
development of professional humanresources

The development of highly specialized personnel(specialists) in departments such as Flight Operations,Cabin Attendants, Maintenance, Airport Operations, Cargoand Mail, and Operations has traditionally been carried out
at headquarters or in each Group company.
Starting from FY2023, we have begun to view the entire
Group as a single organization and have initiated thecreation of a system for developing specialists. This
includes transferring personnel to departments where they
can accumulate the necessary experience and establishingprograms that allow them to systematically learn job skills
that were previously acquired through practical work.

TOP

FY2023 JAL Group Safety Report16

Safety Targets

3

Achievement of FY2023 Safety Targets

FY2024 Safety Targets

３. Be prepared for environmental changes aﬀecting aviation together with internal andexternal parties
In FY2023, we introduced an advanced security screening equipment to prepare for thediversifying threats of terrorism. Additionally, leveraging the knowledge and know-how acquired
through aviation, we worked on establishing a SMS to address the unique challenges of air
mobility. Furthermore, we promoted the creation of sustainable logistics using air mobility andinitiatives to support local communities in collaboration with local governments and joint
ventures.
15

Introduce advanced security
inspection equipment

16

Following Haneda Airport, we began the operation of
Smart Security at Naha Airport, introducing
inspection equipment that implements Computed
Tomography (CT) technology, which has a higher
detection capability than conventional equipment. By
using CT devices that can generate three-dimensional
images, we improved the accuracy of personal
belongings inspections to reduce the risks ofterrorism.
Additionally, the waiting time for inspections has
been shortened, enabling us to provide safer, moresecure, and stress-free airport services.

17

Promote activities to reduce securityrisks

In addition to cooperating with security information
specialists, we have enhanced our system forrecognizing and reducing risks by collecting the latest
information on domestic and international security ina timely manner. This includes exchanging opinions on
security risks with security personnel from othercompanies in Japan and overseas.
Going forward, we will also prepare for geopoliticalrisks and further strengthen our informationcollection and analysis capabilities.

Create a safe system for air mobility

18

After conducting demonstration ﬂights using
remote-controlled beyond-visual-line-of-sight (BVLOS)
operations, we established Amami Island Drone Co., Ltd.
in collaboration with Setouchi Town in the Oshima
District of Kagoshima Prefecture. This company has
started providing administrative services using drones,
ranging from disaster prevention to daily logistics.
We will continue to improve the safety of air mobility
by utilizing data obtained from the drone business andvarious demonstration experiments to enhance essential
operational and safety management for the widespreaduse of drones.

Disaster preparedness

As a measure against natural disasters, we haveformulated a plan to ensure business continuity basedon the JAL Group Disaster Response Regulations,
including checking our communication systems during
emergencies. Based on this plan, we conductedsimulation exercises assuming actual disasters, suchas a major earthquake directly hitting the Tokyo
metropolitan area, and established a system to verify
the eﬀectiveness of these measures.
(*)

Having completed the establishment of our disaster response
system, we will conclude its management as a safety target andcontinue to address disaster preparedness, led by the General Aﬀairs
Department.

Press Release：Amami Setouchi Town and JAL Establish Joint
Drone Operation Company "Amami Island Drone Co., Ltd."

19

Create a safe environment for employees to concentrate on customer service

Creating an environment where employees can focus onsafety tasks is essential for maintaining aviation
safety. The JAL Group has been addressing
safety-threatening behaviors that violate aviation laws
and customer harassment.
In FY2023, we recognized incidents involving verbal
abuse, violence, and other challenging situations,
including customer harassment, as company-wide issues
that threaten safety and worked towards resolving
them.

Additionally, to address the impact of carry-on
baggage exceeding the allowed number, size, andweight on safety tasks related to takeoﬀ, weconducted surveys among cabin attendants to better
understand the situation.
We will continue to work on creating an environment
where employees can focus on safety tasks withpeace of mind.

Weight：Up to 10 kg
Number of pieces：
1 piece in addition topersonal items(*)(* Include handbags, shopping bags,
souvenirs purchased at the airport.)

Includes all attached handles, pockets, and wheels.
The size of baggage you can carry to the cabin depends on the number of seats on the plane.

Behavior that jeopardizes the safety of
the aircraft is prohibited by law

Cabin baggage size (dimensions, weight) and piece number limitsTOP

FY2023 JAL Group Safety Report17

Safety Targets

3

Achievement of FY2023 Safety Targets

FY2024 Safety Targets

3.2 FY2024 Safety Targets
We will continue to work towards achieving the numerical target of Zero Aircraft Accidents andSerious Incidents with the following three action targets. We will aim to achieve our action goals byadding measures to address the issues identiﬁed in the promotion of the Medium-term Management
Plan and tackling the 18 measures.

1. Use digital technology, expand date collection, deepen analysis, andthoroughly enforce measures①Measures to prevent injury
due to turbulence②Manage fatigue risk

③Strengthen predictive
maintenance④Eﬀorts to prevent parts
departing aircraft⑤Establish system to resolvethe "diﬃculties and ease oferrors(*)" in operational tasks⑥Use of examples fromother companies

NEW⑦Strengthen internal audits(*)⑨Eﬀorts to prevent
human errors⑧Eﬀective use ofsafety information

This refers to factors or procedures that hinder task execution, such as "diﬃculty" or "proneness to errors," which could potentially lead to future errors.

2. Develop human resources who think and act on the basic foundation of safety⑩Review safety-related
education⑬Build apilot support program⑪Eﬀorts to develop
safety-oriented
human resources⑫Ongoing promotion andeducation⑭Establish a system
for sustainable developmentof professional human resources

3. Be prepared for environmental changes aﬀecting aviation together withinternal and external parties⑮Introduce advanced
security inspection
equipment⑯Promote activities
to reduce security risks⑰Create a safe system forair mobilityTOP⑱ Create a safe environment
for employees to concentrate
on customer service

FY2023 JAL Group Safety Report18

4

Safety Management System

Safety Management Policy

Safety Management Strucuture

Implementation of Safety
Management System

4．Safety Management System
4.1 Safety Management Policy
Based on our Corporate Policy, the JAL Group has established the Safety Charter as a basic policy forsafety, and has established this policy in the Safety Management Manual.
Every employee, from top management to frontline employees, has a correct understanding of theconcept and policy of safety management in accordance with the Safety Charter and performs their
daily duties accordingly.

4.1.1 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.
In the JAL Group, management declares the safety policy and ensures its dissemination across all
departments. Each ﬁscal year, safety targets are established, and all JAL Group employees,
including management, work together to perform their duties in accordance with SMS to maintainand enhance aviation safety.
Furthermore, to maintain high levels of safety, management, each division, and Corporate
Safety & Safety Division must implement the PDCA cycle regarding safety and link the cycle acrossorganizations to ensure that the SMS functions properly and safety is continuously improved upon.

Management

At the Group Safety Measures Council(*), management
formulates the safety management policies for theentire JAL Group. Management receives reports on theachievement status of safety targets, safety audit
results, progress of safety measures, occurrence ofserious accidents and incidents, and the status of
preventive and recurrence prevention measures. Basedon these reports, management decides on the necessary
actions and instructs their implementation to operate
the SMS.

Management(*)

The Group Safety Measures Council is composed of the President ofJapan Airlines (Chair), the Chief Safety Oﬃcer, executives designated by
the Chair, and the presidents of the group airlines.

Division

Corporate
Safety andSecurity
Division

Each division implements our SMS and the status
and improvements are reported to the Management
and Safety Promotion Department. Each division
makes necessary improvements based on the
results of PDCA cycle and instructions fromManagement and Corporate Safety & Safety
Division.

Division

Corporate Safety andSecurity Division

The Corporate Safety and Security Division promotes the operation of the SMS for theentire JAL Group. It makes improvements based on the results, instructions frommanagement, and reports from various divisions. Additionally, it reports the status of SMS
operation and improvements to management, identiﬁes issues facing each division, andgives instructions for corrective actions.

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

TOP

FY2023 JAL Group Safety Report19

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Safety Management System

Safety Management Policy

Implementation of Safety
Management System

Safety Management Strucuture

4.2 Safety Management Structure
4.2.1 Safety Management Structure
To maintain high and uniformed safety standards
throughout the JAL Group, we implement 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 and Group airlines.
For more information about each committee, please refer to
Safety Management Structure of Each Group Airline on page
22.
Group Safety Enhancement Council

Group Airlines
J-AIR/JTA/JAC/RAC/HAC/ZIP/SJO

JAL
Chair

Group Safety
Enhancement
CouncilPresident

SpecialCommittee on
Alcohol-related
Measures

Chair

Chief
SafetyOﬃcer

VP ofRisk Management

SpecialCommittee on
Alcohol in Each
Division

議員MemberPresident

Chief Safety
Oﬃcer
SVP of Corporate
Safety andSecurity

Chair

SVP ofFlightOperations

SVP ofEngineeringandMaintenance

SVP of Cabin
Attendants

SVP of
AirportOperations

SVP ofOperations

VP of Flight
SafetyManagement

VP of
MaintenanceManagement

VP of Cabin
SafetyVP ofStationOperations

VP of Operations
Safety and Quality

Group
Operational
SafetyPromotion
Committee

SVP ofCargo and
Mail

SafetyCommittee of
Each Division

VP of Cargo and
Mail
Administration

MemberRelevant
Directors ofGroup Airlines

Safety Committee（Names vary by company）

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

Safety Management StructureTOP

FY2023 JAL Group Safety Report20

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Safety Management System

Safety Management Policy

Safety Management Strucuture

Implementation of Safety
Management System

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

4.2.3 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, and report important safety matters to the President and theBoard of Directors. 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, 2023 to March 31, 2024)

Company
Japan Airlines

Chief Safety Oﬃcer

Term of Oﬃce

Representative Director, President
Chief Executive Oﬃcer of the JAL Group AKASAKA Yuji

Managing Director

GATTO Toshio

April 1, 2023 -Director, Managing Executive Oﬃcer

OSHIRO Yoshinobu

April 1, 2020 to June 25, 2023

Director, Managing Executive Oﬃcer

SUEYOSHI Yasuhiro

June 26, 2023 –Japan Air Commuter

Director

TOMITA Shinobu

Ryukyu Air Commuter

Director

KONO Toshiyuki

Hokkaido Air System

Executive Oﬃcer

SAITO Kazuyuki

ZIPAIR Tokyo

Director

YOSHIZAWA Kenichi

December 5, 2019 to March 31, 2024

SPRING JAPANDirector

KAMIYA Hiroshi

July 1, 2022

J-AIR

Japan Transocean AirTOP

FY2023 JAL Group Safety Report21

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Safety Management System

Safety Management Policy

Implementation of Safety
Management System

Safety Management Strucuture

4.2.4 Safety Management Structure of Each Group Airline
Organizations and employees: as of March 2024 (excluding employees on leave)

4.2.4.1 Japan Airlines
4.2.4.1.1 Safety management structureGroup Safety
Enhancement Council
Group Operational
Safety Promotion
Committee

President
Chief SafetyOﬃcer

Special Committee on
Alcohol-related Measures
Special Committee on Alcohol-related
Measures in Each DivisionCorporate Safety and Security
66

FlightOperations
2,722

Engineering and
Maintenance157(*1)Flight Safety
Management
48（in division）

MaintenanceManagement
17（in division）

Cabin Safety
14（in division）

Flight Operations
Safety Committee

Maintenance Safety
Committee

Cabin Safety
Committee

Cabin
Attendants
6,417

AirportOperations
738(*2)

Operations
309

Cargo and Mail
492(*3)

Station Operation
Planning
59（in division）

Operation Safety andQuality17（in division）

Airport Safety
Committee

Operations Safety
Committee

Administration
18（in division）

Cargo Safety
Committee(*1)

The Engineering and Maintenance Division has 4,281 employees including JAL Engineering employees.
(Refer to page 31 and 32 for details of Aircraft Maintenance Outsourcing.)(*2)
The Airport Operations Division has 9,758 employees including employees of 11 JAL Group companies such as JAL SKY and JAL Ground
Service.
(*3)
The Cargo and Mail Division has 1,433 employees including employees of ﬁve Group companies such as JAL Cargo Service.

4.2.4.1.2 Number of pilots, maintenance engineers, qualiﬁed maintenance engineers,cabin attendants, and dispatchers
Number of
employees

Organization

Remarks

Pilots2,404

Flight Operations

Maintenanceengineers

116(*4)

Engineering and
MaintenanceCabinattendants

6,456

Cabin Attendants

Dispatchers80(*6)

Operations

Includes 98 qualiﬁed maintenanceengineers(*5)(*4)

There are 3,011 employees engaged in maintenance including JAL Engineering employees, of which 1,765 are qualiﬁed maintenanceengineers.
(*5)
National qualiﬁcations of maintenance engineers are First Class Aircraft Maintenance Technician, First Class Aircraft Line MaintenanceTechnician and Aircraft Overhaul Technician.
(*6)
There are 80 dispatchers including employees of JAL SKY.

TOP

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Safety Management System

Safety Management Policy

Safety Management Strucuture

Implementation of Safety
Management System

4.2.4.1.3 Safety management organizations
Corporate Safety and Security Division
The Corporate Safety and Security Division is responsible for overseeing safety enhancement ofJapan 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 their command,and report to the President and the Chief Safety Oﬃcer.
General Aﬀairs Division
The General Aﬀairs Division has established Disaster Handling Regulations to mitigate and prevent the
spread of damage, maintain business activities, and resume operations as quickly as possible after adisaster. It provides disaster prevention and response measures to ensure the safety of our employees,
passengers, visitors, and directors. The Division preserves JAL Group assets in the event of a natural
disaster such as ﬁres, explosions, wind, ﬂood and snow damage, earthquakes and tsunami triggered byan earthquake, volcanic eruption, and other abnormal phenomena.

4.2.4.1.4 Safety committees
The JAL Group has established various safety committees to allow us to understand the status ofdaily 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 and promote
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, andpresidents 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 and safety of the JAL
Group by maintaining and strengthening coordination of safety between divisions and Groupairlines. 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 SafetyOﬃcer or executive oﬃcer in charge of safety of each Group airline.
Special Committee on Alcohol-related Measures
The Special Committee was 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 SafetyOﬃcer (Chair), Senior Vice President of Corporate Safety and Security, executive oﬃcers of Flight
Operations, Cabin Attendants, Engineering and Maintenance, Airport Operations, Operations, andCargo and Mail, and other 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 chaired by the executive oﬃcer of eachdivision and composed of the division’s safety managing department and related departments, andCorporate 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 decide safety
policies of the production division.

TOP

FY2023 JAL Group Safety Report23

Safety Management System

4

Safety Management Policy

Implementation of Safety
Management System

Safety Management Strucuture

4.2.4.2 J-AIR
4.2.4.2.1 Safety management structure
Operational Safety
Promotion Committee

President
Special Committee on
Alcohol-related Measures

Chief SafetyOﬃcer

Safety Committee

Special Committee on
Alcohol-related Measures in
Each Division
Flight Operations
350

Corporate Safety and Security
3

Maintenance1

Cabin Attendants
343

Airport and Operations
9

4.2.4.2.2 Number of pilots, maintenance engineers, qualiﬁed maintenanceengineers, cabin attendants and dispatchers(*)

Number of
employees

Organization

Remarks

Pilots331

Flight Operations

Cabinattendants

339

Cabin Attendants

Dispatchers

32

Airport and Operations

Shared with JAL

From April 2016,maintenance management has been outsourced to JAL Engineering.

4.2.4.2.3 Safety management organization
The Safety Promotion Department is responsible for safety management of the company.

4.2.4.2.4 Safety committees
Operational Safety Promotion Committee
The committee is composed of the President (Chair), the Chief Safety Oﬃcer, directors, and theexecutive oﬃcers 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 JAL, where they maintain close coordination and share
information, and disseminate the information to all employees of the company.
Safety Committee
The Safety Committee, which is a sub-committeeof 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 SafetyOﬃcer in order to take an organization-widesystematic approach towards the prevention of
alcohol-related incidents as part of eﬀorts torebuild alcohol consumption measures.
TOP

FY2023 JAL Group Safety Report24

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Safety Management System

Safety Management Policy

Safety Management Strucuture

Implementation of Safety
Management System

4.2.4.3 Japan Transocean Air
4.2.4.3.1 Safety management structure
Operational Safety
Promotion Committee

President
Special Committee on
Alcohol-related Measures

Chief Safety
Oﬃcer

Flight Operations andMaintenance Liaison
Conference

Flight Operations
205

Corporate Safety and Security
6

Maintenance281

Cabin Attendants
336

Airport44

4.2.4.3.2 Number of pilots, maintenance engineers, qualiﬁed maintenanceengineers, cabin attendants, and dispatchers
Number of
employees

Organization

Pilots165

Flight Operations

Maintenanceengineers

187

MaintenanceCabin attendants

318

Cabin Attendants

Dispatchers

14

AirportRemarks

Of these, 163 employees are
qualiﬁed maintenance engineers

Operations Control

4.2.4.3.3 Safety management organization
The Safety Promotion Department is responsible for safety management of the company.

4.2.4.3.4 Safety committees
Operational Safety Promotion Committee
The committee is composed of the President (Chair), the Chief Safety Oﬃcer, directors, and theexecutive oﬃcers 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,
and promotes overall safety measures. The President and executive oﬃcer in charge of safety attend
safety meetings of JAL, 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 in charge of Flight
Operations, Maintenance and other division. They share
information, promote communication and mutual
understanding, and strengthen coordination between thetwo divisions to contribute to ﬂight safety.
Special Committee on Alcohol-related Measures
The committee is operated under the responsibility andauthority of the Chief Safety Oﬃcer in order to takean organization-wide systematic approach towards theprevention of alcohol-related incidents as part ofeﬀorts to rebuild alcohol consumption measures.
TOP

FY2023 JAL Group Safety Report25

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Safety Management System

Safety Management Policy

Safety Management Strucuture

Implementation of Safety
Management System

4.2.4.4. Japan Air Commuter
4.2.4.4.1 Safety management structure

Special Committee on
Alcohol-related Measures

President

Operational Safety
Promotion Committee

Chief SafetyOﬃcer

Safety Committee
Corporate Safety and Security
4

Flight Operations
131

Maintenance174

Cabin Attendants
66

Operations Control
194.2.4.4.2 Number of pilots, maintenance engineers, qualiﬁed maintenanceengineers, cabin attendants, and dispatchers
Number of
employees

Organization

Remarks

Pilots104

Flight Operations

Maintenanceengineers

117

MaintenanceCabin attendants

70

Cabin Attendants

Dispatchers

9

Operations Control

Of these, 84 employees are
qualiﬁed maintenanceengineers

4.2.4.4.3 Safety management organization
The Safety Promotion Department is responsible for safety management of the company.

4.2.4.4.4 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 JAL,
where they maintain close coordination and share information, and disseminate the information to all
employees of the company.
Safety Committee
The committee, which is a sub-committee of the Operational
Safety Promotion Committee, is composed of employees of eachdivision. 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 authorityof the Chief Safety Oﬃcer in order to take an organization-widesystematic approach towards the prevention of alcohol-related
incidents as part of eﬀorts to rebuild alcohol consumption
measures.
TOP

FY2023 JAL Group Safety Report26

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Safety Management System

Safety Management Policy

Implementation of Safety
Management System

Safety Management Strucuture

4.2.4.5. Ryukyu Air Commuter
4.2.4.5.1 Safety management structure
Operational Safety
Promotion Committee

President
Special Committee on
Alcohol-related Measures

Chief SafetyOﬃcer
Corporate Safety
2

Flight Operations
6

Maintenance
35

Crew

85

Administration
12

4.2.4.5.2 Number of pilots, maintenance engineers, qualiﬁed maintenanceengineers, cabin attendants, and dispatchers
Number of
employees

Organization

Remarks

Pilots42

Crew

Maintenanceengineers

18

MaintenanceCabin attendants

22

Crew

Dispatchers

21

Flight Operations

Of these, 15 employees are qualiﬁed
for maintenance engineer

Shared with JTA

4.2.4.5.3 Safety management organization
The Safety Promotion Department is responsible for safety management of the company.

4.2.4.5.4 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 of safetyattend safety meetings of JAL and JTA, where they maintain close coordination and share
information, and disseminate the information to all employees of the company.
Special Committee on Alcohol-related Measures
The committee is operated under the responsibility
and authority of the Chief Safety Oﬃcer in order totake an organization-wide systematic approach
towards the prevention of alcohol-related incidents
as part of eﬀorts to rebuild alcohol consumption
measures.

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4.2.4.6 Hokkaido Air System
4.2.4.6.1 Safety management structure
Operational Safety
Promotion Committee

President
Alcohol Measures Committee

Operations

Airport2

Cabin
Attendants
16

Operations Planning
6

Safety Meeting

Chief SafetyOﬃcer

Corporate Safety & Security
2

75

Operations Control
9FlightCrews
37

FlightCheck
2

Maintenance3

4.2.4.6.2 Number of pilots, maintenance engineers, qualiﬁed maintenance engineers,cabin attendants, and dispatchers
Number of
employees

Organization

Pilots36

Flight Crews

Cabin attendants

16

Cabin Attendants

Dispatchers

7

Operations Control(*)

Remarks

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

4.2.4.6.3 Safety management organization
The Safety Promotion Department is responsible for safety management of the company.

4.2.4.6.4 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 JAL, where they maintain close coordination and share information, and disseminate theinformation to all employees of the company.
Safety Meeting
The committee, composed of the Safety Promotion
Department and staﬀ in charge of safety of frontline
divisions, has been established to drive the SMS from thefrontline perspective.
Alcohol Measures Committee
The committee is operated under the responsibility andauthority of the Chief Safety Oﬃcer in order to take anorganization-wide systematic approach towards theprevention of alcohol-related incidents as part of eﬀorts
to rebuild alcohol consumption measures.

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4.2.4.7 ZIPAIR Tokyo
4.2.4.7.1 Safety management structure
President

Operational Safety
Promotion Committee

Chief SafetyOﬃcer

Alcohol Measures
Special Committee
Corporate Safety & Security
3

SVP of Operation

Flight Operation Support Team42(*1)(*1)(*2)

Maintenance Team
2

Cabin Team
3

Airport Team15

OSAT
13(*2)

Including 36 dispatchers shared with Japan Airlines
OSAT：Operation Support & Action Team4.2.4.7.2 Number of pilots, maintenance engineers, qualiﬁed maintenanceengineers, cabin attendants, and dispatchers
Number of
employees

Organization

Pilots125

Flight Operations Team

Cabin attendants

305

Passenger Operations teamDispatchers

40

Flight Operation Support Team(*)

Remarks

Shared with JAL

Since December 2019, maintenance management has been outsourced to JAL Engineering.

4.2.4.7.3 Safety management organization
The Safety Promotion Department is responsible for safety management of the company.

4.2.4.7.4 Safety committees
Operational Safety Promotion Committee
The committee is composed of the President (Chair), directors including the Chief Safety Oﬃcer, theexecutive oﬃcer in charge of safety management, and the Vice Presidents of General Aﬀairs, andPlanning and Marketing. It plans, drafts proposals, coordinates, and provides recommendations andadvice on ﬂight safety and aviation security. The President and executive oﬃcer in charge of safetyattend safety meetings of JAL, where they maintain close coordination and share information, anddisseminate 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 in order totake an organization-wide systematic approach
towards the prevention of alcohol-related incidents
as part of eﬀorts to rebuild alcohol consumption
measures.

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4.2.4.8 SPRING JAPAN
4.2.4.8.1 Safety management structure

Alcohol Measures Special
Committee

President

Safety Promotion
Committee

Chief Safety
Oﬃcer

Flight Operations Risk
Management Meeting
Safety Promotion and Security
Development Department
8

Flight Operations
Department
175
(*1)
(*2)

Maintenance & Engineering
Department
6

Inﬂight Services
Department
134

Flight Dispatcher
Department
59

General Operation
Aﬀairs Department
29

Operation Management
Department
6

Including 99 pilots and 42 trainee.
Including 108 cabin attendants and 14 trainee.

4.2.4.8.2 Number of pilots, maintenance engineers, qualiﬁed maintenanceengineers, cabin attendants, and dispatchers
Number of
employees

Organization

Pilots99

Flight Operations Department

Cabin attendants

108

Inﬂight Services Department

Dispatchers

13

General Operation Aﬀairs Department(*)

Remarks

Maintenance management has been outsourced to JAL Engineering.

4.2.4.8.3 Safety management organization
The Safety Promotion Department is responsible for safety management of the company.

4.2.4.8.4 Safety committees
Operational Safety Promotion Committee
The committee is composed of the Chief Safety Oﬃcer (Chair), the President, members speciﬁed in the
Safety Management Manual, and the Secretariat. It plans, drafts proposal, coordinates and provides
recommendations and advice on ﬂight safety and aviation security. In addition, the President, andrelevant executive oﬃces and employees attend safety meetings of JAL, where they maintain close
coordination and share information, and disseminate the information 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 toreview 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 andauthority of the Chief Safety Oﬃcer to ensure company-wide
management of alcohol consumption measures, information
gathering and analysis, and implementation and monitoring of
measures.
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4.2.5 Aircraft Maintenance Outsourcing
4.2.5.1 Outsourcing of aircraft maintenance management
Pursuant to Article 113 Clause 2 of the Civil Aeronautics Act concerning theoutsourcing of aircraft maintenance management(*), the JAL Group partiallyoutsources maintenance and maintenance management of JAL Group-owned
aircraft to JAL Engineering and Japan Air Commuter. Maintenance services areprovided according to the safety standards of the outsourcing party.
(*)

Outsourcing of aircraft maintenance management: To outsource overall aircraft maintenance management
including the authority to direct and supervise maintenance work. All maintenance work and management ofaircraft maintenance work (production management, component management, technological management,
education and training, management of outsourcing, auditing) outsourced to the contractor is performed
according to the business plan of the outsourcing party.

Outsourcing Party

Aircraft

Contractor

Japan Airlines

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

ZIPAIR Tokyo

BOEING 787

J-AIR

EMBRAER 170・EMBRAER 190

SPRING JAPANBOEING 737-800

Hokkaido Air System

ATR42-600

JAL Engineering

Japan Air Commuter

When maintenance management is outsourced to a JAL Group company, theperson responsible for management of the outsourcing party supervises
daily duties and conducts an annual quality audit. The contractor also
assigns a person responsible for management, who closely exchanges
information with the outsourcing party and ensures that maintenancework and maintenance management are performed appropriately.
In this way, the JAL Group airlines coordinate to improve safety andquality even when maintenance management is outsourced.

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4.2.5.2 Outsourcing maintenance work
In addition to outsourcing of aircraft maintenance management described in the preceding Section
4.2.5.1, the JAL Group provides outsourced maintenance services for companies within and outside the
JAL Group.

4.2.5.2.1 Details of outsourcing

4.2.5.2.2 Management of outsourced work
When outsourcing aircraft maintenance, we select a contractor with experience as a service
provider that has been approved by MLIT and evaluate whether they satisfy standards set by thecompany. Even after outsourcing maintenance, we conduct a delivery inspection of eachmaintenance task as a quality control check and regularly audit the contractor, as necessary, toconﬁrm that they have maintained their maintenance standards.

4.2.5.2.3 Main contractors

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4.3 Implementation of Safety Management System
We implement the Safety Management System (SMS) in accordance with the safety management policy toensure that the SMS functions smoothly.

4.3.1 Safety Information Gathering and Dissemination
In collecting information related to safety, we collect and analyze not only manifest but also latent
information, identify hazards, and take preventive measures to prevent recurrence of aviation
accidents and other incidents that may aﬀect safe operations, as well as preventive measures.
Safety-related information is collected from a wide range of sources, including reports from various
departments regarding unsafe incidents, ﬂight data analysis programs, as well as crew fatigue risk
management programs and alcohol-related risk management programs, and used to prevent theoccurrence of unsafe incidents. Since 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 basedon the gathered data.
Fatigue Risk Management Policy
It is recognized that fatigue risk of ﬂight crew and cabin crew is an inevitable hazard that exists during
an operation, and the company shall endeavor to eﬀectively manage and reduce fatigue risk of ﬂight
crew and cabin crew to improve ﬂight safety. JAL's fatigue risk management applies to all operations
conducted by the company and is implemented through continuous, data-driven risk management basedon scientiﬁc insight and performance. Fatigue risk management consists of stakeholders exercising thefollowing responsibilities (Shared Responsibility).

The collected information is disseminated to JAL Group employees in internal documents toprevent the recurrence of unsafe events and to raise safety awareness.
The main media for sharing safety information are as follows:・Corporate Safety, an internal document providing the JAL Group's internal safety policy
・Safety webpage of JAL website
・Safety webpage of our intranet
・Safety magazine FLIGHT SAFETY

Safety webpage of JAL website

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4.3.2 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.

01
Identify hazards

02
Assess risk
foridentiﬁcation of
the main risks

03
Establishmeasures04

Utilizing gathered information on unsafe conditions and unsafe events, we identify
hazards and real or hidden risk factors with the potential to cause or contribute to an
aircraft accident or serious incident. All safety events within the JAL Group aremanaged and shared in a common JAL Safety Database (JSD).
We have established an environment that facilitates and encourages reports from staﬀ
on unsafe behavior they have experienced or unsafe conditions they have found, andthe resulting events (safety events).
We determine the severity of consequences and the probability of occurrence, assess
the acceptability of the risk level and examine the need to take action. In addition torisk assessment by departments where risks have emerged, the Corporate Safety andSecurity Division assesses hazards within the Group using Event Risk Classiﬁcation(ERC) to detect potential risks as early as possible.
■Risk assessment by 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 proactive
prevention of accidents. We also monitor the trend of concentrationand frequency of events by scoring the risks and plotting them ineach ﬁeld for a certain period of time. When the cumulative scoreexceeds the threshold, we identify the safety issue and takemitigation measures, as necessary.

Each department establishes and implements measures to eliminate each hazard sothat high priority risks are reduced to a tolerable level.
■Causal analysis by Human Factors Analysis and 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, working environments and organizational impacts, and takemeasures against underlying risk factors. We also statistically analyze the identiﬁed
factors and address potential organizational issues to proactively prevent.

Monitor the implementation of measures and evaluate their eﬀectiveness. If therisk level is determined not to be acceptable, additional measures are establishedand implemented to ensure that the safety management system functionseﬀectively.

Monitor andreview◆Safety studies on new aircraft introduction
JAL will further introduce BOEING 787-9 and AIRBUS A350-900 aircraft inorder to enhance and expand the capacity of international operations. In
introducing both aircraft, in addition to daily information from aircraft
manufacturers and safety regulatory agencies, as an aircraft manufacturer,
we conﬁrm through site visits and interviews our eﬀorts to develop a safety
management system and culture to make it work. In addition to informationfrom aircraft manufacturers and safety regulatory agencies, we strive toprovide safe and reliable aircraft by conﬁrming the safety management
system and the eﬀorts to foster a culture (Safety Culture) to make it workthrough on-site inspections and interviews.
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AIRBUS A350-900

BOEING 787-9

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4.3.3 Emergency Situation Measures
Procedures for aircraft accidents, serious incidents and aﬀairs are documented in the Aircraft Accident
Handling Manual. In the event of an accident or a serious incident, an aircraft accident investigationcommittee or a serious incident review meeting is organized and causal investigation and review ofcountermeasures are conducted.
Procedures for other than aircraft accident, serious incidents and aﬀairs are documented in the Risk
Management Manual.

4.3.4 Disaster Measures
As natural disasters have become more frequent and severe, aﬀecting social and economic activities
including everyday life, it has become imperative for air transport business operators to improve their
preparedness for disasters to reduce and prevent the spread of damage, maintain business activities, andresume 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 bystrengthening preparedness.

4.3.5 Internal Audits
The JAL Group conducted internal audits in accordance with safety management regulations to conﬁrm
that the SMS complies with laws and internal regulations and that the system is properly operated andfunctioning eﬀectively. In addition, the IOSA(*) registered companies, JAL, J-AIR, and JTA, haveconducted internal audits based on IATA requirements to ensure compliance with the standards set by
IATA (IOSA 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.

4.3.6 Management Review
The JAL Group conducts management reviews of policies, plans, and various information at the Group
Safety Committee chaired by the President, with the aim of ensuring that top management regularly
and continuously evaluates the eﬀective functioning of the SMS and directs improvement as necessary.

4.3.7 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 oraﬀect 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.

◆Earthquake and Tsunami Disaster Prevention Exercise
In December 2023, we conducted an earthquake and tsunami disasterprevention exercise at Kushiro Airport in cooperation with Keio University,with which we have concluded a cooperation agreement. The exercise wasconducted under the assumption that a seismic intensity seven earthquake
is observed around Kushiro Airport due to a huge earthquake along theocean trench during the severe winter period (late December to early
March). In addition to evacuation drills in the Kushiro Airport terminal, drills
were also conducted in the waiting room of the terminal as if it were an
aircraft in ﬂight.
Press Release：JAL and Keio University to Conduct Earthquake and Tsunami Disaster Prevention
Drill at Kushiro Airport on December 15 (in Japanese only)TOP

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4.3.8 Third-Party Assessments
4.3.8.1 Transport Safety Management Assessment
In FY2023, JAPAN AIR COMMUTER (JAC) received Transport Safety Management Assessment(*1) by the
Minister's Secretariat of the Ministry of Land, Infrastructure, Transport and Tourism. We will consider
necessary actions for advice and expectations(*2) of the Evaluation, Advice and Expectations(*3). As forthe other JAL 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.

JAC【Assessment】

The company must improve its safety and ﬂight information control system byimplementing and managing training, information sharing, and the like based on therecognition of weak points regarding issues related to the company's safety andﬂight information.
The Chief Safety Oﬃcer is actively fulﬁlling his responsibilities to raise employee
safety awareness and to enhance and strengthen the safety management system.

【Advice】

With regard to natural disaster response eﬀorts, assume the scale of natural
disasters that the company may encounter, and use this information to inform andtrain your employees on how to respond in the event of a disaster.

With regard to aviation accident handling training, improve accident response
capabilities by improving the content and frequency of training, and reconﬁrming【Expectations】 the information to be collected and its communication system.
Consider initiatives to increase the eﬀectiveness of internal audits throughenhanced eﬀectiveness checks and reporting to top management.
(*1)

Transport Safety Management Assessment: An assessment of all transportation modes (air, rail, marine, and vehicles) conducted by the Minister’s
Secretariat of MLIT to check the SMS of the company, and identify and advise improvements.
(*2)
Assessment, advice and expectations:【Assessment】
・Excellent points
・Points of originality and ingenuity
・Matters being tackled earnestly【Advice】【Expectations】

・Matters to be further promoted to improveeﬀectiveness・Matters where improvement can be made・Matters requiring continuous eﬀorts forfurther improvement

・Matters where further improvement insafety management can be expected, though
not of an advisory level

4.3.8.2 Safety Audit by the Authorities
In FY2023, the JAL Group airlines undertook a total of 104(*1) safety audits by the Civil Aviation
Bureau, MLIT(*2). We analyzed the cause of problems, considered measures and took the following
corrective measures.
・Improve the method of preparing records of implementation of aircraft maintenance
operations
・Improve education and training course management methods(*1)

Does not include inspections of operating ﬂights.
Safety audit by the Civil Aviation Bureau, MLIT: An inspection conducted by the Civil Aviation Bureau, MLIT at the premises of theairline’s head oﬃce divisions, airport bases, training facilities and other facilities to conﬁrm the establishment of the SMS andperformance of duties by ﬂight operations, maintenance and other divisions.
(*2)

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4.3.8.3 Outside Directors and Outside Auditors and Supervisory Board Members
Japan Airlines has three outside directors and three outside auditors and supervisory board members,
who provide objective advice and recommendations on responses to the external environment andvarious issues.（For details, please check the JAL website.）（As of April 1, 2024）
Outside Directors
KOBAYASHI Eizo

YANAGI Hiroyuki（Important positions concurrently
assumed outside the Company）
・Emeritus Director of ITOCHU
Corporation
・Outside Director of Japan ExchangeGroup, Inc.

（Important positions concurrently assumed
outside the Company）
・Advisor of Yamaha Motor Co., Ltd.
・Outside Director of AGC Inc.
・Outside Director of Kirin Holdings
Company, Limited
・Outside Director of Mitsubishi Electric
Corporation

MITSUYA Yuko
（Important positions concurrently assumed outside theCompany）
・Outside Director (Audit and Supervisory Committee Member)of ENEOS Holdings, Inc.
・Outside Member of the Board of DENSO CORPORATION
・President of Japan Basketball Association
・Representative Director of PIT Co' Limited・Vice President of Japanese Olympic Committee

Outside Auditors and Supervisory Board Member
KAMO Osamu

KUBO Shinsuke（Important positions concurrently
assumed outside the Company）
・Attorney at Law, Managing Partner ofGinza Sogo Law Oﬃce
・Outside Auditor & Supervisory Board
Member of Azearth Corporation（Important positions
concurrently assumed outside theCompany）
・Managing Partner of Kyoei
Accounting Oﬃce
・Outside Auditor & Supervisory
Board Member of KAWASAKI KISEN
KAISHA, Ltd.

OKADA Joji
（Important positions
concurrently assumed outside theCompany）
・External Director of Japan
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4.3.8.4 Safety Advisory GroupIn August 2005, JAL requested ﬁve experts with extensive knowledge and experience in human factors,
analysis of failures and defects, organizational management and culture, and safety to provide thecompany with objective advice and recommendations. This external panel of experts, called the Safety
Advisory Group, provides a wide range of safety advice and recommendations from a professional
perspective, which are used in management and safety initiatives of the JAL Group.
Activities in FY2023● Conducting lectures
The chair, YANAGIDA Kunio, gave a lecture on "How JAL
should communicate in the midst of drastic
environmental changes" as part of in-house training in
July. Also, in January 2024, he gave a keynote
presentation on the second to the third person's point ofview that one should have as a member of an airline groupduring the seminar.

Scene of the lecture● Workplace Visits and Dialogue with Employees
From October to November, we conducted workplaceinspections of 10 locations, including SJO, JALEC, and
JAL Ground Service, focusing on frontlines andexchanging opinions with employees.
Workplace Visits● Follow-up Meeting with Executive Management
CouncilIn receiving feedback on the JAL Group's activities, we
received suggestions on how to accelerate theimplementation of various measures for the JAL
Group's safety targets and the Medium-term plan ofeach division.

Follow-up meetings

Members of Safety Advisory GroupYANAGIDA Kunio, Chair
Non-ﬁction writer, critic

KAMATA Shinichi
Professor Emeritus at
National Defense Academyof Japan. Fields ofexpertise include
organizational theory andbusiness administration.

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, thescience of danger, and the science of creativity.

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

KOMATSUBARA
Akinori
Professor at Faculty of
Science and Engineering ofWaseda University. Fields
of expertise include humanlife engineering.

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4.3.8.5 IATA Operational Safety Audit (IOSA)IOSA is an international safety audit program designed to ensure thatan airline’s SMS is functioning eﬀectively. In the JAL Group, JAL, JTA,
and J-AIR are IOSA-registered airlines. IATA member airlines are
required to undergo an audit regularly, and the next audit is scheduledfor FY2024.

◆IATA SAFETY LEADERSHIP CHARTER
This initiative aims to establish a common understanding ofleadership among aviation industry executives and support all
aviation service providers worldwide in implementing a Positive
Safety Culture within their organizations. As of November 2023,
22 companies, including JAL, have signed on to this initiative.
Guiding Principles
1.
Lead our obligation to safety through words and actions.
2.
Foster safety awareness with employees, the leadership team,and the board.
3.
Guide the integration of safety into business strategies,
processes, and performance measures.
4.
Create the internal capacity to proactively manage safety andcollectively achieve organizational safety goals.
5.
Create an atmosphere of trust, where employees are encouraged
and conﬁdent to report safety-related information.
6.
Establish a working environment in which clear expectations ofacceptable and unacceptable behaviors are communicated andunderstood.
7.
Create an environment where all employees feel responsibility
for safety.
8.
Regularly assess and improve organizational Safety Culture.
◆Sustainability Assessment
JAL has been selected for the Dow Jones Sustainability Asia PaciﬁcIndex (DJSI Asia Paciﬁc Index) for the second consecutive year,
achieving the highest score in the airline industry. The DJSI is arenowned Environment, Social, and Governance (ESG) investment
index that comprehensively analyzes and evaluates the corporate
activities of over 13,000 leading global companies, selecting thosethat excel in sustainability across governance and economy,
environment, and society. This recognition holds great signiﬁcancefor investors who prioritize corporate social responsibility andsustainability.
In this year's assessment, JAL received the highest rating in various
areas within the airline industry, including its eﬀorts in pursuing
safety.
Press Release：JAL selected for DJSI Asia Paciﬁc Index for second
consecutive year, achieving top score in airline industryTOP

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4.3.9 Education, Training and Safety Awareness
The JAL Group provides education and training according to the role and position of each employee toequip them with the skills, knowledge, and abilities necessary for safety-related duties. We also sharenecessary safety information and conduct Safety Education regularly.

4.3.9.1 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 by going to the "actual place", seeingthe "actual object" (parts of remaining aircraft, personal belongings of the victims, among others) andlistening to stories of the "actual people" who experienced the situation at the time of the accident.
JAL Group staﬀ climb Mt. Osutaka, the "actual place" of the accident, to console the souls 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 to talks from the "actual people", the JAL Group
employees reaﬃrm the importance of safety from the depths of their mind.
Memorial climbing to Mt. Osutaka is diﬀerent from manual learning.
In this way it ensures a sense of safety that no matter what you
face, you will be on the side of safety.
Through memorial climbing, new employees think deeply about what
they must do with a sense of ownership, and leaders and executives
express their desire for safety.
We visit the Safety Promotion Center, which is the cornerstone ofsafety at the juncture of our career, as a place to face the"physical" issues. We learn about accidents by facing them, and wetake a vow to ensure safety by bearing in mind the importance that
the JAL Group's work is to look after our customers' precious lives
and assets. The Safety Promotion Center is open to the public, andas of the end of March 2024, there were more than 300,000
visitors, both internally and externally.
By hearing directly from the people in the ﬁeld, we hear what they
saw and felt at the time, and learn deeply about the accident by
putting ourselves in the same situation. Every year since 2005, wehave been holding "Safety Talks - Stories to Pass On to Future
Generations -," in which we hear directly from "actual people", withthe aim of learning about past accidents, touching on the nature of
accidents, and applying lessons learned from them to future safety.

To develop safety-oriented human resources
Young Employees' Commitment to Safety
The 2023 Safety Talk consisted of two parts: a Safety Talk by actual people
on the accident and a talk by young employees on their own thoughts andcommitments to pass on safety to the next generation, as the number of
employees who were born after the accident is increasing. Young employees
who attended the seminar commented, "The talk by a person close to our own
age strongly resonated with me, and I became more aware of my own safety.
We will continue to develop human resources with a strong commitment tosafety no matter how much time has passed since the accident.

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4.3.9.2 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 andeducation to develop employees with a high level of safety awareness.
Classiﬁcation
Subject

Company-wide
Education

Mid-level(Leaders)

JAL Group
Safety Training(including SMS
Training(*))

Safety Seminar for
New Managers
Safety Seminar for
Employees with Ten
Years of Employment

JAL Group
SafetyPromotion
Seminar

Safety Seminar for
New Employees

New and Young
Employees(*)

Open Enrollment
Training

Executive Safety
Brieﬁng

Executive Level

Managers

Hierarchy-speciﬁc
Training

Education on Safety Management System

4.3.9.2.1 Safety education common to the JAL GroupAll JAL Group employees receive Safety Education regularly to re-evaluate safety associated with
their duties and to foster an awareness that safety is the basis for business continuity of the JAL
Group. In addition, the JAL Group and other companies and industries conduct annual education toraise awareness again by reﬂecting on drinking problems and to reconﬁrm correct knowledge aboutalcohol to ensure thorough self-management.

4.3.9.2.2 Safety Training by JAL Group Hierarchy
Based on the Three Actuals Principle (“actual place,” seeing the “actual object” parts of remaining
aircraft, personal belongings of the victims, among others), we will think about safety through amemorial climb to Mt. Osutaka, a tour of the Safety Awareness Center, and watching videos of people
who were directly involved in the accident. Finally, a Safety Pledge was created to put their thoughts
into action and linking them to our daily actions.

4.3.9.2.3 Safety Promotion Seminar
For JAL Group employees and subcontract staﬀ, we hold seminars where employees voluntarily
participate, such as a tour of the Safety Promotion Center, a memorial climb to Mt. Osutaka, a second
to the third person perspective seminar, and a safety seminar for interindustry exchanges. We strive toraise safety awareness through the participation of employees from both domestic and overseas job
categories and regions by holding conversations about safety.
Comments of participant in employee family tour at Safety Promotion Center

INOUE Ayumi
Route Management
Department,
Japan Airlines

Ever since my children were young, I repeatedly spoke to them about the JL123 accident. I
always hoped to take them to the Safety Promotion Center someday when they were oldenough to understand. I immediately joined when I heard about the employee family tour.
After the tour, my daughter said “I couldn’t sleep last night because my head was ﬁlledwith thoughts about the accident. I couldn’t stop crying.” The impact of seeing the actual
items of disaster was far greater than what she had imagined. Especially when seeing thewrecked seats and personal belongings, she strongly felt the tragedy of the accident andwas in shock. I thought about what it would have been like if my daughter or I was apassenger on this ﬂight, and felt a strong sense of responsibility as a member of the airline
industry when thinking about what I must do to never repeat such a tragedy. I am moredetermined to continue to maintain a high level of safety awareness upon working.

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Safety Management System

Safety Management Policy

Safety Management Strucuture

Implementation of Safety
Management System

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

4.3.9.3.1 Pilots
Pilots begin as trainees to learn ﬂight basics throughvarious training and checks, gaining ﬂight experience before
becoming co-pilots and eventually captains. Even after
becoming a ﬁrst oﬃcer or a captain, they are required toundergo regular training and checks using simulators andactual ﬂights. These sessions not only focus on individual
ﬂying skills (technical skills) but also emphasize the skills
necessary for modern pilots to function as a team andensure safe ﬂights (non-technical skills).
To improve competency(*), Competency-based Training andAssessment (CBTA) is being deployed worldwide. JAL has
also introduced CBTA to enhance its ability to cope withvarious situations and improve safety (resilience).
(*)

Competencies: The competency factors that form the basis of ﬂight crew behavior,including "Skills," "Knowledge," and "Attitude." (Skills include both technical andnon-technical skills)

4.3.9.3.2 Cabin Attendants
During the initial training at the time of employment, cabin
attendants aim to develop autonomous human resources. By
attending practical training programs, they can acquire thebasics of a security personnel. In order to be able to respondquickly and accurately in the event of an emergency, we
conduct training on measures such as emergency landing(including water landing), operation of escape doors, ﬁre,sudden depressurization, ﬁrst aid, and measures to protect
safety.
Later, during the periodic rescue training, we prepare training
content to maintain skills and knowledge, enhance resilience,and ensure that each cabin attendant can independently
demonstrate their abilities and respond to emergency
situations in cooperation with pilots and colleagues. In
addition, periodic safety training is provided to ensure that
employees properly understand the safety procedures andrelated laws and regulations speciﬁed in the manual.
Safety Training for Cabin Attendants
Safety training for cabin attendants is based on a curriculum established inaccordance with the relevant regulations. Instructors formulate eﬀective training
programs that combine classroom lectures and practical skills, conducting daily
training to ensure that cabin attendants can maintain high safety quality at all
times as safety professionals. The foundation of our diverse safety operations is"taking care of our customers' precious lives." In addition to covering theJapan Airlines Co.
curriculum, the training aims to maintain and improve the skills of cabin
Inﬂight
Education & Training
attendants so that they can act independently by reﬂecting frontline situations
Department
and providing individual feedback.
NOGUCHI Emi

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Safety Management System

Safety Management Policy

Safety Management Strucuture

Implementation of Safety
Management System

4.3.9.3.3 Maintenance Engineers

Maintenance engineers undergo specialized educationand training every year from the time they join thecompany, taking over 10 years to become fully qualiﬁed
engineers. In addition to obtaining internal qualiﬁcations,they acquire Japanese qualiﬁcations through a rigorous
two-year examination process, as well as various training
programs certiﬁed by European authorities, continuously
honing their advanced knowledge and skills.
In recent years, we have aimed to enhance aircraft
systems while also introducing active learning-based
training, where teams engage in discussions to deriveanswers. This approach strengthens each individual'sability to think, communicate, and collaborate withothers to solve problems and issues. Additionally, highly
skilled mechanics (such as top meisters) lead eﬀorts toelevate the skill level of the entire organization.
We will continue to focus on fostering proud
maintenance engineers and technicians who possess acorrect understanding of the quality system, a strong
sense of responsibility, and a mission for safety.

4.3.9.3.4 Dispatchers

To become a dispatcher, one must undergo educationand training in a wide range of ﬁelds related tooperations and pass the national qualiﬁcation exam foraircraft dispatchers. After that, they must accumulate
practical experience and training, and pass thecompany's internal examinations to ﬁnally be able towork as a JAL Group dispatcher. Even after passing
the examination, periodic assessments are conductedto ensure that the necessary knowledge and skills aremaintained. Additionally, in response to signiﬁcantchanges in the operational environment, such as
climate change and geopolitical risks, we are
implementing education on the behavioral
characteristics required of dispatchers as an initiativethat leads to the growth of each dispatcher, ensuring
they can provide safe and secure operations. Throughsuch training, examinations, and daily operations, we
support safe ﬂight operations.

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Safety Management System

Safety Management Policy

Safety Management Strucuture

Implementation of Safety
Management System

4.3.9.4 Safety-related communication
In addition to top-down communication from top management to frontline divisions, the JAL Group iscommitted to interactive communication from the bottom up, from frontline divisions to management. In
addition, we are working to foster a culture of safety by focusing on workplace culture and employee
satisfaction through a variety of initiatives, such as creating an atmosphere in the workplace where
employees can easily express their opinions and seek advice, and paying tribute to the contributions of
employees who work diligently in their daily duties.

4.3.9.4.1 Communication Leader Meeting (CLM)
The CLM is a meeting where employees in various occupations anddivisions assemble from all over Japan to communicate with eachother to create an open corporate culture, promote autonomous
activities, and strengthen frontline capabilities.
This is an initiative to bring co-workers together to makeconnections and broaden their perspectives by discussing andsolving active or latent issues within the JAL Group.

4.3.9.4.2 Workplace visit by executive oﬃcers
The JAL Group provides opportunities for top management andexecutive oﬃcers of Flight Operations, Engineering and Maintenance,
Cabin Attendants, Airport Operations, Operations, Cargo and Mail, andother production divisions to visit frontlines on a regular basis tocommunicate directly with our employees. During the Semiannual Safety
Campaign and the Year-end and New Year Safety Inspection, executiveoﬃcers 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 to try to identify theissues at the frontlines.

4.3.9.4.3 Employee recognition awards
The JAL Group awards the employees with the aim to foster aculture to compliment each other and enhance safety awareness.
Employees are awarded for such actions as proactively preventing
events that aﬀect safe operations by acting in accordance with
the Safety Charter or analyzing and reporting irregularities, andcontributing signiﬁcantly to sharing knowledge and actively
preventing recurrence. Certiﬁcates of commendation andappreciation are awarded directly from management.

4.3.9.4.4 Dissemination of safety information
We proactively disseminate important safety-related informationthat should be communicated to all JAL Group employees, such as
messages from top management. This information is disseminatednot only in paper form, but also via video. Videos containing
safety-related content are uploaded to an internal portal site andcan be viewed on demand at any time.

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5

Data

JAL Group Passenger Traﬃc Data

JAL Group Fleet

５．Data

5.1 JAL Group Passenger Traﬃc Data
5.1.1 Aircraft types

Note:* Data includes sales by other airline partners on JAL operated ﬂights.
* 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.
Key
RPK= Revenue Passenger Kilometers
RTK= Revenue Ton Kilometer

5.1.2 Route5.1.2.1 International
Combined international traﬃc data of the JAL Group (JAL, ZIP, SJO )Note:* Data includes sales by other airline partners on JAL operated ﬂights.
* International Financial Reporting Standards (IFRS) have been applied, in which award tickets are counted as revenue tickets. As a result, theﬁgures 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.
Key
RPK= Revenue Passenger Kilometers
ASK= Available Seat Kilometers
L/F= Load Factor=RPK÷ASK

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5

Data

JAL Group Passenger Traﬃc Data

JAL Group Fleet

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

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5

Data

JAL Group Passenger Traﬃc Data

JAL Group Fleet

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5

Data

JAL Group Passenger Traﬃc Data

JAL Group Fleet* Excluding charter ﬂights and code-share ﬂights.
* L/F=Load Factor=RPK÷ASK
* 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.

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5

Data

JAL Group Passenger Traﬃc Data

JAL Group Fleet

5.2 JAL Group Fleet
AIRBUS A350
Number of Aircrafts: 18

Operator:JAL

Number of Seats: 239 to 391

Service Entry:

2019

2,665

Average Yearly FH:

Average Age:

2.8

Average Yearly FC: 1,375

BOEING 787
Number of Aircrafts: 53

Operator:

JAL, ZIP

Number of Seats: 195 to 291

Service Entry:

2012

Average Yearly FH:

4,170

Average Age: 7.7

Average Yearly FC: 786

BOEING 777
Number of Aircrafts: 13

Operator:

JAL
1996

Number of Seats:

244

Service Entry:

Average Yearly FH:

5,179

Average Yearly FC: 497

Average Age: 16.9

BOEING 767
Number of Aircrafts: 27

Operator:JAL

Number of Seats(*): 199 to 261

Service Entry:

1985

Average Yearly FH:

3,367

Average Age:

16.8

Average Yearly FC: 1,394(*)Excluding cargo aircraft.

BOEING 737-800
Number of Aircrafts:

62

Number of Seats: 165 to 189

Average Yearly FH:

2,923

Operator:

JAL, JTA, SJO

Service Entry:

2006

Average Age: 12.0

Average Yearly FC: 1,844

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5

Data

JAL Group Passenger Traﬃc Data

JAL Group Fleet

EMBRAER 170
Number of Aircrafts:

18

Operator:

J-AIR

Number of Seats:

76

Service Entry:

2008

Average Yearly FH:

2,324

Average Yearly FC: 2,838

Average Age:

12.2

Average Age:

6.8

EMBRAER 190
Number of Aircrafts:

14

Operator:

J-AIR

Number of Seats:

95

Service Entry:

2016

Average Yearly FH:

2,456

Average Yearly FC:

2,294

DE HAVILLAND DHC-8-400 CARGO COMBI
Number of Aircrafts:

5

Operator:

RAC

Number of Seats:

50

Service Entry:

2016

Average Yearly FH:

1,921

Average Yearly FC:

2,930

Average Age:

7.4

Average Age:

4.4

Average Age:

5.2

ATR 42-600
Number of Aircrafts:

13

Operator:

JAC, HAC

Number of Seats:

48

Service Entry:

2017

Average Yearly FH:

1,717

Average Yearly FC: 2,398

ATR 72-600
Number of Aircrafts:

2

Operator:

JAC

Number of Seats:

70

Service Entry:

2018

Average Yearly FH:

1,718

Average Yearly FC:

2,335

Average aircraft age of the entire JAL Group ﬂeet: 10.2 years* About Average Aircraft Age: Aircraft can be used almost permanently if they are properly maintained according to their age. Average aircraft age does
not directly aﬀect safety. All JAL Group aircrafts are properly maintained with good quality under the maintenance program recommended by the
manufacturer and approved by MLIT.
* Average Yearly FH (Flight Hour)=Yearly FH ÷ the number of aircrafts (as of March 31, 2024)* Average Yearly FC (Flight Cycle)=Yearly FC ÷ the number of aircrafts (as of March 31, 2024)

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6For Passenger's Safety and Peace of Mind

Important Equipment to Ensure Safety

6. For Passenger's Safety and Peace of Mind
6.1 Important Equipment to Ensure Safety
The JAL Group equips its aircraft with safety equipment and emergency evacuation gear to ensure
the safety and security of our customers. (The quantity and shape of the equipment may varydepending on the aircraft type.)
Cabin equipment to ensure the passengers' safety
Oxygen Masks
If suﬃcient oxygen cannot be supplied in the cabin, oxygen masks willautomatically drop in front of the passengers. Pull the mask, cover yournose and mouth, and put the strap over your head.
Life Vests(*)
Life vests, to be worn in the event of an emergency water landing, arelocated under each seat or armrest, or in other easily accessible locations.
There are life vests available for all passengers, including infants.
Emergency Evacuation Equipment
Emergency Evacuation Slide
To prepare for an emergency evacuation, an evacuation slide is installedat each exit.
Life Raft(*)
Life rafts are used when the aircraft makes an emergency water landing.
Depending on the aircraft type, the emergency evacuation slide is used as alife raft, or the life raft will inﬂate and unfold from the cabin. The life raftis equipped with a cover to protect passengers from rain and wind,emergency food, a distress signal transmission device, and medicines, toname a few.
Request for a rapid evacuation
We kindly ask for our passengers’ cooperation in followings for safe and rapid evacuation in case of
emergency.
Important notice when you evacuate
・Don't take anything since it may interfere and delay evacuation.
・In case you evacuate with your baggage, it may block the aisle and hinderother passengers' evacuation.
・Baggage and high heels may damage or deﬂate the slide which precludes
others from evacuating.
Important notice when you slide down and assist others
・When sliding down, sit upright to gaze at the landing point.
・When assisting other passengers, stand next to the slide, pull them up, anddirect them to evacuate away from the aircraft to avoid congestion.

(*)

Equipped in accordance with Article 150 of the Civil Aeronautics Act Enforcement Regulations. In addition, emergency signal lights,
aircraft survival radios, waterproof portable lights, ﬁrst aid kits, and other equipment are also on board.

Explanations of emergency equipment and procedures for emergency
situations are provided in the safety video shown before takeoﬀ (with sign
language interpretation and subtitles) and in the Safety Instructions
located in the seat pocket.

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FY2023 JAL Group Safety Report51JAL Group Safety Report FY2023
Published in 2024
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.