JAL Group Safety Report
FY2022
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 FY2022 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

2. Review of FY2022

P.3

P.4

2.1 Administrative Dispositions andAdministrative Guidance
2.2 Aircraft Accidents and Serious Incidents

P.4

2.3 Irregular Operations

P.6

2.4 Safety Events

P.7

3. Safety Targets

P.44

5.1 JAL Group Passenger Traﬃc Data

P.44

5.2 JAL Group Fleet and Aircrafts

P.48

P.4

P.11

3.1 Achievement of FY2022 Safety Targets

P.12

3.2 FY2023 Safety Targets

P.18

4. Safety Management System

P.19

4.1 Safety Management Policy

P.19

4.1.1 Operating Policy of the Safety Management System

P.19

4.1.2 Establishment and Management of Manuals

P.19

4.2 Safety Management Structure

P.20

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

4.3 Implementation of Safety Management
System

5. Data

P.33

4.3.1 Safety Information Gathering and Dissemination

P.33

4.3.2 Safety Risk Management

P.34

4.3.3 Disaster Measures

P.35

4.3.4 Internal Audits

P.35

4.3.5 Management Review

P.35

4.3.6 Management of Change

P.35

4.3.7 Third-Party Assessments

P.36

4.3.8 Education, Training and Safety Awareness

P.39

Names and Abbreviations of JAL Group Airlines
Japan Airlines Co., Ltd.
J-AIR Co., Ltd.
Japan Transocean Air Co., Ltd.
Japan Air Commuter Co., Ltd.
Ryukyu Air Commuter Co., Ltd.
Hokkaido Air System Co., Ltd.
ZIPAIR Tokyo Inc.
SPRING JAPAN Co., Ltd.

：JAL
：J-AIR
：JTA
：JAC
：RAC
：HAC
：ZIP
：SJO

FY2022 JAL Group Safety Report2

1

Fundamental Safety Policy

1．Fundamental Safety Policy
The JAL Group has established the Safety Charter as thefundamental policy for safety under the Corporate Policy.
Representing top management’s commitment to safety, it isincluded in the Safety Management Manual and has beenreported 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 inconformance with the Safety Charter.

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

TOP

FY2022 JAL Group Safety Report3

2

Review of FY2022

Administrative Dispositions andAdministrative GuidanceAircraft Accidents
and Serious Incidents

Irregular
Operations

Safety Events

2．Review of FY2022
2.1 Administrative Dispositions and Administrative Guidance
The JAL Group did not receive any Administrative Dispositions(*1) or Administrative Guidance(*2) in
FY2022. Please check the JAL website for the status of responses to past administrative actions
and guidance.
(*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.

2018

2019

2020

2021

2022

Administrative Dispositions

1

1

0

0

0

Administrative Guidance

3

1

0

0

0

2.2 Aircraft Accidents and Serious Incidents
2.2.1 Aircraft Accidents and Serious Incidents
In FY2022, JAL Group reported three aircraft accidents(*1) and zero serious incidents(*2) .
Over the past ﬁve years, there have been seven aircraft accidents, six of which were caused byaircraft shaking. In light of these circumstances, we are focusing on measures to avoid shaking andprevent injuries from shaking. For details, please refer to 3. Safety Goals starting on page 11.
(*1)

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.
(*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.

2018

2019

2020

2021

2022

Aircraft Accident

1 (0.003)

1 (0.003)

0 (0.000)2 (0.008)

3 (0.009)

Serious Incident

2 (0.005)

3 (0.008)

1 (0.006)

1 (0.004)

0 (0.000)

Total

364,234

356,437

181,794

241,006

344,452( ): Number of incidents per 1,000 ﬂights

TOP

FY2022 JAL Group Safety Report42

Review of FY2022

Administrative Dispositions andAdministrative GuidanceAircraft Accidents
and Serious Incidents

Irregular
Operations

Safety Events

Aircraft Accidents
Cabin attendant aboard NU036 injured due to turbulence of aircraft
A cabin attendant aboard NU036 (from Naha Airport to Komatsu Airport) operated by JTA on October 3,2022 sustained a right big toe sesamoid bone of foot fracture on encountering turbulence during cruise.
This case was designated as an Aircraft Accident by MLIT on October 7. Japan Transport Safety Board isinvestigating the cause of the incident. The JAL Group is providing full cooperation with theinvestigations. None of the passengers or other crew members were injured.
Passenger aboard JL3760 injured upon landing
On November 7, 2022, on ﬂight JL3760 (from Tanegashima Airport to Kagoshima Airport) operated by
JAC, a passenger was injured upon landing and was diagnosed with a second lumbar vertebra compression
fracture, a serious injury. This case was designated as an Aircraft Accident by MLIT on November 18. Noneof other passengers or crew members were injured.
Investigations were conducted by the Japan Transport Safety Board, and results were announced on
March 30, 2023. According to their report, the probable cause of this accident is that the seatedpassenger more likely suﬀered a lumbar compression fracture during landing due to the impact at
touchdown. In addition, the weather conditions during landing or the ﬂight operations and aircraft were
not contributing factors to the passenger’s injury.
Passenger abroad JL687 injured due to turbulence during descent
On January 7, 2023, on ﬂight JL687 (from Tokyo International Airport (Haneda) to Miyazaki Airport), a
passenger fractured their rib on encountering turbulence during descent. This case was designated as an
Aircraft Accident by MLIT on January 23.
Japan Transport Safety Board is investigating the cause of the incident. The JAL Group is providing fullcooperation with the investigations. None of other passengers or crew members were injured.

2.2.2 Aircraft Accidents and Serious Incidents in Previous Years
The following investigation report was released.

Serious Incident
Return to origin after take-oﬀ of JL904
Date of occurrence: December 4, 2020
Date of publication: August 25, 2022

（For details, please check the JAL website.）TOP

FY2022 JAL Group Safety Report52

Review of FY2022

Aircraft Accidents
and Serious Incidents

Administrative Dispositions andAdministrative Guidance

Irregular
Operations

Safety Events

2.3 Irregular Operations
In FY2022, 48 irregular operations(*) were reported, of which 37 air turn back cases, seven diversions,
two runway closures, and two landings requiring priority handling by Air Traﬃc Control.
Irregular ﬂights are mainly caused by aircraft malfunctions. The incidence rate over the last ﬁve years
shows that it increased in FY2020 due to a decline in aircraft operations caused by the Covid-19
pandemic, but then declined from FY2021 as a result of eﬀorts to prevent malfunctions bystrengthening predictive maintenance.
With diﬀerent aircraft types, the number of irregular operations of the BOEING 767 and the ATR 42/
72 has increased. We promptly identiﬁed the cause of each occurrence, implemented measures, andre-evaluated the eﬀectiveness of past measures.
(*)

Irregular Operations: A situation in which partial malfunction of multiple aircraft systems occur. 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)

48

48

47
39
33

(FY)

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

FY2022 JAL Group Safety Report62

Review of FY2022

Administrative Dispositions andAdministrative GuidanceAircraft Accidents
and Serious Incidents

Irregular
Operations

Safety Events

2.4 Safety Events
2.4.1 Overview
In FY2022, the number of safety events(*) was 373 events, an increase of 87 from the previous year.
The main reason for this increase is that all cases in which the shippers failed to declare the transport
of environmental hazardous substances were reported including those in previous years. In FY2022, asa result of our eﬀorts to inform our customers about bringing in disinfectants, we were able tosigniﬁcantly reduce the number of cases that increased since FY2019 due to the pandemic, and this has
led to a decrease of incidences. For details, see 2.4.3 Major Cases and Countermeasures beginning on
page 9.
(*)

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(Cace)

392

（%）

309

373

286
221

(FY)

【Reference】Comparison with the rate of safety problems excluding cases of carry-on disinfectants (per 1,000 ﬂights)
2018

2019

2020

2021

2022

Rate of safety problems

0.61

1.10

1.70

1.11

1.08

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

0.61

0.75

1.07

0.83

0.83

(*)

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

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FY2022 JAL Group Safety Report7Review of FY2022

2

Administrative Dispositions andAdministrative GuidanceAircraft Accidents
and Serious Incidents

Irregular
Operations

Safety Events

2.4.2 Breakdown

Aircraftmalfunction

Flight related

OthersTOP

FY2022 JAL Group Safety Report8２

Review of FY2022

Administrative Dispositions andAdministrative 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 FY2021 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 (7 cases)
Case

FY22

Breakdown

FY21

Major repairs due to cracks or corrosion of structural members discovered
during routine maintenance2

DHC-8: 1, ATR: 1

2

Major repairs due to cracks or corrosion discovered by inspection based onservice bulletin, among others.

2

737: 1, 767: 1

4

Damage to structural materials discovered during ﬂight maintenance01【System problems】 32 cases (29 cases)
Case

FY22

Breakdown

FY21

Defects of thrust reverser system5787: 1, 767: 1, 737: 3

2

Bird strike

3

A350: 2, 787: 1

4

Defects of auxiliary power unit

1

737: 1

0

Defects of the fuel supply

1

ATR: 10

Navigation system

Defects of Flight Management System (FMS)1

ATR: 10Landing gear

Defects of landing gear storage mechanism

2

EMBRAER: 1, ATR: 1

1

Fuel system

Defects to fuel indicator

1

ATR: 1

1

Defects related to door display

5

737: 5

3

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

4

737: 4

6

Defects related to the ﬂight control system3787: 1, 737: 2

5

Defects involving the cockpit window

3

A350: 1, 787: 2

1

Defects related to the pressurization system2787: 1, DHC-8: 1

3

Defects related to the inﬂight announcement system

1

737: 1

3

EngineOthers(*)

In order to prevent the aircraft from colliding with each other in the air, when it is determined that the aircraft ﬂying around is closer
than the speciﬁed distance, TCAS Resolution Advisory (RA) notiﬁes the ﬂight crew of the danger and automatically instructs them toascend. All JAL Group aircraft are equipped with TCAS.

【Problems with emergency equipment】 10 cases (17 cases)
Case

FY22

Breakdown

FY21

Defects related to emergency equipment

6

737: 3, 767: 1,
777: 1, DHC-8: 1

5

Defects related to emergency lighting

2

DHC-8: 2

11

Defects related to emergency escape signal generator

2

737: 2

1

TOP

FY2022 JAL Group Safety Report9２

Review of FY2022

Administrative Dispositions andAdministrative 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 and announcing the cases.
【Flight operations exceeding operating limitations】 36 cases (26 cases)
Case

FY22

FY21

Exceeding operating limitations

18

14

Exceeding altitude or route deviation from ATC instructions

18

12【Rapid maneuvering according to instructions from warning equipment】 69 cases (41 cases)

Case

FY22

FY21

TCAS Resolution Advisory (RA)(*1)

56

32

Ground Proximity Warning System (GPWS) (*2)

11

6

Returning to the departure airport due to other instrument display abnormalities

2

3

（*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.
（*2)
The GPWS may activate depending on the relationship between the ﬂight path and terrain features. It is designed so thatappropriate maneuvering by pilots in accordance with GPWS instructions will not cause a safety event. In each of the 11 cases, the pilots
responded appropriately to GPWS instructions. The JAL Group has further developed this equipment and has equipped all its aircraftwith Enhanced GPWS (E-GPWS), which memorizes the location of most of the world's terrain and airports, as well as surrounding
obstacles.

Other safety problems
The number of shipments of hazardous materials increased by 63 from the previous ﬁscal year, but themain reason for this increase was the failure to report the transportation of environmental hazardous
substances in the past. In response to this incident, we took measures such as notifying customers
items that are not allowed on board.
In cases related to maintenance and ﬂight control, safety was conﬁrmed by rechecking the aircraft asnecessary, and measures were taken to publicize cases, raise awareness, and review manuals.
【Others】 222 cases (166 cases)
Case

FY22

FY21

Transportation of dangerous goods(*1)

183

120

Issues related to maintenance(*2)

1521Issues related to ﬂight management(*3)

1222Operation of smoke detector in restroom, among others

50Disconnection of cabin parts

30

Dropping of airframe parts

3

1

Other

1

2

(*1)

Transportation of dangerous goods: 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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FY2022 JAL Group Safety Report10

3Achievement of FY2022
Safety Targets

Safety Targets

FY2023 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 have 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.

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
ActionTargets
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 andunexpected incidents. We will use digital technology to create a system that canreliably detect the hazards and risks.
FY2022 Initiatives: 12 page

２. Develop human resources who think and act on the basic foundation of safety
Even if we build a system to keep us safe, the system may not work depending on ourconsciousness 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.
FY2022 Initiatives: 15 page

３. Prepared for environmental changes aﬀecting aviation together with internaland 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.
FY2022 Initiatives: 17 pageTOP

FY2022 JAL Group Safety Report11

３

Safety Targets

Achievement of FY2022
Safety Targets

FY2023 Safety Targets

3.1 Achievement of FY2022 Safety Targets
Achievement of Numerical Targets
In FY2022 we did not achieve our target as there were three air accidents and zero serious
incidents. Please refer to Aircraft Accidents and Serious Incidents on page 5 for more
information.
Achievement of Action Targets
The following three action targets and 17 related measures were implemented in FY2022.
For more information on the initiatives, see below.
１. Use digital technology, expand data collection, deepen analysis, and thoroughly
enforce measures
In FY2022, in addition to information obtained from the aircrafts, we made eﬀorts to collect awide range of information, including weather information, information on crew fatigue, on site
nearmiss information, and information from other companies and industries. Furthermore, thecollected information was analyzed in detail using digital technologies such as big data analysis
technology. With this, eﬀorts were made to prevent unsafe events.
01

Measures to prevent shaking during ﬂight〔Background〕
To prevent injuries caused by shaking during ﬂight, it isimportant for pilots to obtain the latest weather
information to avoid turbulence.
〔Initiatives and Results〕
In order to avoid turbulence during ﬂight, a system wasdeveloped to obtain weather information in real time byproviding an environment in the cockpit where Wi-Fi can beconnected in some aircrafts. Pilots can promptly share theinformation with cabin attendants, who can take preventive
measures against shaking, such as conﬁrming that passengers
were seated with their seat belts fastened.
We will continue to make various eﬀorts to reduce injuries caused by shaking during ﬂight.

02

Managing fatigue risk

〔Background〕
Pilots and cabin attendants are in an environment where fatigue is likely to accumulate
due to irregular duty patterns and time diﬀerences. Being physically and mentally
healthy is an essential for safe ﬂight operations, and the JAL Group is working tomanage the risk of crew fatigue.
〔Initiatives and Results〕
In order to manage fatigue risk for pilots and cabin attendants, we have developed asystem to obtain fatigue information and control the risks. Each JAL Group airline
collected and managed fatigue reports from crews and analyzed the data using various
indicators. Based on the results, we improved crew schedules and other measures tomitigate risks.
We are also considering implementing fatigue assessment software, and will further
promote risk management based on the data.

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FY2022 JAL Group Safety Report12

３

Safety Targets

Achievement of FY2022
Safety Targets

FY2023 Safety Targets

03 Strengthening predictive maintenance〔Background〕
We are working to prevent and predict problems by using
various data obtained from the aircrafts.
〔Initiatives and Results〕
Various data obtained from aircrafts were analyzed using
the latest big data analysis technology and AI. The results
obtained from the analysis were combined with theknowledge and know-how of the mechanic to improveprediction accuracy.
The results of these eﬀorts are reﬂected in the reduction of irregular ﬂights. We will
promote the further use of digital technology to ensure safe boarding for passengers.

04 Eﬀorts to prevent parts from falling from aircraft〔Background〕
We are working on using digital technology to prevent parts fromfalling oﬀ from the aircraft.
〔Initiatives and Results〕
We used digital technology to analyze various kinds of data indetail, from the aircraft through the inside of the engine andreinforced parts to prevent from falling. In addition, we conductedvigilant inspections using aircraft hazard maps for each model. As
a result of our eﬀorts in combination with the predictive
maintenance described above, the total number of falling parts
has decreased(*).
We will continue to provide safe and secure aircrafts.
(*)

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 10 is a summary of the largest classiﬁcation cases.

05 Use of examples from other companies〔Background〕
With the development of aviation technology, the number of aircraft malfunction andhuman errors is decreasing worldwide. In order to prevent the occurrence of unexperienced
failures, we are actively collecting information that have occurred at other companies andutilizing it for our own countermeasures.
〔Initiative and Results〕
In order to prevent unforeseen and unexpected incidents, we developed the system tocollect information from other companies. We expanded the scope of our eﬀorts byanalyzing serious events not only in the airline industry but also in other industries. In
addition, we are using safety information collected and evaluated on our internal portal
site.

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FY2022 JAL Group Safety Report13

３

Safety Targets

Achievement of FY2022
Safety Targets

FY2023 Safety Targets

06 Strengthening internal audits〔Background〕
The JAL Group has been conducting internal audits focusing
on conﬁrmation of compliance to ensure that our Safety
Management System (SMS) complies with laws and internal
regulations.
〔Initiatives and Results〕
In addition to conventional audits, we also made eﬀorts on
conﬁrmation of eﬀectiveness to identify risks which may
interfere safety management system in the future. Applying
conﬁrmation of eﬀectiveness, we identiﬁed issues that could
not be found in conventional audits, for example improving
how to use voluntary reporting system, among others.
We will continue to take action for continuous improvement of SMS by strengthening
internal audits.
07 Eﬀective use of safety information〔Background〕
We collected and visualized a wide range of safety-related
information. To prevent unsafe events and manage risks,
we analyzed the information from multiple angles to be applied ineﬀective safety measures.
〔Initiatives and Results〕
An information technology system, to analyze large amount ofcollected information and other awareness from the frontline,
was introduced and veriﬁed for full-scale operation. By
establishing a system using safety indicators to monitor a wide
range of situations such as the status of safety activities, theoccurrence of aircraft failures, and human errors, we were able
to grasp the safety status in a timely manner and implement
prompt safety measures.
We are making active use of our evolving information processing
technologies to strengthen risk management.

08 Eﬀorts to prevent human errors〔Background〕
In order to prevent the occurrence of human errors, it is important to identify risks byexamining not only the occurrence events and factors, but also the characteristics of theorganization that induce errors and the environmental factors behind them.
〔Initiatives and Results〕
We have created a database of human error cases and have started an analysis based on
the data. We also promoted eﬀorts to expand the human error analysis method (HFACS) tothe entire Group, and provided education on analysis methods at J-AIR and SJO. In
addition, since it is essential to improve research skills in order to determine what isbehind the occurrence of human errors, a hands-on interview education program wasestablished and a pilot test was conducted.
We will continue to promote these initiatives and strengthen measures against humanerror.

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FY2022 JAL Group Safety Report14

３

Safety Targets

Achievement of FY2022
Safety Targets

FY2023 Safety Targets

２. Develop human resources who think and act on the basic foundation of safety
In FY2022, we worked to develop human resources with a high level of safety awarenessthrough the introduction of new education and human resources exchanges in order toestablish a company culture in which safety is the top priority. In addition we establishedgroup norms and implemented initiatives focusing on physical and mental health.
09

Review of safety-related education〔Background〕
In order to nurture human resources who think and act
with safety as a basic premise, it is important to conduct
long-term and continuous education according to their
growth stage.
〔Initiatives and Results〕
In addition to safety training for new employees and new
managers, we have established training for workplace leaders
who have been employed for ten years. This training brings
employees together from the ﬁeld and indirect departments
for example Flight Operations, Cabin Attendants,
Maintenance, Airport Operations and so forth to acquire thesafety knowledge needed as leaders in their workplace and toraise safety awareness through communicating withcolleagues from other departments.
Through the training, participants have renewed their determination to protect
safety at the ten year mark by seeing safety in a new light. See Safety Training by
JAL Group Hierarchy on page 40 for more information, including comments from
employees who attended the training.

10

Eﬀorts to develop safety-oriented human resources〔Background〕
As of March 2023, approximately 99 percent of employees had joined
the company after the JL123 accident in Gunma. We will continue tonurture human resources who are safety-oriented even after 38 years
since the accident.
〔Initiatives and Results〕
Since FY2021, we have assigned young employees from diﬀerent
departments such as Maintenance and Cabin Attendants to the Safety
Promotion Center. These employees are in charge of maintaining theactual site of Osutaka Ridge and operating the Safety Promotion
Center, providing them an opportunity to learn more about past
accidents. In FY2022, we expanded this assignment to involve new
business supporting employees working in the Head Oﬃce.
After this assignment, the young employees pass down theirexperiences at the Safety Promotion Center in their original
department by relating what they learnt about the past accidents.
In this way, we are working to increase the number of safety-oriented
human resources by continuously providing young employees with
opportunities to work at the Safety Promotion Center.

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FY2022 JAL Group Safety Report15

３

Safety Targets

11

Achievement of FY2022
Safety Targets

FY2023 Safety Targets

Ongoing promotion and education〔Background〕
We continue to conduct promotion and education to nurture
human resources and establish a company culture that takes
safety as a basic premise.
〔Initiatives and Results〕
Periodical training is provided to all employees to help themconnect their work with safety in order to maintain strict
group norms against drinking. We conducted promotion andeducation to practice moderate and appropriate drinking, andorganized lectures in cooperation with the The Scheduled
Airlines Association of Japan. The results of our internal
awareness survey indicate high levels of alcohol awarenesshave been maintained showing that our continued promotionand education have been successful.
We will continue our eﬀorts on safety awareness and will restructure our safety
education system to strive to improve the eﬀectiveness of education.

12

Build a pilot support program〔Background〕
Mental and physical health are essential to act with safety as a basic
premise.
For this reason, we are working to establish a company culture where
employees can consult with us with feel at ease.
〔Initiatives and Results〕
The JAL Group has launched the JAL Peer Support Program, a program
designed to support the mental and physical health of pilots who work
under irregular shifts and other unusual circumstances, by allowing
them to express their concerns while remaining anonymous. As a result,the system that enables pilots to attend to their duties accordingly.
In the future, we will extend the same support program to pilots in ourgroup companies.

13

Eﬀorts to address organizational issues〔Background〕
In the event of a glitches and oversights, we analyze not only the immediate factors, suchas human errors, but also the underlying factors to ﬁnd corrective measures. The JAL
Group analyzes the problems from various perspectives - from workplace culture and job
satisfaction.
〔Initiatives and Results〕
In FY2022, when major changes occurred, such as the COVID-19 pandemic and the
expansion of our business scale, to identify the underlying factors, we focused on theorganizational structure, inter-departmental synergies, and other factors. As a result, we
identiﬁed organizational issues such as nurturing human resources and improving thework environment.
The identiﬁed problems were set in our FY2023 safety goals as an objective for theentire Group. (See page 18 for our FY2023 safety targets.)

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FY2022 JAL Group Safety Report16

３

Safety Targets

Achievement of FY2022
Safety Targets

FY2023 Safety Targets

３. Prepared for environmental changes aﬀecting aviation together with internal andexternal parties
In FY2022, we prepared for various environmental changes and contingencies such as
diversifying threats of terrorism and dreadful disasters. For air mobility, a new infrastructure
for solving social issues, we created a safety system by utilizing our acquired knowledge andknow-how through aviation.
14

Introduction of advanced security inspection equipment〔Background〕
The JAL Group is strengthening measures against diversifying threats of terrorism byutilizing the state-of-the-art technology.
〔Initiatives and Results〕
We implemented an inspection equipment that uses Computed Tomography (CT), which
has a higher detection capability than conventional equipment. This equipment, which
generates three dimensional images, we were able to improve the inspection accuracyof personal belongings and reduce the risks of terrorism.

15

Promotion of activities to reduce safety risks〔Background〕
In an environment that is constantly changing, such as the unstable global situation, it
is important to actively collect information not only from within the company but also
from outside the company in order to reduce risks related to security.
〔Initiatives and Results〕
In addition to cooperating with security information specialists, we have established asystem for recognizing and reducing risks by collecting the latest information on
domestic and international security in a timely manner. This includes exchanging
opinions on hazards and risks with security personnel from other companies in Japanand overseas.

16

Creating a safe system for air mobility〔Background〕
Drones and ﬂying cars hold great promise as a new
infrastructure for solving social problems and achieve
economic growth. The JAL Group is working to build a safety
management system that meets the unique challenges of air
mobility by utilizing our knowledge and experience in safety
management.
〔Initiatives and Results〕
By demonstrating remote-controlled long haul ﬂight of cargo transport, we veriﬁed
our system to operate drones safely and eﬃciently.
We will continue to conduct test ﬂights and use the obtained data to establish
operating methods, maintenance and inspection, and emergency measures to improve
the safety of air mobility.

17

Disaster preparedness〔Background〕
In recent years, earthquakes and torrential rain and other severe natural disasters havesurfaced. Even in the event of unforeseen situations, it is important for public transportation
operators to restore its systems as soon as possible.

〔Initiatives and Results〕
Based on our Disaster Response Regulations, we formulated a plan to ensure our operation
continues. As a natural disaster measure, this includes checking our communication systems. To
verify the eﬀectiveness of the plan, we conducted a simulation exercise assuming actual
earthquakes and other disasters.

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FY2022 JAL Group Safety Report17

３

Safety Targets

Achievement of FY2022
Safety Targets

FY2023 Safety Targets

3.2 FY2023 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 nineteen measures.

1. Use digital technology, expand date collection, deepen analysis, andthoroughly enforce measures
01 Measures to prevent shaking during ﬂight 02 Managing fatigue risk

Eﬀorts to prevent parts
from falling from aircrafts

03 Strengthen predictive maintenance

04

05 Use of examples from other companies

Inspection of engine internal
06 Strengthening internal audits parts
to prevent falling of parts

07 Eﬀective use of safety information

08 Eﬀorts to prevent human errors

2. Develop human resources who think and act on the basic foundation of safety

Eﬀorts to develop
safety-oriented human resources

09 Review of safety-related education

10

11 Ongoing promotion and education

12 Build a pilot support program

Establishment of a system

JAL Peer Support Program
allows ﬂight crews to
consult anonymously

13 Eﬀorts to address organizational issues 14 for sustainable developmentof professional human resourcesNew

3. Prepared for environmental changes aﬀecting aviation together with internaland external parties
15 Introduction of advanced security inspection 16

equipment
17 Creating a safe system for air mobility

18

Promotion of activities
to reduce safety risks
Disaster preparedness
Advanced Security Inspection
Facility
JAL SMART SECURITY

19 Creating a safe environment for employees toconcentrate on customer service

New

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FY2022 JAL Group Safety Report18

4

Safety Management System

Safety Management
PolicySafety Management
Structure

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 theireveryday work 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. Management declares the safety policy,
which is communicated to all Group companies, safety targets are established each ﬁscal year, andall JAL Group employees including management perform their duties in accordance with the SMS tomaintain and enhance ﬂight safety of the entire JAL Group.
Furthermore, to maintain high levels of safety, top 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
Management receives the reports from the Safety Enhancement
Council which established the Safety Management Policies.
Management decides and take necessary action about the reports
about the safety target achievement status, safety audit results,
occurrence of serious accidents and safety events, and prevention
or recurrence prevention measures status to operate our SMS.

Management

Divisions
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 resultsof PDCA cycle and instructions from Management
and Corporate Safety & Safety Division.
Corporate Safety and Security Division
The Corporate Safety and Security Division
implements our SMS in all group levels and makes
improvements based on instructions frommanagement and status reports from theirdivisions. It submits reports on SMS
implementation and improvement to management,
identiﬁes issues facing each division, and gives
instructions to correct the situation.

Plan

Do

Act

Check

Plan

Do

Plan

Do

Act

Check

Act

Check

Divisions

Corporate Safety
and Security
Division

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.

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４

Safety Management
PolicySafety Management System

Safety Management
Structure

Implementation of Safety
Management System

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 withshared 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

President ofGroup Airlines

Chief Safety Oﬃcer

SVP of
Corporate
Safety andSecurity

SpecialCommittee on
Alcohol in Each
Division

議員MemberGroup
Operational
SafetyPromotion
Committee

Chair

SVP ofFlightOperations

SVP ofEngineeringandMaintenance

SVP ofCabin
Attendants

SVP of
AirportOperations

SVP ofOperations

SVP of Cargoand Mail

VP of Flight
SafetyManagement

VP of
MaintenanceManagement

VP of
Cabin
SafetyVP ofStationOperations

VP ofOperations
Safety andQuality

VP of Cargo and
Mail
Administration

SafetyCommittee of
Each Division

MemberRelevant Directors ofGroup Airlines

Safety Committee（Names vary by company）

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

Safety Management StructureTOP

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４

Safety Management System

Safety Management
PolicySafety Management
Structure

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 (Chief
Safety Oﬃcer). The Chief Safety Oﬃcer is appointed by the President of each company.
The Chief Safety Oﬃcer of each JAL Group airline is as follows. (April 1, 2022 to March 31, 2023)

Company
Japan Airlines

Chief Safety Oﬃcer

Term of Oﬃce

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

J-AIRManaging Director

KURONO Kotaro

Japan Transocean Air

Director, Managing Executive Oﬃcer

OSHIRO Yoshinobu

Japan Air Commuter

Director

TOMITA Shinobu

Managing Director

KOMURO Toshinobu

April 1, 2019 to June 16, 2022

Director

KONO Toshiyuki

June 17, 2022 –Executive Oﬃcer

YOSHIDA Satoshi

April 1, 2022 to May 31, 2022

Executive Oﬃcer

SAITO Kazuyuki

June 1, 2022

Director

YOSHIZAWA Kenichi

Director, Executive Vice President

SHIN Toshinori

September 1, 2019 to June 30, 2022

Director

KAMIYA Hiroshi

July 1, 2022

April 1, 2020 to March 31, 2023

Ryukyu Air Commuter

Hokkaido Air System

ZIPAIR Tokyo

SPRING JAPANTOP

FY2022 JAL Group Safety Report21

４

Safety Management
PolicySafety Management System

Safety Management
Structure

Implementation of Safety
Management System

4.2.4 Safety Management Structure of Each Group Airline
Organizations and employees: as of March 2023 (excluding employees on leave)

4.2.4.1 Japan Airlines
4.2.4.1.1 Safety management structure

Special Committee on
Alcohol-related Measures

PresidentGroup Safety
Enhancement Council

Chief Safety Oﬃcer

Group Operational
Safety Promotion
Committee
Corporate Safety andSecurity

Special Committee on
Alcohol-related Measuresin Each Division

62

Flight Operations

Engineering and
Maintenance

2,660

(*1)

Flight Safety
Management

154

MaintenanceManagement45（in division）

16（in division）

Flight Operations
Safety Committee

Maintenance Safety
Committee

Cabin Attendants

Airport Operations
715

6,108

Station Operation
Planning

Cabin Safety
14（in division）

Cabin Safety
Committee

Operations(*2)

59（in division）

Cargo and Mail

310

472(*3)Operation Safety
and Quality

Administration

18（in division）

Airport Safety
Committee

Operations Safety
Committee

15（in division）

Cargo Safety
Committee(*1)

The Engineering and Maintenance Division has 4,278 employees including JAL Engineering employees.
(Refer to page 31 and 32 for details of Outsourcing of Aircraft Maintenance.)(*2)
The Airport Operations Division has 9,113 employees including employees of 11 JAL Group companies such as JAL SKY and JAL Ground
Service.
(*3)
The Cargo and Mail Division has 1,437 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

Pilots2,334

Flight Operations

Maintenanceengineers

119(*4)Cabin
attendants

6,120

Cabin Attendants

Dispatchers82(*6)

Operations

Remarks

Engineering and MaintenanceIncludes 100 qualiﬁed
maintenance engineers(*5)(*4)

There are 2,999 employees engaged in maintenance including JAL Engineering employees, of which 1,748 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 82 dispatchers including employees of JAL SKY.

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Safety Management System

Safety Management
PolicySafety Management
Structure

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 of the company.
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, and preserve JAL Group assets in the event of a natural disastersuch as ﬁres, explosions, wind, ﬂood and snow damage, earthquakes and tsunami triggered by anearthquake, 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 committee has been established to manage alcohol-related risks of pilots, cabin attendants,
maintenance engineers, dispatchers, and drivers in the airport. It is composed of JAL’s Chief 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.

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FY2022 JAL Group Safety Report23

４

Safety Management
PolicySafety Management System

Safety Management
Structure

Implementation of Safety
Management System

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 Safety Oﬃcer
Safety Committee

Special Committee on
Alcohol-related Measuresin Each DivisionCorporate Safety and Security
3

Flight Operations

MaintenanceCabin Attendants

Airport and Operations

375

1

321

8

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

Number of employees

Organization

Remarks

Pilots333

Flight Operations

Cabinattendants

318

Cabin Attendants

Dispatchers

42

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-committee of the Operational Safety Promotion Committee,
is composed of employees of each division. It establishes and promotes safety enhancement
measures through coordination between divisions.
Special Committee on Alcohol-related Measures
The committee is operated under the responsibility and authority of the Chief Safety Oﬃcer inorder to take an organization-wide systematic approach towards the prevention of alcohol-related
incidents as part of eﬀorts to rebuild alcohol consumption measures.
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Safety Management
PolicySafety Management System

Safety Management
Structure

Implementation of Safety
Management System

4.2.4.3 Japan Transocean Air
4.2.4.3.1 Safety management structure社

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

総合安全推進委員会
Operational Safety
Promotion Committee

長President

安全統括管理者
Chief Safety Oﬃcer

安全推進部
Corporate Safety and Security

Flight Operations and運航・整備連絡会議
Maintenance Liaison
Conference5

Flight Operations

整備部門
Maintenance

客室部門
Cabin Attendants

197

275

299

空港部門
Airport38名

40

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

Organization

Pilots158

Flight Operations

Maintenance engineers

180

MaintenanceCabin attendants

286

Cabin Attendants

Dispatchers

21

AirportRemarks

Of these, 113 employees are
qualiﬁed for maintenance engineer

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 the executiveoﬃcers 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, and disseminate 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 the two divisions to contribute to ﬂight safety.
Special Committee on Alcohol-related Measures
The committee is operated under the responsibility and authority of the Chief Safety Oﬃcer in order to take anorganization-wide systematic approach towards the prevention of alcohol-related incidents as part of eﬀorts torebuild alcohol consumption measures.

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Safety Management
PolicySafety Management System

Safety Management
Structure

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
MeasuresPresident

Operational Safety
Promotion Committee

Chief Safety Oﬃcer

Safety Committee

Corporate Safety
and Security
5

Flight Operations

MaintenanceCabin Attendants

CORPORATE PLANNING
Airport Groups

Operations Control

128

167

70

2

12

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

Organization

Pilots98

Flight Operations

Maintenance engineers

115

MaintenanceCabin attendants

70

Cabin Attendants

Dispatchers

12

Operations Control

Remarks

Of these, 80 employees are qualiﬁed
for maintenance engineer

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 each division. It promotes communication between divisions, and drafts proposals, coordinates andpromotes safety enhancement measures.
Special Committee on Alcohol-related Measures
The committee is operated under the responsibility and authority of the Chief Safety Oﬃcer in order to take anorganization-wide systematic approach towards the prevention of alcohol-related incidents as part of eﬀorts torebuild alcohol consumption measures.

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FY2022 JAL Group Safety Report26

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Safety Management
PolicySafety Management System

Safety Management
Structure

Implementation of Safety
Management System

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 Safety Oﬃcer

Corporate Safety
2

Flight Operations

Crew

Maintenance

Administration

5

77

40

12

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

Organization

Pilots46

Crew

Maintenanceengineers

20

MaintenanceCabin attendants

24

Crew

Dispatchers

21

Flight Operations

Remarks

Of these, 14 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 inorder to take 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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Safety Management
PolicySafety Management System

Safety Management
Structure

Implementation of Safety
Management System

4.2.4.6 Hokkaido Air System
4.2.4.6.1 Safety management structure

Operational Safety
Promotion Committee

President

Alcohol Measures
Committee

Safety Meeting

Chief Safety Oﬃcer

Corporate Safety &Security
2
Operations
63

AirportCabin
Attendants

2

17Operations
Planning

Operations
Control

FlightCrew

Flight
Check

Maintenance

6

27

3

3

5

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

Number of employees

Organization

Pilots29

Flight Crews

Cabin attendants

17

Cabin Attendants

Dispatchers

6

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 offrontline divisions, has been established to drive the SMS from the frontline perspective.
Alcohol Measures Committee
The committee is operated under the responsibility and authority of the Chief Safety Oﬃcer in orderto take an organization-wide systematic approach towards the prevention of alcohol-related
incidents as part of eﬀorts to rebuild alcohol consumption measures.
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FY2022 JAL Group Safety Report28

４

Safety Management
PolicySafety Management System

Safety Management
Structure

Implementation of Safety
Management System

4.2.4.7 ZIPAIR Tokyo
4.2.4.7.1 Safety management structure

President

Operational Safety
Promotion Committee

Chief Safety Oﬃcer

Alcohol Measures
Special Committee
Corporate Safety &Security
3

SVP of Operation

Flight Operation
Support Team

Maintenance Team

Cabin Team

Airport TeamOSAT

41(*1)

2

3

12

14(*2)(*1)

Including 36 dispatchers shared with Japan Airlines
OSAT：Operation Support & Action Team(*2)

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

Number of employees

Organization

Pilots120

Flight Operations Team

Cabin attendants

298

Passenger Operations teamDispatchers

36

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 inorder to take 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

President & CEO
Alcohol Measures
Special Committee

Safety Promotion
Committee

Chief Safety Oﬃcer
Safety Promotion and
Security Development
Department

Flight Operations Risk
Management Meeting

11

Flight Operations
Department

Maintenance & Engineering
Department

Inﬂight Services
Department

Flight Dispatcher
Department

General Operation
Aﬀairs Department

Operation Management
Department

116

4

111

48

20

5

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

Number of employees

Organization

Pilots90

Flight Operations Department

Cabin
attendants

103

Inﬂight Services Department

Dispatchers

11

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, and relevant executive oﬃces andemployees attend safety meetings of JAL, where they maintain close coordination and share information, anddisseminate 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 to review safety management practices within thedepartment and provide feedback. The results are reported to the Safety Promotion Committee through the
Flight Operations Risk Management Meeting.
Alcohol Measures Special Committee
The committee is operated under the responsibility and authority of the Chief Safety Oﬃcer to ensurecompany-wide management of alcohol consumption measures, information gathering and analysis, andimplementation 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

Contractor

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

Japan Airlines
ZIPAIR Tokyo

Tools used for maintenance work

JAL Engineering

BOEING 787

J-AIR

EMBRAER 170/EMBRAER 190

SPRING JAPANBOEING 737-800

Hokkaido Air System

Maintenance workby JAL Engineering

Japan Air Commuter

ATR42-600

When maintenance management is outsourced to a JAL Group
company, the person responsible for management of the outsourcing
party supervises everyday work and conducts an annual quality audit.
The contractor also assigns a person responsible for management,
who closely exchanges information with the outsourcing party andensures that maintenance work 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 of maintenance work
In addition to outsourcing of aircraft maintenance management described in the preceding Section A,
the JAL Group provides outsourced maintenance services for companies within 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
We gather a wide range of information from reports on unsafe behavior and acts, the ﬂight data
analysis program, crew fatigue risk management program, and alcohol risk management program, anduse it to prevent safety events. 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)
We acknowledge that fatigue is a present symptom in cockpit and cabin crew duties, and therefore, wemanage fatigue-related risks and make eﬀorts to mitigate the risks in order to improve ﬂight safety.
JAL’s fatigue risk management program applies to all ﬂights operated by the company. It is based on
scientiﬁc and historical data and is driven by continuous risk management. Fatigue risk management isonly possible when the company and crew responsibly fulﬁll their respective duties.

The collected information is disseminated to JAL Group employees in internal documents to preventthe 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.

Identify hazards

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 are managed 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, and the resulting events (safety events).

Assess risk
foridentiﬁcationof the mainrisks

We determine the severity of consequences and the probability ofoccurrence, assess the acceptability of the risk level and examine the needto take action. Multiple risks are prioritized, as necessary, to know which
ones are most urgent.
In addition to risk assessment by departments where risks have emerged,
the Corporate Safety and Security Division assesses hazards within theGroup using Event Risk Classiﬁcation (ERC) to detect potential risks as earlyas possible.
■Risk assessment by Event Risk Classiﬁcation (ERC)
Events are assessed from the viewpoint of thelikelihood of hazardous events and the eﬀectiveness ofcurrent control mechanisms (safety barriers) in orderto strengthen proactive prevention of accidents. We
also monitor the trend of concentration and frequency
of events by scoring the risks and plotting them ineach ﬁeld for a certain period of time. When the
cumulative score exceeds the threshold, we identify
the safety issue and take mitigation measures, asnecessary.

Each department establishes and implements measures to eliminate eachhazard so that high priority risks are reduced to a tolerable level.
Establishmeasures

Monitor andreview■Causal analysis by Human Factors Analysis and Classiﬁcation System (HFACS)
In order to reduce human error, we analyze not only unsafe behavior but also awide range of factors such as procedures, working environments andorganizational impacts, and take measures against underlying risk factors. We also
statistically analyze the identiﬁed factors and address potential organizational
issues to proactively prevent human error.

We set up and monitor Safety Performance Indicators (SPI) on risk
mitigation measures and assess their eﬀectiveness. If the risk level isdetermined not to be acceptable, additional measures are established andimplemented to ensure that the safety management system functionseﬀectively.

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Example of risk identiﬁed by ERC and mitigation measures

Unsafe event

Identify hazard

Assess risk

On the A350, the storage door in the kitchen opened and the garbage caninside fell forward.
It was found that when the aircraft tilted forward during landing, the storage
door would open if the latch was not locked.

There was possible that injury could occur to passengers and the crew.

Establishmeasures

Attention was called to the crew about the way to push thelatch and how the angle should look.

Monitor andreview

No such cases occurred after the measures were implemented.

4.3.3 Disaster Measures
As natural disasters have become more frequent and severe, aﬀecting social and economic activities
including everyday life, it has become imperative for 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.

4.3.4 Internal Audits
The JAL Group conducted internal audits in accordance with safety management regulations to conﬁrm
that the safety management system complies with laws and internal regulations and that the system isproperly operated and functioning eﬀectively. In addition, the IOSA(*) registered companies, JAL, J-AIR,and JTA, have conducted internal audits based on IATA requirements to ensure compliance with thestandards 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.

4.3.5 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 safety management system and directs
improvement as necessary.

4.3.6 Management of Change
Expansion and downsizing of organizations or changes to facilities, systems, processes and procedures
due to internal and external changes in the environment may unintentionally create new hazards 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.

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4.3.7 Third-Party Assessments
4.3.7.1 Transport Safety Management Assessment
In FY2022, J-AIR, RAC, and SJO underwent a Transport Safety Management Assessment(*1) by MLIT
Minister's Secretariat. Necessary measures will be taken to address Advice and Expectations below(*2). As
for the other JAL Group airlines, we reported the status of top management and the Chief SafetyOﬃcer, and safety management enhancement measures on an SMS Status Conﬁrmation Form.

【Assessment】【Advice】

J-AIR

In order to ensure that eﬀorts of the lessons learned from accidents basedon the Three Actuals Principle will not cease even during the COVID-19
pandemic, J-AIR has established a new safety education facility at its HeadOﬃce and is promoting initiatives based on the situation.

RAC

By visualization, human error was reduced, which in turn leads toprotecting colleagues at work.

SJO

In addition to compliance audits, we have established a system to check
whether the PDCA cycle of the safety management system is functioning
eﬀectively by adopting an audit method mainly for checking eﬀectiveness.

J-AIR

None

RAC

Develop a Business Continuity Plan (BCP) and an associated action plan inline with the environment surrounding the company by accurately
identifying the risks of natural disasters based on the overlapping hazard
map.

SJO

Review and improve measures for natural disasters by incorporating
management reviews for natural disasters at the end of the ﬁscal year.

J-AIR

Eﬀorts must be made to complement each other in order to prevent
accidents by selecting matters to be commended by the Aviation Safety
Promotion Committee.

RAC

To establish a company-wide assertion culture, the business management
division shall take the lead in establishing and improving assertions andfostering employees to complement each other.

SJO

To foster and promote employees to compliment each other as an initiative
to maintain and improve employee motivation, including the distribution of
thank you letters based on assertions among employees and theestablishment of a system for commending employees from top
management.

【Expectations】(*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 Safety Management System (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

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

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4.3.7.2 Safety Audit by the Authorities
In FY2022, the JAL Group airlines undertook a total of 99(*1) safety audits by the JCAB, MLIT(*2). We
analyzed the cause of problems, considered measures and took the following corrective measures.
・Setting up appropriate mechanisms for storing information related to hazardous
materials
・Appropriate establishment of planning procedures for return training of ﬂight crews
・Setting up appropriate procedures for implementing change control
・Setting up appropriate procedures for conducting alcohol testing for ﬂight attendants in
between ﬂights and setting up education for ﬂight attendants to improve their
independence in the testing(*1)

En-route audit is not included.
Safety audit by the JCAB, MLIT: An inspection conducted by the JCAB, MLIT at the premises of the airline’s head oﬃce divisions, airportbases, training facilities and other facilities to conﬁrm the establishment of the SMS and performance of duties by ﬂight operations,maintenance and other divisions.
(*2)

4.3.7.3 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.）
KOBAYASHI Eizo
（Important positions concurrently assumed outside the Company）
・Emeritus Director of ITOCHU Corporation
・Outside Director of Japan Exchange Group, Inc.

HATCHOJI Sonoko
OutsideDirectors（Important positions concurrently assumed outside the Company）
・Outside Director of Daicel Corporation
・Outside Director of Maruha Nichiro Corporation

YANAGI Hiroyuki（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

KAMO Osamu（Important positions concurrently assumed outside the Company）
・Attorney at Law, Managing Partner of Ginza Sogo Law Oﬃce
・Outside Auditor & Supervisory Board Member of Azearth Corporation

OutsideAuditors andSupervisory
Board Member

KUBO Shinsuke（Important positions concurrently assumed outside the Company）
・Managing Partner of Kyoei Accounting Oﬃce
・Outside Auditor & Supervisory Board Member of KAWASAKI KISEN
KAISHA, Ltd.

OKADA Joji
（Important positions concurrently assumed outside the Company）
・External Director of Japan Exchange Regulation（As of April 1,2023）

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4.3.7.4 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.

Follow-up meeting with management

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

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

HATAMURA Yotaro

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

KAMATA Shinichi

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

HAGA Shigeru

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

KOMATSUBARA
Akinori

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

4.3.7.5 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.

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4.3.8 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.

4.3.8.1 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 the Osutaka Ridge, the "actual place" of the accident, to console the souls of thevictims, 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 Osutaka Ridge 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 confronting them, andwe take a vow to ensure safety by bearing in mind the importancethat the JAL Group's work is to look after our customers' precious
lives and assets. The Safety Promotion Center is open to the public,
and as of the end of March 2023, there were more than 280,000
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.
In ﬁscal 2022, we gave lectures on topics that cover not only
aircraft accidents but also safety in a broader sense.
Voice of an employee-guide at the Safety Promotion Center

YAMAMOTO Kaede
Corporate Safety and Security,
Japan Airlines

At the Safety Promotion Center, the wishes of the victims, bereaved
families, and related parties are displayed to remind us that the tragic
accident should never occur again. As a guide at the Center, which is thestarting point of safety, I instilled the bereaved families’ thoughts that will
never be healed no matter how many years pass. Even though majority of ouremployees are from a generation before the accident, it is important foreach of us, from new employees to management to face the fact that theaccident happened, to take responsibility deeply into our hearts, and toprotect safe operations daily. By ensuring that the lessons learned from theaccident and the preciousness of life are passed onto future generations, I
strive to make all employees identify with and think of the importance of
ﬂight safety and to take action.

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4.3.8.2 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.

4.3.8.2.1 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.

4.3.8.2.2 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 Osutaka Ridge, 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.
Safety Seminarfor New Employees
The JAL Group provides acommon Group education
program for new employees forthem to be aware of, toidentify with, and to think
about JAL’s past accidents andconsider what they each needto do to ensure safety with asense of ownership.

Safety Seminarfor Employees withTen Years of Employment

NEW

The JAL Group provides thisprogram for employees withten years of employment. This
is to provide them, as aworkplace leader, to learn theperspectives and ideas
necessary to lead small groups
while serving as a role model topromote safety awareness.

Safety Seminarfor New Managers
The JAL Group provides
education for new managers to
renew their awareness of therelationships between their
responsibilities asorganizational leaders andsafety.

Comments from a Participant of the Safety Seminar for Employees with Ten Years of Employment

TOMINAGA Moe
Cabin Attendants Division,
Japan Airlines

Ten years have passed since I joined the company, and as my position and role has changed. I
have gained diﬀerent perspectives and new awareness from the safety seminar I received
when I joined the company. In addition, by mentioning the three facts again, I became acutely
aware of the tragedy of the accident and the gravity of the fact that many lives were lost.
It was a good opportunity for me to reﬂect on my safety awareness and objectives ofobserving safety. In addition, through discussions with my contemporaries who are working
toward the same goal of safe ﬂight operations, I was able to share my struggles as a leader
and the diﬃculties I have in interacting with my peers. As a leader, I would like to create anenvironment where it is easy to report and point things out, have a ``second to the third
person’’ point of view, and be the center of the vortex so that everyone can work with thesame sense of safety.

4.3.8.2.3 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 Osutaka Ridge, asecond to the third person perspective seminar, and a safety seminarfor interindustry exchanges. We strive to raise safety awarenessthrough the participation of employees from both domestic andoverseas job categories and regions by holding conversations about
Online tour
safety.
of the Safety Promotion CenterTOP

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4.3.8.3 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.

4.3.8.3.1 Pilots
Pilots begin as trainees to learn ﬂight basics such as training, checking and ﬂying experiences before becoming
co-pilots. It takes more than ten years to be promoted to become a captain of a ship. In addition, even after
becoming a ﬁrst oﬃcer or a captain, it is legally required to undergo regular training and tests every year.
They undergo various training tests using ﬂight simulators, not only for controlling aircraft but also forhandling abnormal and emergency situations. In the past, training tests for pilots focused on personal ﬂying
skills (technical skills), such as the accuracy of manual handling and maneuvering in the event of engine
failure. In addition to these, more emphasis has been placed on the contents of modern aircraft operations.
For example, how to respond to various problems and changes in
ﬂight situations and how the captain and the ﬁrst oﬃcer form ateam to solve problems by communicating appropriately. We place
importance on the skills (non-technical skills) that enable the team
to function and manage the ﬂight safely. To improve competency (*)
worldwide practical training tests applying the Competency-based
Training and Assessment (CBTA) are deployed. JAL has also
introduced CBTA to improve its ability to cope with various
situations and enhance safety (resilience). We also use IT toanalyze and utilize training, and check data and various
information obtained from route operations to improve training
and checks.
(*) Competencies: Skills, Knowledge, and Attitude competency factors that form the basis of ﬂight crew behavior to address various
situations and enhance safety. (Skills include technical and non-technical skills)

4.3.8.3.2 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 torespond quickly and reliably in the event of an emergency,
we conduct training on measures such as emergency landing(including water landing), ﬁre, sudden depressurization,
operation of escape doors, and measures to protect safety.
Later, during the periodic rescue training, we prepare training contents to maintain skills andknowledge, cooperation with pilots and colleagues so that each cabin attendant can independently
demonstrate their abilities and respond to emergency situations.
In addition, periodic safety training is provided to ensure that employees properly understand thesafety procedures and related laws and regulations speciﬁed in the manual.

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4.3.8.3.3 Maintenance Engineers
After joining the company, maintenance engineers are educated and trained in a well-planned manner to acquirevarious qualiﬁcations including internal, Japanese and European qualiﬁcations. They are required to continuously
gain advanced knowledge and skills. In the training course for mechanics, they not only acquire expertise inaircraft maintenance, but are also receive fundamental education that incorporates the active learning method
through repeated interactive dialogues. This aids engineers to gain the ability to think and communicate, while
also strengthening their ability to explore and think about problems and issues.
In addition, with the aim to further improve their mechanic skills, led by highly skilled mechanics (such as top
meisters), the organization is working to raise the skill level of the entire organization to carry out activities todevelop distinguished mechanics. In addition, the following education and training are conducted to develop a
correct understanding of the quality system, a strong sense of responsibility, and mission for safety.
・Human factors training
・Quality assurance training
・Safety forums
・Education by grade

4.3.8.3.4 Dispatchers
After joining the company, dispatchers are educated and trained on awide range of subjects relating to aircraft, including aeronauticalmeteorology, aviation regulations, aircraft systems, and air traﬃccontrol. They must pass competency tests for aircraft dispatchers,
which is a national qualiﬁcation. Thereafter they must further increase
their knowledge and skills through hands-on experience and training topass the company’s practical and oral examinations in order to work as
a JAL Group dispatcher. After passing the examination, they continue
to brush up on their knowledge through periodical examinations andtraining sessions, to ensure they maintain the necessary knowledge andskills.
In addition, we are implementing IOC(*1) Competency(*2) education as an initiative that will lead to the growth ofeach dispatcher. This is to prepare the dispatchers for all types of operational risks to support safe and secure
operations in the face of signiﬁcant changes in the environment surrounding operations, such as natural
disasters and conﬂicts. We support the safe operation of the aircraft through the training, examination, anddaily operations described above.
(*1)

IOC: An organization for centrally managing operations of the JAL GroupIOC competency: Competencies (behavioral characteristics) deﬁned by ICAO, adapted for IOC staﬀ Communication, Situation Awareness,
Workload Management, Problem Solving/Decision Making, Team Building, Strengthening Organizational Functions, Specialty Skills, and Applicationof Procedures and Regulations
(*2)

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FY2022 JAL Group Safety Report42

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Safety Management System

Safety Management
PolicySafety Management
Structure

Implementation of Safety
Management System

4.3.8.4 Safety-related communication
The JAL Group is focusing on a variety of initiatives that focus on the workplace culture and the
motivation of employees, such as creating an atmosphere in which opinions and consultations can becasually held in the workplace, and praising the contributions of employees who take their daily work
seriously. We are working to foster a culture of safety through these initiatives.

4.3.8.4.1 Direct communication between employees and management
The JAL Group provides opportunities for top management
and executive oﬃcers of Flight Operations, Engineering and
Maintenance, Cabin Attendants, Airport Operations,Operations, Cargo and Mail, and other production divisions tovisit frontlines on a regular basis to communicate directlywith 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 totry to identify the issues at the frontlines.

Workplace visit by executive oﬃcers

4.3.8.4.2 Communication Leader Meeting (CLM)
The CLM is a meeting where employees in various
occupations and divisions assemble from all over Japan
to communicate with each other to create an open
corporate culture, promote autonomous activities, andstrengthen frontline capabilities. This is an initiative tobring co-workers together to make connections andbroaden their perspectives by discussing and solving
active or latent issues within the JAL Group.
CLM Activities Reporting Meetingfor Management

4.3.8.4.3 Employee recognition awards
The JAL Group awards the employees with the aim to foster aculture to compliment each other and enhance safety
awareness. In the JAL Awards Fortress of Safety category,
employees are awarded for such actions as proactively
preventing events that aﬀect safe operations by acting inaccordance with the Safety Charter or analyzing and reporting
irregularities, and contributing signiﬁcantly to sharing
knowledge and actively preventing recurrence.
In addition to the above awards, the Senior Vice President ofCorporate Safety and Security presents a Certiﬁcate ofAppreciation to employees for detecting abnormal situations
and preventing trouble.

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Certiﬁcate of Appreciation
Presentation Ceremony

FY2022 JAL Group Safety Report43

5

JAL Group Passenger
Traﬃc Data

Data

JAL Group Fleet
and Aircrafts

５．Data
5.1 JAL Group Passenger Traﬃc Data
5.1.1 Aircraft types

Key
RPK= Revenue Passenger Kilometers
RTK= Revenue Ton Kilometer
Note:＊Data includes sales by other airline partners on JAL operated ﬂights.
＊Starting FY2020, International Financial Reporting Standards (IFRS) have been applied, in which award tickets are counted 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.
＊The data of SJO is from June 29, 2021.

5.1.2 Route5.1.2.1 International
Combined international traﬃc data of the JAL Group (JAL, ZIP, SJO )Key
RPK= Revenue Passenger Kilometers
ASK= Available Seat Kilometers
L/F= Load Factor=RPK÷ASK
Note:＊Data includes sales by other airline partners on JAL operated ﬂights.
＊Starting FY2020, International Financial Reporting Standards (IFRS) have been applied, in which award tickets are counted as revenue
tickets. As a result, the ﬁgures listed above (Passengers, RPK, LF) include passengers traveling with an award ticket.
＊Tickets sold as codeshare ﬂights operated by a partner carrier are not included in the data.
＊The data of SJO is from June 29, 2021.

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FY2022 JAL Group Safety Report

44

５

Data

JAL Group Passenger
Traﬃc Data

JAL Group Fleet
and Aircrafts

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

FY2022 JAL Group Safety Report

45

５

Data

JAL Group Passenger
Traﬃc Data

JAL Group Fleet
and Aircrafts

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FY2022 JAL Group Safety Report

46

５

Data

JAL Group Passenger
Traﬃc Data

JAL Group Fleet
and Aircrafts＊Excluding charter ﬂights and codeshare ﬂights＊L/F=Load Factor=RPK÷ASK
＊The data of SJO is from June 29, 2021.
＊Starting FY2020, International Financial Reporting Standards (IFRS) have been applied, in which award tickets are counted as revenue tickets. As aresult, the ﬁgures listed above (Passengers, RPK, LF) include passengers traveling with an award ticket.

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FY2022 JAL Group Safety Report

47

５

Data

JAL Group Passenger
Traﬃc Data

JAL Group Fleet
and Aircrafts

5.2 JAL Group Fleet and Aircrafts
AIRBUS A350

BOEING 777

BOEING 737-800

EMBRAER 190

ATR 42-600

Number of Aircrafts: 16

BOEING 787

Number of Aircrafts: 52

Operator: JAL

Operator: JAL/ZIP

Number of Seats: 369-391

Number of Seats: 161-290

Service Entry: 2019

Service Entry: 2012

Average Age: 2.3

Average Age: 6.8

Average Yearly FH: 2,790

Average Yearly FH: 4,099

Average Yearly FC: 1,517

Average Yearly FC: 687

Number of Aircrafts: 16

BOEING 767

Number of Aircrafts: 27

Operator: JAL

Operator: JAL

Number of Seats: 236-500

Number of Seats: 199-261

Service Entry: 1996

Service Entry: 1985

Average Age: 16.7

Average Age: 15.8

Average Yearly FH: 4,427

Average Yearly FH: 2,906

Average Yearly FC: 686

Average Yearly FC: 1,367

Number of Aircrafts: 62

EMBRAER 170

Number of Aircrafts: 18

Operator: JAL/JTA/SJO

Operator: J-AIR

Number of Seats: 144-189

Number of Seats: 76

Service Entry: 2006

Service Entry: 2008

Average Age: 11.0

Average Age: 11.2

Average Yearly FH: 2,704

Average Yearly FH: 2,200

Average Yearly FC: 1,755

Average Yearly FC: 2,750

Number of Aircrafts:

14

DE HAVILLAND DHC-8-400
CARGO COMBI

Number of Aircrafts:

5

Operator: J-AIR

Operator: RAC

Number of Seats: 95

Number of Seats: 50

Service Entry: 2016

Service Entry: 2016

Average Age: 5.8

Average Age: 6.4

Average Yearly FH: 2,390

Average Yearly FH: 1,926

Average Yearly FC: 2,220

Average Yearly FC: 2,893

Number of Aircrafts: 12

ATR 72-600

Number of Aircrafts: 2

Operator: JAC/HAC

Operator: JAC

Number of Seats: 48

Number of Seats: 70

Service Entry: 2017

Service Entry: 2018

Average Age: 3.7

Average Age: 4.2

Average Yearly FH: 1,726

Average Yearly FH: 1,846

Average Yearly FC: 2,453

Average Yearly FC: 2,399
Average Aircraft Age of the entire JAL Group: 9.5 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, 2023)*Average Yearly FC (Flight Cycle)=Yearly FC ÷ the number of aircrafts (as of March 31, 2023)

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FY2022 JAL Group Safety Report48

About This Report
The JAL Group Safety Report FY2022 is a safety report prepared by the eight JAL Groupairlines in accordance with Article 111, Paragraph 6 of the Civil Aeronautics Act.
【Period Covered by this Report】
April 1, 2022 to March 31, 2023. Some items are related to matters occurring before or after
this period.
【Scope of This Report】
This report covers the eight JAL Group airlines listed on the front cover. The report covers theeight JAL Group airlines listed on the front cover with some topics limited 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/wp-content/uploads/2019/04/h
acsafetyreport201904.pdf (in Japanese only)

ZIPAIR Tokyo (ZIP)

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

SPRING JAPAN（SJO）

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

JAL Group Safety Report FY2022
Published in 2023
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.