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Copyright © 2013 JAPAN AIRLINES. All rights reserved. 1
JAL Group’s Approach to
Safety
- Fostering a Safety Culture -October 7, 2013
Nobuyoshi Gondo
Corporate Safety & Security Division, Japan Airlines
Document 4, The 4th Meeting,
Working Group on Voluntary Efforts and Continuous Improvement of Nuclear Safety,
Advisory Committee for Natural Resources and Energy
Provisional Translation
Copyright © 2013 JAPAN AIRLINES. All rights reserved. 2
Safety Management in the Aviation Industry
Safety Management Structure of the JAL Group
Safety Management System
Fostering a Safety Culture
Copyright © 2013 JAPAN AIRLINES. All rights reserved. 3
Safety Management in the Aviation Industry
Copyright © 2013 JAPAN AIRLINES. All rights reserved. 4
Hull loss accidents rate in the world is below 1 out of 1 million flights
Source:
World Aviation Accident Rate
Worldwide Commercial Jet Fleet - 1959 Through 2012
総事故率
全損事故率
死亡事故率
搭乗者死者数Onboard fatalities
All accident rate
Fatal accident rate
Hull loss accident rate
年間事故率100万出発回
あたりの
事故件数
暦年
Year
年間
搭乗者
死者数
There is no absolute safety as long as aircraft is operated
Copyright © 2013 JAPAN AIRLINES. All rights reserved. 5
Skill improvement through training
Technological advance
Human factor study
・Safety management ・Establishment of a safety culture
Measures to Reduce the Accident Rate
Times
Accident rate
Copyright © 2013 JAPAN AIRLINES. All rights reserved. 6
Safety means a state in which the risk of harm to people or damage to properties is reduced to the acceptable level and maintained below the acceptance level through identification of the risk factors and continuous risk management.
ICAO’s International StandardsInternational Civil Aviation Organization
国際民間航空機関ICAO
Its member countries shall establish domestic standards in line with regulations, standards, etc. stipulated by ICAO in principle. The Annex to the Chicago Convention (Convention on International Civil Aviation) (ICAO ANNEX) requires individual airlines, control organizations, and airport administrators to implement safety management measures approved by their national governments.
SMS(Safety Management System)
Copyright © 2013 JAPAN AIRLINES. All rights reserved. 7
Trends in JapanIn June 2005, a “Committee for Study of Measures to Prevent Public Transport Accidents Caused by Human Errors,” consisting of the vice minister, concerned bureau chiefs, academic experts, etc., was inaugurated.As a result of studies at the committee, a “Law for Revising Part of the Railway Business Act, etc. in Order to Improve Transport Safety (Comprehensive Law for Transport Safety),” which mandates formulation/notification of a safety management rule, appointment/notification of a safety supervisor, disclosure of information on transport safety, etc., was established, and enforced in October 2006.
Safety Management in JapanSafety Management in Japan
JAL Group’s Safety Management
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Safety policy and objectives
①
business promises and duties
②
Safety responsibility
③
Safety supervisor’s nomination
④
Adjustment of the emergency plan
⑤
Documentation of the safety management system
Management of the safety risk
⑥
Identification of the hazards
⑦
Risk evaluation and reduction
Safety assurance
⑧
Monitoring and measurement of safety performance
⑨
Management of modifications
⑩
Continuous improvement of the safety management
systemPromotion of safety
⑪
Training and education
⑫
Communication on safety
Safety Management System Framework
・It starts with defining rules
・Risk management alone is not enough
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Safety SupervisorSafety Supervisor
A safety supervisor is a person who holds an administrative position participating in important decision making on business operation, or in other words, holds an administrative position allowed to become directly involved in important business judgment related to safety such decisions on safety measures and safety investments, and is allowed to directly express his/her opinions at the highest management decision-making bodies such as a the board of directors.
(General guidelines for establishment of a safety management structure, a circular notice by the Director-General, Civil Aviation Bureau)
Managements must properly perceive safety risk
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Safety Management Structure of the JAL Group
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Dec. 2004 Erroneous use of a main landing gear part of a freighter
Jan. 2005 Violation of a control instruction at the Chitose Airport
Mar. 2005 Misunderstanding of a control instruction at the Incheon International Airport
Mar. 2005 Failure to change the door mode of emergency escape doors
Problems resulting from human errors occurred in succession.
Copyright © 2013 JAPAN AIRLINES. All rights reserved. 12
A very serious situation for a company
On Mach 17, 2005, we received the following from the Minister of Land, Infrastructure and Transportation: an “order to improve operations” and a warning letter
An Order to Improve Operations
Article 112 of the Civil Aeronautics Act
Seriousness with only two precedents
The Minister of Land, Infrastructure, Transport and Tourism may, when he/she finds that the business of any domestic air carrier adversely affects transportation safety, convenience to users, and other public interests, …
Copyright © 2013 JAPAN AIRLINES. All rights reserved. 13
Efforts of the management were insufficient to emphasize and spread the fact that top priority should be given to safety under any environment to the whole Group.
Through our work on the improvement of punctuality, recognition when improving punctuality that safety should be the by far the main focus tended to lessen, creating an atmosphere favorable to the coexistence of safety and punctuality.
In the framework consisting of a holding company and two business companies, created in the process of business integration, the management and field workers were not working in close enough contact, and communication among divisions was lacking.
Bidirectional communication from top management to field workers, who directly support safety, was inadequate.
Self-analysis of JAL
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Content of Our Response
Improvement measures in response to the order to improve operations1. Strengthening of the safety management structure2. Company-wide efforts to improve safety consciousness3. Review of the procedures and manuals for preventing human errors and thorough implementation of compliance4. Other
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August 2005A “Safety Advisory Group” was established
Establishment of a Safety Advisory Group
Problems of an organization are difficult to find from inside the organization, or difficult to point out even if they are found.
Mr. Kunio Yanagida (Chair)Writer, critic
Mr. Yotaro HatamuaProfessor, Kogakuin UniversityProfessor Emeritus, University of Tokyo(specializes in “creative engineering” and “learning from failure”)
Mr. Shinichi KamataProfessor, National Defense Academy(specializes in “organizational theory” and “business administration”)
Mr. Shigeru HagaProfessor, College of Contemporary Psychology, Rikkyo University(specializes in “traffic psychology” and “industrial psychology”)
Mr. Akinori Komatsubara Professor, Faculty of Science and Engineering, Waseda University(specializes in “human life engineering”)
Copyright © 2013 JAPAN AIRLINES. All rights reserved. 16
December 2005We received a “Recommendation for Revival as a Company with a High Safety Standard.”
Recommendations from the Safety Advisory Group
December 2009We received a new recommendation entitled “Guard the Stronghold of Safety.”
Proposal of a concrete undertaking aimed at a specific corporate culture, at creating a specific working atmosphere
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Outline of the recommendation
Organizational reform: establishment of a central body responsible for safety
Reform in the way of thinking: having the viewpoint of families or passengers
Lessons learned from accidents: establishment of a Safety Promotion Center
Communication: look for breakthrough wordsand so on
Recommendations from the Safety Advisory Group
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Outline of the new recommendationConcept of “safety layer”4 pillars of “safety culture”Culture of decision-making by yourself and taking on challengesCulture of maintaining communicationCulture of refining the manualsCulture of having the “viewpoint of the 2.5th
person”and so on
Recommendations from the Safety Advisory Group
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Strengthening the Safety Organization Structure
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Establishment of a Central Safety Organization (Corporate Safety & Security Division)
Recommendation
The division responsible for safety and the corporate planning division are the engines on the wings that drive the company
Establish a central organization responsible for safety as a powerful “general staff office” for the top management
In April 2006, a “Corporate Safety & Security Division,” consisting of professional staff members knowledgeable of field works of operation, maintenance, cabins, airports and cargos, was established.
Using this organization as a source of power, drive a safety management structure across the whole group.
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Corporate Safety & Security DivisionCorporate Safety & Security Division
Operation Group 14 members
Safety Planning Group 16 members
Casualty Care Office 4 members
41 members in total
One Director, 6 Dept. Managers
(as of October 1, 2013)
Corporate Safety & Security Division
A contact service for bereaved families and casualties
Performs planning, safety audit, etc. related to aviation safety and aviation security
Performs the division’s operations in general, operation of the Safety Promotion Center, operation of safety promotion/education, etc.
Copyright © 2013 JAPAN AIRLINES. All rights reserved. 22
Establishment of a Central Safety Organization (Corporate Safety & Security Division)
Safety promotion at the head office level
Safety promotion at levels of field works/companies
Operations Dept.Operations Dept.Airport Planning Dept.
Airport Planning Dept.Maintenance Control
Dept.
Maintenance Control Dept.Cabin Safety
Promotion Dept.
Cabin Safety Promotion Dept.Operation Safety
Promotion Dept.
Operation Safety Promotion Dept.
Cargo & Mail Division
Cargo & Mail DivisionAirport DivisionAirport DivisionMaintenance
Division
Maintenance DivisionOperation
Division
Operation Division
Operation crew, cabin crew, mechanics, ground operation staff, airport staffOperation crew, cabin crew, mechanics, ground operation staff, airport staff
JEXJEX
JAIRJAIRJACJAC
RACRAC
JTAJTA
Operation Safety Committee
Operation Safety Committee Cabin Safety
Committee
Cabin Safety Committee Maintenance Safety
Committee
Maintenance Safety Committee Airport Safety
Committee
Airport Safety Committee Cargo Safety
Committee
Cargo Safety Committee
Aviation Safety Promotion CommitteeAviation Safety Promotion Committee
Safety Measure CouncilSafety Measure CouncilPresidentPresident
Corporate Safety & Security DivisionCorporate Safety & Security Division
Cabin DivisionCabin Division
Group airlines
Safety Management Structure of the JAL Group
Company-wide safety promotion
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Establishment of a Council Structure
Creation of a Safety Measure Council
In March 2005, the council was established with as its members: the President, vice-presidents, the safety supervisor, directors responsible for safety, and directors responsible for operations, maintenance, cabins, airports and cargos.
Safety Measure Council
Safety Measure Council
PresidentPresident
Aviation Safety Promotion Committee
Aviation Safety Promotion Committee
(Board of Directors)
Undertakings (meetings 1~2 times a month): policy decisions and quarterly review of important aspects of safety (course of action, safety objectives, safety policy) among others, sharing of safety data, verification of unsafe event handling, etc.
Copyright © 2013 JAPAN AIRLINES. All rights reserved. 24
Safety Management System
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Method for Safety Management – Excerpt from the Safety Management Rule –
Conduct continuous review of the Conduct continuous review of the Safety Safety Management SystemManagement System, and pursue , and pursue maintenance/improvement of safety of air maintenance/improvement of safety of air transport, by implementing efforts for a transport, by implementing efforts for a safety management cyclesafety management cycle..
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Safety Management CycleSafety Management Cycle
Spiral Up
•• Review and continuous improvementReview and continuous improvement•• Successful undertakings outside the company are vigorously documSuccessful undertakings outside the company are vigorously documented upon ented upon
and used as reference material. and used as reference material.
[PDCA cycle]
Safety Management CycleSafety Management Cycle (PDCA cycle)(PDCA cycle)
Safety policy
Evaluation and improvement of measures
Collection of information
Implementation of measures
Grasping/analysis of problems
Study of measures
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Safety promotion at the head office level
Safety promotion at levels of field works/companies
Operations Dept.Operations Dept.Airport Planning Dept.
Airport Planning Dept.
Maintenance Control Dept.
Maintenance Control Dept.
Cabin Safety Promotion Dept.
Cabin Safety Promotion Dept.
Operation Safety Promotion Dept.
Operation Safety Promotion Dept.
JEXJEX
JAIRJAIRJACJAC
RACRAC
JTAJTA
Group airlines
Operation Safety Committee
Operation Safety Committee Cabin Safety
Committee
Cabin Safety Committee Maintenance Safety
Committee
Maintenance Safety Committee Airport Safety
Committee
Airport Safety Committee Cargo Safety
Committee
Cargo Safety Committee
Aviation Safety Promotion CommitteeAviation Safety Promotion Committee
Safety Measure CouncilSafety Measure CouncilPresidentPresident
Corporate Safety & Security Division
A CDP
A CDP
A CDP
A CDP
A CDP
ACDP
ACDP
ACDP
ACDP
ACDP
Safety Management CycleSafety Management Cycle
Cargo & Mail Division
Cargo & Mail DivisionAirport DivisionAirport DivisionMaintenance
Division
Maintenance DivisionOperation DivisionOperation Division
Cabin DivisionCabin Division
Copyright © 2013 JAPAN AIRLINES. All rights reserved. 28
Management of Safety RisksManagement of Safety Risks
Reactive•Accident/serious incident investigation•Mandatory reporting system•Interview program, etc.
Proactive•Voluntary reporting system•Safe roving•Machinery/material quality monitoring, etc.
Predictive•Operation monitoring (Flight Data Monitoring, LOSA, Maintenance Operation Monitor, etc.)
Safety promotion
Ope -ration
Cabin Mainte -nance
Airport Cargo Group airlines
+
Safety information database
Information collection
Hazard identification and management
• Risk management is affected by the quality, the quantity and the speed of the information
• Data must be gathered, shared and put to use
Copyright © 2013 JAPAN AIRLINES. All rights reserved. 29
Evaluation of Safety RisksEvaluation of Safety Risks
Risk = Severity × ProbabilityRisk = Severity × Probability* Severity
[Index (examples)] Impact on flights, impact on customers, impact on the environment, degree of casualties, degree of reputation/media coverage
* Probability[Index (examples)] Occurring 2 to 3 times a week, occurring 2
to 3 times a year, occurring 2 to 3 times a decadeSeverity
Probability
Copyright © 2013 JAPAN AIRLINES. All rights reserved. 30
Safety Risk Matrix Safety Risk Matrix (Example)
SeverityProbability 5 4 3 2 1
5 A A B B C
4 A B B C C
3 B B C C D
2 B C C D D
1 C C D D D
Risk level Description Action
A Extreme Risk(Unacceptable)
Immediately interrupt the respective operation/project (or after taking an emergency action), take a measure to reduce the risk to an acceptable level.
B High Risk(Unacceptable)
Formulate a measure to control the risk to an acceptable level as soon as possible, and implement the measure.
C Medium Risk(Tolerable)
Implement a measure to control the risk to an acceptable level in a planned manner (specify the plan).
D Low Risk (Acceptable)
Unnecessary to take any particular action.・Set a matrix for each areas
・Also evaluate possible worst cases
Copyright © 2013 JAPAN AIRLINES. All rights reserved. 31
Reduction of Safety RisksReduction of Safety Risks
Risk reductionFormulation/implementation of risk reduction measures according to risk levelsRecurrence prevention PDCA checklist•Validation of the reduction measures•Lateral spread among the Group
(draw a lesson from the information)
•Reviewing the effect after implementation
Copyright © 2013 JAPAN AIRLINES. All rights reserved. 32
Safety Indexes and Safety Goals of the JAL GroupSafety Indexes and Safety Goals of the JAL Group
JAL Group safety indexes
Number of aviation accidents
Number of serious incidents
Number of irregular flights
Number of injuries to customers
Number of defects due to human errors
Management of other indexes・Visualization of safety level・Index showing employee efforts・Undertakings to thicken safety layers
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Continuous Improvement of the Safety Continuous Improvement of the Safety Management SystemManagement System
Comprehensive information collection
Defect eventsSafety indexesSafety promotion council structuresField investigation (safe roving, operation investigation)Business plan (change in the business environment)Recommendations from the Safety Advisory GroupTransport safety management evaluationAudit by the Civil Aviation Bureau, IOSA, and code-sharing partnersOther
Analysis
Evaluation
Audit summary
・Extraction of problems・Checking the improvement measure (direction)
Safety measure
Implementatio n of
improvement action
Safety audit (internal audit)
・Extract essential problems such as those with organizations and safety culture・From compliance to performance basis
Copyright © 2013 JAPAN AIRLINES. All rights reserved. 34
Fostering a Safety CultureFostering a Safety Culture
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A safety culture is a “habit of mind”
A safety culture is created from the viewpoint of passengers
Excerpt from the recommendation by the Safety Advisory Group
Fostering a Safety Culture
Copyright © 2013 JAPAN AIRLINES. All rights reserved. 36
Culture of repotting
Example: voluntary reporting system
Culture where necessary information reaches all parts of the organizationExample: lateral spread and sharing of safety information
Fair cultureCulture of learningExample: Safety Promotion CenterFacilitator education
Safety Management
Cycle
Non-disciplinary policy
Viewpoint of the 2.5th
personMaintain the memories of accidents
Top management’s commitment
Fostering a Safety Culture
Copyright © 2013 JAPAN AIRLINES. All rights reserved. 37
Culture of repotting
Example: voluntary reporting system
Culture where necessary information reaches all parts of the organizationExample: lateral spread and sharing of safety information
Fair cultureCulture of learningExample: Safety Promotion CenterFacilitator education
Safety Management
Cycle
Non-disciplinary policy
Viewpoint of the 2.5th
personMaintain the memories of accidents
Fostering a Safety Culture
Top management’s commitment
Copyright © 2013 JAPAN AIRLINES. All rights reserved. 38
Top Management’ Commitment
Safety Charter
Safety in flight operations is the very foundation and social responsibility of the JAL Group.To carry out our mission of assuring safety, the management will exert its strong resolve and the employees will bear an awareness of their individual roles and responsibilities, and together we will combine our utmost knowledge and capabilities to ensure the safety and reliable operation of each and every flight.
In order to carry out our mission, we will conduct;Perform our duties in compliance with regulations, faithfully following the basics.Be sure to make checks, without relying on assumptions.Relay information thoroughly, promptly and accurately, and ensure transparency.Respond to problems and issues quickly and precisely.Maintain a constant awareness of issues, and make necessary reforms without hesitation.
JAL Group Safety Charter
Management’s commitment and strong resolve
Copyright © 2013 JAPAN AIRLINES. All rights reserved. 39
Culture where necessary information reaches all parts of the organizationExample: lateral spread and sharing of safety information
Culture of learningExample: Safety Promotion CenterFacilitator education
Safety Management
Cycle
Viewpoint of the 2.5th
personMaintain the memories of accidents
Top management’s commitment
Fostering a Safety Culture
Culture of repotting
Example: voluntary reporting system
Fair culture
Non-disciplinary policy
Copyright © 2013 JAPAN AIRLINES. All rights reserved. 40
Minor human errors with which safety problems have not surfaced (that have not resulted in major problems) will be buried without being reported. However, even such minor errors may develop into major problems if they occurred in different circumstances.
Therefore, it is important to analyze even minor human errors and utilize them for preventive measures in order to prevent major problems from occurring. A system for collecting such minor human errors is the voluntary reporting system (*).
(*) Introduce the system to operations involving operation crew, cabin crew, mechanics, airport staff and cargo services
Voluntary Reporting System
Gather even limited data
Copyright © 2013 JAPAN AIRLINES. All rights reserved. 41
If the person making such an error is punished, the workplace will stagnate and the lesson learned will not easily be shared.
To ensure that the interview program and the voluntary reporting system will effectively work, it is necessary to establish a rule under which reporters shall not be internally disciplined.
Non-disciplinary Policy
Introduced to the JAL Group in February 2007
Gather accurate data
Excerpt from the recommendation by the Safety Advisory Group
Copyright © 2013 JAPAN AIRLINES. All rights reserved. 42
Culture of repotting
Example: voluntary reporting system
Fair cultureCulture of learningExample: Safety Promotion CenterFacilitator education
Safety Management
Cycle
Non-disciplinary policy
Viewpoint of the 2.5th
personMaintain the memories of accidents
Top management’s commitment
Fostering a Safety Culture
Culture where necessary information reaches all parts of the organizationExample: lateral spread and sharing of safety information
Copyright © 2013 JAPAN AIRLINES. All rights reserved. 43
Communication on SafetyCommunication on Safety
Corporate Safety (e.g., business message, state of safety goal achievement) [transmitted 20 times]
Corporate Safety Information (lateral spread of safety information among companies/divisions) [transmitted 15 times]
Full-time disclosure of safety information via the intranet (e.g., state of safety goal achievement)
Workplace rounds by executives [180 times]
Summer safety campaign
Thorough safety examination of year-end/ new-year transport
Face-to-face dialog by the Safety Advisory Group
Face-to-face dialog with employees [20 times]
Feedback to the management [twice]
Communication leader meeting [11 times]
・Share the acquired information, and draw a lesson from it.・Vocal communication is the basics.
Figures in [ ] are FY 2012 results
Copyright © 2013 JAPAN AIRLINES. All rights reserved. 44
Culture of repotting
Example: voluntary reporting system
Culture where necessary information reaches all parts of the organizationExample: lateral spread and sharing of safety information
Fair cultureCulture of learningExample: Safety Promotion CenterFacilitator education
Safety Management
Cycle
Non-disciplinary policy
Maintain the memories of accidents
Top management’s commitment
Fostering a Safety Culture
Viewpoint of the 2.5th
person
Copyright © 2013 JAPAN AIRLINES. All rights reserved. 45
Make judgment while attaching importance to affection and consideration.Act in tune with each individual without sticking to conventional rules.Respond according to individual requests/circumstances of customers.
Viewpoint of the 2nd
person If your family were a customer
Viewpoint of 1st
person If you were a customer
“Viewpoint of the 2.5th Person”
Copyright © 2013 JAPAN AIRLINES. All rights reserved. 46
Make expert judgment as a professional in a calm manner.Perform your work while faithfully observing what are written in the rule.Respond without being influenced by various requests/circumstances of customers.
Viewpoint of the 3rd person Calm and dry viewpoint
“Viewpoint of the 2.5th Person”
Copyright © 2013 JAPAN AIRLINES. All rights reserved. 47
Viewpoint of the 2.5th person Calmly perform your duties from the “viewpoint of the 3rd person” as a professional while at the same time having the “viewpoints of the 1st and 2nd person”
It is important to always act from the other person’s viewpoint
“Viewpoint of the 2.5th Person”
To be able to act spontaneously, acquire the “habit of mind” by having the way of thinking from the “viewpoint of the 2.5th person” on a regular basis.
Instead of thinking that you “should only do what are written in the rule” and automatically responding, always act from a different viewpoint by staying a while to think if “there is anything else I can do” and if “it is necessary to check again.”
The motivation to improve safety
Copyright © 2013 JAPAN AIRLINES. All rights reserved. 48
Culture of repotting
Example: voluntary reporting system
Culture where necessary information reaches all parts of the organizationExample: lateral spread and sharing of safety information
Fair culture
Safety Management
Cycle
Non-disciplinary policy
Viewpoint of the 2.5th
person
Top management’s commitment
Fostering a Safety Culture
Culture of learningExample: Safety Promotion CenterFacilitator education
Maintain the memories of accidents
Copyright © 2013 JAPAN AIRLINES. All rights reserved. 49
Date Flight name, model Place Outline of the accident Number of casualties
April 9, 1952 JAL301, Martin 202Mokusei-go
Izu Oshima Island
Collided to Mt. Mihara of the Izu Oshima Island on the projected course
37 passengers and crew members were all killed
July 3, 1971 TDA63, YS-11ABandai-go
Hakodate Crashed into the south slope of Mt. Yokotsudake while approaching to the Hakodate Airport
68 passengers and crew members were all killed
June 14, 1972 JAL471, DC-8-53 New Delhi Slammed to the bank of the Yamuna River before the Palam Airport
86 passengers and crew members were killed and 3 seriously injured
November 28, 1972
JAL446, DC-8-62 Moscow Crashed immediately after taking off from the runway of the Sheremetyevo Airport
62 passengers and crew members were killed and 14 seriously injured
January 13, 1977
JAL1045, DC-8-62F Anchorage Crashed immediately after taking off from the Anchorage Airport
5 passengers and crew members were all killed
September 27, 1977
JAL715, DC-8-62 Kuala Lumpur Collided to a hill before the Kuala Lumpur airport while descending to approach the airport
34 passengers and crew members were killed and 45 seriously injured
February 9, 1982
JAL350, DC-8-61 Haneda Crashed into a shallow water of the Tokyo Bay off the runway C while landing
44 passengers were killed and 149 seriously injured
August 12, 1985
JAL123, 747 Gunma Prefecture
Crashed into the ridge of Mt. Osutaka in Gunma Prefecture
520 passengers and crew members were killed and 4 seriously injured
Accidents of the JAL Group
Copyright © 2013 JAPAN AIRLINES. All rights reserved. 50
JL123 (JA8119) crash accident
Around 18:56 on Aug. 12, 1985, the airplane crashed into a mountain (Mt. Osutaka) in Gunma Prefecture.
The airplane got out of control because all hydraulic systems became inoperable due to partial loss of the vertical tail and the rear fuselage as a result of breakage of the rear bulkhead.
The cause was a defective work performed by Boeing during a repair after accidental contact of the tailpiece at the Itami Airport in 1978 (summary of the Transport Ministry's Aircraft Accident Investigation report )
Of the 524 people on board,520 (505 passengers and 15 crew
members) were killed, and 4 survived
Starting Point of Our Approach to Safety
Copyright © 2013 JAPAN AIRLINES. All rights reserved. 51
Creating a corporate climate of securing safety with the Mt. Osutaka accident as the starting pointEducation on “gen-chi (site),” gen-butsu (real thing) and gen-jin (living people)”“Gen-chi (site)”: Mt. Osutaka
ridge climbing
“Gen-butsu (real thing)”: Safety Management Center tour
“Gen-jin (living people)”: Messages from bereaved families and from employees who engaged in the accident at that time
The idea is that you can understand the true nature of things only by actually visiting the site (gen-chi), seeing the real things (gen-butsu) and listening to those who experienced the accident (gen-jin) (*).
(watching educational material consisting of video images of interviews with bereaved families and employees)
* Source: Safety Advisory Group’s recommendation – Annex by member Yotaro Hatamura
Maintaining the Memories of Accidents
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Safety Promotion Center
Number of visitors (as of end of August 2013)Total: 129,766 people (employees account for 50%)
On April 24, 2006, a “Safety Promotion Center” was opened.
Keep the lessons learned from this accident in our minds , and hand them down to the next generation
Promote safety consciousness among JAL Group employees
The shape of safety cannot be displayed. Results of being unsafe will be visualized.
Closed for relocation and construction f
or 3 months since October 1, 20130
Copyright © 2013 JAPAN AIRLINES. All rights reserved. 53
This education has been conducted for all the 36,000 employees of the JAL Group for approximately two years.“Make the safety layer thicker” by accumulating awareness and actions through the safety declaration.
“Learn about, be conscious of and think about” the Mt. Osutaka accident
JAL Group’s Safety EducationOutline of the education
Learn lessons from past accidents
Set your own “my safety declaration” before returning to your workplace.
Think about the connection between your duties and safety.
Copyright © 2013 JAPAN AIRLINES. All rights reserved. 54
Thank you very much for your attention.
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