Annual Report 2001 - JAL | JAPAN AIRLINES

Schematic Image of JAL Group ManagementJAL GroupManagement(Group Control Functions)ManagementStrategy(business portfolio)Quality Control(safety, environmentalprotection, others)ManagementResourcesHuman ResourcesFinancial AffairsPublic Relations(including InvestorRelations)ManagementControlCargo(Planning, Marketing)InternationalPassengers(Planning, Marketing)Flight OperationJALWAYSJAA JEX JTA J-AIRCabin ServicesIn-Flight Meal CateringMaintenance (Engineering and Maintenance Company)Cargo Sales(JAL Cargo Sales)Core Business(air transport)Airport-OperationsPassenger Sales(JAL Sales Network)DomesticPassengers(Planning, Marketing)Shared Services (Cash Management, Group Finance, etc.)IndependentBusiness AreasHotelsJAL HotelsTrading,Distribution, etc.JALUXAGP etc.InformationSystemsJAL InfotechThe managerial organization that JAL has built for itscorporate group distinguishes between two types ofbusiness operations area, the original “business areasrelated to air transport,” and “independent businessareas,” encompassing hotels, trading and distributiveactivities, information systems and the like.In each of the three segments making up the “businessareas related to air transport,” “international passengerservice,” “domestic passenger service,” and“cargo,” the company has sought to improve businessviability and profitability. Moreover, the company hasendeavored to establish the functions of flight operation,maintenance, cabin services, sales, and airportoperations, and to maintain effective management thatexcels in fundamental quality, to support these threesegments from the viewpoint of function.In the “independent business areas,” where operationscan be implemented completely separate fromair transport service, contributions to the JAL Grouphave been provided by use of the specific characteristicsof each area, by going public, by business linksand alliances with other companies, and other means.