JAL International and JAL Domestic to Unify October 1, 2006.Tokyo, Japan, Sept 20, 2006 - (JCN JCN Japan Corporate News JCN Journal of Cognitive Neuroscience JCN Journal of Cardiovascular Nursing JCN Journal of Christian Nursing JCN Job Control Number JCN Journal of Child Neurology JCN joint communications network (US DoD) Newswire) - From October 1, 2006, Japan Airlines will be a single operating company operating company A business that engages in transactions with outsiders. , following the unification (programming) unification - The generalisation of pattern matching that is the logic programming equivalent of instantiation in logic. When two terms are to be unified, they are compared. of the present two operating companies, JAL JAL Jalisco (Mexican state) JAL Jalapa (Guatemala territorial division) JAL Jump And Link JAL Japan Airlines Company, Ltd. International and JAL Domestic companies. This change will complete the process of integrating the former Japan Airlines and Japan Air System. The new single operating company will bear the name Japan Airlines International. Unification of the two JAL operating companies will achieve greater efficiency and cost reduction by the elimination of duplication duplication /du·pli·ca·tion/ (doo-pli-ka´shun) 1. the act or process of doubling, or the state of being doubled. 2. and will improve intra-company communications. JAL International and JAL Domestic were formed in April 2004 to take over the roles of the former Japan Airlines and the former Japan Air System. The two JAL Group operating companies were based on the legal entities of their separate predecessors. Overseeing their operations was a holding company, Japan Airlines Corporation, which remains in that role. During the initial process of integration of Japan Airlines and Japan Air Systems (JAS JAS James JAS Journal of Animal Science JAS Jamaica AIDS Support JAS Journal Abbreviation Sources JAS Japan Air System JAS Just A Second JAS Japanese Agricultural Standard JAS Jordanian Astronomical Society (Amman, Jordan) ), which took place from October 2002 to April 2004, the group concentrated on enhancing collective strength and corporate value. But this has been negatively impacted by a series of adverse global events: terrorism, the war in Iraq, SARS outbreaks and most recently by record-breaking fuel prices. As a result of this impact and its effect on fundamental changes in the business environment, JAL management felt that further integration was both necessary and desirable to create a new organization by blending the two operating companies into one. The decision to create the new unified company was announced on February 4, 2005 with the target for completion in FY2006. Under a streamlined administrative structure, the new unified JAL Group organisation will be capable of flexibly coping with the continued upheaval in the international business environment. The original plan for integration of the two former competitors, JAL and JAS, brought the new organization huge cost benefits in Japan. They were able to combine sales and ticket offices, airport facilities including check-in counters, administration offices, flight operations departments Operations department See: Back office. operations department See back office. and ground service facilities. Taking into account staff reductions, economies through fleet reduction and other effects, the net integration were estimated at about 50 billion yen for 2005. Integration created a stronger, more competitive airline with a 50% domestic market share, matching chief rival All Nippon Airways airways Anatomy The 'pipes'–trachea, bronchi, bronchioles–through which air passes to and from the alveoli. See Small airways. (ANA) in terms of domestic capacity and network power. Traditionally, the Japan domestic market is more stable than the international marketplace and the combination of the domestic revenues of JAL and JAS gave the new JAL Group added financial strength. Domestic revenue generated by the integration now matches JAL international passenger revenues, creating a better revenue balance. Before integration, JAL domestic revenues accounted for only 30 percent of total sales revenues and international revenue accounted for 70 percent, making the former JAL over-reliant on the more volatile international market. Unification measures Measures now being taken to unify 1. (database, product) Unify - A relational database produced by Unify Corporation. 2. (algorithm) unify - To perform unification. operations further include merging the cabin attendants' organization by blending crews of JAL International and the former JAL Domestic. This involves international crew training for JAL Domestic crew. There will also be exchanges in cabin crew cabin crew cabin n (Aviat) → équipage m management teams. About Japan Airlines Corporation The JAL Group (TSE See Tokyo Stock Exchange. TSE 1. See Tokyo Stock Exchange (TSE). 2. See Toronto Stock Exchange (TSE). : 9201) is Japan's leading air transportation group, resulting from the integration of Japan Airlines and Japan Air System on October 2, 2002. On April 1, 2004 the Group was reorganized re·or·gan·ize v. re·or·gan·ized, re·or·gan·iz·ing, re·or·gan·iz·es v.tr. To organize again or anew. v.intr. To undergo or effect changes in organization. under a single "JAL/ Japan Airlines" brand, with Japan Airlines Domestic handling domestic passenger operations and Japan Airlines International responsible for international passenger and cargo operations. Coordinating the group is Japan Airlines Corporation, a holding company. JAL International and JAL Domestic will be integrated into one company in October 2006. For more information, please visit www.jal.com. Source: Japan Airlines Corporation Contact: Customer & General Enquiries URL: www.jal.co.jp/en/information/inter/branch/ Media Enquiries JAL Press Office Geoffrey Tudor (geoffrey.tudor@jal.com) Stephan Pearlman (stephen.pearlman@jal.com) Tel: 81-3-5460-3109 / Fax: 81-3-5460-3108 URL: www.jal.com/en/corporate/ Copyright [c] 2006 JCN Newswire. All rights reserved. A division of Japan Corporate News Network K.K. |
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