Press Releases (American Region)

January 28, 2002

TOKYO, January 29, 2002 -- As announced on November 12, Japan Airlines and Japan Air System have reached a basic agreement on integration of the two air transport groups through an incorporated holding company, after obtaining the necessary approvals from the government bodies concerned and the companies' shareholders.

This announcement was followed on December 26 with the announcement of agreement on the stock-swap ratio of between JAL and JAS and the proposed new holding company.

Today details of the organization of the new Corporate Group company are announced, together with the name of the holding company due to be established as of October 2, 2002 (phase 1 of the merger), and the key business division names to be introduced in spring 2004 (phase 2).

Names are shown here in Japanese and English (in parentheses)
1. New joint holding company Nihon Koku System K.K.
(Japan Airlines System) (October 2, 2002)
2. Business company name (from spring 2004)Nihon Koku International K.K. (Japan Airlines International Co. Ltd.)International Passenger Company
Nihon Koku Japan K.K. (Japan Airlines Domestic Co. Ltd.)Domestic Passenger Company
Nihon Koku Cargo K.K. (Japan Airlines Cargo Co. Ltd.)Cargo Business Company
3. Corporate Group NameNihon Koku GroupJAPAN AIRLINES GROUP
4. Effects of integration (reductions)Costs (in FY 2005)73 billion yen
Investment up to 2005100 billion yen
Manpower up to 20053,000 staff
(K.K. = Kabushiki Kaisha = limited company)

By radical improvements in a new corporate structure, the Japan Airlines Group will continue to maintain safety and security in flight operations. At the same time it will further develop fares and services competition and improve customer convenience in both the domestic and international networks.

Domestic route focus will be on establishing a comprehensive and competitive network by improvement in transport and service quality. We will maintain and expand local route networks, contributing to activating local economies.

International network development will focus on expansion within Asia.

Phase 12002 OctoberJAL & JAS form holding company by exchange of shares with new company. The holding company will act as an "umbrella" to the two airlines, which will remain as separate entities for time being.
Phase 22004 - spring targetBy this time, the formation of separate divisions, based on principal core activities, will be established.
Note: Contracts for integration will be completed by April 2004 and approved at both airlines' annual general meetings of stockholders in June 2004.
(1) Name(Nihon Koku System K.K.)
(2) Foundation date2002 October 2
(3) Head Office addressShinagawa City Konan 2-15-1, Minato-ku, Tokyo
(4) Capital100 billion yen
(5) Number of shares issued1,980,465,250 (one unit=1000 shares)
(6) Stock ExchangesListings are planned in the First markets at the Tokyo, Osaka and Nagoya exchanges. At the time of the Japan Airlines System listing, the JAL listings will stop as will the JAS over-the-counter registration
(7) (i) Account Auditors and (ii) acting for change of name etc.(i) Account auditor Shin Nihon & Co.
(ii) UFJ Trust Bank Ltd.
(8) Board of Directors Chairman:Hiromi Funabiki
President & CEO Isao Kaneko
Board members: about 10 (including chairman and president)
(9) Organization and functionThe new organization will be responsible for unifying, supervising and authorization. Staff: about 100 (see separate organization chart)
Phase 2, operating companies subsidiaries names
Business ActivityName (Japanese)English name
International passenger air transportNihon Koku International K.K.Japan Airlines International Co., Ltd.
Domestic passenger air transportNihon Koku Japan K.K.Japan Airlines Domestic Co., Ltd.
Cargo air transportNihon Koku Cargo K.K.Japan Airlines Cargo Co. Ltd.
1. New Corporate Group name and brand (name)
(1) Corporate Group name: (Nihon Koku Group) English: Japan Airlines Group
(2) Group brands (names) (Nihon Koku) Japan Airlines, JAL
(3) Group logo - under study

2. Corporate Policy will be based on the following points
(1) To pursue the world's top quality in airline safety and reliability
(2) To maximize corporate value for returns to all stakeholders
(3) To improve service from the customer's viewpoint
(4) To be a good corporate citizen, with transparency in business
(5) To establish a corporate climate based on ability and challenge.

1. Strategic direction

(1) By utilizing the maximum synergies the new organization will become a leading world airline through well-balanced operations in domestic and international business, based on JAL's operation of international routes and domestic trunk routes and domestic routes including local routes based on JAS operations.

(2) The new organization will reorganize air transport related businesses from the viewpoint of efficiency, commonality, quality and low cost.

(3) Associated businesses other than air transport related will be developed using synergies to maximum effect to produce strong, independent businesses.

2. Business strategy for air transport

(1) International routes
We will merge the international networks of both companies. A key element will be a comprehensive network serving China. We will also develop our Asian network. We will also concentrate resources on high demand routes to Europe and the U.S. We will also expand through alliances to further increase competitive power.

(2) Domestic routes
We will increase frequencies and also provide services on routes that are now monopoly routes of other airlines. Our aim is wider domestic network, promoting competition and customer convenience. We will increase efficiency through better scheduling and more efficient aircraft management.

(3) Cargo
We will improve all-cargo services by the expansion of high value added cargo transport, developing a new management organization to handle customer needs more promptly

3. Service strategy
The integration process will involve a detailed review of our flight schedules with the aim of providing flights on as regular a timetable as possible and by improving flight connections. We will apply the same process to the provision of seamless services in reservations, sales and airport services. Our corporate aim is to be the airline of choice for our customers.

4. System strategy
Product systemization will followed from the customer's viewpoint, involving e-business, reservations and ticketing. We will introduce IT system-supporting management tools such as ERP (Enterprise Resource Planning).
Cost reduction
(in FY2005)
In the first stage of integration we have to invest in information technology -- about 20 billion yen a year)
(Japan Airlines System) (October 2, 2002)
73 billion yen1. Facilities31 billion yen
2. Manpower24 billion yen
3. Aircraft12 billion yen
4. Others6 billion yen
(up to FY2005)
100 billion yen1. Aircraft75 billion yen
2. Facilities25 billion yen
(up to FY2005)
About 3,000 staff1. Main ground personnel840 STAFF
2. Associated companies2,050 STAFF
3. Others-
FLEET reductionsAbout 10 aircraftThis based on current fleet planning of both airlines.
To establish stable and steady dividends at the earliest possible stage, by FY2005
Consolidated return on earnings15%
Repayment of interest-bearing debtAbout 7 years
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