How to Cultivate a DEI-Driven Corporate Culture: The Case of Japan Airlines Co., Ltd.

Human capital management, employee diversity, inclusive value delivery... For companies, the importance of Diversity, Equity, and Inclusion (DEI) initiatives continues to grow from various perspectives: towards customers, employees, and shareholders. However, it is also a fact that many companies in Japan have yet to fully embed DEI into their culture and work environment. Therefore, in this series, we will explore hints on "How to Cultivate a DEI-Focused Corporate Culture" by interviewing companies that are vigorously pursuing DEI initiatives and nurturing an inclusive corporate culture.

For the third installment, we speak with Ms. Ueno from Japan Airlines (JAL), a company that has long been actively engaged in DEI activities and could be called a "DEI pioneer," about the current state and initiatives of JAL × DEI.

Interviewee: Momoko Ueno (DEI Promotion Group, Human Resources Strategy Department, Human Resources Division, Japan Airlines Co., Ltd.)
Interviewers: Mami Kawaguchi, Kazuhiro Kajinishi, Yoko Suzuki, Erina Hanzawa

*This interview was conducted in October 2024.

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JAL's DEI Initiatives

──Please tell us about the mission of the JAL DEI Promotion Group.

Ueno: JAL has established JAL Vision 2030 as the company's desired state by 2030, and all employees are united in working towards its realization.


Within this mid-term management strategy, ESG strategy is positioned as the top-level strategy for the JAL Group. The driving force behind advancing this ESG strategy is the belief that "we need human resources who respect diverse values, challenge themselves to create new value, and drive transformation." Promoting DEI is one initiative to achieve this.



──I imagine you implement diverse actions both internally and externally. Could you tell us about the main initiatives?

Ueno: The DEI Promotion Group within the Human Resources Strategy Department of the Human Resources Division, where I belong, is the organization spearheading DEI promotion for the JAL Group. We have five main roles.

① Promoting careers without gender gaps
② Supporting work-life balance for childcare and eldercare
③ Promoting understanding of LGBTQ+ issues
④ Promoting the active participation of employees with disabilities (collaboration with special subsidiaries)
⑤ Work styles for senior employees

Furthermore, with over 150 companies in the JAL Group, fostering awareness across the entire group presents significant challenges. Therefore, we are striving to change internal awareness by combining top-down and bottom-up approaches.

In the five areas above, messages from top management, including executives, are communicated both internally and externally. The cross-organizational project "JAL DEI Lab," a bottom-up initiative, gathers employee feedback to foster a culture that respects diversity. JAL DEI Lab operates on a part-time basis as an assigned role, and participation is open to all group companies on a voluntary basis.

A concrete example of an initiative realized by the JAL DEI Lab is the "Autonomous Career Development Program." Research by the JAL DEI Lab revealed that "supporting employees' voluntary challenges significantly contributes to enhancing career awareness." This insight led to the creation of the "Autonomous Career Development Program," an internal internship system.

──What changes do you perceive before and after initiatives like JAL Vision 2030 and the JAL DEI Lab?

Ueno: The JAL DEI Lab started in 2015. While it initially focused mainly on promoting women's advancement, now in 2024, I truly feel society and the company have changed.

I joined the company in 2008. Back then, there weren't as many women in general positions (business planning roles) as there are now, and few employees around me were balancing childcare and work. Now, I feel DEI is gradually becoming the norm. Personally, I think the biggest change is that it's become easier to balance work and childcare, regardless of gender.

──What kind of feedback have you received from employees participating in the JAL DEI Lab?

Ueno: At the JAL DEI Lab, we change themes each term, conducting research and making proposals within the company. Employees have said things like, "I've started to think about DEI as something personally relevant to me."

To embed a DEI culture within the organization and Japan

──What steps, mindset, and culture do you think are necessary to embed a DEI culture within an organization?

Ueno: It's a very difficult question, but I believe a combination of top-down and bottom-up approaches is crucial. Our company has a wide range of ages and diverse talents. Some respond well to top-down messaging, while others change after hearing from colleagues participating in the JAL DEI Lab. Additionally, repeated internal and external communication from the group promoting DEI is essential, requiring steady cultivation of the culture. Furthermore, we avoid letting numbers speak for themselves. We raise awareness by explaining the rationale behind the numerical targets published in our mid-term management plan and why these specific goals are necessary.

──I understand that embedding a DEI culture is no easy task. What do you think companies in Japan should be mindful of when cultivating and embedding a DEI culture?

Ueno: Since JAL's efforts alone cannot change Japan as a whole, we are also conscious of collaborating with other companies to create greater impact in society. Specifically, we have already implemented various initiatives such as those listed below. We intend to continue these impactful activities by collaborating with other companies moving forward.

• Collaboration with NTT
  Collaborating with NTT on their art contest, part of their initiative to promote the active participation of people with disabilities.
  ( For more on the "NTT Art Contest," click here )
   
• Collaboration with Kao
  JAL holds Diversity Day every June.
  Kao participated as a guest at this training event where employees discuss DEI.
  ( For details on the event, click here )

──We'd also like to hear about JAL's vision for DEI. With the change in leadership in April 2024, Ms. Mitsuko Tottori became President. From an outside perspective, it seemed like JAL made an even stronger "DEI Declaration" to society than before. How is this viewed within JAL?

Ueno: At our company, we've established systems enabling diverse talents to thrive. We believe opportunities exist based on ability, career path, and willingness to take on challenges, regardless of gender or other attributes. Looking at society as a whole, there's a gender imbalance among executives and managers, which is why a female president often garners attention. However , I hope we reach a world where we focus on the individual, not their gender , and where a female president is simply the norm.

──I hear many companies still don't feel DEI initiatives directly contribute to business growth. Can you share an experience where you felt diversity became a strength within your business?

Ueno: JAL's flights carry a diverse range of passengers. As part of our DEI efforts, we create opportunities to hear the voices and opinions of employees with disabilities. We place great importance on examining "what services are needed" from the perspective of those directly involved.

JAL aims to realize a society where everyone can enjoy travel. We believe it is extremely important to remove barriers for people with disabilities and others who face mobility challenges.

──In the DEI domain, what challenges are you considering for the future?

Ueno:DEI is not an end in itself but a means—a driver for building a sustainable business operation system. We believe that when every employee can thrive and achieve self-fulfillment through their work, it leads to high employee engagement and happiness, which in turn enhances the value we provide to our customers. Therefore, we aim to build an organization that embraces diversity and allows individuals to express their authentic selves.

If we can harness the ideas of employees with diverse values, we may be able to create businesses that aren't solely dependent on aviation. We sense the potential for business diversification to emerge as our workforce becomes more diverse.

Summary: Learning from JAL's Case Study - How to Cultivate a DEI-Focused Corporate Culture

 

In this article, we spoke with Ms. Ueno of JAL and gained insights on cultivating a DEI-focused corporate culture. We hope readers will find elements applicable to their own organizations.

*All images in this article provided by Japan Airlines