Korean Air pushes for organizational integration ahead of merger with Asiana

Pilots and cabin crew from Korean Air and Asiana Airlines pose at Incheon International Airport’s Terminal 2, celebrating Asiana's operational relocation from Terminal 1 to Terminal 2 as of Jan. 14. Courtesy of Asiana Airlines

Korean Air has begun what it calls the “journey together” initiative, placing trust and communication at the center of its efforts to build a cohesive and healthy organizational culture ahead of its long-awaited integration with Asiana Airlines.

The airline has recently underscored this philosophy, as part of its broader corporate values framework — KE Way — which was unveiled in March last year.

Grounded in people-centered management, the initiative aims to foster sustainable relationships not only with customers, but also with employees and business partners.

As the company moves closer to its full-scale merger with Asiana Airlines, Korean Air has been rolling out a range of programs to bridge cultural gaps and promote unity between the two workforces.

Employees from Korean Air and Asiana Airlines participate in the We Run charity run at BMW Driving Center on Yeongjong Island in Incheon, April 14. Courtesy of Korean Air

Korean Air is particularly expanding opportunities for informal interaction through family-invited events and joint social contribution programs.

Internal communication channels are evolving as well. Korean Air and Asiana have jointly conducted surveys and organizational culture assessments to ensure that policies are not merely procedural, but embedded in daily practice.

In February, Korean Air revamped Communication Plaza, its anonymous internal bulletin board, to encourage constructive dialogue. The updated system enables quicker and clearer responses from relevant departments, reinforcing two-way communication.

Hanjin Group Chairman Cho Won-tae has also repeatedly emphasized the importance of cultural integration. Korean Air is a key aviation affiliate of the group.

In his New Year address, he said 2026 should be treated not as a preparatory phase, but as a period equivalent to full integration, urging employees to embrace openness and adapt naturally ahead of the official merger.

Employees from Korean Air and Asiana Airlines pose during an event marking the 61st anniversary of the former’s labor union in Bucheon, Gyeonggi Province, April 19. Courtesy of Korean Air

At the core of these efforts is KE Way, which outlines the company’s purpose, vision, mission and core values. Under the framework, Korean Air has established a code of conduct that defines expected behaviors and work practices.

The airline supports this initiative through internal training programs, communication campaigns and regular consultative bodies.

A key pillar of the integration has been co-location. Since March last year, Korean Air has been introducing shared workspaces across several divisions, including maintenance, safety strategy and public relations. The company expects that daily interaction and collaboration in shared environments will help organically shape a unified culture.

Operational integration is also gaining momentum. In January, Korean Air opened a joint crew briefing center at Incheon International Airport’s Terminal 2, so pilots and cabin crew from both airlines prepare for flights and use shared facilities together.

The airline has also launched KE Wiki, an internal platform to standardize the terminology used by both companies, and a multilingual integration portal to keep global employees informed of ongoing changes.

Joint events have further strengthened ties. In April, Korean Air hosted the We Run large-scale charity run, at the BMW Driving Center in Incheon, with 1,500 employees participating. Sponsored by Boeing, the event translated the total distance ran into donations supporting children with rare diseases.

Cabin crew members from Korean Air and Asiana Airlines take part in an audio book production event for the underprivileged children at a studio in Seoul, July 30, 2025. Courtesy of Korean Air

Other initiatives include a labor-management festival attended by 5,000 employees and family members, as well as safety experience programs for employees’ children. The two airlines have also collaborated on social contribution projects, such as anti-desertification tree planting in Mongolia and community outreach programs.

Survey results, released in January, showed cautious optimism. Around 57 percent of 15,900 respondents surveyed expressed a positive outlook on the merger, with overall readiness deemed “stable.”

However, employees highlighted the need for greater transparency and timely information sharing to ensure psychological stability during the transition.

A Korean Air official described the findings as an “important milestone” and pledged to continue listening closely to employees.

“Through these efforts, Korean Air aims to build a unified, trust-based culture with Asiana Airlines and position itself as one of the world’s most respected carriers,” an official from the flag carrier said.