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In this expanded role, the leader says he aims to build a distinctive culture where Indonesian hospitality is not only a promise to passengers but also shapes how employees treat one another internally.
Ricky Miraj has been appointed HC Strategy & Culture Division Head at Garuda Indonesia, moving on from his previous role as the organisation's Human Capital Strategy & Communication Division Head.
In his new role, Ricky tells HRO that his top priority is ensuring organisational culture becomes the foundation for how employees behave and work. He describes the transition from strategy and communication to strategy and culture as a significant challenge, noting that culture must act as the main engine that drives employees towards achieving business goals.
He adds that Garuda Indonesia is currently in a phase of sustainable growth and transformation. Under the stewardship of Daya Anagata Nusantara Investment Management Agency (Danantara), the airline is aligning Danantara’s 'ways of working' – melayani sepenuh hati, with Garuda Indonesia’s corporate culture, 'the Garuda way'. His focus, he says, is on translating these values into clear, daily behaviours, rather than allowing them to remain as slogans or jargon.
Another key focus would be on closing the gap between high-level strategy and the everyday employee experience. On this front, the leader aims to build a distinctive culture where Indonesian hospitality is not only a promise to passengers but also shapes how employees treat one another internally.
Looking ahead, Ricky is looking to foster the desired corporate culture through three key pillars under 'the Garuda way’:
The first is 'because you matter', which centres on providing the best experience for everyone employees interact with, including passengers, business partners, and colleagues. This approach is intended to ensure HR’s role is felt meaningfully across the organisation.
The second pillar, 'I am with you', focuses on building a strong sense of togetherness. As Ricky affirms, culture encourages trust, respect, and support among employees, while helping to break down silos across divisions and directorates to enable better collaboration.
The third pillar, 'I am in charge', places emphasis on personal accountability – and the leader wants every employee, not just those in HR, to demonstrate integrity, discipline, and proactivity by taking ownership of their work outcomes and decisions.
Sharing a highlight of his life outside of work, Ricky says he is proud of recently committing to playing padel regularly. "To me, padel is more than just a trend; it is an activity that effectively supports work-life balance.
"It offers a complete package: physical fitness, mental health, and a social aspect where I can play and laugh with close friends or family after a busy week."
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Lead image / Provided (featuring Ricky Miraj)
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