Alan Joyce, the former chief executive officer of Qantas, has expressed regret over what he sees as a decline in corporate leadership on social issues, emphasizing a perceived reluctance among today’s business executives to take public stances. Speaking at a recent event in Sydney to launch his memoir, *Riding the Jet Stream*, Joyce reflected on his experiences steering Australia’s largest airline through the Covid-19 pandemic and beyond, as well as his involvement in two highly contested social campaigns.

Joyce acknowledged missteps made during the airline's pandemic response but also highlighted his willingness to engage in broader societal debates. He recalled his and Qantas’s prominent roles in supporting the marriage equality plebiscite in 2017 and, more recently, the Voice referendum. Both initiatives drew significant criticism for stepping beyond traditional corporate roles, although the marriage equality vote ultimately succeeded, while the Voice referendum was decisively rejected.

Addressing the challenges of backing these causes, Joyce noted that many business leaders now avoid publicly expressing views due to fears of backlash from shareholders, boards, and broader public opinion. He described the support of marriage equality as difficult yet necessary, motivated in part by his own identity as a member of the gay community. Ahead of the plebiscite, Joyce volunteered to take a six-month leave of absence from Qantas to mitigate any concerns from the board regarding his advocacy, but his offer was declined.

He recounted the personal and professional toll of taking a stand, including emotional responses from staff members facing criticism and slurs tied to the company’s position. Joyce framed participation in such campaigns not only as an ethical imperative but also as a strategic business decision. He argued that minority groups are significantly more likely to choose brands that visibly support them and that companies benefit from attracting a diverse pool of employees—a critical advantage in the competition for talent.

Despite the evident risks, Joyce expressed frustration with Australian corporate leadership’s general caution on social and political issues. He sees this reticence as a “real weakness,” particularly within the business sector, lamenting an unwillingness to engage openly in important debates. His remarks suggest a call for renewed courage among executives to navigate the complexities of public discourse while balancing business interests and social responsibility.