Why Women’s Advancement in Japanese Companies is Lagging

Women’s slow advancement in Japanese companies is attributed to a complex mix of historical, social, and institutional factors. Analyzing these from a DE&I (Diversity, Equity, and Inclusion) perspective highlights several key points supported by relevant data, news, and specific examples.

1. Cultural and Historical Background In Japan, the post-war economic boom entrenched the gender role division of “men work, women stay at home,” a social convention that remains deeply rooted. This mindset influences corporate work styles and promotion systems, creating psychological and social barriers for women pursuing careers. According to OECD data, while Japan’s female labor force participation rate is about 70%, the proportion of women in regular employment and management positions is low compared to other countries (as of 2022, Japan’s female management ratio is below 15%, while the OECD average is around 30%).
2. Institutional Factors: Long Working Hours and Insufficient Childcare Support Japan’s labor culture is characterized by long working hours, posing a significant obstacle for women who often bear household responsibilities. The corporate culture that values “working long hours” over results also disadvantages women seeking flexible work arrangements. Although Japan is said to have robust childcare leave policies, there is a significant gender gap in its utilization. A 2022 Ministry of Health, Labour and Welfare survey found that while the childcare leave acquisition rate for women was 81.6%, it was only 14% for men. Consequently, women often face concentrated childcare and household burdens, making career continuity challenging.
3. Lack of Awareness and Mechanisms within Companies Many companies are beginning to recognize the importance of DE&I, but concrete actions are often lacking. A 2023 survey revealed that while about 60% of Japanese companies acknowledged the importance of promoting diversity, less than 30% were actually implementing measures. Additionally, training and mentorship programs aimed at supporting women’s careers are being introduced, but they are often limited in scope and do not directly lead to promotion opportunities.
4. Economic Perspective Challenges While many studies show that promoting diversity leads to increased profitability for companies, some executives view it as a short-term cost. McKinsey’s “Diversity Wins” (2020) study highlights that companies with high diversity have a competitive advantage, yet Japanese companies tend to focus on “immediate results,” delaying investment in long-term diversity promotion.
5. Signs of Success and Change There are positive signs of change. For example, Shiseido set and achieved a goal of raising its female management ratio to over 30%. Additionally, Unilever Japan has enabled remote work for all employees and created environments where childcare and eldercare can be balanced, reducing female turnover rates. These companies demonstrate that introducing flexible work styles and fair evaluation systems is key to promoting women’s advancement.
6. International Perspective: Japan’s Low Gender Gap Index Ranking In the 2024 Gender Gap Index by the World Economic Forum (WEF), Japan was ranked 118th. The significant gap in the economic sector, particularly in management and political representation, presents a challenge. This low ranking also impacts international competitiveness.

Conclusion and Recommendations

Cultural and institutional reforms are necessary for Japanese companies to promote women’s advancement. Specific measures include:

• Promoting flexible work styles: Expanding remote work and flex-time systems.
• Encouraging male participation in childcare: Promoting the acquisition of childcare leave and expanding support systems.
• Establishing fair evaluation criteria: Implementing evaluation systems that focus on results, not time spent.
• Developing female leaders: Enhancing mentorship programs and career training.

These efforts will not only enhance corporate competitiveness but also contribute to the sustainable development of society as a whole. By actively advancing DE&I, Japanese companies can evolve into organizations with true global competitiveness.