Japan has consistently ranked low in the Gender Gap Index published by the World Economic Forum, placing 125th out of 146 countries in the 2023 rankings.
In today's society, where gender equality is a major topic, why does Japan score so poorly, and why is there such a significant gap compared to the rest of the world?
This article explores the current state of Japan's gender gap, its underlying causes, and the key societal challenges that need to be addressed.
{tocify} $title={Table of Contents}Raising the Issue and the Purpose of This Article
Gender disparity is often perceived as a women's issue, but it actually has far-reaching consequences for society as a whole.
For example, delayed participation of women in the workforce exacerbates labor shortages, reducing business productivity and economic growth opportunities.
According to the OECD, narrowing the gender gap in labor participation could significantly boost GDP.
Additionally, when women are confined to traditional household roles, men lose opportunities to engage in domestic life, leading to poor work-life balance and increased mental stress.
In Japan, long working hours are common, making it difficult for men to participate in household duties, which in turn hinders women's career development.
The goal of this article is to clarify the current gender gap and its root causes, encouraging readers to recognize that this is a societal issue that affects everyone.
Furthermore, we propose necessary policy reforms, corporate initiatives, and concrete actions that individuals can take to help solve this issue.
Background and Current Situation Analysis
Understanding the gender gap requires a detailed analysis of its background and current status.
Japan’s gender disparity is not only rooted in historical and cultural factors but is also significantly influenced by the labor market, education system, and political structure.
By examining how these elements intertwine to create societal challenges, we can better understand the issue and take the first steps toward a solution.
The following sections explore Japan’s gender gap through historical and cultural perspectives, supplemented by current data and case studies.
Historical and Cultural Background
Gender roles in Japan can be traced back to the patriarchal values of the Edo period’s samurai society.
During this time, men were expected to work outside the home while women managed household affairs—a notion that was further reinforced by modernization policies in the Meiji era.
The family system introduced by the Meiji government granted the household head (typically male) absolute authority, positioning women in a subordinate domestic role.
Although the post-war Japanese Constitution guaranteed legal gender equality, the rapid economic growth period solidified the ideal of the “housewife and salaryman” family model.
Companies encouraged men to work long hours as full-time employees, while women were often assigned part-time or temporary roles to prioritize their family responsibilities.
This division of labor entrenched social norms where “men are expected to work continuously” and “women are expected to leave the workforce upon marriage or childbirth,” contributing to Japan’s persistent gender gap.
Current Data and Cases in the Labor Market, Education, and Politics
The impact of the gender gap is particularly evident in the labor market, education, and politics.
In the labor market, women remain underrepresented in managerial and full-time positions, limiting their influence in corporate decision-making.
In education, the proportion of women in STEM fields remains low, creating disparities in career opportunities.
In politics, the number of female lawmakers and cabinet members is remarkably low, meaning that women’s perspectives are not adequately reflected in policy-making.
The following sections provide data and specific examples illustrating these issues and explore possible solutions.
Labor Market
In Japan's labor market, the proportion of women in managerial positions remains low, limiting opportunities for promotion.
According to a survey by the Ministry of Health, Labour and Welfare, as of 2020, the percentage of women in management positions was only 13.2%, one of the lowest among developed countries.
For example, in the same year, the percentage of women in managerial roles was 41.4% in the United States and 43.0% in Sweden (Source: JIL Japan Institute for Labour Policy and Training).
This disparity is largely influenced by Japan’s unique corporate culture.
With long working hours being the norm and managerial roles lacking flexibility, many women are forced to give up promotions due to difficulties in balancing work and family life.
Although Japan has a parental leave system, the uptake remains low, particularly among men, with a male parental leave rate of only 13.97% in 2021 (Source: NLI Research Institute).
In this environment, women disproportionately bear family responsibilities, making career continuity challenging.
Additionally, many Japanese companies still follow a seniority-based promotion system, which puts women who take maternity or childcare leave at a disadvantage in career advancement.
In contrast, the United States follows a merit-based system, where career interruptions have less impact on evaluations.
Sweden has introduced gender-equal parental leave policies, encouraging male participation in childcare, which helps support women’s career development.
Considering these international comparisons, addressing Japan’s gender gap in the labor market requires flexible work arrangements, greater encouragement of parental leave uptake, and fairer evaluation systems for managerial promotions.
Education
While there is no significant gender gap in primary and secondary education, a clear disparity emerges in higher education and university majors.
Women’s enrollment in STEM fields (Science, Technology, Engineering, and Mathematics) remains low, directly contributing to the underrepresentation of women in technical and research professions.
According to a 2019 OECD survey, women accounted for only about 17% of STEM students in Japanese universities, below the OECD average (Source: YourChoice).
This disparity is influenced by gender role perceptions established from an early age and the low societal expectations for women pursuing STEM careers.
For instance, the stereotype that “men are better at math” is unconsciously ingrained, affecting expectations from teachers and parents, which in turn influences career choices.
Another major factor is the lack of female role models.
With fewer female researchers and engineers, young women struggle to envision themselves succeeding in STEM fields.
Additionally, in the workforce, corporate hiring policies and work environments often hinder women's participation in STEM-related jobs.
For example, women remain underrepresented in management roles in technical fields, and particularly in engineering and IT sectors, female employment rates are significantly lower.
By contrast, countries like the United States and Sweden actively promote STEM education for female students and implement corporate policies to recruit and develop female engineers and researchers.
To close this gap, Japan needs to expand scholarship programs for women in STEM fields, foster female researchers, and improve workplace conditions.
A collective effort from educational institutions, businesses, and society as a whole is essential to bring about a meaningful shift in attitudes.
Politics
The percentage of women in Japan’s National Diet remains low. As of 2023, women accounted for about 10.3% of the House of Representatives and about 26.7% of the House of Councillors, bringing the overall percentage to approximately 16.0% (Source: CDP Japan).
This falls significantly below the global average of 26% and is the lowest among G7 nations.
Key factors limiting women's political representation include the long-standing male-dominated political culture, a shortage of female candidates within parties, and systemic issues within the electoral process.
Meanwhile, other countries have taken proactive measures to enhance women's political participation.
For example, France and Germany have introduced quota systems, requiring political parties to include a certain percentage of female candidates on their lists, resulting in increased female representation.
In Norway, women hold nearly 45% of parliamentary seats, ensuring their voices are adequately represented in policymaking.
In Japan, efforts to increase female representation are gaining momentum, with some parties actively recruiting more female candidates.
However, systemic and cultural changes are still insufficient, and more proactive initiatives are needed.
To close the gender gap in politics, Japan must strengthen support systems for female candidates and pursue a cultural and structural transformation in political institutions.
Causes and Impacts
Understanding why the gender gap exists is a crucial first step toward finding solutions.
In Japan, deeply rooted social stereotypes, institutional and workplace practices, and a lack of role models are key factors that reinforce gender disparities.
For example, the belief that "men work, women stay at home" is deeply ingrained in society through early education and media influence.
Additionally, long working hours are common in workplaces, making it difficult to balance career and family life, particularly for women.
Furthermore, the low representation of women in political and corporate leadership roles results in a shortage of role models for younger generations.
This section delves into the fundamental causes of the gender gap and examines its broader impact on society.
Explaining the Causes of the Gender Gap
The gender gap is a complex issue caused by various interconnected societal factors.
Understanding its root causes helps pave the way for effective solutions.
In Japan, persistent social stereotypes, outdated institutional practices, and a lack of role models contribute significantly to gender inequality.
Below, we explore each of these factors in detail and analyze their influence on society.
Social Stereotypes
The stereotype that "men work, women take care of the home" remains deeply ingrained in Japanese society.
This mindset is instilled from an early age through education, family expectations, and media representation.
As a result, the idea that women should prioritize family while men focus on work is widely accepted as the norm.
For example, in Japanese schools, home economics classes often focus on cooking and sewing for girls, while boys take technical skills courses, reinforcing gender roles.
Additionally, television dramas and advertisements have long depicted women as caretakers and men as career-driven professionals.
Such stereotypes also affect education and career choices.
Fewer female students pursue STEM fields because of the misconception that "women are better suited for humanities" or that "technical jobs are for men."
Moreover, in recruitment, some companies still hesitate to hire women based on assumptions that they may leave the workforce due to marriage or childbirth.
These social stereotypes not only limit women's career opportunities but also place pressure on men to prioritize work above all else.
To break these stereotypes, efforts must be made in education reform and media representation of diverse lifestyles.
Institutional and Workplace Practices
While Japan has legal frameworks for maternity and childcare leave, these policies are not effectively utilized.
For instance, as of 2021, the male childcare leave uptake rate was only 13.97%, highlighting a significant gap.
The underlying issue lies in workplace culture and societal perceptions.
In many companies, long working hours are still the norm, and taking childcare leave is often perceived as a career disadvantage.
For men in particular, there remains a belief that "taking parental leave hinders career advancement," making them hesitant to use the system due to workplace scrutiny.
Even when childcare leave is available, many workplaces lack a supportive environment, making it difficult for employees to take advantage of the policy.
Without the understanding of supervisors and colleagues, these policies risk becoming mere formalities rather than practical options.
Additionally, in small and medium-sized enterprises (SMEs), concerns about workforce shortages make it harder to implement childcare leave policies effectively.
Thus, the existence of these policies alone is insufficient—transforming corporate culture and workplace attitudes is essential.
Sharing successful case studies and reinforcing policies that promote parental leave uptake are critical steps toward creating a fairer work environment.
Insufficient Role Models
The lack of female leaders makes it difficult for younger women to envision their career paths.
For example, the percentage of female CEOs in publicly traded companies remains low. In Japan, only 62 out of 3,838 surveyed companies (approximately 1%) had a female executive with representative authority (Source: Forbes Japan).
In politics, women make up only about 16% of the National Diet, limiting their influence in policymaking.
Furthermore, successful examples of female leadership are not widely highlighted in the media or education, reinforcing the stereotype that "women are better suited for supportive roles."
As a result, young women are less motivated to pursue leadership positions, ultimately narrowing their career options.
To address this issue, companies and governments must actively appoint female leaders and promote their success stories to society.
Additionally, expanding mentorship programs and implementing leadership training programs for women are essential steps to fostering the next generation of female leaders.
Impacts on Society, Businesses, and Individuals
The gender gap not only affects individual choices and lifestyles but also has widespread implications for society, business competitiveness, and personal development.
A lack of gender equality slows economic growth, stifles corporate innovation, and limits opportunities for individuals, creating a negative cycle.
This section explores the specific impacts of the gender gap on Japanese society, businesses, and individuals, highlighting the severity of the issue and potential solutions.
Impact on Society
Japan's persistent gender gap exacerbates labor shortages and poses a major obstacle to economic growth.
With an aging population, Japan's working-age population is projected to decline from 59.5% in 2022 to below 55% by 2041 and further to 52.1% by 2070 (Source: National Institute of Population and Social Security Research).
Without increased female labor participation, the shrinking workforce will accelerate, negatively impacting GDP.
Additionally, a lack of diversity stifles innovation.
According to a McKinsey report, companies with high gender diversity are 25% more profitable than those with lower diversity (Source: McKinsey & Company).
However, Japan still has a low percentage of female executives, limiting diversity in corporate decision-making.
Moreover, failure to close the gender gap hampers efforts to address declining birth rates and aging population challenges.
For instance, if workplaces do not support women returning to work after childbirth, balancing parenting and careers becomes difficult, leading to lower birth rates.
In aging societies, caregiving responsibilities often fall disproportionately on women, further reducing workforce participation.
Thus, gender inequality is not just a matter of fairness—it has profound implications for Japan’s economy, innovation, and overall societal sustainability.
Impact on Businesses
The gender gap in businesses affects management efficiency and competitiveness.
Organizations that fail to incorporate diverse perspectives tend to struggle with innovation and problem-solving.
As noted earlier, companies with higher gender diversity in leadership achieve 25% higher profitability than less diverse companies.
Research also suggests that greater diversity improves decision-making, enhances employee engagement, and drives innovation (Source: Genspark).
With increasingly diverse consumer markets, companies must incorporate a variety of perspectives into marketing and product development.
However, Japan continues to have a low percentage of female managers, making it difficult to reflect diverse viewpoints in decision-making.
Furthermore, gender-balanced workplaces improve employee motivation and retention.
Companies that provide a supportive environment for both men and women see lower turnover rates, increased productivity, and overall improved corporate performance.
Thus, achieving gender balance is not just a social issue—it is crucial for sustainable business growth and enhanced competitiveness.
Impact on Individuals
The gender gap limits life choices not only for women but also for men.
For women, marriage and childbirth often lead to lost opportunities for promotion and career advancement. In Japan, the "mommy track" phenomenon—where career growth stalls after childbirth—remains a major issue.
According to a 2023 survey by the Ministry of Health, Labour and Welfare, the percentage of female managers in Japan remains low: 7.9% for department heads, 12.0% for section chiefs, and 19.5% for assistant managers—significantly below international standards (Source: Ministry of Health, Labour and Welfare).
Additionally, women still bear the majority of household and childcare responsibilities, often forcing them to give up their careers.
Meanwhile, men also face challenges due to workplace culture and long working hours, which limit their ability to participate in household and childcare duties.
Japanese workplaces continue to uphold the culture that "long working hours are a virtue," particularly among managers, where prioritizing work over family is often an unspoken rule.
As a result, men find it difficult to take parental leave. In 2021, the male parental leave uptake rate was only 13.97% (Source: Gender Equality White Paper).
This situation creates a vicious cycle where men struggle to secure family time and achieve work-life balance, while women find it difficult to balance career and household responsibilities.
Moreover, the burden of childcare and elder care falling disproportionately on women makes financial independence challenging and could impact future pensions and social security benefits.
To improve this situation, companies must promote flexible work arrangements and actively encourage men’s participation in childcare and household duties.
Furthermore, a societal shift in perceptions is needed to create an environment where both men and women can balance work and family, leading to greater individual well-being.
Domestic and International Initiatives
Efforts to close the gender gap are being implemented not only in Japan but also worldwide.
By examining corporate initiatives, government support measures, and successful examples from other countries, Japan can learn and improve its own approach.
This section introduces specific corporate and governmental initiatives in Japan while comparing them to pioneering global efforts to derive key insights.
Corporate Initiatives for Gender Inclusion
In recent years, companies have been actively working to close the gender gap through various initiatives.
For instance, companies that promote female leadership development have introduced in-house training programs and mentorship systems to strengthen female leadership pipelines.
Additionally, implementing remote work and flextime policies enables employees to balance childcare, elder care, and work, encouraging higher female workforce participation.
Some companies have also introduced quota systems that require a certain percentage of executive roles to be filled by women, while others have established diversity and inclusion departments to drive cultural transformation.
These measures make it easier for women to participate in decision-making and bring diverse perspectives to corporate strategies.
A notable success story is Shiseido, which introduced a leadership development program and mentorship initiatives, increasing the percentage of female managers in its domestic group to 40.0% by 2024 (Source: Edenred Japan).
Similarly, Resona Holdings implemented a mentorship program for newly appointed female managers and a female branch manager training system, raising the percentage of female line managers to 34.5% in 2023, marking twelve consecutive years of increase (Source: Edenred Japan).
Furthermore, Yonex increased its percentage of female managers (assistant manager level and above) from 6.5% in 2015 to 26.1% by April 2024, with a goal of reaching 30% by 2030 (Source: HQ).
These corporate initiatives support female career advancement while enhancing organizational diversity and competitiveness.
By transforming policies and corporate culture to support gender inclusion, companies can achieve sustainable growth and improve their competitive edge.
Municipal-Level Initiatives
Many municipalities are expanding childcare support systems and implementing policies to help parents reenter the workforce after childbirth.
For instance, efforts are being made to eliminate daycare waiting lists by increasing the number of childcare facilities and introducing corporate childcare support programs.
In Tokyo, the government is not only increasing the number of licensed daycare centers but also expanding temporary childcare services to provide more flexible options for parents.
Additionally, some municipalities offer subsidies to companies that introduce telecommuting and shorter working hours to support work-life balance.
For example, Kanagawa Prefecture provides the "Work-Life Balance Promotion Grant" to support companies that implement flexible work arrangements.
To encourage male participation in childcare, some municipalities have introduced incentive programs for fathers who take parental leave.
Fukushima City launched a new Male Parental Leave Incentive Program in 2024, providing a 100,000 yen grant per company where at least 50% of male employees take childcare leave (Source: Chugoku Shimbun).
Furthermore, municipalities are working to build childcare support networks in collaboration with local communities.
For instance, Osaka City partners with volunteers and NPOs to host parent-child interaction events and childcare consultation meetings, creating a community-based support system beyond the family unit.
These initiatives are gradually strengthening local support systems, allowing parents to balance work and childcare more effectively.
Lessons from International Comparisons
Nordic countries have advanced childcare leave policies and well-developed childcare facilities, providing strong support for women’s workforce participation.
For example, Sweden has implemented the "Daddy Quota" system, which mandates that fathers take a portion of parental leave.
This policy has significantly increased male participation in childcare, leading to a fairer distribution of childcare responsibilities and enabling women to continue their careers.
The Swedish government also provides substantial childcare subsidies and comprehensive support for working parents, contributing to higher female labor participation rates.
Norway introduced a "Quota System" in 2003, requiring corporate boards to have at least 40% female representation, achieving this goal by 2008.
By 2021, the percentage of female board members in publicly traded companies had reached 41.5%, demonstrating how this policy effectively increased gender diversity in corporate leadership (Source: Gender.go.jp).
This system has ensured gender diversity in decision-making processes and increased the presence of women in executive roles.
In contrast, while the United States has fewer government regulations, many companies voluntarily work to increase female representation in executive positions.
Several Fortune 500 companies have set internal goals to increase female board representation and actively implement leadership training and mentorship programs.
Through these corporate efforts, the development of female leaders has progressed, enhancing organizational diversity.
Comparing policies and corporate initiatives from different countries highlights the need for more proactive policies and cultural reforms in Japan.
Proposals and Solutions for the Future
To eliminate the gender gap and create a more equitable society, active participation from the government, businesses, and individuals is essential.
Based on the challenges identified so far, it is crucial to consider what solutions are needed.
This section explores specific approaches at the policy, corporate, and individual levels, examining what actions can be taken from each perspective.
By implementing government reforms, transforming corporate cultures, and changing individual mindsets, we can build a future where everyone can thrive.
Approaches at Policy, Corporate, and Individual Levels
Eliminating the gender gap requires a comprehensive approach across all sectors of society.
Sustainable change can be achieved through the interaction of government policies, corporate initiatives, and individual awareness and actions.
This section explores the strengthening of legal frameworks at the policy level, improvements in workplace environments at the corporate level, and mindset and behavioral changes at the individual level.
Policy Level
To promote parental leave uptake and enhance existing systems, stronger legal measures and financial incentives are essential.
For instance, to increase male parental leave participation, governments should increase subsidies for companies and implement mandatory minimum leave periods for fathers.
Additionally, promoting flexible working hours and telecommuting can help facilitate smoother workplace reintegration after parental leave.
To increase female participation in politics, not only should gender quotas be introduced, but also expanded educational opportunities for political engagement should be established.
For example, leadership development programs and public policy training can encourage more young women to pursue political careers.
Furthermore, implementing financial assistance programs for female candidates can ease the economic burden of campaigning, creating an environment where more women can enter politics.
Corporate Level
Promoting workplace reforms and reducing excessive working hours are crucial to achieving diverse work styles.
Encouraging the adoption of remote work and flextime systems allows employees to work in ways that suit their lifestyles.
To support work-life balance, companies should expand childcare and caregiving support programs while providing in-house training on improving work-life integration.
To promote women into managerial and executive positions, setting clear numerical targets and systematically nurturing talent is essential.
Companies should implement women’s leadership development programs, strengthen internal mentorship systems, and introduce training programs for future female executives.
Additionally, creating an environment where women can build careers with confidence requires ensuring transparency in promotion and evaluation processes and introducing fair performance appraisal standards.
Individual Level
Men should actively participate in household and childcare responsibilities, while women should confidently pursue career development without being constrained by societal expectations.
For example, when men take parental leave and gain hands-on experience as primary caregivers, household and childcare responsibilities can be more evenly distributed.
Women aiming for career advancement can benefit from leveraging mentorship programs in the workplace and finding successful role models.
Such efforts contribute to an environment where individuals can thrive based on their abilities rather than gender.
Regular discussions with partners and family members about career and life plans are crucial for balancing household and work responsibilities.
For instance, reassessing household and childcare responsibilities and visualizing task distribution can improve efficiency.
Utilizing housekeeping and childcare support services can also help alleviate household burdens and improve work-life balance.
By implementing these strategies, we can create an environment where everyone can lead a fulfilling life.
Practical Action Plan for Readers
There are many steps individuals can take to help eliminate the gender gap.
This section introduces concrete actions that readers can implement in their daily lives and workplaces.
By changing personal perspectives and actively engaging in workplace and social initiatives, individuals can contribute to the advancement of gender equality.
Key steps include gathering information, challenging stereotypes, building networks, and improving household role distribution. Each of these will be explored in detail.
Stay Informed
It is important to proactively gather information on support programs provided by workplaces, local governments, and government subsidies for diversity initiatives.
For example, understanding childcare support programs, career development initiatives, flexible work options such as flextime and remote work, and leveraging them based on personal and family needs can help create a smoother balance between work and family life.
Additionally, learning from successful international examples and incorporating effective ideas into Japan’s policies and workplaces can drive progress.
For instance, Nordic countries have established legal frameworks promoting male participation in childcare, such as Sweden’s "Daddy Quota" system, which mandates that fathers take a portion of parental leave.
This policy has led to fairer distribution of childcare responsibilities, enabling women to continue their careers more easily.
Implementing similar policies in Japan could help create more flexible and sustainable work-life balance options.
Challenge Stereotypes
It is essential to reassess gender stereotypes, such as "women should do this" or "men should behave like that," and instead evaluate people based on their abilities and aspirations.
For example, women pursuing leadership roles and men taking parental leave should be seen as standard choices rather than exceptions.
Achieving this requires a broader shift in workplace and societal perspectives.
Additionally, media and education play a crucial role in shaping perceptions, and it is important to critically assess gender roles reinforced through these channels.
For example, being mindful of how advertisements and TV dramas portray gender roles and analyzing their impact can lead to a more conscious perspective on stereotypes.
Schools should also incorporate a wider range of perspectives on gender roles to help young people make more informed choices for their futures.
When making career decisions or distributing household responsibilities, individuals should ask themselves, "Is this truly the best choice for me?" and make decisions based on personal aspirations and suitability rather than gender norms.
Developing this mindset allows individuals to lead more fulfilling and independent lives.
Build Networks
Creating and participating in communities that facilitate information exchange and mutual support is vital for career growth and improving quality of life.
For example, joining online forums for female professionals, mentorship programs within or outside companies, and industry-specific networking events can provide valuable insights and opportunities.
Gender-inclusive networks also help address shared challenges and drive improvements in workplace environments and work-life balance policies.
Participating in local parenting support groups or online communities for working parents can be an effective way to share information and receive emotional support.
For those aiming for career advancement, joining industry-specific women’s networks or diversity-focused corporate networking events can open doors for professional growth.
Leveraging these networks not only enhances individual skills but also contributes to the broader movement toward closing the gender gap in society.
Reevaluating Household Responsibilities
It is important to regularly discuss and fairly distribute household and childcare responsibilities with your partner.
Visualizing household and childcare tasks and adjusting them to prevent imbalances can lead to a more efficient and equitable division of responsibilities.
For example, creating a household chore list and assigning tasks by day of the week can help establish a cooperative and manageable environment.
To reduce household burdens, it is also beneficial to utilize modern appliances and external services such as grocery delivery, housekeeping services, and childcare support platforms within the sharing economy.
For dual-income households, services like meal kit deliveries and robotic vacuum cleaners can reduce domestic workload and create more quality time for family.
When it comes to childcare, sharing responsibilities such as daycare pickups and school events is crucial.
Additionally, maintaining a shared parenting journal and assigning roles for milestones and special events can foster equal parental involvement.
By flexibly reassessing household roles and collaborating, families can achieve a well-balanced lifestyle while maintaining fulfilling careers.
Conclusion
Japan's gender gap is a result of historical, cultural, and institutional factors combined with deep-rooted stereotypes.
However, as seen in both domestic and international cases, positive change is possible when society and businesses actively implement systemic improvements and individuals shift their awareness and behavior.
For Japan to truly prosper, it is essential to embrace diverse perspectives.
Creating a society where everyone can live, work, and express themselves freely without gender-based inequality starts with individual awareness and action.
For instance, many companies are introducing diversity promotion programs to increase female representation in leadership roles.
On an individual level, reevaluating household roles and encouraging greater male participation in domestic and childcare responsibilities can contribute to a more equitable society.
Even small steps can make a difference.
Reflecting on personal actions and advocating for change can become the driving force that shapes a better future.
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