Diversity & Inclusion in Japan: Progress and Perspectives
In the first part of our “Diversity & Inclusion in Japan” series we looked at the current status as well as the legal framework of D&I in the country. For this second article, we’ve talked to two professionals who are working to create a more diverse and inclusive environment in their organizations.
Meet the Interviewees
Yuki Minami – Head of People Division at Toys “R” Us Japan, dedicated to advancing women in her organization.
M.N. – A professional in a global IT company, sharing his experience of working with a disability in Japan.
Empowering women in Japan
Minami’s Journey to Leadership
Profile
Head of People Division, Toys “R” Us Japan. After graduating from NYU in 1993, she joined AIU Insurance (now AIG Property Casualty). She held roles at a US-based Investor Services company, Towers Perrin (now Towers Watson), and an HR Strategy Consulting firm. In 2012, she became HR Vice President at Walmart Japan, later serving as HR Director at Chubb Insurance in 2017. She joined Toys “R” Us in 2020 as Head of Talent. Boyd & Moore is proud to have supported her in these key career moves.
Q: Minami-san, in your current role, you are part of the leadership team within a big organization. Did you see yourself in such a position when you had just started out in your career?
After graduating in the US, I joined a foreign company in Japan, expecting Sales but landing in HR. Unsure of HR, I focused on doing my best, aiming to meet expectations rather than pursue leadership.
Despite women making only 20% of the workforce at my company back then, there were many women in the HR department, so I didn’t think much about issues of gender inequality.
At university in the US, I never felt disadvantaged as a woman, and joining the workforce felt like a natural continuation. In hindsight, I realize this was an exception, and I’m grateful for that start.
Q: When did you first step into a leadership role? What expectations or concerns did you have?
In my late twenties, I was unexpectedly given a leadership role. With a “let’s try and see” mindset, I embraced the challenge. Leadership is still tough, but taking the first step is key.
Overcoming Gender Bias
Q: There are still many people including politicians and government officials who use phrases such as “women should behave like this or that”. In your experience, what kind of approach has been effective to change the mind of people who think like this?
As I said before, initially I didn’t feel very conscious about being a woman in the workplace. However, there was one particular situation where I was made painfully aware of it.
In my 30s, after a decade in Organizational & HR Consulting, a client requested a male consultant to replace me—the only woman on the team. My manager informed me days later, assuring me he wouldn’t change the team and encouraged me to prove my capabilities.
Shocked by the client’s request, I considered stepping down. However, my manager’s trust encouraged me to stay. In the end, I built a strong relationship, delivered exceptional results, and was personally requested when the client extended the contract.
I think this kind of result-driven approach might be the best response to any discriminatory behavior. It’s about making others – whether clients, colleagues or managers – see you as a fellow human, a colleague or partner, by building trust.
I strongly believe that you can change another person’s mindset over time by treating them in the same way as you want them to treat you. This requires staying humble, listening to different opinions even if they are contrary to your own and trying your best to always keep improving.
Q: Japan ranked 121st among 153 countries in the international gender gap rankings, coming in last place among major advanced economies. In such a highly patriarchal society, is there anything you especially pay attention to when leading an organization?
I personally don’t like the term “female leadership role models”. I try to learn from great leaders regardless of their gender. Looking at male leaders and thinking “I can’t be like this because I am a woman” is just a way of imposing limitations onto yourself.
Also, by putting yourself into a box you risk creating this image of a homogenous “insider” group to which you as the “outsider” group do not belong. Instead of labeling myself I try to be who I am.
As a leader, I constantly reflect on my self-management and openness with others. Motivating individuals to form a high-performing team requires positivity and encouragement, even in tough times. While I still have much to learn, this fuels my passion for my work.
Advancing Women in Leadership
Q: Do you have any success stories regarding fostering D&I, including women’s advancement?
Yes, I participated in a global women’s advancement project at a foreign retail company. Each country faced different gender-related challenges, so we tailored a plan to address Japan’s specific issues.
In Japan, the pipeline for female store and deputy managers was weak. To address this, we formed an HR and shop management team to nurture female leaders. Unlike past programs focused on development, we set a bold goal—promote participants within a year.
We also knew that just educating our female leadership candidates wouldn’t be enough. That’s why we actively engaged with their store managers and regional managers, went together with the candidates to their workshops and made sure that On The Job Training (OJT) was provided properly.
To ensure that the managers developed a strong sense of responsibility for their candidates’ success, we decided that the future female leaders would give their final presentation together with their managers. As a result, many participants from that program were eventually promoted.
Q: According to the study “Awareness survey regarding the advancement of women 2020” published by Sony Life Insurance in October last year, only 18.7% of women said they wanted to take on a leadership position. The top 5 reasons for being hesitant were: 1) Too much responsibility (50.6%); 2) Too stressful (42.8%); 3) It doesn’t fit me (42.8%); 4) I am not confident in my leadership capabilities (33.4%); 5) It looks rather exhausting (32.5%). Minami-san, do you think it is necessary to change society as whole in order to get more women into leadership positions?
Looking at these survey results, I feel that being a leader doesn’t have much appeal for women. I think it’s necessary to make management roles more attractive.
In retail, most customers are women, yet female store managers remain few. Many women in management step down after maternity leave, lacking confidence to balance leadership and parenting.
One solution could be having a trial period to ease concerns and encourage more women to give it a try. In general, it is important to listen to each individual and figure out what holds them back to find a solution together.
Q: Do you have any advice for women who are thinking about becoming a leader but are still not quite convinced?
The world is watching how Japan addresses its gender gap and empowers women. This is a great opportunity for any woman aspiring to leadership, whether now or in the future.
My advice is to stay open-minded, remain humble, and embrace challenges as your authentic self. Clarity comes with progress—stagnation prevents discovery. New experiences lead to fresh insights and motivation, helping you advance step by step in your career.
Leading with a Disability
M.N.’s Perspective on D&I in Japan
Profile
After university, M.N. joined the service industry but faced depression due to understaffing and irregular hours. He later excelled in sales but struggled again after a leadership promotion, leading to his resignation. After learning coping strategies and receiving official recognition for his psychiatric disability, he now works as an assistant at a foreign IT company.
The Challenges of Disclosure
Q: As a person with a disability, how do you feel about Diversity & Inclusion in the context of Japanese employment?
In my current company I have two reporting lines: one is to global and the other one is in Japan. Both show significantly different levels of interest in D&I related issues.
For example, I felt quite hesitant to come out as having a disability to my Japanese colleagues but not to my global colleagues. Here in the Japan office only very few people that are close to me know about this. Certainly, no one outside of my team.
It’s not just me—my global colleagues openly discuss their disabilities, sexual orientation, or identity, while my Japanese colleagues rarely do. Overseas companies seem to have made more progress in creating safe spaces for such conversations.
I hesitate to speak openly in Japan due to potential negative consequences, despite believing it would boost performance. Research shows LGBTQ+ employees who come out at work see a 15% productivity increase, which may also apply to people with disabilities.
Creating Inclusive Workspaces
Q: Do you have an example of a D&I initiative your company introduced that made you feel more comfortable working there?
My current company has been investing in D&I initiatives for a while now on the global level. Lately, they also established a dedicated team in Japan which gives me hope that D&I awareness is spreading little by little here as well.
There are so called PODs (Power of Difference) who organize events once a quarter, tackling topics such as LGBTQ+, women or people with disabilities. All employees are invited to participate. The company covers the expense for those events.
I myself am one of the founding members of the D&I team. Once a month, we hold workshops and seminars where we educate on the topic. Thanks to those initiatives, I finally feel that I have a place in this company and that there’s meaning in me being a part of it.
Retaining Employees with Disabilities
Q: There are a lot of companies that complain about having difficulties retaining people with disabilities. Would you have examples for how companies have successfully overcome this issue?
Creating a safe space starts with making people feel heard. Managers can support employees with disabilities by asking about their needs in one-on-one meetings. The goal isn’t just retention but mutual understanding, trust, and respect—motivating them to contribute in return.
Promoting a Culture of Understanding
Q: How would you try to help somebody understand what D&I is about who is maybe not yet on board with it?
Understanding why someone opposes D&I is key to changing their perspective. If they see it as irrelevant, showing its impact and their role can help. Knowing their reasoning makes engagement more effective.
Q: What societal change would you like to see that could help create workplaces that are more meaningful and accessible for people with disabilities?
I believe that the key for a more open and comfortable work environment for all would be trying to see everyone as individuals and to understand each other better, regardless of title (manager vs subordinate) or ability. This kind of mutual understanding and acceptance is what changes a society.
Summary: The Power of Individuality and Listening
We thank Minami-san and M.N.-san for their time. Their insights highlighted two key concepts—individuality and reciprocal listening—both essential for a diverse and inclusive society.
Lifelong employment and workplace homogeneity in Japan are fading as diversity grows. Companies must move from group-based management to valuing and understanding individuals to stay competitive.
Regular one-on-one meetings help managers build stronger relationships, making D&I more effective. While big investments help, small actions—better communication, team building, respect for individuality, and safe spaces—are key to inclusivity.