Cross-Mentoring Initiatives Aim to Develop Female Execs in Japan

Tokyo, March 8 (Jiji Press)–Japanese companies are increasingly adopting so-called cross-mentoring programs to develop future female corporate leaders, in which potential female executives are mentored by senior officials from other companies and gain insights into career development. Firms that have introduced such initiatives said that participating female employees have gained wider perspectives and that executives themselves have also learned from the programs. Challenges in In-House Promotions Japanese corporations have a low proportion of female executives who were promoted internally, rather than being appointed from outside companies. According to the Japan Business Federation, or Keidanren, the proportion of women among executives at Keidanren member firms listed on the Prime top-tier section of the Tokyo Stock Exchange stood at 19.0 pct as of July 2025. But the figure mostly reflects outside board members, and women accounted for just 4.0 pct of internal directors. Keidanren has said that “developing diverse in-house talent” is a key issue for companies. In 2024, major textile maker Teijin Ltd. and electronics maker Ricoh Co. joined a cross-mentoring program involving oil wholesaler Idemitsu Kosan Co. and nonlife insurer Tokio Marine & Nichido Fire Insurance Co. The proportion of female workers in the Teijin group stood at 28.2 pct in fiscal 2024, while the proportion of female executives reached only 13.1 pct. A Teijin human resources official said that the company decided to take part in the program because it believes the two proportions should be equal. Participating female employees initially showed reluctance, believing that women who break new ground cannot afford to fail. But through the program, Teijin employees came to understand that women had to put on a brave face out of an excessive awareness of female empowerment, the human resources official said, describing this as a “major shift.” The initiative has begun to produce results, with a participant being tapped for an executive position in April. Cross-mentoring schemes also offer the opportunity for participants to speak candidly about career-related concerns that they cannot share with colleagues. “I can speak frankly because (my mentor) is not my superior, and I was able to ease my vague anxiety,” Miyako Oda, a participant from Ricoh, said. Oda originally had preconceived notions about what it means to be a corporate executive. But through talking with her mentor with the attitude that she was free to choose her own future, she “came to relax in a good way and believe that doing something that is fulfilling would lead to promotions,” she said. The four companies’ cross-mentoring program is slated to expand to eight firms this year. Importance of Female Network In an eight-company cross-mentoring initiative including supermarket operator Aeon Co., watch maker Citizen Watch Co. and food and pharmaceuticals group Meiji Holdings Co., participating mentors are also women. “Sharing concerns while ensuring psychological safety and finding a role model that cannot be found at one’s own company can be a driver of career advancement,” Hitomi Mimura, head of Aeon’s diversity, equity and inclusion promotion office, said, stressing the importance of connections between women. Mimura said that a participant expressed appreciation for the program because she was looking for a career path that she could use as a model. “I want to expand the circle across companies,” Mimura said. Focusing on Each Individual In the manufacturing sector, which traditionally has a low proportion of women, some companies are carrying out solo initiatives to boost female representation. Nissan Motor Co. Corporate Vice President Michelle Baron said that increasing the proportion of women in management requires preparations from an early stage. The automaker has been promoting female empowerment initiatives through various approaches for over 20 years, with younger female employees receiving group training and those close to assuming managerial roles being assigned an outside adviser. Baron emphasized the importance of focusing on each individual, which she said does not apply solely to women. For example, Toshiko Kobayashi, now head of Nissan’s DEI promotion office, returned to the company after quitting once to focus on childrearing. While many around her expressed words of sympathy when she made the decision to leave the firm, a mentor at the time asked whether she understood what women lose socially when they give up their positions as regular employees. Kobayashi said she was moved when the mentor, who asked the difficult question after thinking seriously about her career choice, eventually accepted her decision to quit. Setting achievable goals based on individual circumstances is important to effectively promote women within a company, Baron said. END [Copyright The Jiji Press, Ltd.]