Challenge Initiatives for 30% of Executives to be Women by 2030

Keidanren will accelerate the “promotion of active participation in the workforce by diverse people” in order to achieve inclusion and co-creation of diverse value-the keys to sustainable capitalism-as part of “The NEW Growth Strategy” that looks ahead to the post-COVID-19 era.

To accomplish this, we have set the aspirational target for 30% of executives1 to be women by 2030. Furthermore, we entered into a memorandum with 30% Club Japan2 in December 2019 and will work with the campaign to achieve our common goals.

As business leaders, we will promote diversity and inclusion with the following four points in mind to create a movement to achieve this target, and lead growth through innovation and the creation of a sustainable society.


Positioning diversity and inclusion as key corporate strategies, we will carry out initiatives that lead to business impact.


By focusing on boards of directors-the decision-making bodies of companies-we will accelerate initiatives to apply the perspectives of a diverse range of people, including women, to the execution of operations and governance.


We will provide support in line with each career stage, from hiring to leadership development (including identifying candidates), in order to strengthen the talent pipeline3.


We will pursue the creation of organizations and environments that can maximize the performance of all employees by breaking away from previous employment practices and reforming the organizational culture.

1.Based on officers under the Companies Act of Japan (may include executive officers and the equivalent).

2.30% Club Japan is a campaign whose members consist of company leaders that strives to increase the representation of women in key decision-making bodies of companies.
It has set a goal of achieving 30% representation of women on the boards of TOPIX100 companies by 2030.

3.System to ensure there is a continuous supply of successors at each level and generation in an organization.


For Reference 1Examples of Points Business Leaders Should Check

You are promoting diversity and inclusion, expecting good results for your business.
It is important to believe in and work towards the expected effects and results.

(Bad example: You don’t understand the advantages of diversity.)

You think of diversity and inclusion as an urgent issue rather than a mid- to long-term one.
In these rapidly changing times, it is important to work persistently and tirelessly towards the target.

(Bad example: You put off starting talent development for years because it is time consuming.)

You don’t hold discussions based on male-centered interpersonal relations that are governed by unspoken rules.
It is important to proactively develop and appoint enthusiastic and capable people with diverse attributes.

(Ban example: Discussions are carried out with only the same members at the bar, break room, etc.)

Unconscious bias in not rampant in your organization.
It is necessary to consciously work to eliminate bias, which everyone has wherever you go.

(Bad example: You adjust the duties of women with small children before asking what they want.)

You are making an effort to provide stretch assignments.*
Assignments that aren’t necessarily connected to previous experience or precedents lead to growth for both the individual and the organization.

(Bad example: You tend to evaluate women only on performance and not potential)
 * Method of encouraging growth by providing experience and tasks that go a little beyond the individual’s current job or assigned duties.

You are talking about the importance of diversity in your own words.
Words expresses one’s soul. It is important for leaders to continue to convey the message in their own words.

(Bad example: You leave conveying the message to the relevant department.)

For Reference 2Examples of Support Programs in Line with Career Stages

Supporting Companies

(in alphabetical order as of April 12, 2024)