Don’t promote someone just because she’s a woman — that, too, is a form of discrimination.


 Read the original article (in Japanese):

女性管理職「３割以上」１１．５％　東海４県過去最高　：地域ニュース : 読売新聞


1. When Numbers Make the Headlines

Every time I see headlines like “Female Managers Surpass 30%,” I feel a twinge of discomfort. Yes, there are numerical targets from the government, ESG ratings, and diversity-driven business trends that explain the attention. Metrics help measure societal progress, to an extent.

Still, I have to ask:

Is “how many women” really the core issue?

Whether someone becomes a manager should depend on ability, not gender. Numbers alone miss the point. Recognizing that is the first step toward more honest, fair discussions.

2. Western Approaches and Japan’s Position

Countries like Norway and France have introduced legal quotas requiring women to occupy a certain percentage of board seats. In the U.S., the NFL’s “Rooney Rule” inspired similar efforts in corporate leadership, mandating that women or minority candidates be considered in hiring.

These systems weren’t designed to push underqualified women upward. Instead, they were created to break structural barriers that had long prevented capable women from being considered at all.

Such barriers include:

  • Male-dominated networks (the “old boys’ club”)

  • Informal selection processes excluding women

  • Unconscious bias around parenting or continuity

  • Lack of access to critical career opportunities

In Japan, policies like the Act on Promotion of Women’s Participation and requests from the Tokyo Stock Exchange are encouraging companies to disclose gender ratios. But these are temporary correction tools, not ideals. What matters isn’t “how many women,” but “who was fairly evaluated.”

Comparison of Western Measures (2023)

CountryPolicy TypeStatusNotes
NorwayLegal 40% quota for boards44%+ maintainedFirst quota law worldwide
France40% quota + expanding to execs44% achieved; exec target by 2026Penalties for non-compliance
Germany30% quota + reporting dutiesExec roles ~12%“Leave seat vacant” rule
U.S.No quotas, Rooney Rule styleWomen ~30% on boardsRules vary by state
U.K.Voluntary goals, disclosures40% in FTSE100No legal enforcement

The common goal is clear: fix the structures that prevent ability from being recognized.

3. Equality vs. Ability-Based Evaluation

“Equality” is often misunderstood as requiring equal outcomes. But real equality means equal opportunity. Focusing too much on numerical balance risks reversing discrimination and undermining meritocracy.

It’s not about gender—it’s about ability.

4. Markets Reflect Merit — Lessons from Sports & Entertainment

Markets are brutally fair. In sports and entertainment, outcomes like viewership, revenue, and fan engagement decide who succeeds.

Why is men’s soccer more lucrative than women’s? Why do female fashion models dominate their industry? It’s not about gender—it’s about who creates more value.

Jobs should be the same. People should be evaluated by the value they bring, not by their gender.

5. Gender and Role Suitability at Work

There are statistical gender skews by industry:

IndustryGender SkewLikely Reasons
ConstructionMore menPhysical demands, hours
EducationMore womenEmpathy, interpersonal skill

But these are just tendencies, not rules. Individuals should be placed based on ability—not assumptions tied to gender.

6. Japan’s Direction Forward

Instead of hard quotas, Japan should pursue transparency and meritocracy:

  • Clear, open selection processes

  • Transparent evaluation standards

  • No penalty for flexible work or caregiving

  • Equal access to impactful projects

We don’t need to force diversity. If evaluation is fair, diversity will follow naturally.

7. Invisible Barriers Still in Japan

Japan still has cultural walls that block women:

  • Conservative bank lending to female entrepreneurs

  • Career breaks penalized

  • “She’ll probably quit” bias in hiring or promotion

These aren’t laws—they’re cultural atmospheres that shut people out before they begin.

If there’s no opportunity, there’s no way to prove ability. That’s why we must change both systems and culture.

8. Conclusion — Ability, Not Gender

The future we should aim for is simple:

  • Equal opportunity regardless of gender

  • Evaluation based on performance and fit

  • A society where gender doesn’t determine one’s path

If women make up 30% or 50% of managers, it’s fine—as long as they got there by merit.

Let’s stop chasing ratios and start fixing evaluations. That’s how we build a society based on ability, not gender—a society worth trusting.


Read in Japanese↓

女性管理職はジェンダーではなくアビリティで評価する社会へ（2025.9.24）

Read more articles (in Japanese)↓

大企業の「黒字リストラ＝都合の良い人員削減」を許すな（2025.9.22）

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