Women represent over 40% of the global workforce, as per data from the International Labour Organisation. According to the McKinsey Women in the Workplace 2025 report, women account for 49% of entry-level roles, 42% of manager positions, 35% of vice-president roles, and 29% of C-suite positions. The report also notes that 54% of companies identify women’s career advancement as a high organisational priority. 

As these figures provide context for the current landscape of women in the workforce, it highlights the urgency of recognising inclusive workplaces as a necessity rather than a benefit. Inclusive workplaces directly boost engagement and performance, improving the overall productivity of  an organisation. With Asia being one of the fastest growing economies, many business organisations in the region have made significant strides towards a more inclusive workplace culture.

The companies featured in this article operate across Asia and demonstrate how structured policies, leadership pathways and governance mechanisms are being applied to build workplaces that support women’s participation and progression.

Shiseido Group (Japan)

Shiseido Group Japan – a leading Japanese multinational beauty company is widely recognised as one of Asia’s strongest workplaces for women. Its commitment to women’s participation dates back to 1934, when the company challenged convention by formally hiring women through the creation of Miss Shiseido – a salaried, public-facing professional role that trained women as beauty consultants, long before gender initiatives became part of corporate discourse in Japan.

That legacy is reflected in Shiseido Group’s current workforce profile. Women account for more than 80% of employees globally, with female representation extending meaningfully into leadership and governance. Across the organisation, 59.5% of management roles are held by women, while in Japan where gender parity in corporate leadership remains a national challenge, women represent 41.1% of management positions as of January 2025. At board level, women comprise 54.5% of the Group’s directors.

Progress is underpinned by a strong focus on career continuity. Structured childcare leave, flexible working arrangements and on-site childcare support have contributed to a 93.9% return-to-work rate among employees in Japan following childcare leave – a level of retention that remains exceptional within the country’s corporate landscape.

Leadership development at Shiseido is driven by measurable outcomes. Through the ‘Next Leadership Session for Women’ programme, more than half of the participants whose progression has been tracked have secured promotions, strengthening the senior talent pipeline. The programme has also increased leadership readiness, with over 88% of participants expressing motivation to pursue advancement. This sustained focus has contributed to external recognition, including Shiseido Japan being ranked No.1 in the 2024 “100 Best Companies Where Women Actively Take Part” list. 

Lenovo Group (China)

Lenovo China continues to stand out as one of Asia’s leading employers for women, supported by a long-standing commitment to gender equality and inclusive workplace practices. For more than a decade, Lenovo has invested in gender diversity through its Women in Lenovo Leadership (WILL) network, an employee resource group with active chapters across China and Asia. The network supports career development, visibility, professional networking and leadership capability for women across functions.

As part of its formal workforce strategy, Lenovo set five-year executive representation aspirations in 2021, including a goal to increase global female representation in executive roles to 27% by FY 2025/26, from a 2020 baseline of 21%. According to the company’s FY2025 Sustainability Report, progress against this target remains on track, supported by structured leadership pipelines and succession planning across regions. At the management level, women represented 31% of total management roles globally in FY 2024/25, with 28% representation in senior management positions, reflecting incremental but sustained movement through the leadership hierarchy. Lenovo’s approach combines representation targets with governance oversight and talent-development mechanisms, reinforcing its stated position that leadership progression must remain merit-based while addressing systemic barriers to advancement across global operations.

LIXIL (Japan)

LIXIL, a global water and housing products company headquartered in Japan, has formalised gender equity as a core element of its Diversity and Inclusion strategy. Their strategy is supported by defined targets, governance structures and integration with its Global People Strategy. The company has stated its intention to achieve gender equity by FYE2030, recognising ongoing challenges such as the underrepresentation of women in management and persistent gender pay gaps.

As of 31 March 2025, women accounted for 17.4% of managers across LIXIL, while female directors and executive officers represented 37.5%, indicating tangible progress towards the company’s FYE2030 targets of 30% female managers and 50% female representation at executive level. Within Japan, where female leadership representation remains comparatively low, LIXIL’s executive-level figures place it ahead of many domestic peers. At the entry level, the company is strengthening its leadership pipeline through near-parity hiring, with women comprising 47.8% of new graduate recruits in FYE2025.

Women’s advancement at LIXIL is supported through formal governance structures that oversee the implementation of its gender equity strategy. Gender representation targets are reviewed by a dedicated D&I Council composed of business division heads, with progress reported through executive management to the board. This governance framework provides regular oversight of gender-related targets and progress across the organisation.

These actions reinforce LIXIL’s ongoing efforts to create a more equitable and sustainable workplace for women.

Maybank (Malaysia)

Maybank demonstrates measurable progress in advancing women across its workforce and leadership. In 2024, women held 42% of the Board of Directors and 42.1% of senior management roles, highlighting representation across key leadership levels. Pay equity is maintained, with all employees in Malaysia earning above the national Living Wage benchmark of RM3,100 (approximately $764) per month, supporting workforce stability and engagement, as reflected in a 92% Sustainable Engagement Index. Workplace policies further strengthen women’s participation and retention, including parental and childcare leave, flexible working arrangements, education support for employees’ children, and medical coverage for dependents, including children with disabilities. These measures collectively demonstrate Maybank’s commitment to creating a workplace that prioritises women’s progression and long-term career opportunities.

Tata Consultancy Services (India)

As of 2025, women represent 35.3% of TCS’s global workforce, reflecting substantial female participation in its technology operations across Asia.

Career progression is supported by structured leadership pathways and targeted development initiatives under TCS’s Leadership and Diversity (LeaD) programme, which aims to strengthen the pipeline of women leaders and promote equitable opportunities across all levels of the business.

A key initiative for women is Rebegin, TCS’s return-to-work programme for those resuming their careers after a break, which emphasises skills and prior experience rather than employment gaps, providing full-time roles with equitable opportunities for advancement.

In recognition of its people-focused practices, TCS was named a Global Top Employer for the tenth consecutive year and received enterprise-wide Top Employer Certification across 30 countries in 2025. With more than 607,000 employees across 55 countries and an industry-leading retention rate of 87%, TCS demonstrates how inclusion can scale globally and remain durable.

Dyson (Singapore)

Dyson – a global technology and engineering company is recognised globally for its commitment to advancing women in the workplace, backed by clear policies and measurable outcomes. The company has been named among the world’s best employers and recognised as a Top 100 female-friendly company, based on multinational employee surveys evaluating gender equality, pay, career advancement, and workplace experience. Women accounted for 50% of new Executive Committee appointments in recent years, and Dyson reports the highest level of female representation in global leadership roles in its history. The company also focuses on building future talent pipelines: at the Dyson Institute of Engineering and Technology, 33% of undergraduate engineers are female, nearly double the industry average. Supportive employee networks, including the Women’s Health Network and Women in Engineering Network, provide mentorship, resources, and peer guidance across regions, while internal career progression stories, highlighted through International Women’s Day campaigns, reinforce visibility and advancement. Together, these initiatives demonstrate Dyson’s ongoing commitment to creating a women-focused workplace.

Easa Saleh Al Gurg Group (United Arab Emirates)

Easa Saleh Al Gurg Group – a leading multi-faceted conglomerate has positioned itself as a leading employer for women in the region. In the Best Companies for Women in Gulf ranking, which measures recruitment, retention, leadership representation, pay equity and flexible policies, ESAG was recognised among the Top 10 organisations in the region.

Under its Pathways to Success equality, diversity and inclusion initiative, female representation across the workforce increased from 12% to 20%. Female appointments to middle management rose by 25%, while the number of women in decision-making roles increased by 30%. These changes coincided with a 20% rise in female employee retention and a 15% increase in engagement among women.

To advance women across the organisation, ESAG launched its ‘Pathways to Success’ initiative, combining targeted career development, leadership programmes, and supportive workplace policies. High-performing female employees benefit from mentoring, peer support, and tools to enhance leadership and strategic decision-making. The company also offers a fully sponsored global leadership programme in partnership with the London Business School, delivering a four-week online Women in Business course for high-potential leaders.

Workplace policies include 90 days of fully paid maternity leave, flexible work arrangements such as remote working and adjustable hours, and dedicated nursing facilities. To address unconscious bias, ESAG implemented a competency-based recruitment process, specialised training for people managers, and quantitative and qualitative metrics to monitor progress.

These initiatives have strengthened female representation, retention, and engagement, demonstrating ESAG’s commitment to being a leading company for women in the workplace.

Conclusion

Across Asia, the organisations highlighted in this article demonstrate that inclusive workplaces for women are not the result of isolated initiatives, but of sustained leadership intent, clear governance and measurable outcomes. From Shiseido’s long-standing commitment to career continuity, to ESAG’s investment in retention, flexibility and advancement, a consistent pattern emerges: progress follows structure. The implication is clear. Gender inclusion cannot be treated as a reputational add-on or short-term programme; it must be embedded into workforce strategy, leadership development and accountability frameworks. In fast-growing and highly competitive Asian markets, organisations that enable women to enter, remain and advance in the workforce are strengthening their talent pipelines, resilience and long-term performance. Inclusive workplaces are no longer optional. They are a strategic business imperative shaping the future of leadership and growth across the region.

In the future, there will be no female leaders. There will just be leaders.
– Sheryl Sandberg