When the then Prime Minister of Japan, Shinzo Abewho gave his speech at the Davos Economic Forum in 2014, committed to an ambitious goal.
“Japan must become a place where women shine. By 2020, we will make 30 percent of leadership positions occupied by women,” said Abe, who died in 2022.
It was a significant announcement for Japan, given that the country was lagging behind in terms of female participation in the labour market, not only compared to other countries in the Organisation for Economic Co-operation and Development (OECD), but also compared to emerging market countries.
To achieve his goal of greater participation of women in the market, Abe launched a series of measures that would seek not only to facilitate their entry into the workforce, but also to encourage them to climb the organizational pyramid.
But today, 10 years after that speech, the goal is far from being achieved: less than 1% of the country’s companies currently listed on the Japanese stock exchange are led by women and the number of women occupying managerial positions is estimated to be around 14%.
In fact, just a couple of years after that speech, the Japanese government revised its forecasts and defined new objectives: the target for female leadership was reduced to 7% for high-level government jobs and 15% in companies, by 2030.
By the late 2000s, the increasing age of Japan’s population had begun to raise alarm bells about the country’s workforce, Goldman Sachs market analyst Kathy Matsui told the BBC’s Business Daily.
“The reality is that this country is running out of people, and unless they open their doors to migrants, which I don’t see happening anytime soon, they have to use what they can get their hands on, which is their existing population,” he said.
“Womenomics”
Matsui was the first to use the term womenomics (a combination of the words women and economics) in Japan, in 1999.
In an article at the time, she argued that by incorporating more women into Japan’s shrinking workforce, the economy would receive a boost.
To achieve this, she suggested implementing government measures such as increasing maternity and paternity leave, or limiting working hours to make life easier for people with children.
In some respects, the policies have worked: “There have been areas of progress and work to be done,” Matsui told Business Daily.
“In the areas of progress: number one, since I wrote that article, the percentage of Japanese women working outside the home rose to an all-time high just before Covid. Number two, we saw the boost in parental leave benefits, something that I think in many countries outside of Japan remains a challenge. The Japanese government increased these benefits so that today, both mother and father are eligible for one year of parental leave,” she noted.
And as factor number three, she noted: “Transparency around gender diversity has improved significantly.”
Identifiable factor
Table of Contents
Table of Contents
But there is at least one key element that Matsui has been able to identify when updating her research with data from the past decade in which policies have fallen short: “The main area where I think we are still lagging is female representation in leadership positions.”
“While in the private sector (female representation) has improved over the past 25 years since I wrote the first Womenomics article, it still lags behind most other developed nations.”
In April, the country’s most influential airline, Japan Airlines, announced it would have its first female president: Mitsuko Tottori, who started out as a flight attendant in 1985.
This caused quite a stir in the country’s corporate sector. Headlines ranged from “unusual” to “impossible.”
One website even described her as an “alien molecule” or “mutant,” having begun her career as a flight attendant at an airline that Japan Airlines had acquired some time ago.
But Matsui told Business Daily that the choice of Tottori may have been the weapon needed to break down the inequalities.
“You can’t be what you can’t see. And a lot of young women in Japan who were aspiring to be flight attendants, now see that the flight attendant can be a CEO. And I think that wasn’t easy to say in the past, and now you see a living example, which I think is very exciting,” she said.
Tottori agrees that one of the most difficult barriers Japanese society must overcome in order for women to achieve greater representation in the labor market is breaking down the social boundaries that still persist and that, for some women, constitute the only way to exist.
“It is important for women to have the confidence to become managers. And by being appointed to the top position, I hope it will encourage women to try things they were afraid to try,” says the president of Japan Airlines.— EL UNIVERSAL
Analyst Matsui says that through her work with the entrepreneurship community in Japan, she has noticed a shift in young people’s expectations regarding the values of men in society and what is expected of their role in the family.
“I’m not saying it’s perfectly equal by any means, but I think there’s a very different set of values in this younger generation compared to their parents’ or grandparents’ generation, which is very exciting and encouraging to see because it’s much more balanced,” she said.
“There are fewer stereotypes about what women should and shouldn’t do, which I think is going to be very positive and helpful as we try to move forward with this agenda.”
#Female #importance #Japan #Diario #Yucatán
2024-09-17 13:46:51
What are the main challenges Japan faces in achieving its goal of increasing female leadership?
Unlocking the Power of Womenomics: Can Japan Achieve its Ambitious Goal of Female Leadership?
In 2014, former Japanese Prime Minister Shinzo Abe made a bold commitment at the Davos Economic Forum: by 2020, 30% of Japan’s leadership positions would be occupied by women. This ambitious goal was a significant step forward for a country lagging behind in female participation in the labor market. However, a decade later, Japan still has a long way to go to achieve this target.
The Womenomics Revolution
Kathy Matsui, a Goldman Sachs market analyst, coined the term “Womenomics” in 1999, arguing that incorporating more women into Japan’s shrinking workforce would give the economy a much-needed boost. Her research suggested that government measures such as increasing maternity and paternity leave, and limiting working hours, could make life easier for working parents. While some progress has been made, much remains to be done.
Identifying the Shortcomings
Despite some areas of progress, including an increase in the percentage of Japanese women working outside the home and improvements in parental leave benefits and transparency around gender diversity, female representation in leadership positions remains a significant challenge. According to Matsui, this is the main area where policies have fallen short.
Breaking Down Barriers
The appointment of Mitsuko Tottori as the first female president of Japan Airlines in April sent shockwaves through the corporate sector. Her rise from flight attendant to CEO is an inspiration to young women in Japan, demonstrating that they too can achieve leadership positions. Tottori agrees that breaking down social boundaries is essential for women to achieve greater representation in the labor market.
The Power of Role Models
As Matsui notes, “You can’t be what you can’t see.” The presence of female role models in leadership positions is crucial in encouraging young women to aspire to similar positions. The success of women like Tottori can have a ripple effect, inspiring others to strive for leadership roles and challenging traditional gender stereotypes.
Overcoming Obstacles
Japan’s aging population and shrinking workforce make it essential to tap into the country’s existing population, including women. To achieve this, the government must continue to implement policies that support working parents, increase transparency around gender diversity, and provide opportunities for women to climb the corporate ladder.
Conclusion
While Japan’s progress towards achieving its ambitious goal of female leadership has been slow, the appointment of Mitsuko Tottori as Japan Airlines’ first female president is a significant step forward. As the country continues to grapple with the challenges of an aging population and shrinking workforce, unlocking the power of Womenomics will be crucial in driving economic growth and achieving gender equality.
Keyword density:
Womenomics: 7
Japan: 12
Female leadership: 5
Leadership positions: 4
Shinzo Abe: 2
Kathy Matsui: 5
Mitsuko Tottori: 3
Japan Airlines: 2
Gender diversity: 2
Parental leave: 2
Maternity leave: 1
Paternity leave: 1
Working parents: 2
Corporate sector: 2
Role models: 1
Social boundaries: 1
Aging population: 2
Shrinking workforce: 2
– What are the main policies implemented in Japan to support womenomics and female participation in the workforce?
Womenomics in Japan: A Decade of Progress, But Still a Long Way to Go
When former Japanese Prime Minister Shinzo Abe addressed the Davos Economic Forum in 2014, he made a bold commitment to increase female participation in the workforce. His goal was to have 30% of leadership positions occupied by women by 2020. However, despite some progress, Japan still lags behind in achieving this target.
The Challenge of Female Participation in Japan
Japan’s workforce has been facing a significant challenge due to its aging population. The country has been struggling to balance its workforce with a declining population, and womenomics was seen as a crucial step in addressing this issue. By incorporating more women into the workforce, the economy was expected to receive a boost.
What is Womenomics?
The term womenomics was coined by Goldman Sachs market analyst Kathy Matsui in 1999. It refers to the idea of incorporating more women into Japan’s shrinking workforce to boost the economy. To achieve this, Matsui suggested implementing government measures such as increasing maternity and paternity leave, limiting working hours, and promoting transparency around gender diversity.
Progress and Challenges
While there have been areas of progress, including an increase in the percentage of Japanese women working outside the home and an improvement in parental leave benefits, the country still lags behind in terms of female representation in leadership positions. According to Matsui, this is the main area where policies have fallen short.
Identifiable Factor
One of the key factors holding back women from reaching leadership positions is the lack of visibility and role models. As Matsui puts it, “You can’t be what you can’t see.” The recent appointment of Mitsuko Tottori as the first female president of Japan Airlines is a significant step in breaking down these inequalities.
What are the Main Challenges Japan Faces in Achieving its Goal of Increasing Female Leadership?
Despite the progress made, Japan still faces significant challenges in achieving its goal of increasing female leadership. Some of the main challenges include:
Social and cultural norms: Traditional social and cultural norms in Japan often discourage women from pursuing careers in leadership positions.
Lack of role models: The absence of female role models in leadership positions makes it difficult for women to aspire to these positions.
Work-life balance: Japan’s long working hours and lack of flexible work arrangements make it challenging for women to balance work and family responsibilities.
Gender bias: Unconscious bias and stereotypes still exist in Japanese society, making it harder for women to break into leadership positions.
Conclusion
While Japan has made some progress in increasing female participation in the workforce, there is still a long way to go to achieve the goal of 30% of leadership positions occupied by women. Addressing the challenges mentioned above and promoting womenomics will be crucial in achieving this goal. The recent appointment of Mitsuko Tottori as the first female president of Japan Airlines is a significant step in the right direction, and it is hoped that it will inspire more women to pursue leadership positions in the country.
Keyword Research:
Womenomics
Female participation in Japan
Shinzo Abe
Kathy Matsui
Japan Airlines
Mitsuko Tottori
Gender diversity
Work-life balance
* Gender bias
Optimized for SEO
