Mon, Sep 08, 2014 - Page 14 News List

Japan’s bid for female driven economy

HURDLES:As Shinzo Abe sets out to achieve a turnaround of the Japanese economy, driven by women, he is urged to acknowledge that immediate success is unlikely


Japanese Prime Minister Shinzo Abe’s appointment of a record number of women to his Cabinet highlights efforts to power the economy by boosting the female workforce — but he faces myriad challenges turning that vision into reality.

On Wednesday, Abe gave key jobs — including the Ministry of Justice and oversight of the embattled nuclear power sector — to women, who now make up more than a quarter of the 18-strong Cabinet.

“Creating a society where women can shine is a big challenge that the Abe Cabinet is taking on,” said the conservative prime minister, who swept to power in late 2012 on a ticket to kick-start the lumbering economy.

The move followed growing calls for Japan to make better use of its highly educated, but underemployed women as a rapidly aging population strains the public purse.

Tokyo wants to boost the ratio of women in senior positions to 30 percent by 2020, up from 11 percent now, one of the lowest rates in the world.

Dozens of Japan’s biggest firms — including Toyota, Panasonic and All Nippon Airways — recently announced targets for boosting the number of executive women.

However, the task is a daunting one in a country where sexist attitudes are still prevalent and men dominate politics and business.

Long working hours, boozy post-work sessions with the boss, and not enough childcare facilities are also among the reasons why many working Japanese women opt to stay at home or give up hopes of promotion after having children.

“The corporate gender gap in Japan is thought to be a result of indirect discrimination against women,” said Kazuo Yamaguchi, a sociology professor at the University of Chicago.

“For example, willingness to work long hours seems to be a condition for promotion for women, but not for men,” Yamaguchi added.

Another example is a corporate practice of placing women in positions that have fewer opportunities for promotion despite high job-performance evaluations,” Yamaguchi added.


Chie Kobayashi, a mother of two, transferred to Nissan Motor Co’s Brazil office in 2005, becoming the first working mother at the Japanese automaker to work overseas.

“I had been hoping to work in a foreign country since I was young and single,” said Kobayashi, 46, now the Tokyo-based head of Nissan’s diversity development office.

“But in my younger days the opportunities for working abroad or receiving training overseas often fell to male workers. For women, those chances were rare,” Kobayashi added.

Kobayashi, who joined Nissan straight out of university, credits a tie-up with France’s Renault in 1999 for boosting her employment choices.

“Compared with other Japanese companies, Nissan is probably advanced in terms of diversity in personnel, as it was forced to change when it joined with Renault,” she said.

However, Kobayashi cast doubt on the government targets.

“If you try to achieve numerical targets by any means, it could bring about a skewed situation such as lenient performance assessments for women,” she said.

“What is important is giving equal job opportunities to both men and women,” Kobayashi added.

Meaningful change in company demographics will only come if more Japanese women want to work and the environment welcomes them, said French sociologist Muriel Jolivet, who has been living and teaching in Japan for years and has written several books on Japanese society.

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