Promoting Working Women in Japan ～ The Central Core of the Growth Strategy ～ Ministry of Economy, Trade and Industry Economic and Social Policy Office Riwa Sakamoto (sakamoto-riwa@meti.go.jp)
＜ Today’s Agenda ＞ 1. “Promoting Working Women” for Japan’s Economic Growth 2 ． The Issues and Government Programs 2
1. “Promoting Working Women” for Japan’s Economic Growth 3
Historical Change of Japan’s Growth Model Adjustment after the burst of the Post war Rapid economic growth Stable economic growth Deflation bubble economy 1950 2010 1960 1970 1980 1990 2000 Plaza Accord IT Revolution Financial Crisis Oil shock Bubble Burst performing loans disposal of non- Financial crisis Lehman shock Earthquake The Great East Japan ECONOMY Average ・ GDP Growth rate （実質） ７ . ７％ １０ . ４％ ５ . ２％ ３ . ８％ １ . ５％ ０ . ６％ （ aging rate ：％） 25 （ working-age population 69 67 20 POPULATION Working-age 65 15 Population 63 Aging rate 61 10 59 5 57 55 0 1950 1955 1960 1965 1970 1975 1980 1985 1990 1995 2000 2005 2010 Corporate Strategy Added value ratio Added value ratio Mass production With slowdown in sales, increases the cost and price cut market share for maintaining the profit ratio. sales sales 4 (Source) Report of New Industrial Structure Committee of the Industrial Structure Council, METI (June 2012)
Historical Change of Japan’s FLP rate ○ It is not true that in Japan the FLP rate has been continuously low. ○ Actually, the FLP rate was the lowest in 1975, at the end of the “rapid economic growth” period. FLP rate （女性就業率：％） 60 50 40 第３次産業 Tertiary Industry 30 20 第２次産業 Secondary Industry 10 第１次産業 Primary Industry 0 1955 1965 1975 1985 1995 2005 5
Vision of Economic Society “Maturity” and “Diversity” -Value Creation Economy June 2012 New Industrial Structure Committee of the Industrial Structure Council Business S ss Strategy & y & Indust stri rial S Stru ruct cture re “Vision of Economic Growth” ・ Severe competition with emerging nations Stimulating latent domestic demand and obtaining demand of global markets through val alue ue creat ating ng → The growth model of “mass innov nnovation by by ex exer ercising ng J Japan apanese e production and price competition” has sens ensibilities es and and tec echno nolog ogy reached its limit Employ oymen ent Struc uctur ure “Vision of Human Resources” ○ Creating a society where var arious us ・ A rigid and uniform full-time worker human hum an r res esou ources, women, young, model (lifetime employment, regular male elderly, disabled people, etc. can an workers) has hindered developing an participate par e in n val alue ue crea eation on. environment for value creation. ○ Realization of the he doubl double-inco come me- Lack of work-life balance • two wo-ki kids s lifestyle and shift to a (Long time work with declining society of mutual support among all ll productivity per hour) generations gener 6
The Government’s View of “Female Empowerment” "Women participating actively" is “the central core of Japan’s Growth Policy”. ① To offset the decline in the working-age population ② To increase household income and expand domestic demand ③ To improve the birthrate with sufficient support for work-life balance The speech by Hillary Clinton, Secretary ・ Potential female workers are about 3 million. of State at the APEC Summit on “Women ・ If they all worked, they would earn about and Economy” in 2011 ） 7,000 billion yen ($70 billion), which “A Goldman Sachs report shows how a corresponds to 1.5% of GDP. reduction in barriers to female labor force participation would increase …Japan’s GDP by 16 percent…” IMF Managing Director, Mme. Lagarde (IMF WP “Can Women Save Japan?”) Potential female workers …if Japan were to raise its FLP ratio to ( ３ ．４ m) the level of the G7, GDP per capita would （出所）平成２３年版男女共同参画白書 FLP ratio (actual record) be permanently higher by 4 FLP ratio (in the case that M-shaped curve is solved) percent...Raising FLP rates further to the Potential FLP ratio Potential FLP ratio (ih the case that M-shaped curve is solved level of northern Europe could increase FLP ratio (in the case of Sweden) GDP per capita by an additional 4 percent. 7 (Source) White Paper on Gender Equality 2013” (Cabinet Office, Government of Japan)
2. The Issues and Government Programs 8
The Issues and the Policy Direction ■ There are problems of women labor both in quantity and quality . ■ Major large companies, which have realized a high retention rate with generous family support, now face the “quality” issue (promotion of women workers to higher positions). Improve QUA UALIT ITY of Increase QUA UANT NTIT ITY synergy ergy women labor of women labor Issue 60% of women quit jobs at giving Women’s potential is not fully birth due to the difficulty of WLB utilized (“Mommy’s track” problem) ② Encourage companies’ ① Promote supports for Policy positive actions for women’s workers’ WLB Direction empowerment ○ Childcare services ○ Promote “diversity management” as ○ Diverse and flexible working condition “business strategy,” rather than as “welfare” ○ Assistance for housewives’ re-entering ○ Promote “visibility” of the situation of the workforce after raising a child women empowerment in companies ③ Encouraging female entrepreneurship 9
The Child Care Leave System ■ Legal requirement: 12-18 month childcare leave and three year shortening of working hours. ■ In large companies, where such measures have been fully established, female employees rarely leave their jobs after having a child. ■ In SMEs, it is still difficult for female employees to actually use the measures. 50% of the base salary is paid as child care leave benefits 10
The P Pro roble lem o m of f Child ildcare are Waitin aiting Lis ists ts The official number of children on the childcare waiting list is about 23,000, but the potential demand is estimated around 850,000 to 1 million. Services provided mainly by public or “social welfare corporations” do not fully respond to diversified demands, such as services during the night and for periods of illness, etc. The number of kids on childcare Childcare operating bodies waiting lists （ April 2011) 30000 2,350,000 Number on waiting list Capacity Business 2,300,000 ＮＰＯ 25000 corporations 0.3% 2,250,000 1.2% 20000 2,200,000 15000 2,150,000 Public, 45% social 2,100,000 welfare 10000 corporation 2,050,000 s , 49% 5000 2,000,000 0 1,950,000 2006 2007 2008 2009 2010 2011 2012 2013 （ Source ） Ministry of Health, Labour and Welfare （ Source ） Ministry of Health, Labour and Welfare 11
“Accelerating the Zero Childcare Waiting List Project” • Ensure acceptance of about 200,000 children by the end of 2014 FY, about 400,000 by the end of 2017 FY, the peak of childcare demand. • Accelerate preparation of facilities by various operating bodies including business corporations . Business corporations provide good services, leading to users’ Mothers made objection statements against local government . 12 satisfaction.
“Accelerating the Zero Childcare Waiting List Project” Urgent project (this year/next year) (1)Developing childcare centers by lease and utilizing government-owned land (facilities) (2)Securing sufficient numbers of nursery teachers (3)Bringing forward new systems including small-scale childcare services (4)Supporting non-registered childcare facilities (5)Supporting employer-provided childcare services 13
Women’s Empowerment in Corporations ■ Despite the national target of “30% women in leadership positions by 2020,” in reality, the share of women in leadership positions (managerial positions or board) still remains very low. 【 The share of women in managerial positions 】 【 The share of women board members 】 60 45 52.7 40 50 43 35 29.9 31.2 34.3 34.4 35.7 36.7 38.7 40 30 25 30 25 20 workers 15 20 9.4 11.1 managers 10 10 5 1.4% 0 0 Saudi Arabia UAE Japan Oman Kuwait India Brazil China Turkey Canada Australia United Kingdom Germany Finland France Sweden Norway South Korea Singapore Malaysia U.S. (Source) Data from documents of Corporate Women Directors International (CWDI) 14
Vicious cycle of discouraging the promotion of women Male managers refrain from assigning challenging missions to female workers Male managers Female believe again workers’ “female workers motivation goes are not reliable” down Social stereotype of gender role They tend to leave Facing with work jobs or become life conflict ･･･ low performers . 15
Diversity Management Selection 100 （ FY2012 ） ■ METI launched the “Diversity Management Selection 100” project in FY2012. ■ Aim to promote diversity mgt. by collecting best practices and appealing its importance as a business strategy. ■ “Diversity”= HR strategy to proactively utilize various human resources (including women). ■ In FY2012, from 160 applicants, 43 enterprises were selected. 16
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