2014年-WEF世界经济论坛_Closing_the_Gender_Gap_in_Japan_16页_2mb

Closing the Gender Gap in Japan: Summary

Core Content

This document, produced in collaboration with McKinsey & Company, presents a comprehensive analysis of the gender gap in Japan, emphasizing the need for corporate action to achieve gender parity. It outlines the current state of gender equality, the rationale for change, the barriers to progress, and actionable steps for companies to implement.

Main Points

• Global Context: The concept of gender parity is gaining traction globally, and Japan is no exception, with political leaders like Prime Minister Shinzo Abe setting ambitious goals for women's representation in leadership roles.
• Current Status: Japan ranks 105th in the Global Gender Gap Index (2013), indicating that only 65% of the gender gap has been closed. The economic and political empowerment gaps remain significant.
• Economic and Demographic Drivers: Closing the gender gap is essential for Japan's economic growth and to address demographic challenges such as labor shortages and an aging population.
• Corporate Role: Companies are crucial in driving change, as they can implement both "hard" and "soft" interventions to support gender diversity and improve performance.
• Barriers to Address: The report identifies key barriers such as the double burden on women, lack of cultural and organizational support, and insufficient role models and opportunities for women in leadership.

Key Information

The Starting Point

• Japan's labor force participation rate for women is 63%, compared to 85% for men.
• 35% of women are in part-time employment, while only 10% of men are.
• The salary gap for women is 79th globally, with women earning about half of what men earn in PPP terms.
• Women occupy only 9% of legislator, senior official, and manager positions, and less than 1% of executive committees.

The Case for Change

• Economic Impact: Closing the gender gap could boost Japan's GDP by up to 13%.
• Corporate Performance: Companies with higher female representation in top management outperform peers by 56% in terms of EBIT.
• Demographic Pressures: Japan's population is projected to decline to 97 million by 2050, and the aging population necessitates dual income households.

Barriers to Address

1. Double Burden: Women in Japan spend significantly more time on unpaid work than men.
2. Work Culture: The "anytime/anywhere" performance model negatively impacts women's ability to balance work and family.
3. Lack of Support Mechanisms: Childcare and elderly care support systems are insufficient.
4. Lack of Role Models and Opportunities: Few women are in top management roles, and there is a lack of mentorship and training for women.

Corporate Actions to Facilitate Change

1. Measurement and Target-Setting: Establish gender-disaggregated databases, set achievable diversity targets, and implement transparent salary bands.
2. Awareness and Capacity-Building: Provide training on attracting, retaining, and promoting female talent; address unconscious biases and promote gender sensitivity.
3. Incentives and Accountability: Reform recruitment and promotion processes to ensure transparency and fairness.
4. Work Environment and Work-Life Balance: Ensure maternity/paternity leave does not hinder career progression, support part-time and flexible workers, and provide childcare and elderly care facilities.
5. Leadership and Company Commitment: Ensure top management supports gender equality and that policies do not harbor gender-based discrimination.
6. Along the Value Chain: Promote diversity in supply chains and support women-owned businesses.
7. External Influence: Engage in public-private partnerships and support gender parity-focused civil society initiatives.

Path Forward: Multistakeholder Action

• Cross-Cutting Initiatives: Need for transparency, accountability, and knowledge sharing across companies and sectors.
• Industry-Wide Collaboration: Best practice sharing between companies with and without gender parity targets is critical.
• Public-Private Dialogue: Essential for developing an ecosystem that supports women's economic participation.
• Role of the Japan Gender Parity Task Force: Acts as a platform for dialogue and collaboration.
• Long-Term Impact: Gender diversity can transform Japan's economy, society, and demographics.

Conclusion

The report underscores that while Japan has made some progress, the gender gap remains a significant challenge. Corporate action, supported by public and societal initiatives, is vital to achieving gender parity and unlocking the full potential of Japan's talent pool. A holistic, culturally sensitive, and strategically aligned approach is necessary for sustainable change.

References

• World Economic Forum and McKinsey & Company (2014)
• Keizai Doyukai and J-Win (2013)
• Goldman Sachs (2014)
• OECD and National Institute of Population and Social Security Research

Acknowledgements

The report was developed through collaboration with the World Economic Forum and McKinsey & Company, with significant support from Keizai Doyukai and J-Win. It also acknowledges the contributions of various organizations and individuals involved in the Gender Parity Programme.