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2016 MTPC keynote speech
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However, we must also recognize the point that realizing “Japanese work-life balance”
through the three steps mentioned above incurs costs that must be done by the three actors of
government, workers, and companies. Keeping in mind the above-mentioned “J-curve
effect”, which expresses how a company’s productivity changes following the introduction
of work-life measures, companies need to prepare themselves for the possibility that their
productivity may drop temporarily, and individual workers may need to be aware of the
possibility that there may temporarily be economical costs, such as a decrease in income.
With its duty to lead society as a whole in a better direction based on the interests of workers
and employers, the government also needs to introduce various regulations, undertake
various legal reforms, and set numerical targets.
However, it must be kept in mind that the concept of “costs” that each actor should bear
is a way of thinking that appears only in a relatively short-term perspective. While it is
important to be aware of the point that all actors incur costs, it is even more important that
society as a whole seriously considers the true fruits of work-life balance from a more long-
term perspective rather than focusing only on the aspect of short-term costs. In other words,
it is vital to consider designs after the “equilibrium point” on the “J-curve”, where
productivity and profits begin to cover the costs.
For example, when the government attempts to strengthen across-the-board
requirements from an extremely short-term perspective, even if they achieve Step 1 (the
quantitative dimension), achieving Step 2 (the qualitative dimension) and Step 3 (diversity)
is still extremely difficult. The reason for this is that Steps 2 and 3, which are aimed at the
realization of a Japanese work-life balance, are not targets that should be aimed for under
so-called “forced” conditions. While a minimum degree of regulation is necessary, the reason
that discussions of work-life balance have a basically difficult nature is because it is not the
type of thing that can or should be “forced” on people or society through regulations. In
order for newly introduced systems and measures to truly take root in people’s (business
managers’ and workers’) consciousness and transform society as a whole, a lengthy ripple
period is required, and even if complications arise for each of the actors during that time,
such systems should be implemented. More than anything, the responsibility of government,
who are aiming to improve work-life balance for society as a whole, is not to expect sudden
and dramatic changes and set unattainable numerical targets. Instead, they need to take a