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Good Wife, Wise Mother” Anne MICHAUD Séminaire Stratégie des Firmes Multinationales Année 2007-2008 Breaking with the Japanese Proverbial phrase “Good Wife, Wise Mother” Shiseido changes its traditional “chauvinist-male” management practices to implement gender equality initiatives. Monographie de gestion réalisée sous la direction de M. Kitous 1 ACKNOWLEDGMENTS I would like to thank all the people who helped me in the writing of this thesis. I am particularly grateful to: - Professor Bernhard Kitous, my research director, for his help and support. - Tomoko Uemura met through the association Bretagne-Japon who kindly introduced me to Japanese women and helped during my interviews as a translator. - Keiko and Masayuki, Japanese exchange students at the Institute and all the Japanese people I had the opportunity to interview for giving me a realistic view on Japanese society and Shiseido. - Professor Aya Takahashi from Hokkaido University for the references she gave me on women in Japan. - Carole Duprez, who was an excellent team partner and is a great friend. - Christopher Eddy who was kind enough to proof read this thesis. 2 TABLE OF CONTENTS ACKNOWLEDGMENTS....................................................................................................................2 EXECUTIVE SUMMARY.................................................................................................................. 4 Partie A : CASE DESCRIPTION.........................................................................................................5 Context.............................................................................................................................................5 Shiseido, an old Japanese company...with a pioneer spirit..............................................................7 Part B: ANALYSIS AND CASE RESOLUTION............................................................................... 9 I. SYMPTOMS AND SIGNS.........................................................................................................9 A) Shiseido breaking with the traditional Japanese management system...................................... 9 1) The traditional Japanese management system........................................................................9 1.1 An exclusive system.........................................................................................................9 1.2 Life-time employment and training ...............................................................................10 1.3 The seniority wage and social benefits...........................................................................10 1.4 The search for harmony: the group as preeminent to the individual..............................11 1.5 Office Lady and Salaryman, the two figures of the Japanese management system. .....11 2) Shiseido introducing diversity to increase corporate competitiveness................................. 12 2.1 Gender equality initiatives and human resources management. ................................... 12 2.3 Gender equality initiatives and Social Responsibility....................................................15 3) Shiseido implementing gender equality initiatives...............................................................15 3.1 The beginning of gender equality initiatives for Shiseido............................................. 15 3.2 The Second Phase to promote a Gender Free environment........................................... 15 3.3. The Gender equality Action Plans.................................................................................16 4) Benchmarking: a comparison with another leading international cosmetic retailer in women's promotion—Avon. .................................................................................................. 20 4.1 Avon and Shiseido, two old cosmetic firms with two different distribution methods...20 4.2 Avon, a firm led by a woman named Andrea Jung. Shiseido following suit?............. 20 4.3 Avon, far in the lead for promoting women : “Avon, the company for women”.......... 21 B] Sociological, Political and economical context analysis ......................................................... 22 1) A social and cultural context hard to fight............................................................................22 1.1 The traditional view of women in the Japanese Society still in the minds.................... 22 1.2 “Shûdanshugi”, the Japanese collectivism..................................................................... 27 2) Policies that still do not provide the conditions for women to have a career....................... 28 2.1 A fiscal system highly against full-time work for women............................................. 28 2.2 A day-care system completely not adapted to working women.....................................28 2.3 The toothless Equal Employment Opportunity Law of 1986........................................29 2.4: Family policies that are still out of proportion to the demographic problem ...............30 2.5 A small national budget dedicated to family support that does not allow the government able to actualize their ambitions.......................................................................32 II] DIAGNOSIS.............................................................................................................................34 PART C: LIMITS...............................................................................................................................36 Elements of Bibliography...................................................................................................................37 APPENDIX........................................................................................................................................ 38 Appendix 1 : The Shiseido Plan for Gender equality............................................................... 38 Appendix 2 : Interviews....................................................................................................... 40 Appendix 3 : Office Lady and Salaryman................................................................................ 52 Appendix 4 : emails with Shiseido's executives in France....................................................... 54 3 EXECUTIVE SUMMARY Multinational firms are changing as a result of the spatial expansion and social deepening of the processes of globalization that push for corporate governance reforms. Indeed, investors are demanding for greater accountability and transparency, and put an emphasis on social and environmental impacts as they relate to economic performance. Non-financial disclosure becomes an important feature of long-term business success in terms of effective risk management. As a result, companies are increasingly pressured to disclose non-financial material—especially social and environmental performance data—to enhance stakeholder relations. In Japan, globalization is producing pressures for change in the Japanese national model of capitalism to establish a principle of sexual equality at work.1 Indeed, there is a tremendous gap between women’s careers and those of men within the kernel of Japanese management due to a Confucianism influenced culture that has always considered that the husband should be the bread winner. Moreover, the demographic situation in Japan is also slowly leading to a change. Shiseido, the Japanese Cosmetic firm is one of the first big Japanese companies to implement gender equality initiatives as they adopted the key concepts "Cosmetics," "Women," and "Cultural Capital," as appropriate to their line of business when deciding to establish a Corporate Social Responsibility department in 2004. The aim of this thesis is to analyze to what extend these initiatives break with the traditional Japanese management, why it is important for Shiseido to implement these measures as part of diversity management and the effectiveness of the reforms that are implemented in a society that is very slowly unblocking the path for equality between men and women. 1 Beverley Bishop, “Globalization and Women in the Japanese Workforce”, RoutledgeCurzon, 2004 4 Partie A : CASE DESCRIPTION Context In an open and spacious sunlit room, an infant is mesmerized by his smiling nurse. Two toddlers squirming quietly in their sleep are sucking their thumbs. Shelves are lined with puzzles, infant formula, and a picture library that includes "The Little Engine that Could." These are not the typical scenes at the headquarters of big Japanese firms, but for the tots at Kangaroom Shiodome, which opened five years ago and is located in Shiseido's headquarters in Tokyo, playing while mom or dad are at work is business as usual. Meals, including lunch, dinner and snacks, are prepared on site and dad and mom are welcome to come visit at any time during the workday. Reflecting the reality of overtime, the center also offers flexible hours and is open until 10 pm. 5 At the Kangaroom Shiodome, Shiseido website As recently as five years ago, corporate day-care in Japan was the realm of a very few enlightened corporations. Most, such as cosmetics company Shiseido, had a predominantly female staff. The on-site daycare center was the result of a clear demand from Shiseido's employees who said it would make it easier to return to work after childbirth. But opening the day-care center is not an end unto itself. The day-care center can't solve all of the work-life balance and gender equality issues in the firm, but it is
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