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Japan Forward
23-06-2025
- Business
- Japan Forward
From First Female Sales Rep to Diversity Leader
このページを 日本語 で読む Japanese women are making a meaningful impact around the world. If they were ever invisible, certainly they are not now. What inspired them to step forward into their roles today? This time, JAPAN Forward set out to feature Midori Ito, who became the first female sales representative at Sekisui House, for our series " Groundbreakers ." Midori Ito served as a Standing Audit and Supervisory Board Member at Sekisui House, one of Japan's largest homebuilders. She retired from the company in the spring of 2025 after a long and successful career. Starting as the company's first female sales representative, over time, Ito took on a key role in promoting diversity. She supported female employees who wanted to continue working through various life stages. Even after retiring from the company, she hopes to create a society where people can live fulfilling lives. Her focus now extends beyond the corporate world. In 2018, shortly after being appointed an executive officer in charge of diversity at Sekisui House, Ito introduced a groundbreaking policy. It required male employees to take at least one full month of paternity leave. "I've always wanted to support motivated employees. Looking back, unfortunately, many women left their jobs because they had to shoulder housework, childcare, or eldercare alone," she recalls. "If partners support each other, they can both grow their careers. I believe that mandatory paternity leave could spark those vital conversations. And more than anything, it makes children happier too." The initiative drew widespread attention both inside and outside the industry. Midori Ito (©Sankei by Miyako Nagumo) Things were very different when Ito first joined Sekisui House. At the time, Japan had yet to enact the Equal Employment Opportunity Law. "When I first became a sales rep, most meetings were full of men. I definitely felt the pressure of being outnumbered," she recalls. But her uniqueness became her strength. "Being a woman made me stand out, and people remembered me," she says. Ito eventually became the company's first female sales representative. She later held roles such as store manager. Throughout her career, she sold a cumulative total of 300 homes and was even honored with the company's President's Award. "There was a time when I worried that customers wouldn't trust me just because I was a woman," she reflects. "But one customer once asked me, 'Why would being a woman be a problem?' It made me realize how meaningless it was to focus on gender differences. What really mattered was the value I offered the customer." When asked why she joined the company and the housing industry, she smiles. "It was a chance encounter — I just happened to see a newspaper ad. I didn't have a clear idea of what I wanted to do when I was young. And that was okay." Ito began her career as a sales assistant at a model home park in Sekisui House's Kobe Sales Office. From the start, she found fulfillment not only in satisfying customers but also in collaborating with her team. "The sense of joy and fulfillment in work comes from building it up, day by day," she reflects. Midori Ito (©Sankei by Miyako Nagumo) Unlike most women at the time, Ito continued working after marrying at 23. Back then, many female employees left the workforce upon marriage or childbirth. She credits her family's support for enabling her to keep going. "That's what people used to call 'marriage retirement,'" she explains. "When I got married, my husband respected my decision to keep working. After giving birth to my eldest daughter, I was transferred to a model home site near my house. But there was no formal maternity leave system at the time." Ito drew inspiration from her mother. "Back in the 1960s, she was financially independent and studied bookkeeping while working so she could move into a better profession," Ito recalls. "I'll never forget that when I confided in her about struggles at work in her later years, she smiled and said, 'Failure is the foundation of success.'" After returning to work, Ito became the company's first female general sales representative. At first, she accompanied her manager on sales visits. But when it came time to discuss contracts, customers often directed their questions to him. "I realized that if things continued like that, I'd never sell a house on my own," she says. "So I spoke up and asked to start handling sales independently." Her success came from genuine care for her clients. She visited company housing complexes and asked about residents' family structures and how long they'd lived there. Then she tailored proposals accordingly. She also distributed newsletters and housing information, gradually becoming a trusted advisor. "Day and night, I was always thinking about how to bring joy to the customers right in front of me," she recalls. "Even something as small as noticing, 'That household over there might be thinking of visiting a model home,' kept me motivated." Eventually, Ito was appointed store manager. "Two junior female employees approached me, saying they wanted to work in sales. When I brought it up with my manager, he agreed on the condition that I take responsibility and become the store manager. I couldn't say no after seeing the fire in their eyes," she explains. However, the new model home they were assigned to was built on the site of a former construction office. It was in a subdivision where most homes had already been sold. Some colleagues warned it was a bad idea. "I definitely sensed a 'Let's see what she can do' attitude," she says. "But it was an older subdivision, and many homes were aging. So we went door to door, reaching out to neighbors to tap into the demand for rebuilding. When we opened the model home, so many customers came that they couldn't all fit inside. We had to hold a pre-opening event to accommodate them." That initiative led to 17 years of continuous success in the area. Ito and her team maintained the top market share throughout. Her leadership was also evident during times of crisis — especially after the 1995 Great Hanshin Earthquake. At the time, she was the manager of the company's Yamanomachi model home site in Kobe. "As soon as I confirmed the safety of my family and employees, I rushed out to check on our homeowners," she says. "Not a single Sekisui House home was fully or partially destroyed. Seeing everyone's faces brought immense relief. It reaffirmed for me that a home is more than just a building — it's a shelter that protects lives and families." After turning 50, Ito reached a major turning point. Wanting to support the growth and retention of female sales staff across Japan, she volunteered to lead Sekisui House's newly established Women's Advancement Promotion Group. "The environments these women worked in and the challenges they faced were all different," she explains. "I kept asking myself, 'Are they truly receiving the support and development they need?' Until then, my focus had always been on helping customers directly. But I came to realize that by supporting female sales staff, I could indirectly support all of their customers, too." Her efforts soon expanded beyond gender, and Ito became a key driver of broader diversity initiatives. These included mandatory paternity leave for men and workplace accommodations for employees undergoing medical treatment. She worked to ensure Sekisui House could be a place where everyone could thrive, regardless of their circumstances. In the spring of 2025, Ito retired from Sekisui House after decades of dedicated service. She now continues her mission as a board member of the general incorporated association Expo 2025 Sakuyahime Congress — a group of female business leaders committed to improving lives. "It [the association] began with recipients of the first Osaka Sakuyahime Award, established in 2016 by the Osaka Chamber of Commerce and Industry to honor outstanding female leaders," Ito explains. "Led by Kayoko Fujimoto, CEO of the Fujimoto Yume Group, the group includes many influential women. We've formed deep bonds by openly sharing our challenges and how we've overcome them." The group was launched as a consortium in 2019 and became a general incorporated association in 2023. "We've been able to continue thanks to the support of so many people," Ito says. "I've always wanted to give back to my hometown, Osaka." At Expo 2025 Osaka, Kansai, the group is leading three key initiatives. One of them is the Sakuya Wolf Project, which features 10 wolf-shaped benches created by artist Tomoko Konoike. These benches are installed at the Osaka Healthcare Pavilion. Looking to the future, Ito says, "After the Expo, we plan to lend these benches to various locations free of charge. We want to use art to inspire and uplift communities." But Ito emphasizes that her focus goes beyond women to include broader diversity. "Ms Konoike reminded us that even the term 'women's empowerment' can sometimes create divisions," she explains. "Our goal is to support everyone, not just women. Through connection, we hope to help build a future rooted in well-being at its core." Founded in 1960, Sekisui House is one of Japan's leading homebuilders. In recent years, the company has expanded its global presence, particularly in the United States, with a focus on detached housing. For the fiscal year ending January 2025, Sekisui House reported sales of ¥4.0585 trillion JPY (around $27.9 billion USD). As of January 2025, the company employed 15,664 people on a standalone basis, including 3,320 licensed first-class architects. ( Read the interview in Japanese . ) Interview by: Naomi Yasuda, The Sankei Shimbun このページを 日本語 で読む
Korea Herald
28-04-2025
- Business
- Korea Herald
Where Japanese women stand 40 years after Equal Employment Opportunity Law
TOKYO (Japan News/ANN) — It has been 40 years since the Equal Employment Opportunity Law was enacted. Since the enactment of the law, which was the fist step to eliminate gender discrimination in job opportunities, efforts have been made to promote the development of an environment in which women can work comfortably. The way women are perceived — from powerful to sweet — has been reflected in economic and social developments up to the present day. Career-track positions The law was enacted in 1985. That same year, the then Group of Five advanced nations signed the Plaza Accord, which was aimed at taking coordinated action to address the appreciation of the US dollar. The yen rapidly appreciated after that, and monetary easing and measures to expand domestic demand served as a catalyst for an unprecedented economic boom. What followed for the Japanese economy was an economic bubble, with the benchmark Nikkei-225 stock average climbing to a then record 38,915 yen ($282) by the end of 1989. Companies hired many new graduates and crawled over each other to lock in new recruits as quickly as they could. Women, who had previously been given supportive positions in the workplace, began to be offered promising career opportunities under the new law, putting them on track to secure even managerial posts. However, at the time it was enacted, the law required nothing more than for companies to make an effort to treat women equally as men in terms of employment, placement and promotion. Wearing power suits with large shoulder pads was popular at the time among career women who wanted to demonstrate their abilities and show their desire to have a meaningful career. "Gyaru" makeup In the early 1990s, the bubble economy collapsed, and Japan entered a long period of stagnation, later dubbed the "three lost decades." Affordable cosmetics became popular, and "gyaru" — a fashion subculture named after the Japanese pronunciation of the English word "gal" — enjoyed a boom even among working-age women. Even during the recession, an environment in which women could work comfortably steadily advanced. In 1989, a former female employee of a publishing company who claimed that she had suffered verbal sexual harassment filed a lawsuit against her boss and company, seeking damages for emotional distress and other harm. The court ruled that her male boss and the company were responsible for the harassment in what became known as the nation's first "sexual harassment lawsuit." That ruling came in 1992, when harassment was far from a widespread concept. In 1999, the law was revised to obligate employers to consider measures to prevent sexual harassment. The law also obliged employers not to discriminate against women in terms of hiring, placement and promotion. For a long time, a majority of households were made up of a husband who worked and a wife who was a full-time homemaker. However, in 1992, those households were eclipsed by two-income households for the first time. Since 1997, two-income households have been in the majority, and the gap between the two continues to expand. Focus on charms The economic doldrums continued. In 2003, the Nikkei stock average fell below 8,000 yen ($69.57) for the first time in 20 years. With the structural reform policies of then Prime Minister Junichiro Koizumi, it became easier for companies to employ temporary workers, leading to a sharp increase in the number of both men and women in non-regular employment. Working part-time used to be just one of the work options available to women, but after the structural reform policies, more and more women were unable to find full-time employment and had no choice but to work with unstable employment. In 2006, the word of the year was "Kakusa shakai" (unequal society), picked from among the new and popular expressions that year. In 2008, Japanese companies were affected by the "Lehman Shock," a global credit crunch triggered by the collapse of US investment bank Lehman Brothers, and social issues emerged such as unilateral termination of temporary employment contracts. Under the prolonged recession, there was a boom in "konkatsu" (marriage hunting), advocated by Prof. Masahiro Yamada of Chuo University and journalist Toko Shirakawa. Hair and makeup styles that emphasized the charm and attractiveness of women became popular. 3 arrows, red lipstick The economy began to recover after the launch of Abenomics, an economic policy promoted by former Prime Minister Shinzo Abe after his return to power in 2012. The economic policies of Abenomics were based on three "arrows" — aggressive monetary policy, flexible fiscal policy and structural reform of the economy — and aimed to navigate a way out of a deflationary period. In 2013, the government put an active role for women in society at the center of its growth strategy. In 2016, it passed the Law on Promotion of Women's Active Engagement in Professional Life, which obliges major companies to set numerical targets for women in managerial posts and to compile and publicize action plans for fostering the active participation and advancement of women. Investors and consumers paid attention to whether women were being fairly evaluated at the workplace and allowed to demonstrate their abilities there. Reflecting economic recovery and the support that society was providing to women, red lips and other heavy makeup reminiscent of the bubble period became popular. In 1985, the wage for women was 59.6 compared to 100 for men, but that figure rose to beyond 70 in the 2010s, according to a survey by the Health, Labor and Welfare Ministry. Narrowing the gap, however, has not been easy. COVID-19, individuality In 2018, the Law on Promotion of Gender Equality in the Political Field was enacted in order to facilitate women's participation in politics. The COVID-19 pandemic, which started in 2020, caused a contraction in economic activity, leading many people in non-regular employment, regardless of their gender, to find themselves in a difficult situation. The economy gradually recovered, and in 2024 the benchmark Nikkei stock Average topped the 40,000 yen ($264.40) mark for the first time. Although it fell sharply afterward, it has since remained relatively firm. After a long period of pandemic-induced mask wearing, women have come to place more importance on their individuality. "Personal color analysis," for instance, a method that helps people determine which colors best suit their skin tone, and other novel ideas are gaining recognition. The way people do their job has changed, with more employees working from home and other places besides corporate offices. Japan is heading to a future where both men and women can lead their lives as they please. From high heels to sneakers There have been significant changes around women's feet in the past 40 years. During the bubble economy years, career women chose high heels. "Pumps with 7.5-centimeter heels were overwhelmingly popular," said Miyako Sekimoto, a fashion director of Matsuya Ginza department store, looking back on those years. When the economy cooled in the 1990s, women's heels lowered to about 5.5 centimeters. The preferred color was black, and pumps with a simple shape and pointy toes were popular. Following the Great East Japan Earthquake in 2011, shoes with low heels and flat shoes became part of women's preferences, as many women became aware that they might have to evacuate or go home on foot in emergencies. In 2019, the so-called "#KuToo" movement occurred, in which women demanded that companies and society not force them to wear pumps. The movement derived from the "Me Too" movement and was a pun on the Japanese words "kutsu" (shoe) and "kutsuu" (pain). Today, casual loafers and sneakers are widespread as well.
Yomiuri Shimbun
23-04-2025
- Business
- Yomiuri Shimbun
Where Japanese Women Stand 40 Years After Equal Employment Opportunity Law; Narrowing Gap Has Not Been Easy
The Yomiuri Shimbun It has been 40 years since the Equal Employment Opportunity Law was enacted. Since the enactment of the law, which was the fist step to eliminate gender discrimination in job opportunities, efforts have been made to promote the development of an environment in which women can work comfortably. The way women are perceived — from powerful to sweet — has been reflected in economic and social developments up to the present day. Career-track positions The law was enacted in 1985. That same year, the then Group of Five advanced nations signed the Plaza Accord, which was aimed at taking coordinated action to address the appreciation of the U.S. dollar. The yen rapidly appreciated after that, and monetary easing and measures to expand domestic demand served as a catalyst for an unprecedented economic boom. What followed for the Japanese economy was an economic bubble, with the benchmark Nikkei-225 stock average climbing to a then record ¥38,915 by the end of 1989. Companies hired many new graduates and crawled over each other to lock in new recruits as quickly as they could. Women, who had previously been given supportive positions in the workplace, began to be offered promising career opportunities under the new law, putting them on track to secure even managerial posts. However, at the time it was enacted, the law required nothing more than for companies to make an effort to treat women equally as men in terms of employment, placement and promotion. Wearing power suits with large shoulder pads was popular at the time among career women who wanted to demonstrate their abilities and show their desire to have a meaningful career. 'Gyaru' makeup In the early 1990s, the bubble economy collapsed, and Japan entered a long period of stagnation, later dubbed the 'three lost decades.' Affordable cosmetics became popular, and 'gyaru' — a fashion subculture named after the Japanese pronunciation of the English word 'gal' — enjoyed a boom even among working-age women. Even during the recession, an environment in which women could work comfortably steadily advanced. The Yomiuri Shimbun In 1989, a former female employee of a publishing company who claimed that she had suffered verbal sexual harassment filed a lawsuit against her boss and company, seeking damages for emotional distress and other harm. The court ruled that her male boss and the company were responsible for the harassment in what became known as the nation's first 'sexual harassment lawsuit.' That ruling came in 1992, when harassment was far from a widespread concept. In 1999, the law was revised to obligate employers to consider measures to prevent sexual harassment. The law also obliged employers not to discriminate against women in terms of hiring, placement and promotion. For a long time, a majority of households were made up of a husband who worked and a wife who was a full-time homemaker. However, in 1992, those households were eclipsed by two-income households for the first time. Since 1997, two-income households have been in the majority, and the gap between the two continues to expand. Focus on charms The economic doldrums continued. In 2003, the Nikkei stock average fell below ¥8,000 for the first time in 20 years. With the structural reform policies of then Prime Minister Junichiro Koizumi, it became easier for companies to employ temporary workers, leading to a sharp increase in the number of both men and women in non-regular employment. Working part-time used to be just one of the work options available to women, but after the structural reform policies, more and more women were unable to find full-time employment and had no choice but to work with unstable employment. In 2006, the word of the year was 'Kakusa shakai' (unequal society), picked from among the new and popular expressions that year. In 2008, Japanese companies were affected by the 'Lehman Shock,' a global credit crunch triggered by the collapse of U.S. investment bank Lehman Brothers, and social issues emerged such as unilateral termination of temporary employment contracts. Under the prolonged recession, there was a boom in 'konkatsu' (marriage hunting), advocated by Prof. Masahiro Yamada of Chuo University and journalist Toko Shirakawa. Hair and makeup styles that emphasized the charm and attractiveness of women became popular. 3 arrows, red lipstick The economy began to recover after the launch of Abenomics, an economic policy promoted by former Prime Minister Shinzo Abe after his return to power in 2012. The economic policies of Abenomics were based on three 'arrows' — aggressive monetary policy, flexible fiscal policy and structural reform of the economy — and aimed to navigate a way out of a deflationary period. In 2013, the government put an active role for women in society at the center of its growth strategy. In 2016, it passed the Law on Promotion of Women's Active Engagement in Professional Life, which obliges major companies to set numerical targets for women in managerial posts and to compile and publicize action plans for fostering the active participation and advancement of women. The Yomiuri Shimbun Investors and consumers paid attention to whether women were being fairly evaluated at the workplace and allowed to demonstrate their abilities there. Reflecting economic recovery and the support that society was providing to women, red lips and other heavy makeup reminiscent of the bubble period became popular. In 1985, the wage for women was 59.6 compared to 100 for men, but that figure rose to beyond 70 in the 2010s, according to a survey by the Health, Labor and Welfare Ministry. Narrowing the gap, however, has not been easy. COVID-19, individuality In 2018, the Law on Promotion of Gender Equality in the Political Field was enacted in order to facilitate women's participation in politics. The COVID-19 pandemic, which started in 2020, caused a contraction in economic activity, leading many people in non-regular employment, regardless of their gender, to find themselves in a difficult situation. The economy gradually recovered, and in 2024 the benchmark Nikkei stock Average topped the ¥40,000 mark for the first time. Although it fell sharply afterward, it has since remained relatively firm. After a long period of pandemic-induced mask wearing, women have come to place more importance on their individuality. 'Personal color analysis,' for instance, a method that helps people determine which colors best suit their skin tone, and other novel ideas are gaining recognition. The way people do their job has changed, with more employees working from home and other places besides corporate offices. Japan is heading to a future where both men and women can lead their lives as they please. *** From high heels to sneakers There have been significant changes around women's feet in the past 40 years. During the bubble economy years, career women chose high heels. 'Pumps with 7.5-centimeter heels were overwhelmingly popular,' said Miyako Sekimoto, a fashion director of Matsuya Ginza department store, looking back on those years. When the economy cooled in the 1990s, women's heels lowered to about 5.5 centimeters. The preferred color was black, and pumps with a simple shape and pointy toes were popular. Following the Great East Japan Earthquake in 2011, shoes with low heels and flat shoes became part of women's preferences, as many women became aware that they might have to evacuate or go home on foot in emergencies. In 2019, the so-called '#KuToo' movement occurred, in which women demanded that companies and society not force them to wear pumps. The movement derived from the 'Me Too' movement and was a pun on the Japanese words 'kutsu' (shoe) and 'kutsuu' (pain). Today, casual loafers and sneakers are widespread as well. 'Women have become able to wear shoes that suit them,' Sekimoto said. — By Kie Noguchi and Mako Nagaiwa
