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in japan, a country known for its "hard work" and even the expression "work to death" in its language, it is now actively exploring new working models to cope with the increasingly severe labor shortage problem. the japanese government is actively advocating and promoting a four-day work week in the hope of achieving a better balance between work and life through this innovative measure.

since the japanese government first publicly expressed support for a shorter work week in 2021, the idea has been approved by lawmakers but its adoption has been slow. according to data from japan's ministry of health, labor and welfare, only about 8% of japanese companies currently allow employees to take three days off or more per week, and only 7% of companies legally allow one day off.

to accelerate this change, the japanese government has launched a campaign called "work style reform" (hatarakikata kaikaku), which aims to encourage more companies and employees to accept and practice new work models by shortening working hours, promoting flexible work arrangements, limiting overtime, and increasing paid annual leave. to this end, the ministry of labor also provides free consultation, financial assistance, and a growing library of successful cases as a further impetus for reform.

"we are committed to building a society that allows employees to choose a variety of working methods based on their personal circumstances, thereby promoting a virtuous cycle of economic growth and distribution and allowing every worker to look forward to the future." this is a statement on the official website of the "work style reform" movement, which clearly explains the goals and vision of the movement.

however, despite the government's enthusiasm, the reality is not optimistic. according to the department responsible for overseeing new business support services, so far only three companies have actively sought advice on reforms, regulations and subsidies, which fully exposes the huge challenges faced in the implementation of the plan.

among large companies, panasonic holdings co., for example, although the company offers a four-day work week option, yohei mori, who is in charge of the program, said that only 150 of the 63,000 eligible employees chose this model. this figure undoubtedly casts a shadow on the prospects of reform.

the japanese government's emphasis on work-life balance marks a significant change in japanese social culture. japan has long been known for its workaholic culture, which emphasizes sacrificing individuals and pursuing collective interests. this culture was once seen as an important driving force for the country's rapid recovery and economic growth after world war ii. however, with the changes of the times and the development of society, the negative impact of this culture has become increasingly prominent.

long working hours have become the norm in japan. although most employers claim to provide employees with two days off per week and have legal limits on overtime, these limits are often difficult to enforce. many japanese are forced to do "service overtime" - overtime work that is not reported and not paid. this phenomenon not only harms the physical and mental health of employees, but also leads to frequent tragedies such as "death from overwork" (karoshi). according to a recent government white paper, at least 54 people lose their lives in japan every year due to "karoshi".

in order to change this situation, the japanese government is working hard to promote changes in the way of working. some officials believe that changing the existing work culture is essential to maintaining the sustainable development of the labor market against the backdrop of a sharp decline in the birth rate. according to government data, if the current work model and cultural atmosphere continue to be maintained, japan's working-age population will decrease by 40% from the current 74 million to 45 million by 2065.

supporters of the four-day work week believe that this model will encourage workers who need to take care of their families, raise children or seek more personal time to continue to play a role in the labor market. for example, akiko yokohama, who works at spelldata, a small technology company in tokyo, has enjoyed the benefits of the four-day work week. she uses the extra rest time for personal care, social activities or shopping, thus achieving a better work-life balance.

in addition, some well-known companies such as uniqlo's parent company fast retailing co., pharmaceutical company shionogi & co., and electronics giants ricoh co. and hitachi have also begun to try out the four-day work week system. the trend has even spread to the financial industry, which traditionally has long working hours, such as smbc nikko securities inc. and mizuho financial group, which have also begun to offer three-day work week options.

however, the promotion of the four-day work week in japan is not without resistance. some critics believe that in practice, many employees may find themselves completing the same amount of work in a shorter time, but earning less. however, there are also signs that such traditional concerns are gradually fading as employees' demand for job satisfaction and happiness increases and corporate culture is re-examined.

it is worth mentioning that a gallup survey measuring employee engagement showed that japan ranked last among respondents. only 6% of japanese respondents said they were very engaged in their work, far below the global average of 23%. this data may explain why more and more japanese companies and employees are beginning to seek more flexible and humane working models.

against this backdrop, japanese companies such as ns group are beginning to explore more diverse work arrangements. the company offers 30 different schedules, including a four-day work week, to meet the different needs of employees. kanako ogino, president of ns group, said that offering flexible working hours is key to filling jobs in the service industry, where women make up a high proportion of the workforce. to ensure that employees are not penalized or discriminated against for choosing non-traditional work schedules, ns group solicits feedback from all employees on their work intentions every year.

in a society like japan that emphasizes collective interests and sacrifices individual needs, ns group's approach is undoubtedly a bold attempt. it challenges the traditional japanese work culture concept - that the longer the working hours, the more personal value is reflected - and advocates a more humane corporate culture that focuses on employee welfare. as ogino said: "in japan, people always think that the longer the working hours, the cooler it is, and you can work overtime for free. but there is no dream in such a life." the practices of companies such as ns group show us a better and more sustainable future work picture.

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