The case of KDDI's alleged maternity harassment (matahara) scandal in 2023 highlighted a persistent problem in Japanese corporate culture. While KDDI is a large telecommunications company, the issue of matahara transcends industry and company size. Consider the case of Hikari Tsushin, a smaller telecommunications firm. Hikari Tsushin, despite its comparatively smaller scale, faced similar challenges. While not as widely publicized as KDDI's case, internal reports reveal subtle yet pervasive forms of matahara. These included unequal workload distribution after maternity leave, subtle exclusion from important projects, and a lack of adequate support systems for returning mothers. The company's response was initially defensive, downplaying the extent of the issue and citing difficulties in adapting to changing social norms. However, facing growing internal dissent and potential reputational damage, Hikari Tsushin eventually implemented several measures. These included mandatory training programs on gender equality and work-life balance, the establishment of a dedicated internal support group for pregnant employees and new mothers, and a review of existing company policies to identify and eliminate discriminatory practices. While these changes were a positive step, their effectiveness remains to be seen, as long-term cultural shifts within the corporate environment require sustained commitment and monitoring. Moreover, the case raises broader questions about the challenges smaller companies face in implementing and enforcing such changes, particularly regarding resource constraints and the lack of dedicated HR personnel. Unlike larger corporations, smaller companies often lack the resources and specialized expertise to effectively combat matahara, highlighting the need for government support and industry-wide initiatives. The issue of matahara is not simply a matter of individual companies; it is a systemic problem that requires a multifaceted approach involving government regulation, corporate accountability, and cultural shifts. The experiences of both KDDI and Hikari Tsushin serve as stark reminders of the challenges and complexities involved in achieving true gender equality in the Japanese workplace.
1. According to the passage, what was Hikari Tsushin's initial response to the internal reports of matahara?
2. What measures did Hikari Tsushin eventually take to address the matahara issue?
3. What is the main point the author is trying to convey about the issue of matahara in smaller companies like Hikari Tsushin?
4. The passage suggests that addressing matahara effectively requires: