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  • 11-April-2016

    English

    Japan: Boosting Growth and Well-being in an Ageing Society

    With 25 years of sluggish economic growth, Japan’s per capita income has fallen from a level matching the average of the top half of OECD countries in the early 1990s to 14% below that today. Weak growth, together with rapid population ageing, has driven public debt into uncharted territory. Revitalising growth is thus the top priority for the Japanese government. With the labour force shrinking more rapidly than the population, per capita output can only grow through improvements in labour productivity and labour force participation. Japan’s highly-skilled labour force and its technological leadership can help close the gap with leading OECD countries in per capita income. But broad-based structural reforms, as envisaged in the third arrow of Abenomics, are needed to allow these strengths to fully achieve their potential. The initial impact of Abenomics in 2013 was impressive, and the reform process needs to continue.
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  • 11-April-2016

    English

    OECD Territorial Reviews: Japan 2016

    Japan is embarked on a demographic transition without precedent in human history: the population is both declining and ageing rapidly. This raises important questions about the country's future economic geography, as public policies will need both to respond to these shifts and also to shape them. Demographic change will have particularly important implications for the settlement pattern of the country, and this, in turn, will affect Japan's ability to sustain economic growth and the well-being of its citizens. This Review therefore focuses on the spatial implications of demographic change and the response of spatial policies to it, particularly as these interact with other policies aimed at sustaining the productivity growth that a 'super-ageing' Japan will need in order to maintain its future prosperity. The Japanese authorities have recently put in place a complex package of long-term spatial and structural policies aimed at meeting this challenge. Their experience should be of first-order interest to other OECD countries, as most face the prospect of rapid population ageing and many are also projected to experience significant population decline over the coming decades.
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  • 24-November-2015

    English

    Education at a Glance 2015: Japan

    The 2015 edition introduces more detailed analysis of participation in early childhood and tertiary levels of education. The report also examines first generation tertiary-educated adults’ educational and social mobility, labour market outcomes for recent graduates, and participation in employer-sponsored formal and/or non-formal education.

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    • Education

  • 15-September-2015

    English

    Achieving fiscal consolidation while promoting social cohesion in Japan

    With gross government debt of 226% of GDP, Japan’s fiscal situation is in uncharted territory and puts the economy at risk. Japan needs a detailed and credible fiscal consolidation plan, including specific revenue increases and measures to control spending to restore its fiscal sustainability.

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  • 15-September-2015

    English

    Enhancing dynamism and innovation in Japan's business sector

    Innovation is key to boosting economic growth in the face of a rapidly ageing population. While Japan spends heavily on education and R&D, appropriate framework conditions are essential to increase the return on such investments by strengthening competition, both domestic and international, and improving resource allocation.

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  • 21-August-2015

    English

    OECD Reviews of Health Care Quality: Japan 2015 - Raising Standards

    This report reviews the quality of health care in Japan, and seeks to highlight best practices, and provides a series of targeted assessments and recommendations for further improvements to quality of care. One of Japan’s foremost policy challenges is to create an economically-active ageing society. Excellent health care will be central to achieving this. A striking feature of the Japanese health system is its openness and flexibility. In general, clinics and hospitals can provide whatever services they consider appropriate, clinicians can credential themselves in any speciality and patients can access any clinician without referral. These arrangements have the advantage of accessibility and responsiveness. Such light-touch governance and abundant flexibility, however, may not best meet the health care needs of a super-ageing society. Japan needs to shift to a more structured health system, separating out more clearly different health care functions (primary care, acute care and long-term care, for example) to ensure that peoples’ needs can be met by the most appropriate service, in a coordinated manner if needed. As this differentiation occurs, the infrastructure to monitor and improve the quality of care must simultaneously deepen and become embedded at every level of governance –institutionally, regionally and nationally.

  • 7-August-2015

    English

    How is corporate governance in Japan changing? Developments in listed companies and roles of institutional investors

    OECD Corporate Governance Working Paper No.17. This report examines the influence of institutional shareholders and their activities towards good corporate governance, the historical changes to practices within shareholder meetings and the role that institutional shareholders have played in the improvement of corporate governance within Japanese listed companies.

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  • 10-June-2015

    English, PDF, 355kb

    Japan Policy Brief: Greater Gender Equality for More Inclusive Growth

    To achieve greater gender equality in employment and more inclusive growth, Japan needs to change the workplace culture and ensure that the tax and social security systems do not reduce work incentives for second earners in households.

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  • 10-June-2015

    English, PDF, 397kb

    Japan Policy Brief: Better Corporate Practices for Higher Growth

    The Japanese economy has for many years been characterised by a low corporate return on equity. Increasing returns requires better corporate governance that improves investment and the use of corporate resources, including cash holdings.

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