Otsuka Pharmaceutical Co., Ltd. has believed in the need for a diverse workforce since the 1980s, when the concept of diversity was not widespread, and top management itself has been working to raise diversity awareness. We asked them about the progress they are making in changing the mindset of men toward participation in housework and childcare, not only by creating a top-down system, but also by promoting understanding through in-house seminars, a website, and in-house newsletters, and by having younger male employees proactively disseminate information within the company.
Those who responded to our interview
Assistant General Manager, Human Resources Dept.
Assistant General Manager, Compliance Dept.
Diversity Promotion Project Leader
Shizue Tanaka
Medical Affairs Department, Pharmaceutical Division
chief clerk
Ken Mizuhara
Motivation for Initiatives
Our corporate philosophy is “Otsuka-people creating new products for better health worldwide. While protecting the physical and mental health of each and every employee, we have worked to create a workplace where employees of diverse nationalities, races, ages, genders, disabilities, and sexual orientations can thrive.
In recent years, there has been a growing need for male employees to be involved in housework and childcare, and the company has been making efforts to create a workplace where employees can balance work and family life regardless of gender.
Planning and support systems to encourage “men’s participation in housework and childcare
Raising awareness among managers
There is an increasing need for younger male employees to participate in childcare, but the higher the position and age of the employee, the more likely they are to respond, “Even so…”.
Given the current situation where more and more men and women have time constraints due to housework, childcare, and nursing care, we believe that further awareness-raising among managers is needed, and we are holding “ikubosu” (bosses) seminars.
In 2019 and 2020, all managers, including board members, are attending the seminar.
Furthermore, with the advancement of telecommuting at Corona Disaster Relief, the way we manage is also being required to enhance teamwork. Recognizing that not only women but also some men have time constraints, I feel that the awareness of managers is changing. An atmosphere in which supervisors ask male employees who have had children to “take maternity leave, right?” is gradually spreading.
Ikubosu Seminar (2019)
Information dissemination by young employees
There is also a movement to change mindsets on the part of younger employees. A volunteer study group team produced a video. The video shows a case study of a male employee who requested and received childcare leave. Younger employees appeared in the video themselves and came up with their own dialogue, which was actually used in management training sessions. It is difficult to say how much this has contributed to the formation of a mindset, but it is clear that there is an atmosphere in which young employees are more likely to communicate their ideas about balancing life and work.
In addition, by introducing male employees who have used childcare leave through in-house newsletters, etc., the company encourages male employees who want to take childcare leave in the future and serves as a role model.
Employee reaction to the plan and support system
The rate of male employees taking childcare leave is 45.6% in 2019 and 76.2% as of December 2020. Our internal systems and mindset change efforts are definitely showing in the numbers.
In addition, many male employees have commented that the most recent advancements in telecommuting have allowed them to drop off and pick up their children and eat dinner with them, giving them more opportunities to notice their children’s growth.
-A male employee (Mr. Mizuhara) who took a 5-month childcare leave of absence – Experience of a male employee (Mr. Mizuhara) who took a 5-month childcare leave of absence
When my first child was born, I did not take maternity leave because I wanted to concentrate on my work. When our second child was born, my wife asked me to take childcare leave because she wanted to work. With some confusion, I took five months of childcare leave when our second child was six months old.
I informed my supervisor and coworkers of my intention one year prior to taking maternity leave, and although they were surprised at first, they were supportive. The handover and changes in role assignments also went smoothly because I had prepared for it a year in advance.
It was tough at times during my maternity leave, but it was a good experience. I was able to see the parts of my wife that I had been forcing on her, and her parents thanked me for it. I am now confident that I can take care of our two children even when my wife is not around.
After returning to work, my mindset has changed from working long hours to how to achieve results while managing time.
When I took maternity leave, I was received with amazement by many people, but I thought that this in itself indicated a general lack of awareness of men’s role in housework and childcare.
After conducting my own research, I was very surprised to learn that Japan’s male childcare support system is among the finest in the world. As is the case with the in-house system, the system exists, but people either do not know about it or do not have the courage to use it even if they know about it. This situation can only be gradually expanded by increasing the number of men taking childcare leave and men involved in housework and childcare. As a personal activity, I give lectures on the various systems related to childcare leave and my own experiences to people in my department so that they can think about it as if it were their own.
Effectiveness of plans and support systems that encourage “men’s participation in housework and childcare
As more people take childcare leave, it will create a positive cycle that will make it easier for more and more people to take childcare leave. When an employee like Mizuhara, who is doing her job well, takes childcare leave, both her boss and others around her will be more positive about her taking the leave.
I also believe that the opinions of people outside the company can lead to a change of mindset. For example, it is difficult to take childcare leave when you think about how your business partners with whom you have built a relationship will feel if you take childcare leave. Otsuka has a good system,” and “It’s a good company.
We hope to help change mindsets by sharing widely within the company that our business partners view childcare leave in a positive light.
Future Outlook
Although the rate of male employees taking childcare leave has increased significantly, we do not believe that efforts are yet sufficient. Our first priority is to make the system more widely known within the company and to create a better atmosphere. Although those in charge of diversity promotion have been providing a variety of information within the company, I feel that many employees still have to go searching to find the information they need. Our goal is to raise the level of information to the point where everyone is fully informed and understands, and it is up to them to decide whether or not to take childcare leave. We will create a situation in which male employees who want to participate in childcare can easily express their desire to do so, and also create a system in which supervisors and other employees around them can support them generously and to the fullest extent possible.
When a team member is absent from work, it may make things temporarily busier, harder, or less efficient. However, in the long run, we believe that this will lead to increased productivity, and both motivation and operational efficiency will move in a positive direction.
