Introduction: Why is paternity leave so short?
According to a survey by the Ministry of Health, Labour and Welfare, the rate of men taking childcare leave is projected to reach a record high of 50.9% in fiscal year 2025 (compared to 88.31% for women). This is a significant step forward, but many men still have questions, such as "Why does it only take a short time to take leave even though I know about the system?" and "How should I plan for it at work?"
This article will explore the reality of the increasing rate of paternity leave and the challenges behind it. Of particular interest is the gap between the fact that 70% of young men want to take "more than one month of paternity leave" and the actual duration of leave taken.
Below, we will introduce specific company examples and know-how.
This article explains the two obstacles preventing men from taking extended paternity leave.
So why do so many men end their paternity leave after only a short period? Through a reporter's personal experience of extended paternity leave and by following the initiatives of leading companies, two obstacles hindering its widespread adoption have become apparent.
The first obstacle: Lack of understanding of the system
The parental leave system, which has been expanded through repeated revisions, is complex, and it takes time to figure out the best way to take it for oneself. Many men only start researching the system when their spouse's childbirth is approaching, so they often don't have enough time to prepare, resulting in a shorter leave period.
The second hurdle: psychological burden
The feeling of guilt about increasing the workload of colleagues and the desire not to inconvenience the workplace are major obstacles. A survey by the Cabinet Office also showed that "not wanting to inconvenience the workplace" (45%) and "a workplace atmosphere that does not accept men taking paternity leave" (32%) were the top reasons for not taking leave for more than a month.
The next chapter will explain in detail specific methods for overcoming these two obstacles.
Three success stories and know-how from companies that allow employees to take extended parental leave.
Case Study 1: Pasona Group's "Maternity and Childcare Leave Information Session"
Pasona Group holds monthly information sessions on maternity and childcare leave for employees who are pregnant and their spouses. The sessions explain the basics of the system and the application process, providing an opportunity to consider taking leave before childbirth.
The average duration of training for men has increased to 104 days, and the training rate for men has reached 90%.
Case Study 2: Suntory Holdings' "Work-Life Balance Plan"
Suntory Holdings has established a system to encourage employees to create a "work-life balance plan" starting five months before giving birth. By listing tasks to be completed before maternity leave and responsibilities to be delegated to the team, and by having a meeting with their supervisor, employees can prepare in advance.
The rate of men taking paternity leave reached 100%, and of those, 30% took leave for one month or more.
Common points among leading companies
The key lessons we can learn from these companies are as follows:
- The importance of prior planning:By creating a detailed plan for taking leave before giving birth or before taking leave, it becomes possible to extend the leave period.
- Visualization of work assignments:Clearly defining the details of how to hand over tasks to colleagues in a way that doesn't burden them provides psychological reassurance.
- Ongoing information provision:Rather than one-off information sessions, a system that provides information regularly is more effective.
By utilizing this know-how, it is possible to lower the barriers to taking extended parental leave even in individual workplaces.
This article explains the future outlook and points to note regarding "paternity leave for men."
The gap between the awareness and reality of young people
A survey by the Ministry of Health, Labour and Welfare revealed that 70% of young men want to take leave for "one month or more." However, looking at the actual situation, 60% take leave for "less than one month," with 16% taking leave for less than 5 days and 22% for 5 days to less than 2 weeks.
While the acquisition rate has reached an all-time high, the next challenge is "how long people can take leave." Promoting understanding of the system and alleviating concerns about handing over responsibilities at work will be key.
Corporate initiatives are spreading to individuals as well.
The examples from companies like Pasona Group and Suntory Holdings demonstrate know-how that is applicable not only to large corporations but also to small and medium-sized enterprises. In particular, continuous information provision such as "maternity and childcare leave information sessions" and preparatory mechanisms such as "work-life balance plans" can be implemented in any workplace.
What individuals can do: Prepare early.
- As your spouse's due date approaches, research the details of parental leave policies.
- I will schedule a meeting with my supervisor to discuss my acquisition plan.
- Visualize the details of the handover process and ensure a system is in place to avoid burdening colleagues.
By taking these steps, you increase your chances of being able to take meaningful, extended parental leave.
Summary: For whom is a "meaningful parental leave" intended?
This article summarizes the article, "Even with the highest-ever rate of men taking paternity leave, '60% take less than one month,' highlighting the challenges to taking extended leave."
I hope that the question of what constitutes "meaningful parental leave" has been deeply imprinted in the minds of those who have read this far.
What exactly constitutes "parental leave without substance"? It's nothing more than a loss of time. It's based on the simplistic idea that one can just hand over their duties haphazardly and return to their previous position upon their return. As a result, the parental leave taken ends up being nothing more than "time adjustment for the convenience of the organization," rather than "a convenience for the workplace" or "an exercise of an individual's rights."
On the other hand, what constitutes "meaningful parental leave"? It's an opportunity to fulfill one's role as a father and learn about the realities of childcare. It can also be a catalyst for deepening trust with colleagues and strengthening the overall cohesion of the workplace.
To achieve this, we need to reaffirm the importance of prior planning. What we can learn from the examples of companies like Pasona Group and Suntory Holdings is...The mindset that "taking parental leave is a matter of course" ultimately leads to taking extended leave.That's the point.
A particularly important perspective is to alleviate anxiety about handing over responsibilities at work. The desire not to burden colleagues is a common concern for many men. To solve this, it is essential to visualize the division of labor and establish a support system.
To alleviate this anxiety, it is necessary to promote understanding of the system and reduce psychological burden. Holding continuous information sessions before and after childbirth, as the Pasona Group does, and providing opportunities to consider childcare plans is an effective approach.
What is the purpose of "meaningful parental leave"? It is part of solving societal challenges as a whole and a foundation for promoting happiness in individual families. Promoting fathers' participation in childcare through the use of the system will ultimately contribute to women's employment and lead to the realization of a better society as a whole.
While the rate of men taking paternity leave has reached a record high, the next challenge is "how long they should take it." Promoting understanding of the system and alleviating anxieties about handing over responsibilities at work are key. If we can break down these two barriers, I believe we are steadily approaching the day when men can truly participate in childcare and meaningful paternity leave becomes the norm.
