Sheila Mason-Henry – Otsuka America Pharmaceutical Inc.

For nearly a century, Otsuka has been committed to pioneering treatments that enhance well-being. Through the principles of “Jissho” (actualization) and “Sozosei” (creativity), the company has established itself as a global leader in the pharmaceutical, nutraceutical, and consumer sectors.

As the workplace evolves post-COVID, Sheila Mason-Henry, director of facilities and office operations, oversees optimizing office spaces in Otsuka’s Maryland and New Jersey locations to accommodate the hybrid workforce.

Mason-Henry, who began her career at Otsuka in project management and IT, has taken a data-driven approach to adjusting office layouts, ensuring that employees returning to the office experience enhanced collaboration, communication, and efficiency.

“We leverage our data not to monitor attendance but to support the hybrid model and give employees the best possible options,” she explains.

Her work is reshaping how Otsuka employees interact with their work environment, creating spaces that are not only functional but also foster engagement and productivity.

One of Mason-Henry’s key initiatives is redesigning meeting spaces to serve Otsuka’s hybrid workforce better. Before the pandemic, Otsuka had already begun downsizing, but post-COVID, the company has had to rethink its office portfolio even further.

“We’re always listening and making adjustments on the fly within the parameters of our leases,” Mason-Henry says. “Meeting spaces are where we get the most feedback, so we constantly improve them to meet employees’ needs.”

The company recently renovated a suite in Princeton, New Jersey, converting small huddle rooms into an ample, multi-functional meeting space with updated technology and additional storage. The new space is designed for versatility, capable of hosting town halls, training sessions, and even social gatherings.

“With this flexibility, we’re able to host more engagement activities and larger on-site gatherings, making every square inch of space count,” she notes.

Additionally, Mason-Henry and her team are analyzing the utilization of existing meeting rooms.

“We installed occupancy sensors to help us understand how our spaces are used. We found that only a few people often occupied some large meeting rooms,” she explains.

This insight led to the redesign of smaller huddle rooms with new AV equipment, providing an appropriate space for groups of four to five people without requiring them to book a larger conference room.

At the same time, her team is mindful of the evolving needs of leadership and employees alike. Some senior executives prefer private offices, while others require open collaboration spaces.

“We still have an old-school mentality in some areas, where VPs want their own designated space,” Mason-Henry notes. “But the goal is to balance tradition and the new working methods.”

Smarter office management

Data is at the core of Mason-Henry’s approach to office optimization. Her team continuously collects and analyzes information on occupancy levels, meeting room usage, and employee feedback to make informed decisions about space utilization.

“We run the numbers—how many people are on-site, how many meetings are scheduled, how often large rooms are booked versus small rooms,” she says. “We also look at visitor data to understand why people are coming to the office and what they need while they’re here.”

Otsuka is also rolling out a new workplace management solution to give employees greater visibility and control over office resources. This tool integrates with Microsoft Teams and offers three ways to reserve a space, simplifying the process for employees.

“The best tools aren’t always the easiest to use, so training is crucial,” Mason-Henry emphasizes. “We started notifying employees about this change early, gathering feedback throughout the rollout, which is set to be completed in April.”

A key aspect of implementing these tools is ensuring transparency.

“We’re not using this data to track individuals at their desks but to refine our office model and provide better workplace experiences,” she clarifies. “Trust is important, and we maintain a clear dialogue about our goals.”

In addition to workplace management tools, her team relies on service ticketing data to track employee concerns.

“We get a lot of valuable feedback from our service ticketing system,” she explains. “It helps us understand what people need when they’re on-site and what their main concerns are. The data informs our decision-making and allows us to anticipate future needs.”

Creating a sustainable workplace

Beyond space utilization, Mason-Henry is also focused on fostering a workplace that aligns with Otsuka’s broader diversity, equity, and inclusion initiatives. The company participates in the Disability Equality Index certification program, making commitments across various departments, including facilities, technology and clinical work.

“Being under the HR umbrella helps us tie in well with company-wide DEI initiatives,” she notes. “We’re constantly refreshing our spaces and working with corporate communications to ensure our branding and messaging reflect our values.”

Part of this effort involves ensuring employees feel a sense of community and purpose when returning to the office. Although Otsuka has not mandated in-office attendance, Mason-Henry’s team encourages employees to collaborate for meaningful interactions. There’s a cultural connectivity that gets lost when people work remotely all the time, she says. By providing flexible and well-designed spaces, the company makes it easier for employees to collaborate and engage with one another.

The hybrid model also presents new challenges, particularly in ensuring fair access to resources.

“We never had assigned desks before; our offices were always designed with a remote workforce in mind,” she explains. “Now, we’re making sure that when employees come in, they have the space they need and that resources are allocated efficiently.”

Mason-Henry sees Otsuka’s office spaces continue evolving as the workforce and industry landscape shift.

“Our strategies are changing in response to regulatory changes and workforce trends, but our goal remains the same: to create an environment where employees can thrive,” she affirms.

With a commitment to leveraging data, technology, and employee feedback, Mason-Henry ensures that Otsuka’s offices remain agile and supportive of a modern, hybrid workforce—setting the stage for the next century of innovation and growth.

The future of work at Otsuka

While the hybrid model is here to stay, Mason-Henry and her team continuously refine their office space management approach.

“We’re always looking at the long-term impact of our decisions,” she says. “Real estate and workplace strategy must align with business goals, employee needs, and evolving regulations.”

Tuesday through Thursday are the busiest days in Otsuka’s offices, with occupancy reaching 60 to 65 percent of pre-COVID levels.

“The size is right for us now,” she says, “but we’re always assessing whether we need to adjust based on usage patterns and business demands.”

Ultimately, Mason-Henry’s focus is on adaptability.

“Workplace strategy is never static,” she concludes. “By listening, analyzing data, and making thoughtful adjustments, we can continue to provide a work environment that meets the needs of our people today and in the future.”