At Tokyo Century, since the fiscal year 2022, an exchange meeting called "TC-Mee+ (Mitasu)" has been held on various themes to promote communication across departments and generations. In October 2024, a roundtable discussion with women department heads will be held under the theme "Women’s Careers - What is needed to shine as oneself?".
This article will provide impressions of the event on the day, voices from participants, as well as a discussion between two department heads and an interview with the head of the Career Design Office.
What does a career for female managers look like? Expressing career satisfaction and emotional transitions through a Lifeline.
TC-Mee+ (Mitasu) Women’s Careers was held in three sessions in October 2024, with a total of 23 female general staff participants. Two department heads participated in each session. After explaining their career history using a Lifeline that visually represents emotions and satisfaction, a discussion was held with all participants.
TC-Mee+ (Mitasu) Women’s Careers: A total of 23 participants joined in three sessions.
Explanation of work history using a Lifeline. The atmosphere of the discussion with all participants.
While listening to the words of their seniors, participants actively engaged in two-way dialogue by asking the executive questions, creating an atmosphere so lively that time was insufficient. Subsequently, there was an opportunity for one-on-one meetings with senior executives, and some participants have already applied for it. Applications were received from all executives.
From participants, feedback such as "Hearing that seniors have faced similar struggles and followed the same path to get to where they are now relieved some of my stress" and "The discussions using life charts allowed us to hear not only about their experiences but also how they felt at that time and how they overcame it, which was very educational" was sent to the Career Design Office later.
Director Umino of the Sustainability Promotion Department (left) and Director Tominaga of the International Business Department (right).
Career interruptions are not only negative.
――When the HR department consulted about this "TC-Mee+ (Mitas)" project, how did you honestly feel?
Director Umino (hereafter, Umino): To be honest, I felt a bit uncomfortable with the notion of gathering only women. I often see the term "women's empowerment" in newspapers, but I wondered, "Why is it not called 'men's empowerment'? Is it that women need to excel more?" There was a sense of unease about that.
Director Tominaga (hereafter, Tominaga): At first, I also felt a similar discomfort. However, in our company, where nearly half of new graduate hires are women, I heard from the Career Design Office the desire to create opportunities for building networks across departments and generations, so that they can envision working authentically here. Both Umino and I readily agreed to support this initiative positively.
Umino: I think I was somewhat indifferent to my career.
I participated, feeling a bit anxious inside, wondering if it's truly alright to talk about myself (laughs).
--- On the day of the event, we received many questions from participants. What did you feel?
Umino: Many young employees attended our session, including new hires. I felt nostalgic gazing at their serious expressions, thinking, 'I’m going to create my career plan from now on!' There were questions such as whether I aimed to be a department head from the time of joining and what career plan I had envisioned, but at that time, I was so focused on daily tasks and life that I never thought about it.
--- There were also many questions regarding maintaining motivation during parental leave, as well as questions about interruptions in one's career. Were there any anxieties about interruptions in your career?
Tominaga: At that time, I was filled with anxiety, but when considering the totality of it, interruptions in one's career are definitely not a negative thing. It is important not to perceive it negatively as 'career stagnation,' but to view that time as a preparation period to effectively utilize for the next career steps.
Tominaga said, "I started studying for the USA CPA (Certified Public Accountant) during my maternity leave and obtained the qualification after returning to work."
"It boosted my confidence and seems to have contributed to my career advancement after that."
What are the turning points in the careers of female managers? Department transfers and job changes as triggers.
―― Please tell us about the turning points in your careers.
Umino: It's when I transferred from the domestic leasing business sector to the Comprehensive Risk Management Department. After the transfer, I was involved in collecting and analyzing environmental-related data not just for our company but for the entire group, which increased my connections with various people from different companies. That’s when I finally realized, "I had only seen a small part of the company until now."
Since I was also in charge of the Sustainability Promotion Office, I spent every day inputting knowledge related to the environment and sustainability, but I approached my work with a positive mindset, thinking that if I could overcome this, I could change my area of expertise. I think that was a turning point.
Tominaga: It was when I made the decision to leave the company I joined as a new graduate. Initially, I couldn't imagine leaving and thought, "I will build my career at this company," but after experiencing the overseas and IR operations I wanted, an unexpected department transfer occurred. At that moment, I strongly felt that "I want to control my own career." As a result, I decided to change jobs, but looking back, that was probably a turning point where I realized the things I wanted to value in my career.
Finally, may I ask you both what you consider important in your work in order to work lively and authentically?
Tominaga: The most important thing is respect. When I heard the thoughts of Senior Managing Director Kitamura, who values "passion," "smile," and "respect," I realized that for me, respect is the key. Working in an environment where we respect each other and listen to differing opinions allowed me to work most comfortably and showcase my strengths. Now, as a department head, I strive to create such an environment.
Umino: There are two points. One is being entrusted with "meaningful work." Feeling that I have grown compared to last year, discovering my strengths, and being able to apply them in my work while facing slightly challenging tasks contribute to my sense of purpose. I first entrust the members with tasks so that they can feel, "It was difficult, but I did my best." The second is "ownership of work." I believe that making decisions, including managing pace, is crucial for developing a sense of ownership in my work.
Umino: "It is not about doing work that you are forced to do, but about feeling that it is work you have chosen. This leads to a sense of purpose."
This may lead to a sense of fulfillment.
Human Resources Department, Career Design Office, Director Masuda.
The Career Design Office supports career autonomy.
――First, please tell us about the Career Design Office.
Director Masuda (hereinafter, Masuda): The Career Design Office was established within the Human Resources Department in April 2019 to support each employee's desired career. There are various definitions of career, but at our company, we define it as 'life itself, including work.' The role of the Career Design Office is to support those who are getting closer to their desired image to continue moving forward, and to assist those who feel stagnant to make progress.
――It has been five years since the establishment, how has the response been?
Masuda: We conduct Career Design training, meetings to consider future careers together based on insights gained during training, various seminars and workshops, a consultation desk for all career-related matters, and operate a career challenge system (internal recruitment system) that provides opportunities for employees to autonomously challenge their career formation. Through these initiatives, the understanding of each employee's career is gradually permeating.
Masuda: In the Career Design Office, we value one-on-one, face-to-face support during meetings and at the consultation desk.
Now, could you tell us about the background of this TC-Mee+ (Mitas) Women’s Careers event?
Masuda: Until now, in addition to training conducted by generation, we have held theme-based seminars and workshops. In initiatives related to women's career development, I believe there is a need for support for balancing childcare and caregiving, promoted by the Diversity Promotion Office, as well as for networking among women across different departments and generations. I planned this event with the hope that it would serve as an opportunity to create a network among women. After discussing with six seniors who are active at the manager level, I felt their experiences would resonate well, and they immediately agreed, saying, "Let's do it!" They also provided various ideas, such as, "Let's target a wide range of participants, including new employees!"
Now that the event has been held, what has been the participants' reactions and outcomes?
Masuda: The participants were listening with sparkling eyes, and I felt there were many comments about not having enough time, indicating that they had a lot of questions they wanted to ask. I hope that TC-Mee+ serves as an impetus for them to feel comfortable discussing things across departments and generations.
Now, could you tell us about the future plans and outlook of the Career Design Office?
Masuda: I would like to continue implementing initiatives similar to this TC-Mee+ event among women. I feel that there is even more demand for deepening mutual understanding across gender and generations. Going forward, while observing the situations of our employees, I wish to provide support so that each individual can envision the person they want to become and continue to thrive within our company.
[After Talk] 1-on-1 Meetings after TC-Mee+
The TC-Mee+ event provided opportunities for interested participants to have 1-on-1 meetings with senior managers. We rushed to the meeting site of General Affairs Manager Furutani and Corporate Sales Department Deputy Manager Kujirai, who conducted 1-on-1 meetings later, to ask for their impressions.
How do you feel about this TC-Mee+ and the 1on1 meetings?
Director Furuya
Having studied coaching at Business School, I was thinking of ways to utilize that. When I was consulted by the HR department, I immediately responded, 'If I can be of help.' On the day of the meeting, I was impressed by the many young people who were in their first to third years after joining the company. It's wonderful to see them take a step forward to form a vague image of a managerial position.
Having just been appointed as Deputy Director this year, I thought it would be difficult to consult with others about any little worries. I am truly grateful to have this kind of opportunity. While thinking about my future career, I was able to ask the questions I had wanted to ask candidly.
Opportunities to consult with others, even if there is no direct work relationship, as in this 1on1 meeting, are very valuable. I believe that the mentoring system currently being implemented for younger staff in the domestic leasing business area is precisely such an initiative, so it would be great if similar systems existed at a higher level as well.
Deputy Director Kujirai
Director Furuya
This time it was limited to women in comprehensive roles, but it would be nice if men could also crossover in the future. Conversely, it might be good to hear about the concerns of male employees working under female managers in a diagonal relationship. Many people may feel confused when experiencing management roles for the first time, so I think it would be nice to have a management mentorship system as mentioned by Mr. Kujirai. With support for management positions, it may lead to a more comfortable and rewarding workplace.
Section Chief Goya (left) and Deputy Chief Kujirai (right)
Yoko Tominaga
Director of International Business Department
Joined in 2023. Since April 2024, in the current position. Utilizing accumulated experience in supporting local subsidiaries in Asia and Europe and in the areas of cross-border finance at a major leasing company, involved in overseas Business-related operations at this company.
Chisa Unno
Director of Sustainability Promotion Department
Joined in 1996. Assigned to the domestic leasing sales department. After taking maternity and childcare leave, transferred from TCBS (now: Business Support Department 2) and the Tokyo Metropolitan Area Sales Department 2 to the Comprehensive Risk Management Department, concurrently serving in the Sustainability Promotion Office (at that time). Deputy Director of the Sustainability Promotion Department in 2022. In the current position since 2023.
Maki Masuda
Director of Human Resources Department Career Design Office
Joined the company in 2000. After gaining experience in lease sales and expired contract operations, assigned to the Human Resources Department for new graduate recruitment and training. After gaining experience in lease sales again, returned to the Human Resources Department after maternity and childcare leave. In the Diversity Promotion Office, involved in initiatives promoting the balance between work and childcare/caregiving, as well as enhancing employment for people with disabilities through the launch of the 'TC Wakuhapi Farm', and participated in establishing the Career Design Office in 2019. Currently in the position since April 2024.
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