I joined Tokyo Century more than 36 years ago, before it assumed its current form through merger. I have experienced a wide range of departments, including sales, e-business, and general affairs. In recent years, I have had many opportunities to see how organizations can become energized when mid-rank employees are promoted to management positions. Such career progression is incredibly beneficial for the Company. At the same time, it has made me conscious of my own age and think about when it will be my time to pass the baton to the next generation. As I approach retirement age, it dawned on me that the next organization I am relocated to will likely be my final posting before retirement. Prior to using the Career Challenge Program, every relocation I underwent was based on orders from above. However, I could not help but think that I should at least be able to choose where I will end my career. This is what inspired me to apply for the Career Challenge Program. I also may have been a bit envious of people, like Ms. Matsumoto and Mr. Yamashita, who were energized in their new workplaces after relocating through the Career Challenge Program. I made this decision at a time when the Sustainability Management Division was still in its infancy. I wanted to join this division as I was drawn to its energy and dynamism as it swiftly hammered out policies and presentation methods for responding to the various emerging social expectations.

I chose to use the Career Challenge Program based on my going on maternity and childcare leave for a total of three years. After returning from leave, I remember feeling anxious about the gap that might have opened between my own abilities and those of colleagues who had joined at a similar time while I was on leave. I also felt anxiety about doing the same job I used to do in the division I worked at before going on leave. However, as my children were still young, I had no time to try and close this gap by studying or getting qualifications outside of normal working hours.

At a time when I was plagued by such feelings of uncertainty, I was made aware that I could develop my career by using Tokyo Century’s career support systems via internal seminars and related materials. I thereby learned about the possibility of furthering my career by broadening my insight through my everyday work. Of the options on the table, the Career Challenge Program seemed the best option for me. I also thought that, if I was going to take this big step, I might as well jump into something completely different. Up until then, I had mainly worked with an external focus, as I was in sales. In my current position in the Automobility Business Strategic Planning Division, however, I have to facilitate management of subsidiaries and coordination between operating segments, which means that internal communication is an important part of my job.

I joined Tokyo Century straight out of university, and I am now in my eighth year. I spent the first five in the Machinery Division (currently Corporate Business Division IV). A part of the Equipment Leasing segment, this division specialized in the leasing of construction and manufacturing equipment and was thus one of the Company organizations that dealt with the most specialized of fields. The vast majority of customers I worked with were privately owned companies. My interactions with these customers gave me a strong sense of the issues related to transferring business ownership stemming from the lack of successors to management. My understanding of this social issue is what got me interested in M&As.

For this reason, I chose to use the Career Challenge Program to transfer to the Principal Investment Division, which is responsible for business investments. In this new position, I am responsible for examining and conducting new investments and for improving their value.

I left the General Affairs Division in March 2025. During my seven years there, I was involved in the formulation of CO₂ emissions reduction and other environmental measures to a certain degree. Nevertheless, after joining the Sustainability Management Division, I was amazed at just how comprehensively they addressed environmental matters. I also found myself engulfed in a sea of technical terms. Moving to a new division and learning the ropes there requires a lot of energy when you get to be my age. If I do not understand something, I make sure to ask my younger colleagues. Study using e-learning programs and other resources is another constant for me in this new environment.

I often work with the Sustainability Management Division, and I feel as though the division itself has changed since you joined, Mr. Yuzawa. For example, the division has become more thorough and concise in its coordination of matters and provision of notifications prior to engagements. I believe this reflects how you are leveraging your extensive experience in facilitating Companywide coordination in your position in this division.

Thank you. I constantly find myself struggling to get used to my new environment, but it gives me some confidence to know that I am making a difference.

In my prior position, I was involved in equipment leasing sales, and I specialized in the construction and manufacturing equipment sectors, in particular. I have found this experience to be very useful in my current position. At my division, I am one of the few people to have some expertise in regard to these sectors, and this makes me an asset to the team, I believe. My past experience has given me a certain degree of understanding of the industry, its value chains, and the frameworks for related business models. I feel I am therefore able to quickly grasp the main points when we are screening new investments in this industry. M&As are something that requires theoretical knowledge, but it is also crucial to possess a high degree of understanding of the businesses in question. This means that I am able to utilize my experience gained in prior posts, which makes me feel that all I have done so far can be tied together.

My experience in equipment leasing allowed me to form wide-ranging connections with customers. This gives me the opportunity to hear about the issues they face through our everyday interactions. I find it interesting how sometimes the best way to address the capital-related issues of customers, such as those pertaining to business succession or growth strategies, may be investment by Tokyo Century. In other words, the trusting relationships we have built with customers could be evolved so that we can create greater value through joint businesses. I see a lot of potential in this regard. Ideally, we do not want Tokyo Century to be viewed as a company limited to only leasing and financing. Rather, we want the Company to be regarded as being able to accommodate and propose solutions to any customer inquiry.

I got a lot of different reactions. There were quite a few people around my age who said that my decision was an eye-opener. I think it would be great if more veteran employees considered using this system. Previously, a lot of people may have gotten the initial impression that this system was for use by newer employees, and this misunderstanding has made veterans hesitant to apply. Nevertheless, I feel that, on the whole, Tokyo Century is becoming a place where anyone who raises their hand to volunteer for such relocations will be accepted.

It is only natural for a veteran employee to be put off by the idea of struggling in a new division. Still, I think it is meaningful for even veterans to be exposed to new environments. Getting to see a new aspect of the Company is an exciting experience in and of itself.

Personally, I was able to take this step with the blessing of my supervisors and colleagues, who all had diverse backgrounds. They encouraged me by saying that it would definitely be a valuable and eye-opening experience. The amount of energy and commitment we devote to our ambitions can vary from person to person. Some people, like Mr. Yamashita, stoically build on their own experience based on clear goals. Others, meanwhile, like me, seek to try something new in their everyday work to broaden the scope of their career.

An amazing aspect of the Career Challenge Program is how it can accommodate the ambitions of such a wide range of people, whether they are seeking to pursue higher pinnacles in a familiar area or work toward some other goal. The inclusiveness and accessibility of the system are two features of its greatness, and I hope that this will remain the case going forward.

I am in my 13th year as a contributing member of society, and I had thus started to feel a bit anxious, thinking it was about time that I chose a career path and started to really focus on pursuing it. However, speaking with Mr. Yuzawa today has made me realize that this is not the only way to develop my career. I want Tokyo Century to continue to be the type of company where people can always feel free to try and take on new challenges, regardless of their age.

I do not really have a clear vision for my future. My approach is more to focus on what is in front of me, safe in the knowledge that by doing so I will discover what I want to do next. When this happens, I hope that Tokyo Century will have the type of environment that Ms. Matsumoto speaks of, one that will enable me to pursue the path I desire.

Chasing one’s ambitions is about self-actualization. It is when one is chasing their ambitions that they are most energized, and this energy can resonate with and spur into action those around them.

To me, chasing ambitions is akin to running a marathon. You get started after setting some sort of goal, but if you are like me and are not a fan of running, it can be a massive undertaking just to get to the starting line.

It is not easy to put into words, but I feel that the ambitions of today inspire the ambitions of tomorrow. I really believe that chasing one’s ambitions empowers both the individual and the people around them.