Female Managers Share Personal Career Experiences at TC-Mee+ Women’s Careers

Female Managers Present Their Experiences of Career Fulfillment and Emotional Journeys Using Life Charts

In October 2024, three sessions of TC-Mee+ Women’s Careers were held, with the participation of 23 women in career-track positions. Each session featured two experienced managers who shared their career journeys using life charts, visually illustrating their sense of fulfillment and emotional growth over time. The presentations were followed by a discussion with the participants.

　

TC-Mee+ Women’s Careers: A total of 23 women participated in the three sessions.

　

　　

An experienced manager using a life chart to share her work history 　　　　　　　　Participants in a roundtable discussion

　

Participants were keen to ask questions during the presentations and the lively, interactive dialogue, right up until the time ran out. They were also offered the opportunity to request one-on-one meetings with the managers at a later date. Several made their requests on the spot, and ultimately all of the managers received meeting requests.

The Career Design Office received a number of comments. One participant felt a little relieved upon hearing that the presenters had had the same concerns that she had, and had followed the same path as hers to get to where they are now. Another participant noted that she learned a lot from the presentations and life charts, as she could hear about and see the managers’ experiences, what they had felt, and how they had overcome challenges along the way.

　

　

　

Ms. Chisa Unno, General Manager of the Sustainability Management Division (left) and Ms. Yoko Tominaga, General Manager of the Global Business Management Division (right)

　

A Career Interruption Is Not All Bad

　
—What did you feel when the Personnel Division approached you about this TC-Mee+ project?

Unno: To be honest, I wasn’t sure why only women were getting together to talk. Also, I’ve been a little confused by the frequent use of the term “women’s empowerment,” which you see in newspapers and other media, and I thought, “Why don’t they talk about men’s empowerment? Are women expected to be more successful?”

Tominaga: I also felt that was strange at first. But, given the fact that nearly half of our new graduate hires are women now, the Career Design Office explained to us it wanted to create an opportunity to build a network across divisions and generations so that women could see themselves continuing to work at our company in a way that’s true to themselves. When I heard that, I readily agreed to participate, thinking it would be a good idea for Ms. Unno and me to do our part to support it.
　

　　

　

Chisa Unno: Because I’ve been rather indifferent to my own career planning, I was worried about whether my story was useful or not.

　

　

—You received a lot of questions from the participants during the event. How did you feel about that?

Unno: Mostly young employees took part in our session, including some new ones. I felt nostalgic when I saw how seriously they were and determined to get started on their own career plans right away.

They asked questions like, “Did you always intend to become a general manager when you joined the company?” and “What kind of career plan did you have in mind?” At the time, I was so busy with my job and life outside of work that I never thought about it that way.

　

—They also asked many questions about career interruptions, such as how to keep motivated during childcare leave. Were you concerned about having your career interrupted?

Tominaga: I was very anxious at the time, but looking back on my career as a whole, the interruption wasn’t a bad thing after all. Instead of negatively thinking about it as a time of career stagnation, it’s important to see it as a period of preparation—a time to use wisely and effectively for the next phase of your career.

　

Yoko Tominaga: During my childcare leave, I began studying to become a US Certified Public Accountant (CPA), and after returning to work, I completed the requirements for certification. That gave me confidence, and I believe it also led to career advancement.

　

Career Turning Points Triggered by Transfers and Job Changes

　
—Could both of you talk about some turning points in your careers?

Unno: One turning point came when I was transferred from the Equipment Leasing segment to the Risk Management Division. After that, I had more contact with people from different companies while collecting and analyzing environmental data for our company as well as for the entire Tokyo Century Group. I realized then that until this point, I’d only seen a small part of our company.

I was working in the Sustainability Management Office as well, so every day I was just trying to take on as much as knowledge as I could related to the environment and sustainability. But I was positive about doing my job back then, thinking that if I could just get through that stretch, I’d be able to change my area of expertise. That was a real turning point for me.

Tominaga: A turning point for me was when I decided to leave the company I’d joined as a new graduate. When I first joined that organization, I never imagined quitting, and I was going to build my career there. But after experiencing overseas businesses and investor relations, areas that I aspired to take on, I was unexpectedly transferred to another division. I strongly felt that I wanted to take control of my own career. So, I decided to change jobs. Looking back, though, I think the real turning point was realizing what I most valued for my career.

　

—I have one last question. What do you view as a key aspect of your work in terms of feeling most energized?

Tominaga: The most important thing is respect. When I heard that Senior Managing Executive Officer Kitamura, the unit president, placed the highest value on “passion, smile and respect,” I realized that respect is especially a key for me. Employees tend to respect each other and listen to what each other has to say. I’m most comfortable and able to demonstrate my strengths when working in that kind of setting. So now, as general manager, I try to create such an environment.

Unno: I value two things. One is to be entrusted with work that is challenging. What makes it worthwhile are: the feeling I’ve grown since the previous year, being able to find my strengths and use them in my job, and being given challenges that are a little beyond my capabilities. I often give my staff a difficult task to complete on their own so they can experience the satisfaction of having completed something challenging. The other thing I value is taking ownership of my work. I believe the key to cultivating this is allowing yourself to make your own decisions, including managing your pace of work.
　

　

Chisa Unno: I think it’s also rewarding to feel that your work is not something you have to do, but rather something you have chosen to do.

　

　

　

　

　

　

Ms. Maki Masuda, Deputy General Manager of the Career Design Office, Personnel Division

　

Career Design Office Supports Autonomous Career Development

　
—Could you tell us a little about the Career Design Office?

Masuda: The office was established within the Personnel Division in April 2019 to support every employee’s career goals. While there are many ways to define “career,” our company defines it as life itself, including work. The role of the Career Design Office is to help our employees advance even further if they’re getting closer to what they want to achieve, and to help them take steps forward if they’re feeling stuck.

　

—Five years have passed since the office was established. How do you feel about what it has achieved?

Masuda: We provide career design training, meetings to discuss future career paths based on what has been learned in training, various seminars and workshops, a consultation desk for careers in general, and a career challenge system (in-house recruitment system). We also operate the career challenge system that provides opportunities for employees to steer their career development on their own. These efforts have enabled every employee to continuously deepen their understanding of their careers.
　

　

Maki Masuda: In the Career Design Office, we place great importance on one-on-one support through interviews and consultation services.

　

　

　

—Could you tell us about the background of the TC-Mee+ Women’s Careers roundtable?

Masuda: Until now, we’ve conducted seminars and workshops on specific themes, as well as training programs for each generation. With regard to women’s career development, the Diversity Promotion Office makes efforts to support them in balancing work with childcare and nursing care. In addition to that, we thought there was a need for women to interact across divisions and generations. So, we planned this event as an opportunity to establish a network for women. We felt that the stories of female managers would resonate with younger employees, and we requested the participation of six women who had already gained experience as general managers. They immediately agreed to help us out, saying, “Let’s do it!” They also provided a variety of ideas, such as a suggestion that the scope of the event be broadened to include new staff.

　

—How did participants respond and what feedback did they offer after the event?

Masuda: The participants listened with a sparkle in their eyes. Many of them commented that there hadn’t been enough time, which made me think they still had questions. I hope that TC-Mee+ will become an opportunity for everyone to talk freely across divisions and generations.

—What are being planned and what direction will the Career Design Office take?

Masuda: We’d like to continue to implement initiatives for women like this TC-Mee+. There’s an even greater need to transcend gender and generational differences to deepen mutual understanding. And so I’d like to continue to support employees by checking in to see how they’re doing. That way, I’d like to help them all develop a vision of what they want to be and continue to play an active role at our company.　

　

One-on-One Meetings after TC-Mee+

Those who joined this TC-Mee+ were invited to request one-on-one meetings with an experienced manager. At a later time, when General Manager Furuya of the General Affairs Division and Deputy General Manager Kujirai of the Corporate Business Division I were having one-on-one meetings with the participants, we asked them for their impressions.
　

—What are your thoughts on this TC-Mee+ and the one-on-one meetings?

　

　

　　

　

　

　

Note: The contents of the article and the position titles are current as of the date posted.

 

 

 

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