On holding this roundtable discussion

Initially, I was surprised at the fact that the ratio of female employees at Suzuki was only 13%, but this low proportion of women is not unique to Suzuki; many companies in the automotive industry have a ratio of female employees at the level of 10%. I believe that as the shift to EVs progresses, opportunities for women to play a role will increase. I am confident that if Suzuki’s female employees take the initiative to showcase the attractiveness to the outside world, we can change the image people have of the industry.
As of the end of March 2024, Suzuki had 25 female managers, making up 1.8% of management overall. However, we have set a new target of raising this to 5% by 2030, with a clear intent to eventually increase this number to match the overall ratio of female employees, which, as noted in the company’s securities report, was 12.8% as of the end of March 2024. To achieve this goal, we first conducted a survey of all female employees after discussions with the Human Capital DE&I Team, garnering a response of 73.4%, which was higher than I had expected. The results of the survey revealed a lack of role models and advisors, and based on those findings, today’s roundtable discussion was positioned as an opportunity to find role models and learn about their attitudes, perspectives and skills to advance the participants’ careers. I hope that hearing about the experiences of those who have been promoted to management will serve as inspiration. Our additional goal is to create a more supportive work environment for female employees and improve retention rates.
Many people, especially children, may feel that the Olympics are a far-off event seen only on TV. However, by engaging in activities like sports workshops, exercising and interacting with one another directly, they can begin to see the Olympics as something within reach. Their eyes light up as they realize that if they keep working hard, they too may have the potential, making the Olympics feel more familiar. Similarly, even if becoming a manager currently feels like a distant, challenging goal, listening to and becoming more familiar with the experiences of others may change that perspective. I hope today serves as a new first step, a starting point on that journey.

Q1. How did you end up in management? Also, why did you think of becoming a manager?

Q2. Were there any barriers to balancing work with your home life?

Ohashi:  I’ve given birth twice, and during my first pregnancy I made the mistake of thinking that my job was something only I could do. Unfortunately, I started my maternity leave having done almost nothing in the way of handing off my work, and found myself inundated with phone calls from the office. Clearly, I had inconvenienced my co-workers. Learning from this, before my second maternity leave I was careful about handing my work over to others, which allowed me to take my leave in peace and even to be given new tasks upon my return to work. This experience taught me how important it is to work as a team rather than attempting to do my job alone. When raising children, having to take time off unexpectedly is unavoidable, so it’s crucial to establish a workplace structure where work is shared among multiple people, allowing for understanding and flexibility in the event one has to take time off at the last minute.

Ema:  When I raised my child, it was a time when almost no one took childcare leave, and daycare options were limited. I was concerned about returning to work after giving birth, but my husband’s mother had just retired and advised me that it would be better not to quit my job. She also offered to help with childcare, so I returned to work eight weeks after giving birth. I wouldn’t have been able to stay in the job this long without my mother-in-law, so I’m very grateful for that support. That said, I did make a conscious effort to spend weekends with my child, and to never miss a school function even on weekdays.

Sumi:  On weekdays, I switched to being a morning person, getting up at 4 a.m. to take care of all the housework before taking the first train to work. I made a conscious effort to put on my working person’s face on the commute to the office, then switch to being a mother on the way home. One thing that really made an impression on me was when my husband pointed out that there were others who could take my place in the company, but that I was the only mother my child had. I conveyed the same thought to my team members, and we established a system where those in main and secondary roles support one another.

Q3. What do you find rewarding about being a manager?
Has your perspective on your work changed since becoming a manager?

Q4. It must have been challenging to become a manager and immediately take on the role of department manager. How did you manage the challenges you faced?

Ema:  Honestly, department manager is a tough job. As a staff member, one’s responsibilities are limited to one’s own tasks, but as a department manager, we must take responsibility for all of the work done in the department. Amidst the difficulties of trying to understand every task, I also had to make decisions about a variety of operations and coordinate with other departments to resolve issues and keep things moving forward. As a department manager, there have been challenging situations when I had to lead from the front, but when difficulties arose, I kept moving forward by consulting with my manager, officers and Executive General Manager. I regularly tell my team members to ask those who know when they are unsure about something so they can perform their tasks accurately. I’ve overcome these challenges by building connections with people I can rely on across various departments and seeking their help when needed.

Q5. There are those who may feel more fulfilled in a contributor role rather than in management and may thus hesitate to become a manager. What are your thoughts on this?

Ohashi:  Under the new human resources system introduced in April 2024, post and non-post positions have been separated, clarifying that employees can move between the two. I think it’s wonderful that with this system we now have options that consider individual preferences, allowing people to take on a managerial role when they want to lead an organization, or focus on non-managerial roles when they wish to deepen their expertise. I’ve been in a managerial position until now, but in the future, if I want to enhance my expertise, I’d like to consider non-managerial roles as a possible option.

Q6. Do you work in the same way as the men? Or is your way of working unique because you are a woman?

Sumi:  In the past, I had a supervisor ask if I had the same physical strength as a man and if I could do the same work; I replied no. At the time, my supervisor suggested that since I was a different physical type and worked differently from the men, it didn’t make sense nor was it necessary for me to have the same goals as them, and perhaps I should try for my own style of management. Sometimes, just having someone listen can be a relief, so now when someone seeks my advice, I make a conscious effort to listen without showing any displeasure, and to create an atmosphere in which people feel comfortable talking to me. Also, as a manager, I have team members in technical fields outside of my own area of expertise, so I continue to pursue my own approach to management, learning the technical side from them while advancing our work together.

Nishimura:  While there are differences in the ratio of men to women depending on the workplace, in many of the places I’ve worked to date I was often the only woman, which on the contrary offered me many opportunities to speak my mind (laughs). I’ve never felt the need to act the same way as the men, and I’ve freely spoken up about things that might be difficult for men to say. Certainly, there were challenges in the male-dominated environments when visiting clients or factories, but I tried to approach those situations without letting them bother me. I believe that both men and women, as well as people dealing with a variety of circumstances beyond gender, all face challenges. It’s important to create an environment where team members can communicate effectively and feel comfortable discussing their concerns, while ensuring that everyone can work well together.

Finally, please share a final word with today’s participants.

Ema:  Among the women around me working shortened hours, some have demonstrated high productivity, comparable to those working regular hours, and have achieved results in the limited time they have, even earning promotions to section manager. For those aiming for managerial positions, don’t rush your life plans. If you work hard, there are people who will notice and who will give you a push in advancing your career. I hope you will all work hard—within reasonable extent—so that you can achieve what you want to do in the future.

Sumi:  I think it’s important to keep your ears open for new information. For those about to enter the child-rearing phase of your lives, I also think it’s important to value your personal time. You need time for self-reflection, and having that time allows you to enjoy your time with family and at work even more. I also make it a point to take on a new challenge every year. Challenging yourself to something new will also lead to new encounters. For example, participating as a volunteer, you will meet people from a variety of age groups and backgrounds, including both the elderly and those of the child-rearing generation. While encountering a wide range of people different from those you meet at work, you might even get information about a product someone would like to see. Incidentally, I began jogging a few years ago, and the time I spend running is excellent for clearing my mind and thinking by myself.

Nishimura:  Have we offered some reassurance that even women like myself can become managers (laughs)? Luck and opportunities are everywhere. While it’s fine to continue working away at the same job in the same department, transferring elsewhere brings a change in environment and in your superiors and can also bring new opportunities, so I think it’s good to keep yourself open to a variety of possibilities. Don’t be afraid to move around. Also, thinking of yourself as lucky will in fact attract more opportunities. It’s important to stay positive.

A commemorative photo taken with fans displaying what participants want to do to advance their careers, capturing their commitment!

In conclusion (from the DE&I Promotion team)

To address the issue identified in the survey of female employees regarding the lack of role models, we held a roundtable discussion titled “Thinking about Creating Your Unique Career Path: Lessons from Female Managers on What They Value in Leadership.” The event aimed to help participants envision a career unique to themselves, and gain insights and tips for taking action to achieving it by learning about the working styles and perspectives of diverse female managers.
Feedback from the participants included, “I was able to think more positively about career development,” “This clarified what my next steps should be,” and, “I was encouraged to see how the company’s initiatives are taking shape.”
We are filled with joy at having taken this first step toward a new future with all of our female employees!
We will continue as a company to support career development for women through roundtable discussions and other programs on different topics and with different target audiences. We are excited to move forward, step by step, with all of our employees!