Team size: 670 (global)

Career Biography

Ayako Shotoku is director, member of the board, and executive officer at Panasonic Holdings Corporation. She joined Panasonic in 1991 and built her career in various legal departments across Panasonic, including assuming CLO in several key business segments, before being appointed to her current role as group general counsel and chief risk management officer. Her experience primarily focused on cross-border transactions/litigations, foreign investigations and corporate restructuring, holding law degrees from Chuo University and University of Pennsylvania.

What are the key projects that you have been involved in over the past twelve months?

Various business transformation and portfolio management projects, including divesting the fully owned subsidiary in housing solutions segment (in Japan) to YKK and JV in automotive segment (in Spain) to the founding family. I have led these projects as the head of legal function within Panasonic Group, as group general counsel).

Please describe a situation where your advice had a significant impact on business outcomes or objectives.

As a member of the board, as well as the management committee, at Panasonic Holdings, my input and feedback have continued impact on the decision making related to the major and critical agenda of Panasonic Group.

What are the key trends that in-house counsel should be monitoring over the coming months?

Various trade controls and restrictions including tariffs, supply chain issues and human rights.

What are the most important attributes for a modern in-house counsel to possess?

In addition to legal expertise, key qualities include curiosity, flexibility and creativity in innovating work processes and leveraging technology such as AI.

AI remains at the forefront of conversations about the future. How can in-house counsel ensure the successful integration of legal tech, while maintaining the human element?

Define the roles and responsibilities between technology (including AI) and humans. Continue to update, rebalance and reskill people according to these adjustments. Rebalancing and reskilling are the keys to success.

Are there any upcoming challenges that in-house teams should be preparing for over the next twelve months?

Retain the high talents and develop their successors – although this is not a new challenge.