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

Over the past twelve months, the most significant development in my career has been my transition into the role of chief legal officer at Prudential Life Insurance Company. This has been a period in which the legal function has played a central role in crisis management, governance reform, customer protection and organisational resilience.

One of the key projects I have been involved in is the company’s crisis response. Prudential Life established an independent third-party investigation committee composed of external law firms, and I have led the secretariat supporting the committee. My role has included coordinating the fact-finding process, root-cause analysis and the development of remedial measures, while working closely with senior management, external counsel, business functions and governance bodies. I also attended the company’s press conference and explained the role and purpose of the third-party committee, reflecting the importance of transparency and accountability in restoring stakeholder trust.

In parallel, the company established a customer compensation committee composed of external experts and law firms to support appropriate relief for affected customers. I have been involved in advancing this framework so that customer remediation is handled fairly, consistently and with due regard to customer protection, legal requirements and broader social expectations.

During the period of business restraint, another major focus has been strengthening governance to restore confidence. This has included reviewing internal decision-making processes, enhancing oversight mechanisms, clarifying responsibilities and improving collaboration among legal, compliance, risk and business teams. My role has been to translate complex legal and regulatory issues into practical options for management, helping the company pursue both immediate crisis response and long-term organisational improvement.

A further important project has been the centralisation of legal functions across group companies into the holding company structure. By consolidating legal resources, we have improved consistency, reduced duplication and enabled the legal function to address group-wide issues in a more integrated manner. This has strengthened our ability to provide timely and aligned advice on governance, regulatory response and risk management.

I have also focused on legal technology and process improvement. We introduced MNTSQ to improve matter management and contract review processes. This has increased visibility over workloads, enhanced efficiency and supported a more structured approach to legal operations.

Another important milestone was the conclusion of my four-year term as President of the Japan In-house Lawyers Association, a role I had held since 2022. I stepped down in March this year and handed over leadership to my successor. During my tenure, I founded the JILA In-house Legal Award, recognising outstanding in-house lawyers and corporate legal departments, and contributing to greater visibility for the in-house legal profession in Japan. I also worked to expand JILA’s network with overseas in-house counsel associations, strengthening international dialogue and the exchange of best practices.

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

For modern in-house counsel, legal expertise alone is not enough. We must combine judgment, business understanding, communication skills and courage. The best in-house lawyers are trusted partners who help the business achieve its objectives in the right way.