Team size: approx. 210 worldwide

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

Contributing to the management and business development of the company, as well as enhancing corporate value and protecting our business from risks, are always at the forefront of our priorities in the Mitsui Legal Unit. We also actively address management issues such as executing portfolio transformations, responding to economic security challenges, and strengthening corporate governance.

In the business sphere, under the global group legal system, we work closely with our business units and other corporate divisions to promote a wide variety of investments, financing projects, and product sales. In recent years, the projects we have undertaken — including large-scale overseas projects, M&A deals, acquisitions of listed companies, and tender offer bids — have become increasingly complex, requiring more nuanced analysis without sacrificing speed or efficiency in our response. Furthermore, the Legal Unit is expected to expand its role in dealing with emerging and cutting-edge areas of the global market, such as ESG and AI-based businesses. In addition, there are growing expectations from the company for the Legal Unit to take a leadership role in handling complex disputes, while also managing relationships with various stakeholders.

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

In today’s highly uncertain environment, general counsel function plays an indispensable role in supporting corporate management and advancing business. In particular, with respect to issues critical to corporate sustainability — such as geopolitical risks, economic security — I actively contribute as a member of the executive leadership team. By engaging directly at the management level in discussions on emerging challenges, I help identify strategic directions and enhance the speed and quality of executive decision-making.

As the business environment continues to change rapidly, timely and well‑informed decisions are essential to strengthening a company’s competitiveness. Through both formal and informal discussions, I also serve as a trusted and influential advisor, supporting the judgments and decisions of top management, including the Chair of the Board of Directors and President (CEO).

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

The increasingly complex geopolitical landscape, the growing importance of economic security and recent regulatory strengthening and changes in enforcement across countries and regions — triggered in part by ESG-related regulations — require continued close attention.

Countries and regions are accelerating efforts to strengthen investment controls, export management and tariff policies, as well as environmental and human rights regulations, including ESG and human rights due diligence, with the aim of protecting domestic and regional industries and enhancing their competitiveness. These regulatory measures are increasingly being integrated into broader industrial and competition policies.

These developments encourage careful preparation and consideration of investments, as well as a re‑examination of supply chain structures and greater transparency across the value chain. At the same time, countries are accelerating protectionist policies for domestic industries and promoting independent technological development and innovation that minimises reliance on foreign entities, thereby reshaping the conventional business environment. While recognising the risks involved, we believe it is essential to view these changes as opportunities, professionally manage the associated risks, and turn them into a source of strength for the corporate group as a whole.

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?

What is required of in-house legal professionals is not to treat AI merely as a tool for efficiency, but to leverage it as a foundation that complements human expertise and judgment and dramatically expands overall output. Routine tasks should be boldly delegated to AI to maximise efficiency, allowing legal teams to concentrate their resources on areas that only humans can address — such as legal judgment, deep business understanding and strategic decision-making.

With AI support, these human-driven activities can be executed at a higher level, enabling legal teams to deliver greater value that directly contributes to corporate value creation. It is essential to explore, with bold and creative thinking, what can be achieved precisely because of AI, pursuing efficiency and sophistication simultaneously and aiming to multiply output through AI-enabled augmentation. Throughout this process, final judgment and accountability must remain with humans, ensuring that the human element is not diminished but rather enhanced, while successfully integrating AI and legal tech into legal operations.