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James Brumm,
the only non-Japanese member of the board of directors at
Mitsubishi Corporation, serves as general counsel and executive
vice president at the company's New York-based subsidiary,
Mitsubishi International Corporation. Brumm joined Mitsubishi
International in 1977 and has been a board member at Mitsubishi
Corporation since 1995. He is responsible for legal affairs,
public relations, corporate giving and environmental issues
at Mitsubishi International, as well as serving on its board
and participating in overall management.
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| "We
in management recognize that employees today, even
in Japan, have unprecedented job mobility. You can
be sure that we are working hard to provide a convincing
array of career opportunities in our organization
to keep the best with us." |
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Career
and personal background
"I
spent four years in a New York law firm after graduation
from law school. Then, I quit and took a year off to work
on a political campaign and to travel around Europe in a
van. I wanted to live abroad for a while. And while Europe
was different from the States, I thought Japan would be
an even more different experience."
"Through mutual introductions, I secured a job with
a Tokyo law firm sight unseen. Apparently, the firm's partners
became a bit worried, never having met me and knowing that
I had been traveling in Europe for nine months. They had
a welcoming committee at Haneda ready to take me to the
barber if necessary. Fortunately, I had the good sense to
get my first haircut in nine months before boarding the
plane."
"We did work for foreign and Japanese clients. Mitsubishi
Corporation was a client. And I had worked for Mitsubishi
companies and other Japanese companies in New York. I got
to teach weekly at the Mitsubishi Corporation Legal Department
and came to know the people there well. When I returned
to the United States, I wanted to maintain a connection
with Japan. Joining the Legal Division at Mitsubishi International
Corporation in New York was the best opportunity to do that.
"Mitsubishi had its own unique culture,
and a new learning process began. I was transferred to Tokyo
after six years and spent two years in the Legal Department
there and one year in Australia working on a large liquefied
natural gas (LNG) joint venture." |
| "The
Mitsubishi companies share a brand that is well recognized
worldwide and is extremely valuable. We need to promote
and strengthen that brand together. While our companies
are independent, we recognize our common interest
in reinforcing the Mitsubishi brand." |
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Public
relations and philanthropy
"In the United States, Mitsubishi companies have focused
their charitable foundations on different areas of giving.
At Mitsubishi International, we have emphasized environmental
education. We also hope to work with other Mitsubishi foundations
to leverage our activities. We have been exploring opportunities,
for example, with the Mitsubishi Electric America Foundation.
As for public relations, we meet informally on a regular
basis with our counterparts in the Mitsubishi group companies
in America."
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| "I
hope that I'm not the exception that proves the rule.
If foreign executives don't become more common at
the Mitsubishi companies, then the companies' future
will be pretty limited." |
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Human
resources management
"A lot of the issues that arise in connection with
foreign employees are issues for Japanese employees, too.
Mitsubishi Corporation, like every company in the world,
needs to be an appealing place to work for people of all
nationalities.
"A pressing management issue is to make
clear that all employees, wherever they begin employment
with Mitsubishi Corporation or one of its affiliates--in
Japan, elsewhere in Asia, the Americas, Europe or Africa--have
the opportunity to rise to the top of Mitsubishi Corporation
if they have the ability and the desire.
"Employees need to do their part, too.
Language is especially important, as is culture. I think
that English will join Japanese as a joint official language
at Mitsubishi Corporation, but that will take time. In the
meantime, we need to motivate our Japanese colleagues to
learn English and the language and culture of any country
where they are stationed. At the same time, our non-Japanese
colleagues should work to learn Japanese and to understand
the Japanese culture."
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"You
can be sure that we are working hard to provide a
convincing array of career opportunities in our organization
to keep the best with us." |
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