Building Trust from the Foundation: Lessons from 100 Years of Kuraray

When I joined Kuraray America, Inc. just over 11 years ago, I was stepping into a global organization with a strong legacy and an opportunity to help shape something new from within. Before I joined, legal support had primarily been handled externally across the Kuraray Group.

My role marked an important milestone: I became the first in-house attorney hired within the global Kuraray organization.

For a company with nearly a century of earned trust among customers, this was an opportunity to build on that foundation by establishing an internal legal function that could work closer with teams, support decision-making, and strengthen governance as the business continued to grow.

Overcoming the “Department of No” Reputation

Before we had an in-house legal department, teams were already capable, resourceful and accustomed to solving complex issues. Legal support was primarily handled through outside counsel, which gave the business access to specialized guidance when needed. At the same time, there was an opportunity to make that support more direct, proactive, and efficient for a growing organization.

When I joined, the assumption was that the new in-house legal team would be the “department of no,” by slowing deals down and nixing every idea. My goal wasn’t to inundate Kuraray with a lot of bureaucracy. I wanted to build a function that helped the business move faster and smarter.

The path forward was simple in concept, but harder in practice,

• Become strategic advisors, not gatekeepers.
• Be responsive.
• Be empathetic.
• Understand what business units are trying to achieve and find a way to get them there.

That shift in framing changed everything.

Over the last decade, we've grown from a small department to a team of eight that covers legal, audit, insurance and intellectual property. And, we're part of a global legal community of over 30 professionals across the Kuraray group.

Today, my role also extends into areas that connect directly to how the business operates, with responsibility for supply chain management, including logistics, procurement and the vinyl acetate monomer (VAM) commercial team.

These teams report directly to me, and that broader scope has reinforced something I learned early on: governance works best when it is connected to the realities of the business, not separated from them.

Governance as a Driver of Trust

At its core, I see governance as a means of building and sustaining trust.

Working for a company with a 100-year legacy adds a layer of responsibility. While you are making decisions for the present, you’re also protecting something that’s been built over generations. That perspective influences how I think about everything from contracts to culture.

That same idea applies inside a company. Trust is not built in one place or with one audience. It must exist in all directions:

• Internally, employees need to feel that decisions are fair, consistent and principled.
• Externally, customers and partners need transparency, honesty and follow-through.
• Operationally, we need disciplined processes that prioritize quality over speed.

Sometimes that means slowing down to make sure we get it right. And when things don’t go as planned, it means being upfront about why. That consistency is what creates confidence within our teams, with our customers and in the communities where we operate.

Trust Beyond the Business

I believe companies have a responsibility to give back to the communities where they operate, and I’m proud that Kuraray supports that belief. Within my departments, we set annual volunteer goals and choose activities that matter to our teams. When our team shows up for local volunteering efforts, the message is clear: community trust is built through presence, consistency and genuine support.

For our team, the goal is 50 team volunteer hours each year, and we consistently exceed it. To me, that reflects the same principle that guides good governance: earning trust through action.

How I Lead Through Complexity

In my own leadership, I rely on three principles:

1. Integrity – doing what you say you’ll do.
2. Transparency – communicating clearly, especially when things are uncertain.
3. Really listening – making sure every voice is heard.

That last one is especially important to me. Not everyone is comfortable speaking up, particularly in larger organizations or when senior leadership is involved. I try to be intentional about creating space for input and making it clear that all perspectives are valued.

At Kuraray, our annual engagement surveys consistently ask whether employees feel comfortable speaking up. That question matters to me personally because it speaks directly to psychological safety.

What a 100-Year Legacy Actually Demands

From a governance perspective, Kuraray’s 100th anniversary raises the stakes.

Any company should care about its reputation. But when you know that generations of people before you spent a century building credibility, you feel the weight of that in a unique way. The work isn't just about protecting today's business. It's about honoring the commitment of everyone who came before and leaving the next hundred years on solid ground.

That means preserving heritage by protecting trust with employees, leadership, customers, suppliers and our communities. Trust is maintained through transparency. We follow through on commitments and explain clearly if we fall short.

Looking Ahead: Agility and Foresight

As I think about the future, I believe strong governance will be defined by agility and foresight. Artificial Intelligence (AI) ethics, cybersecurity, Environmental, Social & Governance (ESG) accountability, and the carbon neutral commitments we've made for 2050 are genuinely complex governance challenges on the horizon. No one has all the answers.

As we look toward the next 100 years, I believe that mindset will be more important than ever.

Frank Taylor, Director of Corporate Governance and Corporate Counsel, Kuraray America, Inc.