DLA Piper

1) What do you see as the main points that differentiate DLA Piper Perú from your competitors? Locally, the strength of our young core team of partners and associates, that relentlessly pursue quality and valuable advice. We understand that we need to create value for the clients. Strategic presence regionally and internationally.  We are an integrated working law firm that has a unique offer for clients.   2) Which practices do you see growing in the next 12 months? What are the drivers behind that? M&A. Interesting trend of divesting by some investors, but also some new investors looking for opportunities in Peru. Dispute resolution. There is an increase in arbitration procedures, especially related to concessions and public works, and commercial litigation due to the deterioration of the economic situation of the country. Infrastructure. The country needs a push and new infrastructure projects, via PPP or government-to-government economic cooperation, and this may well be done in 2024.   3) What's the main change you've made in the firm that will benefit clients? Foster a culture of quality services and business understanding.   4) Is technology changing the way you interact with your clients, and the services you can provide them? Indeed. We are just beginning to discover the many uses of technology in our profession. We believe it will improve significantly the services we provide.   5) Can you give us a practical example of how you have helped a client to add value to their business? By understanding our clients’ businesses, we constantly analyze legislation trends and possible legislation changes so that we raise awareness in our clients to prepare for these changes and thus reduce any consequential cost.   6) Are clients looking for stability and strategic direction from their law firms - where do you see the firm in three years’ time? The Peruvian legal market is still dominated by full services and well-established law firms, and clients still recognize the value of having legal partners who understand their companies and their businesses. We see ourselves consolidating the presence of a global firm with footprints in the most important regional countries, that still understands the needs of its local and international clients and offers them great value.

1) What do you see as the main points that differentiate Campos Mello Advogados in cooperation with DLA Piper from your competitors? We can highlight some important points, the main one being the fact that we are both a traditional law firm in the Brazilian market, with over 42 years of experience and recognized excellence, and part of a giant global platform, through cooperation with DLA Piper, one of the largest law firms in the world. This unique combination allows us to assist clients around the globe, deliver highly efficient services and results with speed, exceptional quality and business oriented. Our dynamic, global team of lawyers can provide the best support to clients anywhere; we are pioneers when it comes to innovation, bringing management and business news to all our stakeholders; and we have always implemented the best diversity and inclusion practices, creating an inclusive culture through meaningful and transparent initiatives. And all of this can, in a way, be proven – and not just by the growth of the firm and the development of our professionals. CMA was the first law firm in Brazil to consistently implement the NPS (Net Promoter Score) methodology to measure client satisfaction. For several consecutive years, we reached the level of excellence - the highest level applied by the methodology. In addition, women represent 71% of our personnel and 40% of our leaders, an extremely rare level in today's Brazilian market. This theme is very dear to us: CMA organized this year The Latin America Leadership Summit - focused on Women and Connections, an event dedicated to promoting the empowerment of women in leadership positions, with enriching debates among leaders of various industries.   2) Which practices do you see growing in the next 12 months? What are the drivers behind that? We expect the Energy and Natural Resources area to continue to gain the relevance it has had in recent years, with our firm constantly involved in the most important transactions in the sector. We have increased the team with the arrival of a new partner, two of counsels and three new associates, which exponentially expands our capacity to strategically serve our clients, as well as to pursue opportunities that are multiplying every day in Brazil with the increasing diversification of our matrix and the need to decarbonize our industry. Three other areas also stand out and deserve to be mentioned, especially because of the range of challenges and innovations they will raise in the near future: ESG, Sports and Life Sciences and Healthcare. In addition, areas that are always relevant and strategic should continue to expand: Tax (especially due to the tax reform bill under discussion in the National Congress), Banking (another area strengthened at Campos Mello with the recent arrival of a new partner) and Real Estate (our most traditional area, which always participates in significant milestones for the country's economic development; we are very proud to have recently been awarded Legal Firm of the Year: Real Estate by The Legal 500).   3) What's the main change you've made in the firm that will benefit clients? Our strategy is to become business partners with our clients and for that we need to deeply understand the market where they operate. That led us to organize our practices by industry. Our specialized teams are encouraged to understand the peculiarities of each industry to offer the best advice possible. All this movement has taken place with what is part of our DNA: the use of technology to deliver an outstanding service and aligned with the best ESG practices. However, we are witnessing a seismic change in the legal market with the development of AI. Much is said about AI but I don’t see any firm investing as much time and resources in this field. We are definitely leading the market and our clients will benefit from this.   4) Is technology changing the way you interact with your clients, and the services you can provide them? Absolutely, no doubt about it. Today's world brings new digital, governance and management standards that completely changed how we operate. In recent years, we have invested in technology that allowed storage and full remote access to all documents, applications and information, implementation of IoT tools for performance management and investment in training. Just to give you a few more concrete examples - which also relate to the previous question: we are investing in Robotic Process Automation to speed up manual procedures to give our team more time to focus on clients; we are implementing a new application to improve how we manage client requests and to provide a more clear and practical response to client demands; we have a global team researching and testing different AI solutions. Thanks to those efforts, today we are more connected to our clients and more agile, providing quick responses to priority issues.   5) Can you give us a practical example of how you have helped a client to add value to their business? We have several examples of how our multidisciplinary expertise and efficiency helped the clients. With our broad expertise in Energy and Natural Resources, we advised Carmo Energy on the acquisition of Pólo Carmópolis, the largest in history involving onshore oil and gas exploration and production assets in Brazil, and Eneva S.A on the purchase of the Celse Thermoelectric Power Plant , one of the largest operating gas plants in Latin America – a very complex deal, that also involved all the funding needed by Eneva, through operations conducted through equity and debt operations in the Brazilian capital market and obtaining approvals/waivers from CELSE's international creditors. It is also important to mention that our Sports practice group has advised international and domestic investors who have an interest in acquiring soccer club assets in Brazil, in a pioneering movement in the country. We are the firm involved in the major acquisitions of clubs in Brazil, such as Vasco, Botafogo and many other.   6) Are clients looking for stability and strategic direction from their law firms - where do you see the firm in three years’ time? Definitely, clients are looking for lawyers to weigh in strategy. In my opinion, with all the technology developments, the role of the lawyer will, in one hand, evolve to become more of a strategist, and on the other hand, go back as when lawyers were “consiglieres”. Without a doubt, all our efforts are aimed at becoming an industry-oriented provider of legal solutions. Our innovative leadership and mindset, intelligent use of technology and ESG focus will guide us along this path and provide the effective and creative strategic direction that clients will increasingly seek. Now, answering your question, in 3 years from now, I’d like to see our firm as the leader of ESG and technology practices.

Andres González explains how the firm has been doing in the past years and his vision for the coming ones.   1) What do you see as the main points that differentiate DLA Piper Martínez Beltrán from your competitors? DLA Piper Martínez Beltrán distinguishes itself from the competitors through a combination of unique qualities and a client-centric approach. Our work environment sets us apart significantly. Unlike many firms that place a heavy emphasis on billing targets and measuring lawyer productivity by billable hours, we foster a collaborative and supportive atmosphere. There is no undue pressure on our legal professionals to constantly sell services. Instead, we encourage teamwork and cross-functional interaction among our various practice areas. This collaborative belief allows us to seamlessly integrate solutions across different legal domains, ensuring that our clients receive the best and most complete advice. Our Partners bring a wealth of diverse experiences to the table, which is another important differentiator. Many of our Partners have not only been part of other renown law firms but have also held positions in various public and private organizations. This extensive background includes serving as Deputy Ministers, Judges and GC’s. One of the key aspects that also sets us apart is the trust we have built with our clients. Additional to the traditional legal consultation, our clients often turn to us for strategic advice that extends beyond legal issues. They trust us with their most critical business decisions, knowing that we bring a unique blend of legal expertise and real-world experience to the table. Furthermore, we are part of one of the world's largest full-service law firm networks, which allows us to extend our services across borders and refer clients to trusted partners in our network when they require legal assistance in other countries. Our ability to provide seamless international support is a significant advantage that sets us apart. In essence, DLA Piper Martínez Beltrán's distinctiveness is rooted in its collaborative culture, diverse and experienced partner base, trusted advisory role, and global reach. We prioritize client needs, ensuring that they receive comprehensive, strategic, and globally connected legal services that surpass the conventional offerings of many law firms.   2) Which practices do you see growing in the next 12 months? What are the drivers behind that? Over the past year, we have observed significant growth in several key practice areas, and we anticipate that this trend will continue over the next 12 months. This growth is primarily driven by evolving client needs and specific factors tied to the country's development trajectory. The practice areas set for growth include Energy and Natural Resources, ESG, Environmental and Sustainability Law, Dispute Resolution and Arbitration, and Labour and Tax-related matters. These last two areas are influenced, in part, by Colombia's ongoing tax reform and upcoming labour legislation changes. Renewable energy is expected to maintain its growth trajectory, driven by global interest in sustainable energy sources and Colombia's strategic appeal for investment in this sector. The transition to cleaner energy sources and stricter environmental regulations further stimulates this anticipated growth. In addition, there is a rising demand for Environmental, Social, and Governance (ESG) advisory services. This demand is driven by several reasons, including financial implications tied to ESG criteria for corporations, as companies failing to meet these standards encounter challenges when seeking credit and higher capital costs. The heightened awareness of environmental concerns and the impact of environmental degradation has led to increased activity within environmental law. Social demands for justice, sustainability, and ecosystems protection are propelling legal actions and policy changes, reflecting a noticeable trend towards the implementation of robust ESG criteria. Sustainable investments, green bonds, blue bonds, and biodiversity credits have gained prominence in international investment funds. Given prevailing economic challenges, there will also be a continued need for dispute resolution and arbitration services. Businesses require assistance in negotiating differences arising from contractual relationships, addressing corporate crises, and navigating both national and international litigation and arbitration proceedings. In summary, the projected growth of these practice areas in the upcoming year is shaped by economic, environmental, and social factors. These factors underscore the evolving landscape of business and legal priorities, with a growing emphasis on sustainability, compliance, and corporate governance.   3) What's the main change you've made in the firm that will benefit clients? In response to the evolving sociopolitical and economic situation in our country over the past two years, we have proactively adapted and fortified our legal services to better serve our clients. One of the most significant changes we have made to enhance client benefits is the strategic reinforcement of our practice areas. Specifically, we have sharpened our focus on key sectors, such as Energy & Natural Resources, Environment, Oil & Gas and Tax, among others. To fortify these areas, we have incorporated outstanding lawyers with extensive industry knowledge and hands-on experience. Our strategic hiring of experts in these practices, enables us to provide clients with tailored solutions that not only meet legal requirements but also align strategically with current market conditions. This approach empowers us to navigate regulatory landscapes effectively and address unique challenges faced by our clients in these industries.   4) Is technology changing the way you interact with your clients, and the services you can provide them? Certainly, technology is influencing the way we engage with our clients and the range of services we can offer them. DLA Piper, on a global scale, has made a substantial investment in acquiring the services of CoCounsel, an artificial intelligence tool developed by OpenAI Technology, the same creators behind ChatGPT. This tool is designed to support, rather than replace, the work of lawyers in their legal advisory roles. The use of this tool is expected to result in more efficient and comprehensive client advisement by enabling lawyers to focus on more strategic and creative aspects of the advisory, which, in turn, can enhance the quality of services and decision-making.   5) Can you give us a practical example of how you have helped a client to add value to their business? One standout case was our advisory in the complex transaction involving the IPO initiated by the Gilinski Group to acquire Grupo Nutresa. This was a landmark transaction, and our role was crucial in ensuring a successful outcome. What makes this case particularly noteworthy is the scale and significance of the transaction. It can be considered one of the largest controversies in the country's history within the realm of the stock exchange market. The involvement of multiple parties, complex legal intricacies, and high stakes made this an exceptionally challenging undertaking. Through meticulous legal analysis, strategic counsel, and effective negotiation skills, we successfully guided the process to a mutually beneficial resolution. Our ability to navigate this multifaceted transaction and facilitate an agreement that satisfied both parties underscores the depth of expertise and collaborative approach our firm brings to complex legal matters.   6) Are clients looking for stability and strategic direction from their law firms - where do you see the firm in three years’ time? Clients are increasingly seeking stability and strategic direction from their law firms, extending beyond purely legal matters. We have observed a growing trend in clients turning to us for strategic advisory services, building deeper and more meaningful relationships as a result. Our vision for the firm in the next three years centres on continued responsible growth and further alignment with our clients' evolving needs. We are dedicated to strengthening our practice areas to better serve our clients' requirements, ensuring that we remain a trusted partner in their strategic endeavours. In essence, our firm's future is rooted in stability, strategic direction, and a persistent commitment to delivering exceptional value to our clients.

1) What do you see as the main points that differentiate DLA Piper from your competitors? DLA Piper is the only full-service international law firm with an office in Puerto Rico.  As a result, we are uniquely positioned to assist US and international businesses with their investments in Puerto Rico, and to assist Puerto Rico-based businesses interested in expanding their business to other jurisdictions. In addition, DLA Piper’s 4,000 attorneys in 90 offices, its investment in information technology and its enormous database of documents give us access to a wealth of knowledge, experience and resources which is unique in Puerto Rico. The great majority of our attorneys have undergraduate or graduate degrees from US universities, and several are New York law qualified and have practiced in New York and other international offices.  The bicultural, bilingual and dual legal system experience of our attorneys is a particular asset for transactions in Latin America under New York law, and for Latin American investors doing business in the United States. DLA Piper is institutionally committed to merit-based hiring and diversity and inclusion.  As a result, 5 of the 8 partners of the Puerto Rico office are women, and several have both local and regional leadership positions. Finally, DLA Piper is also institutionally committed to pro bono initiatives, and in the past several years our office has donated hundreds of thousands of dollars in cash and legal services to multiple pro bono and cultural causes, ranging from education to community projects to the arts.   2) Which practices do you see growing in the next 12 months? What are the drivers behind that? A combination of factors beginning in the mid-1990s resulted in a long recession which began around 2006 and eventually led the Puerto Rico Government to default on its bonds.  This in turn led to a contraction in both private and public construction and infrastructure projects and lack of maintenance of existing infrastructure. This contraction and the crisis in government finances also trickled down to the local economy, unemployment increased, and migration reduced our population.  In response, the U.S. Government approved a quasi-bankruptcy law for the local government and its instrumentalities; and appointed a fiscal board which is responsible for approving Puerto Rico’s budgets and representing Puerto Rico in the quasi-bankruptcy proceedings.  The fiscal board has restructured the Puerto Rico central government debt.  In addition, Hurricane Maria (although devastating in the short term) resulted in the U.S. Government committing many billions of dollars to reconstruction of infrastructure projects (and specifically for upgrades to the electric grid, water systems, housing and roads).  Finally, the end of the COVID pandemic has resulted in a large increase in tourism. Many Puerto Ricans that had migrated are returning to the island. The combination of pent-up demand for housing, the need for upgrades to existing infrastructure (such as ports and roads), federal funds for infrastructure projects, the stabilization of government finances and an increase in tourism has already resulted in multiple residential housing, hotel, marina, road, ports, electric grid, electric generation (including renewables and natural gas projects), and other infrastructure projects, and we expect that trend to continue.  Furthermore, the lack of available capital has made Puerto Rico a leader in public-private partnership projects, and we expect that trend to continue as well.   3) What's the main change you've made in the firm that will benefit clients? The Puerto Rico office opened in 2016 as a tax and corporate boutique.  We have since added litigation and regulatory, environmental and permitting, labor and employment and white collar and corporate investigation practices.  This growth has responded to client demand for a full suite of high-level business law services.  We also continually strive to integrate our office to the broader DLA Piper platform.   4) Is technology changing the way you interact with your clients, and the services you can provide them? The trend to 24-hour availability of legal counsel was sped up by the COVID pandemic.  Our office was fortunate that DLA Piper had made the necessary investments in IT infrastructure and training, so we were able to move to a remote work environment immediately and smoothly.  We have access to our communications and IT systems from our home, from our cars, from anywhere that there is a cell phone signal.  Although this can be beneficial to clients sometimes, it places stress on our human resources and can lead to work product and decision-making that represents client’s request for expeditious advice and less detail. It is a challenge that requires educating the client on the implications of their priorities, but ultimately, it is the client’s decision.  Navigating this new environment is a work in progress for both law firms and their clients. DLA Piper also has a market leading artificial intelligence practice, which includes the development and implementation of AI solutions/applications. This is not only a cutting-edge practice on a global level but something that clearly distinguishes us from other firms doing business in Puerto Rico.  We are already working with big clients in Puerto Rico, implementing remarkable AI solutions to their legal and business needs, not only in English, but in Spanish and across industries.   5) Can you give us a practical example of how you have helped a client to add value to their business? We have clients that, through our geographic network and expertise in practice areas, have been able to expand their businesses outside the island because they have found in us (i) the knowledge and resources to advise them regarding the legal landscape in North and South America, and (ii) the business connections outside of Puerto Rico.  We also identify potential business opportunities in and outside Puerto Rico, both to our local clients and to other DLA clients world-wide regarding opportunities in Puerto Rico. Finally, through our alliance with consulting firms like The Cohen Group, our clients have available intelligence and support with respect to political, economic and strategic needs to navigate the realities in the Region.   6) Are clients looking for stability and strategic direction from their law firms - where do you see the firm in three years’ time? Clients are looking for creative solutions to their problems, responsiveness and high-quality work product.  Stability comes from the ability to meet these standards, not the other way around.  We are confident that we can continue to meet our client’s needs, and as a result our office will be well-positioned in the local market for years to come.

1) What do you see as the main points that differentiate [law firm name] from your competitors? Diego Martinez and Alvaro Garza explained that DLA Piper Mexico (“DLA Piper Mexico”) unlike any other law firm located in Mexico, our Firm has presence in almost all countries and major cities, which allows us to provide a one-stop shop at a Global level. This is an important advantage vis-à-vis local firms and international firms and of course, local firms that have not such capacity and infrastructure needed to provide high-quality services worldwide simultaneously and in a coordinated manner. The advantage of our Firm by providing IT solutions is a key factor that will benefit our clients. These solutions are to be implemented world-wide and shall comply with the maximum best practices and standards in the legal services industry. Having these benefits available for our clients should make a difference from our competitors. Artificial Intelligence (AI) is a tool that is useful for our work. AI is creating benefits not only for lawyers but for clients. DLA Piper is working on having the most advanced internal to duly use these benefits. While AI is an important tool, we must be sure that it is used properly avoiding any risks, especially those related to the ethic aspects of our profession, including the confidentiality of the information of our clients. Additionally, our worldwide experience and the advantage of having first-hand innovative solutions resulting from the input of our clients demanding innovative legal services in many other manners and involving different practices related to a wide range of industries, allow us address clients new needs rapidly and in a comprehensive manner.   2) Which practices do you see growing in the next 12 months? What are the drivers behind that? Financing, refinancing and insolvency, matters, including Even with the Mexican economy performing better than expected and the upcoming Presidential election, we expect that matters related to cross-border reorganizations will still be present during 2024. We also foresee opportunities in the real estate sector due to the change of the logistics of international commerce and the so-called “Near-shoring” phenomenon. Due to the proximity of Mexico to the US and the regionalization of the economy, our country is currently attractive to real estate investors, including foreign, and manufacturers of all kinds of goods. Investors from the US may delay some of their investment decisions due to the Presidential elections both in the US and Mexico, but it is inevitable that US investment will increase in the coming months as in the case of other foreign investors. Many real estate developers are re-visiting their portfolios to de-invest from residential and office real estate assets and instead investing in industrial property. This has been seen in the Northern part of the country, such as Nuevo León and Chihuahua. Also, some states in Bajio, such as Queretaro and San Luis Potosí may be attracting investors that provide goods to the US. Clients are also aware of the need of setting strict internal controls for their operations. Therefore, compliance and investigations matters are a trend now a days. Controversies derived from new policies, particularly those related to the energy sector, make our litigators key to address our client’s needs. Mining laws and regulations continue to change. We expect the Mexican government will define certain criteria as it relates to those laws and that they will provide additional clarity for mining industry clients. ESG is also a practice which importance has increased. Finally, distressed M&A and tax opportunities are frequent, so this practice is important for DLA Piper Mexico. M&A, private equity and venture growth distressed transactions cannot be handled properly without legal and tax advice. Investors that have liquidity are investing in companies and assets particularly, investment in technology and digital services, among other industries. We anticipate this trend to continue through 2024.   3) What's the main change you've made in the firm that will benefit clients? Change is constant and we are prepared to provide specialized legal services that are designed to better serve our clients.  Expanding our practices so we can address not only local but also foreign clients is a change that we continue to provide quick responses, address client needs, and reduce their legal costs. As indicated previously, it is important for us to continue defining AI internal policies that will benefit our clients.   4) Is technology changing the way you interact with your clients, and the services you can provide them? Absolutely. Recognizing that technology is a fundamental tool for any kind of services provider, including legal services, the Firm is recurrently investing in technology that will maximize our clients’ time.  We communicate with our clients mostly through technology instead of face-to-face meetings. Our focus is now on implementing responsible AI internal policies  that makes our work more efficient.   5) Can you give us a practical example of how you have helped a client to add value to their business? Our lawyers are specialized and have deep knowledge of our clients’ industries. This allows us to quickly and clearly resolve any legal need that our clients might have.   6) Are clients looking for stability and strategic direction from their law firms – where do you see the firm in three years’ time? Yes. We foresee an even stronger influence of technology to help us provide legal services as clients expect constant contact with their outside legal counsel. We are dedicating important efforts to lead the legal services industry in AI. We also foresee AI advances in other industries that we believe will prove useful or necessary for the benefit of our clients. Long-time personal relationships build client’s confidence and trust that will never be replaced with technology. But as we anticipate less personal contact with our clients, we recognize their need to have us available to help them make decisions.

1) What do you see as the main points that differentiate DLA Argentina from your competitors? DLA Piper is the most prominent global law firm today with over 90 offices in more than 45 countries. It has been ranked the number 1 global M&A firm for the 11th consecutive year according to Megamarkets and number 2 in the US. The firm has the muscle to invest in the best available technology. We developed our own artificial intelligence named CoCounsel. Our experts on AI can not only tell clients how to comply with new rules and regulations but also make sure they comply with them. All of that percolates into our team that is better suited to advise clients in a rapidly changing legal environment. Our lawyers participate in practice groups with lawyers from Canada to Chile on regular update calls and training programs. They interact with their peers in Europe, Middle East, and Asia Pacific. They are updated with the cutting-edge legal technology that the firm applies globally. We operate under the protocols and standards of a leading international firm. Put it simply, our Buenos Aires office has a mix of lawyers admitted in Argentina and in New York with a global exposure. The training and experience they receive is unmatched by any other local firm.   2) Which practices do you see growing in the next 12 months? What are the drivers behind that? Mergers and acquisitions in the food, agribusiness, energy, and mining sectors will continue to grow. Argentina was once the barn of the world and still is one of the largest food producers; it has the second largest gas basin in the world, some of the largest mineral deposits (silver, potash, lithium, uranium, copper, gold), it is still one of the largest producers of food. With adequate regulation and some stability, it could easily double or triple it exports on those sectors. We are ready to help global and local clients in those areas. We have been incredibly active in M&A over the last few years. In 2022, our Buenos Aires office consummated 20 aquisitions, 14 of which were publicly reported and 6 remained confidential. That is twice as many as the number reported by the second most active firm. We were also one of the busiest Argentine firms in finance and capital markets in 2022.   3) What's the main change you've made in the firm that will benefit clients? We have top notch practitioners in all the areas that we cover.  We have the ability to retain the best available talent and train them in a way that our peers cannot.  We also have a highly sophisticated group of New York Law practitioners (to my knowledge the only one based in Buenos Aires) that work as part of the teams in New York with Christopher Paci, our US Chair of Capital Markets, Margarita Oliva, our Latin America Regional Practice Group Leader (Finance) and myself. They have done several cross border corporate finance deals under New York Law in Mexico, Peru, Paraguay, Chile, Uruguay.   4) Is technology changing the way you interact with your clients, and the services you can provide them? AI and quantum computers will rapidly transform the world. At DLA Piper we have developed CoCounsel. As said by Bennett Borden, our Chief Data Scientist of our Artificial Intelligence and Data Analytics Practice, with CoCounsel, our attorneys will be able to enhance their services and create more agile and focused workflows by leveraging advanced purpose-built AI technologies.   5) Can you give us a practical example of how you have helped a client to add value to their business? DLA Piper Argentina has historically created novel legal solutions. In 2010 we proposed a reverse inquiry proposal from bondholders holding around USD12 billion of defaulted Argentine sovereign bonds. That idea was key to terminate the stalemate between the Republic and its investors. Our clients obtained the trade they thought was reasonable and the Republic saved US$36 billion, compared to the payments made under court settlements a few years ago. More recently, we advised on five deals of the year in Latin America, including YPF US$6.2 billion debt restructuring, the Province of Buenos Aires US$ 7 billion debt restructuring, LATAM Airlines US$1.3 billion debt restructuring, the Province of Buenos Aires peso-denominated notes offering of US$ 1.5 billion, and Stoneway Capital US$ 500 million offering of senior secured notes in connection with the construction of four combined cycle plants in Buenos Aires. We are currently advising a large group of business leaders on a monetary reform program for Argentine that will be available for implementation for the next administration in 2024. We have a team of lawyers that have contributed over US$150,000 on pro bono legal advice from the U.S., Europe and Argentina, designing a highly complex legal structure to deal with the complexities that the Argentine Central Bank is currently facing. If implemented, this can be a game changer for companies, financial institutions and business leaders operating in Argentina, providing long term stability, growth, and low inflation.   6) Are clients looking for stability and strategic direction from their law firms - where do you see the firm in three years’ time? We are a client oriented global law firm. Our clients are generally very sophisticated, demand attention and high-quality legal advice. Stability and strategic direction are key to them. Our Buenos Aires office was founded in 1998 and some of the founding partners are still around, such as Guillermo Cabanellas and me. Almost all of our partners were trained in-house. Over the past two and a half decades we have worked in some of the most challenging matters that took place in Argentina, from the largest transactions to the biggest arbitrations and complex cross border litigation engagements designing the strategic road map for our clients and taking them to the finish line. We believe that our team has the capabilities to continue leading the trend in the future.

What do you see as the main points that differentiate DLA Piper Martínez Beltrán from your competitors? DLA Piper Martínez Beltrán stands out in the market for embracing change, whether political or legal, helping our clients to find the best strategy and avoiding as much as possible any impact that the new circumstances may generate. The main thing is to identify the change and with great attention to detail and dedication we provide what the client is looking for and needs from a business point of view. Clients look to the DLA Piper Martínez Beltrán team for the ability to seek and find the best path that will allow them to develop their business. We have a team of lawyers with sufficient and outstanding experience to contribute all their knowledge to provide an efficient and quality service. Also, DLA Piper Latin America's Team offers full-service business legal counsel to domestic and multinational companies with interests in and operations throughout the region. Our integrated approach to serving clients combines local knowledge with the resources of the DLA Piper global platform. With over 400 lawyers practicing throughout Argentina, Brazil, Colombia, Chile, Mexico, Peru, and Puerto Rico, our teams frequently work with our professionals throughout the LatAm region, Iberian Peninsula, and around the globe to ensure our clients receive the depth of service they require to meet their legal and business objectives. Which practices do you see growing in the next 12 months? What are the drivers behind that? Despite the economic recovery we continue to have a high demand in labor, restructuring and insolvency matters, however we see that other practice areas are also in high demand. One that is worth highlighting is infrastructure, which will undoubtedly be part of the engines that will lead Colombia to recover from the ravages of the pandemic, however, all the firm's practices will grow materially. In any event, the dispute resolution, corporate (M&A) and tax practices stand out. Additionally, environmental law is a practice that will have a preponderant importance in the future because society is demanding it and the new government will have to continue to evolve along this path. Therefore, we started 2022 with the opening of this area in the firm and with the incorporation of María Camila del Villar as its director. We are working on the largest projects, and we are also very active in large infrastructure projects in the country. Our client base has grown exponentially, thanks to our impeccable work and consequently the team is also growing because of the trust our clients place in us". What's the main change you've made in the firm that will benefit clients? The pandemic allowed us and accelerated the process of implementing changes that sought to benefit clients through alternatives and strategies that would work for the development of their businesses and avoid possible consequences. One of the key changes that the firm has implemented is the use of technological platforms for the preparation of documents and the maintenance of document versions, allowing clients to have control of their information and of the negotiation stages involved. Additionally, we have adopted virtual meetings, whose main purpose today after the pandemic is to make meetings with clients more diligent, short, and concise, seeking maximum effectiveness in the client's time. The above has allowed us to develop internal policies, implement new technological tools and most importantly adapt to change for the benefit of all our clients. Is technology changing the way you interact with your clients, and the services you can provide them? Our clients' expectations for service and responsiveness have changed significantly as technology has gotten more integrated into daily life and as society has become more fast-paced. We can see that new technology, including artificial intelligence and case management software, may eliminate or drastically reduce the number of pointless time-consuming chores. This frees up time that can be used to better serve and support clients. But in addition to freeing up hours, technology also makes it possible to improve client interactions and the customer experience. In that regard, DLA Piper Martínez Beltrán is structuring and carrying out activities through its innovation under the direction of DLA Piper Global and in accordance with the invention and disruptive guidelines that characterize the DLA Piper brand globally. Can you give us a practical example of how you have helped a client to add value to their business? In DLA Piper Martínez Beltrán, we are constantly striving to find the best solution and strategy that allows the client to move forward and add value to their business; this will always be our goal. An example of our invaluable work is the project we are currently working on with Massy Energy Colombia S.A. for the merger of three LPG companies. The structure of this merger has never been done in Colombia, considering the specific regulatory issues that we had to tackle and the public and private entities that had to be convinced that the structure worked and complied with the applicable regulation. To achieve this, we had to structure an innovative solution that implied a new interpretation of the applicable law which we had to demonstrate was more in line with the public policy issued by the Government. For that matter, we had to involve entities of the National Government, as well as Ecopetrol (the biggest oil and gas company in Colombia), the Regulatory Commission of Gas and Energy, and the Superintendence of Public Utilities, among others. This case demonstrated that DLA Piper Martínez Beltrán is not only a conventional law firm but also a strategic ally for our clients, considering that our services include, among others, strategic advice and interaction with different actors of public and private nature to achieve results that go beyond mere legal advice. Are clients looking for stability and strategic direction from their law firms - where do you see the firm in three years’ time? We have experienced that our clients nowadays are looking for law firms to advise them not only on legal issues but rather for an integral counsel, which should include new business opportunities. In that sense, we believe that our law firm is already changing to provide our clients with a platform that could offer them not only legal services but also opportunities and alternatives to expand their business, which of course, should be complemented with innovative legal services. In that sense, we believe it will be most important in the coming years to have a sophisticated technological platform where our clients can access all the potential opportunities identified by the law firm. This platform should include, for example, a project pipeline that could be attractive to our clients. Also, this tool should facilitate our clients to find opportunities not only among themselves but also with other agents for which strategic alliances could be made, for example, with investment banks and public entities. In three years, we see DLA Piper Martínez Beltrán being the leader in the Colombian market in all practice areas, with exponential growth as we have been doing for more than two years, because we want to be not only legal advisors but also strategic allies.

What do you see as the main points that differentiate DLA Piper Chile from your competitors? One of our main differences is that we are part of a global firm since 2017. In essence, this puts us in a position that allows us to assist Chilean companies in their legal needs, not only locally, but in practically all those jurisdictions in which they want to do business, keeping our office as the only counterpart for these purposes. We offer our client to be a one-stop shop in more than 40 jurisdictions allowing us to offer services and fees tailored to each client while still providing continuity in our services, which are always client oriented. Another difference is that we are very committed to our clients, providing them legal advice, but also understanding the sectors in which they operate. As a matter of fact, our groups are organized by practice areas and sectors, as we believe that knowing our clients' business makes the difference in the correct understanding of their needs and allows us to add value to their business decisions and activities. In addition, for each client, we create a customized working team composed of lawyers who understand clients´ commercial needs in both national and international spheres. Finally, we believe we are an innovative firm, doing a permanent effort in analyzing “what” we do and “how” we do it. For example, we were pioneers establishing the first practice group in Chile specialized in Venture Capital, Corporate Governance or renewable energy legal services, and also in using tools like Aiscension, a cartel risk-management tool based in Artificial Intelligence. Which practices do you see growing in the next 12 months? What are the drivers behind that? As consequence of digital transformation, we believe that our practices of Venture Capital, Fintech and Data Protection will keep growing. Technology is an industry closely related with Venture Capital, consequently we believe that such practice will continue expanding in all ranges of companies, from start-ups, fast growing, mid-market businesses to global companies. Chilean entrepreneurship ecosystem has matured during the last years, with several national unicorns, for example. Also, as consequence of such maturity we foresee that starts-up will be demanding more legal advice. Disruptive innovation is occurring across the Fintech industry value chain, in such areas as payments and billing technology, trading and clearing, lending, financial information services, retail and consumer banking, insurance, money transfer and remittance, blockchain, artificial intelligence and robotics technology, banking infrastructure, wealth management, security and investor protection, institutional investment tools, digital currencies, crowd funding, and investment platforms, and this will required innovative and creative legal solutions as those arises from a novel matter. Data protection is other practice that we expect to growth, due to the increase of queries of national and foreign clients as a result of the rising level of data protection legislation worldwide, for example by the California Consumer Privacy Act, the Brazilian and Canadian privacy acts and the GDPR. Even companies that are not directly subject to these regulations want to adapt their policies in many cases to meet the requirements of the regulations, which furthermore share quite a few common elements with the bill of law that aims to adapt the Chilean data protection law. In the energy sector, the context is settled by the government's decarbonization target. During last years we have witnessed the development of non conventional renewable industry in Chile and we believe this development will continue to increase. In relation with energy, we have seen that M&A activity is driven in a relevant portion by energy projects. In addition, there is an increase demand related with green financing and a tendency to establish ESG criteria in companies. Finally, a tax reform bill is currently being discussed in the national Congress, which will cut across all areas of taxation. As we have witnessed in previous tax reforms implemented in the country, this bill and then the law (in case of enactment) will trigger a lot of concerns and questions for companies, specially to understand the effects of the tax reform and the requirements to comply with it. During last years, we have strengthened our tax team adding a partner, Amory Heine, who brings to the team her experience on corporate and personal tax planning, structuring of businesses and companies in Chile and abroad, and audits and litigation with the Internal Revenue Service, before the Tax and Customs Courts, Courts of Appeals and the Supreme Court. In addition, during 2022, we have included to the team a Tax Consultant, Sebastián Camus, who is a Public Accountant and Auditor, contributing with his experience on accounting matters; and also two new associates, Francisco Arguello and Francisca Espinoza. What's the main change you've made in the firm that will benefit clients? There are several changes that we have made lately in the firm that we believe are in the direct benefit of our clients, ranging from financial, operational to strictly legal matters. However, two changes that we would like to highlight is (i) the level of integration among the different offices, to make sure that quality, information and the whole experience for our clients is very high no matter with which office the client is dealing with; and (ii) how we gather information about the client business and strategy, to be sure that we include that knowledge in our advice. Is technology changing the way you interact with your clients, and the services you can provide them? Absolutely, because of the Covid19 pandemic, we increased dramatically our remote meetings with clients or potential clients. Nowadays, we still have this type of meetings, but also in person meetings. Remote ones allow us to be efficient in how we work in certain matters, but in person ones are better in cases when definitions about strategy of in-depth discussions are needed. The major challenges of new technologies and new ways of communicating with clients, is the delivery expected by them when using these kinds of tools. In this regard, we have been working in creating protocols to help the team navigating multiple and simultaneous requirements. Can you give us a practical example of how you have helped a client to add value to their business? There are multiple cases, but one that stands out refers to a company that was involved in a significant financing round. They started the process thinking about just raising money, more concern about the size of the check than in other considerations. Working together, we were able to detect, discuss and solve multiple issues that could have threatened the viability of the company, reaching out an agreement about a structure completely different to the one initially agreed by the parties which, at the end of the day, was more favorable to everybody involved. Are clients looking for stability and strategic direction from their law firms - where do you see the firm in three years’ time? Absolutely. We see more and more clients looking for a real partner providing legal services with global reach, knowledgeable of the market and top-quality in its services. We provide all of that with a single vision, in a one-stop-shop firm that shares the ambitions of our clients and want to join them in their challenges, with the focus of helping our clients to be successful in their strategies and businesses.

What do you see as the main points that differentiate DLA Piper Peru in the area of Real Estate from your competitors? I am convinced that the main strength that differentiates us from other real estate practices is that we provide a personalized attention, complete advice and support. We understand real estate law as a cross-cutting discipline and not as a subject outside the other areas of law. In this sense, we are committed to having lawyers specialized in real estate law, but without losing sight of the fact that they should know the law in general and other areas of law related to our area of practice.   Thus, as part of our practice in real estate law, we advise clients in matters such as civil law, building sanitation, registry law and municipal law, among others. In addition, in order to provide a global advice, we also deal with tax, financial, commercial and regulatory matters, but that does not mean that we are not familiar with the application of other legal disciplines, since its interference depend on the specific transaction and how we structure it.   The above is reflected in the scope of our work, from the beginning of our advisory and until the operation is completely closed. It is very important to us that our clients feel accompanied during the whole process and comfortable enough to ask us any questions until they are totally convinced and sure that they can trust us to carry out their deals. What are the drivers behind the growth of this practice area for your firm? We are committed to the constant updating and training of our team. We are always attentive to the new forms of business in which our clients and potential clients may be interested. I believe that this contributes to making our firm attractive to the real estate market. In addition, this adds to our professional experience and quality of work, which also allows our constant growth. What's the main change you've made in the firm that will benefit clients? I believe that the main change we have achieved in the firm is the capacity for analysis and organization that allows us to find the best strategy to carry out a transaction in which our client is interested. On the other hand, there is our experience in property transactions either for commercial or residential projects, as well as lease negotiations that have helped us strengthen our skills and transmit security to our clients to carry out their business and operations. Is technology changing the way you interact with your clients, and the services you can provide them? Yes, we are significantly more connected with our clients. It is much easier to discuss and exchange ideas. We work with numerous clients that are based abroad and thanks to different platforms that we have available today, distance is not an issue whatsoever. Today, distance is no longer a limitation and it is possible to work with companies anywhere in the world. Can you give us a practical example of how you have helped a client to add value to their business? We currently have a wide portfolio of clients dedicated to the real estate business, which in some cases, through our introduction, have been able to interact and develop new businesses together.   For instance, in the last few months we have supported a client owning an important piece of land where he could develop a real estate project by selling that asset (partial cash payment) and in exchange for real estate units of other projects owned by a developer, who is also our client.  This worked well for both because it allowed the seller to obtain a higher value for his assets and the developer to achieve the number of sales requested in order to bank the project.  The expertise and seriousness of both our clients, as well as our references to both, resulted in a new relationship and successful business operation.   Another recent example, is having supported a client who was denied his building license for exceeding the regulatory height, to not only gain back his license, but gain it back with two additional floors to those originally permitted, significantly increasing the area sold for such project. Are clients looking for stability and strategic direction from their law firms - where do you see the firm in three years’ time? Taking advantage of the fact that we are a global firm, we can provide quality advice throughout the region. If our client does business in more than one jurisdiction, we can contact them with our firm's offices in those countries and assure our client of quality and interconnected advice.   In three years, I see the firm as a leader not only in the country, but also regionally. Our team has grown meaningfully and we estimate that it will continue to grow. We are committed to young talent, care about having the best qualified professionals, and that people grow together with us. What is the future for Real Estate work in Peru? Where do you envisage changes and developments in the area in the upcoming years? Real estate has been growing exponentially and obtaining a wider place in the market; a clear example of this is Lima and the amount of multifamily and commercial buildings that this city currently has. Along with this is the high need for citizens' housing and the need for new business workspaces. Since much of our work relies on advising on transactions of purchase and sale of real estate, forms of financing, as well as advice for the development of real estate projects, and taking into account the high demand to which I mentioned above, I consider that there is a great expectation regarding the work of real estate in upcoming years.   Furthermore, taking into account the new trends in the real estate sector in our country, I believe that there will be even more development related to hotels and coworking spaces. To date, there are a variety of hotel projects, as well as companies that have seen great potential in the coworking business given the increase in small businesses, as well as independent professionals who find a shared workspace more attractive. Senior citizens care centers and multy family renting projects will also relevant on the near future. One of our purposes is to advise companies interested in developing these fields. How large is the team in this area? How would you describe the team and it’s approach to clients? Our team is made up of one partner and four talented female associates. The inclusion of women in roles within the legal profession is extremely important to our firm as a whole.  We have a solid working environment and a fairly high analytical capacity, which gives our clients confidence and security.