What are the most significant cases, projects, or transactions that you and your legal team have recently been involved in?

One of the most significant transactions we have recently been involved in is the Raffles two deal, in which Harbour Energy sold the Chim Sáo and Dừa fields to EnQuest Plc, a traditional oil and gas company, for US$85m. This deal stands out as one of the largest M&A transactions in Vietnam’s oil and gas sector in recent years. The sale was particularly notable for the complexity of the regulatory procedures involved, including securing the necessary government approvals.

The transaction also required careful coordination with multiple stakeholders, including our joint venture partners, internal finance and operations teams, and external counsel, ensuring that all contractual obligations, representations, and warranties were properly addressed. The deal exemplifies the importance of proactive stakeholder management and demonstrates how a legal team can facilitate complex M&A processes in highly regulated industries.

How do you approach managing legal aspects during periods of instability or crisis to ensure the organisation’s resilience?  

During periods of instability or crisis, my approach centres on clear communication, proactive risk management, and ensuring organisational adaptability. In rapidly changing regulatory environments, such as those in the oil and gas sector, it is crucial to stay ahead by regularly monitoring and reviewing relevant laws and regulations, as well as newly adopted approaches by authorities and the industry. I also prioritise cross-department collaboration with finance, operations, and HR to assess the legal implications of key decisions.

General counsel often speak of the need to be strategic to reach the pinnacle of the profession. What does being strategic mean to you?    

Being strategic, to me, means not merely addressing immediate legal concerns, but aligning legal actions with the company’s long-term objectives. It is about being proactive – understanding the business in depth, anticipating potential risks, and identifying opportunities that will benefit the company. It also involves a clear grasp of the broader regulatory environment and the company’s specific needs within that context.

A key aspect of being strategic is building and maintaining strong relationships both within the organisation and with external stakeholders, including authorities and partners. Legal departments are often perceived as obstacles or are bypassed in favour of external counsel. To navigate this, it is essential to earn trust, demonstrate value, and show that internal legal considerations are integral to the company’s success. In my experience, strategic legal counsel requires a careful balance between business priorities, compliance, and risk management.

Based on your experiences in the past year, are there any trends in the legal or business world that you are keeping an eye on that you think other in-house lawyers should be mindful of?  

There are several key trends in both the legal and business spheres that in-house lawyers should be mindful of.

One major trend is the growing importance of data privacy and cybersecurity. As businesses increasingly rely on digital tools and platforms, data breaches and privacy risks are becoming more frequent. It is crucial for in-house counsel to stay abreast of evolving data protection regulations, ensure the organisation complies with these laws, and adopt proactive measures to mitigate risks. Cybersecurity breaches can result in significant financial and reputational damage, making regular risk assessments and the implementation of robust security measures essential.

Another important trend is the rise of ESG compliance. More companies are prioritising sustainable practices and governance structures that are not only beneficial for business but also contribute to long-term value. In-house lawyers play a central role in ensuring that the company complies with environmental regulations, manages its social responsibilities, and maintains proper governance practices. This trend is particularly relevant in sectors such as oil and gas, where regulatory frameworks surrounding environmental impact are tightening worldwide.

Finally, the acceleration of digital transformation continues to reshape the business landscape. As companies adopt new technologies, in-house counsel must understand the legal implications of digital contracts, intellectual property protection, and the use of artificial intelligence. Being agile and embracing innovation while mitigating associated risks is critical to the future success of any legal department.

Staying proactive regarding these trends will not only enhance organisational resilience but also ensure that legal teams remain strategic and aligned with broader business objectives.