Michael Downes is the General Counsel for the Kingspan Insulated Panels EEA division – one of the world’s largest manufacturers and suppliers for insulated roof panels, insulated wall panels, coldstore, cleanroom, solar and ancillary products with industry leading technology in thermal efficiency, durability and fire safety.

Michael is responsible for, and leads on, all legal operations across the division which spans manufacturing facilities in the UK, Ireland, Europe, India, South-East Asia, Australia and New Zealand. This involves advising on high value and complex commercial and procurement contracts, litigation, regulatory, compliance, ESG and day to day operations of the divisions’ business units spanning many jurisdictions. With a background in construction law and complex litigation, much of Michael’s career has been in private practice advising developers, main contractors and suppliers before moving to Kingspan in 2023 as the Insulated Panels division’s first General Counsel. In that time Michael has led the legal work on a variety of global projects, which has included the launch of PowerPanel, Kingspan’s new revolutionary solar integrated roofing product; the introduction of a state-of-the-art manufacturing facility in Phu My, Vietnam; and the launch of numerous internal legal frameworks, policies and legal tools allowing the business to move forward efficiently.

In addition to the legal function, Michael was involved in Kingspan Group’s internal leadership programme at the world-leading INSEAD business school in Fontainbleau, France in 2025, and also works closely with division’s sustainability team with projects to advance Kingspan’s Planet Passionate programme which aims to accelerate its transition to a net zero emissions built environment and establish its position as a world leader in manufacturing sustainable construction products. His inclusion on the Legal 500 GC Powerlist reflects his impact, influence and commitment to advancing the legal profession within the in-house community

What are the most significant cases and/or transactions that your legal team has recently been involved in?

In a business such as Kingspan, the matters that come across the legal team’s desk can be varied and enormously wide-ranging. My role is to oversee the entire legal function for our Insulated Panels EAA division, which stretches from the UK and Ireland, across Europe, South East Asia, Australia and New Zealand. Some examples of some interesting matters include the launch of a revolutionary integrated solar pv roofing product into the UK and Ireland, which has involved the in-depth negotiation and procurement of bespoke solar modules from Asia, drafting of all associated commercial documents and assisting with the launch; the introduction of a new factory and facility in Phu My, Vietnam, which was a brand new constructed, state of the art factory and our first step into manufacturing in Vietnam, where we visited the site and worked with the team and our local lawyers to set up terms and conditions, contractual processes, policies, new governance and procedures; management of high value litigation across the global footprint, which involves close management of local legal teams and an understanding of jurisdictional differences within key areas of law; the acquisition and purchase of one of our largest factories based in the UK; the introduction of numerous legal frameworks, templates and tools to enable the business to contract on simple and straightforward matters, on sensible terms without the need to utilise legal; and the acquisition of a number of new businesses into the division globally.

What do you see as an opportunity or risk over the next six months?

People may be growing bored of the answer, but the biggest opportunity and risk to most businesses, particularly in construction, is the rapid growth and development of AI. The opportunities to a business like ours are far reaching – both commercially in light of the products we sell with our global footprint given the development of data centres, but also to how we carry out our business operations.

AI is presenting ever expanding ways to enhance the working environment, from research and development of new products and processes to engaging with customers. The Kingspan team have been able to utilise some incredible examples of how AI can assist every aspect of the business and keep us a market leader in innovation and sustainability. Similarly, in the legal environment, new products and technology is changing how we carry out day to day business with ever evolving drafting tools and document search programmes.

However, as with anything new, it presents risks that need to be carefully anticipated and managed, and the legal function has to be front and centre of that. Whilst proactive steps can be taken, and guidance given to the business in policies and training, we seem to be entering a world where there will be a growing focus on intellectual property, the reliability and accuracy of information, and confidentiality breaches. Legal teams will need to be as proactive and adaptable as ever!

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 as a general counsel is being a genuine driver of business value. It requires stepping outside of the comfort blanket of simply giving legal advice to become deeply embedded in the commercial and operational fabric of the organisation.

In traditional large businesses it can often be the executive team who are seen as the drivers of strategy however an effective legal function needs to be a part of that strategic approach. The construction industry is complex and requires a deep understanding of all manner of dynamics that can affect businesses will operate. For a company like Kingspan, that means appreciating the challenges of global manufacturing, supply chain dynamics, regulatory landscapes across multiple jurisdictions, and the evolving sustainability agenda that is central to our industry and something we pride ourselves on as an industry leader. Without that appreciation, the legal function’s role is limited.

Strategic general counsel must anticipate rather than respond, identifying emerging risks and issues before they develop and tackling them in a way that supports the business rather than constrain it.
Finally, and importantly, a strategic general counsel requires recognizing the strength in the legal team, investing in technology and working innovatively to move efficiently to support and scale with the business. It demands continuous improvement and a willingness to challenge established ways of working. At Kingspan we have a hugely talented, collaborative and diverse legal function across the Group who are all actively encouraged by the most senior parts of the business to embrace change and work in a way that echoes the innovative business that Kingspan is.

What do you think are the most important attributes for a modern in-house counsel to possess?

There are 3 stand out attributes which sit central to how I approach my role as general counsel – to communicate clearly and credibly; to be adaptable; and to be decisive.

Communication is fundamental to the role and is wide-ranging. It is distilling complicated advice to simple recommendations, it is ensuring key decision makers have a heads-up about what might be coming down the line, and can be making sure differing stakeholders with contrasting views can be aligned and on the same page. The general counsel’s role is to empower the management team, present options, quantity exposure and enable informed decisions and communication is central to that.

Industry is often fast paced and the legal role usually involves spinning plates! Adaptability is key. I believe a modern in-house advisor needs to demonstrate how it can step into the uncomfortable and quickly adapt to emerging risks and problems. Sometimes the advice needs to change if the circumstances dictate. I often see some of our best outcomes and results in new and uncommon situations.

Finally, and most importantly, it is being decisive. Lawyers sometimes forget they are there to advise and recommend actions and can easily slip into sitting on the fence. A strong general counsel should recognise where they are best placed in the business to make a decision, be firm and then own it – it builds trust. In my experience the strongest business leaders respect when their legal team own a problem and recommend a clear route to take, regardless of what the ultimate outcome is.