George Klopper project managed the world’s largest thermal power systems merger, between Mitsubishi Heavy Industries and Hitachi of Japan. ‘The amounts of money involved are staggering and any mistakes (legally and technically) come at a huge cost’, he says.

‘Not for the faint hearted’. During his time at Mitsubishi, he has built up the function’s manpower, developing specialist divisions, including litigation, procurement and company secretarial. He has also worked to promote greater levels of integration with the business and increase training.

In a career spanning multiple industries, Klopper has headed a number of high-power legal functions. During his time as Siemens’ general counsel he worked on the drafting and negotiation of South Africa’s third cellular contract, to establish the telecommunications leader’s network. ‘That was a hard, hard-fought contract which involved tough negotiations with a foreign-based client’. The role of in-house counsel, he says, is changing in Africa, as the business expects greater levels of engagement.

‘ As corporate counsel you are in danger of losing your credibility as a lawyer if you’re not willing to provide at least an initial on-the-spot-opinion’, Klopper says, adding: ‘My colleagues in Europe and UK tell me that they experience a similar trend there. Where corporate lawyers in the past mostly advised on a reactive basis, this has now changed. They are now required to advise proactively and become part of the business and its objectives’.