Austria 2025
Supported by the Association of Corporate Counsel
Senior legal counsel, head of global practice area | ANDRITZ AG
Head of Legal, Compliance & Risk Management Department Southeast Europe | Schenker & CO AG
Head of Legal Department | Wirtschaftskammer Wien
Head of group legal and compliance | TÜV AUSTRIA HOLDING AG
General counsel South East Europe | Siemens Energy Austria
Head of central legal services | Greiner AG
General counsel (Head of legal, compliance and insurance) | Kwizda Holding GmbH
Group general counsel & chief compliance officer | HOERBIGER
General counsel/head of group legal | SPAR Österreichische Warenhandels-AG
Head of Legal & Compliance | Bundesrechenzentrum GmbH
Regional Compliance Officer Central/Eastern Europe/CIS | thyssenkrupp AG
Head of legal (Austria and Switzerland) | ALD Automotive Fuhrparkmanagement und Leasing GmbH
Head of legal and compliance | Liechtensteinische Landesbank (Österreich) AG
General counsel/Managing Director Zürich Service GmbH / ZSG (subsidiary of Zurich) | Zürich Versicherungs-Aktiengesellschaft
Regional general counsel & group compliance officer | ANDRITZ AG
Group compliance officer and general counsel | IMS Nanofabrication
Vienna Group Lead International Legal/PPP Department | STRABAG
General counsel | Niederösterreichische Verkehrs-organisationsges.m.b.H
Head of legal and compliance | Wiener Stadtwerke GmbH (Vienna Utilities Services Group)
Country legal director, ethics and compliance officer | Coca-Cola
Head of legal affairs Austria | ALSTOM Transport Austria
Head of legal and Corporate Affairs Director | Tobaccoland Handels GmbH & Co KG
It is my pleasure to announce another edition of Legal 500’s GC Powerlist: Austria. The 2025 edition of the Powerlist once again recognises some of the pre-eminent in-house counsel across the country.
I would like to congratulate all those featured in this year’s Powerlist and thank everyone who took part in the research process.
Throughout our conversations with general counsel from an array of companies across different sectors, several recurring themes emerged – ones that in-house counsel should keep in mind. As Dr. Michael Stelzel, group general counsel and chief compliance officer at HOERBIGER, points out, ‘extremely fast-moving sanctions regimes and geopolitical economic and political power games’ are forcing organisations to stay on top – and ahead – of various emerging trends. And in-house counsel are often at the forefront of these efforts.
Among the most frequently cited issues were AI and digitalisation. Philip Pauser, group general counsel at Alpega, cited AI as ‘a key trend, if not the key trend’. As AI continues to impact the way that companies operate, GCs are having to strike a balance between embracing new technology and maintaining the high standard expected of legal departments. Amanda Neil, general counsel at Head Group, notes: ‘law is an area which demands a high degree of accuracy and attention to detail, and some tools are not yet adequate to the task.’
However, as AI continues to be incorporated into organisations and the legal sector more widely, Dr. Roswitha Stöllner, general counsel at SPAR Österreichische Warenhandels-AG, reminds us that ‘the potential for efficiency and accuracy gains is significant and worth monitoring closely’.
Environmental, social, and governance (ESG) concerns are also a priority for many in-house counsel across Austria – despite ongoing global political shifts – as GCs play an integral part in the adoption of ESG initiatives. Mario Zlattinger, Head of Legal Austria and Switzerland at ALD Automotive Fuhrparkmanagement und Leasing, emphasises that the GC ‘plays a critical leadership role in embedding ESG principles into the corporate fabric.’ He examines several ways in which in-house counsel can ensure that they carry out this crucial role, from training to curating the very culture of the company.
After all, as Christian W. Schaumann, Head of Central Legal Services at Greiner, points out: ‘ESG principles and compliance is not a trend, but a business enabler and a potential USP in the competition for sustainable business opportunities.’
And, as the majority of our honourees agreed, in-house counsel are are integral to organisational success. As Nicole Christ, Head of Legal (EU/CIS & META) at RHI Magnesita GmbH, puts it: ‘legal acumen is, of course, foundational, but the ability to apply that expertise in a commercially pragmatic, risk-balanced way is what really adds value to the business.’
The recent news that elite US firm Sullivan & Cromwell had apologised to a judge over AI hallucinations in a court filing prompted a collective wince from the legal profession.
But while some lawyers remain wary of AI, others are striking a more open-minded note, and at the LexisNexis AI Forum hosted this Wednesday (20 May) by Legal 500 and Legal Business, panelists argued that the risks are far outweighed by the opportunities.
Barbara Zapisetskaya, principal technology counsel at the European Bank for Reconstruction and Development, made the case that hallucinations and other potential pitfalls can be overcome with a shift in mindset.
‘What makes a difference,’ she said, ‘is empowering your lawyers to take responsibility for AI output – helping them become active AI operators, not just passive AI users. You have agency to decide whether you agree with the output or not.’
Zapisetskaya was among a line-up of leading in-house figures speaking on two panels, which covered everything from practical steps for AI implementation to the key decisions GCs need to be making in the coming months.
Financial Times general counsel Dan Guilford began by stressing the importance of building the right culture for AI adoption. In addition to proactively upskilling himself, Guilford talked about how he had implemented a voluntary weekly ‘show and tell’ meeting for team members to share successful use cases – or an exercise that became a gratifying measure of progress.
Other panelists discussed how increased in-house productivity is altering the dynamic with their external counsel.
While some see the use of AI by law firms as a precursor for reduced fees, Russell Davies, head of global operations for legal and compliance at Dentsu, said that faster results – however they are delivered – are something to be valued.
GSK assistant general counsel Anthony Kenny agreed, saying that while there was an expectation that external counsel would be utilising AI, the focus should be on the value of the output, rather than an overemphasis on identifying AI use as a justification to reduce fees.
Speaking on the second panel, MUFG EMEA general counsel James Morgan stressed the critical importance of education, noting that educating the C-suite on the advantages and risks of AI is just as important as enabling large in-house teams to use these tools.
Shanthini Satyendra, vice-chair of the AI Committee, Society for Computers & Law, CEO and founder of Manisain, offered a reminder of the importance of making the connection between tasks and the purpose behind them, extolling the virtues of identifying use cases for AI that can solve a meaningful problem.
Zapisetskaya concurred, adding that one of the most important tasks for GCs across the next six to twelve months is to create AI playbooks and templates, noting that ‘it is easy for lawyers to see problems – much harder for lawyers to see opportunities.’
There was also broad agreement among panellists that GCs should focus on upskilling their junior lawyers on AI, rather than – as some may expect – cutting back their workforce. As Satyendra summarised: ‘Some people are replacing human capital with AI without thinking about what’s required to make AI work. Retain your people and train them up.’
The panels were moderated by Emma Millington, head of the UK Lexis+ Finance Group, and LexisNexis director of segment management Stuart Greenhill.
