France 2025
Supported by the Association of Corporate Counsel
SVP General Counsel/ I&C Officer France & Northen Europe | The Adecco Group
Group general counsel, vice president legal, risks and compliance, company secretary | Colas Group
Group general secretary and general counsel | Expleo Group
Executive Vice-President, General Counsel & Compliance Officer | Mérieux NutriSciences
Executive Vice President, General Counsel & Corporate Secretary | Forvia
General counsel and corporate secretary, member of the Airbus executive committee, chairman of Airbus UK | Airbus
Executive vice president and group general counsel | Capgemini
General counsel for EMEA, for IP/IT and global vendors | Ipsos
Chief Legal Officer of Renewables Global Business Unit of ENGIE and VP Excom member of Global Energy management and Supply (in charge of Legal, Ethics and Compliance) | ENGIE GREEN
Directrice juridique Eni gas & power France SA | Eni Plenitude France
Group corporate social responsibility director and general counsel | VERALLIA
General Counsel, Senior Vice Predident Legal, Contracts and Compliance | Thales
Legal Director – Cross-Functional Projects (Directeur Juridique - Projets Transverses) | Carrefour
Senior Legal Manager - Real Estate & Infrastructure, EMEA | EQUINIX
General Counsel / Directeur Juridique Groupe | Tokheim
Group General Counsel and Secretary of the Board of Directors | Dassault Aviation
Gerenral Secretary and Execurive General Counsel | Pluxee
Executive vice president, legal affairs and internal audit | Bureau Veritas Group
Directeur Exécutif,  Société du Grand Paris | Société des Grands Projets
Associate Group General Counsel - Head of Telecom Media Technology & Southern Europe | Atos
Groupe General Counsel & Secretary of the Board | Tarkett
Group general counsel and general secretary | Valeo
Group General Counsel and Member of the Management Board | Vivendi
Group General Counsel and Secretary of the Board of Directors | Eramet
Director of legal affairs and privacy data protection officer | Radio France
Group General Counsel & Corporate Secretary | Séché Environnement
Secretary General and General Counsel | Safran Electronics and Defense
Directeur des Affaires Juridiques de l'Audit et du Contrôle | Atalian
Vice president, group general counsel and company secretary | Dassault Systèmes
Group General Counsel and member of the Executive Committee | VallourecÂ
Vice-président exécutif pour les affaires juridiques et Directeur juridique | Tetra Pak
Vice President and General Counsel France | Schneider Electric
Group General Counsel and General Director for Continental Europe | Greycoat
Directeur des affaires juridiques holding Total SA | Total Exploration & Production
Legal Director M&A, Corporate and IP, Equans France | EQUANS
Executive director legal and compliance, audits and risks, professional interaction excellence | Roche
Secrétaire générale et directrice juridique (secretary general and general counsel) | La Banque Postale
On behalf of Legal 500, I am delighted to introduce the GC Powerlist: France 2025.
This edition recognises the general counsel and in-house legal teams who play a pivotal role in shaping France’s corporate and legal landscape. Through our research, we met with professionals who not only provide expert legal guidance but also influence strategy, drive transformation, and support business growth.
Across France, general counsel are stepping well beyond traditional roles. They are central to navigating complex regulations, enabling innovation, advancing sustainability and governance priorities, and guiding their organisations through periods of rapid change. The GC Powerlist: France 2025 celebrates those who combine deep legal expertise with leadership, vision, and purpose.
As Julie Duvivier, Head of Legal at Klépierre, explains: ‘The legal team is not only there to manage risks but to enable performance and support the company’s ambition with pragmatic, business-oriented advice.’
Her words capture a wider sentiment shared by many of this year’s GCs, that legal excellence is no longer limited to protecting the business, but to helping it move forward responsibly and effectively.
This mindset also defines how French legal leaders approach uncertainty. As Nathalie Dubois, Legal and CSR Director, puts it ‘Periods of instability are the right time to circle back to our essential values: from a technical perspective, rigorous risk analysis and from a team perspective, solidarity, collaboration, transparency and respect.’
Her emphasis on values and collective strength reflects a defining quality of France’s in-house community: resilience built on shared principles and trust.
Transformation, meanwhile, is not just technological but human. Benoît Ternon, General Counsel at Coloplast, reminds us that innovation must serve purpose ‘For us, AI is less about disruption than about maturity: it challenges us to rethink our ways of working, to enhance analytical depth, and to focus human expertise where it matters most; judgment, strategy, and impact.’
Finally, resilience in practice depends on preparation and proximity. As Malak Tazi, Group General Counsel at Club Med, observes ‘Frequent and regular contacts with teams on the ground; making sure the right processes are in place before the crisis happens.’
These insights reflect a broader shift within France’s legal community: from risk management to value creation, from technical advice to strategic influence, and from individual expertise to collective impact.
We are proud to present this year’s GC Powerlist: France, a celebration of legal professionals who are redefining the future of corporate law and connecting local insight with global impact.
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.
