Team size: Ten

Career Biography

As General Counsel, I play a pivotal role in fostering corporate governance, prioritising ESG and sustainability, ensuring compliance, managing legal risks, and facilitating communication among key stakeholders. With over 15 years of experience, I have established myself as an accomplished lawyer in navigating complex legal landscapes and driving strategic corporate initiatives. I am qualified in Hong Kong and the State of New York, and I am a EFFAS Certified ESG Analyst.

I head multiple crucial functions of the organisation. I have successfully managed a wide range of legal matters, including major capital markets transactions, investments and acquisitions, litigation, regulatory compliance, infrastructure and energy transactions. I also took charge of the Group’s board meetings and shareholders meetings, to provide a platform for key stakeholders to engage in high-level discussions of strategic goals and implementation plans and to advise the board on management oversight and accountability. Further, I am a strong believer in ESG and has made valuable contributions in ESG disclosure, setting ethical standards, instilling corporate governance culture, prioritising social responsibility and sustainability.

As part of the management team, I foster a supportive environment for growth and advocates for diversity and inclusion. I invest substantial time in the professional development of less experienced attorneys and staff, providing guidance and support to help them navigate their careers and encourage them to take on challenging projects and develop skills.

I am also the Independent Non-Executive Director of XtalPi Holdings Limited, a HKEx Main Board listed AI company, considering my strong background in capital markets and corporate governance. I am a member of the General Committee of the Chambers of Hong Kong Listed Companies and a life member of the HK Independent Non-Executive Director Association. Meanwhile, I was awarded The Legal 500 GC Power List 2024 and the LexisNexis 40 Under 40 2024, acknowledging her strong leadership skills in leading the legal, compliance, and corporate secretarial teams at China Gas Holdings Limited.

In terms of philanthropic activities and mentorship work, I am a mentor of the Women in Law HK mentorship program, as well as devoted substantial time in the work of China Gas Charity Foundation, organising community outreach programs, donations, and voluntary work.

From professional work to community service, I exemplify legal excellence, commercial acumen and robust experience, I am widely recognised in the corporate world as a star General Counsel.

How do you approach managing legal aspects during periods of instability or crises, and how does your legal strategy align with the broader business strategy to ensure organisational resilience?

As General Counsel of a sizeable PRC corporate in the oil and gas industry, managing legal aspects during periods of instability or crises requires a proactive, strategic approach that aligns with the broader business strategy to ensure organisational resilience. Here’s how I navigate these challenges effectively:

Anticipating and preparing for risks is key. As part of this, I undertake Scenario Planning: Work with the executive team to identify potential crises (e.g., geopolitical tensions, regulatory changes, market volatility, or environmental disasters) and develop contingency plans. IStay ahead of regulatory changes in the PRC and other jurisdictions where we operate, using AI tools to track updates and assess their impact on the business. It is important to ensure contracts with suppliers, partners, and customers include robust force majeure, termination, and dispute resolution clauses to mitigate risks during crises.

To ensure legal functions effectively support the organisation during times of uncertainty, it is essential to align legal strategy with core business priorities. A critical first step is integrating legal considerations into the company’s crisis management framework. Legal risks must be evaluated alongside operational, financial, and reputational risks to ensure comprehensive decision-making. Close collaboration with the CEO and business leaders is vital in this context—particularly in crafting stakeholder communications. Legal should play a central role in developing messaging that not only aligns with business goals but also mitigates liability and regulatory exposure when addressing regulators, investors, and employees.

Additionally, legal must support the development of business continuity plans. This involves ensuring ongoing compliance with licensing, permitting, and regulatory requirements, even during operational disruptions. Such involvement enables the organisation to maintain resilience while remaining legally sound. A forward-looking legal approach requires the proactive identification and mitigation of risks. Promoting a culture rooted in compliance and ethics is paramount, especially during crises when there may be a temptation to circumvent procedures. Regular training, audits, and policy reinforcement are key tools in upholding these standards.

It is equally important to be litigation-ready. This includes identifying potential legal threats, preparing defensive or settlement strategies, and ensuring evidence preservation and document management systems are in place and robust. Legal teams should also work closely with procurement and operations to reinforce supply chain resilience, addressing risks such as contract breaches or force majeure events, and evaluating alternative sourcing strategies where necessary.

Technology and data analytics are powerful enablers of modern legal functions. Artificial intelligence can be deployed to monitor regulatory developments, analyse contract clauses, and even predict litigation outcomes. Automating routine legal tasks allows the legal team to redirect focus toward higher-value strategic work, particularly during crises.

Data-driven legal advice strengthens the decision-making process. By leveraging historical legal and compliance data, legal can provide insights into the likelihood of regulatory enforcement actions or the potential outcomes of litigation, allowing leadership to make more informed strategic choices. Effective legal leadership hinges on building and maintaining strong relationships—both internally and externally. Within the organisation, legal must position itself as a trusted advisor to the CEO, board, and senior business leaders. This requires not only sound legal judgment but also an understanding of the business’s risk appetite and strategic objectives. Externally, maintaining connections with regulators, industry groups, and outside counsel is equally important. These networks can offer early insights into shifting regulatory landscapes and market dynamics, enhancing the company’s ability to respond to crises swiftly and effectively.

Finally, a thorough post-crisis review is essential. Legal should evaluate its performance, identify lessons learned, and update policies, procedures, and contingency plans accordingly. This reflection ensures the organisation is better prepared for future disruptions.