Hong Kong Teams 2023
Supported by the Association of Corporate Counsel
| Beijing Tong Ren Tang Chinese Medicine Company
| China Orient Asset Management (International) Holdings
| Shanghai Pudong Development Bank, Hong Kong Branch
| The Hong Kong and China Gas Company Limited (Towngas)
| China Overseas Land and Investments
On behalf of The Legal 500, it is our distinct pleasure to present the GC Powerlist: Hong Kong Teams 2023, marking a triumphant return after a pandemic-induced hiatus. In this inaugural edition, we are honored to shine a spotlight on some of Hong Kong’s most exceptional in-house legal teams. These teams stand as an example of legal prowess, having harnessed their legal acumen strategically to propel their organisations toward success.
The past year has unfolded as a dynamic and eventful period for Hong Kong’s in-house counsel. They have faced a myriad of new challenges, navigating the ever-shifting landscape of an increasingly demanding business environment. Foremost among these challenges has been the unwavering commitment to ensure compliance with an ever-expanding array of regulations. At the same time, the proactive implementation of Environmental, Social, and Governance (ESG) principles and Diversity & Inclusion (D&I) initiatives has introduced new complexities and responsibilities within these departments.
Amidst these formidable challenges, Hong Kong’s in-house counsel have continually displayed unwavering dedication and a commitment to excellence. They have been instrumental in facilitating some of the most substantial transactions that have graced the country’s recent history. Their reputation for innovation and excellence within the sphere of in-house legal affairs has remained steadfast, serving as a testament to their profound dedication and unmatched legal expertise. Furthermore, they have consistently played pivotal roles in dispute resolution, deftly liaising with external counsel and meticulously assessing potential risks. These skills have made them indispensable assets in safeguarding their companies’ interests.
The GC Powerlist: Hong Kong Teams 2023 is compilation that clearly reflects the resilience, adaptability and dedication of Hong Kong’s in-house counsel towards continuous growth and development in the face of global healthcare crises, rapidly developing technology, stringent ESG requirements, and necessary DE&I initiatives, while acting as true business partners by championing the use of dispute resolution. On the importance of an applicable dispute resolution stragey, China Orient Legal Department eloquently states:
“Our strategies, while protecting the company’s growth and interests, also consider the majority concern of all parties, emphasising early negotiations and settlements… This preparation enables us to construct an evidence chain, devise initial strategies, and minimise potential losses; we utilise legal and non-legal tools to develop effective response plans that uphold the company’s rights and interests.”
This stance is echoed by many others, along with the view that the creation of a dispute resolution strategy should include contributions from other departments for a more robust result.
In response to an ever-increasing need for actionable and effective ESG initiatives, general counsel in Hong Kong have leveraged their role in addressing this need, primarily by ensuring compliance with constantly developing ESG requirements. The legal team at COSCO Shipping Ports “proactively conducts in-depth analyses to grasp the new ESG requirements in regions where the company operates and proposes compliance initiatives to meet the ever-growing expectations and regulations surrounding ESG disclosures.”
Finally, in an era of increased focus on representation, in-house counsel have taken steps to ensure true inclusivity, creating teams that are more reflective of the diversity of society. BNP Paribas, for example, has a Diversity, Equity & Inclusion Committee that “actively promotes the creation of an inclusive working environment in which diversity is celebrated for all concerned, and the team has partnered with external organisations to generate internship opportunities for the benefit of candidates from ethnic minority backgrounds or who have physical disabilities.”
Hong Kong’s legal landscape will undoubtedly continue to grow and flourish. The GC Powerlist: Hong Kong Teams 2023 is a tribute to the impressive competence of these elite professionals at navigating this environment, expanding their roles to true business partners. Hence, it is easy to believe that these inspiring teams will continue to positively impact the legal environment, given their impressive resilience, adaptability, readiness to learn and innovative abilities.
Sara Maggi| Deputy Editor The Legal 500 GC Powerlist Series
Funke Olufon| Research Analyst The Legal 500 GC Powerlist Series
The 2025 edition of the GC Powerlist Colombia, held at the elegant Casa Medina in Bogotá, brought together some of the most influential general counsel and in-house legal leaders from across the country and region. The event highlighted how Colombian legal departments are evolving to meet the demands of an increasingly complex, tech-driven, and sustainability-conscious business environment. Key themes throughout the day included the strategic adoption of AI and legal tech, lean but agile team structures, shifting approaches to external counsel, and a strong commitment to ESG and inclusive leadership.
One of the most prominent discussion points was the integration of legal technology, particularly AI and large language models, into in-house legal work. Across companies like Uber, Unilever, Takeda, and GFT, there is strong momentum around the use of AI tools for contract lifecycle management—ranging from clause extraction and risk flagging to version control and automated drafting. However, rather than viewing AI as a replacement for legal professionals, most GCs described these technologies as strategic enablers that allow their teams to focus on higher-impact work. Laura Jaramillo Franco of Bayer provided one of the most detailed insights into how her team has deliberately structured their AI use. She emphasised that the value lies not in using AI for its own sake, but in tailoring each tool to specific use cases that align with legal risk standards and data protection policies. Tools such as Harvey, myGenAssist, Claude, Notebook, ChatGPT, Gemini, and Gamma are all part of Bayer’s ecosystem—each selected and implemented with clear purpose and governance.
Legal design was another emerging theme, with institutions like Scotiabank and Unilever investing in simplifying legal documents to make them more accessible to non-legal stakeholders. This is especially relevant in consumer-facing sectors where clear communication builds trust and mitigates risk. There is also growing interest in predictive analytics for litigation and compliance risk mapping, as legal departments seek more proactive ways to support business decisions.
Despite the growing influence of technology, staffing models remain lean. Most legal departments consist of teams ranging from three to nine professionals. However, size is no longer the defining factor of effectiveness. Instead, agility, business-embeddedness, and cross-functional collaboration are key. General counsel from companies such as Scotiabank, Cargill highlighted the increasing involvement of legal leaders in crisis management and business strategy, often working side by side with finance and communications teams. Upskilling, especially in technology and leadership, is an area of active investment, with Uber, for instance, noting formal programs aimed at equipping in-house lawyers for this evolving role.
The event also revealed a shift in the use of external counsel. In-house teams are now more confident in handling complex matters internally, including regulatory strategy, litigation, and M&A. Companies such as SierraCol and Bancolombia highlighted that while law firms remain essential, engagements are becoming more selective and strategic. The focus has moved from transactional work to long-term partnerships that add specialized value or support cross-border challenges.
Sustainability and ESG responsibilities continue to expand within legal departments. Legal leaders are increasingly central to ensuring compliance with ESG frameworks, advising on disclosures, and shaping product strategies aligned with social impact. Viviana Prada Rey of Grupo Cibest shared how her legal team plays a key role in advancing the company’s mission to contribute to the UN Sustainable Development Goals. From advising on sustainable finance initiatives to monitoring ESG-related regulatory developments in both Colombia and the United States, the legal function has become instrumental in driving long-term impact.
Another area of strong focus was crisis resilience. Legal teams are leading scenario planning and designing compliance playbooks, ensuring they are prepared for unexpected events. Leadership and inclusion also featured prominently. Companies are integrating diversity, equity, and inclusion (DEI) into their legal team strategies. Juliana Hoyos Flórez, General Counsel of SierraCol, discussed the company’s ALMA program (Academia de Liderazgo para Mujeres de Alto Impacto), which has empowered over 180 women across the company and community with leadership skills and is expected to reach 300 by 2026.
In conclusion, the GC Powerlist Colombia 2025 was a testament to the transformation of the legal profession in the region. Far from being reactive support functions, today’s legal departments are strategic, tech-savvy, socially conscious, and embedded at the heart of business decision-making. As demonstrated once again, Colombia’s in-house legal leaders are not just keeping pace with global trends—they are helping define them.
