Norway 2025
Supported by the Association of Corporate Counsel
General counsel | Brødrene Dahl AS/Saint-Gobain Distribution Norway AS
General counsel | TOMRA Collection Solutions
Head of legal section | Norwegian Defence Estates Agency NDEA (Forsvarsbygg)
Chief legal & sustainability officer, General counsel | Dibber
General counsel & Local head of financial crime prevention | Handelsbanken Norway
Group general counsel, Executive management team member | AutoStore Holdings Ltd.
General counsel business banking Nordea, Head of legal Norway, branch manager | Nordea
General counsel and Executive director for legal | CEPI (Coalition for Epidemic Preparedness Innovations)
VP, Group legal director, General counsel | DNV AS
General counsel, European and international affairs | Statnett SF
Group EVP and General counsel & Chief of staff | Kongsberg Gruppen
VP Head of legal, privacy and security management | Intility
Acting group CEO and General counsel | Altera Infrastructure
Head of legal Telenor Norge AS & VP group legal Telenor ASA | Telenor
General Counsel - Chief Legal and Compliance Officer | Torvald Klaveness
SVP legal and General counsel | Wallenius Wilhelmsen ASA
EVP Legal & compliance | Kongsberg Defence & Aerospace
VP General counsel Nordics | The Adecco Group
I am delighted to announce the launch of Legal 500’s GC Powerlist Norway: 2025. Once again, Legal 500 is proud to recognise some of the leading in-house counsel across the country and celebrate their achievements.
I would like to extend my congratulations to all those who are featured in the 2025 edition of the Powerlist and thank everyone who contributed to this year’s research process.
As today’s legal landscape and business environment continue to rapidly evolve, in-house counsel must adapt just as quickly. ‘Modern in-house counsel must now, more than ever, be able to quickly adapt to change,’ says Ole Garborg, General Counsel at Elkem ASA, noting that ‘currently the world around us changes constantly’.
Camilla Nyhus-Møller, Chief Legal & Compliance Officer at Höegh Evi, agrees: ‘while the core qualities [that a modern in-house counsel should possess] remain largely unchanged, the pace at which these skills must be applied is increasing’. To ensure advice is relevant and current, in-house counsel must stay ahead of fast-moving economic, political, and regulatory developments. As Marianne Blindheim, General Counsel at Vard Group AS, succinctly puts it: ‘Speed is the new currency’.
But speed alone is not enough. In-house lawyers must also provide clear, coherent advice. “If your advice isn’t understood, it holds no real value,” says Helge Lundestad, General Counsel and Local Head of Financial Crime Prevention at Handelsbanken Norway.
Meanwhile, in-house teams are grappling with what Nina Melandsø, General Counsel at TINE SA, describes as a ‘tsunami of new regulations’ – in areas such as AI, cybersecurity, and ESG. These rapid regulatory shifts put legal teams in the spotlight, requiring ‘substantial resources and expertise to manage effectively’, she notes.
Among these challenges, ESG regulations remain at the forefront of many minds within the legal sector. ‘The general counsel role is becoming increasingly integrated in a company’s sustainability strategy,’ according to Renate Lystad General Counsel and Chief Sustainability Officer at Havfram. Melandsø agrees, emphasising that GCs can drive ESG culture through everything from trainings to monitoring and compliance systems to ensuring a culture of ESG awareness from the top down: ‘General counsel can contribute to a corporate culture that supports ESG principles in many ways’.
However, as Camilla Tellefsdal Robstad, EVP Legal & Compliance at Orkla ASA, reminds us, ‘Fostering a culture that supports ESG principles and compliance – a culture of integrity – is a joint effort.’ Legal, compliance, and ESG teams ‘need to work closely together and be aligned’.
But the rapid development, the balancing act and the challenges can ultimately be rewarding and form the basis of the in-house counsel role. As Christopher Andreas Terkelsen, General Counsel at BDO Norway, puts it: ‘No day is the same.’
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.
