Philippines Teams 2024
Supported by the Association of Corporate Counsel
| Golden Arches Development Corporation (McDonald’s Philippines)
| Liwayway Marketing Corporation (Oishi Group)
| Metropolitan Bank & Trust Company (Metrobank)
| Travellers International Hotel Group (Newport World Resorts)
| International Container Terminal Services
In this first-of-its-kind edition of The Legal 500: GC Powerlist Philippines Teams 2024, we are honored to spotlight the nation’s premier in-house legal teams. These outstanding departments have harnessed their legal expertise to drive their organisations’ success strategically.
Philippines’ in-house counsel have navigated a dynamic and challenging year, demonstrating resilience and innovation in addressing potential risks without straining their companies’ budgets. A notable example is the legal team at AREIT, which adopted a hot-desking policy to improve accessibility. This approach has facilitated earlier and more frequent consultations, preventing potential issues at every stage. As the AREIT team shared: ‘Traditionally, lawyers have been seen as problem solvers, only called upon when trouble arises. This perception has often intimidated project and operation teams. By making our team more accessible, we have integrated our lawyers more effectively into company projects and processes.’
In-house counsel in the Philippines have been pivotal in supporting some of the country’s most significant transactions, maintaining a reputation for innovation and excellence. Their dedication and expert legal knowledge continue to set them apart.
In this edition, we also explore the creative strategies employed by these legal teams to align with their companies’ business goals. Their ability to foster internal cohesion and build a strong team identity has been crucial to their success. The legal team at Avida Land Corp. emphasises the importance of creating a collaborative environment: “We create a safe space for discourse and collaboration among all team members, regardless of rank or seniority. Everyone is encouraged to contribute, but the final decision lies with the lead. We also prioritise health and rest, encouraging participation in sports activities, the use of vacation days, and executive check-ups.”
As the legal landscape in the Philippines continues to evolve, in-house counsel remain committed to driving their companies’ growth and success through legal excellence, adaptability, and innovation. The GC Powerlist: Philippines Teams 2024 celebrates their achievements and serves as an inspiration for legal professionals striving for excellence in the country’s ever-changing business environment.
Joe Boswell
Global Editor: The Legal 500 GC Powerlist
As a proud sponsor of this landmark event, Villaraza & Angangco was honored to celebrate the achievements of the Philippines’ top in-house legal teams. This year marks a significant shift in focus—from the Legal 500 recognizing individual achievements to celebrating the collective excellence of legal teams. This shift reflects the evolving role of in-house counsel, who are increasingly seen as strategic partners within their organizations, driving innovation, fostering collaboration, and contributing significantly to their respective companies’ success. In today’s fast-paced and ever-changing business landscape, the challenges faced by legal teams are more complex than ever. The teams recognized at this event have not only risen to the occasion but have also excelled by tailoring their strategies to seamlessly align with their respective companies’ overarching goals and vision. This demonstrates how the role of in-house legal counsel goes beyond being troubleshooters or merely ensuring legal compliance; it is about being key drivers of corporate strategy.
The achievements of these legal teams are a testament to the power of collaboration, innovation, and a deep understanding of the industries or business context in which you operate, further proving that when legal expertise and business acumen are combined the results can truly be groundbreaking and transformative.
We at Villaraza & Angangco extend our deepest congratulations to each team for your remarkable contributions. By sponsoring this event, we aim to promote the sharing of best practices in hopes of continuing to elevate the standards of our profession. It is through coming together to acknowledge and learn from one another’s successes that we can truly drive the entire industry forward.
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.
