Southeast Asia
Supported by the Association of Corporate Counsel
General counsel and senior vice president | Frontiir
General counsel Southeast Asia, Korea, Japan and India | EssilorLuxottica
Senior vice president of legal, compliance and privacy; corporate secretary | Privy
General counsel region ASEAN, Australia | Siemens
Senior vice president and head of legal, APACÂ | Publicis Groupe
Managing director, general counsel at Macquarie Asia Infrastructure Funds | Macquarie Asset Management
Corporate secretary, chief compliance officer, senior vice president, chief legal officer | Aboitiz Power
Corporate secretary, corporate governance group head and chief legal officer | Ayala Corporation
Managing director, global counsel ethics and compliance | Accenture
Senior executive vice president, head of legal and compliance | CIMB Thai Bank
Managing director of legal for Southeast Asia and North Pacific | FedEx Express
General counsel of Asia-Pacific | Revantage Asia-Pacific
Group general counsel, head of secretariat and compliance | CapitaLand Investment
General manager; head of Group legal, compliance and risk management; Group integrity officer; Group data protection officer | Warisan TC Holdings
Lead senior counsel, CBRE Global Workplace Solutions, APAC | CBRE
Asia-Pacific general counsel and global head of ESG legal | SHEIN Group
Senior director, legal affairs and general counsel | Kulicke and Soffa
Director of corporate services and general counsel | Eastern Pacific Shipping
Vice president and assistant general counsel | IBM Asia-Pacific and Japan
General counsel and vice president corporate development | Campana Group
Vice president – legal, ethics and compliance; corporate secretary and data protection officer | Manila Water
General counsel and chief compliance officer, APAC | CBRE Investment Management
Asia-Taiwan general counsel; CBG Philippines; and GSC general counsel | 3M
Chief legal and compliance officer, Aboitiz Group general counsel | Aboitiz Equity Ventures
Director of legal and corporate affairs, APAC | Infront Sports and Media
Executive vice president, legal and international projects | Thoresen Thai Agencies (TTA)
Group general counsel and chief sustainability officer | Jardine Cycle & Carriage
Chief operating officer and general counsel Asia-Pacific | Aquila Clean Energy APAC
Vice president legal and compliance | Singapore Airlines
General counsel and executive vice president corporate services | BW Group
Vice president, structuring and regulatory affairs; head of legal | Aboitiz InfraCapital
Head of legal affairs, Michelin E2A region (East Asia and Australia) | Michelin Asia-Pacific
Head of legal | PVEP (PetroVietnam Exploration Production Corporation)
Senior vice president, regional head of compliance and regulatory, APAC | OMERS Administration
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.
