Team size: Six

What are the most significant cases, projects, or transactions that you and your legal team have recently been involved in?

Over the past year, Peak Energy’s legal team has been central to several landmark projects and transactions that have defined our company rapid regional expansion, to become now leading renewable energy project developer in several markets. Each initiative required sophisticated cross-border structuring, regulatory navigation, and commercial alignment to ensure projects could be executed at pace while safeguarding long-term contractual stability.

In the Philippines, the team advised on the development of a 65 MWp greenfield solar project in Isabela province. This entailed negotiating land rights, grid interconnection approvals, and long-term offtake structures to align with both corporate buyers’ decarbonisation mandates and national energy security goals. The project is expected to generate more than 68 GWh annually, equivalent to powering approximately 23,000 homes, while avoiding 37,000 tonnes of CO₂ each year. Our legal oversight ensured that permitting risks were mitigated and that the project complied fully with evolving renewable regulations, setting a benchmark for future corporate PPA transactions in the country.

In Korea, the legal team played a pivotal role in structuring Peak Energy’s partnership with Samyang Foods, one of the country’s most iconic consumer brands, owner of the iconic Buldak Ramyeon brand. The project involved delivering clean electricity to Samyang’s new Miryang production complex through the installation of over 1,100 Tier 1 solar modules. Beyond managing complex EPC agreements, the legal function was responsible for drafting and securing a PPA that provided Samyang with long-term energy price visibility, a critical safeguard in Korea’s volatile power market. The project will generate nearly 986 MWh of renewable power annually and avoid 453 tonnes of CO₂ emissions, but its strategic significance lies in demonstrating how industrial leaders can directly procure reliable zero-carbon electricity under legally robust, scalable frameworks. The good execution of legal, sales and development function of our company helped the project to be build and delivered to customer in just 2 months, a record.

In Japan, the team led the acquisition of a portfolio of ready-to-build solar projects totalling 59 MW across six prefectures. This transaction required sophisticated due diligence to address fragmented land ownership, zoning, and environmental compliance matters. It also involved structuring agreements to incorporate co-located battery storage, enabling the delivery of time-shifted PPAs aligned with corporate buyers’ 24/7 carbon-free energy goals. The portfolio, expected to generate approximately 73 GWh annually once operational, reflects the team’s ability to design forward-looking legal frameworks that integrate storage into the energy mix.

Collectively, these projects showcase how our legal team is facilitating large-scale renewable transactions and designing innovative contractual and regulatory solutions that enable corporates and governments across Asia to accelerate decarbonisation at scale. Each deal involved close coordination with local regulators, counterparties, and international financiers, underscoring the team’s ability to deliver execution certainty in diverse and highly complex jurisdictions. This combination of rigorous legal structuring and strategic foresight has been fundamental in building Peak Energy’s reputation as a trusted and reliable partner across the region

How do you approach managing legal aspects during periods of instability or crisis to ensure the organisation’s resilience?

The same way we do so in more “stable” times. Listen to the business. Understand our product. Have deep knowledge about the markets we operate in (and people on the ground). Protect the downside. Don’t be a handbrake.

How can general counsel foster a corporate culture that supports ESG principles and compliance across all levels of the organisation?

The development and implementation of our ESG effort is a joint initiative between the investment team and legal. It is not something “imposed from on high”. Legal can help to frame the regulatory and risk context but it must fit the needs of the business. We take the theory, apply this at a project level to determine project level compliance which, in turn, will dictate corporate level standards and reporting.

What do you think is the greatest innovation you have enacted in the past year?

Trialing and bringing AI related tools into legal’s workflow. A gamechanger on review time (as against our playbooks) as well as allowing greater access to review foreign language documents and reduce pressure on the team.