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

With over 10 years of SSP experience in the attribution of renewable electricity, the SSP legal team have provided supports to the business to work towards to achieve its target across various renewable energy projects, i.e. solar power plants and solar rooftops, offshore and onshore wind power plants, biomass power plants as well as municipal waste-to-energy power plants. In 1Q25, SSP has operating power plant with total Power Purchase Agreement of 285 eMW in Thailand, Japan, Vietnam, Mongolia and Indonesia; containing of 7 solar farms, 2 wind farms, 1 biomass power plant and 114 solar rooftop projects. SSP also has projects in pipeline with commitment to commercial operate since 4Q25 onwards, approximately 400 eMW, to expand into new countries, Taiwan and Philippines, and more diversified source of energy into waste to energy to drive financial and sustainable growth going forward with target strategic growth to be 1 GW by 2032.

I, as a legal counsel of SSP, have opportunities to participate in a range of SSP core activities including all aspects of legal, financial, M&A activities, technical support, foreign investment, and implementing contracts for SSP’s business and activities. My significant cases in recent years have related to an extensive scope of transaction. On the business development section, I have completed the negotiation of EPC contract for development of two municipal waste-to-energy power plants which a combined investment value of USD 70 million; and meanwhile, I involved in conducting M&A opportunities for transactions in Vietnam and feasibility on the greenfield development projects in Taiwan. As for the financing part, my role expands to involve in a study focusing on tax restructuring and refinancing to ensure that strategic business conform with regulatory, while meet the financial conditions as well as maximising the best interest of the company.

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

To face of crisis management and unexpected challenges in organisation are inevitable and may occur in diverse forms, such as global pandemics, natural disaster, financial crises and cyber insecurity. I believe that the key to organisational resilience lies in preparation, fosters adaptability and proactive risk management. During such crises, in-house counsel plays a vital role in evaluating risk and developing the effective strategies for mitigation all potential risks; including ensuring the organisation’s resilience is not just only faster recovered but further strength.

The essential tool handling a crisis effectively, is communication. Non transparent and disclosure can amplify the crisis; that is to say, the corporate counsel must regularly provide clear, transparent and continuous communication to convey legal guidelines regarding the roles and responsibilities of each working teams in order to ensure the business stability and minimise the impact when a crisis emerges.

Additionally, the roles of in-house counsel are crucial for the recovery phase once the immediate crisis has passed. They must lead the post-crisis reviews to identify threats and possible harmful consequences for corporate improvement as well as enhance legal and compliance framework to prevent similar incidents in the future as it is an opportunity for growth and education so that strengthen the corporate resilience.