United Kingdom 2025
Supported by the Association of Corporate Counsel
General counsel and Company secretary | FeverTree Drinks plc
Group general counsel and Company secretary | B&M European Value Retail S.A.
Chief legal officer/General counsel and Company secretary | QBE Insurance Group, International Division
Group general counsel and Company secretary | Compass Group PLC
Legal Director Great Britain, Ireland and Netherlands | KONE plc
Deputy general counsel (EMEA & APAC) | Ankura Consulting Group
Associate general counsel, Head of European legal and compliance | Elliott
General counsel and Head of strategic partnerships | Resolution Life Group
General counsel and Company secretary | Coca-Cola Europacific Partners plc
Group general counsel, Company secretary and Chief risk officer | Smith & Nephew plc
General counse | University College London Hospitals NHS Foundation Trust
Director and Company secretary | Donald Insall Associates
General counsel, Compliance officer and Data protection officer | E.ON UK
Director of legal services and Company secretary | Associated British Foods plc
Group general counsel, Director of regulatory affairs and Company secretary | BT Group
General counsel | International Consolidated Airlines Group
General counsel solution & services group, global contracting team and legal operations | Lenovo
VP, Assistant general counsel and Secretary | Allied World Managing Agency Limited
EVP, Chief legal officer and Head of corporate development | Arm
Group general counsel and Company secretary | Samworth Brothers Limited
General counsel | NATO Defence Innovation Accelerator for the North Atlantic (NATO DIANA)
Director of legal and public affairs and Company secretary            | Evri
Chief legal, governance and corporate affairs officer | Rio Tinto
SVP, General counsel, Europe and Sub Sahara Africa | PepsiCo
I am delighted to announce the launch of Legal 500’s GC Powerlist UK: 2025. This year’s edition celebrates the continued commitment, dedication and achievements of a stellar cohort of in-house counsel. It is an honour to recognise the vital contribution of in-house teams to today’s complex legal and business environment.
And the market in which today’s in-house counsel operate is constantly evolving. ‘A big trend over recent years has been the very high level (and faster pace) of uncertainty and disruption’, observes Rushad Abadan, Group General Counsel at Aberdeen Group plc. ‘Scenario planning is important, but the world is getting harder to predict… What was the best strategy yesterday, may not be the right strategy tomorrow’, cautions Michael Sosso, EVP and Group General Counsel at bp plc.
Such a dynamic environment requires in-house counsel to continuously adapt. ‘Strong resilience and flexibility are key skills to a sustainable career in a fast-paced in-house counsel environment,’ emphasises Simone Girson Newton, Head of Legal, Compliance & Company Secretary at Allied World Managing Agency Limited.
The role of general counsel itself, therefore, continues to develop. In-house lawyers ‘are not merely providing advice; you are acting as a Counsel to all peers, a guide who is tasked with providing comprehensive advice in areas far beyond the legal framework alone’, notes Sonya Branch, General Counsel at the Bank of England.
More and more, in-house counsel are required to act as more than simply legal advisors. ‘Modern in-house counsel must be true business partners’, says Nicki Schroeder, Group General Counsel at Reach PLC. Claire Singleton, General Counsel and Head of Strategic Partnerships at Resolution Life Group agrees: ‘Modern in-house counsel need to have the appetite to really understand the business. It is not possible to be a successful in-house lawyer without being able to tailor advice to the specific strategy and goals of the company’.
Singleton goes on to point out the need for agility in such a rapidly changing landscape: ‘modern in-house counsel also need to be open to and have the skills to embrace technology and changing practices’. And the rise of new technology continues to be a trend on which in-house counsel must keep a careful eye. ‘Generative AI is one of the most transformative forces we’re seeing’, notes Vicki Bradin, General Counsel and Company Secretary at The Sage Group plc.
Noor Al Naeme, General Counsel at Not On The High Street, warns that ‘in-house lawyers should be mindful not just of the legal risks with AI, but also of the risks of not using AI’.  James Ford, SVP and Group General Counsel at GSK plc, echoes this idea: ‘It is well understood that AI will not replace lawyers per se but may replace those lawyers that don’t use AI where it could make us more efficient.’
Striking the right balance is essential. In-house teams are called upon to use AI to streamline AI, while keeping in mind risks such as overreliance, ethical use and data concerns. ‘It’s not the technology itself that defines the outcome – it’s how we use it’, reminds Boudien Moerman, Chief Legal Officer and Company Secretary at Klarna. She adds: ‘AI requires human oversight, scrutiny, and, above all, judgment’.
Geraint Thomas, Executive Director and Legal Counsel at JLL, agrees: ‘our one advantage in this challenge is the human factor’. He goes on to remind us that ‘we must remember to relate and interact with our colleagues and clients as humans with empathy’.
It is perhaps reassuring to see that empathy remains at the forefront of the in-house counsel’s mind, even in the face of fast-changing and often unpredictable legal, business and political landscapes. ‘Demonstrating empathy fosters trust and strengthens relationships across the organisation,’ points out Camilla Harries, General Counsel at CNA Hardy.
Amanda Gerrity, General Counsel at Octopus Energy Group Limited, agrees. While ‘in-house lawyers today must be embedded business partners’, she notes, ‘empathy and leadership are equally important’. Indeed, these attributes contribute to the effectiveness of in-house counsel as business partners, enhancing ‘the ability to tailor advice to the needs and pressures of different stakeholders, from frontline teams to the boardroom’, Harries concludes.
As this year’s GC Powerlist: UK clearly shows, the modern in-house counsel is far more than a legal advisor: they are strategic partners, tech savvy and, perhaps most importantly, empathetic leaders at the core of their organisations.
Isabel Caine
On 26 March, Legal 500 partnered with Portuguese law firm PLMJ to bring its renewed sustainability‑focused conference series to Lisbon with the ESG Forum: Portugal 2026. The half‑day event gathered senior leaders from the legal, financial, energy and sustainability spheres for a concentrated programme hosted at PLMJ’s offices. Throughout the sessions, speakers explored the regulatory, governance and enforcement forces reshaping ESG strategy in Portugal, offering a clear cross‑sector perspective on how organisations are adapting to an increasingly complex and fast‑moving landscape.
The event opened with some welcome remarks from Legal 500 editor Francisco Castro, who emphasised the value of events that bring the in‑house community together to learn, exchange experiences and build meaningful professional networks. In his welcome address, he highlighted the growing complexity of ESG obligations across Europe and the increasing pressure on organisations to adopt integrated, business‑wide approaches to compliance, risk management and strategic planning. By underscoring the need for practical, grounded discussion rather than abstract theory, he set the tone for a programme designed to deliver actionable insight and foster collaboration among practitioners navigating a rapidly evolving ESG landscape.
Followed an opening brief delivered by PLMJ’s Managing Partner, Bruno Ferreira, who provided a concise yet comprehensive overview of the ESG priorities defining Portugal in 2026. He outlined the expanding influence of EU regulatory frameworks on corporate reporting, due diligence and governance, noting how these requirements are reshaping expectations around data quality, transparency and accountability. His remarks positioned ESG not as a peripheral concern but as a central driver of corporate behaviour, capital flows and long‑term competitiveness in the Portuguese market.
The first panel, moderated by João Marques Mendes, Partner at PLMJ and joined by Cláudia Teixeira de Almeida of Banco BPI, Nuno Moraes Bastos of GALP and Diogo Graça of REN, explored how corporate governance and sustainable finance are shaping Portugal’s energy transition. The discussion examined how boards and executive teams are adapting oversight structures to manage transition‑related risks and how legal, compliance, sustainability and procurement functions are increasingly intertwined in project governance. Panellists described the growing influence of financing structures on project execution, noting that lenders’ expectations around ESG metrics, contractor performance and transparency now shape governance decisions from the earliest stages. They also addressed the operational constraints that continue to challenge Portugal’s transition ambitions, including permitting timelines, grid capacity limitations and delivery risk. While acknowledging the complexity of EU‑level frameworks, speakers emphasised that these standards also present strategic opportunities to harmonise practices, unlock investment and strengthen Portugal’s competitive position in the energy transition.
Following a short break, the second panel turned to litigation, liability and the emerging enforcement era surrounding sustainability claims. Moderated by Raquel Azevedo, Partner at PLMJ and featuring contributions from Carla Góis Coelho of PLMJ, Carlos Martins Ferreira of Jerónimo Martins, Filipa Rodrigues Carmona of Caixa Geral de Depósitos and Céline da Graça Pires of NOVA, the session examined the rapid rise of ESG‑driven disputes, investigations and regulatory actions. Panellists discussed the typical trigger points for scrutiny, ranging from sustainability reports and corporate websites to marketing materials and investor presentations, and highlighted how these touchpoints are increasingly tested by regulators, competitors, consumers and NGOs. They analysed recent case law developments and their implications for Portuguese organisations, noting the emergence of more stringent evidentiary standards around disclosures and due‑diligence obligations. The panel concluded that sustainability claims can no longer be treated as aspirational messaging; they now carry the weight of binding legal obligations, requiring more rigorous internal validation and cross‑functional coordination.
The forum concluded with closing remarks from Francisco Castro, after which attendees were invited to continue their conversations over a light lunch, providing a relaxed setting to deepen connections and reflect on the themes explored throughout the morning.
Legal 500 extends its thanks to PLMJ for its collaboration in bringing this conference format to Portugal’s in‑house legal community. The team looks forward to returning soon for the launch event of this year’s GC Powerlist: Portugal.
