United Kingdom Teams 2024
Supported by the Association of Corporate Counsel
| Associated British Foods
| Hargreaves Lansdown
| Nationwide Building Society
On behalf of The Legal 500, it is our distinct pleasure to present the GC Powerlist United Kingdom Teams 2024. This year, we are shifting our focus to highlight the remarkable efforts of legal teams and their collective role in driving the success of their companies, while also embracing and overcoming emerging challenges and demands. This edition provides an exclusive insight into the inner workings of the country’s top legal teams, gathered from a series of interviews.
In this collection, we explore the distinctive culture and ethos that set these leading teams apart. Through candid conversations, we delve into their day-to-day dynamics, strategic approaches to legal challenges, and their collaborative efforts with other departments within their organisations.
It is evident that UK-based in-house legal teams are now at the forefront of navigating the complexities and potential pitfalls in today’s volatile business environment. Within these pages, you will find details on significant cases, transactions, and deals executed by the top in-house legal teams in the country.
Moreover, legal teams are increasingly at the cutting edge of technology and legal tech tools, using these innovations to anticipate regulatory changes and enhance risk management and compliance. As exemplified by the legal team at Trainline: ‘our vision statement “Power and Protect” reflects our dual responsibility to enable new opportunities while safeguarding the business from risks. At Trainline, the legal team is viewed not merely as a support function but as a pivotal business partner driving the company’s ambitious goals. Our role includes being thought leaders and solution-oriented, understanding business objectives, identifying potential challenges, and proactively devising strategies to meet or exceed these goals, all while protecting the business in a rapidly evolving regulatory and commercial landscape.
Similarly, many of the featured in-house legal teams have shared their initiatives and projects aimed at giving back to society. For instance, the legal team at BAE Systems shared: ‘The company is committed to creating a secure and sustainable future, and the legal team embraces this initiative in various ways. We have a chief counsel embedded within the company’s ESG team and our chief counsel for Business Development chairs our Community Investment Committee. Our function engages in activities such as a partnership with the University of Central Lancashire Legal Faculty, a solicitor apprenticeship programme, and a mentoring scheme for law students from diverse backgrounds, set to commence later in 2024. Additionally, we have been actively involved in sustainable energy programmes, including wind and solar power.’
Similarly, Aviva’s legal function shared their commitment: ‘We are dedicated to building a diverse and inclusive function with meaningful, long-lasting commitments to drive change. Our Social Mobility Initiative includes school visits, Social Mobility Business Partnership Days across several offices, virtual insight sessions, and a six-week internship providing participants with experience across legal areas and with the law firms we collaborate with. Our impact measurement showed a significant increase in confidence among interns, and 40% have secured training contracts at our panel firms, with 50% finding roles within a year of graduating.’
This publication captures these and many other remarkable stories. We extend our gratitude to everyone who participated in the interview process. Congratulations to all the legal teams listed in the 2024 edition of The Legal 500 GC Powerlist United Kingdom: Teams—your excellence is a testament to the high standards within the legal profession.
Sara Maggi | Lead Editor – The Legal 500 GC Powerlist United Kingdom Teams 2024
Allan Cohen| Lead Editor – The Legal 500 GC Powerlist United Kingdom Teams 2024
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.
