CLB Oct 2012 by Yvette Chiu

Jud i c i a l

R e f o r m

i n

Ch i n a

中国的司法改革

october2012 WWW.LEGALBUSINESSONLINE.COM

亚洲法律杂志 - 中国版 CHINA

ALB China

Top 20

Largest Law Firms

A L B 中国律师事务所二十强

The future of VIEs

Managing partner Q&A

More rules to come? VIE模式前途未卜：更多管制将出台？

Freshfields’ Robert Ashworth 管理合伙人问答富而德Robert Ashworth

PAGE 12

PAGE 22

Power up

INSIDE

Energy in-house voices 能源法务大家谈 n Deals SPOTLIGHT

PAGE 34

n THE BIG STORY

n LAW FIRM LEAGUE TABLES

n SUNDRIES

FORUM 2012

日期：2 0 1 2 年 1 1 月 2 7 日 ( 星期二 ) 时间：上午 8 : 4 5 至中午 1 2 : 4 5 地点：金茂北京威斯汀大饭店中国北京东三环北路 7 号朝阳区

COMMERCIAL LITIGATION MANAGEMENT IN THE CONTEXT OF THE NEW CIVIL PROCEDURE LAW

ALB 天同中国新民事诉讼论坛

中国新民事诉讼法背景下的商事诉讼管理 2 012年 8月31日，中国新民事诉讼法颁布实施，涉及诸多法律程序与制度的变革。在全球经济处于衰退和中国经济增速放缓的大背景下，公司商事争议将呈上升态势。本论坛拟邀请中国最高法院著名法官、大型央企总法律顾问、民诉法专家、商事诉讼律师，搭建一个权威性、前瞻性和持久性商事诉讼业务交流和分享经验的平台，该论坛将成为中国主流商事诉讼律师对话的纽带。本论坛将围绕中国新民诉法实务展开互动交流。新民诉法实务重点在哪里？公司法务在新形势和新法规下，如何进行诉讼管理，化解法律风险，提升企业竞争力？执业商事诉讼律师与客户、法官的双向沟通有哪些专业实务秘籍？商事诉讼律师如何以积极的力量，以专业的态度和丰富的实践，引领中国商事诉讼律师与客户、法官沟通方式和工作方式的转变？以商事诉讼律师群体的成长与崛起，推进中国法律秩序与商业文明的建设进程。演讲嘉宾：蒋勇律师，北京市天同律师事务所的首席合伙人，清华大学法学院硕士生导师，中国人民大学律师学院客座教授

倪伟律师，上海虹桥正瀚律师事务所主任、管理合伙人，上海市仲裁委员会仲裁员，中国人民大学律师学院兼职教授

陈耀权律师，北京市天同律师事务所业务主管合伙人

彭卿律师，北京天同律师事务所合伙人

张卫平，中国民诉法专家、清华大学法学院教授

更多演讲嘉宾包括︰中国最高法院法官、中央企业总法律顾问、民诉法专家、中国商事诉讼律师。

会议流程 - 2 0 1 2 年 11 月 2 7 日，金茂北京威斯汀大饭店 8:45

嘉宾签到

10: 40

中国商事诉讼律师俱乐部倡议发起仪式

9:00

新民诉法重点和实务探讨主讲人：最高人民法院法官张卫平民诉法专家、清华大学法学院教授蒋勇中国商事诉讼大律师、北京天同律师事务所首席合伙人

10: 55

商事诉讼律师与客户、法官沟通艺术与实务技巧主讲人：陈耀权北京天同律师事务所合伙人

11:20

经济下行时期企业的投融资风险防范案例解读主讲人：倪伟上海虹桥正瀚律师事务所首席合伙人

公司法务如何选择最佳商事诉讼律师主讲人：於乐民中国中化集团法律部总经理彭卿北京天同律师事务所合伙人

11:45

交流午宴

茶歇

12:45

论坛结束

9:55

10:25

欢迎下列行业精英参会：银行与金融、能源、科技，媒体和电讯项目、房地产与建筑工程、医药等重点行业企业总法律顾问、法务管理者，国内一流商事诉讼律师及政府法律政策研究机构管理者。免费参会证数量有限，敬请于2 012年11月2 0日或之前以电邮登记。如欲出席本论坛及登记免费席位，请与 Tr a c y联络，電話+ 8 5 2 376 2 3 2 6 2 或发送电邮至t r a c y. l i @ t h o m s o n r e u t e r s .c o m Proudly presented by

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CONTENTS

WWW.LEGALBUSINESSONLINE.COM : @ALB_Magazine : Connect with Asian Legal Business

“People need to be treated like people. You can’t deal with everybody by e-mail or even through telephone calls; you need to spend time face to face encouraging, guiding, and listening.” Robert Ashworth, Freshfields Bruckhaus Deringer

COVER STORY ALB China Top 20 largest firms A LB 中国律师事务所 20强

ALB China shines the spotlight on China’s 20 largest firms. Cathy Chen talks to the top 10 for insights into market trajectories, their growth objectives, and why expansion must always be thoughtful and balanced. ALB 中国版本期聚焦中国的20家最大的律所。Cathy Chen用第一手访谈为您呈现前十名的市场轨迹，成长目标，并解析为何律所扩张规模必须深思熟虑寻求平衡。

FEATURES Fading glory: VIEs in China 逝去的辉煌：VIE在中国

《亚洲法律杂志》（ALB）今年“香港律师最佳项目促成奖”，去年“香港最佳管理合伙人大奖”，英国富而德律师事务所的Robert Ashworth收获了无数来

As the lifespan of the variable interest entity structure faces uncertainty in China, Zheng Yu reaches out to top capital markets practitioners to find out their perspectives.

自业内同行和客户的赞美，确认了他香港顶尖律师的地位。现在他与Candice Mak座谈分享他对管理这家“神奇魔法圈”律所所经历的挑战和喜悦的真知灼见。富而德被广泛公认为拥有大中华地区最好的公司业务。

没人知道协议控制结构（VIE）在中国还能存活多

Power up: Energy in-house roundtable 34 一起加油：能源法务大家谈

久。Zheng Yu联系了几位最优秀的资本市场律师，让我们听取他们的意见。

View from the top: Robert Ashworth 欲穷千里目：Robert Ashworth ALB ’s Hong Kong Dealmaker of the Year, and last year’s Hong Kong Managing Partner of the Year, Robert Ashworth of Freshfields Bruckhaus Deringer sits down with Candice Mak to share his insights on the challenges and joys of managing the Magic Circle firm widely recognised as having the best corporate practice in Greater China.

ALB has invited six in-house counsels from major domestic and multinational energy companies to share their experiences, offer their insights on industry trends, discuss their risks and challenges, and speak of their requirements when hiring external lawyers. Liu Zhen reports 六位来自主要国内和国际能源企业的法务顾问，应 ALB之邀在此分享他们的多年经验，以业内眼光观察行业趋势，探讨面临的风险与挑战，并公布他们在聘用外部合作律师时的选择标准。Liu Zhen 报道。

NEWS Deals

Briefs

League Tables

Appointments

Index

Sponsored Profile

双胜律师事务所

本走出去提供必要的法律咨询和服务。（4） Q：对中国企业走出去，中方投资者需要注意哪些方面，中国律师可以提供哪些法律服务？ A：中国企业“走出去”在总体上还是处于初级阶段，在很多方面还不成熟。中方投资人应特别注重对投资市场及法律环境的了解与分析。例如，中国与投资是否有双边互免重复征税或双边保护政策、投资项目的优惠政策、知识产权相关问题等等。尤其还要注意当地法律、政府和社会对于外国人的态度。律师，特别是具备多国执业资格或经验的律师，在中国企业境外投资方面开始发挥越来越重要的作用。凭借法律的嗅觉和思维，律师可在跨国投资中准确分析问题、统筹项目进展我们已经参与了多起在印尼、蒙古、俄罗斯等地的能源投资项目。本所在境外投资方面可提供诸如：项目前期咨询与策划、可行性分析；境内审批分析及办理；项目融资、贷款；项目交易结构的设计、谈判；企业投资内部风险防控等等；同时我们也积极的与境外的合作律师（如意大利、奥地利、新加坡、马来西亚、美国、香港等，我们均有长期合作的律师事务所）相互配合，帮助中国投资人更好的了解境外法律，法规，协助投资人在知己知彼的情况下，作出理性的境外投资。（5） Q: 中国投资者进行境外投资需要哪些部门核准？不同部门在实际审批过程中有哪些侧重点？ A: 中国投资者境外投资首先应通过国家发展与改革委员会或者省级发展与改革部门（以下称发改部门）核准，在取得核准文件后，再报商务部或省级商务部门批准。以上核准与批准的具体部门根据中方投资额度及投资项目确定。从实际审批程序来看，发改部门是对境外投资项目的核准，而商务部门则是针对对外投资开办企

业的批准。境外投资项目核准是发改部门对境外投资行为从维护国家经济安全、符合产业政策、保障公共利益、资本项目管理等公共管理方面进行核准。而对外投资开办企业的核准是商务部门对境外企业合同、章程等进行核准。因此，两部门核准和批准的方向略有差异，这是我们在起草相关合同、协议的过程中需特别注意的。

Managing partner Q&A

ASIAN LEGAL BUSINESS october 2012

View from the top:

Freshfields Asia Managing Partner Robert Ashworth 富而德：欲穷千里目

ALB ’s Hong Kong Dealmaker of the Year, and last year’s Hong Kong Managing Partner of the Year, Robert Ashworth of Freshfields Bruckhaus Deringer has received numerous plaudits from peers and clients in the marketplace, validating his status as one of the top lawyers in Hong Kong. He sits down with Candice Mak to share his insights on the challenges and joys of managing the Magic Circle firm widely recognised as having the best corporate practice in Greater China. **The Chinese translation of this story was prepared by CLS Communication**

《亚洲法律杂志》（ALB）今年“香港律师最佳项目促成奖”，去年“香港最佳管理合伙人大奖”，英国富而德律师事务所的 Robert Ashworth收获了无数来自业内同行和客户的赞美，确认了他香港顶尖律师的地位。现在他与Candice Mak坐下来，分享他对管理这家“魔法圈”律所所经历的挑战和喜悦的真知灼见。富而德被广泛认为拥有大中华地区最好的公司业务。

** 此文中文翻译由CLS Communication提供 **

Managing partner Q&A

WWW.LEGALBUSINESSONLINE.COM : @ALB_Magazine : Connect with Asian Legal Business

ALB: What sets Freshfields apart from its peers across the region? RA: There are a number of things I could mention. For example, our stellar track record and continued success in the capital markets, our leading position in the M&A league tables, and our high-quality antitrust, finance, dispute resolution, and IP and IT teams. But what I think is more important than the trappings of success, and what to my mind really sets us apart, is our ability to constantly innovate and go about solving things in new and more effective ways. So, for example, we are regularly talking to clients about doing transactions in high-growth markets, but doing them in a way that minimises risk; we are engaging with them in relation to crisis management, that is how to plan for and handle possible crisis situations, whether financial, operational or regulatory. And we are very focused on global investigations, which is clearly a critical consideration for general counsels around the world, in particular when doing deals in Asia. We are the first firm to offer an online database of international bribery laws that clients can subscribe to and follow developments – we’ve christened this “bribery watch”. It’s this ability to innovate and continually show thought leadership, plus the collective drive of our lawyers to be at the front of the pack rather than following, that I think is a key differentiator for us across the region. ALB: Can you describe your firm’s culture? RA: For us, culture is really important. It’s what holds the firm together across our international offices, and from one generation to the next. We see a direct correlation between the amount of time we spend developing people and the enduring strength of our culture. And that means ensuring people get really terrific training and work opportunities. We are an international firm, so we want to give people the chance to work internationally, wherever they are based. It’s something we actively encourage. Being international and thinking across boundaries is part of our DNA. In addition to the international dimension, we consider ourselves to be a thoroughly cooperative and collaborative organisation. One in which individuals focus on the contribution they can make rather than what they are entitled to. ALB: How long have you been Asia managing partner? RA: Let’s see, since the time I started turning grey - February 2011. ALB: How would you define the firm’s short-term and long-term strategies that you’ve set during your tenure? RA: The first thing I tried to do when taking on the role was to make sure that we offered exactly the right services to our clients across the region. This involved identifying practice areas we needed to invest in, and testing the existing areas we had to make sure they were suitable. So, for example, one of the things we’ve done in the past 18 months or so has been to increase our Asian ENI capability, and we’ve made some significant hires in Tokyo, Singapore, and most recently in China. Having a first rate energy, natural resources and infrastructure capability in Asia was an immediate short-term goal, and is one that we are now delivering on. I also looked at our regional footprint to determine whether we were in the right geographic locations, and concluded that we needed more visibility in Southeast Asia. We had operated a Southeast Asia practice from Hong Kong since closing in Singapore in 2007, but we found that **The Chinese translation of this story was prepared by CLS Communication**

A L B : 是什么让富而德区别于本地区的其他同行？ R A : 很多方面都值得一提。比如，我们在资本市场方面的出色业绩和持续成功，在并购排行榜上的领先地位，以及我们高质量的反垄断、金融、争议解决和知识产权/IT团队。但我认为，比沉迷于成功更重要的，也是我认为真正使我们区别于他人的，是我们不断创新及用更有效的新方法解决问题的能力。比如，我们经常和客户谈到，生意要在在高增长市场做，但一定要尽力降低风险。他们会聘请我们提供有关风险管理方面的意见，即如何规划和处理可能出现的危机，无论是财务、经营或监管方面的。同时我们非常重视全球调查，这显然是全球的企业法律顾问都非常关注的一个问题，尤其是在亚洲做生意时。我们是首个提供全球反贿赂法律网上资料库的律所，客户可以订阅并跟进相关动态，我们把这个资料库命名为“反贿观察”。我认为，这种创新和在思想上持续领先的能力，以及我们的律师不甘人后的集体进取精神，才是我们在本地区能独树一帜的关键 A L B : 您能介绍一下富而德的企业文化么？ R A : 对我们来说，文化真的很重要。是文化将我们全球各个代表处凝聚在了一起，并一代代传承。我们发现，我们在培养人方面花费的时间和我们文化的持久影响力是直接相关的。这指的是确保人们得到真正优质的培训和工作机会。我们是一家国际律所，所以我们希望能给人们全球工作的机会，无论其常驻何处。这是我们所积极倡导的。国际化和打破常规的思维是我们DNA的一部分。除了全球化这一方面，我们自认是一家充分合作互助的机构。在这里，大家都关心自己能奉献什么，而不是有权得到什么。 ALB : 您任亚洲管理合伙人有多久了？ RA:让我想想，从我开始有白头发的时候——2011年2月。 A LB : 可否介绍一下您在任期内为贵所制

定的短期和长期策略？ R A : 我上任后做的第一件事，就是确认我们在为本地区客户提供其真正需要的服务。这包括发现我们需要投入的业务领域，并审视现有的领域，以确保其符合客户需求。比如，在过去的大约18个月里，我们做的其中一件事，就是壮大我们在亚洲的能源、自然资源和基础设施建设（ENI）业务能

** 此文中文翻译由CLS Communication提供 **

Managing partner Q&A

ASIAN LEGAL BUSINESS october 2012

the growth of the ASEAN region made that approach increasingly challenging. We talked to clients, and they said “we prefer you to be on the ground in Singapore with an office. Most of your peer firms are there”, so we felt that was the appropriate thing to do. We reopened in Singapore in September, and we look forward to a long-term tenure in the Southeast Asia region. Those are some of the short-term priorities I’ve had. Over the longer term, I’d like to make sure we are delivering on our firm-wide vision of being the leading international firm. The way we look at international needs a bit of explanation – for us, it doesn’t mean we want offices in 50 countries. It’s not geographic coverage that’s important to us. We want to be in those locations, principally major financial centres, where our key clients are located, and which are relevant to them. And being in those locations we expect to have a very strong domestic capability, but more importantly what we really want is to project internationally from those locations. So from Singapore we would cover South and Southeast Asia, but also we would expect our lawyers in Singapore to be familiar with developments in the UK, U.S. or China, that is to have an international awareness and an international perspective. Not to say every time: “That’s outside our comfort zone, and we’ll send it off to another office.” We want to be able to provide that level of international expertise that comes from having a very international perspective. That’s what we look for in individuals, and how we train our younger lawyers to think. That’s what ‘international’means for a firm like ours.

力，并且我们已经在东京和新加坡，以及最近在中国，招募了几个重量级人物。我们的近期目标，就是在亚洲拥有一流的ENI业务能力，我们正在实现这一目标。我还研究了我们在本地区的覆盖情况，想确定我们是否都在适当的位置设了点，结论是我们需要加强我们在东南亚的存在。自从2007年关闭了新加坡代表处，我们的东南亚业务都是通过香港代表处办理的，但我们发现随着东盟地区的发展，这一办法变得越来越困难。我们和客户谈过，他们说“我们还是希望你们在新加坡本土有一个代表处。你们大多数的同行都在那里有代表处”，所有我们认为确实应该这么做。我们在九月份重开了新加坡代表处，希望能在东南亚地区有长足的发展。这是我短期内要做的一些事情。就长期而言，我希望能确保实现我们成为一家最领先的国际律所的愿景。这里有必要稍微解释一下我们是如何看待“国际”一词的。对我们来说，这

“The first thing I tried to do when taking on the role was to make sure we offered exactly the right services to our clients across the region. This involved identifying practice areas we needed to invest in, and testing the existing areas we had to make sure they were suitable.” “我上任后做的第一件事，就是确认我们在为本地区客户提供其真正需要的服务。这包括发现我们需要投入的业务领域，并审视现有的领域，以确保其符合客户需求。”

ALB: Your Vietnam presence has always been consistently strong. RA: Yes, Vietnam has been a strong offering for us for close to 20 years. We think it will benefit further from our opening in Singapore, which is an important gateway to much of Southeast Asia. Many of the clients we service in Vietnam are actually headquartered in Singapore, so there’s a very close connection between the two. ALB: How do you cultivate that rounded domestic-international perspective among your lawyers? RA: In part, it’s through weaving softer skills and awareness training **The Chinese translation of this story was prepared by CLS Communication**

** 此文中文翻译由CLS Communication提供 **

并不意味着我们要在全球50个国家设立代表处。对我们来说，重要的不是地理上的覆盖。我们希望到我们的主要客户所在的地方，或与他们有重要关联的地方去，主要是一些大的金融中心。在这些地方设点，我们当然希望能有极强的当地业务能力，但更重要的，也是我们真正想要的，是从这些地方辐射全球。所以从新加坡，我们可以覆盖南亚和东南亚，但同时我

Managing partner Q&A

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alongside legal techniques. We run three sets of training programmes for associates at different stages of their careers, and all of those are done with an international dimension. Teaching in-depth cross border M&A or global investigations techniques are examples. But we also focus a lot on softer skills, where associates are taught how to interact on an international transaction, to manage projects across various time zones, and clients that are centred in multiple jurisdictions, as well as to deal with potential crises simultaneously across jurisdictions. Those are the types of softer skills we focus on, which ultimately do give people more of an international perspective. ALB: Will you be investing more into your banking and finance practice? RA: Yes, banking is a hugely important area for us, and we will continue to support the development of this practice in every way we can. In addition, debt capital markets, project finance, restructuring, and securitisation are important areas within our finance practice. We certainly don’t wish to grow a volume banking business, but we do want to make sure we’re focusing on the right things, and have the right people doing them. Dispute resolution is another area we are growing rapidly. We’ve had two leading partners relocate to Asia in the last few months, Lucy Reed who co-heads arbitration and Geoff Nicholas, who is co-head of our international investigations practice. With their arrival we expect to capitalise on our leading international dispute resolution and investigations reputations. All of that is a prior-

们也希望我们在新加坡的律师能了解英国、美国或中国的动态，也就是拥有全球性意识和全球性视角。不要每次都说：“这个我们不熟悉，我们会把它转给其他代表处”。国际化的专业意见来自于非常国际化的视角，我们希望能提供这种水平的服务。这才是我们在人们身上寻找的，也是我们培养年轻律师去思考的方式。这才是“国际化”一词对于像我们这样的所而言的含义。 ALB : 你们在越南的业务一直都很好。 R A : 是的，近20年来我们在越南的业务量一直都很大。我们认为，我们新加坡代表处的重开，将使越南进一步受益，因为新加坡是通往东南亚大部分国家或地区的重要门户。我们服务的很多越南客户，其总部实际上都在新加坡，所以这两个国家之间的联系非常紧密。 ALB: 您是如何在您的律师中培养那种全面的本地国际视角的？ R A : 部分是通过在培训法律技能的同时，穿插一些软技巧和意识的培训。

REUTERS/Bobby Yip

**The Chinese translation of this story was prepared by CLS Communication**

** 此文中文翻译由CLS Communication提供 **

Managing partner Q&A

ASIAN LEGAL BUSINESS october 2012

我们为处于职业生涯不同阶段的律师提供了三套培训项目，所有这些培训项目都有关于国际化业务的内容。深度的全球跨境并购和全球调查技巧的课程就是这方面的例子。我们也会很注意软技巧。我们会教律师如何在国际交易中与人打交道，如何管理跨多个时区的项目和处在不同法律辖区的客户，以及如何处理多个辖区的同时存在的多个潜在危机。这就是我们所关注的那种软技巧，它的确能给人更多的国际性视角。

ity, and is happening quickly. In addition to the areas just mentioned, IP and IT, regulatory and antitrust are extremely important underpinnings to our Asia platform, and we will continue to invest in those too. ALB: A number of U.S. firms have launched Hong Kong practices in the past 18 months. How is Freshfields managing its perch at the top in light of increased competition? RA: Competition is something we welcome. It may wobble the perch a bit, but it encourages us to find new and better ways of strengthening our grip. Of course we did have some departures last year, as did many other firms around Hong Kong. We have the top capital markets practice, so in some ways it wasn’t surprising that people targeted us to help them get launched. Looking back, it seems we have seeded quite a few of the HK practices of the U.S. firms. Having taken steps to strengthen the platform we’ve had very little turnover of staff in the last year, and more to the point, given the depth of our partner bench we didn’t lose any clients throughout that period. To cap it all, we had our best year in ECM in 2011, where we did eight of 10 deals that raised more than a billion dollars. No other firm acted on more than two. So 2011 was a very strong year for us, despite a bit of local turbulence. ALB: It was a tough time for rival firms to launch a Hong Kong practice last year, wasn’t it? RA: Yes, I agree. It was certainly a very challenging time to set up a Hong Kong IPO practice last year, and 2012 has been a tough year for everybody. That said, we’ve been in the market longer, we’ve got great bench strength, and a strong pipeline of deals, so unlike some firms we were able to continue with quite a lot of work, rather than look for fresh business. We are also well hedged, with a broad spread of practices that have helped us weather the downturn more effectively. In difficult markets our high quality IP and IT, antitrust and regulatory practices make us really compelling with clients, and position us to **The Chinese translation of this story was prepared by CLS Communication**

** 此文中文翻译由CLS Communication提供 **

A L B : 您是否会增加对银行和金融业务的投入？ R A : 是的，银行业是我们极其重要的一个业务领域，我们将尽一切办法继续支持这一业务的发展。此外，债权资本市场、项目融资、重组和证券化都是我们金融业务的重要部分。当然我们并不是指望发展出一个庞大的银行业务，我们真正想要的是确保我们集中精力在了正确的事情上，并且交给了正确的人来做。。争议解决是我们另一个增长迅速的领域。在过去的几个月里，我们有两位优秀的合伙人调到了亚洲——仲裁业务联合负责人 Lucy R eed和全球调查业务联合负责人Geoff N i chol as。有了他们的加入，我们希望能充分利用我们在全球争议解决和调查方面的卓著声誉。这些工作都很重要，并都进展得很快。除上面已经提到的领域外，知识产权/ IT、监管和反垄断都是我们亚洲平台极其重要的支柱，我们也会继续对这些业务进行投入。 A L B : 在过去的1 8 个月里有多家美国律所在香港开业。在日益激烈的竞争中，富而德将如何守住其领先地位？ RA: 我们欢迎竞争。它也许会稍许撼动我们的地位，但也激励了我们去寻找新的更好的办法来加固我们的优势。当然，与香港许多其他的律所一样，我们去年也有些人离开。我们有一流的资本市场业务，所以从某些方面来说，别人从我们这里挖人去帮他们启动业务也不奇怪。回顾一下，好像从我们这里出去的人催生了好几家美国所的香港业务。我们已采取措施加固我们的平台，所以去年我们员工的离职率很低。更关键的是，由于我们合伙人队伍的深厚实力，那段时间我们并未失去任何客户。总的说来，2011年是我们股权资本市场（ECM）最好的一年。这一年共有 10件融资额超过10亿美元的交易，我们经办了其中八件。其它所没有超

Managing partner Q&A

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“People need to be treated like people. You can’t deal with everybody by e-mail or even through telephone calls; you need to spend time face to face encouraging, guiding, and listening.”

“人就需要被当作人来对待。你不能只用电子邮件甚或是电话来和每个人沟通，你需要花时间面对面地鼓励、引导和倾听对方。”

win the best work that’s available. ALB: What are the key challenges of managing the firm Asia-wide, especially since you are still a full-time practitioner? RA: Ask any Asian managing partner who has a role like mine, and the key challenges are likely to be geography, people, and time. Asia is a large and immensely diverse place. Making sure that you understand the nuances and the differences between how people think and work in China, Japan, or Singapore, is extremely important. People need to be treated like people. You can’t deal with everybody by e-mail or even through telephone calls, you need to spend time face to face encouraging, guiding, and listening. The challenge is about getting the balance right, you could quite easily be on an airplane 300 days a year, but that’s not going to benefit anyone apart from the airlines. I’m passionate about my role as a practitioner, so I dedicate much of the working week to client work, and some of the travel obviously gets done in the evening. It’s a challenge, and it never feels completely in sync, but I think that continuous need to pull the two things together into a balance is quite healthy. I’m very lucky, of course, to have the support of an incredibly talented team of younger partners, and I tend to work on the more complex transactions, where I can hopefully provide additional value through the benefit of my long experience in the market. ALB: Do you ever feel pulled too much in one direction or the other? RA: I try to avoid that if possible. It’s a question of anticipating the issues, and getting on top of the situation as quickly as possible. There are often client issues or individual partner or office demands competing for your time and you have to be sensitive and work out where your priorities are. Yes, it’s challenging. Am I getting it right? I have no idea. I hope I am, but it’s a dynamic that changes every day. ALB: How do you ensure you uphold best practices across offices? RA: We try to instill best practices through good communication, and by endorsing good behaviour when you see it. At the same time, when you occasionally see behaviour that falls below best practice, you need to ensure that it is remedied very promptly. All of our partners are really good communicators and good role models for younger lawyers. **The Chinese translation of this story was prepared by CLS Communication**

过两件的。所以尽管有些本地的小震荡，2011年仍是我们非常强劲的一年。 ALB: 对于那些去年在香港开张的对手律所来说，当时面临的形势很艰难，对么？ R A : 是的，我同意。去年要在香港开辟IPO业务的确非常困难，而2012 年对所有人都是艰难的一年。即使这样，我们在市场上的时间更久，我们有很强的专业团队，有很多的业务来源，所以和有些律所不同，我们当时仍有很多工作可做，而不需要到处寻找新业务。我们不同的业务之间也能很好地互补。我们的业务领域广泛，这使我们能更好地承受市场的低迷。在严峻的市场情况下，我们高质量的知识产权/IT、反垄断和监管业务都对客户极富吸引力，使我们总能赢得市场上出现的最好的工作。 ALB: 管理整个亚洲区业务的主要挑战有哪些，尤其是在您仍全职执业的情况下？ R A : 如果你问任何一个和我同样职位的亚洲管理合伙人，回答大概都会是地理、人员和时间。亚洲是一个幅员辽阔，而不同地区之间差别又非常大的地方。确保你理解中国人、日本人或新加坡人在思维方式和工作方式上的微妙或显著差异，这非常重要。人就需要被当作人来对待。你不能用电子邮件甚或是电话来和每个人沟通，你需要花时间面对面地鼓励、引导和倾听对方。难的是在这之间找到平衡。你可以很容易地一年300天呆在飞机上，但除了航空公司，这不会让任何人得到益处。我对律师的身份充满激情，所以我一周大部分工作时间都在为客户工作，以至于有时要利用晚

** 此文中文翻译由CLS Communication提供 **

Managing partner Q&A ALB: How do international communications work among the Asian offices? RA: We have many forms of communication. For example, each of our China offices has its own town hall meeting. These are done roughly at the same time to ensure that we’re communicating the same sort of information. They are open, informal opportunities for questions and issues to be dealt with. We also convene regular meetings of practice and sector groups, to ensure we share knowhow and work effectively in our teams. And there are numerous subgroups focusing on different areas of the business, whether it’s risk, our community and pro bono programmes, or training. I certainly don’t chair all the Asia meetings. We have local practice group leaders that run their practice groups, and at the office level we have an office managing partner who runs meetings with partners of that office, and then communicates back to me. But the overall arc of how the firm is operating in Asia is something that partners expect me to be focusing on and communicating to them.

“Nothing is more satisfying than seeing young men and women you’ve supported and guided, develop into outstanding individuals and lawyers. And to see them embraced by the firm, and made partner is a very emotional and inspiring moment for everybody.”

“没有什么比看到你曾支持和引导过的年轻人成长为出色的个体和律师更让人满足的了。看到他们融入律所并晋升合伙人，对每个人来说，都是一个非常令人激动和振奋的时刻。”

ALB: You have been with Freshfields for 27 years now. What makes you continue to believe in the firm? RA: Is it really that long? I often say to our new recruits - and it’s true - that I’ve never had a dull or unexciting day at the firm. And I think that’s driven by the quality of the work and the team, and by the quality of interactions you have with lawyers and clients on a daily basis. I am always dealing with people that are intellectually first rate, constantly keeping you on your toes, and who are constantly thinking about how **The Chinese translation of this story was prepared by CLS Communication**

** 此文中文翻译由CLS Communication提供 **

ASIAN LEGAL BUSINESS october 2012

上时间出差。这对我是个挑战，而且从来也没完全找到一致的步调，不过我觉得这种一直在不平衡中寻找平衡的生活也挺健康的。当然，我很幸运能有一群极具才干的年轻合伙人协助我，而我一般只负责那些比较复杂的交易，希望能利用自己在业内的长期经验来提供附加价值。 ALB : 您是否曾有过焦头烂额的感觉？ R A : 我会尽可能避免出现这种情况。你需要预见可能出现的情况，并尽快掌控局面。经常会出现客户问题或某个合伙人或办公室事务争抢你时间的情况，你必须敏锐地判断出事情的轻重缓急。是的，这很有挑战性。我处理得对么？我不知道，希望是吧，但这个是动态的，每天都在变。 A L B : 您如何确保所有代表处均践行最高标准的业务操作？ R A : 我们会努力通过良性沟通和即时表彰良好行为来灌输怎样达到最好的标准。同时，当偶尔看到不符合标准的行为时，要确保尽快修正。我们所有的合伙人都有很好的沟通能力，都是年轻律师的好榜样。 A L B : 各亚洲代表处之间如何进行全球性沟通？ R A : 我们有很多形式的沟通。比如，我们在中国的每一个代表处都有他们自己的员工会议。这些会议基本都在同一时间召开，以确保我们在交流同一类信息。这都是处理事情和解决问题的公开和非正式机会。我们的各个业务组和行业组也会定期召开会议，以确保我们在自己的团队里有效分享知识和工作。还有很多分支小组专门针对业务中的不同领域进行讨论，比如风险、社区事务和公益项目，或培训。当然我不会主持所有的亚洲会议。我们有当地业务

Managing partner Q&A

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we can improve. I find that intellectually very stimulating and fulfilling. It’s the adrenaline rush which comes from innovation that’s quite hard to replicate in too many other professional services firms. ALB: What was Freshfields like when you first arrived in Hong Kong? RA: Our Hong Kong office opened in 1985. When I arrived in 1994, we had a broad finance practice with around 20 lawyers, and occupied one floor in the Exchange Square. It was around then that we really started to build out our capital markets and public and private M&A capabilities, which have been so successful for us. We are now over 100 lawyers, and have expanded to three and a half floors in the same building. Throughout, we have of course been very focused on China, and that is sure to continue going forward. ALB: Has the small nature of the Hong Kong legal market contributed to your success and enjoyment of practising? RA: Yes, it has certainly helped increase the enjoyment. The fact that you are more likely than not to make friends with clients and competitors from other firms on a regular basis outside of the work

**The Chinese translation of this story was prepared by CLS Communication**

组的负责人主持该业务组的会议。在代表处一级，代表处的管理合伙人会与该代表处的合伙人开会，然后向我汇报。但有关本所在亚洲的整体运作策略，这些合伙人会希望由我来考虑并传达给他们。 A L B :您已经在富而德工作 2 7年了，是什么让您一直信赖富而德？ R A : 真有那么久了么？我经常对新招聘来的人说，我在所里从来没有度过哪怕一个枯燥无趣的日子，真的。我想这种充沛的干劲来自于高质量的工作和团队，以及你每天与律师和客户们的高质量交流。我总是与智商一流的人打交道，他们能让你时刻保持敏锐，总是在想我们如何才能提高。这给我的头脑带来强烈的刺激感和满足

** 此文中文翻译由CLS Communication提供 **

Managing partner Q&A

ASIAN LEGAL BUSINESS october 2012

environment makes you appreciate that you are living in a community. We’ve all got day jobs, but there’s a life to lead and responsibilities to others outside of work as well. In other countries I’ve worked in, there’s much less overlap between one’s professional life and social life. That’s a unique part of Hong Kong, and one of the reasons I’ve enjoyed it so much. ALB: What was your proudest moment as a lawyer over the span of your career? RA: There are professional moments, and there are people-related moments. On the people side, nothing is more satisfying than seeing young men and women you’ve supported and guided, develop into outstanding individuals and lawyers. And to see them embraced by the firm and made partner is a very emotional and inspiring moment for everybody. On the work front, I’ve been challenged over the years to devise new methods for doing M&A transactions on the public markets. Most recently, we used an alternative form of consideration, a loan note instrument, as part of the consideration package to try to close a valuation gap. Particular ideas may have a genesis in another market, but they need to be identified, adapted, tested, and shaped for the domestic market here in Hong Kong. This is something that I’ve tried

感。这是种由创新带来的肾上腺素激增的感觉，这种感觉在很多其他的专业服务机构里都很难找到。 ALB : 您刚来香港时富而德是怎样的？ RA: 我们的香港代表处设立于1985 年。在我1994年来到这里时，我们有一个很大的金融业务组，有大约20个律师，占了交易广场一整个楼层。大约是从那个时候，我们才真正开始建立起我们的资本市场以及上市企业和私营企业的并购业务，这些业务至今都非常成功。现在我们有超过100名律师，在同一幢大楼里扩张到了三个半楼面。当然，我们自始至终都非常关注中国，并肯定会一直关注下去。 ALB : 香港的法律市场很小，这在一定程度上造成了您的成功和对工作的享受么？ R A : 是的，这的确令我更享受工作的乐趣。在工作之外，更有可能的是你常常和客户及其他律所的竞争对手成为朋友，这会让你庆幸你生活在这个圈子里面。我们白天都要工作，但在

“Being a good managing partner is partly about showing leadership, but also partly about turning the mirror, listening to the feedback, and adjusting as you go forward.” “作为一个好的管理合伙人，一方面是起到领导作用，另一方面是要将镜子反转过来，倾听别人的反馈，并在行进中不断调整。”

to do over the years. It’s pleasing to see that some of those techniques have not only been successful, but have also been implemented and adopted by other people for their deals. ALB: What ingredients are vital for Freshfields’ success in the coming years? RA: As a firm, we need to anticipate changing market conditions and changing client demands. And that means lawyers need to have skills to flex from one practice area to another, so they can always find appropriate work to do. It’s about having a mindset that says: “I’m able to take on a broad range of things”, rather than saying “well I’m only comfortable in that one area”. Being international really helps with that. No one gets pigeonholed that way. Having a sharing culture also helps through the lean times. We are very much a supportive and **The Chinese translation of this story was prepared by CLS Communication**

** 此文中文翻译由CLS Communication提供 **

工作之外，我们还有自己的生活，还要承担对他人的责任。在我工作过的其他国家，一个人的职业生活和社交生活重叠的机会要小得多。这是香港的一个特色，也是我很享受这里的一个原因。 ALB : 在您的职业生涯中，您作为一个律师最自豪的时刻是什么？ RA: 这种时刻有工作上的，也有和人有关的。在人这一方面，没有什么比看到你曾支持和引导过的年轻人成长为出色的个体和律师更让人满足的了。看到他们融入律所并晋升合伙

Managing partner Q&A

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人，对每个人来说，都是一个非常令人激动和振奋的时刻。在工作方面，这些年我一直在努力构思在公共市场进行并购交易的新方法。最近，作为整个对价的一部分，我们采用了贷款证工具这种新型的对价，来补齐估值的缺口。有些主意可能来源于另一个市场，你需要发现、修改、测试和调整它们，使之适用于香港本地的市场。这是我这些年来一直努力在做的事情。很高兴看到一些这样的技巧不但成功了，而且还被其他人用在了他们的交易里。 A L B : 哪些因素对富而德未来的成功至关重要？ RA: 作为一家律所，我们需要预见到市场情况和客户需求都是不断变化的。这意味着律师们需要具备从一个业务领域转换到另一个业务领域的技能，这样他们才会总能找到合适的工作做。要有一种心态，那就是“我能做很多种工作”，而不是“噢，我只熟悉那一个领域的工作”。作为国际化律所的确会对这种情况有所帮助。人不应该被这样框定。拥有一个注重分享的文化，也有助于我们度过业务淡季。我们是一个非常互助协作的律所，这会鼓励人们既锐意进取又灵活变通。拥有适应能力，持续创新，富有创造力，所有这些都有助于确保我们未来的成功。

cooperative firm, and this encourages people to be entrepreneurial and flexible. Possessing the ability to adapt, continually innovating and being creative, all of those things will help ensure that we are successful in the years ahead. ALB: In five years’ time, what do you predict the legal market landscape will look like in Asia? RA: It’s a very dynamic market. I think we will see lots of change in the next five years. We are sure to see more PRC firms with offices in Hong Kong, and we’ll see some of the existing firms broadening out their practices to include other areas, particularly regulatory and investigations work. In the longer term, we’re likely to see a bifurcation in the legal market between the global champions and the smaller, domestic-focused firms. It’s hard and expensive to run big international practices, and make them profitable. Some will succeed and some won’t, and they might shrink back and become more domestic. So over time, you might see the legal profession moving the way the consultancy world has gone. Perhaps not as few as four or five large firms, as there will likely be more than that, but I think there will be a very clear delineation **The Chinese translation of this story was prepared by CLS Communication**

ALB: 您预见亚洲的法律市场在未来五年里会呈现怎样的景象？ R A : 这是一个极具活力的市场。我想今后五年里会发生很多变化。我们肯定会看到更多的大陆律所在香港开办代表处，而一些现有律所也会扩大其业务范围，增加其他领域的工作，尤其是监管和调查方面的工作。长期而言，法律市场可能会分化为全球性大型律所和专注于当地业务的较小型律所。经营一家跨国大型律所并使其盈利是极有难度而且开支巨大的。有些能成功，有些则不能，这些不能成功的律所会缩减规模，变成更本地化的所。所以长此下去，法律业可能会走咨询业曾走过的老路。当然不至于只剩下四五家大型律所，也许比这个多些，但我觉得在本地律所和全球性律所之间会有非常清晰的分界。 ALB: 您如何看待有些律所试图复制那种中外律所合作的模式？ R A : 我不确定以后会出现很多这种模

** 此文中文翻译由CLS Communication提供 **

Managing partner Q&A

between a domestic practice and an international one. ALB: What about players trying to replicate the PRC-international firm model? RA: I’m not sure we’re going to see a lot more of that model unless the regulations restricting true partnerships with PRC firms are relaxed. There is sure to be a strengthening of alliances and relationships with PRC firms. We have a set of relationship firms that we are particularly close to in countries where we don’t have offices or can’t practise local law, and we invest a lot of time in developing those relationships, and ensuring they benefit both parties. We are actively working with those firms to find a way of delivering a more efficient and seamless service to clients. The firm that gets that right will have gone quite a long way to achieving that international-domestic model without the same investment in offices or capital, and without a formal alliance or merger. ALB: If you could offer some advice to other managing partners of growing firms (domestic or international) in Asia, what would that be? RA: Don’t get too carried away by success, and don’t be too disappointed by failure. You will end up having both of them, probably in equal measure over the course of your tenure. Put people at the centre of everything you do, and find a way of maximising your relevance to them, whether in the way you solve problems or the way in which you’re available to assist in an hour of need. And be clear about the strategy. Decide what it is you want to do, communicate it, gather feedback, adjust as necessary, and be intuitive. Being a good managing partner is partly about showing leadership, but also partly about turning the mirror, listening to the feedback, and adjusting as you go forward. Most importantly of all, be human and enjoy what you do. **The Chinese translation of this story was prepared by CLS Communication**

** 此文中文翻译由CLS Communication提供 **

ASIAN LEGAL BUSINESS october 2012

式，除非政府放宽那些限制与大陆律所结成真正意义上的合伙的法规。与大陆律所的联合和合作肯定会加强。在我们未设代表处或无法从事当地法律业务的那些国家，我们都有一批关系密切的合作律所。我们会投入很多时间来发展我们的合作关系，确保双方都能从中获益。我们积极地与这些律所一起寻找一种能为客户提供更协调高效的服务的方法。但即使找到这样的方法，也要走很长的路，才能实现那种无需同样多办公室或资金投入，也非真正意义上的联合或合并的国际—本土律所联盟模式。 A L B : 如果请您给其他成长中律所（本土或国际）的管理合伙人提些意见，您会说什么？ R A : 不要被成功所迷惑，也不要为失败而沮丧。这两者你最终都会拥有，也许在你任职期间这两者你会收获同样多。把人放在你做的每件事的中心，想办法让自己对别人有用，或者通过解决问题，或者通过在急需时帮忙。对战略性的东西要很清楚。明白你想做什么，传达这种意思，收集反馈意见，做必要的调整，要相信自己的直觉。作为一名好的管理合伙人，一方面是起到领导作用，另一方面是要将镜子反转过来，倾听别人的反馈，并在行进中不断调整。最重要的是，有人情味并享受自己所做的事情。

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Energy roundtable

ASIAN LEGAL BUSINESS october 2012

Energy in-house roundtable 能源法务大家谈

ALB has invited six in-house counsels from major domestic and multinational energy companies to share their experiences, offer their insights of industry trends, discuss their risks and challenges, and speak of their requirements when hiring external lawyers. Liu Zhen reports

egardless of the overall economic climate, the energy sector in China always plays a very fundamental role in the economy. Foreign corporations still see opportunities of growth in the China market for its consumption potential; and the state-owned Chinese companies are busy “going out”, sweeping up assets abroad. Clean energy is a common concern, and the general legal environment is also changing as laws are increasingly becoming completed. **The Chinese translation of this story was prepared by CLS Communication**

六位来自主要国内和国际能源企业的法务顾问，应 ALB之邀在此分享他们的多年经验，以业内眼光观察行业趋势，探讨面临的风险与挑战，并公布他们在聘用外部合作律师时的选择标准。Liu Zhen报道。

无

论总体经济形势如何，能源行业在中国经济中始终扮演支柱地位。跨国公司仍然从中国有增无减的庞大能耗中看到宝贵商机，而中国国企则忙于“走出去”，大举收购海外资产。清洁能源是眼下的一大课题；而随着中国法制的不断完善，法律工作的整体环境也在悄然变化。

** 此文中文翻译由CLS Communication提供 **

REUTERS/Carlos Barria

Energy roundtable

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The voices 声音

zf:

Tina Chan, Chief Corporate Counsel, Greater China, Chevron Downstream Law Function (Chevron)

TC:

A Hong Kong-based veteran counsel in the energy sector, altogether she possesses more than two decades of in-house experience related to China. Zhang Fei, Deputy General Counsel, China Resources Power Holdings Co. Ltd (CRP) Zhang’s legal department engages in the all the investment, development, operation and management of power plants of the Hong Kong-listed CRP, a flagship subsidiary of central-owned state-owned enterprise (SOE) China Resources (Holdings).

HY:

TL:

LL:

Tina C h an , 雪佛龙下游法律业务大中华区总顾问。（以下简称 “ 雪佛龙 ”） T i n a C h a n是常驻香港的能源行业资深顾问，她一共有2 0多年和中国事务相关的的法务经验。

张斐，华润电力副总法律顾问。( “ 华润电力” ) 在香港上市的华润电力是中国央企华润集团主营电站业务的旗舰级子公司，张斐所在的法律部参与了华润电力的各项投资，开发，经营和管理。

Hong Yuwen, Chief Legal Director of China National Aviation Fuel (CNAF)

洪育文，中国航空油料集团公司总法律顾问（“中航油”）

CNAF is the largest state-owned aviation fuel supplier which integrates the purchase, transportation, storage, quality management, sales and into-plane service of aviation fuel in China.

中国航空油料集团公司是中国最大的航空油料供应国有企业，在中国从事航油的采购，运输，储存，质量管理，销售和加油服务。

Tong Liping, Chief Legal Officer of Shanghai Electric and director of the legal department of Shanghai Electric. She has dedicated her 19-year-long career to the company, one of the largest diversified energy equipment manufacturing groups in China.

YL:

童丽萍，上海电气集团总法律顾问，法务部部长。（“上海电气”）她至今为止19年的整个职业生涯，都服务于这家中国最大的电站设备制造商之一。

Yu Lemin, General Manager of the Legal Department, Sinochem Group (Sinochem)

於乐民，中化集团公司法律部总经理（“ 中化”）

Yu’s team of over 75 members are in charge of China’s no.5 “Top Transnational Enterprises” whose energy business includes exploration and production of oil and gas, oil trading, oil refining, storage and logistics, and distribution and retail.

於乐民率领的团队担负着中国“ 第五大跨国企业”中化的法律服务，其能源相关业务包括油气开采，石油交易，石油炼化，储存运输，分销零售等整个产业链。

Li Ling, Chief Legal Officer and a member of the Executive Committee of the State Grid International Development (SGID)

李岭，国家电网国际发展有限公司总法律顾问（“ S G I D ”）

SGID is an overseas investment focused subsidiary of State Grid Corporation of China, the largest utility in the world. **The Chinese translation of this story was prepared by CLS Communication**

** 此文中文翻译由CLS Communication提供 **

国家电网国际发展有限公司是国家电网的下属子公司，承担着这家全球最大的电网企业的海外投资和国际业务。

Energy roundtable

ASIAN LEGAL BUSINESS october 2012

The team ZF: Currently we have recruited 12 in-house counsels all together in our legal department, and we also strategically positioned some counsels in our key subsidiaries around our major operation areas. These lawyers are all competent, graduated from top-tier law schools and have at least more than five years PQE. HY: There used to be only seven workers including me last year in the whole legal department of CNAF. But the full-time headcount has now reached 38, plus some more contract dealers. TL: At the moment, my team has over 80 full-time legal professionals, which is relatively quite a large team for a “non-central SOE”. LL: We, the in-house legal team, have been an independent department since the establishment of SGID. We now have 10 employees. TC: Chevron doesn’t have a large legal team in the region, only two lawyers in Hong Kong including myself. But we, at the same time, are in charge of the legal affairs in mainland China. Neither of us has a licence to practise in the PRC, thus we would commission local firms to handle the China-related affairs for us when necessary. The role of in-house HY: Our job is no different from any other well-established in-house legal department, which includes various meetings, negotiations and talks, drafting documents, communications, and appearing before the court. The main affairs a legal department takes care of are: Major operational decision making; contract; internal regulations; and litigation. We fully participate in all these areas. TL: The strategy of my team is to develop a functional line into an organic structure and mechanism, which is fully integrated into the overall operational and management system of the company as an indispensable part, a lookout for risks, and a gatekeeper of conduct. LL: Apart from day-to-day legal affairs management, my team mainly works on supporting the business development of the company. We provide support to outbound investments and mergers and acquisitions, and we also advise on strategic decisions that are in the process of being made. In addition, we also collect and compile relevant knowledge and experiences concerning cross border business to educate our employees on the legal aspects. TC: Our value-adding point is that we know the business of the company well; we know what we are doing in China, and what kind of legal services we want. Selecting proper law firms is only a small part of our job. We also connect with the lawyers, telling them how we want the deal to be done, how the team should be organised, and helping them decide how the deal should be structured. This is where we play a leading role. The quality of in-house lawyers ZF: Personally, I believe four qualities are essential as far as a qualified in-house lawyer is concerned: Professional competence. In a specific practice area like M&A, and in our specific sector – energy, we all have to constantly keep an eye on **The Chinese translation of this story was prepared by CLS Communication**

团队 ZF: 我们总部和下属企业共有数十名专业律师，大多从国内外知名法学院校毕业，有在国内外大企业和知名律所的工作履历，对能源行业有较丰富的实践经验。

HY: 整个中航油的法律部门，去年我们只有连同我在内只有7位法律工作者，现在已经增长到了38位。如果算上兼职的合同管理员，可能还会更多一些。 TL: 我们这条线现在有80多人，基本都是专职专业人员。从国企来说，尤其是我们这样的“ 地方国企”，算是规模比较大的。 LL: 我们法律事务部从SGID成立时就是独立的的部门，目前有10个成员。 TC: 我们这里的团队不是很大，只有两个律师

在香港，但是我们也同时负责处理中国大陆的法律的事务。因为我们两个都没有中国的律师执照，所以我们一般有中国事务需要的话，会找中国当地的律师事务所替我们去处理。

法务的角色 HY: 我们的工作内容跟其他的成熟的法律部门没有什么两样。主要是各种各样的会议，谈判，协商，文件的起草，修改，各种沟通，出庭等等。法律部门最主要的几个事务是这样的：重大经营决策；合同；公司的规章制度；诉讼。在这些工作领域中，法律部门都要有一个全面的参与。

TL: 我对我们部门的思路，最重要的是要建

立一个总的法律体系和架构。这个架构要融入公司的整体管控体系里面去，作为一个职能的条线，发挥专业把关的作用，以及法律风险防范和管控，成为整个集团的管理不可缺少的一部分。

LL: 除了日常法律事务管理，我们的工作主要是支持公司的业务发展，对海外绿地投资、兼并收购等业务的项目执行提供全过程支持，并对公司的业务发展战略提供决策支持。另外，对涉及到海外业务的知识和经验加以整理和积累，在公司内部进行法律知识的宣传和教育。 TC: 最体现我们价值的地方是什么呢？我们对

公司内部的生意有比较多认识，我们知道我们到底在中国要做一些什么的生意，我们需要一些什么的法律服务，所以挑选合适的中国律师只是其中的一部分，在整个过程当中，我们要跟他们联系，告诉他们我们想怎么做这个交易，这个团队应该是怎么样的，而且我们帮助他们决定应该怎么去设计一个交易的结

** 此文中文翻译由CLS Communication提供 **

Energy roundtable

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the latest regulations and practices, and be fully aware that where we can retain the best lawyers and firms in the particular practice area once we need support from the outside counsels. Business acumen and broad knowledge exposure. It is quite plain that without fundamental knowledge about your employer’s business strategy, business model and information on its rivals, or if you are unable to decipher a financial statement, it will be very difficult for you to provide practical legal advice to the executives and other associates. Communication skills. The clients of an in-house counsel are narrowed down to the internal associates only, and it is a fine art to know how to brief the boss in an effective way. It requires time and practice to

构，这是我们发挥作用最大的地方。法务的自我修养 ZF: 我觉得in - house c ounsel基本的素质有四: 一是专业能力，作为公司法务人员，在细分专业领域如并购，和细分行业领域如能源行业，一定要熟悉相关领域的法律法规和最新的行业实践，同时也要了解该领域国内外最好的律所和律师，这样有疑难问题出现时在自身团队专业能力不足以解答时可以第一时间寻求外部律师的支持；

A security guard stands in front of windmills used to generate energy in Shanghai. REUTERS/Aly Song

sharpen these skills. Pursuit of excellence. Comparatively, in-house counsels are under less pressure than private practice lawyers, so we can easily lose the motivation to strive for excellence and enhancing our professional capabilities unless we keep pushing ourselves to stretch further, and have the audacity to walk out of the comfort zone sometimes.

二是熟悉财务和管理，作为公司法务人员，如果对公司的战略、商业模式、主要竞争对手不了解，读不懂公司最基本的财务报表，不是一个合格的员工，更不是一个合格的公司法务人员，更难以为管理层以及其他业务部门量身定做切实可行的法律方案和提供法律咨询。

HY: An ideal counsel must possess four things: First, professional skills; second, integrity; third, worldly wisdom, or a businessman mindset besides a legal perspective; and four, the love for the law

三是沟通能力要强。公司法务人员主要的客户实际是内部客户，包括公司管理层和其他业务部门，如何能用简练的语言在有限的时间内

**The Chinese translation of this story was prepared by CLS Communication**

** 此文中文翻译由CLS Communication提供 **

Energy roundtable

ASIAN LEGAL BUSINESS october 2012

and loyalty to the company. TC: I think first, an in-house lawyer has to have analytical, logical and strategic thinking, and clear ideas. Second, one should have a commercial acumen, not just as a lawyer, but to think from a commercial perspective. Then, an in-house has to know the business of the company well. For instance, in the energy sector, we sell a number of products, like aviation fuel and lubricants, and we operate petrol stations, etc. And the business models vary from products to products. External lawyers know little of this, so we need to make it clear to them what they should be aware of, or how to draft the contract each time. We need also to review and revise their drafts. Since we cannot 100 percent rely on external lawyers accurately finishing work for us, we have to carefully supervise. In addition, to our colleagues from the business units, who are on the frontline of making money, we are the backup from behind. So we need to have the emotional quotient and abilities that are strong enough to influence them. Sometimes, their assumedly feasible acts would violate some certain regulations like that of tax. We’d have to tell them they cannot do it, but in a better way like providing alternatives, which is really important. Communication also matters and relates to the ability of influence. We have to effectively communicate with them to help them understand the nature of the problem. Teamwork is important for us to complete a task together. Last but not least, it is necessary to give the staff opportunities for self-development, and offer them coaching and the chance to diversify their skills. LL: Looking at the overall functioning of in-house teams in Chinese companies, it is a good start that many have the attention of executives. In fact, this attention is growing. But we in-house counsel must work on how to influence the decision making, how to present ourselves and add value to the company operations, and how to enhance the interaction between the legal team and other departments. More down-to-earth practices and a better founded culture of the “rule of law” are needed. Job evolution in recent years YL: In the past 10 years, having learned a lesson the hard way, we have undergone a sharp learning curve as the conglomerate branched out into diverse business units and cross border transactions have become more commonplace. The 1990s were a difficult and chaotic period for Chinese SOEs. That was a time when China went through a transformation from a central-planning economy to a market economy. Many SOEs, Sinochem in particular, suffered heavy losses during that period due to mismanagement and lack of risk and credit control. ZF: My observation is that SOEs, in particular those SOEs directly controlled by the central government, are gradually paying more and more attention to in-house jobs. Thus, the in-house lawyer’s functionality is strengthened in corporate China. Hopefully in the foreseeable future, the in-house lawyers can be more proactive, and their career development can be more diversified and promising. However, the gap between corporate China and the MNCs is still large enough that

**The Chinese translation of this story was prepared by CLS Communication**

向管理层解释清楚一个法律问题，如何能用通俗易懂的语言向其他部门同事解答清楚一个他们工作实践中遇到的或大或小的法律问题，这种深入浅出、“极高明而道中庸”的能力其实需要很强的综合能力和有意识的锻炼。四是公司法务人员要有追求卓越的心态，相对而言，公司法务人员不像外部律师那样工作压力和强度大，如不有意识的提高对自己工作效率效果的要求，公司法务人员很容易懈怠和专业能力退化。

HY: 一个理想的法务有四个方面，一个是专业精通，第二个是品德端正，第三个是世事洞明，法律人员要有一个生意人的思维，不能光从法律上考虑，第四是对法律事业的热爱和对公司的忠诚。 TC: 我觉得首先作为律师第一个最重要的是有一个分析性，逻辑性，战略性的思考，思路要很清楚。第二要有商业敏感性，不单单作为律师，还要能够从一个商业的角度去看问题。然后对自己的公司的生意要深入的理解。因为我

** 此文中文翻译由CLS Communication提供 **

Energy roundtable

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们能源行业，卖的不是单种产品，譬如我们卖航油，润滑油，又做加油站，由于产品的不同，有可能十几二十种不同的生意方式。外部的律师不了解我们的生意，所以我们每一次要清楚的告诉他们，我这个合同要注意什么什么，你给我起草的时候要怎么怎么样，他们起草完了我们自己也要修改，因为不能百分之一百依靠外部的律师能够给我们做得很精确，我们都需要小心监管。还有对于我们自己公司的做生意赚钱的部门，前线的同事们，我们是在后面给他们提供支援，所以我们要有比较好的EQ，有能力去影响他们。有时候他们觉得我这样做这样可以，可是这样做从税务上，法律上是违反了规定，他们可能不知道，那我们就要告诉他们，你不应该这样做。可能比较好的方式是给他们其他选择。还有沟通，也跟影响能力有关系。你要跟他们沟通得比较好。让他们理解这个到底是什么样的问题。然后团队合作也很重要，大家要作为一个团队去处理这些事情。最后，要给手下的同事们发展机会，给他们指导，还有给他们机会去做不同的东西。

Workmen hang from the power lines for a new railway line under construction on the outskirts of Beijing. REUTERS/David Gray

it will take time and strenuous efforts to fix it. TC: I have been working in the field of China-related legal affairs for more than 20 years. I joined Chevron 12 years ago after years of experience in other energy companies. Basically, I have been an inhouse counsel for the energy sector throughout my career, and it has been over two decades since my first involvement in Chinese laws and regulations. Over the years, I think the major change is that the Chinese legal system has become more affluent and complete, in comparison to the old times when there weren’t many laws and regulations. What I’ve been witnessing is a great change, a progress of evolution. Another change is that the Chinese lawyers have become much more competent. In the beginning there weren’t many lawyers at all, and great lawyers were rare - those who spoke fluent English and completed their work to perfection. I found that lawyers are getting better and better, as we’ve been using Chinese firms all the way. I also found during my in-house career, especially over the past five years, that the Chinese are getting more precise and sticking to the law. For example, the recently issued Anti-Monopoly Law is what was absent before. As a result, we are paying particular attention to those antitrust Chinarelated issues. We are extremely careful with whether there are any **The Chinese translation of this story was prepared by CLS Communication**

** 此文中文翻译由CLS Communication提供 **

LL: 总体看中国企业中法律队伍的作用，现在许多企业都重视依法治企，增加法律专业人员，这是个好的开头。但是对与法律顾问在行使职能的时候，怎样影响企业决策，怎样在业务中体现出法律顾问的功能和价值，怎样促进法律和业务团队的互动，还需要渗透到实践中，需要进一步培育整体的法律文化。工作的演变 YL: 过去的10年间，随着集团进入多样化经营的发展，跨境交易也越来越普遍，我们也经历了一个非常曲折的学习曲线，学到了艰难的一课。中国国企的1990年代非常困难和混乱。当时中国正经历从计划经济转型到设厂经济的转型。许多国企，特别是中化，因为当时的管理不善和缺乏风险和信用管控，而遭受到了严重的损失。

ZF: 我个人观察到的公司法务最主要的变化

是国有企业尤其是中央企业越来越重视公司法务工作，这可以从国务院国资委一系列的文件中得到证实，这会提升公司法务在国有企业中的地位和发言权，从而也会导致工作量和工作形式的变化，公司法务会更加主动积极，职业生涯发展的通道也会更加宽广，但和世界500强企业的差距我觉得仍然很大。

TC: 我参与中国相关的法律事务，已经二十

多年了。我正式加入雪佛龙有十二年，但此前也在别的能源企业，所以一直是在本行业从事法务。如果从我一开始接触中国的法规算起，已经二十几年了。

Energy roundtable

ASIAN LEGAL BUSINESS october 2012

An employee fills a vehicle at a gas station in Hefei. REUTERS/Jianan Yu

relevant provisions in a specific area. In general, the law is getting stricter, and we are getting more cautious. The company plan TC: In the past, we didn’t have a really large-scale business in China. But now, as far as I know, there is a full marketing plan to promote one of our various products in China. And there are also some solid plans for our upstream development in China – upstream in the petrol industry referring to exploration and exploiting, etc. Besides, some foreign-based branches of Chevron International, like our Australian company, have large procurements in China. Therefore, they are sending over inspectors to guarantee quality assurance. In a word, the China-related business, both the inbound investments and the procurements, would have plenty of opportunities to develop and expand. TL: In the near future, I think Shanghai Electric will continue to focus on overseas expansion. Either we will purchase assets overseas or establish cross border partnerships with international corporations. The methods vary, but the tendency is getting stronger and stronger. This will occupy most of our attention. Energy industry and risk control ZF: The central government has recently promulgated a series of laws and regulations on clean energy. We also observe that the change in the international carbon emissions market will surely have great impact on the industry and its business model. The change of policies and business models will have various impacts on our practice. I think the in-house legal team should not only manage the legal affairs on a daily basis, but it also needs to do research and keep track of the development of relevant state policies and legislations. Of course, the research is not purely for academic interest, but mainly for paving a **The Chinese translation of this story was prepared by CLS Communication**

过去这些年间，我想最主要的变化是开始的时候没有太多法规，而现在中国的法规变得比较多而且比较完善。所以我是见证了中国的法律的一个很大变化，一个进化的过程。另外一个是中国的律师比以前也能干得多。开始的时候中国都没有多少律师，但现在有很多很好的律师。而且有一些英语的特别好，很能干。因为我们需要用很多的中国律师事务所为我们提供服务，这个过程中我发现他们越来越能干。我觉得在过去5年当中，在我在作为法务的过程当中发现现在在中国做这些法律事务，也变得比较严谨，比较多规范了。譬如以前在中国没有《反垄断法》，现在也有了。总之中国的法律越来越严谨，我们也特别要越来越小心处理。公司计划 TC: 我们以前在中国没有发展得那么多，但现在我知道我们有一个产品已经有一套完整的计划，要在中国市场有推广的大动作。另外，我们的上游，就是勘探开发的方面，在中国也有也有很多计划。除此之外，我们雪佛龙系统外国的公司，例如我们在澳大利亚的分公司，他们在中国来进行大量的采购，所以他们也会派一些人到中国，确保他们采购的东西质量保证能够做得比较好。所以在中国的这一块，无论在当地投资，或是从外面进来采购，应该都有比较多的发展和拓展。

TL: 近两年我觉得我们公司还是合资并购，国

** 此文中文翻译由CLS Communication提供 **

Energy roundtable

WWW.LEGALBUSINESSONLINE.COM : @ALB_Magazine : Connect with Asian Legal Business

clear road map to ongoing business operations. TC: In terms of the present economic condition, what I can say is that it might have some impact on our business, but is not likely to affect our development plans. I think the two most influential laws to us are the Labour Law, a new law issued only a few years ago, but already deeply affecting us, and the Anti-Monopoly Law. As our company focuses highly on compliance, we are paying particular attention to these two laws. An instance of the obvious effect of the Labour Law is the occurrences of labour disputes we’ve encountered with employees. There have been only a couple of them though, which deserve special high vigilance. HY: Since the financial crisis, the economy has gone up and down. The trend has yet to be clear, and perhaps there will be some worse times to some extent. The indicators of Chinese companies dropped from same time last year. Inevitably we have been affected in the following ways: First, legal disputes increase in the unstable economy with problems once covered by growth emerging in the downturn. Second, companies and departments have become more aware of legal risks in such harsh time. Third, we hope we can come out as winners and survivors of a tough environment. TL: Currently, the state policies of tightening investment have slowed down many projects. It has more or less some impact on us. But, as one of the fundamental industries, our energy equipment manufacturing would perform relatively better than many other industries since there isn’t as much of a bubble here as in some sectors. When the bubbles burst they are the ones that get hurt, not us. Furthermore, the energy industry will always be needed to a certain extent as it is a basic demand of all sectors. I think for a significant period of time, this would remain the case. Anyway, we will strategically seek new growth points, such as overseas investment and projects. But the traditional business will remain our advantage in the market and our core competitiveness. LL: We are not going out for the sake of going out. We examine each M&A and investment opportunity calmly and cautiously. With open minds, we also do thorough research and investigation. To evaluate and make choices on opportunities and timings is so important that the professional advice of legal practitioners is indispensible. The first role we play here is carrying out the due diligence investigation. We also provide comprehensive information and analysis to the decision makers after thorough research on the investment environment, and the laws and policies of the target’s country. Secondly, in order to proactively promote the projects, we utilise our expertise and experiences in law to prepare the documents and organise the negotiations. With our increasing experiences in overseas M&As, we can improve the international reputation and image of Chinese companies by successfully supporting the operation and execution of our investment projects. The challenges TC: As for our current challenges, the first one is the shortage of resources due to the accumulation of work and explosion in number of laws and regulations as a result of our growing business in China. There are still only two of us, which means a heavier load and more hard work. The second challenge is the difficulty and time consumption in finding a law firm that meets our standards in the smaller cities, **The Chinese translation of this story was prepared by CLS Communication**

** 此文中文翻译由CLS Communication提供 **

际合作会比较重要。不管是我们去海外收购，还是和国际公司建立跨国合作，方式多样，但是国际化的趋势是越来越明显。这个工作会占用我们相当的精力。能源行业与风险管控 ZF: 国家关于清洁能源的一系列法律法规，以及国际上碳减排市场发生的种种变化，必然会对能源行业的生意模式产生重大影响，要求企业要主动转型，以因应国际国内的政策调整和行业变化。我觉得法务部门除了要做好日常法律事务处理，还需要对国家的相关政策法规做好前瞻性研究和跟踪工作。

TC: 关于当前的经济形势，只能说对我们的生意影响可能会有，不过可能不会影响到我们发展的计划。我觉得有两个法规特别对我们有影响，第一就是《劳动法》。这个是一个新的法律，出台只有几年，但是它影响很深。还有另外一个就是《反垄断法》。因为我们公司对合规特别注意，所以这些我们要特别的留意。譬如在《劳动法》这方面就发现影响比较明显，发生过一些跟员工有劳动争议的事件。不过也不是很多，一两个而已，但是我们需要特别注意。 HY: 金融危机以来，经济反反复复，到现在

为止还没有明朗化，甚至可能有一定的恶化。我们无可避免会受到一些影响。对法律工作来说，可能有三点。第一是在经济的波动时期，很容易带来法律纠纷的增加。在经济上升时期很多问题被掩盖掉，但是在经济大起大落时就会浮现。第二个是各个公司各个部门的法律风险意识在提高。他们会意识到这是非常时期，会意识到法律风险。第三个是我们希望在恶劣环境中我们希望我们是最终的胜出者。

TL: 目前投资的紧缩和整体大环境的增长放

缓，会对我们企业或多或少会有影响的，但是受大环境影响比较大的是那种泡沫比较多的，我们这种装备制造也属于基础工业本身没有太多泡沫，跟其他产业比起来应该还会好一些。并且，能源工业始终是一个基本需求。我觉得在相当的一个时间里面还会保持这样的需求。另外从战略上我们需要开发新的业务增长点，例如海外投资和业务。但是作为基础行业，我们的传统业务还是我们的优势和核心竞争力。

LL: 我们不是仅仅为了国际化而国际化，我们

需要理性而审慎的看待各种并购和投资的机遇。在有一个开放的头脑的同时，充分进行调查研究。对机会的判断和时机的选择是非常重要的，而其中法律人员的专业判断不可或缺。我们法律人员的作用，一方面是尽职调查

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能源企业面临新挑战 1、您如何看能源业务的未来发展趋势？尽管经济发展速度放缓，但能源问题始终是中国这全球第二大经济体尚待解决的难题，因此，我本人认为未来能源业务还将持续成为律师的业务热点之一。由于技术、环保等瓶颈的限制，中国需要吸引诸如雪佛龙、康菲等一流的国际能源企业前来中国投资；与此同时，中国实力的强大和政府的引导，已经和将继续有越来越多的中国企业到境外投资。这种跨境投资的活跃，决定着相关法律服务的市场需求。由此，我认为，在未来的几年，能源领域的法律业务仍将是热点。 2、最近有哪些新颁布或新修定的与环境、资源、能源相关的法律法规？首先是令人瞩目的《民事诉讼法》的修改。2013年1月1日开始实施的修订后的《民事诉讼法》中增加了环境公益诉讼制度的相关条款：“第五十五条对污染环境、侵害众多消费者合法权益等损害社会公共利益的行为，法律规定的机关和有关组织可以向人民法院提起诉讼。”在经过业内人士多年的呼吁和努力后，终于增加到了新修订的《民事诉讼法》中。其次是已实施了23年、正在征求意见中的《环境保护法》的修改。目前《环境保护法》征求意见稿已经发布，在该征求意见稿中，已经将重点污染物总量控制制度正式写入，并进一步明确和完善了企业污染防治责任制度。此外，本所等众多业界人士都在呼吁对于征求意见稿进行进一步完善，如明确环境公益诉讼制度、环境税制度，完善环境污染损害赔偿制度、环境影响评价审批制度及三同时制度等等。这些制度均会进一步加强企业环境责任，规范企业的排污行为。再次是历经27年，目前尚在起草中的《原子能法》。目前《原子能法》的初稿已经完成并已征求各部委意见。本所有幸作为起草组成员全程参与到该法的立法过程。该法作为核能领域的基本法，将对中国未来核能领域法律关系的调整和中国核能事业的发挥重大作用。此外，《大气污染防治法》和《北京市大气污染防治条例》也均在制定、修改的过程中，本所作为北京市环保局的法律顾问也从实践的角度对该两部法律的制定和修改提供了专业意见和建议。 3、这些新颁法律法规对您的客户会带来什么样的影响？上述法律法规均对资源、能源类企业的日常经营、运行、以及并购、融资等一系列行为产生直接影响，具体表现为： 1）新法规对于项目建设前的相关行政审批的要求将会更加严格，包括重点污染物排污企业需先行取得排污总量审

批，强调建设项目的环评必须先行办理等等。 2）新法规对于企业在项目运作过程中的合规性也提出了更高的要求，包括，企业环保设施的三同时及暂停审批的落实、规范排污行为、规范环境监测等等。 3）在新法规下，企业违规/侵权的代价将大大增加，尤其是环境公益诉讼制度开启之后，对于以往无人主张的环境污染损害的公共利益部分，企业将付出极高的代价。由此，新法规对于企业的合规性要求更高，企业需对相关法律规定有一个系统的了解和评估，充分的消化吸收及评估新法规项下的义务及风险，以避免因违反相关规定需承担的巨大代价。而对于来中国投资的外国企业更是如此，中国的法律体系较为复杂，同一领域不仅有法律、还会有大量的行政法规、部门规章甚至是规范性文件，这些文件之间的关系以及新法出台后相关文件规定的有效性判定等，对于投资者而言理解起来有一定难度，相关的法律等专业支持必不可少。 4、对接下来的两年，你的律所和团队对能源业务有什么样的期许和发展计划？目前，本所的环境、资源、能源专业服务团队不断壮大，日益成熟，已形成了由中外律师组成的经验丰富国际专业服务团队，能够充分满足中外客户的国内及跨境资源、能源业务的需求。未来我们将继续关注、提早涉足能源领域的前卫业务，并积极参与相关立法，保持和不断扩大本所在能源法领域的优势，更好的为国内外能源企业提供专业、优质的法律服务。 5、对于那些对外投资的中国能源客户，您有什么建议？随着走出国门进行投资的资源、能源企业越来越多，诸多企业也付出了不少代价，交了很多学费。对于这些走出国门的企业，我们的建议就是在投资之前先搞清楚两件事：一是投资款如何投出去的问题，对于企业对外投资，中国的发展部门、商务部门、外汇部门等均有一系列法律规范和政策规定，若不搞清楚，你的投资款是出不去的；同时，中国也有诸多支持企业走出去的融资、担保等鼓励性政策，想要走出去的企业应先做好这些功课，充分利用好这些有利政策。二是如何把钱投到目标国。为此，要先行对拟投资国家的投资环境做好尽职调查，先行了解清楚该国关于外国人投资资源、能源类项目的法律、政策、投资主体、税收、外汇、环保、雇佣、劳动时间、公司法等方面的规定，否则，可能会投资失利，遭受巨额投资损失。还有一点非常重要，就是要充分依靠律师、会计师事务所等咨询机构的专业支持。有的企业因为不知道、不了解，有的企业为了省钱，往往忽略或不愿在该方面花钱，而未能事前发现或及时防控面临的风险而最终导致因小失大，损失惨重。因此，尽快实现跨境投资中的规范化、国际化，是那些初次向境外投资的中国企业需要学会的第一课。

Energy roundtable

ASIAN LEGAL BUSINESS october 2012

unlike those in first tier cities like Beijing or Shanghai. TL: The biggest challenges were the ones we encountered while “going abroad”. As a large SOE, we have been increasingly targeting overseas development. Our in-house team has also advised on, and directly taken part in our overseas moves like cross border M&As, infrastructure projects, overseas asset management, and even the opening and running of branches in a foreign country. LL: Nurturing talent and recruitment. Although we have a good start, there is still much to improve. External counsel ZF: In picking domestic and international law firms, we consider mainly their professional expertises and reputation. We also try to strike a delicate balance between cost and the quality of service. In addition, we tend to retain the firms and lawyers who can fully understand our concerns and business. TC: We have gone through a change in terms of cooperating with external lawyers. In the past, I mean some 20 years ago, we would only turn to international firms who might have proper knowledge on PRC law. Nowadays, we sometimes engage Chinese firms with direct communications and contacts. Most importantly, the firm we pick is determined by the professional capability, which is the fundamental factor. Some firms have unique expertises in certain areas, like trademarks or branding. There are such boutique firms practising in these niche markets in China. Normally, the firms we choose are those who have their own specialties and distinctive strengths, the most professional ones. We continue to work with international firms, too. And under most circumstances, it depends on the object at hand that needs to be dealt with. For instance, where there is a small litigation or dispute, a local firm is a probable advocate for us, as the object is not that large. However, in the cases of huge merger and acquisition, where some special regulations or multinational corporations are involved, we might consider an international firm that has a branch in China. HY: We consider first, professional skills, second, the enthusiasm in service, and third, a long-term partnership that we could develop together. We don’t want a law firm to bring its service to an end at the closure of the case. We hope they look from the company’s point of view to pick a path for the company’s best and offer us the most additional value. It would be mutually beneficial if they help to correct our shortcomings and improve our abilities. TL: When choosing external counsel, cooperativeness and adaptability are important. We consider how much we understand mutually and match culturally. Price is an issue, but I never take it as one of the key criteria. Actually, I do not agree that we should pick a cheap one. What I value are which person the firm sends to us, whether he or she fits our project, how good he or she is professionally, how dedicated he or she is, and whether he or she values our business. For the different sizes and difficulty of deals, we need different levels of lawyers. We should not waste a senior partner’s time on a minor case, nor risk our important business in the hand of a first-year associate. Therefore, we need our contacts to be clear enough about our business. Also, there **The Chinese translation of this story was prepared by CLS Communication**

和研究，通过对当地投资环境，法律法规和政策的研究，帮助决策部门提供全面的信息和分析，以协助决策。另一方面，我们也利用我们的法律知识和经验，组织法律文件的准备和相关谈判，积极主动的推动项目的完成。通过不断积累起来海外并购法律方面的经验，在国家鼓励走出去的大背景下，通过提高投资和项目执行水平，进一步提高中国企业在国际社会中的声誉和地位。挑战 TC: 现在而言，我们面临的挑战，我觉得首先是中国的业务越来越大，越来越多事务，法规也越来越多。但是人手很紧张，我们还是只有两个律师，所以工作比较辛苦，这是第一个挑战。第二个挑战就是在中国一线的城市，大城市，比如来讲北京、上海这些可以有很多律师事务所让我们去选择。但是如果在一些比较小的城市里面，想找一家我们比较满意的律师事务所，有时候是有一些困难，也花多一些时间。

TL: 最主要的是 “走出去”的过程中面临的挑战。我们作为大型国企，海外发展力度越来越大。海外并购，海外工程，海外资产的管理，包括海外开设公司等，都是我们法律部门要关心的问题，我们也直接参与。 LL: 第一挑战是人才的培养和引进。现在国企越来越重视法律队伍建设，我们也从全国范围内招聘人才。我们的起步很好，但是还有很大的努力空间。

外聘律师 ZF: 国内外合作律所的选择主要是看在相关领域的专业能力以及一定的知名度，其次考虑成本。此外，我们喜欢聘用那些注重长期战略合作、急客户之所急、专业能力和敬业精神并重的律所和律师。

TC: 我们与律师的的合作也有个过程。二十几年前，我们会找一些对中国的法律比较有认识的外国律师事务所。现在有时候我们会直接找中国的律师事务所沟通、接触。而最主要的，我们用哪家律师事务所，最看重的是专业的能力，这是最重要的。而且有一些律师事务所，他们专长在某一个方面，譬如商标，品牌；也有一些特定的律师事务所，在中国专门做这些业务。所以一般来讲我们选律师事务所都是选在某一个方面比较有特殊的专长和特别的能力的律师事务所，比较专业的那些。我们同样也继续跟国际的事务所合作。多数时候，是看我们要处理的东西。譬如来讲，如果某一个地方有一个很小的诉讼或争议的话，我们可能会选一家当地的律师事务所去处理，因为牵涉的标的也不很高。而如果我们有一些并购牵涉到有特殊的规定，有时候还牵涉在国外的一些其

** 此文中文翻译由CLS Communication提供 **

Energy roundtable

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is a certain amount of competition among them. LL: We wish there were stronger lawyers specialising in cross border transactions. We need lawyers who have mastered the relevant laws and knowledge, are experienced in overseas deals, are proficient in the needed foreign language, are skilful in international negotiations and communications, and most importantly, are familiar with the style and needs of SOEs. At the moment, we rarely see external lawyers meeting this high bar. We need to work together with external lawyers to develop their expertise and grow this market. YL: Sinochem strives to establish a transparent, fair and efficient mechanism where a mismatch or juicy contract can be prevented. As the Chinese saying goes, “you don’t need to use an ox-knife to kill a chicken”. We don’t necessarily have to use a mega international firm for every single deal. Rather, we select the counsels according to the size of the deal and also which jurisdictions they operate in, especially when we have to conduct a multijurisdictional transaction. Experience certainly counts. The lowest bidders are not always the best. And the Haigui, or Chinese overseas returnees with substantial multinational firm experiences, they provide better quality work than the home grown firms, yet their services are priced lower than foreign ones. We increasingly invite them to bid for our work and even let them handle our relatively small outbound deals valued less than $200m. Consultants such as investment banks can be a dangerous crutch. Some inexperienced SOEs misplace their trust on their advisers and fail to realise that these advisers don’t carry any fiduciary duty to protect their interests. And their financial advisers, in particular, are more often than not driven by the common incentive scheme of success fee to get a deal done. Eventually you have to rely on your own in-house deal team and your own judgement.

他的公司，可能我们就考虑选在中国有分所跨国律师事务所。

HY: 第一个是专业精通，第二个热情服务，第三个和我们长期合作，共同成长。我们希望律所不是给我们处理完一件事就算一件事，我们希望他们从公司的角度考虑，对公司最有利的路径，希望他们为我们提供更多的附加价值。比如通过服务，改进我们的不足，提高我们的能力，双方相得益彰。

TL: 在选择合作律师的时候，律师和企业的合

作性，匹配性非常重要，要能够互相理解，文化相融。性价比要比较好，但是我也不太赞成挑太便宜的律师。不会以服务费为标准。我考虑的因素是律所派什么人来做，他是不是合适做这个项目，他的专业能力，他是不是够投入，他是不是把我们的事情看得非常重要等等。不同的规模，大小，难易程度的项目，也是要配备不同层次的律师。我们也没必要杀鸡用牛刀，但我们也不可能让小律师去做我们的大事情。对此我们会对我们的联系人有要求，他们也要非常清楚我们。这里面也还存在一定的竞争。

LL: 希望从事跨国交易的律师能更多更强，因

为我们需要律师既有海外并购的经验和相关法律知识、技能，国际谈判能力和中英文沟通技巧，还必须了解国企的特点和需求，这样的人才很难得，需要我们和外部的律师共同努力，促进法律市场的繁荣和人才的成长。

YL: 中化正努力建立一个透明、公正和高效的选择机制，以防止出现能力不匹配或者酬劳过高的情况。正如中国古话说，割鸡焉用牛刀。我们不一定每一桩小生意都要用上国际大律所。相反，我们是根据每一笔交易的大小，所处的司法辖区来选择相应的法律顾问，尤其是在必须要进行跨法域交易的情况下。经验当然很重要。报价最低的并不总是最好的。另外，有相当的国际律所经验的海归律师的律所，通常能比本土律所提供更优质的服务，同时也比外国律所定价便宜。我们越来越多的邀请他们参与我们案子的投标，甚至直接委托他们办理一些小于2亿美元的小规模的对外业务。

A pump jack is seen surrounded by steam during sunset at a PetroChina’s oil field in Karamay. REUTERS/Stringer Shanghai

**The Chinese translation of this story was prepared by CLS Communication**

** 此文中文翻译由CLS Communication提供 **

依靠投行咨询师等人则有可能是比较危险的。一些没有经验的国企错误的信任了这些顾问，并没意识到这些人并没有义务保护企业的利益。而这些顾问，特别是金融顾问，常常只受奖励方案的驱动，一心促成交易从而赚取佣金。最后你只能依靠公司内部的交易团队以及自己的判断。

Top 20 largest law firms

ASIAN LEGAL BUSINESS october 2012

ALB China

Top 20 Largest Law Firms

ALB 中国律师事务所二十强 ALB China shines the spotlight on China’s 20 largest firms. Cathy Chen talks to the top 10 for insights into market trajectories, their growth objectives and why expansion must always be thoughtful and balanced.

ALB 中国版本期聚焦中国的20家最大的律所。Cathy Chen用第一手访谈为您呈现前十名的的市场轨迹，成长目标，并解析为何律所扩张规模必须深思熟虑寻求平衡 REUTERS/David Gray

**The Chinese translation of this story was prepared by Synmax Translation**

** 鑫马翻译提供中文译文 **

Top 20 largest law firms

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M ethodology

An online survey was sent to all eligible domestic firms, where participants were asked to submit details about the number of their offices, partners, and associates. It is worth noting that in this year’s survey, we introduced a new parameter: Fee-earner headcount - which speaks to a firm’s size in a broader sense in terms of headcount. Law firms submitted their data by Aug. 1, 2012. Following a review of the data from the completed online questionnaire, interviews were conducted with the firms to further explore the story behind the data.

ALB China Top 20 largest law firms Firm name

Managing partner

Head office

Number of offices

Number of partners

Number of associates

Fee-earned Headcount

Dacheng Law Offices LLP

Wang Zhongde

Beijing

749

1428

2676

Beijing Yingke Law Firm

Multiple

Beijing

567

1053

1820

King & Wood Mallesons

Wang Ling

Beijing

380

1420

1800

Grandall Law Firm

Lv Hongbing

Shanghai

215

580

1112

DeHeng Law Offices

Wang Li

Beijing

187

763

1106

Zhong Yin Law Firm

Li Ju

Beijing

117

584

960

AllBright Law Offices

Wu Mingde

Shanghai

184

671

940

Zhong Lun Law Firm

Zhang Xuebing

Beijing

203

560

747

Jun He Law Offices

Wei Xiao

Beijing

149

299

482

Guanghe Law Firm (GH Law Firm)

Multiple

Shenzhen

112

348

455

ZhongLun W&D Law Firm

Chen Wen

Beijing

320

418

Guangdong Sun Law Firm

Zhifeng

Shenzhen

234

350

Zhongcheng Renhe Law Firm

Wang Guangren

Jinan

275

307

Jingtian & Gongcheng

Multiple

Beijing

279

Deheng Law Firm

Multiple

Beijing

181

277

Jincheng Tongda & Neal

Max Tian

Beijing

217

271

Guantao Law Firm

Cui Liguo

Beijing

140

268

Grandway Law Offices

Multiple

Beijing

214

260

Hylands Law Firm

Hong Liu

Beijing

150

235

Global Law Office

Jinrong Liu

Beijing

200

Rank

Top 20 largest law firms

ASIAN LEGAL BUSINESS october 2012

排名方法

本刊向所有符合要求的国内律师事务所发送在线调查问卷，向受访律所征集其办公室、合伙人及律师数量方面的详细信息。值得一提的是，在今年的调查中，我们引入了一项新的参数：收费专业人员总数— —用于在更广泛的意义上衡量律所的规模。受访律所提交数据的截止日期为2012年8月1日。对在线调查问卷数据审核完成后，本刊还对各律所进行了采访，以进一步发掘数据背后的故事。

A L B 中国律师事务所二十强排名

事务所名称

管理合伙人

总部

办公室

合伙人

律师

收费专业人员总数

大成律师事务所

王忠德

北京

749

1428

2676

北京盈科律师事务所

多人

北京

567

1053

1820

金杜律师事务所

王玲

北京

380

1420

1800

国浩律师事务所

吕红兵

上海

215

580

1112

德恒律师事务所

王丽

北京

187

763

1106

中银律师事务所

李炬

北京

117

584

960

锦天城律师事务所

吴明德

上海

184

671

940

中伦律师事务所

张学兵

北京

203

560

747

君合律师事务所

肖微

北京

149

299

482

广和律师事务所

多人

深圳

112

348

455

中伦文德律师事务所

陈文

北京

320

418

广东国晖律师事务所

孙智峰

深圳

234

350

众成仁和律师事务所

王广仁

济南

275

307

竞天公诚律师事务所

多人

北京

279

德衡律师集团

多人

北京

181

277

金诚同达律师事务所

田予

北京

217

271

观韬律师事务所

崔利国

北京

140

268

国枫凯文律师事务所

多人

北京

214

260

浩天信和律师事务所

刘鸿

北京

150

235

环球律师事务所

刘劲容

北京

200

**The Chinese translation of this story was prepared by Synmax Translation**

** 鑫马翻译提供中文译文 **

Top 20 largest law firms

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Legal market landscape in 2012 It was another year of growth in size for Chinese law firms, though this time it has been more stable compared to previous years. The understanding that being large does not necessarily equate to strength is clearly shared by the Chinese firms. While these firms take similar or different approaches to expansion, they are focusing more on the quality of people and services, and brand building. The firms are strategically forging their core competences, and deploying their presences across China and around the world. A pulse of consolidation of management and resources on the legal market can be strongly felt. Although firms are approaching consolidations, and various methods they find suitable to their own needs, they may foretell a new landscape that has yet to take shape in the years to come. In this context, King & Wood’s merger with Mallesons Stephen Jaques may demonstrate the momentum - inspiring and spurring more firms into action - and even point to the future. Among the top 10 firms on the ALB China Top 20 Largest Law Firms list (the List), Dacheng, Yingke, and King & Wood Mallesons land in the top three spots, exactly as they were in 2011. They surely

have grown, though interestingly enough, King & Wood’s merger with Mallesons did not alter its position in the ranking. Jun He and GH Law Firm rose up in the rankings to no.9 and no. 10 this year, up from their spots in 12th place and 11th place last year, respectively. The other five biggest players (Grandall, DeHeng, Zhongyin, AllBright, and Zhong Lun) were also among the Top 10 in 2011, with their rankings varying minimally this year. With it comes to the next 10 players, it is quite a different picture. We see five new entrants: Beijing Grandway Law Offices, Jingtian & Gongcheng, Zhongcheng Renhe Law Firm, Guangdong Sun Law Firm, and Global Law Office, which reveals local firms’ quiet, but evident growth. While Zhonglun W&D, DHH, Jincheng Tongda & Neal, Guantao and Hylands retained their footing in the top 20 (with amended placements), it is worth noting that Tahota, Tianyuan, United Zhongwen, and Longan did not participate this year. These spots may be a more volatile battlefield that the firms will jostle for in the coming years. **The Chinese translation of this story was prepared by Synmax Translation**

2012年法律市场环境中国的律师事务所在2012年继续规模扩张之路，不过与前几年相比步伐已更趋稳健。规模大并不一定等同于实力强，国内律所对此显然已有共识。这些律所扩张的方式各有千秋，但着眼点都在于人员和服务质量以及品牌建设，从战略上建立其核心竞争力，将触角伸向中国乃至世界各地，令我们强烈地感受到法律市场在管理和资源方面日趋整合的脚步。尽管各家律所尚在摸索适合自身需要的整合道路和方法，但可以预见法律市场必将在未来数年气象一新。作为业内先行者，金杜与万盛两家律师事务所合并正激励并带动更多的律所付诸行动，着眼于未来发展。在《ALB中国律师事务所二十强》榜单前十位中，大成、盈科和金杜仍占据前三名，位次与2011年保持不变。三家律所规模都有所

扩大，但有趣的是，与万盛合并后，金杜的排名并未改变。君合和广和的排名分别从去年的第十二和第十一位升至今年的第九和第十位。其他五强（国浩、德恒、中银、锦天城和中伦）去年也位列前十，今年的排名变化不大。不过，二十强中后十位变化较大，其中五家（国枫凯文、竞天公诚、众成仁和、广东国晖、环球）今年首次现身榜单，显示出区域性律所韬光养晦，厚积薄发的发展之路。中伦文德、德衡、金诚同达、观韬和浩天信和继续跻身二十强（位次略有变化），但值得注意的是，泰和泰、天元、中闻和隆安没有参加今年的排名。市场瞬息万变，未来几年律所之间的竞争将更为激烈。

** 鑫马翻译提供中文译文 **

Top 20 largest law firms

Rankings 排行榜

ASIAN LEGAL BUSINESS october 2012

R ank

第一名

Dacheng Law Offices | 大成律师事务所管理合伙人：王忠德总部：北京办公室：39 合伙人：749 律师：1428 收费专业人员总数：2676

Managing partner: Wang Zhongde Head office: Beijing Number of offices: 39 Number of partners: 749 Number of associates: 1428 Fee-earner headcount: 2676 The firm remains in the top spot on the largest firm list for the fourth straight year, with its fee-earner headcount of 2676 - 856 more than that of Yingke over the same period of time. Its partners and associates increased by 150 from 2011, although no new offices launched as of Aug. 1, 2012. Dacheng’s growth is aimed at achieving market penetration and building up services networks, and now the firm’s focus is on fortifying its culture and upgrading its branding. Wang Zhongde, the managing partner of Dacheng admits, “A firm’s large size does not mean it is strong.”

大成连续四年占据领头羊的位置，收费专业人员总数达2676人，比第二位的盈科同期多出856人。合伙人及律师也比2011年增加150人，不过截至今年2012年8月1日尚未新设分所。大成的发展着眼于实现市场渗透和建设服务网络，目前该所的工作重点是巩固律所文化、提升品牌价值。大成管理合伙人王忠德坦承：“一家律所规模大并不意味着它的实力强”。

Dacheng’s core competence does not lie in its size, but its quality of services for clients. According to Wang, forging its core competence is a systematic and comprehensive project, which shall involve a firm’s positioning, strategy, and talent pool. Dacheng stresses motivating its people, and exploring their potential through its internal mechanism. Wang highly values building a firm’s branding and reputation, with the understanding that large size does not necessarily bring about good reputation. Wang also told ALB that Dacheng has gradually improved its network platform by consolidating its management and resources. Dacheng is committed to becoming a strong firm. “The legal market in China is still not saturated; there is a lot of potential to explore,” says Wang.

大成的核心竞争力不在于其规模，而在于客户服务的品质。据王忠德介绍，打造核心竞争力是一项系统性、全方位的工程，涉及到律所的定位、战略和人才储备。大成强调通过内部机制激励员工并发掘其潜力。王忠德认为，规模大并不一定能带来良好的声誉，必须高度重视建立律所的品牌和信誉。王忠德还告诉本刊，大成已通过管理层和资源整合，逐步改善其网络化服务平台，致力于成为一家实力强大的律所。王忠德表示：“中国的法律服务市场还没有饱和，仍有很大的潜力”。

R ank

第二名

Beijing Yingke Law Firm | 北京盈科律师事务所 Managing partner: Multiple Head office: Beijing Number of offices: 18 Number of partners: 567 Number of associates: 1053 Fee-earner headcount: 1820 The firm takes the second place on the List, same as in 2011. Yingke has increased in partner number more than it has decreased in associates, with the total number of partners and associates exceeding that of last year by a slight margin of 37. Its fee-earner headcount reaches 1820. According to Yingke’s global network managing partner, Mei Xiangrong, the firm is expanding in response to the demand for comprehensive and one-stop services from the marketplace. It aims to meet the needs of the clients, as well as to ensure that quality is consistent. Yingke emphasises its people and service quality, which can be better achieved due to its Beijing headquarter’s direct investment and management of its branches. Yingke has its research institute to track and assess the lawyers’ services, and professional committees to train its lawyers in different practice areas. The firm’s strength lies in its all-round services, business resources, and platforms provided to the clients. With Chinese companies going global, Yingke follows their clients’ footprints, and sets up its offices in those hot destinations for outbound investment. Currently, as a domestic firm, Yingke has the largest number of offices abroad. **The Chinese translation of this story was prepared by Synmax Translation**

管理合伙人：多人总部：北京办公室：18 合伙人：567 律师：1053 收费专业人员总数：1820 盈科在榜单上继续保持去年第二名的位置。盈科的律师人数有所减少，但合伙人数量增加较多，两者合计比去年小增37人。收费专业人员总数达1820人。据盈科管理合伙人梅向荣介绍，该所规模正不断扩大，以满足市场对全方位、一站式服务的需求。盈科的目标是满足客户需求，同时确保高品质服务。该所通过北京总部直接投资并管理各家分所，从而更好地控制其人员和服务质量。所内设有专门的研究部门跟踪并评估律师的服务，还成立了专业委员会对律师进行各业务领域的培训。该所优势在于为客户提供全方位服务、业务资源和平台。随着越来越多的中国企业走出去，盈科也跟随着这些客户的足迹，在对外投资的热点地区设立了分所。目前，该所是拥有海外分所最多的国内律所。

** 鑫马翻译提供中文译文 **

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Top 20 largest law firms

WWW.LEGALBUSINESSONLINE.COM : @ALB_Magazine : Connect with Asian Legal Business

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第三名

King & Wood Mallesons | 金杜律师事务所

管理合伙人：王玲

Managing partner: Wang Ling Head office: Beijing Number of offices: 21 Number of partners: 380 Number of associates: 1420 Fee-earner headcount: 1800

总部：北京办公室：21 合伙人：380 律师：1420

With 21 offices, and 1800 partners and associates on a global basis, King & Wood Mallesons wins third place on the List. Compared with its 16 offices, and 990 partners and associates in 2011, the firm has grown substantially in size - largely attributed to its combination with Mallesons Stephen Jaques earlier this March. The merger did not alter its placement in third, but attracted much attention from the legal business world, with the long-term impact of the merged firm set to unfold over time. The combination was surely not intended just for scale, as Wang Ling, China managing partner of the firm put it in an earlier interview with ALB. She said it “reflects the developments in this (legal) market and our clients’ ambitions”. As business goes global, client-led and focused firms will follow where clients have their business operations, thus services covering different jurisdictions (here China, Australia, Hong Kong, and UK) is a close call, with quality and consistency to be managed across the different offices and jurisdictions. The combination of two leading firms will also largely broaden and reinforce their services and capacities. Wang expects the Asian legal market to become more competitive, perhaps with more consolidation in the next five years, and that “there will be an evolution in the way firms approach their structures, headcount, and their footprints,” says Stuart Fuller, the global managing partner of the firm.

收费专业人员总数：1800 金杜在全球拥有21个办公室、1800名合伙人及律师，位列排行榜第三名。与2011年的16个办公室、990名合伙人及律师相比，金杜的增长幅度很大——主要归功于今年三月初成功合并了万盛国际。此次合并虽未改变金杜第三名的位置，但在法律服务界备受关注，合并后新所在业内的长期影响会随着时间的推移而显现。金杜中国区管理合伙人王玲此前在接受本刊采访时表示，合并的目的并不仅仅是为了扩大规模，而是响应“（法律）市场发展的要求和客户需求” 。随着业务逐渐全球化、定制化和专精化，各家律所纷纷进军客户开展业务的地区，跨法域（金杜已在中国内地、澳大利亚、香港和英国设有分所）提供法律服务并保证各分所及各司法管辖区的服务质量和一致性才是律所的生存之道。两家业内领先的律所合并也会极大地扩展和增强其业务范围和能力。王玲预计，未来五年亚洲的法律服务市场竞争必将日益加剧，整合速度也将加快。金杜全球管理合伙人Stuart Fuller律师表示：“律所在结构、人员、覆盖范围等方面的发展，都会发生全新的变化”。

国枫凯文为实现强强联合、优势互补，北京市凯文律师事务所与北京市国枫律师事务所合 CHINA’S 并，经北京市司法局批准于2012年3月16 LARGEST 日重组为北京国枫凯文律师事务所。国枫 FIRMS $/%⏷⦌㈚゗屓㲰㇉凯文是一家具有高度专业化并提供综合性法律服务的合伙制律师事务所。其总部设在北京，并在上海、深圳、广州、重庆、成都、西安设有分所。国枫凯文的宗旨是：以全新的现代法律服务意识，调动整体资源优势，竭诚为客户提供优质、专业、高效的法律服务。

北京上海深圳广州重庆成都西安

Top 20 largest law firms

ASIAN LEGAL BUSINESS october 2012

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第四名

Grandall Law Firm | 国浩律师事务所 Managing partner: Lv Hongbing Head office: Shanghai Number of offices: 14

管理合伙人：吕红兵总部：上海办公室：14

Number of partners: 215 Number of associates: 580 Fee-earner headcount: 1112

With two new offices (Nanjing and Xi’an) lined up, Grandall has extended its services to more clients in broader geographic areas - especially to those areas Chinese policies direct investments to and where economic activities are dynamic. Meanwhile, the firm brought 83 associates and partners together on board, with fee-earners totaling 1112, earning Grandall the fourth spot.

合伙人：215 律师：580 收费专业人员总数：1112

随着南京和西安的两家新分所开业，国浩已将业务范围扩展到更多地区的更多客户——尤其是在国内政策鼓励投资的领域和经济活动活跃的地区。同时，该所年内新聘83名律师及合伙人，收费专业人员总数达1112 人，在排行榜中位列第四。

However, as executive partner of Grandall, Weidong Wang explains, “Grandall never expands so fast, rather it pursues growth with guaranteed quality as well as ensured reputation”. At the entry level, Grandall will hire high quality lawyers and law school graduates with a good command of English, as well as those with foreign education backgrounds. Meanwhile, it will promote its own associates and rainmaker partners who can run high end deals.

不过，国浩执行合伙人王卫东坦言：“国浩的扩张速度并不快，我们追求的是在成长的同时，确保服务质量和信誉”。在招聘新人时，国浩首选熟练掌握英语的优秀律师和法学院毕业生以及具有国外教育背景的人士。与此同时，国浩还将精心培养旗下律师和招揽业务的合伙人处理高端业务。

The firm’s core competence lies in the areas of securities and capital markets, electricity, energy and resources, aviation, corporate, and IP. According to Wang, the Chinese legal services’ going global is a step-bystep process. Law firms, while following their clients where they invest, have to abide by the binding rules and regulations in the jurisdictions, and perform their services with partnership with the local firms. Currently, Grandall has an office in Hong Kong, and a representative office in Paris. It has also built up partnerships with foreign law firms. Grandall will unremittingly upgrade its services, reinforce its quality control and professional training, and enhance its communication with clients – all combining to render value-added services to its clients, adds Wang.

该所在证券和资本市场、电力、能源和资源、航空、公司及知识产权领域实力强劲。据王卫东介绍，国内法律服务业“走出去”是一步一步摸索的过程，客户去哪里投资，律所就跟到哪里，但必须遵守当地相关的法律法规，并在提供服务的过程中与当地律所开展合作。目前，国浩在香港设立了分所，并在巴黎设有代表处，还与多家国外律所建立了合作伙伴关系。王卫东表示，国浩将坚持不懈地提升服务水平，优化质量控制和专业培训，并加强与客户的沟通，从而为客户提供增值服务。

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第五名

DeHeng Law Offices | 德恒律师事务所 Managing partner: Wang Li Head office: Beijing Number of offices: 22

Number of partners: 187 Number of associates: 763 Fee-earner headcount: 1106

With three new offices opening up this year, DeHeng has a total of 950 partners and associates, an increase of 152 from 2011, while the number of fee-earners reached 1106. It launched its new offices in response to the needs of the market and clients. As Dai Qingong, global partner and deputy director of the firm told ALB: “DeHeng is growing in a steady and healthy way, well planned, with its standardised process to hire and train people.” He emphasises that “it is people, their expertise and quality services that underlie our core competence”. The firm is always a platform for quality people with a teamwork spirit who want to work together and grow, with a culture of inclusiveness and diversity. DeHeng’s core services are in finance and securities, restructuring, M&A, IP, infrastructure and real estate, and inbound and outbound investments. They target influential clients and high end deals. Even in an economic downturn, the firm can manage to mitigate risks by seeking synergy among its different resources. The legal market is becoming more and more competitive, and DeHeng has been striving to fortify its strength and enhance its competitiveness. “DeHeng is well positioned to serve its clients with stronger expertise, and build collaboration with peer firms with openness,” says Dai. **The Chinese translation of this story was prepared by Synmax Translation**

管理合伙人：王丽总部：北京办公室：22

合伙人：187 律师：763 收费专业人员总数：1106

为满足市场和客户需求，德恒今年新开三家分所。合伙人及律师共950人，比2011年增加了152人，收费专业人员总数达1106人。德恒全球合伙人兼副主任戴钦公对本刊表示：“德恒正以稳健的方式有条不紊地发展，运用标准化的流程聘用和培养人才”。他还强调：“人才、专业知识和优质服务是打造我们核心竞争力的基石”。该所坚持为愿意共同工作和成长、具备团队合作精神的优秀人才打造良好的平台，建立了包容、多元的律所文化。德恒的核心业务包括金融和证券、企业重组、并购、知识产权、基础设施和房地产、境内外投资等，侧重有影响力的客户和高端交易。即使面对经济不景气的情况，该所也能协同不同资源来降低风险。法律服务市场竞争日趋激烈，德恒也一直在努力巩固自身实力，增强竞争力。戴钦公表示：“德恒已充分准备利用强大的专业知识为客户提供服务，并以开放的态度与同行建立合作关系”。

** 鑫马翻译提供中文译文 **

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Top 20 largest law firms

ASIAN LEGAL BUSINESS october 2012

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第六名

Zhong Yin Law Firm | 中伦律师事务所 Managing partner: Li Ju Head office: Beijing Number of offices: 21

管理合伙人：李炬总部：北京办公室：21

Number of partners: 117 Number of associates: 584 Fee-earner headcount: 960

With three new offices lined up this year, Zhong Yin has increased its partners to 117 from 68 in 2011. Its associate count increased to 584 from 526. Its 960 fee-earners put the firm in 6th spot, two places up on the list from last year.

合伙人：117 律师：584 收费专业人员总数：960

中银年内新设三家分所，合伙人及律师分别从去年的68人和526人增至 117人和584人。收费专业人员总数达960人，在排行榜中位列第六，比去年上升两位。

Zhong Yin considers mainly whether business at a new location can generate good revenue to sustain a new office before deciding to launch new branches in certain areas. Also, the location of every branch office is reasonably chosen in order to avoid unnecessary competition in the country-wide legal service market. As Li Ju, chairman of the firm’s managing committee states: “Zhong Yin has pursued scaled development in the past decades, now it is taking a much more steady and sound approach for growth. It is putting more weight on enhancing the quality of its legal services and human resources, especially lawyers with partnership, which defines the strength of the firm, and represents the future of the firm.” The firm’s core competence lies in the professional proficiency of its partners and core professionals. Aiming at a client-led culture, the firm is strengthening training and managing its partners and core professionals, while partners manage their respective teams accordingly. Zhong Yin’s services quality is managed by its professional sub-committee and monitoring sub-committee under the management committee.

中银在决定设立分所时，首要考虑的因素是在当地开展业务能否实现收支平衡；此外，分所的选址也要尽可能避免在国内法律服务市场导致不必要的竞争。中银管理委员会主席李炬指出：“过去几十年，中银实现了规模化发展，现在的成长脚步更趋稳健，更加注重提高法律服务和人力资源质量，尤其是我们的合伙人律师，代表了中银的实力、中银的未来”。中银的核心竞争力在于其合伙人及主要律师的专业能力。该所以建立客户导向的律所文化为目标，加强了对合伙人及主要律师的培训和管理，并由合伙人负责各自团队的管理。中银还在管理委员会下专门设立了专业委员会分会和监察委员会分会，负责监管服务质量。

Zhong Yin is growing in scale while at the same time fortifying its professionalisation and specialisation. Its core practice areas are in banking, finance, securities, corporate legal risk management, arbitration, and other commercial law practice. Zhong Yin is expected to strengthen its core services, develop new service products, improve its management, promote its branding and explore new trends for firms’ growth. “The legal market in China is enormous, and lawyers will play more important roles in our social and economic life,” expects Li.

中银在规模扩张的同时，坚持职业化和专业化的发展方向。该所的核心业务领域包括银行、金融、证券、公司法律风险管理、仲裁及其他商业法律业务。中银将进一步增强核心业务实力，开发新的服务产品，改进管理模式，提升品牌价值，探索律所新的发展道路。李炬预计：“国内法律服务市场规模巨大，律师必将在我们的社会和经济生活中发挥越来越重要的作用”。

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第七名

AllBright Law Offices | 锦天城律师事务所 Managing partner: Wu Mingde Head office: Shanghai Number of offices: 9

Number of partners: 184 Number of associates: 671 Fee-earner headcount: 940

With the launch of three offices this year, the firm increased by 291 partners and associates from last year. Its fee-earner headcount topping out at 940, AllBright moves up two places this year to clinch seventh spot. “AllBright’s focus is not on scale but strength,” states Victor Wang, a senior partner of the firm. AllBright is taking a prudent approach to growth. The firm has hired partners and associates externally with clear and consistent criteria based upon its development strategy. According to Wang, it will continue to strengthen its core services in M&A, capital markets, IP and complex litigations, and it will closely follow the biopharmaceutical, TMT, and automotive industries. While based in the Yangtze River Delta and open to the whole country, the firm is striving to maintain its leading position in the legal industry. “AllBright’s core competence lies in its quality people, client base, and leading services in our core practice areas,” adds Wang. **The Chinese translation of this story was prepared by Synmax Translation**

管理合伙人：吴明德总部：上海办公室：9

合伙人：184 律师：671 收费专业人员总数：940

锦天城今年新开三家分所，合伙人及律师比去年增加了291人，收费专业人员总数达到创纪录的940人，排名提升两位至第七名。锦天城高级合伙人王正超表示：“锦天城关注的不是规模，而是实力”。锦天城采取了较为审慎的发展方式，根据其发展战略，运用明确、一致的选聘标准招聘合伙人及律师。据王正超介绍，锦天城将继续巩固在并购、资本市场、知识产权及复杂诉讼领域的优势，并密切关注生物医药、数字新媒体和汽车行业。该所立足长三角，辐射全国，全力保持在法律行业的领先地位。王正超还补充道：“锦天城的核心竞争力就在于我们的优秀人才、客户基础以及核心业务领域的优势”。

** 鑫马翻译提供中文译文 **

Top 20 largest law firms

WWW.LEGALBUSINESSONLINE.COM : @ALB_Magazine : Connect with Asian Legal Business

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第八名

Zhong Lun Law Firm | 中伦律师事务所

Managing partner: Zhang Xuebing Head office: Beijing Number of offices: 7 Number of partners: 203 Number of associates: 560 Fee-earner headcount: 747

管理合伙人：张学兵总部：北京办公室：7 合伙人：203 律师：560 收费专业人员总数：747

With a fee-earner headcount of 747, and an increase of 142 partners and associates from 621 in 2011 to 763 this year, Zhong Lun moves up from 12th place to eighth this year. According to Liu Yulin, partner of Zhong Lun, the firm never targets achieving the largest size.

中伦的合伙人及律师从去年的621人增至今年的763人，净增142人，收费

In its pursuit of stable and sound growth, Zhong Lun prioritises the quality of its practice teams. Its talent strategy enables hiring excellent lawyers, while its systematic training also guarantees improving lawyers’ quality. Zhong Lun has a proper ratio of its partners and lawyers. In the coming years, it will promote its associates; while at the same time bring in some influential partners through lateral hiring. Given the current macroeconomic environment, Zhong Lun has no plan for scaled development, yet it may bring on board some key lateral partners to strengthen the firm’s comprehensive competitiveness when the timing is right.

专业人员总数达747人，排名从第十二位跃升至第八位。中伦合伙人刘育琳表示，该所并未设定发展成为业内规模最大的律所这一目标。中伦着眼于提高业务团队的质量，实现稳健发展。中伦的人才战略是聘请优秀律师，辅以内部系统的培训，提高律师的素质；同时，还确定了合伙人及律师之间的适当比例。未来几年，在晋升本所律师的同时，中伦还将通过横向聘用的方式邀请一批有影响力的合伙人加盟。鉴于目前的宏观经济环境，中伦没有大规模扩张的计划，但可能会在时机成熟的情况下，以横向聘用方式引进一批知名合伙人，增强公司的综合竞争力。

To build its core competence, Zhong Lun employs three key strategies: Partners are experts in their practice areas, programmes will train practice skills, and strengthening the quality and efficiency of its services. Zhong Lun’s practices in real estate, capital markets and securitisation, corporate and M&A, private equity, finance and banking, anti-monopoly and unfair competition, international trade and employment are all recognised in the market.

Currently Zhong Lun has offices in Hong Kong, Tokyo, and London. The task it is facing head on is to further create an efficient collaboration between home offices and overseas ones, so as to render one stop services to clients.

目前，中伦在香港、东京和伦敦设有分所。该所当前面临的主要任务是

**The Chinese translation of this story was prepared by Synmax Translation**

中伦在建立自身核心竞争力的过程中采用了三大主要战略：合伙人须在其业务领域成为专家；通过项目培养执业技能；提升服务质量和效率。中伦在房地产、资本市场和证券化、公司和并购、私募股权、金融和银行、反垄断与反不正当竞争、国际贸易及劳动领域的实力备受市场好评。

进一步推动境内与海外分所之间的高效协作，为客户提供一站式服务。

** 鑫马翻译提供中文译文 **

Top 20 largest law firms

ASIAN LEGAL BUSINESS october 2012

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第九名

Jun He Law Offices | 君合律师事务所

Managing partner: Wei Xiao Head Office: Beijing Number of offices: 7 Number of partners: 149 Number of associates: 299 Fee-earner headcount: 482

管理合伙人：肖微总部：北京办公室：7 合伙人：149 律师：299 收费专业人员总数：482

With its partner count at 149, associate count at 299, and fee-earner count at 482, Jun He jumps to the ninth spot, two places higher than last year. The firm experienced only a moderate increase in headcount in the past 12 months. “Jun He has always been taking an approach of steady growth and relying on its high quality services, with a focus on consistent quality, teamwork and integrated management,” says David Liu, the recentlyelected new chairman of the firm’s managing committee.

君合拥有149名合伙人及299名律师，收费专业人员总数达482人，排行比

As a full-service firm, Jun He’s core services are in the corporate practice area for foreign- invested enterprises and capital markets, especially offshore IPOs. Jun He also takes a lead in its practices in banking and finance, labour, tax and infrastructure. Noticeably this year, Jun He has promoted 14 of its associates to partners, while introducing four counsels from outside. These counsels include high-end experts in the new practice areas of energy, and in areas the firm is strengthening, such as litigation, bankruptcy, anti-monopoly, and anti-dumping. This demonstrates Jun He’s response to market needs.

作为一家全方位服务的律所，君合的核心业务是为外商投资企业提供

Given that the clients are facing new challenges and opportunities posed by the changing economy, based upon Jun He’s understanding of the marketplace, policy and clients’ business needs, the firm, externally, is making every effort to render to its clients more integrated services. Internally it is building a larger, integrated platform across the firm, in both cases requiring an underlying trust – both from its clients and from within the firm, among the partners. This trust shall embody and engender new values to the clients and their partnership, Liu notes. Jun He is also targeting building a global legal services platform by maintaining close partnerships with other leading firms through a seamless collaboration and mutual trust. As Liu looks ahead, Jun He will build up its partnership with clients on the basis of a deeper trust, and render new value to them, assist them in countering challenges in the China market, and escort Chinese companies in their outbound investments.

**The Chinese translation of this story was prepared by Synmax Translation**

去年上升两位至第九名。过去一年，君合的员工人数增幅不大。君合新任管理委员会主任刘大力表示：“君合一直采取稳健发展的方式，为客户提供高品质的服务，质量稳定、团队合作和综合管理是我们的工作重点”。

公司法律服务，以及资本市场业务（尤其是境外IPO）。君合在银行和金融、劳动、税及基础设施领域也占据领先地位。值得一提的是，君合今年将14位律师晋升为合伙人，同时还响应市场需求，新聘四名法律顾问加盟，包括该所新进业务——能源和主攻业务领域（如诉讼、破产、反垄断及反倾销）的高端专家。刘大力指出，面对瞬息万变的经济形势，客户面临着新的挑战和机遇，君合根据对市场、政策和客户业务需求的了解，对外尽全力为客户提供更多的综合性服务，对内则跨部门建立一个规模更大、更为融合的平台。这就需要律所与客户、与内部合伙人之间建立信赖关系，为客户和合伙人树立并体现新的价值观。君合还希望通过无缝协作和相互信任，与其他业内领先的律所保持密切的合作关系，建立一个全球性的法律服务平台。展望未来，刘大力表示，君合将在进一步深化相互信赖的基础上与客户建立伙伴关系，为客户提供新的价值，帮助客户应对国内市场的挑战，并为中国企业的对外投资保驾护航。

** 鑫马翻译提供中文译文 **

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第十名

GH Law Firm (Guang He Law Firm) | 广和律师事务所 Managing partner: Multiple Head office: Shenzhen Number of offices: 5

Number of partners: 112 Number of associates: 348 Fee-earner headcount: 460

Compared to 2011, the firm has increased its partners and associates by a little more than 10 percent, moving it up one place to the 10th spot on the List. However, director and founding partner Tong Xin says that, “GH firm is pursuing an organic growth rather than simply increasing headcount.” GH attaches great importance to developing its high quality people by internal training, as well as by hiring from outside. GH expands its geographic coverage mainly in response to the needs of the marketplace and clients. Meanwhile, the firm is reinforcing its core services, including IP and real estate. It has strengthened its IP practice through a recent merger with Shenzhen Yongjie Intellectual Property Agency Limited Company. Also in its representation in Weiguan (Shenzhen)’s case against Apple and a series of other high-profile cases, GH has demonstrated its competence and tempered its teams as well. GH is strengthening its core competence by improving its professional proficiency, upgrading its services, and building its branding and reputation. From a long-term perspective, GH will set up its offices in major European and American countries following Chinese investors’ footprints for outbound investment. As the largest firm in South China, it is also building up a strong presence for its comprehensive capacity in the region, says Tong.

管理合伙人：多人总部：深圳办公室：5

合伙人：112 律师：348 收费专业人员总数：460

与2011年相比，广和的合伙人及律师人数增幅逾10%，在排行榜前移一位至第十名。不过，广和管理合伙人童新坦言：“广和正努力实现有机发展，而不是简单地增员”。广和高度重视通过内部培训和外部选聘培育高素质人才。为满足市场和客户需求，广和正逐步将业务扩展到更多地区。与此同时，广和进一步提升在核心业务领域（包括知识产权和房地产）的优势。最近该所与深圳市永杰知识产权代理有限公司合并，增强了知识产权领域的实力。此外，该所还代理了深圳唯冠诉苹果公司以及其他一系列社会关注的案件，既证明了广和的竞争力，又锻炼了团队。广和正通过提升专业水平、改善服务质量、打造品牌和声誉，进一步增强其核心竞争力。按照长期规划，广和将紧跟国内投资者对外投资的脚步，在欧美主要国家设立分所。童新表示，作为华南最大的律所，广和会继续在该地区加快扩张步伐。

HYLANDS | 浩天信和 Hylands Law Firm (“Hylands”) was founded in 2007 through the consolidation of Hao Tian Law Office and Li Wen & Partners, both of which were founded in 1990s. Headquartered in Beijing, Hylands is capable of advising its clients worldwide with its domestic branch offices in Shanghai, Nanjing, Guangzhou and Hong Kong, as well as its cooperation with over 150 law firms in more than 100 countries through TerraLex. There are 43 partners, nearly 150 lawyers and paralegals at Hylands. All of them are graduates from prestigious Chinese or foreign law schools, and many can work in English, Italian, German, or Japanese, in addition to Chinese. With their expertise in law and a good sense of commercial practices in various industry sectors and the overall investment environment in China, Hylands’ legal teams are able to provide customized advice tailored to the specific needs of each client. As one of the leading full-service law firms in China, Hylands is highly recognized and acclaimed by both clients and legal professionals in the following practice areas: corporate & securities, banking & financing, transnational investment, intellectual property, media & entertainment, anti-dumping, anti-monopoly, international trade, real estate, labor & employment, litigation & arbitration.

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Hylands Law Firm 5A, East Wing, Hanwei Plaza, No.7 Guanghua Road, Chaoyang District, Beijing 100004, China Tel: +86 10 5201 9988 +86 10 6598 2828 Fax: +86 10 6561 2322 www.hylandslaw.com