In-house counsel may hand routine paperwork to AI, but reading between the lines still has to be done by humans

This article was first published on 21 June 2026 in the Singapore Mandarin broadsheet, Lianhe Zaobao.

SLW obtained permission to reproduce the article to give the legal community a broader view of legal reports for various news syndicates.

Over the past 10 years, the number of in-house counsel in Singapore has grown by 33 per cent to 4,800. As generative artificial intelligence develops rapidly, many traditional legal tasks are gradually being automated. The role of in-house counsel is also facing unprecedented challenges.

In April this year, Chief Justice Sundaresh Menon called on in-house counsel to play the role of “shepherds” amid this period of change, guiding businesses to move steadily forward in the age of artificial intelligence.

This issue of Shuofa Shifa introduces the Singapore Corporate Counsel Association, the organisation representing Singapore’s in-house legal community. It looks at how the association is helping in-house counsel respond to technological disruption, and how members are benefiting from its work.

Artificial intelligence is quickly reshaping the legal industry. In January this year, the Singapore Corporate Counsel Association, or SCCA, launched a generative AI training series, which has so far attracted close to 200 in-house counsel.

SCCA president Daniel Choo told Lianhe Zaobao that although in-house counsel understand that AI is an irreversible trend, many are still learning how to use it effectively in their day-to-day work.

“The capability gap is not about understanding what AI is,” he said. “It is about how to deploy AI responsibly and effectively — including identifying suitable use cases, designing effective prompts, assessing outputs, managing risks, and integrating AI into legal and business processes.”

He said the courses focus on helping in-house counsel build practical skills, moving from simply knowing about AI to applying it in real work settings. The association is also working with a professional organisation to promote the development of agentic AI, helping members stay ahead of the curve.

Choo pointed out that in the short term, the work most likely to be affected by AI includes routine, repetitive tasks that rely heavily on document processing, such as contract review, legal research, due diligence and document management.

Reducing administrative work and focusing more on professional judgment

However, Choo believes that if AI is implemented properly, in-house counsel can reduce the time spent on low-value administrative work and devote more attention to professional judgment, communication and strategic risk management.

“The key is to ensure that AI is used under appropriate supervision, with clear accountability and with a full understanding of its limitations — especially in areas where confidentiality, accuracy and contextual understanding are critical,” he said.

As AI tools become increasingly capable of handling tasks such as contract review and compliance checks, Choo said the irreplaceable value of in-house counsel will lie in judgment, contextual understanding and trust.

“AI can help analyse, draft documents and identify issues, but it cannot truly understand a company’s strategic direction, risk appetite, culture and long-term relationships in the way an experienced in-house counsel can,” he said.

“In an AI era where professional intelligence may increasingly be automated, trust will become an even more valuable asset.”

He believes that the important role of in-house counsel is to help business leaders interpret legal risks, balance competing interests, and make decisions that are legally sound, responsible and sustainable.

Chief Justice Sundaresh Menon had likened in-house counsel to “shepherds”. Choo said the metaphor is apt because today’s in-house counsel do not merely provide technical legal answers; they also bear the responsibility of guiding businesses through uncertainty.

Helping companies understand risks from new technology

Choo said that in an “AI-first” era, in-house counsel must help companies understand both the opportunities and risks brought about by new technologies. These include issues relating to data protection, confidentiality, accountability, ethics and governance.

He also noted that AI may affect the training pathway of younger in-house counsel. In the past, young lawyers accumulated experience through legal research, document review and contract analysis. If AI completely takes over these tasks, they may lose opportunities to develop legal reasoning and judgment.

That said, he believes AI is a double-edged sword. If younger in-house counsel learn how to use AI responsibly and effectively, they can also improve workflows and productivity. The key, therefore, is not to avoid AI, but to use it consciously and well.

In-house counsel must learn not only law, but also business judgment

Faced with the dual pressures of macroeconomic change and technological disruption, SCCA has become an important platform for members to build trusted communities and broaden their commercial perspectives.

Three senior in-house counsel, who have been members of the association for between three and nine years, have actively participated in SCCA’s activities and courses. They have also enrolled in the association’s generative AI training.

They agreed that the courses are specially designed for in-house counsel, with a strong focus on practical application. The training not only helps them move beyond seeing AI merely as a “time-saving tool”, but also teaches them how to design prompts and assess risks, so that AI can be used more safely and responsibly within companies and in support of business decision-making.

Penny Koo, General Counsel and Company Secretary of AIA Singapore, said SCCA is not only a professional networking platform, but also a space for peers to exchange views candidly and share experiences. Lawyers can learn from experts and peers, keep up with the latest business developments, and senior lawyers can give back to the community by mentoring younger colleagues.

She said today’s in-house counsel must have a solid legal foundation, sharp commercial awareness and the ability to adapt flexibly. SCCA helps members build these capabilities, enabling them to face the future with greater confidence.

Huang Zhenhua, legal counsel at a multinational technology company, said the greatest benefit of joining SCCA is that it helped him realise that the value of in-house counsel lies not only in legal ability, but also in business judgment. The association continues to reinforce this mindset.

Keeping pace with emerging issues and moving beyond traditional legal frameworks

Huang said the work of in-house counsel is broad and complex. SCCA’s platform allows him to exchange ideas with peers who have similar experiences, avoiding the risk of working in isolation.

SCCA’s activities keep close track of emerging issues and help members move beyond traditional legal frameworks. Chen Xinwei, General Counsel for Southeast Asia at Veolia, praised the association for not shying away from developing topics such as carbon pricing, environmental, social and governance issues. These cross-disciplinary forums give him a more comprehensive perspective and help companies formulate business strategies.

He also commended the association for actively keeping track of industry trends and regularly reviewing the professional capabilities required of corporate legal teams.

“Not every organisation has sufficient resources to continuously update in-house legal knowledge and practical experience,” he said. “Therefore, having an independent professional body track relevant developments helps maintain the overall professional standards of the legal sector.”

Building a stronger in-house legal community

SCCA will mark its 25th anniversary next year. In recent years, the association has continued to expand international exchanges, professional training and regional collaboration, while promoting professional development among the in-house legal community.

The association’s Asia Pacific Legal Congress this year attracted participants from 30 countries and regions, with more than 2,500 people signing up. The topics covered included artificial intelligence and its impact on the legal industry.

Choo said one of SCCA’s core roles is to build a closely connected in-house legal community, allowing in-house counsel to learn from one another, share experiences and speak with a collective voice.

The association, which has about 700 members, has the mission statement: “Better Counsel, Better Corporations, Better Communities.” This reflects its belief that stronger in-house legal teams help build stronger companies, which ultimately benefit the wider community.

He said the role of corporate legal teams has changed significantly in recent years. In-house counsel are no longer seen merely as people who provide legal advice after problems arise. Increasingly, they are viewed as strategic partners to the business, helping companies make sound decisions amid regulatory change, geopolitical uncertainty, digital transformation, and emerging risks such as AI and cybersecurity.

Training in leadership, technology governance and more

SCCA has also continued to transform in recent years. Its training content has expanded from traditional legal topics to areas such as leadership, technology, governance, compliance, data protection, cross-border matters and AI.

In addition, the association works with similar organisations overseas to strengthen regional and international networks. It has also relaunched SCCA Academy to help members maintain their professional competitiveness.

Choo said SCCA introduced free membership because it hopes more local in-house counsel can benefit from the association’s courses, resources and networks, while also building a stronger sense of belonging.

The association also plans to develop the Asia-Pacific region’s first regional certification programme for in-house counsel, creating a more systematic professional development and certification pathway for corporate legal teams.

SCCA will also establish a partnership with the National Trades Union Congress through the NTUC-SCCA Partnership. This will draw on NTUC’s resources to support local in-house counsel in upgrading their capabilities, and use the Company Training Committee framework to help corporate legal teams drive transformation.

Source: Lianhe Zaobao © SPH Media Limited. Permission required for reproduction.

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