Can you briefly explain how the legal team is structured, highlighting key individuals and their role within the department?

PGS is an integrated marine geophysics company that operates worldwide. The business supports the energy industry, including oil and gas, offshore renewables, carbon capture and storage. Its headquarters are in Oslo, Norway; and it is listed on the Oslo stock exchange. It employs 900 employees, manages a fleet of 11 seismic acquisition vessels, and owns exclusive licensing rights to one of the world’s largest seismic data libraries.

The legal department comprises seven lawyers and one paralegal spread across Oslo, London, and Houston. The department’s primary mission is to guide and provide global legal support to the business, facilitate PGS business, and help manage and mitigate legal risks.

The general counsel leads the legal department and directly reports to the CEO. It is a member of the extended executive team and secretary of the board of directors. The lawyers in PGS legal have regional areas of responsibility — Europe and the Asia Pacific, the UK, Africa and the Middle East, and North and South America. The regionally dedicated lawyers oversee legal matter arising within their region, including contractual and regulatory affairs and dispute resolution and negotiations. The department also employs a chief IP counsel who handles PGS’ extensive IP portfolio and matters. The company also employs a vice president of internal audit and a chief compliance officer. The heads of legal, chief IP counsel, and chief compliance officer report directly to the general counsel. Each of them employs a team of lawyers reporting directly to them.

The lawyers in PGS are senior, experienced and competent and perform their duties in line with our core values and leadership principles. We focus on being flexible and dynamic with a business and result oriented mindset.

In what ways do you see the in-house legal role evolving in your region over the next few years?

I see the in-house role in our region evolving to become closer to the business decision making at the top management level. In-house lawyers are assuming a more active role in the company’s business affairs. Therefore, in-house lawyers must develop a commercial mindset enabling them to be trusted advisers to the corporation at all levels — both legal and commercial risks. Closing the gap between giving pure legal advice and assisting in making business decisions is one of the main challenges for in-house lawyers, especially given their traditional role in providing legal advice.

Lars Mysen
General counsel
PGS