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Written and published by Mannheimer Swartling Advokatbyrå AB © 2025
Annual Publication 2025
150 Years: Celebrating the people and values that have defined the firm’s journey.
ABOUT THE FIRM
Reflections from Our Managing Partner Responsibility and Perspective
About Mannheimer Swartling
Delivering the Highest Quality in Everything We Do
A Journey Through 150 Years and Beyond Adapting Through the Decades
History of the Firm Tracing Our Roots from Ossian Wallin to Today Operating in a
CASES OUTLOOK
Employers in the Spotlight
Technology, Rising Expectations, and the Challenge of Protecting Privacy
Flying Forward SAS in a New Era
Digital Compliance Navigating the Regulatory Landscape
Striking the Balance Due Process and Efficiency in Modern Arbitration
From Reporting to Action Increased Due Diligence Requirements for Human Rights and the Environment
The Future of Life Sciences Unlocking Market Access for ATMPs
Charting New Innovations
Our Digital Ecosystem
AI and Law
A Transformative Role
Our Commitment to Sustainability Leading with Purpose
Pro Bono: A Part of Our DNA Influenc ing Social Change
Study for Life
Supporting Young People Towards Higher Education
ABOUT THE FIRM 6
REFLECTIONS FROM OUR MANAGING PARTNER
Jan Dernestam, Managing Partner, Mannheimer Swartling
In today’s global landscape, we are mindful of the significant challenges societies face – from ongoing conflicts and economic instability to technological disruption and the climate crisis. These forces create uncertainty and reshape the way we live and work. At Mannheimer Swartling, we believe that law provides a foundation for stability, fairness, and accountability – a principle that has guided us for 150 years. By fostering innovation and collaboration, we strive to build a fairer, sustainable and prosperous future for our clients, employees, and the community.
“At the heart of Mannheimer Swartling’s success are our exceptional people –a diverse and talented team whose expertise, dedication and passion enable us to meet the ever-evolving needs of our clients.”
A broad perspective
In our increasingly interconnected world, it is essential for lawyers and other professionals to understand the diverse forces – political, economic, technological, and societal – that shape the landscape in which our clients operate. We believe that cultivating expertise in these areas enables us to deliver holistic and strategic legal advice while serving as proactive advisers to our clients. By building a team with a broad, multidisciplinary perspective, we are better equipped to foresee change and navigate the complexities of a dynamic global environment. To further this commitment, we appointed the firm’s first Senior Geopolitical Adviser to provide strategic counsel on issues such as geopolitics, global security, and security protection.
The role of law and our responsibility
The legal profession has an essential role in fostering strong, resilient societies. Upholding the rule of law protects rights, maintains accountability, and reinforces trust in our legal system. As one of Sweden’s leading law firms, our influence extends beyond legal advice. We
understand the significance of contributing positively to society and believe our work can effectively support broader community needs. Through our pro bono initiatives, we partner with organisations working on critical issues such as climate change, human rights, and social justice. These partnerships allow us to help address the complex challenges facing society today. We are proud of these efforts and remain focused on responding to the changing needs of the communities we serve, applying our skills to make a meaningful difference.
Our people
At the heart of Mannheimer Swartling’s success are our exceptional people – a diverse and talented team whose expertise, dedication and passion enable us to meet the everevolving needs of our clients. Each individual, whether a lawyer or in another role, contributes to our collective success. Our people are our greatest asset, and we are dedicated to their development and wellbeing. We have introduced a range of wellbeing initiatives to create an environ
ment where everyone feels valued. Our leadership approach extends beyond traditional legal training to promote a culture of empathy and inclusivity, supporting both personal and professional growth.
Innovation and collaboration
Adaptability and innovation are essential to our continued success. As the legal profession confronts new developments ranging from the rise of generative AI and the evolution of digital rights to growing demands for transparency we recognise both the opportunity and responsibility to lead these changes. MSA Innovation drives this transformation by collaborating with technology providers, startups, entrepreneurs, and academic institutions to shape the future of legal practice. Our investments in AI and other technologies enable us to rapidly create tailored solutions, allowing our team to focus on complex legal challenges and deliver even more value to our clients.
Collective achievements
Each year, a number of prestigious awards are presented in the legal industry by Chambers, IFLR and Who’s Who Legal. In Sweden, Kantar Sifo Prospera conducts the leading client satisfaction survey, asking clients to identify the country’s best law firm, while Universum surveys where Sweden’s law students most aspire to work. In 2024, Mannheimer Swartling was honoured to win all five of these awards. This recognition reflects the dedication of our entire team of 650 employees. Together, we operate under a clear strategy to deliver exceptional client service while upholding the firm’s collegiate culture and strong societal presence.
Celebrating 150 years
Last but not least, 2025 marks the firm’s 150th anniversary – a milestone that highlights the unique history and values that define our firm. You can read more about our remarkable journey on page 17 . Looking ahead, we remain loyal to the principles that have always guided Mannheimer Swartling: quality, business focus, and team spirit.
We are deeply grateful to our clients, colleagues, and business partners for their trust over the years, and we are committed to continually earning that trust in the years to come.
A sincere thank you to all of you!
ABOUT MANNHEIMER SWARTLING
At Mannheimer Swartling, we are committed not only to providing the highest quality legal advice in the market, but also to standing out as the most attractive employer for legal professionals and maintaining a trusted voice in the community. Since our foundation in the late 19th century, we have continually adapted to remain a forwardlooking law firm, guided by our core commitments: delivering excellence, supporting our clients’ evolving priorities, and fostering a positive and enjoyable working environment.
Our clients, located all over the world, always find a closeknit, supportive team at Mannheimer Swartling. We recruit, develop, and retain the best lawyers and operations staff, and we prioritise a culture built on collaboration, team spirit, and inclusion. We believe that a successful team is one where colleagues support each other and genuinely enjoy working together.
As our clients face increasingly complex challenges and opportunities, they expect us to be more than just legal advisors. They
rely on us to be strategic partners with a deep understanding of their business and the everchanging landscape in which they operate. We meet these demands by analysing global trends and proactively engaging with our clients, employees, and society. By embracing a proactive and responsible approach, we ensure we are prepared to meet the needs of both today and the future.
Our clients, located all over the world, always find a close-knit, supportive team at Mannheimer Swartling.
OUR EXPERTISE A Full-Service Team of Specialists
Automotive
Banking and Finance
Construction, Infrastructure and Industrial Projects
Contentious Regulatory
Corporate Commercial
Corporate Compliance and Risk
Corporate Investigations and Corporate Crime
Corporate Taxation
Data Privacy
Digital Compliance
Dispute Resolution
Energy
Emerging and Growth Companies
Employment and Pensions
Environment
EU and Competition
Financial Institutions
Financial Regulation
Fintech
Funds and Investments
Healthcare and Life Sciences
Insurance
Intellectual Property, Marketing and Media
IT/Tech
Media and Entertainment
Mergers and Acquisitions
Private Equity
Public M&A and Equity Capital Markets
Public Procurement
Real Estate
Restructuring and Insolvency
Shipping, Transport and Logistics
Sustainability and ESG
Technology Trade
A LEGACY OF SHARED VALUES
A JOURNEY THROUGH 150 YEARS AND BEYOND
Mannheimer Swartling has had an extraordinary journey from its beginnings in 1875 to the modern law firm we are today. For a century and a half, we have built a legacy rooted in camaraderie, adapting our business to meet the needs of our clients, and maintaining an unwavering commitment to delivering the very best legal advice in the market.
2025 marks 150 years since the beginning of our firm’s history and 35 years since the merger. See overleaf for a timeline of the firm’s history.
Throughout these 150 years, we have navigated social change, economic challenge, and rapid technological advancement, with resilience and innovation. These forces have driven us to continually refine our expertise, adapt our practices, and embrace new ways of delivering excellence. Through strong partnerships, we have contributed to transformative projects that have shaped the firm, our clients and the communities we serve 1
One such project is the Öresund Bridge – an engineering marvel that has physically and symbolically linked Sweden and Denmark since the turn of the millennium. At almost 16 kilometres, the Öresund Bridge is one of the longest combined road and rail bridges in Europe, connecting two nations and enabling trade, travel, and cultural exchange for millions of people. 2025 marks the 25th anniversary of this iconic structure, which remains one of the most extensive projects in the firm’s history. It also highlights the essential role of commercial lawyers in serving society – a theme that runs through many of the firm’s matters.
Looking ahead
As we reflect on 150 years of history, we look to the future with optimism and determination. The firm’s legacy is not just a record of past successes; it serves as a foundation for our future ambitions. Backed by a team of talented and dedicated professionals, Mannheimer Swartling remains committed to being a trusted business partner, a strong voice in society, and a hallmark of quality. We will continue to lead by embracing innovation, deepening our commitment to diversity and inclusion, and embedding sustainability in everything we do.
While the world faces immense challenges – war, climate change, geopolitical polarisation, and economic uncertainty – we firmly believe in the significant impact lawyers can have in building a positive future for both current and upcoming generations.
( 1 ) Discover how we strive to make a positive impact in society in the chapter "Outlook".
HISTORY OF THE FIRM
1943
The vision of a modern law firm. Love Mannheimer and Tage Zetterlöf found Mannheimer & Zetterlöf in Gothenburg. The firm has the vision of developing associates into successful partners, laying the foundations for future growth.
Gunnar Ehrner och Solveig Forsberg, 1954, Wetter & Swartling.
1970’s
The first move overseas. Mannheimer & Zetterlöf opens its first international office in Rotterdam in 1971, followed by a regional office in Skåne in 1973, reflecting the firm’s growing international ambitions.
1875 1948 1951 1974
A legacy begins. Court of Appeal clerk Ossian Wallin founds a law firm in Stockholm, marking the beginning of our firm’s 150 year history. Deputy District Court judge Erik Martin joins as a partner in 1884. Together, they help to found the Swedish Bar Association in 1887. Over the years, the firm undergoes several name changes as partners come and go.
Wetter & Swartling. Ossian Wallin’s firm grows into Wetter & Swartling and becomes one of Stockholm’s most prominent commercial law firms. The Matchstick Palace. Wetter & Swartling relocates to Ivar Kreuger’s iconic Matchstick Palace (Tändstickspalatset) in Stockholm. The historic office becomes strongly associated with the firm, serving as its home until 1996.
A new chapter. Wetter & Swartling reorganises into two separate firms: Wetter & Wetter, led by father and son, and Carl Swartling Advokatbyrå, led by Carl Swartling.
1977
The first collaboration. Mannheimer & Zetterlöf and Carl Swartling Advokatbyrå establish a close working relationship, organ ise joint training days, and lay the groundwork for their eventual merger.
1980’s
Further international expansion. Mannheimer & Zetterlöf expands internationally with offices in New York (1983) and Frankfurt (1989). Meanwhile, Carl Swartling Advokatbyrå opens offices in New York (1988) and Moscow (1989), becoming one of the first international firms to establish a presence in what was still the Soviet Union.
Leading with excellence. Today, Mannheimer Swartling is Sweden’s biggest law firm with offices in Stockholm, Malmö and Gothenburg, as well as international offices in Brussels, New York and Singapore. The firm’s international strategy focuses on fostering relationships with other leading firms, selecting the best local counsel for each engagement, and delivering a seamless service to clients worldwide. Collaboration
The Merger and Expansion Today and Beyond
1990
The merger. Mannheimer & Zetterlöf and Carl Swartling Advokatbyrå merge to form Mannheimer Swartling Advokatbyrå, combining their expertise, heritage and ambitions.
Growth and adaptation. Over the years, Mannheimer Swartling expands with additional offices across Sweden and internationally, including Germany, China and Hong Kong, as a response to the emerging needs of its clients.
2025
OPERATING IN A GLOBAL MARKET
Mannheimer Swartling serves clients in a global market. We combine our own international operations with the expertise of the most prominent local law firms. This approach ensures that our clients receive the very highest standard of legal service, no matter where in the world they operate. While we maintain a strong international presence, we recognise that effectively navigating the complexities of international legal frameworks requires specialised know
ledge in each country. We believe that our clients should receive the most precise guidance from local experts with deep understanding of the legal, cultural and regulatory landscape of each jurisdiction. As an independent law firm, we have the flexibility to partner with the best local firms for each engagement. These relationships, cultivated over many years, allow us to seamlessly integrate fullservice legal support with deep local expertise.
Whether our clients are expanding into new markets, managing multinational operations or facing intricate international disputes, we are equipped to provide the nuanced and specialised support they require. Our global network is an extension of our commitment to excellence and ensures that our clients can pursue their business objectives with confidence, knowing that they are backed by the right legal expertise around the world.
CASES 24
EMPLOYERS
IN THE SPOTLIGHT
Technology, Rising Expectations, and the Challenge of Protecting Privacy
Law serves as a mirror, reflecting the social, economic and political currents of its time. Employment law is no exception. Seemingly settled questions can gain new relevance as social norms and workplace dynamics shift. Over the past five years, a key focus has been on the personal integrity and privacy of employees. This emphasis has elevated one of the oldest questions in employment law – what is the employer’s right to manage and organise the workplace? – into the forefront of current debate.
In Sweden, employers have historically held extensive rights to oversee and structure the workplace. However, heightened expectations from both employees and legislators in relation to the work environment, personal integrity and DE&I have led to increased scrutiny of how employers exercise these rights. This scrutiny has intensified as organisations adopt new technologies that transform their approach to workplace management.
“Matters relating to what employers can and cannot do in organising the workplace have become a significant part of our general employment practice, says Tobias Normann, partner at Mannheimer Swartling. “As AI becomes increasingly integrated into the workplace, questions of privacy, surveillance, and the personal integrity of employees are brought into the spotlight, and we expect that their importance will only continue to grow”, Tobias continues.
This trend can also be seen in the case law of the Swedish Labour Court. In the past year, the court has addressed several highprofile cases concerning the balance between the employer’s right to manage and organise work and the employee’s right to privacy. In one case, a Muslim woman challenged her employer’s implementation of a socalled “neutrality policy” (which mandates political, philosophical and religious neutrality and prohibits the display of religious symbols in the workplace) arguing that it discriminated against her right
to wear a hijab. Another case concerned the legality of a vaccination mandate during the Covid19 pandemic, while a third case questioned the legality of a drug testing policy. In each of these cases, the Swedish Labour Court concluded that the employers’ policies were acceptable, based primarily on their right to manage and structure the workplace, together with the legitimate interests and satisfactory implementation of the policies in question.
“This focus on the boundary of the employer’s right to organise the workspace in relation to personal integrity and privacy concerns is certain to continue. In this context, a wave of forthcoming European Union (EU) regulations is expected to have a significant impact and ensure that the issue remains relevant”, says Clara Görrel, associate at Mannheimer Swartling. Among the new regulations are the AI Act, the Platform Work Directive, and the Pay Transparency Directive. Read more on page 28 . These forthcoming regulations mark a significant shift in the landscape of employment law, challenging employers to not only remain compliant, but to proactively rethink how they manage technology, workers’ rights, and transparency.
“An integral part of the firm’s practice is to stay up to date with the latest legal developments. We help clients –whatever their needs, size of business, or industry – navigate obstacles and seize new opportunities as employment law adapts to societal change,” Tobias concludes.
New regulations are reshaping employment law, urging employers to rethink technology, workers’ rights, and transparency.
Forthcoming Regulations
The AI Act: AI systems are playing an increasing role in the workplace, including in recruitment, performance monitoring, and key decisions such as promotions or terminations. The AI Act will regulate these highrisk applications to ensure fairness and transparency, requiring human oversight to prevent bias or discrimination. It will also impose strict limits on certain intrusive uses, particularly prohibiting facial recognition and emotion inference technologies to assess or categorise employees. These systems analyse facial expressions, voice patterns, or other biometric data to gauge mood or emotional statea practice deemed too invasive for the workplace. The collection and use of such sensitive data, including attempts to infer political views, race, or religious beliefs, are strictly prohibited to protect workers’ privacy and prevent misuse of personal information.
The Platform Work Directive: Focuses on the “gig economy” and the employment status of people working through platforms (such as delivery services or ridehailing apps). The Directive introduces a presumption of employment, meaning that many platform workers could be reclassified as employees rather than independent contractors. This brings new responsibilities for platform companies, including obligations related to wages, benefits and social rights. The Directive also introduces the EU’s first rules on algorithmic management in the workplace, requiring greater transparency and fairness in how platforms assign tasks, monitor performance and make automated decisions that affect a worker’s employment status.
The Pay Transparency Directive: Aims to tackle the pay gap and promote equal pay for men and women for work of equal value. Employers will be required to disclose more information about their pay structures, including how pay levels are determined and any discrepancies between different genders.
FLYING FORWARD: SAS IN A NEW ERA
SAS has recently emerged from Chapter 11 proceedings in the United States and restructuring proceedings in Sweden. The whole process took more than two years, in what was a major overhaul for the company. But SAS has now risen like a phoenix, stronger than ever, as Scandinavia’s leading airline.
SAS embarked on restructuring proceedings in order to accelerate its comprehensive business and financial transformation plan, SAS FORWARD. The strategic initiative aimed to achieve a complete transformation of SAS’s business, by optimising its network and fleet, boosting unit cost competitiveness, and paving the way for a sustainable future. During the process, SAS successfully restructured more than USD 2 billion of debt, adjusted its aircraft fleet and related costs, and reached agreements with key stakeholders, creditors and vendors.
SAS also successfully completed a competitive exit financing solicitation process in which Castlelake, Air France KLM, and Lind Invest, together with the Danish State, were selected as the winning bidder consortium. The exit financing included a total investment of USD 1.2 billion, comprising USD 475 million in new, unlisted equity and USD 725 million in secured convertible debt.
Leading through turbulence
Anko van der Werff took on the role as President & CEO of SAS in July 2021, fully aware that fundamental change was essential for SAS to remain competitive. And having recently led Colombian airline Avianca through in court restructuring using US Chapter 11, Anko was well prepared for the task. Anko and his manage ment team, including Anna Almén – now Chief Legal Officer of SAS – hired financial and legal advisors to help SAS through the restruct uring. Mannheimer Swartling was the natural choice when it came to engaging Swedish legal counsel.
“Mannheimer Swartling has supported SAS for more than 75 years and they truly understand us and our business. Having them by our side during such a demanding phase has been invaluable”, explains Anna.
“Mannheimer Swartling was new to me, but I have really appreciated having such a strong, knowledgeable and straightforward Scandinavian legal advisor on our side. They may not always be the loudest or say what you want to hear, but they always say what needs to be said and done. As a Dutchman, this rings very well with me”, adds Anko.
CASES
“SAS will be actively seeking joint ventures and partnerships with other Scandinavian giants to showcase the ‘Scandinavian brand’ on the world stage.”
New horizons
With the restructuring behind them, SAS and its new owners are looking towards a future built on strategic growth, sustainable development, and industry leadership. In autumn 2024, SAS formed new partnerships with Braathens Regional Airways AB (BRA) and Scandic.
“The partnership with BRA is designed to strengthen SAS’s offering and connectivity within Sweden and fits perfectly with our ongoing hub building efforts. The strategic and commercial partnership with Scandic, meanwhile, enhances customer experience and loyalty benefits, while bringing
The strategic initiative aimed to achieve a complete transformation of SAS’s business.
together two leading Scandinavian brands”, Anko continues. “We will be actively seeking joint ventures and partnerships with other Scandinavian giants to showcase the ‘Scandinavian brand’ on the world stage”.
Fuelling a greener future
Sustainable development is equally crucial to SAS’s vision for the future, and SAS intends to be at the forefront of bridging the gap to sustainable aviation. The Company has set itself ambitious environmental targets, including the goal of using sustainable aviation fuel equivalent to SAS’s fuel consumption in Scandinavia by 2030. The company’s environmental targets form the foundation of its longterm commitment to sustainability, with the underlying measures a natural and integrated part of the SAS Environmental Programmes.
“SAS takes its responsibility seriously. Despite the turbulent civil aviation market of recent years, SAS has chosen to maintain its commitment to sustainability. But we cannot do it alone. Sustainability goals require policy support, not obstacles. We need policymakers to help clear the runway for a green transition”, says Anna.
The route ahead
SAS will continue to transform its operations by building its global hub in Scandinavia and expanding its network with new fuel efficient, modern aircraft to reduce emissions. The company will also continue its journey as a member of the global airline alliance SkyTeam, working closely with like
minded airlines and other industry leaders. SAS will also be following the consolidation of the European aviation industry with great interest.
For Anko and Anna, emerging from the restructuring processes has meant that they can fully focus on their regular – yet still very demanding – roles again, without having to be restructuring specialists as well. Reaching this milestone has also given them some welldeserved downtime to recharge their batteries and reflect on SAS’s future.
We wish SAS every success and look forward to supporting them for another 75 years.1
( 1 ) Mannheimer Swartling has supported SAS since its founding in 1946 as a Swedish-DanishNorwegian consortium, advising first as Sune Wetters Advokatbyrå, later Carl Swartling Advokatbyrå, which merged to become Mannheimer Swartling.
SAS intends to be at the forefront of bridging the gap to sustainable aviation.
Digital Compliance: NAVIGATING THE REGULATORY LANDSCAPE
The European Union (EU) has stepped up its regulation of digital technologies, reflecting its ambition to create a secure, competitive, and inclusive digital environment. As part of its “Digital Decade” 1 programme, the EU has introduced a number of legislative measures covering a wide range of areas. For businesses offering their services in the EU, these changes demand increased compliance efforts.
In response to the new tech regulatory landscape, the firm has launched a “Digital Compliance” initiative to help clients navigate the web of laws and policies that govern the use of digital technologies, data and digital services. This includes assisting clients with regulatory advice, digital governance strategies and strategic and commercial advice in areas such as cybersecurity, product safety, data access, data governance, resilience, continuity management, digital platforms, and AI.
“When the GDPR entered into force six years ago, many organisations adopted a narrow approach, focusing solely on data protection. This way of working is no longer tenable”, says Anders Bergsten, partner
at Mannheimer Swartling. “Our Digital Compliance strategy is based on the recognition that the various regulations, directives and national implementing laws are highly interconnected. Addressing requirements one piece of legislation at a time is both inefficient and impractical. A comprehensive understanding of how these rules interact and which one takes precedence requires deep knowledge of both EU legislation and national frameworks”, Anders continues.
At Mannheimer Swartling, we adopt a holistic approach to compliance. Instead of viewing regulations in isolation, we assess all relevant legislation affecting an organisation and develop a tailored strategy that aligns with its sector, products and services.
Key Current and Upcoming Digital Compliance Regulations:
Digital Services Act (DSA): Ensures safer digital spaces by protecting consumer rights online and increasing transparency and accountability of online platforms. Digital Markets Act (DMA): Prevents large online platforms from abusing their market power, to ensure fair competition in the digital marketplace. Data Act: Regulates the handling and sharing of personal and non-personal data, promoting its accessibility and use across the EU. Data Governance Act: Facilitates data sharing through data intermediation services and clearer rules on data sharing. Open Data Directive: Mandates the availability of public sector data for re-use, to enhance transparency and innovation. NIS2 Directive: Strengthens cybersecurity resilience in critical sectors, to protect against cyber threats. Cyber Resilience Act (CRA): Imposes robust cybersecurity standards on digital products and services to minimise risks to users. AI Act: Regulates the safe development and use of artificial intelligence, particularly for high-risk AI systems. ePrivacy Regulation: Governs the handling of electronic communications data, to ensure privacy and confidentiality in digital communications. European Accessibility Act: Sets accessibility requirements for products and services, to improve access for people with disabilities. Critical Entities Resilience (CER) Directive: Reinforces the resilience of critical infrastructure in the internal market, including cybersecurity requirements. Digital Operational Resilience Act (DORA): Strengthens the financial sector’s ability to withstand and recover from ICT-related disruptions. eIDAS 2 Regulation: Establishes a secure framework for EU-wide public electronic identification and digital signatures.
Our process unfolds in three stages. First, through Understanding Digital Compliance, which involves mapping and identifying which requirements apply to an organisation. Second, Enabling Digital Compliance, where we look in more detail at the specific challenges the organisation faces. And third, Implementing Digital Compliance , which addresses any identified compliance gaps and ensures that all requirements are met.
This Digital Compliance initiative has fostered even closer collaboration between our practice groups. We are now working together to understand and interpret how the new regulations interact with each other and with existing “legacy” frameworks.
“As we and our clients have learned, the new regulatory challenges are too complex to be tackled by isolated experts. Addressing these issues requires multidisciplinary teams with a blend of legal, technical and operational expertise”, says Erica Wiking Häger, partner at Mannheimer Swartling.
Navigating the EU’s “Digital Decade” demands a broad and cohesive approach. The firm’s initiative is designed to guide clients
through this transforming framework of digital technologies, data, and services governance, while also helping them remain proactive in the face of future change.
“Businesses must not only adhere to a myriad of new rules but also anticipate upcoming developments and be prepared for emerging challenges and opportunities in the digital landscape”, adds Ängla Pändel, senior associate at Mann heimer Swartling.
“As we and our clients have learned, the new regulatory challenges are too complex to be tackled by isolated experts. Addressing these issues requires multidisciplinary teams with a blend of legal, technical and operational expertise.”
( 1 ) “Digital Decade” is the EU’s vision for digital transformation by 2030, focusing on digital infrastructure, skills, public services and business innovation.
STRIKING THE BALANCE: DUE PROCESS AND EFFICIENCY IN MODERN ARBITRATION
Arbitration is at a crossroads. Complex, document-heavy cases are testing the ability to balance due process with timely, cost-effective, dispute resolution. This was the focus of discussions at Mannheimer Swartling’s annual Arbitration Breakfast during the IBA Conference in Mexico City.
Kristoffer Löf and Fredrik Ringquist from Mannheimer Swartling shared their insights on the key themes discussed during the event. Guest speakers Stefanie Pfisterer, partner at Homburger, and Adrián Magallanes, partner at Von Wobser y Sierra, SC, also provided valu able perspectives. Together, they explored how technology, proactive case management, and industrywide collaboration can shape the future of arbitration.
As the field of arbitration evolves, practitioners face the dual challenge of adapting to modern disputes without compromising arbitration’s core promise of a fair, efficient, and adaptable mechanism.
“The arbitration landscape is becoming increasingly complex and documentheavy,” noted Kristoffer Löf at Mannheimer Swartling. “Striking the right balance is essential to ensure that arbitration remains a viable and effective dispute resolution mechanism.”
Harnessing technology: a double-edged sword Technological innovation, particularly artificial intelligence (AI), has emerged as a powerful tool to address the challenges of modern arbitration. AI can automate tasks like document review and multilingual translations, quickly analyse evidence, and rapidly summarise complex submissions, allowing hearings to focus on substantive issues rather than procedural bottlenecks. However, technology is not a complete solution.
“AI cannot replace the nuanced judgement essential for navigating intricate legal and contextual challenges”, emphasises Fredrik Ringquist, partner at Mannheimer Swartling.
The potential pitfalls are significant. Without proper oversight, overreliance on automated outputs, biases in AI training data, and the production of overly detailed or irrelevant documentation, can complicate rather than simplify proceedings. The arbitration community recognises these challenges. Forwardthinking practitioners are developing practical measures that safeguard efficiency while ensuring parties have the opportunity to present their cases fully and fairly.
Proactive case management: the indispensable human element
Even as technology becomes more sophisticated, the human element remains central. Proactive case management is a critical tool for arbitrators to maintain efficiency and fairness.
“Arbitrators must actively steer proceedings to prevent delays and ensure that the parties are fully involved in procedural decisions”, emphasised Kristoffer.
Effective case management may involve early procedural clarity, strict adherence to timetables, and defining precise document production parameters, while remaining flexible to address the unique characteristics
“AI cannot replace the nuanced judgement essential for navigating intricate legal and contextual challenges.”
Forward-thinking practitioners are developing practical measures that safeguard efficiency while ensuring parties have the opportunity to present their cases fully and fairly.
Similar discussions are taking place in other leading arbitration hubs such as Singapore, London and New York, reflecting a global effort to advance arbitration.
“This project brought together leading arbitration practitioners in Sweden to discuss and agree on practical tools to improve efficiency without compromising due process.”
of each dispute. This way, arbitrators can keep cases on track while ensuring that parties are able to present their cases fully and fairly.
Collaboration to advance arbitration
“Collective action within the arbitration community is key to addressing the dual challenge of efficiency and fairness”, says Fredrik.
Initiatives such as the Swedish Arbitration Association’s “HighQuality Arbitrations in Sweden” are an important example.
“This project brought together leading arbitration practitioners in Sweden to discuss and agree on practical tools to improve efficiency without compromising due process”, continues Fredrik.
Similar discussions are taking place in other leading arbitration hubs such as Singapore, London and New York, reflecting a global effort to advance arbitration.
By focusing on actionable measures – from clearer procedural frameworks and proactive case management,
to more effective resource allocation – these initiatives demonstrate how collaboration can yield tangible results. Moreover, such efforts reflect a broader commitment to usercentric arbitration practices, ensuring that the process continues to meet the needs of businesses and individuals seeking effective dispute resolution.
Looking ahead
As the role of arbitration continues to develop, the dialogue on efficiency and fairness remains both dynamic and necessary. The field is exploring new frontiers – from AI’s transformative potential to improved case management and broader professional collaboration. While there is no definitive roadmap, these ongoing conversations highlight the importance of continuously refining practices to ensure that arbitration remains fair and efficient. The challenge is significant, but it also presents an opportunity to shape arbitration’s role as a trusted and adaptable mechanism for resolving complex disputes.
FROM REPORTING TO ACTION
Increased Due Diligence Requirements for Human Rights and the Environment
In recent years, we have witnessed a wave of EU legislation in the field of environmental, social and governance (ESG). What was once dominated by international instruments and voluntary commitments is now transitioning into legal, enforceable obligations. A key example is the Corporate Sustainability Due Diligence Directive (CS3D), adopted by the EU Parliament in spring 2024. CS3D requires companies not only to report on sustainability issues but also to adapt their practices to address human rights and environmental impacts.
CS3D requires companies to assess and address human rights and environmental risks throughout their chain of activities. This move to embed long established soft law principles (often found in company codes of conduct) into enforceable regulation – with significant penalties for non compliance – reflects the EU’s commitment to sustainability as a core corporate responsibility.
Many companies are already grappling with the requirements of another EU directive, the Corporate Sustainability Reporting Directive (CSRD), which promotes transparency through detailed ESG disclosures. While both directives aim to promote sustainable business practices, their focus differs. CS3D governs due diligence and governance, while CSRD functions as a reporting framework.
Scope and applicability
CS3D adopts a phased implementation, with the largest companies required to comply by July 2027, extending gradually to smaller entities in subsequent years. This includes large EUbased companies as well as nonEU companies with significant turnover in the EU market. The Directive also extends to subsidiaries and business partners along the chain of activities – from upstream activities (such as sourcing and production), to certain downstream activities (such as distribution and storage).
Around 6,000 EU companies will be directly affected, with an indirect impact on smaller businesses within the supply chain due to increased scrutiny from larger business partners.
Key compliance actions
Due diligence – Companies must assess their negative impacts on human rights and the environment, integrating this due diligence throughout their operations, subsidiaries, and chain of activities. A comprehensive due diligence policy, updated every two years, should be reflected in relevant strategies and operational practices. Companies are also required to engage with stakeholders throughout this process.
Prioritisation of identified risks – Recognising that addressing all identified risks simultaneously may be impractical, CS3D allows for prioritisation based on the severity and likelihood of harm to people or the environment. Highrisk contracts, such as those involving suppliers in sectors or regions with heightened labour or environmental risks, should receive focused attention.
Preventive and corrective measures – Once risks are identified, companies must take appropriate steps to prevent, mitigate, or end adverse impacts. While CS3D does not provide an exhaustive list of appropriate steps, it does require that the steps taken by a company are genuinely effective and do not merely exist as formalities or policies on paper.
Climate transition plans – In line with the Paris Agreement’s 1.5°C target, CS3D requires companies to adopt climate transition plans with timebound emissions reduction targets up to 2050. These plans must also outline decarbonisation strategies, invest ment plans and governance frameworks. Pending further guidance from the EU Commission, companies must demonstrate a genuine best efforts approach.
Communication and complaints procedures –Companies must report publicly on CS3D matters. Those already reporting under CSRD will automatically meet CS3D disclosure obligations. Additionally, companies are required to establish complaints mechanisms that allow stakeholders to report their concerns. Unlike traditional whistleblower procedures, these mechanisms are open to a broader range of stakeholders, including NGOs and trade unions.
Enforcement – EU Member States must provide for “effective, proportionate, and dissuasive penalties (in particular fines)”. Penalties will be determined based on the severity, duration, and nature of the violation, as well as past infringements and any remedial actions taken. Maximum fines cannot be set below five per cent of a company’s worldwide turnover in the preceding year – a clear signal of rigorous regulatory enforcement.
A field for potential disputes
CS3D introduces a civil liability framework, allowing natural or legal persons to seek compensation for harm caused by a company’s intentional or negligent failure to meet its CS3D obligations. Claimants will also be able to authorise representatives, such as NGOs or trade unions, to enforce these rights.
The Directive is expected to add a new level of complexity to the companysupplier relationship. Many companies will now need to reappraise their contracts – with potentially thousands of business partners – and disputes may arise over the enforcement of
responsible business conduct clauses and termination for human rights and environmental breaches.
Preparing for CS3D compliance
CS3D represents a significant shift in the ESG landscape, presenting compliance challenges but also offering opportunities for companies to demonstrate sustainability leadership and build longterm resilience.
Given the substantial risks of noncompliance – including penalties, litigation and reputational damage – it is essential that corporate legal departments take a proactive role. Although the Directive will not apply
“Mannheimer Swartling’s cross-practice Sustainability and ESG framework group provides tailored, practical support across a wide range of areas to help clients meet CS3D requirements.”
until 2027 or later, companies should begin preparations now. This includes assessing scope, identifying risks, and initiating due diligence and risk prioritisation.
Supporting clients through the transition Mannheimer Swartling’s crosspractice
Sustainability and ESG framework group provides tailored, practical support across a wide range of areas to help clients meet CS3D requirements. This includes, for example, assistance with risk assessments, due diligence policies, stakeholder engagement, and mapping and updating commercial contracts for CS3D compliance. In M&A, we advise on initial strategic considerations, ESGspecific due diligence, transaction risk management,
and postacquisition integration. Our Dispute Resolution team also guides clients through civil liability claims, regulatory enforcement and businesstobusiness disputes.
A comprehensive understanding of CS3D is essential for all of our practice groups. To ensure our team is prepared to address the complex challenges that may arise, we conduct firmwide CS3D training. This equips practitioners across the firm with the knowledge and tools needed to share insights, develop practical strategies, and effectively support clients. With our guidance, clients can navigate shifting regulatory demands and turn compliance challenges into opportunities to strengthen their sustainable business practices.
Given the substantial risks of noncompliance – including penalties, litigation and reputational damage – it is essential that corporate legal departments take a proactive role.
and ESG cross-practice framework group combines expertise in human rights, environment, sustainable finance, compliance, and governance to provide tailored, practical support.
Mannheimer Swartling’s Sustainability
THE FUTURE OF LIFE SCIENCES
Unlocking Market Access for ATMPs
Advanced Therapy Medicinal Products (ATMPs) are driving innovation in life sciences, offering the potential to treat or even cure complex diseases. These cutting-edge therapies – including gene therapies, cell therapies, and tissue engineered products – represent a new era of medical progress. However, their market entry and eventual adoption by treating physicians and patients involves unique challenges that require strategic navigation.
Market access challenges for ATMPs
Despite their immense potential, ATMPs face significant barriers to market access. Unlike traditional medicinal products, ATMPs face distinct hurdles to both launch and distribution. These challenges are particularly evident in areas such as pricing and, in some cases, regulatory agreements at the national level in Sweden.
Meeting these demands requires significant resources and commitment from all stakeholders. It also calls for a comprehensive understanding of the regulatory environment, along with strong collaboration with authorities and healthcare providers to ensure successful market entry and patient access to innovative therapies.
The path to adoption for new therapies
Bringing a new ATMP to market involves complex negotiations that extend well beyond
standard pricing applications. ATMPs often require tailored agreements that reflect their unique nature and value to the healthcare system. Such agreements may involve both national agreements on purchasing terms and local agreements to govern the regulatory aspects of the collaboration, such as the collection and processing of starting materials such as patient cells.
In Sweden, the Council for New Therapies (NT Council) plays a key role in the adoption of new treatments. This informal body, made up of experts from the country’s regional councils, assesses whether new medicines, including ATMPs, should be introduced into the healthcare system. As a first step, the NT Council decides whether a new medicinal product should follow a national process for orderly introduction, or be managed regionally. If the product is included in the national process, the NT Council requests a
The life sciences sector is at the forefront of innovation, with ATMPs representing one of many technologically impressive categories of products.
health economic evaluation from the Dental and Pharmaceutical Benefits Agency (TLV) which serves as the pricing authority. Based on this evaluation, and the NT Council’s determination of willingness to pay, the NT Council issues recommendations to all regions of the country. In practice, these recommendations effectively determine whether or not the assessed product will be adopted in the Swedish healthcare system. It should be noted that the decisions of the NT Council cannot be appealed or formally challenged.
ATMPs in the evolving EU framework
While pricing and market access of medicinal products are likely to remain a national matter, the EU regulatory landscape is undergoing substantial change. Central to this change is a new Pharmaceuticals Regulation that aims to address the complexities of modern therapies, including ATMPs. Notably, stakeholders from research
based industries and organisations have voiced concerns over the current proposals for a new Pharmaceuticals Regulation. These concerns suggest that the proposed changes could potentially undermine innovation, for example, by reducing regulatory data protection and market exclusivity. In addition, some proposed conditions to qualify for regulatory incentives may be difficult to fulfil or beyond the direct control of industry, potentially diminishing the EU’s attractiveness as an investment hub for research and development, particularly in advanced therapeutics.
It is hoped that the final version of the Pharmaceuticals Regulation will offer a more balanced approach, strengthening data protection and market exclusivity, and providing predictable incentives for innovators, while also addressing access barriers. Moreover, the new Pharmaceuticals Regulation and related legislation will need to be alig
“Our Healthcare and Life Sciences practice works closely with companies to develop agreements and strategies for ATMPs, guiding them through market access negotiations and ensuring compliance with evolving regulations – from initial product development to market launch and beyond.”
ned with a number of other EU measures, including the EU Health Technology Assessment Regulation, the European Health Data Space, and any potential new measures to support the biotechnology sector.
Providing clarity in a changing landscape
As these regulatory developments unfold, it is crucial for pharmaceutical companies to stay informed and adapt their strategies at both EU and local levels. Bringing ATMPs to market presents many challenges, but also extraordinary opportunities to transform healthcare while supporting longterm innovation and commercial goals.
At Mannheimer Swartling, we guide clients through the intersection of commercial objectives, regulatory requirements, and public health interests. Our Healthcare and Life Sciences practice works closely with companies to develop agreements and strategies for ATMPs, guiding them through market access negotiations and ensuring compliance with evolving regulations – from initial product development to market launch and beyond. We provide our clients with the strategic guidance they need to bring transformative therapies to market and drive progress in life sciences and patient care.
The regulatory landscape for medicinal products in the European Union is undergoing significant transformation.
OUR PEOPLE 56
Our people are the firm’s greatest strength. United by shared values, common goals, and a desire to evolve both personally and professionally, we focus on delivering outstanding results. By putting our people first, we ensure that we consistently provide the highest standard of legal service to our clients.
OUR MOST VALUABLE ASSET
Each individual in the firm brings a unique blend of talent, experience and passion. Our team reflects a rich tapestry of backgrounds, perspectives and experiences. We are proud to foster an inclusive environment and an organisation where everyone can thrive and bring their authentic selves to work. This diversity enriches our practice and enhances our ability to serve our clients who operate in a global market.
To further strengthen our commitment to these values, the firm has established a gender balance goal among partners. By the end of 2033, we aim to achieve 40:40:20 gender diversity, representing 40% women, 40% men and 20% flexible (any combination of women, men, or nonbinary).
A fundamental part of Mannheimer Swartling is the everpresent team spirit that permeates everything we do. A strong sense of belonging and community, combined with empathetic and coaching leadership, are key ingredients in cultivating this supportive atmosphere. Trust,
generosity, kindness, and simply having fun at work, are equally essential to the firm’s character. This collegiality is the most common reason cited by our employees when asked why they enjoy working at the firm and choose to stay with us. Our unique business model, Pure Lockstep, plays a central role in fostering this collaborative environment. You can read more about Pure Lockstep on page 62
We are committed to the continued growth and development of our employees. For instance, through MSA Academy, we provide extensive training programmes, mentoring opportunities, and support for ongoing education. This commitment ensures that our team stays at the forefront of the legal industry. At the same time, we believe it is equally important to support the wellbeing, personal growth, and creativity of our people as it is to focus on their professional progress. This is why we have developed concepts such as MSA Arts, MSA Wellness and MSA Evolve. You can read more about these on page 64
Core Values: The Foundation of Our Strength
Quality. We embrace challenges and strive for the highest standards in everything we do. By prioritising continuous improvement and innovation, we ensure that working with us is a hallmark of quality for both our clients and employees.
Business focus. We see business law as a strategic tool to create success for our clients. With a deep understanding of the unique dynamics of each client’s business and industry, we deliver advice that is insightful, practical, and tailored to their specific goals. At the same time, we continuously broaden our expertise and explore new opportunities to better serve our clients and the development of the firm.
Team spirit. We are united by a shared sense of purpose and collaboration. Our culture is built on mutual support, wellbeing, and the seamless integration of diverse talents across practice groups and offices. This collaborative environment not only ensures the best outcome for each client but also fosters a workplace where individuals feel valued and contribute meaningfully to our collective success.
Our corporate culture is often described as a pleasant surprise, and at its core lies Pure Lockstep – a unique business model that promotes unity, shared success, and a truly enjoyable working environment.
In a Pure Lockstep law firm, there are no individual financial incentives, only collective goals. Profits are shared equally between partners, and associates with comparable seniority receive the same salary.
Since the firm’s foundation, this Pure Lockstep culture has been the cornerstone of our growth as Sweden’s leading law firm. It ensures that the right people are naturally matched to the right tasks, and encourages collaboration, knowledge sharing, and mutual support. This is partnership in its truest form. Moreover, this collegial atmosphere is the driving force behind ensuring that every client receives the highest standard of service.
MIND, BODY AND SOUL
MSA Academy. MSA Academy is a series of seminars designed to keep our staff up to date with world affairs, legal developments, technological advancements, and high profile matters involving the firm. Our incubator companies, part of MSA Innovation Lab, and our affiliated researchers, part of our academic partnerships, are also regularly invited to hold seminars on a range of topics from legal design to AI and learning ecosystems.
MSA Arts. MSA Arts brings together the firm’s various art initiatives with the goal of inspiring creativity in the daily lives of our employees, both at work and in their personal lives. MSA Arts fosters innovation, creativity and critical thinking, and encourages employees to express themselves and forge new connections in unique and meaningful ways. The firm curates regular cultural events and inspirational activities across an array of art forms – from literature and music to painting and the visual arts. Collaborations are a key aspect of MSA Arts, including partnerships with prominent art and science institutions in Sweden, such as the Museum of Modern Art, the Nobel Foundation, and the Royal Swedish Dramatic Theatre.
MSA Evolve. MSA Evolve is the firm’s selfleadership programme for both personal and professional development, complementing the growth opportunities offered by our Professional Development Programme (a sixyear initiative for all associates) and MSA Academy. Spanning several years, the programme comprises workshops and lectures designed to support the development of our people. Topics include selfmanagement, productivity, leadership, and motivation. MSA Evolve also includes an elective component with a leadership development programme, featuring individual sessions, complementary digital tools and personal motivation analysis.
MSA Wellness. Under the banner of MSA Wellness, we have brought together our various initiatives to inspire a healthy lifestyle, promote wellbeing, and encourage physical activity. The firm’s goal is to provide a wide range of wellness activities that appeal to all our employees and offer opportunities to explore new forms of exercise, without putting pressure on staff or encouraging competition. We offer regular workout classes, as well as the opportunity to participate in wellness seminars. Employees can also join the firm’s teams in tournaments across a variety of sports. Our selection of activities is always expanding, and we welcome new suggestions to reflect the diverse interests of our staff.
“We place great emphasis on offering our employees a variety of opportunities to develop both personally and professionally.”
MSA Wellness Day. In 2023, we launched MSA Wellness Day, granting all staff a day off each year to focus on their health and wellbeing. This initiative is our way of leading by example and embracing our commit ment to staff care. In 2024, we repeat ed this highly popular initiative, allow ing employees to focus on themselves and recharge in the way that suits them best.
MSA Wellness Day has become a key part of our wellness strategy, and we are excited to continue this new tradition.
MSA Wellness Day is an initiative where employees recharge in the way that suits them best.
MSA Arts brings together the firm’s various art initiatives with the goal of inspiring creativity in the daily lives of our employees.
Our self-leadership programme runs over several years, comprising workshops and lectures designed to support the development of our people.
OUTLOOK 68
CHARTING NEW INNOVATIONS: OUR DIGITAL ECOSYSTEM
As technology advances at an unprecedented pace, Mannheimer Swartling remains committed to adapting alongside it.
For many years, MSA Innovation has served as the firm’s central hub for digital transformation, driving change through strategic investments in AI and collaborations with tech innovators and academia. By integrating advanced tools such as generative AI, machine learning, and other digital solutions, we enhance efficiency, streamline workflows, and deliver smarter, more efficient solutions for our clients.
MSA Innovation connects the firm with clients,
technology providers, startups, and academic partners, bringing together diverse perspectives to promote growth and foster innovation.
AI and digital tools
AI is reshaping the legal sector by optimising the synergy between human expertise and automated processes. We use generative AI to offer quicker, smarter, and more costeffective legal solutions while maintaining rigorous
MSA Innovation serves as the firm’s central hub for digital transformation (image generated using AI).
“MSA Innovation Lab serves as our legal tech incubator – a forum to engage with pioneering companies that have the potential to transform the legal industry.”
standards of accuracy and security. In addition, we employ a range of other digital tools, such as document automation and bespoke collaboration platforms, and continuously evaluate new products for integration into our practice.
Legal tech incubator
MSA Innovation Lab serves as our legal tech incubator – a forum to engage with pioneering companies that have the potential to transform the legal industry. This collaboration provides us with early access to groundbreaking tools in areas like AIpowered automation, equity management and litigation analysis. The creativity of our incubator companies helps to redefine legal services and ensure that we remain agile in a fast developing industry.
Read more about our legal tech incub ator companies on page 75 .
Collaboration with academia
Our collaboration with researchers at leading Swedish universities helps us to understand the impact of digital transformation on the legal and professional services sectors and to identify new ways to create value for our clients.
MSA Innovation connects the firm with clients, technology providers, startups, and academic partners.
Legal Tech Incubator Companies
Leya. Leya provides an AIpowered workspace for law firms and legal professionals, automating repetitive tasks and integrating legal sources and personalised data on a single platform.
Pocketlaw. Pocketlaw empowers businesses to address daily legal challenges and futureproof their operations with an effective, scalable and userfriendly platform for contract management, using automation, data and AI.
Wemble. Wemble’s work distribution tool allows users to report their workload and projected future capacity at the click of a button, providing managers with a realtime overview of team capacity and skillsets for more informed and balanced work delegation.
Techquity. Techquity offers a private markets investment platform that automates processes related to private equity fundraising with features including data rooms, LP onboarding, and investor portals.
AI AND LAW: A TRANSFORMATIVE ROLE
The legal profession has always adapted to new technology – from quills to typewriters, from letters to emails – each advancement aimed at improving efficiency and service delivery. But AI represents more than just another step forward. It is reshaping the way we work.
We see digital transformation as an enabler for both the firm and our clients.
Since establishing MSA Innovation Lab over five years ago, we have collaborated with innovators and tested a number of promising new technologies. In 2024, Mannheimer Swartling acquired the AI company Troublemaker from its founder William Wigström and hired William as AI Counsel. Troublemaker has developed Trubl, an AI platform that truly stands out. Trubl’s ability to analyse complex Swedish legal issues, perform precise research into statutes and case law, and deliver wellreasoned answers through a knowledge graphdriven chain of reasoning, is a genuine gamechanger for the way we work.
Another impressive AI legal solution is Leya, which joined MSA Innovation Lab in 2023. Leya aggregates data from both internal and external data sources and automates the analysis of large datasets, dramatically reducing the time spent on repetitive tasks.
“Trubl and Leya are a powerful combination. Tools like these don’t just make us faster – they empower lawyers to think bigger, dig deeper, and really focus on what matters most to our clients”, says Jan Dernestam.
Integrating AI the Mannheimer Swartling way
Adopting AI in legal practice, however, is not a simple task. There are real concerns about data security, client confidentiality and ethical considerations. To address these, we focus on responsible innovation – harnessing technology while maintaining the trust and high standards our clients expect.
“The key to successful AI integration is combining
legal knowledge with technological innovation and having the right people to bring them together”, says Peter Coyet, Chief Information Officer at Mannheimer Swartling. “It’s about augmenting lawyers’ capabilities, not replacing their judgement.”
Equipping the team
Recognising that technology is only as effective as the people using it, we have introduced comprehensive training programmes for all staff. These include practical workshops and tutorials, supported by “AI superusers” within the firm who help colleagues optimise the use of these tools.
What lies ahead?
Looking forward, we envision a future where AI and human expertise work seamlessly together, delivering even greater value to our clients. By continuing to partner with tech innovators, industry leaders and academia, we stay ahead of emerging trends and are prepared for the growing expectations of our clients. Building on the success of tools such as Trubl and Leya, we aim to maximise their impact across our practice, creating faster workflows, greater precision, and value insights. Supported by ongoing training and rigorous oversight, our team will be wellpositioned to thrive in a dynamic legal landscape.
“The legal industry is at an inflection point. We are excited about the opportunities ahead – not because we have all the answers, but because we are eager to find them”, concludes William.
“Tools like these don’t just make us faster – they empower lawyers to think bigger, dig deeper, and really focus on what matters most for our clients.”
OUR COMMITMENT TO SUSTAINABILITY
Read our Sustainability Report at mannheimerswartling.com
Our greatest opportunity to steer the world in a sustainable direction lies in our core expertise – business law. To effect real change, it is essential that we lead by example and take responsibility in the areas we are able to influence.
At Mannheimer Swartling, sustainability has been central to our work for many years, underpinned by a framework built on three pillars: sustainability in our legal advice, internal sustainability practices, and community engagement.
Our legal services are the core of the firm’s business. While we have specialist groups dedicated to sustainability, it is not confined to a single area of law. Instead, sustainability is a thread that runs through all of our practice areas. It is crucial that our legal advice continues to support the development of a more sustainable business sector, benefiting both today’s stakeholders and future generations.
Internally, our sustainability efforts focus on key issues that resonate both within the firm and the legal profession as a whole. These include talent development, health and
wellbeing, diversity and inclusion, climate action and environmental responsibility, and a commitment to ethics and compliance.
Through Mannheimer Swartling in Society, we provide pro bono legal services to selected organisations and participate in community initiatives, actively contributing to building a more sustainable society.
Sustainability
Sustainability in Practice
Sustainable by Design. Embedding sustainability within an organisation is a complex challenge. How can it truly become an integral part of the way a business operates? At Mannheimer Swartling, we have developed Sustainable by Design, a framework that integrates sustainability into our daily work. It is deeply embedded in our culture, policies, and processes – guiding us to adopt holistic thinking and make informed decisions with a clear understanding of their impact. Every decision we make holds the potential to better align with our sustainability objectives.
Sustainable by Design is centred on our core legal services, focusing on the matters we take on, the advice we provide, how we support our people, the delivery methods we choose, and the lessons we learn to drive continuous improvement.
Sustainability and ESG. In business law, sustainability is not confined to specific legal disciplines; it serves as a guiding principle that shapes every aspect of our work. Our Sustainability and ESG framework ensures that these principles are integrated across all our advisory services.
Our holistic approach leverages the firm’s collective expertise to help clients achieve their sustainability goals and proactively address challenges within and beyond the legal sphere.
Our firmwide Sustainability and ESG framework enables us to provide cohesive advice across six key areas:
• Energy transition
• Climate change and the environment
• Business law and human rights
• Sustainable finance
• Compliance and governance
• Sustainable transactions
PRO BONO: A PART OF OUR DNA
We use our role and size in the business community to influence social change for the better. This commitment is at the heart of our ethos, and we see it as both an opportunity and a responsibility. We are active in a wide range of areas – from pressing climate and environmental issues to supporting vibrant culture, important social issues, and upholding human rights.
The firm has supported a number of key organisations for several decades. We strongly encourage our employees to get involved, and hundreds have contributed to our pro bono partnerships. Through these collaborations, we provide expert legal advice free of charge. Our support can also extend to board representation and volunteering.
Alongside our pro bono activities, we actively engage in and support various community initiatives. One such initiative is our own mentoring programme, Study for Life. The programme was founded in 2021 to encourage higher education among young people and to
increase diversity and inclusion within the business community. Read more about Study for Life on page 92 .
As part of the firm’s cultural initiatives and MSA Arts, we embarked on a new partnership with Dramaten – The Royal Dramatic Theatre in Sweden. The purpose of this partnership is to exchange knowledge and offer unique cultural experiences. The collaboration introduces a new dimension to our cultural efforts and complements our existing partnerships with the Nobel Foundation and the Museum of Modern Art. Learn more about MSA Arts on page 64
The provision of pro bono advice is deeply embedded in our corporate culture and our staff are highly encouraged to get involved.
PRO BONO PARTNERSHIPS
Centre for Justice (Sw. Centrum för rättvisa).
A public interest law firm dedicated to protecting the rights and freedoms of individuals through legal proceedings, investigating misconduct and participating in the public debate on human rights.
The City Mission (Sw. Stadsmissionen).
An ideadriven organisation working towards a more humane society for all through social care, education, and labour integration.
Dramaten. The Royal Dramatic Theatre, better known as Dramaten, is Sweden’s national stage for spoken drama and a central hub for Swedish cultural life.
Fryshuset. An independent nonprofit foundation that supports young people by providing opportunities for personal development, helping them to find their identity and fostering a sense of belonging in society.
Gapminder. An independent nonprofit foundation which identifies systematic misconceptions about global trends and uses reliable data to develop simple teaching materials and promote a factbased global picture.
International Entrepreneurs in Sweden. A foundation that helps entrepreneurs and business owners with a foreign background to start, run and grow their businesses.
The Museum of Modern Art. One of Europe’s leading institutions for modern and contemporary art, offering a vibrant, open and stimulating platform that connects people with art.
“We are active in a wide range of areas – addressing pressing climate and environmental issues, supporting vibrant culture, tackling important social challenges, and upholding human rights.”
The Nobel Foundation. A foundation dedicated to fulfilling Alfred Nobel’s will by rewarding discoveries that benefit humanity and advancing his vision of a better world.
Open House (Sw. Öppet Hus). A nonprofit association that promotes diversity through mentoring programmes, internships, employ ment and workplace visits.
Race for the Baltic. A solution and businessoriented fundraising project with the mission to improve the health of the Baltic Sea.
Sweden for UNHCR. The Swedish branch of UNHCR, the UN Refugee Agency, which leads international efforts to protect people forced to flee their homes due to war, conflict or persecution.
UN Global Compact Network Sweden. The Swedish network of the UN Global Compact, the world’s largest corporate sustainability initiative.
Dramaten is Sweden’s national theatre and a cultural institution.
The firm supports Race for the Baltic, whose mission is to tackle eutrophication in the Baltic Sea.
STUDY FOR LIFE Supporting Young People Towards Higher Education
Three years ago, we launched our own mentoring programme – Study for Life. Designed to support young people on their path to higher education, the programme also aims to foster long-term diversity and inclusion within Swedish universities and the broader business community.
Study for Life supports young people whose parents may not have had access to higher education in Sweden or who come from diverse educational backgrounds. Each student is paired with two mentors typically one from our firm and one from a client. Working hand in hand with our clients is key to making the programme successful. During the course of two years 1 , the students gain support from their mentors and take part in activities such as study visits to client companies and inspirational lectures, and they also have the opportunity to develop practical skills. One of the firm’s mentors is Daniel Holmdal, an associate in our Malmö office.
“Coming from a background where university education was a given, I am grateful for the opportunity to pay it forward through Study for Life. While the programme is not a complete solution, I believe that initiatives
like this can help create a more diverse society with equal opportunities”, says Daniel. “Mentorship is a twoway street, offering a mutual exchange of inspiration and learning. I hope to inspire my mentee to pursue higher education and, in return, our meetings always leave me with a broader and more nuanced perspective on life”, Daniel concludes.
One of our client mentors is Christian Swartling, Senior Vice President, Group Legal at Stora Enso. “I have always found mentoring to be immensely rewarding”, says Christian. “Early in my career, I was lucky to have mentors who were invaluable in helping me navigate my future career path and understand the complexities of a large corporate organisation. As I gained experience, it felt natural to take on mentees – not only to share my own insights but, more importantly, to learn fresh perspectives and ideas from young students and professionals. The
Read more about Study for Life at mannheimerswartling.com
“Mentorship is a two-way street, offering a mutual exchange of inspiration and learning.”
Each student is paired with two mentors - typically one from our firm and one from a client.
“Study for Life is an opportunity to meet great lawyers, new friends, and life mentors. Most importantly, it gives you the push you need to achieve your academic goals.”
Study for Life programme is an opportunity for both mentors and mentees to learn from each other and bridge age and cultural gaps”, adds Christian.
Students in the programme will have just completed their first year of high school. They may be young people who believe that certain educational or career paths are not open to them, or who have previously lacked role models to support and encourage them along the way. What sets the programme apart from other similar initiatives is that it stretches over two years, during a period in life when many young people need the support the most, not when they have already reached their goal and commenced higher education. We want to inspire students by boosting their confidence and showing them the vast opportunities that higher education offers.
Rinata Zaki was one of the first participants when Study for Life was launched in Stockholm in 2021. Rinata completed the programme in 2023 and is now a law student at Stockholm University.
“Study for Life is an opportunity to meet great lawyers, new friends, and life mentors. Most importantly, it gives you the push you need to achieve your academic goals”, says Rinata.
Eldin Nurkovic joined Study for Life in Malmö in 2023 with a strong desire to contribute to society in a meaningful way.
“In my view, law is the perfect tool to drive and achieve positive change. I have always dreamed of working with and learning from experienced lawyers at such a prominent law firm, and now I have the opportunity to take one step closer to that dream”, expresses Eldin.
( 1 ) Applications for the 2026 Study for Life programme open September 2025.
A Selection of Industry Awards
Chambers Europe Awards. Law Firm of the Year, Sweden: 2009, 2011, 2012, 2015, 2016, 2018, 2020, 2022, 2024
IFLR. Law Firm of the Year, Sweden: 2005, 2006, 2007, 2008, 2010, 2012, 2015, 2016, 2018, 2019, 2021, 2022, 2024
Who’s Who Legal Awards. Law Firm of the Year, Sweden: 2006, 2007, 2008, 2009, 2010, 2011, 2012, 2013, 2014, 2015, 2017, 2018, 2019, 2020, 2021, 2022, 2023, 2024
Kantar Sifo Prospera. No. 1 “Overall Performance” Tier 1, Law Firm, Sweden: 2013, 2014, 2015, 2016, 2017, 2018, 2019, 2020, 2021, 2022, 2023, 2024
Universum. Most popular law firm among Swedish law students: 2003, 2004, 2005, 2006, 2007, 2008, 2009, 2010, 2011, 2012, 2013, 2014, 2015, 2016, 2017, 2018, 2019, 2020, 2021, 2022, 2023, 2024
Mannheimer Swartling – 150 Years