In-house lawyers and legal departments no longer just manage regulatory risks: they are also guardians of the business. They safeguard strategic and sensitive information, handle key contracts, interact with digital tools and have the trust of the organisation. But this privileged position exposes them to growing threats: from phishing and ransomware to leaks of sensitive information linked to professional secrecy. These are risks to which the entire company is exposed and against which they must act as protectors.
In this article, we analyse three fundamental keys to protecting confidential information in the legal department, reinforcing the strategic role of the in-house solicitor and the legal department. You will find advice and best practices adapted to the corporate environment, focusing especially on contracts, online tools and emerging legal risks.
This article is also available in Spanish.
In this article you will find:
- Control the contractual environment: secure it before signing
- Manage online tools and legal storage as a corporate risk
- Prepare for incidents and demonstrate compliance: security as a strategic value
1. Control the contractual environment: secure it before signing
Corporate contracts are a critical point of exposure: data is transferred between parties, confidentiality obligations are established, cloud service clauses appear, technological delegations arise... A configuration error, an insecure supplier or an exchange of unencrypted documents are among the attack vectors preferred by cybercriminals.
Main risks to in-house lawyers' information
- Leakage of sensitive clauses (e.g., know-how, development, intellectual property) that can be exploited by competitors or for extortion.
- Use of online tools without ensuring secure storage or external access.
- Contracts that include obligations to notify or respond quickly to incidents that the legal department has not adequately anticipated or documented.
Best practices for safeguarding in-house lawyers' information
- Create a contractual security checklist that reviews: data encryption, minimum access, supplier audits, incident clauses, service continuity.
- Require security and compliance clauses (SLAs) in contracts with technology providers, cloud services, or electronic signature platforms.
- Limit the sending of drafts or early versions by using secure tools with version control.
- Train the business and legal team: ensure that those who send contracts know when and how to protect them, and that they know how to report incidents to the company's security department.
By adopting this first key, the legal department reinforces its role as guardian of professional and business secrecy, reducing risk even before the contract is activated.
You may be interested in: Contractual risk: how to identify, manage and mitigate it
2. Manage online tools and legal storage as a corporate risk
Corporate lawyers no longer work alone with paper. They use Contract Lifecycle Management (CLM) platforms, collaboration tools, electronic signatures, SaaS solutions, corporate email, and often connect with the rest of the company. Each tool is a potential entry point for an attack, so you must choose your suppliers with great care.
Context and business pain points:
A study on in-house legal services in Spain reveals that a significant percentage of departments consider that their confidentiality is not sufficiently protected, and a significant percentage claim to have suffered breaches. The combination of technology, data volume and regulatory requirements (such as the General Data Protection Regulation – GDPR) make this challenge a priority.
Key aspects for improving management:
- Access and privileges: clearly define access rights, who can see what, within the tools you use. Your team, collaborators from other areas, or those outside your company should have different and strict permissions.
- Encryption and backups: data must be encrypted both in transit and at rest. The storage of old contracts or drafts is also critical.
- Strong authentication and device control: use providers with two-factor authentication (2FA), limit permitted devices and, as an extra measure, consider BYOD (bring your own device) policies with supervision.
- Monitoring and auditing: the software you implement should allow you to log versions, changes and downloads. In the event of an incident, the legal department should have visibility as well as the IT/Security department.
Specific best practices:
- Implement an inventory of legal tools (electronic signatures, CLM, internal chat, email) and classify them according to risk.
- Review document metadata before sending it outside the company (metadata can reveal author, location, equipment, versions, etc.), as it is a common vector for breaches.
- Establish an incident procedure for the legal department: what to do in the event of unauthorised access, data leaks, ransomware attacks, etc.
- Train the legal team and internal users who are part of the operation (e.g., salespeople who send contracts) on best practices: use of VPNs, avoiding open Wi-Fi networks, deleting temporary access after projects, etc.
This second block enables the legal department not only to react, but also to anticipate and manage security as part of corporate governance.
3. Prepare for incidents and demonstrate compliance: security as a strategic value
The role of the in-house solicitor is no longer limited to vetoing a contract: they must also anticipate risks, respond to incidents and demonstrate that the company complies with regulations and protects its confidential information. In this sense, cybersecurity is a key component of corporate value.
Legal and reputational risks:
- An attack affecting a key client's contract can result in reputational damage, loss of the client, litigation and penalties.
- Attorney-client confidentiality is compromised if legal information is leaked.
- In regulated sectors, failure to comply with incident reporting obligations (e.g., in the financial sector) can result in penalties.
Strategic actions:
- Develop a crisis plan that responds to incidents and is specific to the legal area: define roles, timelines, communication, involving both the legal team and IT, corporate and regulatory communication, if applicable.
- Generate regular reports to the management committee or legal council on security metrics: number of incidents, response time, percentage of contracts with security clauses, training completed, etc. This makes security a management indicator.
- Integrate information security into the legal department's strategy: define how it contributes to the business (customer trust, reputation, operational continuity).
- Make compliance and data protection an element of the legal department's positioning vis-à-vis the business: show that the legal department actively protects the strategy, rather than merely reacting to problems.
By mastering this third key, the legal department transforms itself from a risk manager to a strategic business ally, capable not only of reacting but also of leading the company's digital resilience.
You may be interested in: How to protect your legal area from phishing and hacks
86% of in-house lawyers are concerned about cybersecurity
In-house lawyers and corporate legal departments play an essential role today: they are the guardians of the business, custodians of trust, confidential information and contracts that constitute the value of the company. But with that role comes a key responsibility: digital protection.
Protecting information in all areas related to digital technology and technological tools is not only an obligation, it is a strategic function that reinforces the value of the legal department. By applying the three key points in this article, the legal department positions itself as a leading player in legal risk prevention, optimises operations and builds internal and external trust.
In a context where 86% of in-house lawyers report high concern about cybersecurity, taking on this mission is not optional: it is essential. It is time to move from reacting to leading. And the legal team must take on that role.