We began the event by analyzing the composition, structure and functions of the legal departments within real estate and construction companies. In most cases, these are departments that report directly to the company’s General Management, with some exceptions in which they depend on the financial area or central services.

They are implemented as an essential department within the company and manage legal matters of everything related to urban planning, land purchase and promotion, as well as the corporate governments of the companies. Most of them also assume all issues associated with compliance, although they are always responsible for this matter. Commercial and advisory matters are also managed in most cases in the departments themselves and the legal part of tenders with suppliers and operations with clients. Regarding money laundering matters, some companies outsource operations on this issue, while others also assume it internally.

The only exception that almost everyone agrees on not covered within the legal department is the legal aspects related to Human Resources (hiring, regulations, legal documentation, etc.), usually managed by that department or external agencies.

Design society also gives us a general vision of the legal departments of developers and construction companies. In large companies, the Legal Advisory departments are their own. In contrast, medium and small companies need to structure and train to assume regulations, laws, etc., so they outsource legal services.

Therefore, we currently find legal departments with greater significance, structure and scope in the day-to-day life of real estate companies.

The structure of a company is directly linked to its administrative management, conditioning its business performance productivity of real estate agents and other members that comprise it, resulting in the image given to clients. However, the concept of administrative management should be distinct from the concept of business administration. Still, it should be linked to organizational bureaucracy as a form of internal functioning characterized by the standardization of internal management processes. Routine tasks within the real estate agency field must be specialized.