How do you approach managing legal aspects during periods of instability or crises, and how does your legal strategy align with the broader business strategy to ensure the organisation’s resilience?   

During periods of instability or crises, it is, in my experience, crucial to understand the organisation���s legal responsibilities and priorities. The two most important priorities during a crisis are to stay on the right side of the law and to safeguard the company’s business and reputation from external risks. My legal strategy in such situations focuses on the thorough identification of any risks that could affect the company and on the effective management of the company’s communications from a legal perspective. Understanding potential legal risks is essential for managing periods of instability, and this involves scrutinising every aspect of operations. Furthermore, during crises, it becomes vital to fulfil contractual obligations to avoid severe repercussions, such as litigation and substantial penalties. As a member of the Crisis Committee, my legal strategy consistently aligns with the business strategy, and I believe that during periods of instability or crises, legal and business strategies are closely connected, both guided by the common goal of preserving the company’s operations and protecting its reputation. 

What are the main cases or transactions that you have been involved in recently?   

During the last year, I have been involved in structuring several transactions related to complex contracts with key players in the industry and M&A activity. My legal team and I were engaged in structuring the process, overseeing all legal workflows from start to finish, including drafting and reviewing documents, conducting due diligence, preparing all the documentation for closing, and implementing Legal and Compliance processes post-acquisition. In these transactions, the legal department demonstrated its ability to work effectively with various stakeholders across the organisation, as well as with external advisors. 

How do you measure the impact of ESG initiatives on the company’s overall performance and reputation?   

ESG touches many aspects of business operations, such as supply chains, the finance department, human resources, and facilities management. Therefore, it is crucial to first understand the needs of the relevant business operations and to determine what the priority areas are for the company. These priorities may be based on ethical principles, customer or investor interests, or regulatory developments that could impact the business. I particularly measure the effectiveness of ESG initiatives through risk assessment processes and specific reports on key performance indicators of ESG impact, which reflect on the company’s reputation. 

What do you see as the major legal challenges for businesses in Italy over the next five years, and how are you preparing to address them?   

The past few years have not been easy for the legal profession in Italy. Historically, legal departments were reluctant to embrace technological advancements in their practice, but in recent years, technology has played a key role for lawyers as well. I foresee that over the next five years, technology will become increasingly important for businesses in Italy and will also present a significant legal challenge. Many new technology solutions are introduced into the industry each year, and this trend will only grow over the next five years. To prepare for and address these challenges, it is essential to determine how legal departments can keep pace with business, particularly by adopting technology solutions that best support the company’s operations.