It is critical to first assess inherent legal risks, including those arising from crises. As a member of the cross-functional Crisis Management Team (CMT), I provide legal opinions to support decision-making. The CMT’s mandate includes assessing the impact on staff, customers, and other stakeholders and developing a holistic roadmap to address the situation. Where possible, we adopt innovative solutions, preferably leveraging technology. I ensure that this roadmap is legally sound, complies with regulatory directives, and aligns with internal policies.

Experience shows that crises evolve, making it essential for legal professionals to remain agile and up to date with changes in documentation and legislation. This ensures that legal opinions remain valid and continue to protect the organisation’s interests. Any internal process changes resulting from a crisis must be reviewed by the Legal team before being communicated to staff. For example, during the COVID-19 lockdown, agreement execution processes were modified to accommodate electronic signatures. Similarly, external communications to stakeholders and the public are reviewed by the Legal function to mitigate legal risks.

The legal strategy is shaped by an assessment of legal risks within the broader business strategy. The Legal function is actively involved in shaping business strategy, gaining insights into planned projects, resource allocation, and key activities. As a cost centre, efficiency is critical, so we digitise processes, leverage technology, and support the business with an agile legal approach.

We also conduct regular legal awareness sessions, primarily with customer-facing staff, to share simplified, relevant legal information, including judgements on banking-related cases. This proactive approach helps manage legal risks and contributes to reducing complaints and litigation.

In your opinion, what are the main trends that are salient in your country currently (these can be legal, political, economy or business-based)?