What are the most significant cases or transactions that your legal team has recently been involved in?

After the global combination of Essilor and Luxottica and the acquisition of GrandVision, the legal team has been fully involved in the integration of the companies and its transformation as a global leader in the design, manufacture and distribution of ophthalmic lenses, frames, and sunglasses. The legal department has passed through a reorganisation of its structure as well, aiming at providing a highly qualified service across the country, alongside the business evolution.

Did the pandemic lead to a lasting increase in the interaction your legal team has with the strategic plans of the company?

Everyone knows that the legal department played a significant role during the pandemic. Despite the numerous challenges that arose from the pandemic, it did open some doors to make the legal presence even more important in strategic discussions and decisions. It created a positive habit to have a legal team member present not only in board meetings or strategic committees, but also in day-by-day discussions at different levels of the organisation.

In general, what would you like to see change about the external law firms you use?

After the pandemic, like multiple other companies, the law firms were required to rethink their way of working. It was interesting to see the changes implemented in such a traditional market and how they are positively evolving. There is no way to succeed without greater flexibility in people management, which includes initiatives for diversity and inclusion and the so-called work-life integration for example. Better cost management is also crucial to find an attractive and balanced fee proposal when billing for its service. And as part of the urgent needs of society are the other ESG initiatives, which should not only be communicated but also perceived as part of the law firms’ culture and mission.

How do you suggest in-house lawyers build strong relationships with business partners?

One of the things that I like most – and not necessarily that we are able to do with the frequency we should – is to put the legal department in the other’s shoes. It has to do with a lot of listening. Visit commercial units, stores, manufacturing plants, talk to its employees, listen to the customers, understand the problems faced by the core team in their daily activities. This is the way we can truly see where we can make the difference and create a trustable relationship with the business partners.