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

We have worked very hard in recent years to reduce the company’s financial exposure (de-risk projects). Within this, we highlight the creation of a policy for judicial settlements; closure of the Philips pension fund, involving 6000 beneficiaries, with the transfer of liabilities to a bank; change from corporate health plan to individual plan, involving retired former employees of the company. All of this involved a lot of negotiation with unions, regulators and retirees.

In addition, we work on the company’s global restructuring projects, with the split and sale of several businesses, as well as reinvestment (M&A), aiming to focus the company on the health area, its main current objective.

How important is choosing to work with external lawyers who align with your company’s values? Are you likely to reconsider what firms you work with based on this?

Sempre se considerou que quem tem que conhecer o negócio, é o advogado interno, e que o externo é mais técnico. Eu discordo dessa afirmação. Para mim, meu apoio externo precisa sim conhecer com detalhes o negócio da empresa, além de saber de forma geral, da estratégia da empresa. É função do time interno dar esse acesso e conhecimento ao escritório externo, pois isso trará certamente melhor resultado para a empresa. Se tenho um escritório que não aceita ou enxerga essa necessidade, não serve para estar na minha lista de preferencias.

It has always been considered that in-house counsel has to know the business, and that the external lawyer is more technical. I disagree with that statement. For me, my external support needs to know the company’s business in detail, in addition to knowing the company’s strategy in general. It is up to the internal team to provide this access and knowledge to the external firm, as this will certainly bring better results for the company. If I know a firm that does not accept or see this need, it is not fit to be on my list of preferences.

Looking forward, what technological advancements do you feel will impact the role of in-house legal teams in the future the most? Which have you found most useful in your legal team?

Artificial intelligence can help in process management, improve results by crossing market data, etc. However, nothing replaces the physical presence of a lawyer in a major negotiation, where you need to look the client in the eye, shake hands, to leave with the won deal.

If you have worked in other countries, what are the main challenges unique to operating as an in-house counsel in your current location?

Brazil is known for the high number of lawsuits. Unfortunately, this is still quite cultural. I understand that this is unique in Brazil, and the volume of small processes can distract us from being more strategic. Therefore, it is not enough to be the lawyer who is receiving a lawsuit and defending it. We have to enter into the operation, understand where the faucet is open, as well as support, via partnerships, bills that aim to improve the conciliation phase, reducing the stimulus to the process.