Team size: 32    

Can you foresee any key developments to the way general counsel work over the next five years? 

One of the key developments is the increased use of AI, that is becoming more expected rather than unusual. 

Another crucial matter is hybrid working. We are focusing on some of the elements which are more complex in this environment, such as the development of the team. Supporting each other, learning by observing and spotting someone struggling has become more difficult. I suspect there will be some developments that we cannot predict yet and will need to deal with at a later stage.     

Another challenge is represented by increased regulation in all areas, which brings increased risk, which needs to be managed to work on our business objectives.     

Could you share an example of a time when you came up with an innovation that improved how your legal team works and did not come at a large expense?    

An example concerns the use of SharePoint for various internal approval processes. This started with switching our internal request form into an online form containing all the relevant questions, providing notifications of new items, a log of how queries have been resolved and an audit trail without creating a manual digital storage area. It streamlined the approval process and saved approximately two weeks of working time per year. This was then rolled out to other approval processes, saving time by giving colleagues all the relevant considerations rather than sending guidance notes and providing instant data for internal reporting.     

As the legal landscape evolves, what steps are you taking to foster a culture of continuous learning and development within the legal team, ensuring that they are all well-equipped to address future legal complexities?    

The team recently delivered its away day centred on personal and professional development. An initial benchmarking survey informed its design, which embedded key behaviours like self-reflection, curiosity, and innovation. Periodic signposting to learning resources in the lead-up was dovetailed on the day with external guest speakers and skills workshops on giving and receiving feedback. The team reported a renewed focus and appreciation for the importance of the topic. We have kept the conversation going by providing follow-up information in bite sized chunks, such as storytelling and how to best use the ample resources available internally. 

Another step we are taking concerns leveraging the Midlands in-house lawyers’ group — a self-organised group of around 12 leading in-house lawyers — to discuss topics of relevance and to share experiences. 

We are utilising panel firms to stay on top of all new topics, including bespoke sessions for the E.ON team with relevant examples and broader themes.