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? 

So, recently, during the first few months of 2023, as the domestic legal team, we have significantly contributed to digitising contractual documentation with our clients. We developed internal solutions that impacted costs in response to the business’s need for greater digitisation. This effort saw legal working closely with the company and colleagues in the Operating area, managing the project from an IT development perspective rather than solely ensuring the final objective. So, to be very practical, this is a concrete example where, in my opinion, the legal team’s contribution was notable and appreciated. It did not entail particularly significant costs since we developed a substantial portion of the solutions in-house. 

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

Indeed, there will be future developments and trends. Still, at this moment, I feel a greater need to be close to those decision-making roles in a business context to assist and guide them in making informed business decisions with a sense of risk and risk-taking. Of course, specific professional issues, such as such as compliance with ESG principles, and other general topics significantly characterise our daily work more than in the past. 

However, regarding approach and professional skills, competence should go hand in hand with the ability to manage risks consciously. This is how we can support the business and work together with it. 

What has been the most significant project or initiative that your legal team has been actively engaged in over the past year, and could you share some insights into the challenges and accomplishments that arose during its execution? 

We are evaluating adopting the so-called legal design concept within our organisation. We are trying to understand if we can use simplified language in our contracts through a partnership we have with an external law firm. By adopting a more user-friendly language and improving the client experience, we are asking ourselves whether the client, who typically struggles to read contracts, can better understand the essential aspects that a bank needs to bring to its attention through more accessible language and a more user-friendly layout. Essentially, we are considering changing the content of our contracts. I envision a future where the client is facilitated in understanding the substance of an agreement, where they can more easily grasp the significant aspects, and where there is less legal language. This can ultimately enhance the client experience.  

It also aims to make the client feel closer to the bank regarding their needs. We are working on a pilot project in this regard, which we are currently completing in the coming weeks. I am eager to see the results because we are committed to evaluating whether this pilot can be extended to other contracts.