Team size: Six 

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? 

We have implemented various processes that tackled traditional problems in contract life management such as automation of simple contracts, such as NDAs and supplier onboarding. However, I wish to highlight a process improvement in risk management and compliance. 

As we are an organisation that processes a vast amount of personal data to deliver our services it became crucial for the legal team to be dealing with potential GDPR compliance issues early to avoid issues with customers or authorities. 

We have developed within the central customer management ticketing tool used by all customer facing employees (call centre, sales channels, back office) for registration of customer queries, issues and complaints a keyword function that identifies issues with GDPR and information security implications. This function directly flags and escalates the issues to DPO and legal team for an assessment of whether the matter requires special attention or ad hoc handling. That minimises the risk of a matter not identified on time by a sales or customer support agent, increased compliance and customer satisfaction. It also served as an indirect training programme on GDPR issues as it materially increased awareness on GDPR and information security. 

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

In the last year or so we have been working in the implementation of the European framework for electronic communications, connectivity and deploying high-speed broadband networks that involved mostly regulatory and policy decisions (some against the incumbent) for access to infrastructure, pricing and cutting any red tape that increases costs and time to deploy. The decisions brought millions of savings during the rollout of our networks as well as increase connectivity in Cyprus and decrease duplication of infrastructures (and the environmental impact). 

The sale of mobile tower infrastructure of Epic to Phoenix International (owns and operates over 10,000 towers, 986 km of fibre and over 80,000 other wireless infrastructure and related sites throughout Europe, the United States, Latin America and the Caribbean) through a 20-year sale-leaseback agreement. Following the completion of the transaction, we are also actively managing the lease back agreement. 

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? 

Yes, it is very important. Our sector is complex and dynamic, we appreciate firms that have a solid knowledge of our operations and industry dynamics and understand our needs. We never fully outsource tasks to external lawyers and prefer to be working with firms that are willing to work closely with us and not just do the work for us.