How do you approach managing legal aspects during periods of instability or crises, and how does your legal strategy align with the broader business strategy to ensure the organisation’s resilience?

During periods of instability and crises, we usually find ourselves facing the need to evaluate multiple alternatives with limited information and short decision-making periods. In this scenario, I typically try to identify those legal risks that, due to their relevance, could adversely affect the company and its stakeholders.

I aim to communicate these risks as well as their probability of occurrence with those participating in the organisation’s decision-making process. This usually allows the company to internalise key risks in its decision process and, therefore, to mitigate their impact in relevant areas, ensuring its resilience.

What measures has your company taken to embed sustainability practices into its core business operations, and how does the role of the general counsel contribute to driving and ensuring sustainable practices within the company?

Danper’s DNA includes the concept of “shared value”; in other words, Danper firmly believes that our economic results must be connected with the progress of our people, their families, and their communities. For example, our company focuses on the development of our supply chains, helping farmers in our communities with their formalisation process, as well as providing them with technical assistance. Regarding our financing as a company, we entered a sustainability-linked loan with Rabobank a couple of years ago, with this loan focusing on health and education measures.