What has been the number one challenge that has impacted you over the past year?

Managing the risks and opportunities of the transition from capital markets to a greater reliance on green and ESG funding. As a semi-sovereign issuer involved in the generational transition and reconfiguration of the state’s energy mix, there is a large focus on developments and risk management in the green bond market, carbon trading markets and other ESG finance and funding markets.

Looking forward, what technological advancements do you feel will impact the role of in-house legal teams in the future the most?

Greater automation and ‘smart’ contracting. Although useful for increasing efficiency of execution, it highlights the need for in-house teams to be connected to the businesses they support so that tools are used to provide risk-aware commercial outcomes.

What would you say are the unique qualities required to be successful as an in-house lawyer in your industry?

You need to have an interest in and an understanding of both the financial markets and the business that you work for. It is difficult to provide good in-house legal advice in a vacuum. Lawyers should seek to understand how the business they work for functions from end to end if they want to provide value-added advice. The more understanding you develop, the greater your credibility is as a ‘trusted adviser’ for internal clients and external stakeholders alike. This enables you to provide more focused and useful advice both in a capacity as a risk manager for your organisation and as someone with a role in the business development and strategic direction of the organisation.