Team size: four

Could you share an example of a time when you came up with an innovation that improved the way your compliance team works and did not come at a huge cost?

I have been part of the restructuring of three legal teams including the current one. The first in Bolivia, the second in Bolivia and Nicaragua and finally in Itacamba. I think I have contributed a lot by establishing more immediate legal processes, with tangible results for our internal and external clients. The time spent in drafting contracts and reports has been greatly shortened in all cases and the most important thing is that we have established mechanisms that allow aligning criteria throughout the team, allowing our business partners to obtain the same answers regardless of which member of the team ask for support.

What are some of the key developments (legal, geopolitical, or otherwise) that have affected your business over the past year?

The changing regulations, above all, in the administrative field, have generated a great challenge for our team and the company in general. In the cement industry, many licenses must be kept in force at the same time and with different administrative authorities. This imposes a very critical dynamic when it comes to keeping them in force and being accountable for compliance with them. Additionally, the current economic and political situation in Bolivia forces us to carry out constant risk assessments that allow us to move forward in a sustainable and safe manner with the business.

How do you think the role of the in-house lawyers will evolve in the coming years?

The role of in-house lawyers must be focused on prevention and sustainability, which forces them to anticipate events and conduct themselves within strict compliance measures.