How do you approach managing legal aspects during periods of instability or crises to ensure the organisation’s resilience?  

Although the legal department cannot predict all the instability or crises, it can formulate and put in place the necessary rules and procedures, creating a plan to deal with any instability or crises; it can respond and react timely and properly during the periods of instability or crises, conduct clear instructions for how and when to communicate, make sure all the relevant rules and procedures are followed, and carry out an after-event analysis and extend training to business teams for the purpose of better response and management of crisis in the future.

What are the main projects that you have been involved in recently?  

Some of the main cases and transactions we worked on recently, include: an intended acquisition of 100% equity of a state-owned chemical manufacturing company in China; an intended acquisition of a selected business of a chemical manufacturer, and then established a wholly owned enterprises in China; incorporated a legal entity in India for expansion of Kemira business; post-M&A litigations initiated by local partner; and filing with the authorities for the cross-border personal information transfer.

How do you build relationships with other teams in the company?

Keep and enhance cross-team communications; know the industry, to be business minded; use legal tech to achieve convenience and efficiency for other teams; and provide legal advice on the basis of the balance between business opportunities and risk tolerance.