Team size: 15 

Major legal advisers Plesner, Kromann and Gorrissen  

Can you give an idea of the most significant cases or transactions that your legal team has recently been involved in? 

The acquisition and integration of Codan NO and Trygg-Hansa and sale of Codan DK including capital dispositions such as rights and bond issuance etc.  

Partnerships, distribution channels and innovative product development that disrupt the traditional way of thinking about insurance by using technologies and business models to ensure Tryg’s is market leading position. We ensure that the solutions are legally compliant, meets regulatory requirements, and does not pose any legal or regulatory risks to the business.

Do you have an example of a time when you (or any member of your legal team) have come up with an innovation that improved how your legal team functions, while avoiding any large expense? 

We have digitalised our third-party compliance processes, resulting in time and resources savings and ensuring a fast vendor onboarding process.  

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

AI and digitalisation in general. The technological advancements will bring both opportunities and challenges for in-house legal teams. We will need to stay up-to-date with the latest technologies and adapt our skills accordingly to stay relevant and ensure valuable legal advice.  

What can law firms do to improve their service to the legal department? 

By giving legal advice with a commercial outlook and by strengthening competencies within compliance, digital, AI and ESG areas.    

How has the increasing consciousness of climate change and sustainability affected your company and the team’s priorities? 

We are heading projects regarding EU taxonomy compliance in close alliance with our ESG team, are members of Tryg Sustainability Board and in general spending much time and resources on building relevant knowledge about ESG themes.  

How has your legal team progressed on issues of diversity and inclusion (D&I), and what are the main benefits and/or challenges of working in a diverse environment? 

We have many female team members but are trying to strike a better balance in terms of gender composition. We see many benefits in diversity in terms of both gender, age, race, background etc.

How do you suggest in-house departments build strong relationships with business partners? 

Building strong relationships with business partners requires a combination of effective communication, mutual trust, genuine interest and shared goals.

If you had to give advice to an aspiring in-house lawyer or general counsel, what would it be and why? 

Be curious about the business you support and have a balanced focus on risks, possibilities and opportunities.

The unusual business environment created by the pandemic has been swiftly followed by the Ukraine crisis, and attendant supply chain costs rising and rising inflation. Are you now putting more emphasis on preparing for the unforeseen and, if so, what does this entail? 

We have among other things reviewed our contracts and insurance agreements to ensure that they have all relevant provisions that address unforeseen events, such as code of conduct, sanction and inflation clauses. These provisions among others help mitigate the impact of unexpected events on contractual obligations.