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?  

We faced different crises over the last years, and I have always managed them in a very pragmatic and transparent manner, closely cooperating with the management and operational teams through crises cells or regular global meetings on specific issues. During these periods of crises or instability, I have promoted sharing expertise and experience amongst lawyers to ensure consistency in the way we address issues in all the jurisdictions we are present in. Golden rules and guidelines were issued. I am a member of the Excom of the renewables GBU and energy management activity and, as such, I am part of all the strategic discussions relating to these activities so that I can influence and align the legal strategy with the business strategy.

What are the most significant cases or transactions that your legal team has recently been involved in?  

My legal teams are fully engaged in the energy transition and have been involved, for example, in major M&A projects of renewables assets (both in operation and pipelines) in Latin America, in France, and in South Africa. They are also involved in development of renewables projects in all the countries where the group is present. My legal team also negotiated major Power Purchase Agreements (PPAs).