Major legal advisers/ external counsel: Danso Abiam & Co (Ghana), Vas Consulting SARL (Togo), Lem & Co (Ghana & Paris)

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?

Most business crises are often unanticipated, and business continuity plans may not always address the specific issues at hand. In my experience, I have relied on the collective expertise of other heads of department to tackle crises effectively. Depending on the source of the issue, we establish cross-functional crisis management meetings to review and address unfolding challenges. For instance, if the crisis involves widespread product complaints, the heads of departments from quality, operations, sales, marketing, legal, and communications would come together. During these discussions, we identify the various areas of impact, determine the external stakeholders to engage, and develop tailored solutions for each issue. Once the actions are agreed upon, I take on the responsibility of reviewing and finalising all external and internal communications related to the matter to ensure alignment and accuracy.

When it comes to aligning legal strategy with the broader business strategy, the role of an in-house counsel is distinct. Unlike private practice, where work is task-oriented and client-driven, an in-house counsel’s success is measured by how well legal objectives integrate with and support business goals. As an in-house counsel, I see myself first and foremost as a business leader, and then as a lawyer. This dual perspective allows me to contribute meaningfully to achieving the organisation’s targets while ensuring legal compliance and risk mitigation. In essence, my role is to proactively create an environment where the business can thrive. By aligning legal strategies with business priorities, I ensure that legal considerations not only support but also drive the achievement of the organisation’s strategic objectives.

In your opinion, what are the main trends that are salient in your country currently (these can be legal, political, economy or business-based)?

Industrialisation remains crucial to advancing Ghana into the next phase of economic transformation. The manufacturing sector continues to drive economic growth; However, challenges such as high operational costs and a complex tax regime often deter investors, stalling the sector’s full potential. In my legal role, I have found that strengthening stakeholder management with relevant external partners is crucial in addressing these barriers. By fostering collaboration between regulatory bodies and the private sector, we aim to build a more enabling environment that supports industrial growth while ensuring compliance with evolving legal and tax frameworks. Ghana is also undergoing a significant digital transformation, spearheaded by the Vice President’s digitisation drive. This wave of technological advancement spans multiple sectors, including fintech, mobile banking, and public service delivery. In my capacity as General Counsel, ensuring compliance with data protection laws while safeguarding sensitive business and employee information is a top priority. This approach not only mitigates risks but also supports the company’s ability to innovate securely within the rapidly digitising landscape.

Furthermore, Environmental, Social, and Governance (ESG) considerations have become essential for businesses in Ghana and globally. Increasing societal pressures, evolving regulatory frameworks, and a heightened global focus on sustainability require companies to integrate responsible practices into their operations. As part of Danone, Fan Milk embraces the mission of “One Health, One Planet,” focusing on sustainable development across our operations. Our initiatives include installing a multi-fuel biomass boiler that utilises palm kernel shells or wooden chips to meet our steaming requirement of 1,800 kg/h. This initiative not only provides significant operational savings of US$528.000 annually compared to diesel but also has substantial social and environmental benefits. By turning waste materials into effective fuel, we reduce our carbon footprint by an emission factor of 2,513 T CO2 eq per annum. Moreover, this project creates job opportunities for the team managing the boiler and those supplying the palm kernel shells. Our wastewater from factory processes is thoroughly treated before being released into the Korle River. This water is also utilised for a fishpond where fish thrive, demonstrating our commitment to environmental stewardship. Our 1,100 m³/day treatment plant meets not only Ghana’s environmental standards but also the stricter global standards set by Danone.

Beyond these initiatives, Danone is committed to becoming a certified B Corp across all its entities by 2025. Achieving B Corp certification signifies a company’s adherence to rigorous social and environmental performance, accountability, and transparency standards. This certification differentiates us in the ESG space, signaling to stakeholders our commitment to sustainable and ethical business practices. And B Corp is important because it aligns business success with social and environmental responsibility. It assures consumers, investors, and employees that the company operates with a purpose beyond profit, focusing on long-term value creation.

Are there any causes, business or otherwise, you are passionate about?

My upbringing was profoundly influenced by exceptional role models who consistently advised, directed, and guided me throughout my education and professional journey. My father emphasised the importance of seeking the right guidance. He often reflected on how much further he could have gone with the benefit of proper mentorship, instilling in me the value of seeking support and direction.

During my university days, I frequently visited the guidance and counselling office to seek assistance, whether it was for refining my CV or preparing for interviews. Later, when I made the pivotal decision to transition from private practice to an inhouse legal role, I reached out to a lawyer I greatly admired, Cynthia Quarcoo (may her soul rest in peace). Her mentorship was invaluable—she helped me prepare for the interview and guided me in choosing between two offers, ultimately shaping my career path.

The support, mentorship, and encouragement I received along the way have been instrumental in my success. These experiences have instilled in me a deep commitment to giving back by mentoring, supporting, and positively impacting others, as these are the very pillars that have brought me to where I am today.

As an Executive of Femtiative (Female Initiative), one of our 2025 goals is to mentor and individually support approximately three women per member, providing guidance on their careers and other aspects of life where they seek support.