How do you feel the pandemic has changed the world of work for in-house counsel and the function of the general counsel?

The Covid-19 pandemic has brought significant challenges for most companies. General counsel have had to adopt revolutionary strategies to survive in the new context. General counsel must keep up with digitalisation to adopt and leverage the capabilities of innovative tools such as legal research instruments, communications channels, contractual techniques, archives and libraries. The absence of physical contact has affected the way we communicate and collaborate. Working from home has made it necessary to focus on audio and video communication skills to understand and adapt to one’s audience. General counsel have a critical role in protecting the team by aligning resources appropriately to match with the company’s vision and business objectives. The in-house role can become more challenging in a world where our home is our office, and we rarely get the opportunity to do business in person.

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

We have been involved in various transactions recently. In 2021, we acquired a portfolio of operating and incentivised solar plants for a total capacity of 12 MWp. In the same year, we finalised the sale to Tages Capital of the entire portfolio of 105 operating and incentivised solar PV projects in Italy for a total capacity of 149 MWp owned by NextPower II –a private equity fund managed by NextEnergy Capital. Our legal team was also responsible for the sale in two tranches of a pipeline of solar PV projects in Italy for a capacity of 255 MWp.

What do you feel are the pros and cons of an in-house legal role compared to a private practice one?

The in-house legal role and private practice have many features in common; however, each role brings a unique set of pros and cons. One of the greatest pros of a career in-house is that there is only one client – you become a key reference for executives and managers. Equally, working with employees across the company does not allow the in-house lawyer to develop their network nor gain access to the same breadth of work they may benefit from in private practice. Pros and cons also concern specialisation; in-house lawyers tend to provide their assistance horizontally, potentially dealing with a range of legal issues, developing a strong understanding of the broader operating context. However, minor specialisation may reduce the competence of the in-house lawyer. Internal lawyers have a continuous and direct business relationship with their client, and they are given opportunities to develop a deep understanding of the business. Easy access to the in-house lawyer, if not accompanied by clear access protocols, can cause random unprioritised requests for advice and strain the in-house lawyer’s capacity.