Team size: 13    

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?  

After the pandemic, instability has become structural; therefore, it is always necessary to attempt to foresee scenarios of radical and timely change. The approach in contractual and risk management strategy activities must reflect this awareness. 

The organisation of the Ferrero group requires all functions (including the legal function) to present a three-year strategic plan that is aligned with the strategic business plan. This allows you to manage the various projects in a consistent manner. 

What are the main cases or transactions that you have been involved in recently?  

My contribution is focused on the management of high-risk situations, commercial contracts and relevant disputes, post integration activities, and awareness initiatives. 

How have you integrated technology into your legal processes, and what impact has this had on efficiency and compliance?  

Leveraging technological tools in the legal field is fundamental because it allows us to optimise times, improve performance, and increase discipline of internal stakeholders too. The main tools used are related to compliance, contract management, litigation and day by day consultancy. 

What do you see as the major legal challenges for businesses in Italy over the next five years, and how are you preparing to address them?  

The new set of rules on deforestation and corporate sustainability due diligence certainly represents the greatest challenges in terms of compliance. But the development of artificial intelligence technologies will certainly also raise many questions from a legal point of view. The role of in-house counsel will be fundamental in maintaining the integrity and reputation of the company.