Could you share an example of a time when you came up with an innovation that improved how your legal team works and did not come at a large expense?  

In 2016, we implemented an innovative solution – a platform to improve our legal team’s work. It is a cost-effective and efficient way to streamline our legal operations and enhance collaboration within the team and other stakeholders in the bank. Since its introduction to the legal department, the platform has aided the legal department in reaching unparalleled levels of efficiency. 

The platform facilitates the processes involved in the day-to-day tasks of the legal department. One such task is that it provided a centralised platform for storing and organising legal documents. It allowed our team to easily access and share files securely, reducing the time spent searching for information and minimising the risk of data loss. Its features allowed us to assign tasks to team members, set deadlines, and track progress. This enhanced accountability and ensured that everyone was aware of their responsibilities, leading to improved efficiency. It has facilitated seamless communication among team members and various departments and branches of the bank. Now, instead of scheduling a meeting to discuss matters or sending numerous emails, stakeholders may just raise their concerns and requirements on the platform and as all members of the legal department are connected to the centralised platform, they may address these concerns and requirements of other departments with ease and in record time.  

Therefore, by implementing the usage of the Platform, we saw significant improvements in our legal team’s productivity, collaboration, and overall effectiveness in the operation of the Legal Department. It streamlined our processes, reduced administrative burdens, facilitated inter and intra-department communication, improvement in turnaround time. Overall, the Platform was an excellent innovation that transformed our legal team’s efficiency and effectiveness without incurring large expenses. It is worth mentioning that our efforts to reach such levels of efficiency have not gone unnoticed, the Platform, App4legal recognised our efficient implementation of their Platform and presented the Legal Department with an award for our contribution in enhancing the usage of this platform.  

How do you balance your responsibilities as a GC with your involvement in dispute resolution and M&A matters?  

As the general counsel (GC), balancing my responsibilities with involvement in dispute resolution is vital. I carefully manage and coordinate both aspects to ensure effective handling. The following process outlines how I achieve this balance:  

I prioritise my responsibilities based on their importance and urgency. As a GC, my primary focus is on providing clear and unambiguous legal advice to the Bank. I ensure that legal matters are promptly addressed since they directly impact the Bank’s operations and reputation.  

Furthermore, I work closely with the Bank’s management to identify and mitigate potential legal risks. By addressing issues early on, I aim to reduce the chances of disputes arising in the first place. In case disputes do arise, I encourage alternative dispute resolution methods like mediation or settlement negotiations. These methods often lead to quicker and more cost-effective resolutions compared to lengthy court battles.  

Summarily, as the GC, I prioritise legal advice, delegate dispute resolution responsibilities, work proactively to prevent disputes, and maintain open communication with the Bank’s leadership. By managing time efficiently and focusing on these aspects, I ensure a harmonious balance between my duties and dispute resolution involvement.  

Can you foresee any key developments to the way general counsel work over the next five years?  

The role of the General Counsel (GC) is an important one within any entity and banks are no exception. Several key developments that may shape the way GC will work over the next five years. These developments are driven by evolving legal trends and advancements in technology. Technology will continue to play a significant role in reshaping legal operations. GC’s will increasingly leverage artificial intelligence (AI), machine learning, and automation to streamline routine tasks, contract review, legal research, and compliance monitoring. Moreover, considering the major growth that is happening in business environment and due to the ongoing globalisation of the financial market, the role of the GC will be more challenging in the upcoming years.  

A GC’s legal knowledge is now expected to be accompanied by business acumen, operational awareness and experience in order to keep up with fast pace of the growth in the banking sector. As businesses expand globally, GC will face cross-border legal challenges, necessitating a deep understanding of international laws and regulations.  

In addition, with the increasing importance of data privacy and the growing threat of cyberattacks, GC will need to be well-versed in data protection laws and cybersecurity best practices. Moreover, the GC will also need to guide the Bank in aligning legal strategies with ESG goals, addressing environmental risks, and ensuring sustainable practices across the organisation.  

How do you prioritise diversity and inclusion within your legal department, and what initiatives have you implemented to foster a more inclusive and equitable work environment?  

Promoting diversity and inclusion within the legal department is a top priority for me. I recognise that fostering a diverse and inclusive work environment not only strengthens the team but also leads to better decision-making and overall performance. Our Legal Department consists of competent and well-experienced members from different nationalities that have different backgrounds. The department is divided into three Units – (i.e., Legal Advisory, Litigation and Regulatory Authorities Communication & Court Orders) and each unit does the task that is required from them with efficacy.