Focus on TASA’s legal team operations

TASA’s legal team works as a strategic partner in our organisation to carry out our business in compliance with the law and regulations, mitigating risks and encouraging innovation.

This year we were actively involved in the negotiation and closure of the first sustainable loan in our industry with Rabobank and Scotiabank, which included sustainable and environmental targets. Additionally, our team has participated in several real state and corporate transactions which have involved the spin-off or sale of several real estate assets which caused the reorganisation of companies.

TASA is a company that evolves and innovates continuously, and our legal team plays an important role in this matter, proposing ways to protect new products and developments, implementing procedures to safeguard innovation and related information.

Most recently, partnering with our fleet area, we have secured the regulatory framework and contractual terms for the purchase of an unmanned surface marine vehicle, the first of its kind in Peru, which will be used for scientific research of Peru’s fish stock.

The environmental and labour law enforcement agencies have been intensifying their activities, which has led us to reinforce our practice in those fields, promoting a preventive approach, in which our legal staff reach out to the organisation to detect risks and train them on the implications of non-compliance. This approach and our active involvement in the company’s substantial load of judicial processes has led us to obtain successful decisions for the company.

The pandemic also pushed us to leave paper behind and switch to digital files, to change our ways of communication helping us to connect with people differently. Additionally, the pandemic has allowed more flexibility for our staff. Due to them being able to work from home, it helped find a better balance between personal and work life without decreasing their work performance. However, the pandemic increased the need for an active legal team, which we were successful at becoming, by always being available when needed and on top of regulations regarding COVID to navigate the constant changes. Nonetheless, from a leader’s point of view, it is challenging to lead teams virtually.

There is nothing like personal connection and our recent transition to a hybrid office has helped to strike a balance in that regard. TASA’s business is highly regulated, and changes in government appointments increase the regulatory risk to our operations. This situation shifts legal work towards more public policy-related issues, while changing the nature and objectives of the legal department, which also involves plenty of transactional work. Therefore, a lot of attention goes into analysing draft legislation in congress and government agencies and their constitutional viability. Furthermore, if a regulation is approved, we experience complex litigation to revoke laws from the legal system if there is sufficient ground to question them.