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?

Managing the legal aspects of the company during periods of instability or crisis poses a challenge to find more agile, effective, and efficient solutions. It is a form of continual training wherein the in-house lawyer remains fully involved with the different various areas and objectives of the business. This involvement enables them to participate in strategic business decision-making, for which legal advice is neccessary. In this way, the in-house lawyer must possess the ability to simplify or explain complex legal issues to teams, work collaboratively and cross-functionally, co-create solutions and make sound decisions.

The corporate lawyer must not only possess knowledge about laws and regulations but also be a dynamic and non-static player in the growth and development of the company. The challenge is undoubtedly great, but the key lies in collaborative work, adopting a strategic approach with a legal, commercial, and financial mindset, and constantly generating value.

That said, I believe lawyers must forge closer and more collaborative relationships with internal and external clients. They must become multidisciplinary experts in the realms of business, technology, innovation, and the legal profession, while simultaneously honing new skills. We must be professionals who seek to deepen our understanding of the evolving legal landscape.

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?

Diversity, equity, and inclusion are now ingrained in Nissan’s DNA. We are committed to promoting diversity and creating a culture of belonging. Our goal is to establish environments in which employees, customers, and business partners feel respected. We seek to create to workplaces where employees feel valued, respected, and heard. Cultural change starts with senior management; therefore, as general counsel, I hold a responsibility to co-create this change through thoughtful conversations with my team to build bridges of understanding.

Listening to and understanding the voices of our employees is the most important element to then take action to make the company stronger and more innovative. I am absolutely convinced that adopting different perspectives and engaging in uncomfortable conversations will help us address the changing needs not only of the working environment, but also of the automotive industry.

The principles for building a diverse and inclusive culture are: i) Transparency; ii) Value creation; iii) Vulnerability; iv) Equity; and v) Inclusion.

I am very proud to belong to a company that promotes diversity, equity and inclusion. To be an integral and indispensable part of the development of this initiative that translates into empowering people, empowering culture and empowering communities, that is, working for a better society, is an immeasurable privilege.