About

The Entel Peru legal team is made up of 48 members and is part of the central management of the telecommunications company, along with the regulatory team and the institutional and sustainability team. The integration of these three teams in the same central management allows the organisation to exercise overall enhanced control in the public announcements that the company makes to the press, customers and authorities, as well as guaranteeing the transparency and rigour of information. The institutional relations department is responsible for ensuring the company’s good reputation through a reliable, transparent and long-term relationship with the main audiences of the company. As a testament to this, along with the legal team, it has helped the company to become the leading company in corporate reputation and reputation for social responsibilities and corporate governance, according to the 2016 Merco ranking, and in 2018 entering the top 10 ranking of all the companies of the country. In 2015, Entel accomplished the biggest infrastructure deployment in Peruvian history by building more than 1,000 telecom sites in Peru, the legal team was responsible for designing the strategies and policies regarding contracts, permits and licenses to deploy avoiding any legal impediments to the company working in a multidisciplinary environment. In 2016, the legal team managed to adjudicate 30MHz of the 700MHz band government litigation with a near US$300m value. ‘As the leader of the legal team I had to work tirelessly and methodologically to fulfil all government requirements to become a qualified applicant, without [the] assistance of external law firms’, says general counsel Nino Boggio. In light of the publication of Peru’s bribery, money laundering and financing of terrorism law, effective as of January 2018, during 2017 the legal team had to implement a crime prevention model for the company. ‘In order to accomplish this, we had to deliver strategies to identify all sensitive positions and procedures of Entel’s operation and assemble them in a risk matrix. Then we had to create [and] modify new procedures and politics to the identified areas, train all involved employees and modify contracts and internal regulations’, says Boggio.