How do you approach managing legal aspects during periods of instability or crisis, and how does your legal strategy align with the broader business strategy to ensure the organisation’s resilience? 

Building trust with the business is essential for the success of a legal function. It’s not just about being a compliance checkpoint but becoming a trusted partner embedded in every aspect of the organisation. Establishing this trust took significant time and effort. I surrounded myself with highly skilled, dedicated professionals and embarked on a transformative journey. Change, however, begins within. You can’t expect the organisation to shift its perception of legal unless you first change your own mindset and approach.

By focusing on transformation internally, we started to see the ripple effect. Gradually, people began to view us not just as legal advisors but as counselors and trusted business partners. Over time, they even started coming to me for business advice, not just legal guidance. This evolution required us to deeply understand the business at every level. Every piece of advice, every contract, and every decision we made had to align with the company’s objectives and fit into the broader vision. Maintaining this perspective – zooming out to see how each detail contributes to the bigger picture – was crucial.

Another key aspect was shifting the mindset within the legal team. Historically, legal was often seen as a mere checkpoint—a necessary step in a validation process to satisfy audits or management requirements. To break this perception, we worked to demystify the legal function. This meant adapting our communication style to match the language, culture, and priorities of the business teams we worked with. It also required building personal relationships and ensuring that the messages we conveyed were clear, concise, and memorable. This approach ensured that not only could individuals understand and relay these messages, but they could also confidently present them to their own leadership.

In changing our mindset, we also cultivated a productivity-focused approach. I prioritised regular touch points with business stakeholders, asking simple yet impactful questions: How are you doing? What are your priorities for the next month? What feedback do you have for us? This consistent engagement built trust over time. Change doesn’t happen overnight, and when it does, it’s rarely sustainable. Our gradual, results-driven approach allowed us to foster a strong, collaborative relationship with the business, underpinned by mutual trust and demonstrated success.

I also established a panel of top-tier legal firms, ensuring access to the best resources while staying mindful of budget constraints. Having dependable external counsel made a significant difference, especially during crises. Whether it was late at night or during the uncertainties of the pandemic, I knew I could rely on this network to provide timely and effective support. During the pandemic, we faced daily challenges, from rapidly changing regulations to inspections and client complaints. Our strong internal and external teams, combined with the trust we had built with the business, allowed us to navigate these crises effectively.

One of the most impactful shifts was the way decisions were made. In the past, legal would simply provide advice and leave the decision-making to others. We changed this dynamic by becoming active participants in the decision-making process. Together with the business, we developed strategies to address risks and find practical solutions. In times of crisis, where situations are rarely black and white, this collaborative approach proved invaluable. It reinforced our role as a trusted partner and contributed to the company’s success. By working together, we have consistently overcome challenges and turned obstacles into opportunities.

What measures has your company taken to embed sustainability practices into its core business operations, and how does the role of the general counsel contribute to driving and ensuring sustainable practices within the company?

Sustainability is absolutely a core part of the company’s vision and strategy. It’s embedded across all departments, with clear objectives cascading down from the overall strategy. We’ve already launched several impactful initiatives in this area. For instance, we were pioneers in the market with a program to collect used cooking oil from customers. In exchange for their used oil, we provided vouchers, which not only had a significant environmental impact but also garnered positive attention from both the press and our customers.

Another major focus has been reducing our reliance on conventional energy sources. Retail stores consume immense amounts of energy, so we took proactive steps to address this. We established a subsidiary created specifically to secure power purchase agreements (PPAs) with photovoltaic parks. The goal is to source as much renewable energy as possible for our operations, with the ambition of eventually achieving 100% renewable energy consumption. While this may be a challenging target, we’re making significant progress, currently negotiating agreements with photovoltaic parks to purchase green energy.

We’re also working an international company on a large-scale project to install solar panels on the rooftops of our hypermarkets. Given the vast surface area of these stores, this initiative is expected to be completed by the end of 2025, assuming everything stays on track. Similarly, we’ve partnered with Petro, Romania’s largest gas company, to install electric vehicle charging stations in our parking lots. These areas will also be covered with roofs equipped with solar panels, further boosting our renewable energy capabilities.

In addition to these projects, we’re implementing European directives, local legislation, and group policies with our contractors. One notable example is a software platform we’ve developed, requiring all suppliers to report on the types of packaging they use – primary, secondary, and so on. This platform also tracks carbon footprints, allowing us to report on sustainability metrics more effectively. These efforts are about more than just compliance; they reflect our genuine commitment to a sustainable future for ourselves, our children, and the planet. Sustainability isn’t just an obligation—it’s something we believe in deeply, which is why we pursue initiatives that go above and beyond legal requirements.

As general counsel, sustainability is one of my key priorities. I’m deeply involved in these projects from start to finish. I take ownership from the planning stages, through negotiations, and even after contracts are signed, ensuring everything aligns with our objectives and runs smoothly. I focus on avoiding mistakes, both on our side and with our partners, so that every project delivers on its goals. I’m fully committed to being at the center of these efforts and ensuring their success.