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?

Having processes, standard operating procedures is crucial. During any period of business, inclusive of periods of crises and instability, you must then rely on such processes and procedures. Law is ever changing, and it is not constant, what is germane is that you are able to then ensure that you are up to date with the current changes an anticipate possible changes before they come.

To ensure that we are up to date with current changes we make use of legal library systems and software which have update to date laws and cases -which contain prompts and alerts which would ensure us of changes in the law. To anticipate changes in legislation and regulations we do track bills in relevant areas of the law which affect the business of the organisation. We would comment on bills on such bills in some cases and even, where invited, meet and engage with relevant stakeholders on the anticipated changes in the laws, regulations and bills.

In short, I remain up to date with current laws and regulations and anticipate and adapt to changes in such laws and regulations.

The legal unit would develop strategy looking at business needs and how to be responsive to business needs. This happens with the unit developing its own proposed strategy in a unit session, this then would be taken to a Corporate Services Department strategy session and then it is taken to an organisation wide strategy session and finally tabled and adopted by the Board. This process ensures that all role players at all levels of the business interrogate the strategy of the unit and that it is responsive to the business needs. The strategy itself is also not static and can be changed as soon as emerging business needs arise.

What are the main cases or transactions you have been involved in recently?

In the area of administrative law, I successfully reviewed and set aside a tender that had been irregularly awarded. I also enforced an order to disgorge any profits from the supplier who had been granted the tender improperly. This action, along with its enforcement, was both rare and novel.

My work in corporate governance includes advising the Board and senior management on a range of governance issues, including the appointment of board members, evaluating the effectiveness of the Board and its committees, and assessing the competency of certain officials and structures responsible for appointing board members.

In matters involving conflict of laws, I have provided guidance on the appropriate processes to be followed in cases of apparent legal and regulatory conflicts.

Within procurement law, I have advised on public procurement processes and procedures, ensuring alignment with internal public procurement policies.

On contractual matters, I have negotiated and finalised several agreements, including an organisation-wide enterprise resource management agreement.

In the field of labour relations and employment, I have drafted internal policies, including a harassment policy aligned with best practices.

Regarding litigation, I have successfully defended contractual disputes with service providers, ensuring favourable outcomes for the organisation.

In your opinion, what are the main trends that are salient in your country currently?

Specifically, in the provision of legal services, the focus is on delivering more value to businesses at a lower cost, integrating legal services with technology, and ensuring full compliance with relevant laws.