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?  

In any organisation, when either a complex period or particular crisis moment arises, it is crucial staying firm in company’s corporate values and putting into practice all the preparation and processes that have been developed so far to react solidly. At these moments, it is key priority for me deeply knowing, understanding and interpreting the relevant applicable laws to detect opportunities and to foresee challenges, in order to be able to offer realistic and efficient alternatives of strategy to the company. Thus, it is also important translating legal language to business and company’s natural language, to embed theory into the company’s real life.

Alignment and permanent interaction with different key areas of the company in a systematic manner is, likewise, of the essence, to ensure that a comprehensive analysis is considered. Mature organisations have clear that in-house lawyers are not just legal advisors but strategic business partners that contribute to ensure safe, sustainable development to the corporation. 

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

It is well known that the organisation is defending in the Spanish Audiencia Nacional its legitimate rights and interests in connection with the so called Unico 5G Redes Activas Program for the development of this technology in the rural areas with public funds. 

Likewise, regulation has been a relevant part of my scope of work, due to the ICT- TMT evolving Spanish and European legal landscape, including participating in some public participation processes that are crucial to this industry. 

Moreover, the complexity of a cross-licenses contract negotiation, jointly to several contracts with key customers within our ICT business and supporting the transactions and development of company’s all business units, both from the contractual and corporate angle, have been quite exciting and enriching challenges throughout the recent year. 

How have you integrated technology into your legal processes, and what impact has this had on efficiency?   

The organisation has developed a very useful matrix of IT systems where it is possible to integrate in an E2E, organised manner, the opinions and reviews of all necessary stakeholders -what always includes Legal reviewer- before a document is issued and signed by the corresponding company’s legal representatives depending on the different scenarios. This allows ensuring informed decision-making processes, document integrity, easy tracking and accountability.

What role does the legal department play in promoting and ensuring corporate social responsibility in your organisation?

CSR is undoubtedly a necessary part of the company’s activity, because it provides ultimate meaning and cohesion to the corporate purpose, business activity and role of the company within its ecosystem and the society in a context of ethics, legally compliant and responsible behaviour. For this reason, legal must be an active part of every CSR initiative. I am part of different internal committees and follow-up teams where the different triggers and social responsibility related projects are discussed and analysed. As advisor, being informed is crucial, but proactive behaviour is equally important: it is legal team members’ responsibility enhancing our professional capabilities, being trained and updated, and keeping our internal stakeholders duly informed. Mastering the business’ environment, arranging internal workshops and trainings, delivering executive newsletters and keeping a permanent, fluent interaction with executive leadership team become essential to usefully serve as primary CRS advisor.