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?  

Corporate functions like legal and compliance shall continuously follow the pace of the business and demonstrate efficiency, flexibility, agility and resilience, which is a challenge at times, but certainly a great opportunity to grow as a department and an individual. Pragmatism might be a scary term for external counsel, but is certainly one of the key words for me as in-house counsel. The legal and compliance department can effectively foster a constructive business partnership with colleagues from other corporate functions by prioritising pragmatism. This entails focusing on delivering practical solutions to address tangible and actual risks, rather than indulging in hypothetical scenarios which are not conductive to our operational realities. This requires us to focus on what really matters, take educated decisions, foster constructive debates with the business, and constantly challenge oneself and the department in terms of efficiency, based on relevant data, to best contribute to the success of the company.  

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?  

Our company has embraced the increasing importance and relevance of sustainability and ESG. First at the local level, across different manufacturing and development sites with specific and targeted initiatives led by the entire local management.  Then at a global level, with a collaborative cross-functional initiative allowing us to define a roadmap, focus areas and material KPIs on sustainability, with the active involvement of the global management up to the board of the organisation. The general counsel will continue playing a pivotal role on ESG moving forward, not only in the context of our recently established ESG Committee, with a special emphasis on governance and corporate governance, but also on all our reporting activities, and liaising directly or indirectly with relevant stakeholders. 

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 (DEI) is a key component for the success of any company. It is undoubtedly the number one priority for my department. To be effective, it shall emerge naturally though, as opposed to via artificial dedicated initiatives or quotas, starting with the way we search, interact and recruit talent. Being genuinely open minded, culturally aware, and interested in others will bring natural diversity in a team from the onset. Contiguously ensuring transparent communication (for good and bad news), encouraging regular and candid feedback, organising regular team meetings (face-to-face or virtually), offering on the job development opportunities, addressing possible conflictual issues openly and constructively, showing respect also in all possible crisis and challenging situations, as well as celebrating successes and having fun at work with team members will then only strengthen DEI in a team, thus attract other talents fitting to such positive working environment. That may sound obvious and simple, but this is what I have been observing and aiming for during my entire leadership career, humbly believing that it has worked, at least so far.