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? 

During periods of instability or crises – even more than during normal business as usual – I see the legal function’s main responsibility to be a good sparring partner for the decision-making management team. In such times, a well-functioning legal department should be able to assess legal and regulatory requirements (which in time of crisis might change without much lead time) and transpose such requirements into easily understandable risk-assessments for the management team can consider in their decision-making process. The last few years have shown that in situations of instability and crises, legal teams must be flexible, and react very agilely to a rapidly changing legal and regulatory environment. To be as helpful as possible in such crises-situations, I believe it is instrumental that the legal function understands the business strategy and resilience plans of the organisation in sufficient detail to properly translate new or amended laws and regulations very quickly into meaningful guidance for management’s consideration. I therefore see the involvement of legal in aspects of an organisation’s resilience planning on an ongoing basis as an integral part of a proper preparation of any possible periods of instability or crises. 

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? 

In my organisation, we are building a diverse, equitable and inclusive bank with an equitable and inclusive culture where we proudly reach our fullest potential. Citi in this area is focusing on all aspects of diversity including: (i) employees – where we believe that a culture of inclusion means we all feel empowered to contribute and be our authentic selves at work; (ii) Citi overall – because as a global bank, we have the unique strength of diverse backgrounds and perspectives from across the world; and (iii) clients and communities – by embracing our variety of views and experiences, to drive innovation and reinforce ethical business practices. I am very fortunate to work in a very diverse and inclusive team of legal experts and try to lead by example in supporting my organisation but particularly every team member in my department to achieve our collective goals. One example would be my involvement in Citi Switzerland’s management decision to double the legal minimum second parent leave and offer a parental leave of four weeks to all Swiss Citi employees. And as a general matter, I strongly believe that honesty and direct and open communication are continuing to be crucial to fostering an inclusive and equitable work environment for all my colleagues but also myself.