Team size: 35
Major legal advisers: A&O, BCLP, Eversheds, Freshfields, IBB Law, Pinsent Masons, Towerhouse 

What are the most significant cases or transactions that your legal team has recently been involved in? 

It has been a challenging year for airport operations, post Covid-19 travel has seen continued pressure on existing airport eco-systems and the ability to meet demand whilst ensuring excellent service for passengers. We have seen the busiest travel periods since before Covid-19, whilst facing significant challenges, including the war in Ukraine, industrial action, constrained resources and supply chain shortages. Our team has been at the forefront of ensuring the business can react to those challenges and has needed to be creative and proactive to allow the business to pivot quickly between shifting operational and corporate landscapes. As part of the next regulatory cycle, we have been engaging with the Civil Aviation Authority and airlines on our plans for the next five years. Our team has been a strategic partner to the business providing a deep understanding of the economics, financials, business factors, and stakeholder views.  

Sustainability and the ED&I agenda are a key part of our values. Our Heathrow 2.0 strategy brings our sustainability commitments in line with colleague, community and environmental issues. We continue to lead the aviation sector, and we are proud that we played an integral role in enabling Heathrow to be the first airport in the world to issue sustainability linked bonds, with KPI’s linked to “on the ground” carbon emissions, but also uniquely to “in the air” aircraft emissions. We also continue to advise on sustainable aviation fuels and work towards net zero aspirations by keeping up with evolving technologies and how it impacts our infrastructure. 

Can you foresee any key developments to the way general counsel work over the next five years?  

The remit continues to evolve and the ability of the general counsel to provide sage counsel on all business matters, such as ED&I, governance, is crucial. We are also increasingly asked to provide a “safe haven” for parts of the operation that need additional attention before they are reallocated into the business. The work we do is broadening and encompasses many areas. Also crucial to the role is developing and mentoring talent to ensure they can grow and fulfil their potential. 

Could you share an example of a time when you came up with an innovation that improved how your legal team works and did not come at a large expense? 

As a team, we often talk about the importance of the “full pizza”, which refers to understanding the bigger picture. This has developed into frequent team “pizza” sessions to ensure we are all aligned, but more importantly that we get together to share ideas and have a laugh!