Team size: approx. 130
 

What do you see as an opportunity or risk over the next six months? 
 

Recently, the conversations around artificial intelligence (AI) have intensified, and as always with disruptive technologies, opportunities and threats co-exist. My team is helping businesses within the group navigate the complex issues raised by the potential adoption of this newly available sophisticated AI. We have worked with our Information Systems colleagues to put in place a Group AI policy that helps frame the main legal issues. We are also assessing the likely impacts that AI will have on the roles of our lawyers and the legal sector. We have an AI working group within the global team that is looking to harness ideas and perspectives from across our markets and are in advanced discussions to set up an AI trial in the team.
 

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? 

Acting responsibly towards people and the planet is ingrained in values. Founded in 1935 as a bakery business, we have a long history of acting on issues like safety, energy efficiency, and reusing and recycling. Today, our ESG agenda is shaped by the leaders within each business who are expected to identify and address the risks and opportunities, understand stakeholder concerns, work safely and with integrity, and pursue continuous improvement. We believe in building ethics and sustainability objectives from the bottom up, and those managing ESG at each of our businesses can access specialist support at the Group level, including from our dedicated ESG lawyers. I oversee all our ESG initiatives, and the Legal and Corporate Governance teams play a key role in maintaining our values of rigour and integrity in the social and environmental context. Currently, we are also building a team with specialist ESG capability to enhance the value we can deliver in this evolving and innovative space.
 

As the legal landscape evolves, what steps are you taking to foster a culture of continuous learning and development within the legal team, ensuring that they are all well-equipped to address future legal complexities? 

Continuous learning and development are vital to our success. Although the ABF comprise five segments operating across 53 countries, we foster a culture of being one legal team. There is an emphasis on sharing experience, best practice, and fostering collaboration. Our lawyers are encouraged to undertake temporary secondments or long-term rotations to work with different divisions within the group. This ensures they have opportunities to develop new skills and respond to varying challenges. We believe that the broader our experience, the better equipped we are to respond to future complexities.