How do you approach managing legal aspects during periods of instability or crisis to ensure the organisation’s resilience?

During periods of instability or crisis, a company’s plans and priorities must be adaptable to address immediate challenges. Crisis management requires strong leadership, effective communication and a well-defined plan.

The role of a corporate legal department involves being an integral part of the business team to ensure that the company’s core activities are not only executed, but executed correctly from both a legal and socially responsible perspective. In a crisis, legal priorities must be quickly adapted to align with the company’s strategy for addressing immediate concerns.

The challenge for both the company and the legal team during difficult times lies in managing urgent crisis-related issues without completely sidelining the company’s broader strategic objectives.

Based on your experiences in the past year, are there any trends in the legal or business world that you are keeping an eye on that you think other in-house lawyers should be mindful of?
  
Over the past year, one trend I’ve been closely following is the increasing alignment between legal compliance and sustainability goals. Regulators, shareholders and clients are demanding greater transparency around ESG commitments. For example, there is a demand for greater transparency in supply chains and responsible sourcing, which is reshaping commercial contracts and corporate disclosures in the mining industry. For in-house counsel, this means not only understanding evolving regulations but also playing a proactive role in guiding corporate strategy to mitigate legal risk while adding long-term value.

Another trend is the growing use of legal technology to streamline workflows and manage risk. Tools such as AI-powered contract review and e-discovery platforms are becoming more accessible and efficient. I believe in-house lawyers must embrace a mindset of adaptability, helping companies navigate uncertainty while embedding legal insight into early-stage decision-making. Our role is becoming more strategic, and keeping pace with these shifts is crucial for providing relevant, agile advice.

Looking forward, what trends do you foresee in the legal landscape over the next 5–10 years that companies should prepare for?

I foresee several transformative trends reshaping the legal landscape. First, the integration of artificial intelligence and automation will redefine how legal departments operate. From contract analysis to risk monitoring, these tools will enable lawyers to focus on higher-value, strategic work. Second, cross-border regulation will grow increasingly complex, especially in areas such as data privacy, ESG and tax compliance. Third, the role of legal teams will continue to evolve from reactive problem-solvers to embedded business partners, influencing corporate governance, sustainability and ethics from within. Finally, I expect greater scrutiny around corporate responsibility – pressuring companies not only to comply with the law but to actively demonstrate integrity and accountability. To meet these challenges, legal departments will need to be more agile, tech-savvy and collaborative across disciplines, helping companies anticipate and shape change rather than just respond to it.