What are the most significant cases, projects or transactions that you and your legal team have recently been involved in?

Over the past year, we have led a comprehensive process to strengthen our internal policies and protocols, ensuring they are aligned with the most demanding industry standards and international compliance best practices. As part of this strategy, we successfully completed the update of our legal risk matrix, which allowed us to anticipate contingencies and establish a robust foundation for preventive management.

We are currently making progress in standardising and updating the matrices of our subsidiaries, with the aim of consolidating a comprehensive and coherent view of risks at the corporate level, ensuring consistency and control throughout the organisation. This project has been key to reinforcing our culture of compliance and raising the level of maturity of our legal and compliance management system.

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

In times of instability or crisis, our priority is to anticipate and identify potential legal contingencies in order to transform risk management into a strategic advantage. The first step is to gain an in-depth understanding of the business and the specific nature of the crisis, assessing its potential cross-cutting impacts on the company.

Based on this diagnosis, we design a comprehensive legal management strategy aligned with corporate objectives and aimed at ensuring operational continuity. This approach is based on the implementation of clear protocols, dynamic updating of risk scenarios, and early coordination with all key areas of the organisation. An essential element is fluid and ongoing communication with the teams involved, which allows us to make agile, coherent, and informed decisions. In this way, in addition to mitigating risks, we strengthen organisational resilience, ensuring that the company can adapt and respond effectively to complex scenarios.

AI has been taken seriously as a potentially revolutionary technological change in the legal world for a number of years now. Has it had a meaningful impact in how your legal team works in this time?

The adoption of AI tools has had a transformative impact on the work dynamics of our legal team. It has allowed us to optimise the analysis of large volumes of information in shorter times, freeing up valuable resources that we can allocate to tasks of greater strategic value.

AI has also accelerated key processes: legal research, searching for relevant background information, and reviewing frequently used documents, increasing our efficiency and accuracy. However, we believe that its potential goes far beyond these initial functions.

We are currently exploring the development of specific solutions tailored to the legal needs of our industry, with the aim of integrating AI as a strategic enabler that optimises processes and drives innovation in legal and compliance management at the corporate level.

What factors influence your team’s decision to use external legal services versus handling matters in-house, and what criteria are used to evaluate their performance?

The main factors determining the decision to outsource legal services are technical expertise and efficient use of resources. We choose to seek external advice when highly specific knowledge is required that exceeds the usual scope of our internal team, especially in areas that are not part of our core business but are critical to the continuity and legal security of the company.

To evaluate the performance of the contracted services, we use clear and measurable criteria: speed in delivering solutions, effectiveness in the design and implementation of strategies, and the achievement of favorable results. This approach allows us to ensure that each external consultancy translates into added value for the organisation and strategic support that complement our internal team.