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

Over the past year, our legal team has been deeply involved in several complex and strategic matters. Notably, we have led negotiations for contracts involving the supply of industrial technology and related services with both public and private sector clients. These negotiations have presented significant challenges, not only due to the technical sophistication of the products and services offered, but also because of the diverse regulatory frameworks and specific contractual requirements of each counterpart.

In addition, we have supported the implementation of major corporate reorganisations mandated by our global headquarters. These processes have required close regional coordination and a detailed understanding of local regulations, along with the careful management of corporate, labour and tax-related matters.

More broadly, the legal team provides ongoing support to Siemens’ various business units in Chile, which operate across critical industries such as energy, mining, transport, and infrastructure. In this context, our work is of strategic importance, as Siemens’ technological solutions are essential not only for ensuring the operational continuity of our clients, but also for supporting their sustainability and energy efficiency goals — in alignment with global commitments to sustainable development.

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 legal management takes on a strategic role that is essential to ensuring the organisation’s resilience. In such circumstances, the role of the General Counsel goes far beyond the delivery of traditional legal services. Today, the in-house legal advisor is expected to act as a fully committed business partner, with a holistic view that enables them to anticipate risks, assess impacts, and propose practical solutions in real time.

In this context, the General Counsel becomes a key advisor across multiple areas, including commercial, strategic, and operational decision-making. They also play an active role in analysing political, social, and regulatory factors that may affect business continuity or the company’s reputation.

This requires not only reacting to the crisis, but also proactively contributing to its management by participating in critical decision-making, supporting communication with key stakeholders, and ensuring that the company’s actions are aligned with principles of good corporate governance, regulatory compliance, and social responsibility.

Ultimately, the value that the legal function provides during such times is decisive — not only in addressing the immediate situation, but also in strengthening the organisation’s long-term adaptability and sustainability.

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? 

Yes, absolutely. I believe that cybersecurity and the use of artificial intelligence are two critical areas that in-house lawyers should prioritise. Traditionally, these topics have not been particularly appealing or closely associated with the legal profession, as they have tended to fall within other – also interesting – areas of law. However, that is changing.

The growing integration of advanced technologies into business processes brings with it new legal, ethical, and compliance risks that we must understand and manage. In particular, artificial intelligence is beginning to transform the way we practise law. From automating repetitive tasks to enabling predictive risk analysis, AI offers tools that can significantly enhance both the efficiency and quality of legal work. At the same time, it raises complex questions around accountability, transparency, data protection, and algorithmic bias — all of which demand careful legal scrutiny.

In this context, in-house counsel need to broaden their focus and develop competencies in these areas, as they will play an increasingly central role not only in risk management, but also in strategic decision-making involving technology.

Adapting to these developments is not just a matter of professional growth — it is essential to remain relevant and effective in today’s business environment.

How does your team contribute to the overall business strategy of the company? Can you share an example of a recent legal-led initiative that had a significant impact?  

Siemens is a deeply innovative and disruptive company across multiple sectors, and that culture is also reflected in how the legal team approaches business challenges and opportunities. We align with the company’s values not only by fulfilling our traditional role, but also by actively driving initiatives that add value and strengthen trust among our customers and partners.

A recent example of this is a strategic alliance on cybersecurity between Siemens Chile and a prestigious local law firm. This collaboration brings together our technical expertise in cybersecurity solutions with the firm’s specialised legal support on this critical matter, offering customers a comprehensive approach to managing these risks.

Thanks to this synergy, our customers benefit from robust legal advice combined with cutting-edge technology, enabling them to operate with greater confidence and security in an increasingly threat-prone environment. This initiative, originated by the legal team, not only reinforces our commitment to data protection and operational resilience, but also positions Siemens as a leader in integrated solutions for today’s Industry.