Team size: 220

What are the key projects that you have been involved in over the past 12 months?

Compass Group PLC is a global leader in food services operating through its subsidiaries in circa 30 countries which between them employ and engage around 580,000 people. Our global legal function, which comprises around 220 legal and other professionals, acts as a trusted partner to the business, with the overarching objectives of enabling sustainable growth both organically and inorganically, protecting our business, our people, our consumers and the communities we serve and embedding a strong culture of integrity and accountability across all corners of the Group.

The function supports our five core business sectors of Business & Industry, Healthcare & Senior Living, Education, Sports & Leisure, and Defence Offshore & Remote.

Our approximately 20-strong multi-disciplinary head office team provides expert advice and support to the head office functions, the Board and our portfolio of global clients, while supporting our regional legal teams and their business operations in what is a fast-changing environment.

Over the past year our legal M&A team advised on 34 M&A deals (28 acquisitions, two joint ventures and four disposals) across the broad range of the Group’s sectors and across various geographies including the UK, North America, Europe, Asia and Australasia, with the aggregate maximum purchase prices totalling over GBP400 million. Our commercial lawyers have been focussed on several multi–country Master Service Agreements, developing innovative business models and working closely with the Global Clients team. We have worked closely with the tax and treasury functions in the renewal of the RCF, debt issuance, simplification of the corporate structure and other corporate initiatives.

The team is deeply embedded in strategic governance and regulatory work, actively participating in a cross functional working group responding to Corporate Governance reforms. This includes strengthening controls over non-financial reporting and preparing for new sustainability directives (CSRD and CSDDD), whilst also streamlining policies and processes to enable the businesses to remain agile and focussed on delivering growth.

A forward-looking mindset underpins our approach, leading conversations around cyber security readiness and resilience, AI governance, and the responsible deployment of tech by both the businesses, and also the legal function to enhance productivity and effectiveness.

What do you think are the most important attributes for a modern in-house counsel to possess?

Today’s in-house counsel must blend deep legal expertise with strong business acumen. They provide pragmatic, strategic advice aligned with the organisation’s goals and collaborate effectively across the functions. Adaptability, integrity and strong judgment are essential, especially in fast-changing or high-pressure environments. They must understand their industry, navigate risk and influence decisions, while maintaining a clear focus on compliance. Tech-savviness and an openness for innovation are becoming essential to help streamline legal processes and enhance efficiency. Strong leadership and a commitment to the development of others are key. Ultimately, they act as a trusted advisor to the Board and the business, enabling the business to grow while remaining legally and ethically sound.

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, of which you think other in-house lawyers should be mindful?

In-house legal teams must navigate a rapidly evolving landscape. AI adoption is driving a more urgent focus on compliance with a number of emerging disparate regulations, and legal teams themselves are under pressure to boost efficiency through legal tech adoption, requiring strategic investment in tools that enhance value and compliance. ESG disclosures are facing increased scrutiny, with legal teams helping to ensure accuracy and avoid allegations of greenwashing. Increasing data privacy and cybersecurity risks demand strong governance and incident response protocols. Geopolitical tensions and sanctions are impacting global operations requiring robust trade compliance and there is an increasing focus on supply chain risk, in particular, around forced labour. A heightened demand for transparency and accountability means that legal teams are expected to take a more proactive role in fostering ethical culture and managing reputational risk.