Team size: 17

Career Biography

Appointed in February 2021, Liana Cozigou serves as Head of Legal and Consumer Affairs, Ombudsman, and Member of the Board of Directors at the Walloon Regulatory Authority for Energy (CWaPE). In this capacity, she addresses complex energy-related legal and regulatory issues on a daily basis, with a strong commitment to defending the public interest and consumer rights. Her responsibilities include ensuring the proper functioning of the electricity and gas markets, protecting consumers, as well as overseeing regulatory matters related to CO₂ transport, a growing area of strategic importance.

As Ombudsman, Liana has held the position of Vice-President of the national energy ombudsman network (NEON) since February 2021. She is also actively involved in the Belgian ombudsman network, contributing to the development of fair and transparent dispute resolution mechanisms for energy consumers.

As a member of the board, her responsibilities also extend to human resources, budgetary oversight, IT governance, and the general management of CWaPE.

She leads a team of highly skilled and dedicated professionals who share a strong commitment to serving the general interest.

Liana holds a Law degree from the Université Libre de Bruxelles (ULB) and was admitted to the Brussels Bar in 2010. Early in her career, she specialized in energy law, providing legal support to public authorities in the drafting, negotiation, and adoption of legislation, as well as in the implementation of EU law. Her expertise spans both national and European legal frameworks, and she has played a key role in shaping energy policy through her legal advisory work at both regional and federal level.

After four years of litigation practice before various Belgian courts, Liana joined the Belgian federal energy regulator (CREG), where she provided legal and strategic advice to the President of the Board on a wide range of EU and national energy issues. Her work at CREG deepened her understanding of regulatory processes and strengthened her ability to navigate complex institutional environments.

Liana also gained valuable experience in public service through her roles in the cabinet staff of federal and regional energy ministers, first in 2014 and again in 2017, where she worked on both energy and climate affairs. These positions allowed her to contribute directly to policy development and intergovernmental coordination at the highest levels.

In addition to her legal and regulatory expertise, Liana is a trained company coach, a skill she integrates into her daily management practices. Her coaching background enhances her leadership approach, fostering collaboration, empowerment, and continuous improvement within her team.

Throughout her career, Liana has demonstrated a strong commitment to public service, regulatory excellence, and consumer protection. Her background and strategic insight make her a key figure in the Belgian energy landscape.

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

Over the past year, I have been involved in a wide range of strategic projects that have shaped both the legal and regulatory landscape of the Walloon energy sector, as well as the digital transformation of public service operations.

One of the most significant initiatives was defining the CO2 transport framework for the Walloon Region and advising on the appointment of the CO2 Network Operator. This work involved close collaboration with regulatory authorities and stakeholders to establish a clear, compliant legal foundation for carbon transport infrastructure, a cornerstone in achieving the region’s decarbonisation goals.

Another major focus has been ensuring compliance with governance and competition law by distribution system operators, reinforcing transparency and accountability across the energy network. In parallel, I led a comprehensive evaluation of the Walloon legal framework — particularly regarding energy communities, energy sharing, and self-consumption — to ensure that it remains aligned with evolving EU directives and sustainable energy objectives.

I have also overseen the follow-up of ATRIAS blocked-locked points and the launching of injunction procedures to maintain regulatory compliance. Additionally, I have contributed to the definition and justification of new distribution tariffs and the development of the flexibility model for distribution, ensuring its full compliance with European law and market standards.

Further responsibilities included monitoring local transport investment plans and initiating injunctions where necessary to guarantee adherence to legal obligations. My team and I also carried out detailed compliance checks on energy actors, verifying whether they fulfil their public service obligations, and provided extensive legal advice on draft decrees and executive orders concerning energy regulation and consumer protection.

Beyond the regulatory sphere, I have driven the digitalisation and automation of the ombudsman service. This transformation included integrating the service into the Walloon online citizens’ platform, improving the internal CRM system, reducing repetitive administrative tasks, and creating an internal onboarding tool for new staff. Alongside these operational improvements, we launched a new digital identity for the service — including a new logo, brochure, and public-facing materials — to increase accessibility, visibility, and public engagement.

Together, these initiatives have strengthened governance, enhanced operational efficiency, and advanced the region’s commitment to sustainability, transparency, and digital innovation in the energy sector.

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?

As a matter of fact, the legal environment can’t work on its own. Its numerous interactions with economic and technical teams are key to ensure a correct legal approach that is connected to one’s reality. In the energy sector, this is even more crucial as writing a legal advice or law proposal can directly impact the economics or technical organisation of the market or impact the consumers. As an in-house lawyer and manager, I find it important for my team to be connected to on-field realities, to look at the broader picture and to work closely with their colleagues from other departments.

What is a cause, business or otherwise, that you are passionate about?

Ensuring the wellbeing of my team. It seems something natural, but managing a team takes time, evolves over time, and depends on the external pressure. The wellbeing of my team is a constant guideline which implies continuous improvement of myself, self-questioning my management and allowing space for discussion and suggestions. It also implies giving as much importance to legal content advice as to coaching my team as a whole and providing them with perspective and challenges.

How do you approach managing legal aspects during periods of instability or crises, and how does your legal strategy align with the broader business strategy to ensure the organisation’s resilience?

My approach to managing legal aspects during times of instability or crisis is guided by pragmatism, collaboration, and foresight. As a legal counsel, I believe in offering practical, solutions-oriented advice that is grounded in a clear understanding of both the sector and its economic realities. Legal strategy should never operate in isolation: it must remain connected to the business context and provide actionable options that support continuity and recovery.

Leadership and teamwork are equally important during such periods. It is essential to respect and support your team, maintaining open dialogue, clear prioritisation, and shared responsibility. As a manager, I take ownership not only of decision-making but also of creating a supportive environment where the team feels empowered to act decisively and effectively under pressure.

In any crisis, prioritisation is key. Legal efforts must focus first on critical issues that directly affect operational stability, regulatory compliance, or the company’s reputation. At the same time, as a member of the board, I ensure that the legal function contributes beyond its immediate scope, helping other departments navigate challenges, remove bottlenecks, and restore organisational balance. The goal is always to keep the organisation moving forward, never to let the ship sink.

In more complex or prolonged crises, I do not hesitate to seek external support when specialised expertise or additional capacity is required. Finally, I consider budget reallocation and forward planning essential tools for resilience. Assessing financial and operational priorities early allows the company to adapt to ongoing instability and ensures that resources are deployed strategically where they are most needed.

In essence, an effective legal response to crisis combines pragmatism, empathy, and strategic foresight, anchoring the legal function as both a stabilising force and a proactive partner in the organisation’s long-term resilience.