Team size: Seven

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?

Our team operates as a strategic enabler rather than a compliance gatekeeper. We align our priorities directly with the company’s strategic objectives and 2030 vision, which means understanding the business deeply enough to anticipate where legal and regulatory risks could derail key initiatives.

A recent high-impact initiative was building a comprehensive regulatory management framework for our 150+ operational sites. Before this, we lacked visibility into which regulations applied where and what our actual compliance status was. We developed a clear mapping of applicable regulations across all operations and implemented a structured approach to close compliance gaps systematically. This wasn’t just a legal exercise; it directly protects operational continuity and supports expansion plans.

Equally important has been our collaboration with senior leadership on strategic risk management. We work closely with project leaders to identify and manage risks practically, ensuring regulatory compliance doesn’t become an afterthought that creates costly delays. The goal is always to enable the business to move forward confidently, not to slow things down with unnecessary bureaucracy.

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

My approach centres on a core philosophy: simplify complexity to enable decisive action. In naturally complex environments, regulatory, operational, political, the real risk is paralysis. So, I focus on cutting through noise to identify what matters and what we can realistically control.

We’ve faced real crises: operational shutdowns due to civil unrest, potential facility closures over regulatory issues. In these moments, you can’t wait for perfect information. I use a simple decision framework: if a decision is easily reversible, act quickly; if it carries significant consequences, take the time needed to understand the key variables, but no more. The goal is sufficient understanding to take informed risks, not exhaustive analysis that arrives too late.

Practically, this means maintaining strong relationships with regulators before crises hit, keeping clear documentation that allows quick situational assessment, and ensuring leadership has the information they need to make calls fast. Resilience isn’t about avoiding problems; it’s about having the clarity and agility to respond effectively when they inevitably arise.