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

Over the past twelve months, I have been involved in several key projects that reflect both the dynamic nature of working within a publicly listed company and the evolving regulatory landscape facing an international capital group. A major focus was on supporting the Group’s investment activity. During this period, I took part in two significant investment processes – one domestic and one cross-border. In particular, the international acquisition required the design and coordination of a complex legal structure spanning four jurisdictions. This project demanded close collaboration with external counsel and internal stakeholders, as well as the ability to reconcile different legal regimes into a coherent, efficient, and compliant transaction framework.

In parallel, I have been engaged in ensuring that our Polish entities are prepared for upcoming European Union regulations, including the AI Act and the Data Act. My role included assessing the legal impact of these developments and helping the business to prepare for the compliance in a rapidly changing regulatory environment.

Beyond my core legal responsibilities, I also oversee the compliance management across the organisation, including the risk mapping and the mitigation relating to non-compliance. In recent months, together with my team, I have been working intensively on strengthening and expanding our compliance system – both locally and across the entire group (which includes several jurisdictions in and outside EU). Our objective is to embed transparency, integrity, accountability, and a strong respect for the rule of law into the way we operate, by implementing unified compliance principles and best practices throughout the whole organisation.

These projects have allowed me to combine legal expertise with strategic thinking and a strong focus on building sustainable governance structures in a growing international business.

What are the key trends that in-house counsel should be monitoring in 2026?

In 2026, in-house counsel will, in my opinion, increasingly act not only as legal adviser but also as strategic leader in risk management and governance, especially in Europe where regulation and technology are changing quickly. One of the key priorities will be implementing the EU AI Act in practice, including clear governance and controls for high-risk AI systems. At the same time, more autonomous AI tools will raise new questions about accountability and legal liability, particularly when they affect individuals. Compliance programs will also need to become more consistent across groups and more measurable, with regulators expecting proof that they work. Ongoing regulatory uncertainty and geopolitical pressure will require legal teams to closely monitor EU guidance and enforcement trends. Finally, legal departments will play a central role in adopting legal tech and AI responsibly, including managing vendor risk and protecting confidentiality.

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

In my view, a modern in-house counsel should first and foremost be a true business partner – someone who combines strong legal expertise with a clear understanding of the company’s goals and the market in which it operates. This requires critical and analytical thinking, but also the ability to turn complex legal issues into practical, business-ready solutions. Just as important are strong interpersonal skills, such as empathy and excellent communication, which are essential for building trust, influencing stakeholders, and leading teams effectively – especially in fast-changing, high-pressure environments.

As legal departments are increasingly expected to operate as strategic value drivers rather than cost centres, in-house counsel must be proactive, solution-oriented, and comfortable working across different functions.

Technology literacy is also becoming essential, as generative AI and legal tools are now part of everyday legal work. Ultimately, the most effective in-house counsels are adaptable, commercially aware, and able to lead through uncertainty – supporting business growth while ensuring integrity, compliance, and long-term resilience.

How can general counsel foster a corporate culture that supports ESG principles and compliance across all levels of the organisation?

General counsel can play a decisive role in building a corporate culture that supports ESG principles and compliance, by ensuring that integrity and responsible business conduct are embedded into every level of organisation. The most essential is helping to set the tone from the top by working closely with the Board and managers to define clear ESG and compliance priorities, link them to the company’s strategy, and communicate why they are crucial. To make these principles actionable, the GC must translate complex requirements into simple, practical expectations for daily work. This means creating clear policies, guidelines, and decision-making tools that reflect real business situations, supported by regular training that is engaging and tailored to the unique risks of different departments. A healthy culture relies on trust, which the GC nurtures by ensuring that reporting mechanisms are safe, accessible, and taken seriously. By conducting fair investigations and protecting whistleblowers, the organisation sends a clear message that ethical behaviour is not optional.

Finally, the GC helps develop systems to measure performance and monitor trends. This helps leaders understand what is working and where further improvement is needed. If the organisation supports these values with clear incentives, effective controls, and consequences for misconduct, the organisation builds credibility and compliance and ESG becomes a part of corporate identity.