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

One of the key projects I have been involved in over the past twelve months has been the comprehensive strengthening of the company’s compliance culture, understood as a strategic business pillar and a fundamental component in decision-making.

A primary objective of this project was to shift from a primarily regulatory approach toward a preventive culture based on ethics, transparency, and proactive risk management.

As part of this process, the existing compliance program was reviewed and updated, taking into account the sector’s specific risks. Continuous training sessions were also implemented, featuring practical content and real-life cases to help employees identify risks and understand how compliance directly impacts their daily responsibilities. Additionally, reporting channels were reinforced, promoting a trusted environment that encourages early communication and the prevention of potential breaches.

The outcome of this project not only reduced exposure to risks but also fostered a more conscious, resilient organisational culture, fully aligned with the company’s purpose.

Are there any particular challenges for which in-house counsel should be preparing in 2026?

Yes, I believe in-house lawyers will face significant challenges in 2026, which will require a legal function that is more strategic, forward-looking, and above all, closely aligned with the business.

One of the main challenges will be integrating technology into legal advisory work in a way that ensures information confidentiality, the quality of legal analysis, and proper risk control.

Another key challenge will be risk management in an environment of increased economic, political, and social volatility. Legal teams will need to respond with agility to crisis scenarios, supporting business continuity while maintaining regulatory compliance and protecting the company’s reputation.

Finally, legal teams will face the challenge of anticipating regulatory changes that directly impact the business, particularly in areas such as data protection, compliance, and sustainability. This will require thinking more strategically, being proactive, and interpreting regulations even in uncertain circumstances.

As AI becomes increasingly integrated into legal teams, how can general counsel ensure the successful incorporation of these tools without compromising the human element?

I believe that to ensure a successful adoption, artificial intelligence should first be implemented to address real business needs, aiming to optimise repetitive or high-volume tasks, such as information management, freeing up time for lawyers to focus on what truly adds value: strategic analysis, risk management, and advising senior management.

It is also crucial to approach AI as a support tool for legal teams, meaning that the final analysis and decision-making always remain in the hands of the legal professionals, who understand the context and have deep knowledge of the business.

Finally, it is essential that the entire team embraces AI with proper support and training, understanding both its advantages and limitations. In this way, technology ceases to be just a tool and becomes an ally that enhances our work, allows us to focus on what truly matters, and strengthens our role as strategic partners of the business.