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

As a part of Air Liquide group, a world leader in industrial gasses, our company makes deep contributions to the development of various industries for energy transition, and we have been dedicated to several significant transactions, deals and projects for such contributions. A few remarkable examples are: the project related to €200m to support a leading semiconductor manufacturer in the production of next-generation artificial intelligence (AI) chips, where we collaborate with various internal and external stakeholders for execution of the long-term supply agreement, including make-or-break negotiations to align our legal safeguards with the client’s urgent production timeline.

What are the key trends that in-house counsel should be monitoring over the coming months?

The current global landscape, characterised by mounting tensions in the Middle East and strained Japan-China relations, is compelling us to adopt business strategies that fully account for inherent geopolitical risks. As in-house counsel, I believe our primary responsibility is to support the company’s stability by providing the necessary legal framework for supply chain diversification and robust BCP development, given that any supply disruption could directly threaten business continuity. Furthermore, I consider the increasing complexity of export control regulations, often driven by these geopolitical shifts, to be a critical area that requires our constant and close monitoring. Ultimately, I believe a proactive approach to geopolitical and regulatory risk is essential to maintaining stakeholder trust. By prioritising transparency and consistency in our operations, we not only protect our assets, but also foster deeper partnerships with our customers, who increasingly rely on us to navigate this volatile global environment with integrity.

In-house counsel increasingly play the role of ‘translator’. How do you communicate complex legal advice to the board, key stakeholders and internally?

I believe the role of in-house counsel is to act as a ‘translator’ who connects the law with our business goals. When I share advice with the stakeholders, I focus on the following three rules: first, speak the language of business, not law. Instead of using complex legal terms, I try to explain issues in terms of their impact on our budget, operational efficiency, and long-term relationships. I focus on ‘what this means for our business’ rather than ‘what the law says.’

Second, present options, not just warnings. I don’t just say ‘no’ to a project. I try to present a few different ways to proceed, explaining the risks and benefits of each. This allows stakeholders to make an informed decision that balances safety with growth.

Lastly, focus on clear, actionable advice. I keep my communication brief and focused on the next steps. My goal is to make sure that everyone, regardless of their functional background, understands exactly what the risks are and how we can manage them to succeed. By doing this, I believe legal advice becomes a helpful guide for decision-making rather than a complex hurdle.

By translating complex risks into a language that our commercial or engineering teams understand, I believe that legal compliance becomes seamlessly integrated into our daily operations, ultimately building the long-term trust required for our critical projects.