Could you share an example of a time when you came up with an innovation that improved how your legal team works and did not come at a large expense? 

I recently led the transformation of our company’s supplier due diligence process, by embedding new lost-cost software into our supplier engagement processes. The software enables risk screening and supplier management. By leveraging this technology, we were able to retire a less efficient process. This innovation improved the depth, consistency and auditability of our supplier due diligence processes and provides the ability to continually monitor our suppliers for changes in risk profile. Most critically, it provided significant time savings for our business and streamlined supplier engagement, due diligence, and risk assessment. 

What are the most significant cases or transactions that your legal team has recently been involved in?  

Atlas Arteria is a global owner, operator and developer of toll roads and is listed on the Australian Securities Exchange (ASX). Recently, Atlas Arteria acquired a 66.67% majority interest in the Chicago Skyway toll road in Chicago, United States, representing an equity value of US$2,013m. Our legal team was closely involved in various facets of the transaction. This included advisor appointments, due diligence, regulatory approvals, the negotiation and drafting of the purchase and shareholder agreements and advising on corporate governance matters. In order to fund the acquisition, Atlas Arteria conducted an AUD$3,098m equity raise. At the time, the transaction was the second-largest equity raise in Australia. Our legal team played a key role advising on the equity raise, including structuring, due diligence, advisor appointments and ensuring the company complied with ASX requirements.  

What is a cause, business related or otherwise, that you care about, and why? 

Over the last couple of years, I have been closely involved in the preparation of Atlas Arteria’s Modern Slavery Statement. This has led me to develop a keen interest in the role companies play in protecting human rights and preventing modern slavery practices in their operations and supply chains. 

The complexity of global supply chains provides a unique challenge to businesses both in terms of understanding the risks that may exist but also in identifying where in their supply chains those risks may manifest. With increasing investor and stakeholder expectations and legislative requirements, the way businesses prevent, mitigate and, where appropriate, remedy modern slavery risks and practices in their operations is under the spotlight. Businesses cannot remain static in their approach to these matters. I have found being involved in Atlas Arteria’s development of processes in response to these issues to be challenging but exceedingly rewarding. I will continue to watch with interest how the Australian Government and companies respond to these important issues in coming years.