What are the most significant cases, projects and/or transactions that you and/or your legal team have recently been involved in?

This year has been very challenging due to external factors affecting the country. As a result, we had to negotiate several contracts with suppliers and, above all, with our international buyers (traders) to secure the best prices for the different minerals we export. Likewise, we have ongoing very complex projects at our processing plant and the tailings dam expansion, which require a series of contracts covering all the risks and obligations involved. Finally, as part of our company’s policy, we internally sponsored tax proceedings and two arbitrations, both with very positive outcomes for our company.

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

As mentioned in the previous question, the country’s situation and the constant demands of the mining sector push us to continually reinvent ourselves and anticipate problems through efficient and lasting negotiations. Combined with strategic decision-making and timely risk management, this allows us to be better positioned.

What strategies do you employ to ensure the successful digital transformation of a legal department while maintaining compliance with your country’s data protection laws?

At both corporate and local levels, cybersecurity is a priority. The digitalisation of processes, contract management, and supplier management, for example, helps us access first-hand information and advise our executive staff, especially the country manager, in making the best decisions. For this, we rely on proprietary programmes and licensed tools that support us.

Have you had any experiences during your career as a lawyer that stand out as particularly unique or interesting?

Over more than 25 years of legal practice, I have had the opportunity to navigate a wide range of complex and high-impact challenges. However, one of the most defining aspects of my career has been leading the legal department for the past 16 years. During this period, I have worked under several country managers of different nationalities, consistently operating within the demanding and highly dynamic context of the mining industry.

This environment has required not only strong legal expertise but also continuous adaptability, strategic thinking, and a deep understanding of operational realities. Successfully managing complex scenarios and supporting critical business decisions has been a particularly rewarding aspect of my role and a source of professional pride.

These experiences have strengthened my commitment to continuous improvement and have positioned the legal function as a key strategic partner within the organisation. At the same time, they have inspired me to contribute beyond the corporate environment by sharing practical insights and experiences with academic and professional communities, helping bridge the gap between theory and real-world application while supporting the long-term sustainability and success of the business.

Given the current geopolitical shifts and growing uncertainties around international free trade, has your company’s risk profile evolved, and are you taking measures to address these challenges?

In line with my previous answers, these changes are challenges that force us to constantly evaluate scenarios and anticipate potential risks. However, they also show us that adversities often become opportunities, as experience teaches us.

Based on your experiences in the past year, are there any trends in the legal or business world that you are keeping an eye on that you think other in-house lawyers should be mindful of?

The introduction of AI into the legal world challenges us to be better prepared and to safeguard our companies’ information. Mistakes in this area can cause enormous damage—not only financially but also through information leaks. Therefore, we should work closely with IT departments to strengthen our defences as much as possible.

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

For us, working in an environment where all areas are involved in ESG culture is a pillar and guiding principle of our activities. Each year this is reinforced with ongoing training—not only to mitigate potential reputational risks but also as a way for all members of our organisation to act, not merely to comply with internal policies or codes, but as part of their own culture.

AI has been taken seriously as a potentially revolutionary technological change in the legal world for a number of years now. Has it had a meaningful impact in how your legal team works in this time?

As mentioned, we are constantly training and working jointly with both the local and corporate teams to ensure the proper and effective use of AI within our sector.

What is a cause, business or otherwise, that you are passionate about? Why is this?

Beyond my passion for responsible mining, I firmly believe that staying connected to academia (both undergraduate and postgraduate) is very important. New generations need to understand practice, not just theory, especially with the arrival of technology, which has greatly facilitated their studies, but to be a true professional, I’m convinced you need to know the business from the inside out.

What factors influence your team’s decision to use external legal services versus handling matters in-house, and what criteria are used to evaluate their performance?

There are matters whose complexity warrants seeking external advice to support the best decision-making. Having worked for many years in prestigious law firms allows me, together with senior management, to decide how and for what purposes to engage these external services.

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?

My time at the company has allowed me to contribute to different areas such as community relations and HR, proposing timely solutions to potential conflict points. As a result, the number of judicial or administrative proceedings is remarkably low for a company with so many years operating in such a complex sector as mining.

Looking forward, what trends do you foresee in the legal landscape over the next 5–10 years that companies should prepare for?

With the arrival of AI, many believe they have developed skills in different areas, such as making legal queries and considering the answers sufficient. However, the lawyer’s logic and experience cannot be set aside. Therefore, working with and for people within organisations ensures that our role is not merely necessary but truly valued for the contribution we can make to our companies. This helps us to better understand the business from within to be a stronger asset.