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

We’ve been, and are involved, in critical strategic discussions to provide strategic legal guidance to the Sales team in connection with the relationship with our clients (all major OEMs in the automotive industry). Handling essential and critical environmental issues is also a key strategic topic being currently handled, involving licenses and permits. Lastly, risk mitigation in all of Valeo’s major transactions is a routine, on a weekly and even daily basis.

In general, what would you like to see change about the external law firms you use? Examples could be greater flexibility in billing, a more expansive suite of services offered, more transparency in reporting ESG statistics etc.

More effectively diversity policies and practices. Inclusion, promotion are respect are still a challenging topic for law firms. Actual wellbeing policies create a truly good environment, even if reflected in timing to support us, the in-house counsel. Surely a balance needs to be reached.

As we live in a fast-paced world today, what skills will a corporate legal team need to succeed in the modern in-house industry?

Team spirit, listening skills, sense of prioritisation, empathy, focus and full attention to each moment of the day at work.

How do you suggest in-house lawyers build strong relationships with business partners?

Invite and welcome business partners to get to know the business, the preferred line of work, the strategic people to be in contact in Legal and relevant other areas, establish clear lines of work and key contacts with easy access from both sides, and regular contact and invest time in the connection and explanation of the tasks and negotiation of a feasible timeline to get return, as well as negotiate whenever some unexpected appears.