How do you approach managing legal aspects during periods of instability or crises, and how does your legal strategy align with the broader business strategy to ensure the organisation’s resilience?

The strategic objectives for our team are directly derived from and linked to those of our business. Following the development of a new five year plan for our entire group in 2024, we have developed a five year plan for our team that determines how we best support the business meeting its overall targets and what that means for how we need to work. Given the current state of instability and uncertainty, that plan is constantly revisited and recalibrated within our team and with input from our business stakeholders to ensure that we can address any challenges the external world poses to us. The targets for our team are clearly communicated to our team members and progress is not only monitored, but also expressly shared with all team members to ensure ownership and clarity – as an example for 2025, we have identified 16 key strategic initiatives across the four teams within our department.

What measures has your company taken to embed sustainability practices into its core business operations, and how does the role of the general counsel contribute to driving and ensuring sustainable practices within the company?

Our company is aiming to be at the forefront of sustainable practices within our sector. Sustainability remains fundamental to our investment strategies, not just as a value driver but as sound business logic. Energy consumption and production, as well as risks associated with future regulations and physical climate risks make decarbonisation an integral part of our investment decisions across real estate and technology – necessary for both short-term results and long-term value creation. With emissions generated by and for cities accounting for 70% of all global emissions, our purpose is to invest to help cities win the battles for our future.

What emerging technologies do you see as having the most significant impact on the legal profession in the near future, and how do you stay updated on these developments?

Unsurprisingly, we see AI as already having a major impact on the legal profession and the way we work. We have already implemented two AI based tools to support our daily work. We constantly monitor the market for how we may be able to implement other AI based tools in the future – we expect to implement at least a few more AI based tools within the next two years. Another approach to our monitoring is participation in relevant networks and discussing with peers what they see in the market that works well.

How do you prioritise diversity and inclusion within your legal department, and what initiatives have you implemented to foster a more inclusive and equitable work environment?

As a company we have set clear goals for DEI, these are broken down into diversity and inclusion goals on departmental level. This also include goals for ensuring a diverse and inclusive recruitment process. On a monthly basis I receive a report on how our department is performing against the targets, any lack of progress will be addressed with the board.

In your opinion, what are the main trends that are salient in your country currently?

A theme cutting across both the political, business and economic environment is the pressure that sustainability efforts are coming under – not least with the new US administration in place. With Denmark being on the forefront of businesses within the sustainability sector, this has had and will most likely have continued profound impact on Denmark and the businesses based here.