Team size:  Eight

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

Most matters are confidential so I will not provide details on them. Generally, we assist on all legal aspects of our operations in France, except tax, real estate and insurance. We advise on M&A, strategic partnership and key industrial projects, with a focus on supporting our group’s decarbonisation objectives. We are also very active in labour law and EHS. We also support our businesses in dealing with commercial and industrial litigation and with the legal aspects of their dealings with public authorities. On the competition law front, we advise on all aspects (merger control, state aid, prohibition of anticompetitive behavior) for the group, and also handle FDI filings and compliance with the EU FSR.

What are some of your main tips for dealing with a crisis?   

One of the most effective ways to manage a crisis is to quickly assemble a multifunctional team with a limited number of members to ensure agility and clarity. This team should include individuals with decision-making authority, such as the CEO, as well as representatives from communications, public affairs, subject matter experts, HR, legal, and – when necessary – outside counsel. Legal oversight is critical, so all internal and external communications must be reviewed by the legal team to ensure accuracy, consistency, and compliance.

Once the team is in place, it’s essential to develop a clear action plan that outlines specific tasks, assigns ownership, and sets a timeline for execution. Regular calls and update meetings should be scheduled to monitor progress and adjust the plan as needed. Throughout the crisis, all actions taken should be thoroughly documented and records maintained to support transparency and accountability.

Engagement with stakeholders, both internal and external, is also key. Communication should be proactive, clear, and tailored to the needs of each audience to maintain trust and manage reputational risk effectively.

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

To build strong relationships with business partners, in-house lawyers should begin by developing a deep understanding of the business, its operations, challenges, objectives, and the people who drive it. This insight allows legal professionals to tailor their advice to the specific needs of stakeholders and collaborate more effectively on risk management strategies. Asking questions and showing curiosity about the business is not only acceptable but essential to becoming a trusted advisor.

Proactive communication is another key element. Lawyers should engage with business partners regularly, not just when legal issues arise. This can take the form of scheduled meetings, training sessions, legal updates, or sharing relevant precedents. These interactions help build trust and empower stakeholders with legal knowledge that supports their roles and decision-making.

It’s also important to seek feedback from business partners to understand how legal support can be improved and better aligned with their expectations. Finally, using plain or business English instead of legal jargon makes legal advice more accessible and actionable, strengthening the lawyer’s role as a collaborative and solution-oriented partner.