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

Driven by technological innovation, we implemented a corporate AI policy at the end of 2025, which was preceded by an internal survey mapping employee usage. I am currently leading the employment of an AI tool at the legal function and have personally conducted specialised AI training for approximately 20 lawyers across the group, positioning the legal department at the forefront of digital transformation.

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

My approach is built on a constant, hands-on presence and a deeply proactive strategy. In times of crisis—such as sudden production shutdowns—the legal department must actively drive corporate resilience rather than just react to events.

To ensure this, I prioritise intense cross-functional collaboration, establishing regular, structured meetings with Sales, Procurement, and Operations. These continuous touchpoints are vital to maintain an aligned operational pace and ensure legal safeguards are integrated in real time.

Under pressure, my focus is always on cutting through ambiguity to zero in on crucial priorities. By providing swift, practical, and legally sound solutions, the legal function actively de-risks critical operations and safeguards the organisation’s business continuity.

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

General counsel foster a true ESG culture by leading by example and being deeply, personally engaged in sustainability topics. It is not about simply imposing rules, but about taking the lead on concrete ESG projects—such as cross-functional working groups—to drive the corporate agenda from within. Furthermore, the general counsel must act as a bridge, consistently communicating and informing all levels of the organisation about the company’s initiatives to build genuine compliance and shared accountability.

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?

A critical, under-observed trend is that global economic rules are increasingly being shaped by nations historically considered “peripheral” rather than traditional Western powers. This shift will make international commercial balances much harder to navigate. In-house lawyers must look beyond classic jurisdictions and adapt to a multipolar landscape where regulatory and contractual leverage is rapidly shifting.