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

Over the past year, our legal team has been closely involved in a number of strategic initiatives supporting the Group’s international activities in an increasingly complex and evolving geopolitical environment. A key aspect of our work has been the continuous monitoring of the international context to ensure the business can adapt promptly to its developments. In particular, the ongoing conflict in the Middle East, together with the constant evolution of export control regulations and international sanctions regimes, requires ongoing assessment and the ability to respond swiftly to regulatory and operational changes.

In parallel, we have assisted the Group in its expansion into new markets and in divesting from areas no longer considered strategic. In particular, over the past year we have supported the disposal of a controlled company in Norway, the establishment of a new subsidiary in the UK, the sale of a shareholding in a controlled entity in Kazakhstan, the disposal of real estate assets and the carve-out of a business unit in Italy (confidential – details subject to NDAs).

In collaboration with the Compliance function, we continuously monitor evolving regulations relating to ESG, NIS 2 and the AI Act. The Group is also modernising its processes through the introduction of AI solutions, ensuring full compliance with applicable regulations, particularly in relation to data protection and intellectual property.

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

In these situations, the key elements are: (i) the continuous monitoring of geopolitical developments and regulatory changes, so as not to be caught unprepared, and (ii) the ability to respond quickly with practical, business-oriented solutions.

What do you think are the most important attributes for a modern in-house counsel to possess?

The role of the general counsel has significantly evolved over the past 10–15 years, moving from a purely technical legal function to a true business partner to top management. While technical legal skills are a given, they are no longer the distinguishing factor. What truly makes the difference is: (i) the ability to anticipate trends and risks and adapt the organisation accordingly while maintaining stability, and (ii) the ability to understand business needs and support their execution by identifying pragmatic and innovative solutions.

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?

The digital transformation does not only concern the legal department, but all Company functions. For this reason, we have established a cross-functional committee including Legal, Compliance, Operations, HR and IT, which evaluates potential solutions and the related risks, thereby ensuring a consistent and coordinated approach across the organisation.