Team size: 20+ professionals across legal, compliance, privacy, corporate affairs and bid management functions.

Career biography

Federica Celoria is Head of Legal, Integrity & Compliance for Italy at The Adecco Group, where she leads the legal, compliance, privacy and governance functions for one of the world’s largest workforce solutions companies. With more than 25 years of experience in multinational and highly regulated environments, she has built a distinguished career advising global organisations on commercial law, corporate governance, compliance, data protection and risk management. Before joining The Adecco Group, she held senior legal leadership positions at FC Internazionale Milano, Yahoo! Italy and Iberia, The Walt Disney Company, and other leading organisations. In addition to her executive responsibilities, she serves as an Independent Director and Anti-Money Laundering Officer at Metrika SGR and has extensive experience as a Supervisory Board member. Recognised for her strategic, business-oriented approach, Federica is passionate about fostering a culture of integrity, innovation and responsible leadership.

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

Over the past year, my team has been heavily involved in supporting the transformation of our business in a rapidly evolving regulatory environment. Key areas of focus have included the implementation of compliance and governance initiatives, strengthening privacy and data protection frameworks, supporting large-scale commercial projects, and advising on the legal implications of digital innovation and AI-enabled business solutions.

As part of a global leader in workforce solutions, we have also been actively engaged in legal and compliance matters related to changing labour market regulations, ESG requirements, and increasing customer expectations around responsible business practices. While many of these initiatives are confidential, they share a common objective: enabling growth while maintaining the highest standards of integrity, compliance and risk management.

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

Periods of uncertainty require legal teams to move from being advisers to becoming strategic business partners. My approach is based on three principles: anticipation, communication and pragmatism.

First, I focus on identifying potential legal and regulatory risks as early as possible through close collaboration with business leaders and compliance teams. Second, clear and timely communication is essential. During a crisis, legal departments must provide practical guidance that enables decision-making rather than creating additional complexity. Third, resilience depends on balancing risk mitigation with business continuity. The most effective solutions are those that protect the organisation while allowing it to continue operating and adapting quickly.

Ultimately, trust and credibility are crucial. When legal teams establish themselves as proactive partners, they can help organisations navigate uncertainty with greater confidence.

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

Technical legal expertise remains fundamental, but it is no longer sufficient on its own. Modern in-house counsel must understand the business, be commercially minded, and be able to communicate complex legal concepts in a practical and accessible way.

Equally important are adaptability and curiosity. Regulatory frameworks, technologies and business models are evolving at an unprecedented pace. Lawyers must therefore be continuous learners who are comfortable operating in ambiguous environments. Finally, integrity is essential. In-house counsel play a critical role in shaping corporate culture and ensuring that business objectives are achieved ethically and sustainably.

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?

The rapid development of artificial intelligence is undoubtedly one of the most significant trends affecting legal departments today. AI presents tremendous opportunities for efficiency, productivity and innovation, but it also raises important questions around governance, transparency, intellectual property, privacy and accountability.

I am also closely monitoring the increasing convergence of compliance, ESG and corporate governance requirements. Stakeholders expect companies not only to comply with regulations but also to demonstrate responsible and sustainable business practices. As a result, legal departments are becoming central to broader organisational discussions around trust, reputation and long-term value creation.

What have you done to further diversity objectives in your organisation?

I strongly believe that diverse teams make better decisions and drive stronger business outcomes. Throughout my career, I have sought to create inclusive environments where people with different backgrounds, experiences and perspectives can contribute and thrive.

Within my current role, I actively support talent development, mentoring and equal-opportunity initiatives. I am particularly passionate about encouraging women to pursue leadership positions and helping younger professionals build the confidence and skills necessary to progress in their careers. Diversity should not be viewed as a compliance objective; it is a strategic advantage that strengthens innovation, performance and organisational resilience.