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?

For starters, the better I understand the business, the more I can help navigate issues in times of instability or crises. As an example, understanding how to notify and subsequently engage different stakeholders at the right time is indispensable to provide the appropriate response when a crisis occurs. Additionally, developing subject matter expertise in terms of being familiar with our different operating models, the type of work that our employees complete, and what they might face in a manufacturing setting is instrumental in crafting a legal strategy that minimises business interruption.

After a potential crisis, an essential action is to analyse the events and conditions that may have contributed to the situation. By studying this information, we can become more resilient as well as understand how to prevent the situation from repeating itself.

What are the major cases or transactions you have been involved in recently?

There are several international projects where I have been involved, including work optimisation efforts and preparing for the divestiture of a part of our business. In addition, there are ongoing updates in the labour and employment world that require attention, including anticipated changes to the workweek in Mexico. This change alone requires closely partnering with office and manufacturing operations, with a watchful eye towards the practical impact and how to ensure business continuity in the process.

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?

A key element to providing a diverse and inclusive culture is to create an environment that encourages all team members to feel welcome and accepted as they are. Part of fostering that environment is to ensure that my team, composed of two female attorneys, knows I have an open-door policy, where one of my priorities is to understand what their aspirations are to identify how to enhance their drive to achieve their goals.

The scope of my responsibility as a lead includes encouraging and propelling my team members within Celanese. This requires me to seek opportunities and projects that elevate their profiles internally and externally, recognising their good work as appropriate in several internal forums.