Team size: 3

How do you prioritise diversity and inclusion within your legal department, and what initiatives have you implemented to foster a more inclusive work environment?

Leading a legal team across Growth and Emerging Markets, comprising colleagues from dozens of nationalities, languages, and cultures, means that diversity and inclusion are not abstract initiatives but daily lived realities. My responsibility as a leader is to ensure that every team member not only has a voice at the table but also a clear path to develop and grow within the organisation.

In practical terms, this commitment has taken shape through several key initiatives. We have prioritised inclusive leadership development, investing in upskilling talent across emerging markets rather than concentrating opportunities in traditional hubs. This ensures that colleagues in places such as Baku, Cairo, or Ho Chi Minh City have access to the same career development pathways as their peers in London or Dubai.

Equally important is our focus on flexibility and empathy, recognising that our people navigate diverse cultural, familial, and societal contexts. We have worked to build structures that enable each individual to thrive on their own terms, fostering an environment where professional excellence and personal wellbeing coexist.

Finally, we place strong emphasis on representation and visibility. Diverse colleagues are actively encouraged to present at leadership summits, lead regional initiatives, and engage directly with senior management. This not only strengthens inclusion but also enriches the quality of leadership perspectives across the department.

For me, inclusion is ultimately about equity of opportunity — ensuring that differences are not merely acknowledged, but celebrated and leveraged as a strategic advantage for Takeda. Our diversity is one of our greatest strengths, driving innovation, insight, and resilience across the markets we serve.

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, of which you think other in-house lawyers should be mindful of?

First, there has been a regulatory surge in data and artificial intelligence. From the emergence of generative AI governance frameworks to the tightening of data protection regimes in new and emerging markets, legal teams are being challenged to anticipate how rapidly evolving technologies are reshaping compliance landscapes.

Second, geopolitical and supply chain volatility has become a defining factor in business operations. Sanctions, trade restrictions, and localisation mandates are no longer isolated issues. They directly affect contract terms, procurement processes, and business continuity planning, especially in diverse and fast-changing regions such as GEM.

Finally, the rising expectation of corporate purpose has transformed the role of the legal function. Stakeholders increasingly expect organisations not only to comply with legal requirements but also to demonstrate tangible values in areas such as patient access, sustainability, and inclusion.

For in-house counsel, these developments call for a shift from reactive legal advice to strategic foresight. Anticipating emerging challenges, guiding the organisation through uncertainty, and helping it adapt with both agility and integrity are all key considerations.