How do you build and maintain strong relationships with key internal stakeholders, especially in high-pressure or fast-moving scenarios?

Building strong relationships with key internal stakeholders requires a foundation rooted in identity leadership and the core principles of high reliability organisations (HROs). Central to this approach is the cultivation of a collective mind and a shared social identity, a clear and unifying sense of who we are as a team and who we strive to be under pressure. Fostering a strong sense of shared purpose and values is essential, as it aligns individual roles and responsibilities with the broader mission, strengthening trust, especially critical when decisions must be made quickly and collaboratively. Equally important is remaining closely connected to frontline operations and maintaining real-time awareness of stakeholders’ experiences. This enables us to offer proactive support and tailor our responses to the specific demands of the situation, rather than relying solely on pre-established protocols.

What do you consider the biggest challenge for in-house legal teams today, and how are you addressing it within your own team?

The biggest challenge for in-house legal teams in Peru’s mining sector is to manage legal and reputational risks in a context of growing socio-environmental complexity and regulatory uncertainty, while ensuring operational continuity and safeguarding investment viability. This requires going well beyond a compliance-focused role. Legal teams must position themselves as strategic business partners, capable of aligning legal insight with commercial objectives, anticipating legal and policy shifts at both national and international levels, and contributing to the development of long-term, trust-based relationships with key stakeholders, including communities, regulators, and investors.