Team size: Six

What are the most significant cases or transactions that your legal team has recently been involved in?

Over the past years and till the end of November we have worked intensively on the implementation of legal solutions in both the mobility and transport sectors, as well as in public procurement matters, always in close collaboration with the different areas of the organisation. At the same time, we have been actively contributing to the application of new and increasingly demanding legislation applicable to our activities.

We are continuously involved in a wide range of legal matters, some of them complex, and in this context, we provide daily support to all areas of the organisation, both when it acts as a transport authority and as the entity responsible for managing public service contracts for road passenger transport. This means we engage with a broad set of stakeholders, including partners, suppliers, operators, clients, and end users.

Legal decisions, particularly in the area of public procurement, have a direct impact on the company’s most important decisions. In this context, the legal function assumes a central and ongoing role, contributing on a daily basis to the implementation of the company’s strategic choices. We are present every day to help shape these decisions, playing a key role both in finding solutions to issues arising from our activities and in defining the most effective ways to prevent them.

What do you value most in external advisers working alongside your team: sector knowledge, responsiveness, innovation, or something else?

Working with external lawyers is a daily reality and, as such, requires the development of strong relationships built on mutual understanding and trust.

Technical competence, a high level of specialisation, and the ability to address complex, diverse, and innovative matters are, of course, essential—particularly in defining strategies and ensuring their full and effective execution. However, beyond this technical dimension, it is equally important that external advisers act as facilitators of projects and as effective problem-solvers.

We place great value on their availability to engage in discussions around the solutions to be considered and implemented. Reliability, in turn, emerges as a fundamental pillar, helping to build and sustain a relationship grounded in trust and deep mutual understanding.

How has the role of the legal function evolved within your organisation over recent years, and where do you see it adding the most strategic value today?

In a highly regulated sector such as mobility and transport, legal functions—particularly in the areas of regulation and public procurement—have seen their role evolve from a traditionally reactive, end-stage intervention to one of continuous and proactive involvement. Today, they play an active role in supporting the development of viable and innovative solutions, while ensuring full compliance with the applicable legal framework.

At the same time, early involvement contributes to a reduction in risk exposure by anticipating potential constraints and enabling management to make more informed, consistent, and well-grounded decisions.

We witnessed the consolidation of trust-based working relationships with both business and support areas, ensuring alignment around the organisation’s shared objectives, with all teams working collaboratively towards common goals. This collaborative environment requires in-house lawyers to develop a deep understanding of both the business and the sector, as this knowledge is essential to providing legal advice and support that are fully aligned with the company’s strategic objectives and priorities.

In this context, legal functions are now facing the complementary challenge of going beyond their traditional role of ensuring legal certainty and security, to also playing a more active role in adding value and in supporting the sustainable growth of the organisation.