What is a cause, business or otherwise, that you are passionate about? Why is this?  

In recent years, my passion for nature and environmental issues has grown. As someone who loves spending time in nature, I have become increasingly aware of its importance for our physical and mental health, for the wellbeing and welfare of communities, and in fact for all living people on this Earth. At the same time, I have become more aware that people can do both good and bad for nature, and that everything becomes a matter of personal responsibility. That is why I morally support relevant initiatives regarding environmental protection and, where I can do something concrete, I get actively involved.

Looking forward, what trends do you foresee in the legal landscape over the next 5–10 years that companies should prepare for?

Just as the humanity itself must be prepared for digitisation and AI, the legal field will not be spared in this regard. Moreover, I estimate that this will also be the main trend in the legal field over the next five to ten years, and the difference will be made by how prepared we are to successfully implement these aspects in our daily work.

It should also be added that the new hybrid wars will lead to all kinds of legal and data security challenges, to say the least.

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

2025 was a year in which the legal function consistenly assisted the Group in its plans to restructure its overall activity, reconfigure several business lines, and redefine medium- and long-term priorities, including the implementation of new working tools in order to bring more clarity to flows and processes, as well as to obtain certain financial optimisations. All those required a lot of teamwork, as well as maintaining close ties with operational management, in order to better understand business requirements and ensure optimal legal support.

Another important legal component, especially for a Group listed on the Stock Exchange and under the strict supervision of relevant authorities, was the implementation of several EU and national policies and regulations, together with ensuring that all necessary reports were completed in a timely and appropriate manner.

Last but not least, the Legal Department ensured good cooperation with external counsel, which resulted in several successful transactions and the winning of a very important lawsuit for the Group, worth several million euros.

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

Obviously, periods of instability or crisis place additional demands on the legal function within any organisation, because unforeseen situations arise, new special legislation is introduced, there is a need to adapt quickly to new rules, or even to generate new rules, among other things. Therefore, as I said earlier, it is recommended that the legal function be as close as possible to operational management, to obtain a better understanding of current and changing business needs and, thus, to be able to have a real impact with the support it provides. I really like to postulate and apply the idea that the legal function is not only a support function, but also a business partnership function. It is always better to prevent something by being involved from the beginning, than to react to it or to do damage control – that being the worst-case scenario.

Subsequently, based on the experience gained, efforts must be intensified to identify as early and as accurately as possible the areas of the organisation that will be impacted by the new context and the relevant legislative changes, so that legal support activities can be prioritised appropriately, in order of their importance, for an effective response tailored to business needs. In all these endeavours, I place great emphasis on clear, transparent and detailed communication. I try to provide this

myself, because alignment between the management team and the legal department is critical and can sometimes make the difference between a successful implementation and one that you have to revisit periodically because one or more issues were overlooked.