Team size: 115

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?

Periods of instability demand agility, foresight, and full alignment with business strategy. At Verisure, legal maintains continuous preparedness through proactive risk identification and management, scenario planning, and full integration with the business teams. We apply our Compliance Risk Control Framework, empowered by Workiva, and related Minimum Standards agreed with the management team and approved by the board of directors on an annual basis, to address evolving risk.

We continuously track regulatory developments and market dynamics to minimise disruption. On regulation, we have implemented specialised tools (including AI based) and regulatory advocacy competencies to monitor and act on regulatory proposals, and ensure timely compliance once adopted.

Additionally, we have, ahead of time, implemented the requirements of the EU AI Act by leading a cross-functional team to build a governance program, including policies, processes, inventories, internal and external resource building and awareness raising. We also became members of the EU AI Pact.

Strengthened our capabilities to stay ahead on ESG and cyber legislation.

Finally, through close collaboration across Operations, InfoSec, Technology, HR, and Communications, we have managed to embed robust crisis preparedness, including crisis management protocols and contingency measures to help protect business continuity and reputation. Our focus on preparedness and adaptability strengthens Verisure’s resilience, enabling the organisation to navigate crises while maintaining trust with customers, employees and other stakeholders. Indeed, even in the current C1-Public environment, Verisure has been able to deliver double-digit growth year on year across several business KPIs.

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

As announced earlier in the year, we are in the process of acquiring ADT’s business in Mexico. You may also have picked up in the media that Verisure is contemplating an IPO.

In terms of cases, we have in the past months been able to successfully close an important consumer protection case.

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?

Diversity and inclusion are embedded in our team’s identity. Verisure legal has a strong gender balance at every level, with women slightly outnumbering men even in the Group legal management team. Our team represents 19 nationalities across four continents, bringing a global perspective to decision-making. Beyond diversity in representation, we are committed to creating a culture of belonging and wellbeing. Earlier this year, we conducted a legal function training and workshop based on the Culture Map book by Erin Meyer, to help our team members navigate a truly international function. Additionally, we are actively implementing an action plan focused on wellness, collaboration, and continuous development, ensuring our team members have the tools and environment to thrive. We see diversity not as a metric but as a driver of innovation and resilience.