法律领袖的主要优先事项

June 2026 We were delighted to be Gold Sponsors of the recent Association of Corporate Counsel (ACC)Europe Annual Conference, which brought together senior legal leaders from across the region The opening keynote session was led by Jason L Brown,president and CEO of the global ACC, alongside Dave Hart,head of legal affairs for Europe and Latin America at Ericssonand president of the European chapter. Their discussion set 2. The pace of regulatory change •Regulation is moving quickly and becoming more complex.•GCs and CLOs must step up as trusted advisers to theC-suite, providing clear guidance and insight. This role is Executive leadership in strategic 3. Crisis management (shaped by geopolitics) Organisations need structured crisis managementapproaches for unforeseen events. GCs and CLOs are now part of core business decision-making. They are not only advisers but contributors tostrategy, shaping direction at the highest level. Key actions include: •Developing a clear crisis playbook•Defining how legal supports during a crisis•Positioning legal at the centre as coordinator and project 1. The key issues Geopolitical risk is the primary concern •Geopolitical risk has become the leading issue, especiallyin Europe, where it is seen as three times more important There is also value in practical testing: •It is no longer a simple east versus west picture. Thelandscape is more complex and constantly shifting. •Bringing executive teams together•Running scenario based exercises •Legal teams are now at the centre of organisationalresponse during periods of instability. Technology and AI cannot be ignored 4. The shift in the role of legal: From transactional •There is a clear risk of organisations falling behind if theydo not keep pace with technology.•AI is a critical area where GCs have an opportunity toadapt and lead change. This is not a future issue; it is There is a move away from purely transactional relationships. Legal teams are more effective when they: •Engage early in business decisions•Understand operations deeply GCs should be involved at the start of strategy, not only as asupport function. 5. Rethinking risk Summary •Risk assessment must be more creative. The role of the GC and CLO is expanding in both scopeand influence. •It is not only about mitigation, but also about identifyingopportunity and competitive advantage linked to risk Success will depend on the ability to: 6. Addressing misconceptions •Navigate geopolitical complexity•Lead on technology and AI•Redefine partnerships with external counsel •The perception of legal as the function that says no mustchange. Legal is no longer just there to protect the organisation.It is there to shape its future. 7. Importance of peer networks To find out how we can support you in navigatingthese evolving challenges, or to learn more aboutour global legal leadership programmes, events, andnetwork, please do get in touch. We would welcome the •The GC role can be a lonely one, particularly given theweight of geopolitical risk and executive responsibility. •Building strong peer networks is essential. Sharingexperience, learning from others and exchanging best –Drive innovation–Improve decision making Contacts Hannah KendrickPartner, Corporate, LeedsT +44 113 284 7620hannah.kendrick@squirepb.com Tony Reed Partner, Chair of European CorporatePractice, Paris Jane Haxby Partner, Corporate, LondonT +44 20 7655 1277jane.haxby@squirepb.com Alison Treliving Partner, Labour & Employment, ManchesterT +44 161 830 5327 Selma BaouchPartner, Corporate, AmsterdamT +31 20 747 1114selma.baouch@squirepb.com Miriam LampertPartner, Labour & Employment, LondonT +44 20 7655 1371