On the one hand-
we are a support
junction; but on
the other we see
ourselves as lega
risk managers 9
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The story in 15 seconds
Van Nierop and Carlier are both passionate about the importance
of lawyers having plenty of interaction with the business in order to
be as close to it as possible. Both men rile against the idea of legal
academies sitting in an ivory tower pronouncing on legal matters.
Their approach is to grab the laptop, get out of the legal corridors,
meet counterparts and find solutions on the spot. "Both Floris and
I have done a lot of transactional work here at the bank, and our
experience is that this approach works best. It is also very much
appreciated by the business," Van Nierop says.
Such an approach makes a difference to the speed of the deal.
And that can be the deciding factor between deal or no deal.
So the legal team is aware of the need to contribute to the
commercial interest of the deal, but it also has to ensure everyone
involved is comfortable with the legal risks involved. Being on
the ground as the deal is happening, makes that easier to do.
However, there is a delicate balance between expediency and
caution.
Carlier: "It's oneof the main challengesfacing an in-house lawyer.
But that is precisely why it is so important for us as lawyers to
really understand the business, the drivers of the business and
Rabobank's legal department has streamlined its set-up to provide added value to dieqts.
The changes reflect the growth in size and complexity of RI's business. The main changes
include additional support from the Utrecht head office for the in-house lawyers in the
branches and subsidiaries and a more focussed and formalised global outlook. As a result,
there's greater knowledge sharing across the global legal teams and RI's network enjoys
a one-stop shop at the head office for legal matters. The new structure is helping to shape
a more standardised, global approach to legal risk management within Rl.
ISSUE 29 i OBER RI WORLD