Generative AI already creates unique content, improves decision-making, optimise production and helps solve complex problems in a range of industries with some estimating the technology could add up to $20 trillion to global GDP by 2030 and save over 300 billion work hours a year. Join this session to hear how your organisation may be overhauled by generative AI tools to set the scene of what you, as legal and compliance leaders, must have foresight over in order to protect your organisations against the legal, compliance, business and ethical risks already prevalent and will only increase. 

Now you’ve heard how AI will overhaul how your business operates, hear from an industry AI legal expert what actions you must take now in line with current regulation across the UK, Europe and worldwide and what precautions to make for the future to stay compliant across all jurisdictions your business operates in. Take away practical steps necessary to overhaul your current business, legal and compliance processes to stay ahead of legislation such as the EU AI Act and potential further UK-centric regulation. 

2025 will see the rise of generative AI applications being built, purchased and rolled out across all organisations, whether it be used for administrative, creative or legal purposes. As such, legal and compliance teams are entering uncharted territory, grappling with a myriad of complex challenges including legal, compliance, business and ethical risks from transparency of AI decision-making in your own company and your suppliers, potential biases, data privacy concerns, intellectual property rights and the complex nature and absence of clear regulatory frameworks. You will leave this panel discussion empowered to transform from reactive risk managers to strategic advisors in your organisations AI journey.

·       Hear how a range of different organisations are entering the legal and compliance era of generative AI across the UK, Europe and worldwide

·       Explore how legal and compliance teams have developed adaptive AI policies that remain relevant amidst rapid technology advancements and evolving regulatory landscapes

·       Implement robust risk assessment methodologies specifically tailored for AI applications, helping identify potential legal pitfalls before they materialise

·       Establish clear guidelines for ethical AI use that align with corporate values and societal expectations, mitigating reputational risks associated with AI misuse

Cameron Craig

Deputy General Counsel, Group Head of Data Privacy, Group Legal
HSBC

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Sharon Kahanov

General Counsel
Siemens Plc

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Lucia Loyo

General Counsel
ETS International

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Tanya Sharma

General Counsel - Electricity Distribution
National Grid

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General Counsels and Chief Compliance Officers often face the dual challenge of safeguarding their organisations against regulatory risks while simultaneously contributing to business growth. Challenges are often rooted in demonstrating how your legal and compliance strategy facilitates the business strategy and ambition for growth. From facing resistance from business units, resource constraints and the difficulty of quantifying legal and compliance’s impact on the bottom line. However, the most successful leaders are integrating legal and compliance into strategic decision-making processes, leveraging data to predict and mitigate against risks whilst cultivating a company-wide culture where compliance fuels innovation rather than hindering it.

• Hear how successful leaders have reframed legal and compliance narratives to resonate with the C-suite priorities
• Explore how to design agile strategies that adapt to rapidly evolving market conditions
• Discuss creating synergies between legal and compliance initiatives and emerging business opportunities

Kevin Massie

General Counsel
Imperial Brands

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Joanna Carver

Group General Counsel
Lloyds Banking Group

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Join this informal networking lunch to get to know your peers further and explore how to help create the General Counsels and Chief Compliance Officers of the future. Generative AI will become a legal tool used by almost all in-house legal teams in the not-too-distant future. Some have speculated a threat to junior lawyers and their role being almost entirely replaced by generative AI. Legal teams will need to think about how this will affect the future of their teams. If junior lawyers are no longer putting the groundwork in sitting on meetings and delving through case studies and legal precedent, how will the in-house legal team have talented lawyers to hire in the future?

• Rethink what the key skills of a lawyer will be in the future
• Have a long-term plan with AI implementation to ensure you can continue upskilling more junior lawyers and senior lawyers with the right skill set
• Explore what the implication of AI will be on the legal team and how best to prepare for its overhaul of work 

Join to see the second part of “The Testing Point”. Continue the conversation to get you rethinking about the culture in your own company. Could this happen in your organisation? How might you have handled the situation differently? 

ESG reporting has become a critical challenge for legal and compliance teams. With legislation such as the CSDDD and CSRD applying to an extra c. 40,000 organisations not previously affected by the NFRD, those affected have to start reporting from 1st January 2025. ESG due diligence and reporting have become a compliance challenge for all organisations affected. Legal and compliance teams are confronted with key challenges such as data inconsistencies and difficulty in identifying the stakeholders involved.

• Explore how to implement a robust data collection and verification process to ensure accuracy and consistency across all ESG metrics
• Discuss effective internal controls and governance structures to support credible ESG reporting
• Explore different technology solutions for real-time ESG data tracking and reporting to assist with compliance

Ensuring organisation-wide engagement with compliance policies presents significant challenges, including overcoming employee apathy, addressing diverse learning styles, and combating the perception of compliance as a bureaucratic burden. To overcome these obstacles, legal and compliance teams must adopt a multifaceted approach. This involves tailoring communication to specific roles and departments, implementing interactive and scenario-based training that resonates with real-world situations, and leveraging technology to seamlessly integrate compliance into daily workflows.

Simon Leimbacher

Head of Legal, EMEA
Jet Aviation

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Jordana Compagnoni

Director of Compliance
TUI

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Justine Miller

Group Head of Ethics & Compliance
Serco

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Peter Stone

Chief Compliance Officer
Greencore

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Matthew Tavener

Chief Compliance Officer
Affirm

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