The EU’s AI Act is poised to become the global benchmark for regulating artificial intelligence—ambitious in scope, complex in application. Behind the legal text lies a deeper ambition: to position Europe not just as a watchdog, but as a standard-setter in ethical AI development.

From digital markets to green industrial policy, EU competition law is undergoing a generational shift. As enforcement tools sharpen and economic paradigms evolve, the balance between market fairness and strategic autonomy is being redefined—with far-reaching implications for corporate strategy.

Beneath the promise of harmonisation, the EU Omnibus Directive brings heightened scrutiny to pricing transparency, personalised offers, and user interface design. From “was/now” discounts to algorithmic recommendations, companies must adapt fast—or face stricter penalties across markets.

As AI outpaces existing legal structures, the challenge isn’t just regulation—it’s relevance. Building a legal environment that fosters innovation while ensuring justice and reliability requires more than compliance: it calls for vision, adaptability, and cross-sector alignment.

Volatility is the new normal. From abrupt sanctions regimes to shifts in FDI screening and supply chain decoupling, legal teams must anticipate disruption beyond the rulebook. Navigating these risks demands scenario thinking, cross-border agility, and a sharper geopolitical lens.

The ESG conversation is shifting—from ambition to execution. With tightening due diligence rules, carbon reporting requirements, and supply chain transparency demands, legal teams must help drive change that’s not only compliant, but operationally viable and commercially smart.

AI isn’t just changing how legal work is done—it’s reshaping who does it, how it’s priced, and what clients expect. From automated services to new fee structures and hybrid legal-tech teams, the traditional firm model is under pressure to evolve—or risk becoming obsolete.

Regulatory complexity is a hidden cost for European businesses. Efforts to streamline and harmonise legal frameworks aim to reduce friction, boost cross-border activity, and unlock growth—without undermining protection or legal certainty.

Soft law is hardening. Voluntary commitments—on ESG, human rights, or responsible business conduct—are increasingly weaponised in court. As proof standards evolve and litigation clauses gain prominence, companies must reassess how non-binding frameworks expose them to very real legal risk.

AI tools are increasingly embedded in how legal departments assess exposure, flag anomalies, and generate compliance reports. But automation brings new challenges—around accuracy, accountability, and bias—that legal teams must address as part of their risk strategy.

NIS2 raises the bar for cybersecurity governance—expanding scope, tightening deadlines, and raising personal liability for executives. As legal teams grapple with fragmented implementation across the EU, the challenge lies in translating technical resilience into legal compliance and boardroom accountability.

In a reputational crisis, speed matters—but so does trust. Legal leaders must be ready to act under pressure, coordinate across teams, and balance transparency with legal risk. Resilience today means not just surviving crises, but leading through them with clarity and integrity.

Digital board portals are streamlining governance—enhancing security, access, and oversight in real time. But their adoption also raises questions around confidentiality, director engagement, and legal liability in an increasingly remote and regulated boardroom environment.

With DORA, the EU aims to strengthen operational resilience while asserting digital sovereignty in the financial sector. But as compliance burdens grow, questions emerge: Does DORA foster competitiveness—or risk stifling it? And can it truly align security, innovation, and cross-border growth?

From data preservation to defensible review, eDiscovery is a cornerstone of modern internal investigations. With growing volumes of digital evidence and cross-border data issues, in-house teams must manage legal risk, speed, and cost—without compromising procedural integrity.

How do leading legal departments across Europe structure their teams, set priorities, and measure impact? Data-driven insights can provide novel insights into legal department’s operating models, tech adoption, resourcing strategies, and the evolving role of the in-house counsel in a shifting regulatory landscape.

DEI strategies are under pressure—from shifting legal environments to growing demands for measurable impact. Companies face the dual challenge of defending their values while proving real-world results. Navigating this tension has now become a strategic imperative.

The modern legal department is no longer staffed solely by generalists. Data-savvy analysts, legal ops specialists, tech-literate counsel, and ESG advisors are reshaping what it means to be an in-house lawyer—demanding new skills, new mindsets, and new career paths.

Legal departments are moving from reactive cost centres to strategic enablers. With growing pressure to deliver more with less, legal ops is driving transformation through smarter workflows, data-informed decision-making, and closer alignment with business goals.

Despite progress, women remain underrepresented in top legal roles. This session explores the structural barriers, shifting expectations, and strategies that are reshaping leadership pathways—highlighting the changes across Europe’s legal landscape.

Mobility, remote work, and shifting skill demands are redefining legal careers across Europe. As borders blur, labour law, tax, and regulatory systems struggle to keep pace—raising questions about fairness, flexibility, and the future of legal talent in a pan-European market.

Lawyers are increasingly stepping into strategic roles—on boards, in the C-suite, or even as CEOs. This shift reflects trust in their risk mindset and stakeholder awareness, but also raises tensions around independence, business alignment, and evolving professional identity.

Long hours, high stakes, and constant availability have taken a toll. Whether in private practice or in-house, the legal profession is facing a quiet crisis of burnout, mental health, and work-life imbalance. Addressing well-being is no longer optional—it’s essential to long-term performance and retention.

Legal expertise alone no longer guarantees progress. Strategic thinking, digital fluency, emotional intelligence, and adaptability are becoming key differentiators for in-house counsel navigating volatile markets and complex stakeholder landscapes.