Making Work, Work

The Attic recently caught up with Mark Maurice-Jones, General Counsel at Nestlé UK & Ireland, to discuss legal team management and flexible working. With 15 members working with the company’s United Kingdom and Ireland divisions, Maurice-Jones’ legal team focuses on internal business partnerships to proactively shape and challenge the company’s business agenda. For Maurice-Jones, flexible working is a common sense work arrangement for modern lawyers – here, he tells us why.

Defining Flexible Work

Starting with the basics, we wanted to know how flexible working was defined at Nestlé UK & Ireland. As it is such a recruitment buzzword, it’s important to know what the phrase encompasses.

“At Nestlé,” said Mark Maurice-Jones, “we have a policy that discusses the various elements of flexible work, whether it’s a number of working hours, a reduction of working hours, a reduction of number of days or working from outside the office. All these are part of the flexible working policy, a policy that’s updated regularly (the current policy dates from 2014) and that applies to all employees in the United Kingdom and Ireland.”

Why Flexible Working?

When you factor in that any of the team do not live close to the location of Nestlé UK & Ireland close to Gatwick Airport, work flexibility becomes a powerful employment tool as well as a driver for a better work-life balance. Indeed, the goal of the flexible working policy at Nestle was to address diversity and inclusion, and also to make sure that people enjoyed a good work-life balance.

In the legal department, several people take advantage of it, particularly when it comes to working in different locations. For two members of the legal team (male and female), working a 4-day week helps them achieve a better work-life balance. Commute is also a big incentive to take up remote working: Issues with public transport? Working from home solves the problem. In this particular instance, work flexibility helps reduce levels of stress.

Last but not least, the type of work they do in the legal depart lends itself to flexible working options. Law is about talking to people; it’s a lot of email correspondence and meetings. “You don’t necessarily have to be located in any one place to do these things,” says Maurice-Jones.

Successes and Challenges of the Flexible Working Lawyer

For Maurice-Jones, flexible working makes a positive difference for everybody. “With the train problems from London to Brighton over the last year,” says Maurice-Jones, “The policy has helped my team on the days that there were strikes.” He adds that working from home has also helped in other instances. “Our office has an open plan environment and it can get a bit noisy. If people need to focus and write something, it is more efficient for them to work from home.”

The feedback on flexible working is very positive and people are appreciative of its impact on their work-life balance.

However, flexible working can only work as long as Maurice-Jones and other lawyers on the legal team continue to have cohesivity within the team and with people working remotely. “I come into the office most of the time,” says Maurice-Jones. “If you come on a Tuesday and you don’t connect with your colleagues until Thursday and you’re working on a joint project, then this can be problematic.”

How to Ensure Seamless Communication within the Team

To keep abreast of everybody’s work, it’s important to get everybody around a table in person on a regular basis. Monthly team meetings plus shorter weekly meetings bridge the gap on smaller topics with team members at the office. Some topics tend not be discussed remotely, but rather when the whole team is together during meetings. Indeed, each of the lawyers tends to be working with their business unit and team meetings are a great venue to update the rest of the team, on projects that are vertical or transversal.

Beyond team meetings, the right communication tools are essential to communication channels flowing both ways. Between telephones, email and Skype, keeping in touch on everyday tasks is not difficult. You can find a lot of information from your iPhone without having to be there and you don’t need to visit the library for legal texts either. While we take this access to information for granted nowadays, it was impossible 10 years ago and shows how much the world of in-house legal professionals has evolved.

A Trust-Based Team Organisation

To naysayers who argue that flexible working doesn’t mean equal pay, Maurice-Jones counters that his team lawyers are judged on their work output and not input. He says, “provided that everyone has very clear objectives to achieve, it doesn’t matter where or when the objectives are completed. People should only be judged on their output.”

To young general counsels or team leaders, Maurice-Jones recommends to try flexible working. “Go for it,” he says, “people find it motivating. It allows for work-life balance and it generates trust. It’s a very good thing to do. If you want to attract the best people, you need to offer flexible work options, otherwise you’ll be ruling out a lot of people and miss out on talent.”

On legal team topics, Bjarne Philip Tellman’s Building an Outstanding Legal Team: Battle-Tested Strategies from a General Counsel provides great insights for in-house legal professionals.

Handling Deadlines Within a Flexible Legal Team

Nestlé’s legal team members are expected to hit their deadlines wherever they are based. They are not dictated by how often people are in the office, but by the demands of the business. The deadline doesn’t change just because so-and-so is working from home.

When the press reports that Nestlé leads the way in terms of work flexibility, our interview with Maurice-Jones confirms that this is certainly true in the United Kingdom and Ireland even for one of the most traditional of corporate areas, the sacrosanct legal department. Who says that lawyers resist change?

Mark Maurice-Jones joined Nestlé as General Counsel and Head of Legal Services of Nestlé UK and Ireland in May 2015. Prior to joining Nestle Mark worked for 15 years at the US FMCG multinational Kimberly-Clark where he held a number of leadership positions in the EMEA Legal Department. He originally trained and practised as a competition lawyer with international law firms in London and Brussels.

In his current role, Mark heads up the Legal Department supporting all of Nestlé’s businesses in
the UK and Ireland which have a turnover of £ 2.4 billion and employ 8000 people across 20 sites. He
is passionate about developing legal teams that pro-actively shape and challenge the wider business
agenda and drive a culture of compliance and integrity.

Family & WorkObelisk In Action

This month, as part of #MyMillionHours, The Attic is sharing personal stories of talent being reactivated into the workplace.

I never imagined that I’d be given the opportunity to re-enter the workforce, to join one of the fastest-growing technology scale ups in London after an almost 7-year career break. But here I am – motivated, determined and more alive than I felt when I left to have children. Time out of work provides perspective and children even more so. I always knew that I wanted to return to my career and that the terms on which I would return would be dramatically different and in many ways challenging to employers on the receiving end. I wanted to find a role where I could manage my work and life responsibilities without feeling like I was succeeding in one and failing in the other.

To be honest, when I did decide to actively pursue such a role, I was pleasantly surprised to discover that there were indeed businesses who were offering flexible working opportunities, and who were open to accepting returners and not discrediting their experience due to a break in their careers. In fact in most instances this was a complete non-issue. So I stopped making it an issue for myself and instead, focused on my experience, skills and expertise, coupled with gratitude for having spent time with my children, and having the under-valued skills that being a parent gives you, thus making me a valuable asset to any business.

Obelisk has given me the opportunity to live that truth and I have a deep sense of pride in my personal/professional story that has boosted my confidence and self-esteem. I have a stronger sense of clarity and purpose about my life; that I am a multi-faceted woman working smarter to live a life that I am already proud of.

I could only do this because I knew that returning to work needed to be different this time around on a values-basis – I knew for sure that I wanted to use my skills and be engaged in purposeful work. When the opportunity came to join Obelisk and work in a business that is focused on women in the workplace, I grabbed the opportunity with both hands – and it didn’t matter that I had zero legal experience! In fact, this was another non-issue that was refreshing and open-minded – a business that values my experience and what I have to offer even though I don’t know the industry – after all, what you don’t know, you can learn. Purpose really kicked in for me though with the talent pool that Obelisk is trying to reactivate back in to the legal industry. Even though I’m not a lawyer, I identify with these women and men who want to work differently and give 100% to achieving both their professional and personal ambitions. They, and we, shouldn’t have to make a choice between one or the other; they should and can work side-by-side.

Obelisk is currently running a campaign that is focused on bringing awareness to the available talent that legal businesses can tap into to help manage their workflow and make legal work work for them. All I want to say about the #MyMillionHours campaign is this: choosing to not explore different ways of working is choosing to stay in a comfort zone where there is no room for growth and innovation, which should get you thinking about what your business will look like in time to come – and if you’ll even have a business to look at? Not reactivating talent is choosing to participate in a wasteful economy, and that quite frankly is making the decision to not be and do better as a business, and as a human being.