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.

Obelisk In Action

At our February Friday Live workshop, ‘Helping me, helping you – how to partner with the in house team’ Sophie Atkinson, Head of Digital UK – Legal Team, Telefónica UK Limited gave us an excellent insight into how an in house team works in terms of its relationship to its client, the business, and what they are looking for when they get external legal support. This is so important for any external legal advisers to understand – particularly for consultants. So what are the key messages and how can consultants hit the ground running?

The central message, whilst obvious, is worth re-stating: businesses value an experienced pair of helping hands who can get the job done and add value to them. They need clear, commercially-focused legal advice tailored to their particular business circumstances.

What in house teams love:

  • Commercial advice – they need opinion and solutions – certainly flag risks, but put it in the context of their business (likelihood of it happening, value involved etc.).
  • They need executive summary points that can be sent to the board not a detailed letter of advice, or worse a cut/paste of legislation.
  • Understanding the context of where the advice fits – so be curious. Ask where the advice sits within the business.
  • Getting the balance of ‘precision and polish’ correct for the work involved.

What drives them mad?

  • Being overly legalistic.
  • Copy-and-pasting statutes.
  • No summary, no application to facts.
  • Late advice for contracts – speed is vital.
  • Talking over clients’ heads and not engaging – need to instill trust and confidence in the client across the business- wide range of legal experience (or not).
  • Not taking a view – don’t sit on the fence. Take a position and give recommendations.

What knowledge and skills do you need to advise in the Telecoms sector?

  • Great personal skills are vital for client relationships, intellectual curiosity and an approachable manner.
  • The ability to translate complex legal concepts into plain language and vice versa – such as translating the impact of contract for the business.
  • Understanding of the wider business imperatives such as budgets, targets and how a year is structured within a business.
  • A thorough understanding the regulated sector environment.
  • Financial services, other payment services, impact of block chain developments.
  • Contract law and all the other aspects such as competition law, data protection.
  • They need geeks! People who know how apps, APIs etc. work.

Impact of the evolving legal services market:

  • Definitive move away from just instructing traditional law firms.
  • In house teams are leading the way in working out who they need to do what work when.
  • Fixed fees and clarity of scope of work are the order of the day.