张剑君先生毕业于北京理工大学法学院、日本东京大学法学政治学研究科、公共政策大学院。现任好丽友集团中国区法务及知识产权负责人，总法律顾问。在加入好丽友之前，张剑君先生曾供职于世界500强丰田汽车（中国）投资有限公司法务部、中伦金通律师事务所，拥有多年从事法律事务的经验。
ALB: 对于法务团队的建设和管理，您采取什么样的策略？
张剑君先生：作为好丽友集团中国区的法务和知识产权业务负责人，我一直在思考的一个课题就是如何打造一支高度专业化、充满活力、勇于迎接各种挑战的法务团队。在当今经济全球化的背景下，每个公司都可能面临着来自境内外、全方位、多领域的激烈竞争。因此，好丽友的法务团队不能满足于仅仅完成程序性、重复性、一般性的法律事务，还要更精准、更有效、更低成本地为公司提供综合法律服务，从而提升法务团队的附加价值，这是我对我们的团队、同时也是对我自身的基本定位。
在将好丽友中国法务团队从零到有建立起来的过程中，我的追求一直是：聚焦目标、解决问题、精益创新。通过与业务部门在各个项目中的合作，我们要发掘业务痛点，聚焦业务目标，并找到切实有效的、可执行的、对公司具有建设性意义的解决方案，协同业务部门共同进行最大程度的价值创造。通过设立这样的团队目标，以及法务团队坚持不懈的努力，我们现在已经赢得了业务部门的信任和公司的认可。
ALB: 今年的疫情对您的团队乃至整个公司的运作产生了怎样的影响？作为总法律顾问，您带领您的团队做出了怎样的应对？
张剑君先生：食品饮料行业在疫情期间的高增长仅次于清洁消毒和医药行业，这可能也是众多食品饮料企业始料未及的。在疫情初期，好丽友就已经被政府部门认定为民生保供企业之一，伴随着行业发展的快速变化，我们也对法务团队工作的重点做出了迅速的调整：全力保障公司依法规范推进疫情防控和复工复产，来确保能够满足政府对民生保供企业的要求。
同时，我们还对公司各类合同的履行、销售环节和经销商管理、劳动人事以及投诉诉讼等方面的法律风险进行了全方位的梳理，并为业务部门迅速提供了应对方案，确保公司的各个业务模块在各个阶段都能合法合规地运作。
ALB: 您为企业建立起怎样的合规体系？该体系有何优势？又有哪些地方需要进一步优化？
张剑君先生：在2016年底，好丽友就将伦理经营导入了公司的经营战略，目的在于从企业内部强化流程规范，促进合规建设，提升企业社会责任水平。
法务团队在构建好丽友中国合规体系时，出发点就是要提升中国区各法人的合规意识，通过建立适合好丽友实际业务并且相对完善的合规体系，将经营过程中的法律风险尽可能地降低并控制在合理范围内。现阶段，我们也注意到国家各层面监管机构的监管力度不断加强，合规范围越来越广，这就要求我们的法务团队在构建合规体系时，必须随时紧密地与财务、审计、人事、进出口主管等部门通力合作，这样才能尽快完成合规体系的建立和完善。
目前，合规管理的重点领域包括食品安全、合同管理、知识产权与信息安全、劳动用工、反商业贿赂、进出口贸易合规等。我们在这些重点领域都会制定相应的基础管理制度，同时还会随时梳理现有制度和流程，分析可能存在的合规风险并及时完善。同时我们也会充分地借助与好丽友实际业务匹配且具有相当权威性的外部律师与法律顾问的力量，协助好丽友中国法务团队做好风险识别、风险评估，并制定具体的风险应对计划。
未来我们法务团队会更加积极地拓宽合规工作的关注领域，进一步关注执法环境及其变化。重点优化商业秘密、数据保护、反不正当竞争这三个领域的合规工作，并邀请实战经验丰富的专业律师来进行合规培训。
ALB: 目前，科技手段在贵公司的合规体系中得到了怎样的运用？自您上任以来，科技手段在法务团队工作中的运用经历了怎样的发展或变化？未来又将会如何发展？
张剑君先生：好丽友中国法务团队始终都在进行智能化升级的探索，作为中国区法务负责人，我也一直在思考如何能够在公司法务的业务体系当中去最大限度地拓展智能化的应用空间，更关键的是，如何通过这些新的技术，将法务团队从流程化的工作当中适当地解放出来，使他们可以把更多的精力投入到比较复杂、需要运用综合法务经验去处理的事务当中。这就要求总法律顾问既要具备技术方面的知识储备，又要主动地吸收新技术知识，这样才能对法律技术应用场景的搭建更加有益。这对我本人而言也是一大挑战。
2019年，我们引入了上上签电子签约平台，开始应用电子签约技术。无论是在经销商数据的动态管理，法务风控，还是合同管理协作，供应商网络管理等多个方面，我们的效率都得到了极大的提升。这种提升其实是企业和法务团队价值的双向提升，它不仅仅是将纸质版的合同变为电子合同那么简单，更是对业务管理和运营管控的一次管理革新。
现在，电子签约技术已经和我们自主开发的合同审查系统实现了完美对接，我们能够进行包括合同审查、合同签署、合同保管在内的全生命周期的智能管理。同时，电子签约平台收集的信息和数据均经过实名认证，我们也将其充分利用在公司经营管理的其他相关系统中，这样做能够始终保持公司基础数据的准确性和真实性，我认为这对公司的数据收集与发展是十分有必要的。
未来，我们将进一步拓展电子签约的应用场景，包括人事劳务管理、物流供应链管理、经销商管理等环节。电子签约对我们来说有可能不再只是一个平台，我们会考虑将其开发为公司法务管理系统中的核心模块，任何部门如果需要使用电子签约技术或电子合同，都可以和法务的核心模块进行对接。随着我们和业务部门对接的深入，我们也能够实现数据智能化共享。我想，这其实也是增强业务部门对法务信任与认可的一个非常好的方式。
ALB: 未来您在工作方面有怎样的规划或展望？
张剑君先生：在未来一到两年里，好丽友在中国的业务发展会快速地进入到全球化、多元化，特别是业务领域多元化的阶段。因此，我相信法务团队的工作一定会在更多的业务领域面临全新的机遇和挑战，我希望法务团队能够在未来更加紧密地结合公司战略发展的变化，尤其在投资并购、知识产权、争议解决等重点业务领域里，提升专业能力，从而为公司提供更加专业的法律服务，更好地体现法务团队的专业价值。
同时，我希望通过我个人的努力，帮助法务团队成员全面地提升专业能力，不断获得成长空间，激发他们对法务工作的热情和潜力。我相信这不仅有助于法务团队的发展，还能够对好丽友在中国的业务发展起到非常积极的促进作用。
ALB Conversations: Zhang Jianjun, General Counsel and Head of legal affairs and intellectual property, Orion Group (China)
Zhang Jianjun graduated from the Law School at Beijing Institute of Technology, and Tokyo University's Graduate School for Law and Political and Graduate School of Public Policy. He is currently the head of legal affairs and intellectual property and the general counsel of Orion Group (China). Zhang has a wealth of experience practicing law. Before joining Orion, he worked in the legal department of Toyota Motor (China) Investment Co., Ltd. (a Fortune 500 company) and Zhong Lun Law Firm.
ALB: What is your strategy for the legal team building and management?
Zhang Jianjun (Zhang): As the head of legal affairs and intellectual property of Orion Group (China), one of my work priorities is to build a highly professional and dynamic legal team that is willing to meet challenges. In the context of economic globalization today, almost all companies are facing fierce competition from all aspects at home and abroad. At Orion's legal team, we are not satisfied with just handling procedural, repetitive and general legal affairs; our goal is to provide the company with comprehensive and value-added legal solutions more accurately, effectively and at a lower cost.
In the process of building Orion China's legal team from scratch, my principles have been: remaining focused on the goals, being solution-oriented, and always striving for better and innovation. We work together with business departments to discover business challenges and pressure points, and find practical, effective, executable and constructive solutions for the company to better achieve the business goals, thus creating maximum value for the company in collaboration with business departments. With commitment and continuous efforts, the legal department has won the recognition of the company and has become a trusted partner of the business departments.
ALB: How has COVID-19 pandemic affected the operations of your team and the whole company? As the general counsel, how did you lead your team to respond to the pandemic?
Zhang: The high growth of the food and beverage industry during the pandemic is second only to the cleaning and disinfection industry and pharmaceutical industry, which might be unexpected for many food and beverage companies. In the early stage of the pandemic, Orion has been identified by the government as one of the companies guaranteeing people's livelihood supplies. We made rapid adjustments to our work priorities in response to the fast changes in the situations during the pandemic: stepping up to help the company carry out effective COVID-19 prevention measures and to ensure that the company resumes production in compliance to laws and regulations, so as to meet the government's requirements for enterprises that are designated to guarantee the supplies for people's livelihood.
We also comprehensively sorted out the legal risks in the implementation of various contracts, sales processes and dealer management, labor and personnel, as well as complaints and litigation, and quickly provided solutions for business departments to ensure the legal and compliance operation of all business lines of the company.
ALB: What kind of compliance system have you established for your company? What are the advantages of this system? What areas need improvement?
Zhang: At the end of 2016, Orion introduced ethical management into the company's business strategy, with a view to strengthening process standards from within the company, promoting compliance construction, and enhancing corporate social responsibility.
When the legal team builds the compliance system of Orion China, our starting point is to enhance the compliance awareness of all legal persons of Orion China. By establishing a relatively complete compliance system suitable for Orion's actual business, the legal risk in the business process can be reduced and controlled within the reasonable range. We have noticed that the authorities are intensifying regulatory efforts in all aspects and at all levels, and the scope of compliance is covering more issues. It requires our legal team to work closely with the financial, audit, personnel, and import and export departments when building the compliance system, so as to complete the establishment of the compliance system and make improvements to it.
At present, the key areas of compliance management include food safety, contract management, intellectual property rights and information security, labor and employment, anti-commercial bribery, and import and export trade compliance. We will formulate corresponding basic management systems in these key areas. In the meanwhile, we will review existing systems and procedures from time to time, analyze possible compliance risks and make timely improvements. We will also work together closely with external lawyers and legal advisors that fit the actual businesses of Orion, to help us in risk identification, risk assessment, and formulation of specific risk response plans.
In the future, our legal team will proactively expand the compliance work areas, and pay close attention to the law enforcement environment and its changes, with the focus on optimizing the compliance work in trade secrets, data protection, and anti-unfair competition. And we plan to invite lawyers with rich practical experience to give us compliance training.
ALB: At present, how do you use technology in your company's compliance system? Since you become the general counsel, what development or changes has the legal team experienced at work in terms of the use of technology? What is your future plan for the use of technology at work?
Zhang: Orion China's legal teams have always been exploring ways of better using intelligent tools at work. As the head of legal affairs of Orion China, I have also been thinking about how to maximize the power of technology in the company's legal system. And more importantly, how to use the new technical means appropriately to help the legal team to deal with procedural work, so that my team members can devote more time and energy to handle more complex affairs. This in fact poses a big challenge to me – I need to learn more about technical knowledge, and actively gain more exposure to new technological means, so I can have a better idea about how to appropriately use technical means in our legal system.
We introduced Bestsign e-contracting platform and started to use the e-contracting technology in 2019. By using this technology, our work efficiency has been improved in many aspects, such as the dynamic management of dealer data, legal risk control, contract management cooperation and supplier network management. It indeed helps us create more value for the legal team as well as the company. It is not simply changing a paper contract into an electronic contract; it is a innovation for business management and operation control.
The e-contracting technology has been perfectly connected with our self-developed contract review system. Now we can carry out intelligent management of the entire life cycle of contracts, including contract review, contract signing, and contract storage. As the information and data collected by the e-contracting platform have been real name verified, we also make full use of them in other related operation and management systems of the company. And this can ensure the accuracy and authenticity of the basic data maintained at the company. I think it is very important for the company's data collection and development.
In the future, we will further expand the application scenarios of e-contracting, including personnel management, logistics supply chain management, dealer management and other links. E-contracting will be no longer just a platform for us. We will consider developing it as a core module in the legal system of the company. If any other department needs to use the e-contracting technology or electronic contract, it can connect with the core module of the legal department. By deepening of our connection with business departments, we can realize the smart data sharing. I believe it is in fact a very good way to increase the trust and rapport between the business departments and the legal department.
ALB: What are your plans or prospects for your work in the future?
Zhang: In the next one to two years, Orion China's business development will quickly enter the stage of globalization and diversification, with the focus on the diversification of business fields. Therefore, I believe that the legal team will definitely face new opportunities and challenges in more business fields. I hope that the legal team will improve professional capabilities in line more closely with the company's strategic development and changes, especially in key areas such as investment and mergers and acquisitions, intellectual property rights and dispute resolution, to provide the company with more practical and effective legal services, and create more value for the company.
And I hope that I can help the legal team members to comprehensively improve their professional capabilities and expand their personal space for professional growth, and meanwhile motivate and help them to realize their potentials. I believe this will not only help the development of the legal team, but also play a very positive role in promoting Orion's business development in China.
ALB Conversations is a weekly series of in-depth Q&As with leaders of law firms and in-house legal departments across Asia. If you are a managing partner or general counsel based in the region who is interested in being a part of this series, please send an email to shiyu.liu@tr.com.
对话ALB”（ALB Conversations）是一系列每周发布的深度对谈类文章，我们将与亚洲各地的律所管理者和企业总法律顾问展开对谈。如果您是执业于亚洲地区的律所管理者或总法律顾问，并有兴趣参与该系列访谈，请邮件联络shiyu.liu@tr.com.