Women in Legal Business - Germana Mentil

Germana Mentil is General Counsel at Italgas, one of Italy’s largest gas distribution infrastructure operators and a key player in the national energy transition. The company is publicly listed, heavily regulated, and operating at the intersection of infrastructure management, ESG commitments, and an accelerating sustainability agenda. Her legal function sits inside all of that simultaneously: regulatory compliance for a network spanning hundreds of Italian municipalities, governance requirements for a listed company, and the legal architecture for the transition investments the business is making toward a lower-carbon model.

Looking at your career path, what unique leadership trait has been most instrumental in allowing you to "move the needle" within your organization?

One leadership trait that has been most instrumental in helping me truly “move the needle” within my organization is my ability to embrace change with a flexible and forward looking mindset. Throughout my career in the legal field, I have consistently viewed transformation not as a risk to be managed, but as an opportunity to innovate, simplify processes, and create solutions that enable the business to move faster and more responsibly.

At the same time, my commitment to ethical decision making has grounded every initiative I champion. I believe that innovation and integrity must go hand in hand: whether designing new frameworks, rethinking governance models, or supporting cultural evolution, I strive to ensure that progress is inclusive, transparent, and aligned with our core values.

Ultimately, this combination of flexibility, openness to change, and a strong ethical compass has enabled me to contribute to shaping an organization where innovation is encouraged and fairness is non-negotiable.

Reflecting on the past year, what is the most significant positive change you have observed regarding gender equality and female representation within the upper echelons of the Italian legal market?

In recent years, female representation in senior roles has increased; however, the real challenge remains translating this presence into effective influence over decision-making.

The issue is not only how many women sit at decision-making tables, but what role they play and the extent to which they influence strategic processes.

This is a gradual shift, but there is growing attention towards more inclusive models focused on valuing competencies.

How do you personally advocate for the inclusion of more women in high-stakes decision-making?

As a General Counsel, I advocate for the inclusion of more women in high stakes decision making by actively creating visibility, opportunity, and confidence for the talented women on my team. Leading a predominantly female first line, I make it a priority to ensure that their voices are not only heard, but recognized as essential contributors to strategic discussions.

On a daily basis, support their participation in critical meetings, encourage them to present their work directly to senior leadership, and position them where their expertise can have maximum impact. I believe that visibility is a powerful accelerator of empowerment, so I work intentionally to highlight their achievements, both within the organization and in the broader Italian legal landscape.

Beyond internal advocacy, I support their presence in external forums, professional networks, and industry events, helping them build influence and credibility across the national legal community. My goal is simple yet fundamental: to ensure that talented women are fully represented where key decisions are made, not as a matter of diversity alone, but because their perspectives strengthen the quality and integrity of those decisions.

In a sector historically rooted in traditional structures, what is the single most important cultural shift still required to ensure that the Italian legal business becomes a truly meritocratic environment for the next generation of women?

The most important cultural shift still needed in the Italian legal sector is the full recognition and valuing of women’s authentic strengths—rather than expecting women to succeed only by conforming to traditionally male leadership models.

For too long, meritocracy has been interpreted through a narrow lens, where “merit” was implicitly associated with behaviors and decision-making styles historically attributed to men. To create a truly fair environment for the next generation of women, we need to redefine what effective leadership looks like, and acknowledge that the qualities women naturally bring—such as empathy, emotional intelligence, and relational awareness—are not “soft skills,” but strategic assets.

This cultural shift is even more critical as we enter a world increasingly shaped by AI. In an era where automation and algorithms will handle much of the technical and operational workload, human-centered skills—particularly empathy—will become decisive differentiators. These are qualities in which many women excel, not because they imitate others, but because they lead from their own identity.

To build a genuinely meritocratic legal business, we must therefore:

·        broaden the definition of leadership to include traits traditionally overlooked or undervalued;

·        encourage women to advance as women, without feeling compelled to mirror existing male norms;

·        and cultivate environments where diverse leadership styles are not only accepted but strategically leveraged.

Only when the sector embraces the unique and irreplaceable contribution that women naturally bring will the Italian legal profession truly reflect merit—and fully prepare itself for the future

Success is rarely a solo journey. How has collaboration with other women (in-house or external) influenced your approach to business, and how are you paying that forward within your team?

Success has never been a solo journey for me. Throughout my career, I have been shaped by authentic relationships with many extraordinary women—and equally with men—who believed in me and valued my transparency, integrity, and strength. Their trust has helped me grow into a leader who stays true to her values and leads with clarity and honesty. I have learned that when people recognize your integrity, they support you not only for what you do, but for who you are.

I pay this forward within my team by fostering the same culture of trust and authenticity. I encourage each person—women and men—to bring their true selves into their work, to lead with their values, and to build relationships rooted in respect and integrity. My goal is to empower them with the same confidence and support that others generously offered me.

One "hard truth" or piece of advice for young women entering the legal profession today?

Disparities persist, even if often in less visible forms.

The advice to young professionals is to invest in strong competencies, while also asserting their ideas: make your voice heard and actively seek opportunities for growth.

Change takes time, but it is built step by step, through everyday choices that promote empowerment.