In Conversation with Suhani Singh, General Counsel, Delhivery Limited

Suhani, would you please walk us through your early years of education and the decision of becoming a lawyer.

Suhani: I come from a small town called, Dehradun in Uttarakhand. Known for its prestigious schools and its closeness to Mussoorie, Dehradun, is where I spent my formative years before I moved to Symbiosis Law School, Pune. Looking back, I’ve always been someone who couldn’t let things slide if they didn’t sit right with me. I had this innate drive to dig deeper, to understand why things happened or why certain words were said until everything made logical sense. That curiosity and determination, I believe, planted the seed for my eventual career choice. Adding to that, I had family members who were pursuing law at the time, leaving an impression on me. For as long as I can remember, I’ve been certain that law is where my heart belongs and I feel it still holds true:)

Tell us about your team size and what does a day in your shoes look like? 

Suhani: We are a 7 member team including myself. A day in the life of a General Counsel (GC) of a listed company is dynamic, multifaceted, and demanding to say the least. It is a blend of legal advisory, risk management, and a lot of strategic decision-making. I try and have a holistic start to help me power through the day. This is to say, a short yet focussed meditation, followed by a workout and then quick check-in with my family gets the wheels warmed up for the day ahead of me. Before I get into team updates I usually catch up on emails and industry news. This also helps me delegate work accordingly amongst the team members and sets the tone for the day. As a small team we have to be on the top of our game to ensure nothing gets missed and is reported in a timely manner. Our scope includes  partnering with departments like finance, HR, business development and IT to review contracts, policies, or other documents with legal implications; support the sales or procurement team by negotiating and drafting major agreements, devising dispute resolution strategies. While my team looks into the day to day aspects, it helps me work with the management on various business strategies, M&A, corporate advisory. I also chair the POSH IC for the Company and run a diversity and inclusivity initiative.

Jack of all trades’ or a ‘legal business strategist’, how would you describe the evolving role of an in-house counsel today? 

Suhani: While the role requires me to be legal business strategist, but a good in-house counsel has to be a jack of all trades to derive the best value for the company. It requires balancing legal, ethical, and business considerations in a fast-paced setting with deep knowledge of law, business strategy, and regulatory compliance. Today’s GC are not restricted to traditional legal advisory but more involved in strategic leadership and proactive risk management. It requires constant interaction with internal and external stakeholders, including regulators, investors, and the board. GC’s today act as a bridge between the legal world and the corporate strategy, ensuring that the company not only complies with the law but thrives in a highly regulated, competitive environment.

What are the top compliance challenges unique to your sector? '

Suhani: The logistics sector faces several unique challenges due to its highly regulated, cross-border, and multifaceted operations. To name a few: managing sensitive customer and shipment data while complying with global privacy laws; implementing robust cybersecurity measures to protect against data breaches given the new DPDP Act. Compliance with environmental laws, particularly concerning emissions and sustainable practices. Proper disposal of hazardous materials and waste management becomes extremely important. Transitioning to greener supply chains to meet ESG requirements are a top priority; navigating employment law complexities for a workforce that may include full-time, off role, and gig workers. Addressing worker safety and health standards, especially for drivers and warehouse staff, managing union negotiations and collective bargaining agreements. Ensuring ethical practices in dealing with third-party vendors, customs officials, and other stakeholders, avoiding complicity in illegal or unethical activities in the supply chain. Conducting thorough due diligence on suppliers and subcontractors.  Ensuring appropriate coverage for goods in transit and addressing liability issues; complying with regulations for various types insurance coverages; navigating disputes around damage, loss, or delays in transit; regular compliance training for employees and partners; leveraging technology for compliance monitoring and reporting; engaging local legal experts for jurisdiction-specific regulations; establishing strong governance frameworks for supply chain accountability, the list is endless.

What are your views on pre-litigation strategies for in-house legal departments?

Suhani: I believe these are very critical for in-house legal departments. They help mitigate risks, manage costs, and align legal actions with business objectives. These strategies allow companies to address potential disputes proactively and strategically, minimizing the likelihood of escalation into formal litigation. 

How do you foresee AI and emerging tech impacting the governance and compliance function in the next 5 years?

Suhani: AI and emerging technologies are poised to revolutionize the governance and compliance functions of in-house legal departments over the next few years by driving greater efficiency, accuracy, reducing costs and adding strategic value. It does not in any way take away the human touch which in my view is indispensable. To achieve the best from AI, human contact and human touch is paramount. However,  by leveraging these AI enabled tools, legal teams will not only streamline operations but also enhance their ability to contribute strategically to the organization’s goals while navigating increasingly complex regulatory landscapes.