Team size: Five

What has been the number one challenge that has impacted you over the past year?

As a tier one or two supplier to the mobility industry, we were significantly impacted by the unique inflationary developments of 2022, which were characterised by cost increases in labour, energy, and commodities.

We are used to managing cost increases affecting our own as well as our suppliers’ business, and our commercial contracts provide for mechanisms to address this. However, the magnitude, scope and rate of the inflationary developments of 2022 was quite unprecedented and there was no established way to handle this with our business partners. Consequently, the legal team – as well the various commercial teams – had to create new argumentation and negotiation strategies to protect the profitability of our business, while simultaneously considering the legitimate interests of our suppliers to be compensated; at times, existence-threatening cost increases alongside our customers’ (including many global OEMS in the automotive market) interests in a stable supply relationship.

This was particularly challenging as we had to take care of still lingering issues concerning supply stability caused by scarcity of parts, and global transportation capacities.

Could you share an example of a time when you came up with an innovation that improved how your legal team works and did not come at a large expense?

The outbreak of the Russia – Ukraine conflict significantly impacted our ability to do business with customers and other business partners in affected countries. Due to the quickly imposed broad sanctions and other trade restrictions, our business transactions suddenly required much more legal and compliance assistance and supervision. Our trade compliance organisation and processes were not fully prepared for this situation and significant involvement of external experts was required to be fully compliant with a constantly changing regulatory environment.

The legal team was challenged to produce a solution which allowed the business to proceed in a compliant manner and kept legal expense under control. To solve this issue, we promptly set up clear procedures on if and how to proceed with existing business, updated and streamlined existing contractual documentation and performed training sessions with the involved business teams. We also agreed on cost-efficient solutions with our external specialists. As a result, this challenge was efficiently handled, with legal expenses were under control.

What would you say are the unique qualities required to be successful as an in-house lawyer in your industry?

An essential quality is the ability to view matters from the perspectives of the various stakeholders involved, and tailor legal advice accordingly – keeping in mind what feasible, legally, and ethically appropriate and best for the company.

As Dana sells a variety of products and services to a wide number of customers – from small local manufacturing companies to global, multibillion dollar OEMs, it is important to be familiar with the products and services offered, and the different requirements that apply to each business under the Dana roof. Without this knowledge. it is not possible to provide actionable, tailor-made legal advice.