Career Biography

Erika Reategui Soto is an attorney with more than 20 years of experience in corporate, contractual and regulatory law, with a strong track record in negotiation and a specialised focus on logistics and international trade. She has over eleven years of experience as Legal Manager at DHL Peru, leading the comprehensive legal management of the Group’s companies in the country, including DHL Global Forwarding and DHL Express. Previously, she held senior legal leadership positions in the mining sector, managing corporate, environmental, labor, and corporate social responsibility matters, as well as experience in leading law firms.

What are the key projects that you have been involved in over the past twelve months?

Over the past year, I have served as a strategic business partner to DHL Global Forwarding and DHL Express in Peru, leading key initiatives in regulatory compliance, risk management, and enabling business growth, in close coordination with local and regional teams.

I have been responsible for overseeing the regulatory framework applicable to operations, maintaining a preventive and proactive approach to legal risk, which has enabled the protection of business continuity in a highly regulated and dynamic environment.

From a commercial and strategic perspective, I have supported critical business decisions through legal advice aligned with corporate objectives, global compliance standards and risk management policies.

In addition, I have led the management of relevant administrative proceedings, prioritizing efficient, results-oriented solutions, safeguarding the company’s reputation and avoiding unnecessary escalation into more disruptive enforcement actions or litigation.

Within the labour and governance sphere, I have driven the strengthening of internal compliance and prevention frameworks, contributing to a robust organisational culture aligned with the Group’s corporate values and principles.

Overall, my professional approach is centered on anticipating risks, enabling informed business decisions and generating sustainable value, acting as a strategic, solutions-oriented partner to the business, firmly committed to corporate governance and compliance.

Are there any particular challenges for which in-house counsel should be preparing in 2026?

In-house counsel should be preparing for an environment characterised by increasing regulatory complexity, heightened enforcement activity and growing expectations around compliance, governance and technology adoption. In sectors with strong regulatory oversight, legal teams must anticipate regulatory change rather than react to it, embedding compliance considerations into business planning and operational decision-making.

Another key challenge will be managing risk in fast-moving operational contexts, where business decisions are often required at speed. This places greater emphasis on practical, solution-oriented legal advice that enables the business while safeguarding compliance and reputation.

Finally, the continued integration of technology and automation within legal functions presents both opportunities and challenges. In-house counsel will need to balance efficiency gains with appropriate controls, data protection and oversight, ensuring that innovation strengthens — rather than dilutes — legal risk management.

How do you manage legal aspects during periods of instability or crisis, ensuring that your legal strategy aligns with the broader business?

During periods of instability or crisis, my approach is grounded in clear communication, prioritisation of risk and close collaboration with key stakeholders. The first step is to understand the operational and commercial realities, allowing legal advice to be practical, timely and aligned with business objectives.

I focus on early legal involvement, assessing regulatory, contractual and reputational exposure, and working with cross-functional teams to identify viable solutions that protect the business while enabling continuity of operations. Transparency and consistency in messaging are essential, both internally and in dealings with authorities or third parties.

Ultimately, effective crisis management requires in-house counsel to act not only as legal advisors, but also as strategic partners, providing calm, structured guidance that supports decision-making and reinforces trust across the organisation.