The rise of the compliance-first CHRO: Indrani Chatterjee on what makes ethics operational

At a time when corporate reputations can collapse overnight under the weight of ethical failure, and the public’s tolerance for opacity is at an all-time low, "governance" can no longer be relegated to back-end boardroom protocol. It must live and breathe through every corner of an organisation—crossing departments, geographies, and roles. For companies navigating high-velocity change, robust governance must not only prevent non-compliance; it must become a platform for trust, agility, and innovation.

This is precisely the philosophy that drives Indrani Chatterjee, Group CHRO of Allcargo Group—a multinational logistics and supply chain organisation with operations in over 180 countries. In an exclusive interview with People Matters, Chatterjee shares why at Allcargo, governance is neither reactive nor restrictive. It is proactive, inclusive, and purpose-built for a world that refuses to stand still.

“The belief that governance must come at the cost of innovation is a false binary,” Chatterjee says. “In fact, when done right, good governance is the enabler of innovation.”

In the logistics sector—where disruption is not theoretical but operational—agility is survival. And yet, agility without accountability is unsustainable. At Allcargo, the answer lies in structure. The company has built a multi-tiered governance framework featuring specialised committees for audit, finance, legal, risk, stakeholder relations, and strategy. Each is empowered, not merely ornamental.

This decentralised model allows decisions to be made at the right levels—swiftly and responsibly. “We view governance as a scaffold for fast, ethical decision-making,” Chatterjee explains. “It’s not about checkpoints. It’s about clarity—who decides what, when, and with what information.”

Allcargo’s operating principle, “Ingenuity in Motion,” underpins this approach. Governance isn’t an administrative burden. It’s the choreography that allows large, global systems to move with grace, speed, and discipline.

The Mechanisms Behind “Zero Non-Compliance”

“Zero non-compliance” is a bold commitment. But at Allcargo, it’s not a tagline—it’s a systemic goal. That system begins with accessibility and trust.

The company’s Code of Conduct is not an abstract document—it’s embedded into daily operations. “We empower every employee to speak up or seek advice without fear of retaliation,” Chatterjee says. “That’s the foundation.”

To support this, Allcargo has implemented a suite of redressal tools: an anonymous grievance mechanism, a robust whistle-blower policy, and a confidential stakeholder engagement policy. Importantly, these tools are actively maintained and communicated—not hidden in compliance manuals.

At ECU Worldwide, Allcargo’s global LCL (less-than-container load) business, technology has further reinforced feedback. In Sweden, the organisation has implemented the “Winning Temp” platform, which invites employees to report their workplace mood and experiences weekly. These real-time insights create an emotional pulse check across geographies—a valuable layer of governance that’s both qualitative and continuous.

“Compliance doesn’t live in policy—it lives in behaviour,” Chatterjee says. “And behaviour is shaped by trust, visibility, and consequence.”

Diversity as Governance: Redefining Risk

Few associate logistics with diversity. Yet, Allcargo is working to shift that narrative—not through promises but through numbers.

Women now account for 35% of the workforce across Allcargo Group, and 56% within ECU Worldwide. More strikingly, many of the company’s international offices are led by women, challenging long-held stereotypes about leadership in supply chain roles.

But diversity at Allcargo is not just an inclusion metric—it is governance in action. “A diverse team challenges groupthink, reduces blind spots, and increases ethical rigour,” Chatterjee says. “If you want to de-risk decisions, you diversify the room.”

To widen the talent funnel, Allcargo launched the RESTART – Back to Work programme in 2022. It offers women who’ve taken career breaks the opportunity to re-enter the workforce through full-time or project-based roles. It’s a governance initiative dressed as a talent one—creating second chances while boosting accountability for representation.

At Allcargo Gati, another group company, one in five middle and senior management roles are held by women. A dedicated women-centric referral programme complements this by creating internal advocacy loops—trust driving trust.

Ethical Employability: Building India’s Future Workforce

If governance begins with policy, it matures through impact. In 2019, Allcargo, in partnership with JNPT and CIDCO, launched a state-of-the-art Multi-Skill Development Centre under the Pradhan Mantri Kaushal Kendra (PMKK) initiative.

With 40 training labs across a 45,000 sq. ft. standalone facility, the centre goes beyond skills. It fosters what Chatterjee calls “ethical employability”—workforce readiness that is as grounded in values as it is in vocational aptitude.

“We can’t afford to just train people in tasks. We must prepare them to contribute ethically and meaningfully to the economy,” she says.

From warehouse operations to consignment booking and commercial vehicle driving, the curriculum spans the full spectrum of logistics. The inclusion of soft skills training, e-learning modules, and internship-based learning ensures holistic development.

The centre also plays a crucial role in formalising India’s informal labour market. Through the Recognition of Prior Learning (RPL) initiative under PMKVY, workers are certified for their existing skills, improving employability while aligning with national economic resilience goals.

To date, over 3,000 individuals—many from marginalised communities—have been trained, placed, and elevated through this ecosystem. It’s no surprise that the centre was awarded a 5-star rating by NSDC and recognised by MCCIA in 2025 as the Most Impactful Skilling Initiative.

But here’s the game-changer: Allcargo’s internal talent strategy now taps into this pool. “We’re creating a circular economy of talent—where the communities we empower can also power our business,” Chatterjee notes.

The CHRO as the Conscience of Governance

What role does HR leadership play in all of this?

Traditionally, CHROs were seen as function heads. Today, they are strategic risk mitigators and cultural architects. In global organisations, especially those undergoing restructuring or digital transformation, the CHRO holds the dual burden of transformation and tradition.

Chatterjee brings a deep global lens to this role. Having led HR in multinationals across industries and geographies, she understands how to apply nuanced governance principles across cultural contexts.

“At Allcargo, I work closely with the board and CXOs—not just to develop HR strategies but to align those with investor, regulator, and societal expectations,” she says. “In high-growth phases, speed matters. But speed with blind spots is dangerous.”

Her leadership during Allcargo’s current restructuring phase—marked by technology integration and cross-border consolidation—has focused on managing change, building trust, and ensuring no part of the governance fabric unravels under pressure.

She believes that the evolving role of the CHRO is not to be a compliance officer, but to be a governance integrator—ensuring that every touchpoint of the employee experience is aligned with the company’s ethical compass.

Making Governance a Growth Driver

Corporate governance often conjures images of audit reports and statutory filings. But at Allcargo, it is something far more dynamic.

• It is how trust is institutionalised.
• How feedback becomes performance.
• How diversity shapes resilience.
• How social equity becomes economic strategy.

From anonymous reporting tools to women-led operations; from skills-based nation building to global ethics harmonisation—Allcargo’s governance journey is expansive yet grounded.

It challenges the notion that governance slows down innovation. Instead, it suggests the opposite: zero non-compliance doesn’t mean zero risk—it means maximum preparedness.

Governance as Culture, Not Control

In India Inc., governance is increasingly becoming a leadership litmus test. Stakeholders, regulators, and talent alike are asking: Can you be fast and fair? Can you scale and be accountable? Can you grow without leaving people behind?

For Allcargo Group, and for Indrani Chatterjee, the answer is yes—but only if governance is not an annual review, but a living culture.

As Chatterjee puts it, “We don’t govern to restrict—we govern to unlock. That is the only way to scale trust at scale.”