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Join to apply for the Senior Manager/Associate Director, Social Impact role at Airwallex

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About Airwallex

Airwallex is the only unified payments and financial platform for global businesses. Powered by our unique combination of proprietary infrastructure and software, we empower over 150,000 businesses worldwide – including Brex, Rippling, Navan, Qantas, SHEIN and many more – with fully integrated solutions to manage everything from business accounts, payments, spend management and treasury, to embedded finance at a global scale.

About Airwallex

Airwallex is the only unified payments and financial platform for global businesses. Powered by our unique combination of proprietary infrastructure and software, we empower over 150,000 businesses worldwide – including Brex, Rippling, Navan, Qantas, SHEIN and many more – with fully integrated solutions to manage everything from business accounts, payments, spend management and treasury, to embedded finance at a global scale.

Proudly founded in Melbourne, we have a team of over 1,700 of the brightest and most innovative people in tech across 26 offices around the globe. Valued at US$6.2 billion and backed by world-leading investors including Visa, Airtree, Blackbird, Sequoia, DST Global, Greenoaks, Salesforce Ventures, Lone Pine, and Square Peg, Airwallex is leading the charge in building the global payments and financial platform of the future. If you’re ready to do the most ambitious work of your career, join us.

About The Team

The Corporate Affairs team at Airwallex is dedicated to managing the company’s reputation and fostering strong relationships with key stakeholders. We handle public relations, government affairs, and corporate communications to ensure transparent and effective engagement. By advocating for Airwallex’s interests and navigating complex regulatory environments, we support the company’s strategic goals and growth.

What You’ll Do

Reporting to the President and Co-Founder of Airwallex, you will have an opportunity to contribute to and strengthen Airwallex’s growth trajectory. You will play an instrumental role in developing and executing a strategy that supports Airwallex’s social impact goals and priorities globally. This includes conducting research, establishing relationships with partner organisations, universities, and key stakeholders, and implementing and overseeing a robust program of activities and projects aimed at serving our community and core audiences.

As a naturally purpose-driven business that exists to help businesses thrive, you’ll find ways to measure, grow and elevate our impact both internally and externally. You’ll do this while growing awareness of Airwallex as a significant contributor to greater good.

This role is based in Singapore.

Responsibilities

• Develop and implement a bespoke social impact strategy for Airwallex, including a blend of external and internal programs
• Conduct research to identify relevant territories, partners and highest impact initiatives
• Act as the company’s ‘conscience’, championing purpose and best practice
• Coordinate a varied program including philanthropy, product, community and educational initiatives, among others.
• Consult internal and external stakeholders on our evolving program and priorities, and identify opportunities for our partnership.
• Represent Airwallex as our Social Impact lead externally and supervise events, projects and campaigns geared at having a positive impact.
• You will also be involved in driving our ESG (Environment, Sustainability, and Governance) programs and projects with support from external partners.
• Work with People & Talent to identify opportunities to engage the broader Airwallex team
• Track, measure and grow Airwallex’s impact, while elevating awareness of the program internally and externally through strategic storytelling across earned and owned channels
  
  

• 8-15 years of experience, preferably in a similar in-house role. A background in Management Consulting or Venture Capital would be beneficial.
• Experience in social impact strategy, preferably with corporate philanthropy and social impact programs.
• Knowledge in corporate affairs, internal communications, community partnerships, public affairs highly regarded.
• Solid existing relationships with a range of partners and stakeholders such as not-for-profit organizations, charities, government, industry and community groups and education institutions
• Proven track record and ability to deliver tangible outcomes
• Exceptional written and verbal communication ability, strong stakeholder management skills
• A collaborative attitude with the ability to work with a diverse range of stakeholders, including exposure to senior leadership
• An innovative outlook and open-minded approach to new ways of getting things done
• Comfort with ambiguity and the ability to problem solve, test and learn
• Highly-adaptable, comfortable in a fast-paced environment and able to reprioritise and change gears quickly
  
  

• A doer as well as a strategic thinker; loves to roll up their sleeves to execute and implement with good attention to detail
• A quick learner who acts in real-time and is able to problem-solve and respond to fast-changing situations
• A team player with excellent collaboration and interpersonal skills who knows how to adapt to different cultures and personalities
• A strong communicator and culture-carrier, who is able to exert influence with stakeholders
  
  

• Seniority level Director

• Employment type Full-time

• Job function Other

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Job Title: Data Scientist

Summary:

We are seeking a skilled Data Scientist to analyze complex data, develop predictive models, and provide actionable insights to drive business decisions. The ideal candidate will have strong expertise in data analysis, machine learning, and statistical modeling, along with proficiency in programming and data visualization tools.

Key Responsibilities:

• Seniority level Mid-Senior level

• Employment type Full-time

• Job function Engineering and Information Technology
• Industries Business Consulting and Services

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Job Overview

Crossing Hurdles is a recruitment firm that refers top candidates to partners working with the world’s leading AI research labs. We are seeking a Bilingual Japanese Government/Public Policy Expert for a remote, hourly contract position.

Position: Bilingual Japanese Government/Public Policy Expert
Type: Hourly Contract
Compensation: $50–$70/hour
Location: Remote
Duration: 2 months (subject to extension)
Commitment: Minimum of 20 hours/week

• Public Policy Content Development: Translate, adapt, and synthesize complex public policy frameworks into clear, structured rubrics for AI training.
• Bilingual Communication: Write fluently in both Japanese and English, ensuring accurate terminology and nuanced expression across languages.
• Domain Expertise: Provide cultural and policy insights unique to the Japanese government and public policy landscape.
• Collaboration: Work closely with reviewers and peers to refine content and ensure alignment with Japanese public policy standards.

• Native-level fluency in Japanese with strong written and spoken English.
• Degree in Public Policy, Political Science, Sociology, or a related field.
• Strong professional experience in government, public policy, think tanks, or similar fields.
• Strong writing, analytical, and communication skills.
• Experience in policy writing, instructional design, or academic publishing is highly valued.
• Ability to work independently in a remote, asynchronous environment and manage deadlines.

Application process: (Takes 20 min)

• Upload resume
• AI interview based on your resume (15 min)

Crossing Hurdles is an equal opportunities employer and welcomes applications from diverse candidates.

Overview

Digital Product Manager position at a government-linked organization. Associate Director - Tech Project Management and Digital Product Recruitment: leading government financial institution seeking a talented individual to join their innovative team as Product Manager with high-profile public sector digital products.

• Shape a clear product vision, strategy, and roadmap for digital services used by government officers and regulated institutions.
• Lead the entire product lifecycle, from discovery and design to deployment and continuous improvement, ensuring the products align with business objectives.
• Drive change and adoption of new technologies and ways of working for a wide range of users and stakeholders.
• Lead a cross-functional agile development team as you work closely with engineers and designers to deliver people-centric solutions with efficiency and empathy.
• Conduct impactful user research and data analysis to identify and solve critical pain points and inefficiencies.
• Define and track key performance indicators (KPIs) to measure product success, adoption, and user satisfaction.

• At least three years of experience in product management, particularly with Government to business or B2B products.
• A proven track record of successfully launching digital products and driving change management initiatives.
• Leading cross-functional teams and managing product backlogs in an agile environment.
• Applying design thinking and user research methodologies to create intuitive, user-centric solutions.
• Exceptional stakeholder management and communication skills, with the ability to collaborate and influence across all levels of an organisation.
• Being a problem solver with an autonomous, self-driven mindset.

To apply, please submit your resume. We regret that only shortlisted candidates will be notified.

License No: 16S8060 / Registration No: R

• Seniority level: Entry level
• Employment type: Full-time
• Job function: Product Management
• Industries: Government Administration

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Who are we?

Equinix is the world’s digital infrastructure company, operating over 260 data centers across the globe. Digital leaders harness Equinix's trusted platform to bring together and interconnect foundational infrastructure at software speed. Equinix enables organizations to access all the right places, partners and possibilities to scale with agility, speed the launch of digital services, deliver world-class experiences and multiply their value, while supporting their sustainability goals.

A career at Equinix means you will collaborate on work that impacts the world and be surrounded by endless opportunities to learn new skills and grow in varied directions. We embrace diversity in thought and contribution and are committed to providing an equitable work environment that is foundational to our core values as a company and is vital to our success.

The One Legal team at Equinix is seeking a Director, Public Policy and Government Affairs, in our APAC (Asia-Pacific) region. This is an exciting opportunity for an experienced candidate to develop and implement strategies to influence public policy by strengthening our engagement with both our internal stakeholders and policy makers in the region. The role will require interaction with policy leaders, government officials, and others, and advocacy for the Company’s policy positions to promote the growth of the business in the region.

The successful candidate will provide leadership in the following key areas:

• Lead public policy strategy development with the Company's executives. Assemble and coordinate internal cross-functional teams in APAC and globally to effectively respond to challenges and opportunities for the Company.
• Identify emerging public policy issues related to the Company’s mid- and long-term business plans and develop internal and external policy positions and strategies to influence the external landscape and advance the Company’s business priorities.
• Participate in the development of the Company’s strategic public policy agenda through regular meetings and ongoing communications with the Company’s senior leadership, including our Asia Pacific leadership team, and the regional president.
• Develop strong working relationships with the Company’s country Managing Directors (MDs) across the region. Engage, support, and partner with the MDs on policy issue development, messaging, trade association and coalition relationships, and policy maker engagement. Assure consistency of messaging and policy positioning across the entire region.
• Develop strong working relationships with the Company’s global and regional functions on Sustainability, Legal, Operations, Communications, Corporate Development and others in order to assure cross-functional alignment and leverage.
• Contribute to internal processes for handling public policy matters that arise on an emergency or unexpected basis so that the Company is prepared to respond in such cases.

External Engagement

• Help manage day-to-day portfolio of the Company’s public policy agenda at various levels of government and in various regions where the Company maintains a physical presence and where the Company does business.
• Participate in, lead, and advocate for public policy coalitions and trade associations aligned with the Company’s public policy agenda. Serve as a key point of contact for the Company’s participation and/or support the participation of Company senior executives in those organizations.
• Develop working relationships with key policy makers and regulators and their staffs to effectively advocate the Company’s public policy agenda.
• Identify, develop and execute on opportunities for the Company’s leadership to take prominent roles in the policy making process and facilitate their relationships with key, high-level external stakeholders.
• Participate in government public consultation exercises and work on public policy submissions (including those on regulatory initiatives and/or developments) directly with governments or via public policy coalitions and trade associations.

• Develop internal resources to educate employees about the Company’s public policy agenda.
• Work with the Company’s Strategy and Communications team and others to develop a robust set of materials (including positioning statements, white papers, Q&A documents and presentations that:
• Educate policymakers about the Company’s business objectives, its importance to the foundational operations of the Internet, and its plans for future growth.
• Position the Company as a thought leader on central issues of importance to the Company.
• Emphasize the positive economic and cultural benefits of the Company’s global growth.
• Promote the Company’s commitment to sustainable growth and advocate for the opportunities digital transformation and the move to cloud and colocation have for efficiency.
• Promote the Company’s commitment to develop an inclusive, empowered, and effective workforce in order to address the needs of our communities.

• 12+ years of experience in government relations or public policy positions; prior service in the government relations or public policy team of a Tech company or government legislative/regulatory bodies a plus.
• Bachelor’s degree; law or master’s degree a plus.
• Exposure to policy issues in the areas of: Technology and the Internet; Energy/power development and delivery, including power infrastructure; AI, cybersecurity, data sovereignty and data privacy; Environment, sustainability, circular economy policies, principles and corporate frameworks; Government procurement policy; and National and local Tax Policy.
• Demonstrated high level of integrity, thoroughness, flexibility, initiative and teamwork.
• Excellent written and oral and interpersonal communication skills.
• Excellent judgment.
• Expectation for regular travel within the region to locations where Equinix has a presence.

Equinix is committed to ensuring that our employment process is open to all individuals, including those with a disability. If you are a qualified candidate and need assistance or an accommodation, please let us know.

Equinix is an Equal Employment Opportunity and, in the U.S., an Affirmative Action employer. All qualified applicants will receive consideration for employment without regard to unlawful consideration of race, color, religion, creed, national or ethnic origin, ancestry, place of birth, citizenship, sex, pregnancy / childbirth or related medical conditions, sexual orientation, gender identity or expression, marital or domestic partnership status, age, veteran or military status, physical or mental disability, medical condition, genetic information, political / organizational affiliation, status as a victim or family member of a victim of crime or abuse, or any other status protected by applicable law.

Overview

About the Role: We are seeking a high-performing and dynamic Sales Lead (Public Sector) to drive revenue growth in the Government, Public Services, and related sectors across Singapore and Southeast Asia. The ideal candidate will be a hands-on hunter , experienced in winning new logos and securing large, multi-year IT services deals. This is a senior role that requires strong consultative selling, deep C-level engagement, and the ability to lead strategic pursuits in collaboration with internal and partner teams.

• Drive revenue growth in the Government, Public Services and related sectors across Singapore and Southeast Asia.
• Win new logos and secure large, multi-year IT services deals; lead strategic pursuits in collaboration with internal and partner teams.
• Engage C-level executives and other senior decision-makers; perform consultative selling and solution shaping.
• Lead and coordinate with internal teams and System Integrators to win and deliver large deals.

• Minimum 12 years of professional sales experience within IT Services in Singapore and Southeast Asia.
• Mandatory experience with IT systems integration, managed services, or software and services; strong solution selling background (not just transactional).
• Proven sales executive experience, with a track record of meeting or exceeding targets.
• Ability to communicate, present, and influence at all organizational levels, including executive and C-level.
• Experience working with System Integrators and similar companies.
• Existing C-level relationships that can be leveraged to open new accounts within the Public Sector.
• Ability to drive large deals (> SGD 50M).
• Hunting experience with a proven ability to open new doors.

This article is written by Yogini Satish Satam Viva college of law of, an intern under Legal Vidhiya

Table of Contents

In many areas, including national security, economic growth, and technological advancement, the telecommunications sector was essential. In addition to these broad patterns, the explosive growth of the Internet and mobile wireless communications worldwide in 2010 has had a significant impact on the global telecommunications industry. The telecom sector’s contractual relationships have become more complex as the digital economy has begun to expand. Relationships are governed by telecom contracts, which cover everything from spectrum licensing and interconnection agreements to infrastructure sharing and service delivery. These agreements are not commercial in nature, but they are firmly rooted in a regulatory framework that is overseen by statutory organizations like the Telecom Regulatory Authority of India (TRAI) and the Department of Telecommunications (DoT). The objective of this study is to analyze the legal and regulatory framework of telecom contracts in India and to pinpoint the real obstacles, weaknesses, and changes required to guarantee the interests of all stakeholders are balanced.

By examining the laws, government regulations, TRAI rules, TDSAT rulings, and significant court rulings, this study employs doctrinal legal research methodology. The comparative insights from global telecom regulatory practices are also explained. In particular, licensing, interconnection, spectrum allocation, tariff regulation, and dispute resolution procedures were the main topics of the paper. It also looks at how new issues like the rollout of 5G, the merging of media and telecom, cybersecurity, and data protection are influencing contractual norms. Finally, it offers ideas or recommendations to improve regulatory supervision and telecom contract frameworks in order to promote competition, innovation, and consumer welfare in the Indian telecom sector.

The science and technology of communicating over long distances is known as telecommunication. One of the primary factors propelling human innovation has always been the capacity to communicate ideas rapidly, precisely, and effectively. Communication has always been essential for survival and success, from the signal fires of prehistoric man to the high-powered executives of today who carry smartphones. This constant drive for advancement is exemplified by the history of telecommunication, which has expanded in scope and efficiency as modern civilization has developed, steadily keeping pace with human growth. Telecommunications is the pillar of modern society. As the world becomes more integrated, telecommunication services are now an integral part of daily communication, financial transactions, public services, educational processes, healthcare provision, and government administration. The very fast growth of the mobile and internet penetration, digital payment infrastructure, cloud computing technology, and over-the-top platforms has transformed telecommunications into a strategic industry with far-reaching regulation.

Digital technologies are transforming the way the majority of people live, work, play and communicate with each other. We can observe this in what we say. Our lexicon is evolving as old words take on new meanings – app, burn, text – or appear in new contexts, such as smart phone, cyber crime, file sharing. Some of our words are completely new: the words blog, podcast and googling are now part of our everyday vocabulary. The extent of technology acronyms in common use continues to grow – P2P, SMS, MP3 – and contributes to the belief that what we are experiencing is the beginning of a new information age, in which ICTs become part and parcel of routine life. Because of this, we now live in what has been described as the ―information society‖. The WSIS process, underway now, is international acknowledgement of the ICTs’ influence on society, and must ensure that a global digital divide does not continue.

Within this vast ecosystem, telecommunications contracts are the legal structures facilitating the delivery of services, infrastructure investment, and inter-network cooperation. Telecommunications contracts are complex and sophisticated, and they touch on a range of stakeholders such as governmental institutions, private telecom operators, equipment suppliers, and customers.

In contrast to contracts in purely commercial markets, telecom contracts come under a rigorous statutory and regulative regime. The government reserves sovereign control over spectrum allocation, licensing, and monitoring under the Indian Telegraph Act, 1885 and the TRAI Act, 1997. The Telecom Regulatory Authority of India (TRAI), the Telecom Disputes Settlement and Appellate Tribunal (TDSAT), and the Department of Telecommunications (DoT) work in conjunction to manage such a regime. All telecom contracts—interconnection, spectrum sharing, and subscriber services—have to adhere to guidelines and regulations by these bodies. Non-compliance can lead to penalties, suspension of license, or litigation.

The Indian telecommunications industry has seen substantial developments over the last two decades, such as the deregulation of the telecom industry, privatization of state-owned enterprises, entry of mobile telephony, growth of broadband services, and the introduction of spectrum auctions. These developments have transformed the regulatory landscape of telecom agreements, resulting in innovative models of engagement like Unified Access Services Licensing (UASL), Virtual Network Operators (VNOs), and Infrastructure Sharing Agreements. Further, the last few years have experienced growth in legal intricacies emerging out of cross-border data transactions, roaming agreements, and regulatory disputes, such as the Adjusted Gross Revenue (AGR) controversy.

Telecommunication contracts are legally binding instruments that govern telecommunication service and infrastructure provision, operation, and management. They are the cornerstone of the telecom ecosystem, prescribing the rights, roles, and obligations of various stakeholders. Given the service- and infrastructure-centric character of the telecommunication sector, these contracts have been conceptualized to cover technical specifications, licensing, quality of service (QoS), price structures, regulatory requirements, and dispute resolution. Given the strategic and public importance of the telecom sector, these contracts also cover national security, data privacy, and consumer protection.

Telecommunications agreements are commercial and regulatory in character. Although they resemble standard business agreements in how they are negotiated and signed, they are also firmly rooted in a legal context. They cannot be divorced from regulatory instruments like the Department of Telecommunications (DoT) conditions of licensing or the regulations and guidelines of the Telecom Regulatory Authority of India (TRAI).

Besides, telecommunication contracts usually are adhesion contracts when it comes to end-user contracts. Telecommunications service providers (TSPs) determine the terms and conditions consumers must follow to access services. These contracts are bound to adhere to consumer protection law, i.e., price transparency, quality of service, and grievance redressal mechanism.

The telecommunication industry involves different forms of contractual agreements. Broadly speaking, these fall into the following categories:

a) Service Agreements

These are contracts between consumers and telecommunication service providers. They specify terms of service, rate plans, fair use policy, data limits, and QoS parameters. TRAI mandates all telecom service providers to offer transparent terms and ensure compliance with consumer norms.

b) Interconnection Agreements

These contracts allow different telecom networks to be interlinked so that the users of one provider can communicate with the users of another. TRAI has established detailed rules of interconnection, including reference interconnect offers (RIO), points of interconnection (PoI), and mechanisms of resolving disputes.

c) Roaming Agreements

Roaming enables customers to access services from beyond their home network, within and outside their home country. Roaming agreements determine access charges, authentication procedures, and service access. With Mobile Number Portability (MNP) and unified licensing, roaming agreements have become more complex, particularly as far as price regulation is concerned.

d) Infrastructure Sharing Agreements

For reducing costs and encouraging optimum utilization of resources, operators usually sign up for sharing passive infrastructure like towers, ducts, and transmission lines. In a few instances, active infrastructure like spectrum and radio access networks also can be shared with the assent of DoT and TRAI.

e) Licensing Agreements

Licences granted by the DoTs themselves are quasi-contractual documents. They prescribe terms of spectrum use, service deployment, security compliance, and revenue sharing. They are granted under the Indian Telegraph Act, 1885 and are amended from time to time to introduce policy changes, e.g., from 2G to 5G technology.

f) Vendor and Outsourcing Arrangements

Telecom operators tend to employ vendors for equipment procurement, software development, call center services, and network management. Such agreements are governed by general commercial law (e.g., Indian Contract Act, 1872) and may include Service Level Agreements (SLAs) and liquidated damages. g) Cross-Border and Satellite Communication Contracts These collaborations include partnerships with foreign service providers or satellite network companies. Subject to the nature of services being provided, regulatory clearances from the Ministry of External Affairs, the Department of Space, and the National Cyber Coordination Centre may be required.

The telecom industry in India operates under a mix of old colonial laws, contemporary regulations, administrative guidelines, and court rulings. Together, these elements create a strong legal framework that dictates how telecom contracts are formed, managed, enforced, and examined. Since telecommunications services blend private business activities with public interests—like national security, universal access, and fair competition—the legal oversight is both extensive and complex.

The Indian Telegraph Act of 1885 – It is a foundational piece of legislation in India that is still relevant today. Over the years, it has been revised to keep up with the evolving telecommunications landscape in the country. The Preamble of the Act describes a telegraph as any device, instrument, material, or apparatus capable of sending or receiving signs, signals, writing, images, and more. Here are some important features of the Act: – It gives the Indian Government the power to amend the Act to promote the growth of the telecommunications sector. – The Act permits the Indian Government to issue licenses to private companies for providing telecommunication services under conditions it finds suitable. – It allows the Indian Government to intercept messages for public safety and during emergencies. – Any disputes between the telegraph authority and a licensee concerning telegraphic equipment or lines will be settled by an arbitrator appointed by the Central Government. – This Act guarantees the availability of telecommunication services throughout India.

The Indian Wireless Telegraphy Act of 1933 governs the ownership of wireless telegraphy equipment. It encompasses any device, instrument, or material used for wireless communication. According to the Act, any wireless telegraphy items must be limited to those specified in section 10. Under this Act, individuals who own wireless telegraphy apparatus are required to have a license issued by the Indian government. There are penalties for possessing a wireless license without a valid permit.

The Telecom Regulatory Authority of India Act of 1997 established the TRAI, granting it quasi-judicial powers to address telecom disputes. In 2000, the Act was amended to clarify the roles of the regulator.

The Information Technology Act, 2000 was established to support the growth of e-commerce. It played a crucial role in the digitalization of documents and signatures, making them valid for electronic transactions. In 2008, the Act was updated to enhance information security, introducing new sections that addressed cyber terrorism and data protection. It also outlines penalties for various offenses, including cybercrime, e-commerce frauds like impersonation, and pornography.

The Broadband Policy 2004 is a significant initiative by the Indian government aimed at ensuring fast and widespread internet connectivity. This policy focuses on enhancing the use of broadband across various sectors, which are crucial for the regulatory framework of the telecom industry in India. These sectors include: – Tele-education – Tele-medicine – E-governance – Entertainment – Employment generation The goal is to make broadband accessible to every Indian household.

National Digital Communications Policy, 2018 The National Digital Communications Policy (NDCP) was created to promote digital empowerment and improve the well-being of Indian citizens. It sets forth a series of goals, initiatives, strategies, and desired policy outcomes. Similarly, the government’s vision in the NDCP 2018 aims to meet the needs of its citizens. This policy has also strengthened the regulatory framework for the telecommunications industry in India.

Landmark Decisions- The judiciary plays a crucial role in shaping the landscape of telecom contract law. Some key rulings include:

Centre for Public Interest Litigation v. Union of India (2G Spectrum Case): The Supreme Court annulled 122 telecom licenses due to irregularities in how the spectrum was allocated.

Union of India v. Vodafone Idea Ltd. & Ors (AGR Case): The Supreme Court supported the government’s interpretation of Adjusted Gross Revenue, which significantly changed revenue calculations and affected contractual obligations.

Bharti Airtel Ltd. v. TRAI: This case challenged tariff orders that regulate promotional offers and differential pricing. These landmark cases underscore the shifting legal interpretations that influence telecom licensing contracts and revenue-sharing models.

Effective regulatory oversight is crucial for ensuring that telecom contracts are fair, transparent, and in line with the public’s interests. In India, two main authorities—the Telecom Regulatory Authority of India (TRAI) and the Department of Telecommunications (DoT)—serve as the primary regulators of the telecom industry. Their responsibilities include licensing, regulating tariffs, managing spectrum, ensuring quality control, resolving disputes, and enforcing compliance. The relationship between these two organizations shapes the regulatory environment in which all telecom contracts function.

The Telecom Authority of India operates under the Ministry of Communication and Information Technology. It oversees several key bodies, which are outlined below: Department of Telecommunications (DoT)

The Department of Telecommunication (DoT) operates under the Ministry of Communications and Information Technology. It’s led by a secretary, who is a senior member of the Indian Administrative Services. This secretary reports directly to the Union Minister for Communications and Information Technology. Originally, DoT was responsible for providing basic telecommunication services, but that role was handed over to BSNL when it was established in October 2000. Nowadays, the DoT’s main powers and responsibilities, as outlined in the Government of India (Allocation of Business) Rules from 1961, include: – Formulating policies, issuing licenses, and coordinating all matters related to telegraphs, telephones, wireless communications, data, facsimile, telematic services, and other similar forms of communication. Collaborating with international organizations on telecommunication issues. Encouraging standardization and fostering research and development in the telecom sector. Supporting private investment in the telecommunications industry. Managing the allocation of spectrum for mobile and radio communications. Overseeing the enforcement of laws related to the following: The Indian Telegraph Act of 1885, The Indian Wireless Telegraphy Act of 1933, and The Telecom Regulatory Authority of India Act of 1997. – Supervising the operations of various organizations, including the Telecom Commission, Telecom Regulatory Authority of India, Telecom Disputes Settlement Appellate Tribunal, Centre for Development of Telematics, Bharat Sanchar Nigam Limited, Mahanagar Telephone Nigam Limited, ITI Limited, Telecommunication Consultants (India) Limited, and the administrative office of the Universal Service Obligation Fund.

Wireless Planning Commission (WPC)

The WPC is another branch of the DoT, focusing on Frequency Spectrum Management. This includes licensing wireless stations and addressing the needs of all wireless users in India. The WPC encompasses several important components, such as the Licensing and Regulation (LR), New Technology Group (NTG), and the Standing Advisory Committee on Radio Frequency Allocation (SACFA).

Telecom Regulatory Authority of India (TRAI)

The Telecom Regulatory Authority of India (TRAI) was created to foster a thriving telecommunications industry in the country and to integrate India into the global information society. As a statutory body, it plays a crucial role in regulating the telecommunications sector. TRAI officially came into existence on February 20, 1997, through an Act of Parliament known as the Telecom Regulatory Authority of India Act, 1997. Its primary purpose is to oversee telecom services, including setting and revising tariffs for these services, a responsibility that was previously managed by the Central Government.

Telecom Disputes Settlement and Appellate Tribunal (TDSAT )

TDSAT has the authority to resolve disputes between the license granter (DoT) and the licensee within the telecom regulatory framework. Any conflicts related to the telecom sector are addressed through TDSAT. The Tribunal has authority over matters related to Telecom, Broadcasting, IT, and Airport tariffs, as outlined in the TRAI Act of 1997, the Information Technology Act of 2008, and the Airport Economic Regulatory Authority of India Act of 2008. It holds both original and appellate jurisdiction concerning Telecom, Broadcasting, and Airport tariff issues. However, when it comes to Cyber matters, the Tribunal only has appellate jurisdiction. In January 2004, the Government expanded the scope of the TRAI Act to include broadcasting and cable services. Following the implementation of the relevant sections of the Finance Act 2017, TDSAT’s jurisdiction has been broadened to cover matters previously handled by the Cyber Appellate Tribunal and the Airport Economic Regulatory Authority Appellate Tribunal.

a) Centre for Public Interest Litigation v. Union of India (2G Spectrum Case), (2012) 3 SCC 1 Facts: In 2008, 122 telecom licenses were issued, but they faced challenges for being arbitrary and not serving the public interest. Judgment: The Supreme Court decided to cancel all 122 licenses and mandated that spectrum allocation should be done through public auctions from now on. Impact: This ruling transformed the licensing process, promoting transparency and fairness in government contracts, and led to a surge in litigation over license cancellations.

b) Union of India v. Vodafone Idea Ltd. & Ors. (AGR Case), (2020) 3 SCC 525 Facts: There was a dispute regarding how to define Adjusted Gross Revenue (AGR) for calculating license fees. Judgment: The Supreme Court supported the government’s broader definition, which significantly raised the revenue share obligations for telecom operators. Impact: This decision resulted in substantial financial liabilities for telecom operators and prompted a reevaluation of revenue-sharing agreements across the industry.

c) Bharti Airtel Ltd. v. TRAI, TDSAT (2020) Facts: Bharti Airtel contested TRAI’s order that allowed Reliance Jio to offer promotional tariffs, which they claimed amounted to predatory pricing. Judgment: TDSAT ruled that TRAI needs to closely examine such tariffs and take action against any unfair practices. Impact: This case highlighted the regulator’s duty to maintain a level playing field, leading to stricter clauses in telecom contracts regarding tariff revisions.

d) Reliance Jio Infocomm Ltd. v. Bharti Airtel Ltd. & Ors., TDSAT (2016) Facts: Jio accused Airtel, Vodafone, and Idea of blocking Points of Interconnection during its initial launch. Judgment: TDSAT upheld Jio’s claims and ordered the other operators to compensate for the call failures. Impact: This reinforced the requirement for interconnection under TRAI regulations and led to revisions in interconnection agreements.

e) Tata Teleservices v. Union of India, TDSAT (2005) Facts: This case revolved around a dispute over the breach.

The telecommunications industry is truly a global player, with services, infrastructure, and data often crossing borders. India has developed a solid regulatory framework to tackle its specific challenges, but there’s a lot to learn from how other countries manage telecom contracts. By looking at regulatory models from places like the United States, the United Kingdom, Singapore, and the European Union, we can uncover best practices in areas like licensing, consumer protection, competition, and data security that could shape India’s strategy. A comparative legal analysis shows that a well-aligned and transparent regulatory framework not only boosts contractual certainty but also attracts investment and safeguards consumer interests.

In the United States, the regulation of telecommunications is mainly handled by the Federal Communications Commission (FCC), following the guidelines set out in the Communications Act of 1934 and the Telecommunications Act of 1996. This approach encourages competition, sparks innovation, and allows for contractual freedom within a flexible framework. The U.S. model offers a lot of flexibility in contracts, supported by a clear framework for resolving disputes. India could adopt similar strategies, particularly to speed up the resolution of commercial telecom disputes outside of TDSAT.

The European Union (EU) has created a unified legal framework for telecom regulation, utilizing tools like the European Electronic Communications Code (EECC) to achieve this harmonization.

The way the EU utilizes general authorizations along with a centralized dispute resolution network really enhances flexibility while still ensuring that consumer protections remain consistent. India might want to think about implementing simpler licensing frameworks to help ease the compliance load for new businesses and startups.

In the United Kingdom, the telecom sector is overseen by the Office of Communications, commonly known as Ofcom, which operates under the Communications Act of 2003.

Ofcom’s focus on putting consumers first, along with effective Alternative Dispute Resolution (ADR) methods, could serve as a great model for TRAI. By making ADR mandatory for telecom consumers in India, we could lighten the load on TDSAT and provide quicker solutions for those in need.

1. India really needs to embrace a comprehensive Converged Communications Code that brings together telecom, broadcasting, and internet services under one cohesive legal framework. It’s also important to update contracts to align with this new regulatory landscape.

2. TRAI and DoT should create standard contracts and regulatory guidelines for things like spectrum sharing, infrastructure leasing, and private 5G networks. This will help minimize conflicts and speed up the rollout process.

3. The upcoming update to the National Cybersecurity Policy needs to be connected with the terms of telecom licenses and standard contract clauses to guarantee a minimum level of protection.

4. We need to create standardized privacy and data-sharing clauses that align with global best practices and national laws to ensure consistency across the board.

5. TRAI and the Department of Telecommunications could really step up by introducing green contracting guidelines that encourage eco-friendly practices in telecom agreements.

6. It’s high time we updated the Indian Contract Act and the IT Act to keep pace with new digital contracting methods, ensuring that our telecom agreements are not just smart but also enforceable.

The Indian telecommunications industry stands out as one of the most vibrant, competitive, and tightly regulated sectors in the global economy. As telecom networks grow to connect billions of users and drive digital transformation, the need for well-crafted, legally sound, and future-proof telecom contracts has never been more crucial. This research delves into the legal and regulatory framework surrounding telecom contracts, shedding light on the role of statutory authorities, the nature of contractual relationships, common disputes, and international best practices.

The research highlights a number of structural and procedural hurdles. These challenges include the overlapping authority between TRAI and DoT, slow dispute resolution processes, inflexible licensing frameworks, and the urgent need for updated regulatory tools to keep up with the rapid pace of technological convergence. Additionally, new challenges like the rollout of 5G, cybersecurity concerns, data protection issues, and the push for greener telecom infrastructure require us to think ahead with innovative contracts and policy changes.

To tackle the challenges that lie ahead, it’s crucial for all stakeholders—like regulators, service providers, legal experts, and policymakers—to join forces. TRAI and DoT should work together more closely to cut down on redundancy and resolve any regulatory conflicts. Judicial institutions need to keep championing fairness in contracts while also considering the unique needs of the sector. Legal education and practice should adapt to equip professionals with the specialized knowledge required in telecom law, digital contracts, and regulatory compliance. At the end of the day, telecom contracts are more than just business tools; they are essential for connectivity, innovation, and empowerment. They allow people to communicate, help businesses grow, and enable governments to operate more effectively. In a digital India, contracts go beyond mere legal formalities—they form the bedrock of trust. It’s vital to ensure that telecom contracts are reliable, enforceable, and accountable to truly achieve the nation’s vision of a connected, inclusive, and secure digital future.

Disclaimer: The materials provided herein are intended solely for informational purposes. Accessing or using the site or the materials does not establish an attorney-client relationship. The information presented on this site is not to be construed as legal or professional advice, and it should not be relied upon for such purposes or used as a substitute for advice from a licensed attorney in your state. Additionally, the viewpoint presented by the author is personal.

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We are looking for a Communications Leader to lead communications across Asia Pacific (APAC) including India. This is a pivotal role in supporting communications efforts to our community, policymakers, regulators and media in the region. Meta’s communications need to reflect the diversity of nationalities that use our platforms to connect to the things that matter to them. You will be part of a strong international communications team and will be working closely with our global and US teams. This person reports to the Vice President of International Communications.

VP, Communications, APAC Responsibilities

Ensure the APAC and India Communications organisation develops and implements comms plans aligned with the company’s global priorities, while customizing them for the countries in which our teams work

Ensure appropriate funding and headcount are allocated to support these efforts, manage budgets to ensure our money is spent wisely, and focus the team on the most important priorities and opportunities

Use data and metrics to help inform strategy and assess how the team’s work is impacting the region

Lead and inspire high-performing team and create an environment of engagement and strong cross-functional collaboration

Ensuring the work and voice of the team are effectively communicated and well-represented as part of a global company

Champion idea-sharing and ensure best practices are shared among the other teams worldwide including the advanced use of Artificial Intelligence

Develop talent so that there is a strong bench at each level with clear paths for development. Champion continued learning and skill development

Work in sync with other APAC functions especially marketing, policy, legal and the business

Serve as a strategic advisor to the different countries within the APAC region, particularly in times of crisis and controversy

Minimum Qualifications

Track record for innovative communications campaigns

20+ years of relevant experience, including APAC leadership experience

Experience managing a diverse team spread over multiple locations

Proven record of talent development

Demonstrated experience managing complex issues across multiple countries

Track record of exercising solid judgment to drive effective outcomes

Experience operating in a large, global matrix organization, partnering and collaborating effectively with cross-functional partners at all levels, including key partners like policy and marketing as well as senior executives

Preferred Qualifications

Experience in Tech or associated sectors

About Meta

Meta builds technologies that help people connect, find communities, and grow businesses. When Facebook launched in 2004, it changed the way people connect. Apps like Messenger, Instagram and WhatsApp further empowered billions around the world. Now, Meta is moving beyond 2D screens toward immersive experiences like augmented and virtual reality to help build the next evolution in social technology. People who choose to build their careers by building with us at Meta help shape a future that will take us beyond what digital connection makes possible today—beyond the constraints of screens, the limits of distance, and even the rules of physics.

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Meta is proud to be an Equal Employment Opportunity employer. We do not discriminate based upon race, religion, color, national origin, sex (including pregnancy, childbirth, reproductive health decisions, or related medical conditions), sexual orientation, gender identity, gender expression, age, status as a protected veteran, status as an individual with a disability, genetic information, political views or activity, or other applicable legally protected characteristics. You may view our Equal Employment Opportunity notice here .

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