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Professionalising Mediation In India – A Crying Need

A.J. Jawad* Mediation received statutory recognition in India in 2002, when the Code of Civil Procedure was amended to include section 89 which mandated the referral of pending civil cases to any of the five Alternative Dispute Resolution mechanisms mentioned therein. Even prior to section 89, there did exist a reference to mediation under section 30 of the Arbitration and Conciliation Act, 1996, though it was only recommendatory in nature. Section 89 would have also been a dead letter but for the judgment of the Supreme Court in what is commonly known as the Afcons’ Case which created a strong framework for referral to ADR. The conundrums that existed in the wording of section 89 were also clarified by the Supreme Court in this case. Starting from 2005, court-annexed mediation centers started coming up in various High Courts. Lawyers were trained in mediation through experts both foreign and domestic. In 2005 the Supreme Court of India formed a committee called as the “Mediation and Conciliation Project Committee” (MCPC) which started aggressively promoting the use of mediation as part of the case management process in courts and organized training programs in the High Courts and District Courts. Guidelines were framed for 40-hour mediation training programs and indigenous trainers were trained and entrusted the job of conducting the training programs. The Afcons’ case in 2010 gave a much-needed impetus to the use of mediation under the court-annexed programs. While court-annexed mediations have become ubiquitous in many High Courts and some District courts, mediation in the pre-litigation stage still remains a distant dream in spite of the sprouting of private institutions offering mediation services. New legislations such as the Commercial Courts Act, 2015, which was amended in 2018 to include section 12A mandating pre-litigation mediation, did not have the desired effect. Provisions under the Companies Act, 2013, recommending mediation remain ineffective and there are hardly any referrals by the National Company Law Tribunals. The Ministry of Corporate Affairs created a pool of mediators by conducting its own training programs. But their services remain mostly under-utilized, if not un-utilized. The amended Commercial Courts Act came with its own drawbacks. Apart from the failure of most courts to operationalize the pre-litigation mediation mandate, the provision itself suffers from some inherent lacunae, primary being the entrustment of the mediation exclusively to the National and State Legal Services Authorities who do not have the resources. More importantly, such a mandate does not fit into their raison d\’être. Pre-litigation mediation, notwithstanding its distinct advantages like time and cost effectiveness, is yet to gain the traction and acceptability as a go-to option before resorting to the conventional, time and cost intensive systems like litigation or arbitration. The reason is obvious – mediation is yet to be professionalized in India. For pre-litigation mediation to become the go-to system of first resort, there is a need to have a pool of professional mediators whose skill and qualifications would be impeccable. Unfortunately, India still suffers from a lack of understanding of the fine nuances and skills that go into the mediation process. To understand how mediation is perceived, notwithstanding the various developments that have taken place in India, we can, for instance, have a look at Rule 4 of the Companies (Mediation and Conciliation) Rules, 2016 that prescribes the qualification of panel of mediators and conciliators to be constituted under section 442 of the Companies Act: Rule 4. Qualifications for empanelment.— A person shall not he qualified for being empanelled as mediator or conciliator unless he — (a) has been a Judge of the Supreme Court of India ; (b) has been a Judge of a High Court; or (c) has been a District and Sessions Judge ; or (d) has been a Member or Registrar of a Tribunal constituted at the National level under any law for the time being in force; or (e) has been an officer in the Indian Corporate Law Service or Indian Legal Service with fifteen years’ experience; or (f) is a qualified legal practitioner for not less than ten years; or (g) is or has been a professional for at least fifteen years of continuous practice as Chartered Accountant or Cost Accountant or Company Secretary; or (h) has been a Member or President of any State Consumer Forum; or (i) is an expert in mediation or conciliation who has successfully undergone training in mediation or conciliation.(emphasis supplied). Even the rules framed by the High Courts suffer from the same lacuna. Rule 5(1) of The Tamil Nadu Mediation Rules, 2010 for instance is almost in pari materia with the Rule 4 ibid. and states under Rule 5(2) as follows:  (2) A person other than those specified in sub-rule(i), for being a person, empanelled as a mediator, should have undergone the training in the Centre or shall be a member of any institution recognized by the High Court as experts in mediation and training mediators. It can be seen from the above that the qualification of “training and expertise in mediation” is given the least priority for empanelment as a mediator. This shows a lackadaisical approach to mediation based on the erroneous premise that it is only an ad hoc process that can be conducted by any one, even without any training in the process skills. Such an approach to mediation is also evident from the Supreme Court ruling in Salem Advocate Case where it was held that it is not necessary for lawyers and judges to undergo training in mediation. It is a paradoxical situation where, on the one hand court-annexed mediation training programs are conducted with great gusto and on the other, the regulatory framework pays scant regard to the need for training and process expertise in mediation.  THE WAY FORWARD: There is a crying need today to recognise and accord the status of a distinct profession to mediation instead of treating it as a tack-on to the legal profession. In order to professionalise mediation, what is first required is to prescribe the qualification. Entry to

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Arbitrators’ Duty Of Disclosure

Zeyad Abouellail*   Paris Court Of Appeal, CCI, Pôle 5 – Chambre 16, 25th Of February 2020: N° 19/07575, N° 19/15816, N° 19/15817, N° 19/15818, N° 19/15819   The newly established International Commercial Chamber of the Paris Court of Appeal recently rendered its first – and much anticipated – decision in setting aside proceedings against an international arbitral award. This decision, constituted of a series of judgments rendered on the same day and in the same case, gives important precisions on the control of arbitrators’ independence and impartiality and clarifies the extent of their duty of disclosure.   The Case   Three Brazilian companies were involved in an offshore oil project in Brazil (Dommo, Barra, and Enauta[i]). In view of the realisation of this project, the companies were members of a Consortium governed by a joint operating agreement. A dispute arose in connection with the execution of the project and Dommo was later excluded from the Consortium. This exclusion prevented Dommo from selling its stake to a third party.   Dommo initiated an arbitration before the London Court of International Arbitration (LCIA) against Barra and Enauta (respondents). The arbitrators transmitted their respective declarations of independence in November 2017. Once constituted, the arbitral tribunal, sitting in Paris, rendered an interim award on bifurcation and then rendered five interim and costs awards (the Awards) between February 2018 and January 2019.   In the course of proceedings, Barra added a new lawyer to its team of counsel. This arrival of a new lawyer forced the arbitrator appointed by the respondents to update his declaration of independence in November 2018. Subject to his updated declaration, Dommo requested clarifications from the co-arbitrator. In his clarifications, the latter stated that he was counsel from 2012 to 2015 (around two and a half year before the start of the arbitration) at a Saudi firm, itself affiliated with the law firm of Barra’s new lawyer, whose clients are two of Barra’s majority shareholders.   In light of these elements, Dommo filed a challenge against the co-arbitrator with the LCIA, which was rejected in February 2019. Accordingly, it was in the context of the applications to set aside the Awards before the Paris Court of Appeal that Dommo reiterated its concerns on the respondent-appointed arbitrator’s independence and impartiality, as the set aside proceedings were initiated on the ground that the arbitral tribunal was irregularly composed[ii].   The Annulment Proceedings   Dommo argued that the arbitrator’s failure to disclose the link between him and a firm whose clients are Barra’s shareholders was sufficient to cast doubt on the arbitrator’s independence and impartiality from the point of view of a \”reasonable observer\” (¶ 25). Dommo also alleged that its challenge was not premature since the information was not easily accessible and refuted the presumption of public knowledge as it claimed that the presence of the information in question on the internet didn’t necessarily mean that it was easily accessible. It asserted that the “duty of curiosity” (devoir de curiosité), which is imposed on the parties at the start of arbitration, requires only that due diligence be performed, the parties not being required to carry out in-depth research.   In response, Barra and Enauta argued that the information was public knowledge. As such, Dommo did not fulfil its duty of curiosity when it could have easily accessed the information. The respondents asserted that the immaterial and indirect nature of the links existing between the arbitrator and Barra was not of a nature such as to create a reasonable doubt in the minds of the parties as to the arbitrator’s independence nor affect his judgment.   In summary, the allegations of the parties related to (i) the alleged publicity of the information in question and whether the arbitrator should have disclosed them and (ii) whether the links between the arbitrator and the party in question were likely to influence the arbitrator’s independence and impartiality.   The Court’s answer was twofold: in light of the evidence presented, (i) the Court finds that the information was not public and that the arbitrator had a duty to disclose such information that can give rise to doubts about his independence. Nonetheless, (ii) the Court rejected the setting aside of the Awards as it found that the links between the arbitrator and Barra are unsubstantiated and do not influence the arbitrator’s independence nor affect his judgment.   How Did The International Commercial Chamber Analyse The Alleged Publicity Of The Information?   Under French law, an arbitrator must disclose any circumstances that could give rise to a reasonable doubt regarding their independence or impartiality[iii]. The Court explained that the duty of disclosure must be assessed in the light of both the publicity of the criticised situation and its reasonably foreseeable influence on the arbitrator’s judgement (¶ 43), confirming prior case law[iv].   In regard to information subject to disclosure, it is generally considered in French jurisprudence that only information linked to the dispute are in principle concerned[v]. This approach is shared by other jurisdictions, as a German court considered that in principle, an arbitrator must not disclose all information but only the relevant circumstances which in the view of the parties can reasonably cast doubts about his independence and impartiality[vi].   French law notably exempts the arbitrator from disclosing what is publicly known (exception de notoriété)[vii]. However, it is in deciding what constitutes “public” information that resides the main difficulty. Even if prior case law admitted the public character of information available on the internet[viii], this decision reinforces the uncertainties of this affirmation, as not all information available on the internet is mechanically easily accessible[ix].   The Court adopted a very pragmatic approach in its decisions to admit that the information was not public knowledge and that it should have been disclosed by the arbitrator (¶. 52), even though available on the internet. The Court concretely analysed the necessary operations to access the information in question. It noted that access to this information is only possible “after a

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DEAL MEDIATION: THE FUTURE OF ADR, PART II

Claude Amar* *Partner, Mediation & Resolution I President, Institut Français de Certification des Médiateurs I Paris, France and Véronique Fraser, Ph.D. *Professor for the Master’s degree in Conflict Prevention and Resolution at the the Sherbrooke University School of Law (Canada) Disadvantages of Deal Mediation? We have discussed above many of the advantages to using a deal mediator but there are nevertheless a few potential disadvantages which must also be addressed. Lack of information often leads to fear, a fear of the unknown, as has certainly been the case in terms of deal mediation. The disadvantages are very few but because very little is known about the process and written reports regarding the successes of deal mediation are still rather scarce, many people dismiss it as a waste of money and/or time. There may be a small grain of truth to this viewpoint. Perhaps the main disadvantage of employing a deal mediator is that it does not necessarily guarantee that there will be a deal. If no deal is produced, then each party will be out the cost of the mediator’s time and efforts, divided by the number of parties involved. But while this may seem like a disadvantage in terms of cost, there is a significant advantage attached which must be acknowledged. Despite the lack of a deal, the parties will have spent ample time discussing the many intricate details of their project and will thus leave with a better understanding of the other side’s needs and interests. This could be useful in ‘laying the groundwork for a future deal if the parties so choose’ (Neiman 2012, 4). As was mentioned earlier, some people may worry that engaging in such a process leads only to them exposing their ‘upper-hand’ so to speak and as a result they feel that they are weakening their negotiating position. This is a common misconception about the process of mediation which must be challenged. In reality, engaging in this process can lead to an increasing array of otherwise unthinkable options and helps to widen the ZOPA through transparency. It helps to ensure that each party’s interests are being met in the best possible manner. With an expertise in problem solving and integrative negotiation, the deal mediator can also help the parties to brainstorm to find creative ways to create added value. Such ways can include adding more negotiation topics at the table to allow for trade-offs, creating contingencies (e.g. based on market price or annual profits), prioritising interests, exchanging priorities and conceding on secondary interests, assisting the parties to a complex brainstorming process. Now that we have established the advantages (in Part I of the post) and disadvantages of the use of a Deal Mediator, let us discuss the qualities they embody. Qualities Of A Deal Mediator Deal Mediators embody several important qualities that set them apart from a typical negotiator. They Are Impartial This signifies that they are not allowed to take sides or to demonstrate any partiality, whatever the situation may bring. As a neutral and impartial third-party the mediator is there to hear each side’s concerns and to ensure that those concerns are heard and acknowledged by all involved parties without demonstrating favouritism for one side over the other. They are not swayed to one side or the other and are truly in the middle. This does not mean that they are inhuman and lack any emotion, it simply signifies that they learn to control their emotions, acknowledge any bias tendencies, and prevent those biases from manifesting in favouritism for one side or the other. personal interests do not hinge on the outcome of the mediation process. 2. They Are Independent The neutral has no ties to either one party or the other, nor is he interested in the outcome. To put it differently, the mediator’s personal interests are in no way tied to the outcome of the mediation process. His/her sole purpose is to assist the parties in engaging in a better transaction than would have been possible without their assistance. The mediator’s ultimate goal remains that of assisting the parties in reaching the best mutually-beneficial deal possible. Their independence certifies that they are remunerated for the hours they put in regardless of the outcome. They are not paid more for leading you to a solution or a signed agreement and this ensures that they will not force parties to sign a deal merely to increase their financial reward. 3. They Are Able To Uncover The Interests Of All Involved Parties As mentioned earlier, there is a difference between interests and positions. Fisher and Ury emphasized this point strongly in suggesting that parties in a negotiation learn to separate positions from interests. The mediator as a third-party neutral can go beyond asking the ‘What’ question to asking the ‘Why’ and ‘How’ questions: What do you want? Why do you want it? How can this need be met? The mediator is able in asking these questions to uncover the true necessities facing each party and to open up a wider zone of agreement which otherwise would have remained closed. This allows for more creative solutions to be proposed and for increased collaboration amongst parties. 4. The Deal Mediator Has No Opinion The Deal Mediator is also known as a deal-facilitator because their primary task is to facilitate the closing of a deal but they are not there to offer their opinions. That is what the counsels are for. Each party may bring whomever they wish to assist them in the mediation be it an expert, a broker, their attorney, or any other party they may deem useful. Those persons are able to offer whatever advice and opinions they like but as a neutral, the mediator’s job is not to offer opinions. The mediator is there to ensure that each side has all of the necessary information to allow them to create their own, well-informed opinions. 5. The Deal Mediator Defers The Decision-making To The Mediating Parties. While the Deal Mediator is there

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DEAL MEDIATION: THE FUTURE OF ADR, Part I

Claude Amar* *Partner, Mediation & Resolution I President, Institut Français de Certification des Médiateurs I Paris, France and Véronique Fraser, Ph.D. *Professor for the Master\’s degree in Conflict Prevention and Resolution at the the Sherbrooke University School of Law (Canada) While mediation is indeed an excellent method for resolving on-going disputes, one can argue that mediation may prove just as useful, if not more so, in preventing conflicts before they arise. Although it is not yet widely used in this manner, a strong case can be made for the use of mediation not merely as an alternative to resolving current disputes, but also as a pre-cursor or preventative measure in the art of deal making. This paper aims to highlight the benefits of mediation in non-conventional areas such as deal-making and deal-management in order to encourage its further development and widespread use. Unfortunately, many people fail to realize that future problems could be avoided if a mediator were present during the drafting of a deal from the very beginning stages. In this manner, the mediator would act as a deal-facilitator as suggested by Schonewille and Fox. According to Stearn (2008), deal mediation is ‘facilitated negotiation, with the involvement of a neutral third party, of business transactions in which no dispute has arisen’. Usually the currently existing process of closing a business deal is more akin to a negotiation involving positional bargaining than it is a “win-win” optimal deal which benefits all involved parties in the best possible way. This is where a deal mediator or a deal-facilitator can prove useful. Schonewille and Fox’s (2011) research has shown that parties directly involved in a commercial negotiation can easily fall into many traps and pitfalls which could lead to a ‘suboptimal’ deal. These pitfalls include dividing value rather than creating value and parties sticking to their own bargaining positions rather than exploring options for mutual gain. As parties involved in such negotiations are often very inexperienced in proper negotiation techniques, they often end at an impasse or in cases where a deal is reached, opportunities for greater value-creation are missed. While such a deal may be just fine and seemingly satisfy the multiple parties involved, it is highly likely that the resulting deal is not the optimal deal that the parties could have reached. The job of the deal mediator in such cases is two-fold: their first aim is to ensure that a deal is reached (although this is not a guarantee) and the second aim is to ensure that whatever deal is reached carries the highest possible value for each party meaning that each party receives the maximum possible benefits from the deal to which they agreed (Neiman 2012). The key takeaway from these aims is the idea of the maximum-possible benefit for each side. The parties could of course choose to negotiate a deal on their own, with the assistance of their counsels, and could end up successfully closing a deal in which they are all seemingly satisfied. The main difference, however, in using a Deal Mediator or deal-facilitator is that their main goal is not merely in closing a deal, but rather in creating the best possible deal for all parties and ensuring that all involved parties have satisfied as many of their underlying interests as possible. In other words, the deal mediator’s objective is to create the best possible deal whereas parties’ councils aim to maximize the individual value for their client. The latter situation can sometimes lead to hard bargaining tactics and a distributive result representing parties’ bargaining power. Why is a Mediator Important in Deal-Making? As noted by Salacuse (2002), due to the modern-day climate, deals are becoming increasingly international, thereby involving parties from around the world who come from a variety of cultures and backgrounds and who approach each deal with varying negotiation styles. This cultural richness carries with it the propensity for cultural misunderstandings which can easily hamper the closing of a deal. A deal-facilitator or a Deal Mediator could be useful in avoiding any such misunderstandings and of clarifying any differing viewpoints that arise from a difference in backgrounds. Another advantage of a Deal Mediator lies in their thorough comprehension of a deal. If for instance the Deal Mediator were present from the very early stages of the drafting of the deal, they would possess a deep and thorough understanding of the negotiated agreement and would therefore be familiar with the intricacies of the deal. This would allow them to anticipate or handle any future disputes much more easily than a mediator who was not present during the initial stages. A deal mediator who has been involved in the opening stages will be better able to help the parties brainstorm and anticipate all potential areas of disputes. The deal mediator may also have a specific expertise in an industry and can assist the parties to anticipate areas of potential dispute. An example of this is the Disputes Potential Index in the construction industry (Construction Industry Institute). In referring to international Deal Mediators in the construction industry, Salacuse (2002) posits that their continuous contact with the parties and the projects leads to an ‘intimate familiarity with the transaction’. Additionally, the deal mediator can assist parties in tailoring specific dispute resolution processes to deal with each potential area of disputes pre-identified by the parties, this can include establishing clear lines of communication, standing neutrals, etc. With his expertise in dispute resolution processes, the deal mediator can help the parties to tailor processes to their specific needs and situation. A third advantage lies in the mediator’s ability to identify each party’s interests and to assist each party in devising solutions to fulfil those interests. Too often, parties enter a negotiation situation such as deal-making with very strong positions. These positions are stated in such a way that there is little room for manoeuvring and parties tend to hold tightly to these positions. The mediator’s job is to avoid positional bargaining by focusing on the interests

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ADR SYSTEM: LEVERAGING COURTS’ STRONGHOLD

Justice K Kannan* Justice K Kannan, Former Justice of Punjab & Haryana High Court, Chairman of Railway Tribunal, Senior Mediator, Sitting member on the panel for Indian Supreme Court mandated draft mediation bill. I. Introduction Have we worked our courts well enough? If we have 32 million cases in various tiers of judicial adjudication, there is something seriously amiss. If foreign investors are weary of coming to India for fear of not being able to find easy resolution through our courts or if we are seeing the shifting of venues of arbitration out of India to the nearby Singapore, we must admit that there is a stranglehold of courts that we are not able to shake free from. Not the delays, not the apprehension of corruption, not even sometimes their poor quality could be dampeners. If, in USA, the settlement culture is propelled by avoidance of high costs of contested litigation, the extraordinary delays ought to entice us away from this system, but no, the blindfolded Themis is an unshakeable seductress! In legal circles, Alternative Dispute Resolution (‘ADR’) is becoming an increasingly touted term. This is not necessarily for the same reason. Despite its name, ADR is largely seen not as an alternative to the court system, but as a necessary adjunct to the established justice delivery portals. Though a British system of courts that displaced banyan tree justice or panchayat system that were indigenous as tools for conflict resolution, it lies strongly embedded in an average Indian psyche that the vernacular Cutcheri  in many an Indian language means the same thing. Any angry diatribe between contesting parties in any situation will conclude with a warning, ‘let us meet in Cutcheri’ or ‘let the Cutcheri decide’ or ‘I will drag you up to Supreme Court!’.  II. Arbitration And Conciliation On Court Leash This explains why the choice of arbitrator is always mired in controversies and resorting to High Courts for appointment of arbitrator is constantly invoked under the Arbitration Act.[i] A large incidence of challenging awards in courts as though arbitral tribunals are courts of first instance and appeals to courts shall be the norm, arise out of a mindset firmly entrenched not merely in lawyers or parties fomenting litigation but also of judges, who do not want to let go of their jurisdiction for flimsy reasons. Conciliation as a viable form of dispute resolution never took root, although the Industrial Disputes Act,[ii](“ID Act”) made it obligatory before any dispute could escalate through a notification by government for reference to Labour Courts. The provision was only seen as a necessary evil and parties were always eager to secure a ‘failure report’ so that a reference could land them in courts. Conciliation under the 1996 enactment[iii] was a processual variation of the popular concept of mediation that had gained ground in U.S at that time but it is doubtful if the parties ever resort to this practice. III. Mediation mostly court-annexed Mediation, when it was introduced through procedural law in Civil Procedure Code,[iv] it was conceived of as a mechanism attached to the court so that it is the court’s initiative that consigns parties to arrive at the mediation table. If a settlement takes place it shall still go back to court to secure the court’s imprimatur. There are over 30 Central legislations that make references to mediation but there is still no standalone law on mediation[v] that anoints a team of professionals through a well-structured training syllabus, an accrediting body to recognise and regulate the practice of mediators and giving teeth to mediated settlements the status of decrees to secure enforcements in the event of default of compliance of agreed terms. The Companies Act, 2013 contains provision for a mediation panel[vi] but strangely, the legislative understanding is so warped in litigative approaches that the law makes provision at the same time a provision for challenge in NCLT if the party is aggrieved, as though there could be still a lingering dispute after settlement. The Insolvency and Bankruptcy Code, 2016[vii] repeals existing provisions of insolvency laws and some provisions of companies Act, apart from substantially amending the laws of partnership, central excise, customs, debt recovery, SARFAESI, and SICA.[viii] The Resolution Professionals under the Code need not be trained mediators; they could make their recommendations like bosses over warring parties to the NCLT and the ultimate resolution is largely adjudicatory and adversarial. The Commercial Courts Acts[ix] expect mandatory mediation but leaves commercial litigants of high value claims to resort only to the ill equipped, bureaucratic minded Legal Services Authorities operating at district levels to be administered with mediatory approaches. It is just another institution like conciliation offices under ID Act that only offer passages for entry to courts with failure reports. The Lok Adalats cater largely only to Motor Accident Claims[x] and not effectively used by insurers who prefer courts’ judgements on contests than negotiated settlements.  IV. No Standalone legislation for Mediation insight It has been eight months since India signed the United Nations Convention on International Settlement Agreements Resulting from Mediation,[xi] otherwise known as the Singapore Convention on Mediation. The Singapore Convention expects a domestic law to support a mediated settlement of cross border disputes to be enforced in any Court in India but there is no law in sight through any form of legislative activity. There have been no active steps to produce a draft of bill, none placed for public debate or for discussion before select panels, either parliamentary or ministry driven. The Supreme Court itself has set up a committee to recommend a draft law to take recourse to, perhaps, some judicial legislation, as it were, to lay down guidelines where there is a legislative vacuum, the way the Supreme Court did in Vishakha v State of Rajasthan (1997) for legal responses to confronting sexual harassment in work places as a judgment driven law but it is anybody’s guess when it will take shape. V. Small incremental step is the way forward The initial trust in court’s adjudicatory abilities

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