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Disputes in Perspective

Reed Smith
Disputes in Perspective
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5 de 20
  • Understanding foreign direct investment screening with Steffen Hindelang
    In this episode, Reed Smith’s Niyati Ahuja sits down with Dr. Steffen Hindelang, professor of International Investment and Trade Law at Uppsala University in Sweden and executive director of the CELIS Institute. Together, they explore the growing global focus on foreign direct investment screening and why it has become a key element of policymaking in the EU and beyond. ----more---- Transcript: Intro: Welcome to Disputes in Perspective, a Reed Smith podcast. This podcast series will discuss disputes-related trends, hot topics, and developments occurring in the global legal landscape, and hopefully provide you with some helpful insights and practical tips. If you have any questions about any of the episodes, please feel free to contact our speakers.  Niyati: Welcome to Reed Smith's Disputes in Perspectives podcast. I'm Niyati Ahuja, senior associate in the New York office of Reed Smith. I work in the international arbitration and global commercial disputes group. I do both commercial and investor arbitration, as well as litigation in New York courts and white-collar investigation matters as well. Today, we are very pleased to welcome Dr. Steffen Hindelang to this podcast. Steffen is a professor of international investment and trade law at Uppsala University in Sweden. He's also the executive director of the CELIS Institute, an independent, non-profit, non-partisan research enterprise dedicated to promoting better regulation of foreign investment in the context of security, public order, and competitiveness. Steffen has advised the EU, European governments, as well as companies on investment tribute regimes, international investment disputes, and international organizations on the reform of the current international investment law regime. As you can tell, he has a very, very interesting background. He has been repeatedly invited by the European Parliament's INTA committee to prepare studies on the development of the EU's common commercial policy. He frequently acts as expert advisor before international tribunals and national courts and has served as an exit arbitrator. I also understand, Steffen, that you are organizing a very interesting boot camp in India next month in August on investment arbitration. I'd love to know more about that before we delve into the more serious topics we're going to discuss today about foreign direct investment screening. So I'd love to know more about this boot camp. Would you just share a few lines about that?  Steffen: Of course. First of all, thanks very much for having me. Delighted to be here and talk about two worlds which come together. And that's also the topic of the boot camp. We are jointly organizing with a leading Indian institution. The idea here is to explore crossroads of investment arbitration and economic security regulation. We are inviting students, public servants, attorneys which want to know more about this emerging topic and of course also issue how two worlds come together and possibly collide and how we can make that coalition as painless as possible.  Niyati: Yeah that sounds wonderful and is it in in Gujarat is that correct?  Steffen: Indeed that's in Gujarat It's going to be hot in a double sense. Temperature is going to be quite intense. But also the topic, I think, if I may say so, it's going to be quite hot. And we are at the forefront here, exploring how investment screening measures and others will trigger or may trigger investment arbitrations.  Niyati: Yeah, sounds very interesting. If you do want to, if anybody wants to know more about the boot camp, please do reach out to Dr. Steffen. Okay, now getting to the basics and the more serious topics, let's begin with the basics. What is foreign direct investment screening and why do you think it has become so central to policymaking in the EU and globally as well?  Steffen: I think originally, or let's say for the last 30 or 40 years, we have seen a hyper-globalization. The world has come or had come together very close. In many ways, the United States and China were basically also coming closer. The United States' only remaining superpower at some point may have felt a bit challenged by China and its practices, which the United States perceived as not fair. And more and more in the United States, but also in other areas and other places around the world, this open-door policy was questioned. And one basically started to think anew about foreign investment, not just seeing the undoubtedly positive effects on welfare and development, but also seeing the potential risks to national security, as the United States would put it, or to public order and security, as the Europeans term it. So what is it about? Investment screening essentially is a review of a foreign capital employment or deployment for risks to national security. So is it acceptable that, for example, an Indian company runs the rail networks in the United Kingdom? That's the question the investment screening authority has to answer. Does this pose a threat to the national security? In many other areas, you find that as well. It's not just infrastructure, it's also technology. Is it a threat to national security that certain chip companies are suddenly owned by Chinese? Or that German robotics companies are taken over by Chinese? That are the basic questions behind investment screening.  Niyati: That's very helpful for our listeners. My next question is actually related, and you mentioned invest infrastructure as well as technology sectors. So what kind of investments are typically subject to screening? Are there thresholds or sectoral focuses that listeners should be aware of?  Steffen: I mean, investment screening, there is not just one regime. Each and every state runs its own. And even in the European Union, there's very little harmonization on that. But I think we're going to talk about the EU's regime later. Each state decides for itself what are the sectors which are perceived as particularly sensitive in terms of national security or public order and security. And it relates, as said earlier, to critical infrastructure, telecommunication networks, harbors, ports. Airlines, rail, and so forth. Also, technology from chips over emerging technologies, artificial intelligence is another example. You come to social services, you have, for example, hospitals as an area of interest. Pharmaceutical companies are at the focus. But you have even, in certain countries, school cafeterias, which are perceived as a critical asset, which is screened when taken over by a foreigner. So I think there are very few sectors actually around the globe, which are completely free of any investment screen. Because on the one hand, each nation has its own sensitivities. And on the other, one must clearly say there's a trend towards screening broader and broader, which causes, of course, additional red tape for international capital transactions. Thresholds, again, you can't have a cross-the-border answer on that. It's really depending on what kind of economic policy that respective country wants to run. You see a trend that thresholds getting lower and lower. So in the old days, it was 25% typically when 25% of a share capital was acquired, then it triggered a review. These days, in particular sensitive areas, you have 5% thresholds. But again, there are other jurisdictions like Switzerland, which is very, very skeptical about investment screening, and they have a relatively high threshold. So it depends really very much on the policy priorities.  Niyati: Yeah, it seems like states are still exercising their sovereign powers over what kind of policy they want to develop relating to these foreign investments. My next question is related to, I think it's more specific in the way EU defines security and public order for the purposes of investment screening. Are these definitions, in your opinion, intentionally left to be broad?  Steffen: I think the European Union is a very particular animal in that respect because the European Union is something... In between an international organization and a federal state and the relationships between the, EU as the international organization, so to say, and its member states is highly complex. And you can't really have across the board an answer to that relationship, but you really have to look at the particular subject matter here, investment screening. This is largely an EU competence. So basically, for our audience in the United States, it would be a federal competence. However, interestingly here, you would expect that then the European Union runs its own unified regime. No, they delegated back the power to run investment screenings on the state level. So for the U.S. on the state level, and a language you would talk about member states level. And each and every member state, except for one, runs its screening mechanisms. And here as well, there are member states which have a long tradition in having investment screening mechanisms. for example, France, but also Germany has had an established screening mechanism, though a very narrow one. And then there are, for example, Sweden states, which thought they can do completely without. And of course, having different approaches requires for very open-ended terms. And public order and security, this is an open-ended legal concept, which is then further defined either by secondary legislation, that is the EU screening regulation, which provides some guidance, though it does not really restrict the member states. And then you have the court, the Court of Justice of the European Union, which in its case law, of course, has defined public order and security. However, again, it's case sensitive. So public order and security in pharmaceutical regulations means something very differently than here in investment screen.  Niyati: Yeah, no, that makes total sense. And I think it is also circumstantial, especially when it comes to courts issuing a ruling regarding what they would consider to fall under the definition of security and public order. My next question really is about what obligations. So we talked about how different states have different policies and it depends on how they want to exercise their sovereign powers. And then that would have an impact on this screening. My question now is about those member states that do not yet have national screening mechanisms. Are there any obligations that the EU regulation imposes on these member states?  Steffen: Yes and no. There is no obligation today to introduce an investment screening mechanism, though a lot of peer pressure. And I think soon we're going to be there that each and every member state has its screening mechanism. So for example, Cyprus, which was very late in the process, has now a draft law or a bill. And if a member state has a screening mechanism, then there are certain basic requirements essentially relating to the due process. So you need to have a transparent process, you need to have the decision which is reviewable, and so forth. So very basic rule of law standards are repeated essentially because that also follows from other sources of law that you have to comply to those standards. The interesting part here of the EU mechanism is that member states are under the obligation to exchange information in an area which is perceived quite sensitive to sovereignty. So you have, as an effect of the EU screening regulation, an information exchange mechanism. And that's indeed novel. So member states are sitting together in Brussels and looking at the various transactions together with the commission. And in that way, it becomes more difficult for ill-intended investors to gain the system. So by entering the internal market through a member state without a screening regime or with only a very narrowly defined one. Because even a member state without any regime has to take part in this information exchange.  Niyati: Right. That makes sense. My next question is about something very, very specific and how, in your opinion, has EU's experience with more than 1,200 notified transactions that shaped the 2024 legislative proposal to revise the screening regulation and had an impact?  Steffen: I think that, of course, to some degree, shaped the proposal because what the EU member states notified to the European Union, basically what they fed in in this information exchange mechanism, varied greatly. So some member states were very restrictive. For example, they did not even send the information on the transactions which were cleared in a pre-screening to Brussels. So the commission and the other member states have the full picture. So you had an undersharing. And on the other hand, you had an oversharing. So other member states, they basically put any transaction which was notified to them. And in some member states, you have very broad notification obligations into the mechanism. So you have an oversharing where even toothbrush producers were suddenly finding themselves in information exchange mechanism and other member states and the commission had to think about it. So also this 1,200 notified transactions does not give the full picture. This is only what came in the European mechanism. Sweden alone, for example, had over 1,000 notifications a year. So you see the dimension and the red tape which is attached to this. Germany, which is roughly 8 to 10 times the size of the Swedish economy, had 400. Again, you see a different, more restrictive approach when it comes to investment screening. And then only a fraction of that actually moves into the European mechanism. So the Commission here tried to define more clearly in its legislative proposal. The European Commission is something like the government, which basically proposes legislation on the European context. And there are more clearly defined criteria what is notifiable and what is not notifiable in order to have the, basically more critical transactions on the screen and getting the toothbrush producers out of the system.  Niyati: Yeah, it makes sense. Of course, the example that you gave about Sweden itself is there's only 1,200 notified transactions. I'm sure there were more than 1,200, potentially even 10,000 transactions that were not notified. So now moving on to more of our discussion about investment arbitration. In your opinion or in your experience, can these screening measures lead to disputes under bilateral investment treaties or the energy charter treaty? Could investors challenge such measures through investor state dispute settlement mechanism?  Steffen: It's not only theoretical possibility. It is a reality today. Canada, actually, with its Invest Canada Act, which is an investment screening mechanism run for decades by the Canadians, got caught in investment arbitration, Global Telecom. And there, the Canadians were very successful in defending themselves against the claim because they apparently have run a very transparent, rule-based process, and this is how it should be. But the story which we can take from that very early case is that these mechanisms can be caught by the networks of bilateral and regional investment protection treaties. It depends, of course, very much on the BIT and also on the measure, because not each and every bilateral investment treaty protects market access. That's for one point, it's actually only the minority, but quite often you have. Investment screening also activated when the holdings in a certain investments are increasing over time. So you're having a renewed investment screening, and then you're already established within a jurisdiction, and then you have an investment within the meaning of a bilateral investment treaty, and then we already have the jurisdiction of a tribunal, and then the measures are reviewed by the tribunals. You can also look to other corners of the world. I have to mention Sweden again, so the second time already here. Huawei is a disguised investment screening case because in the middle of a public procurement, Sweden discovered threats to its national security and basically called everything off. And in a normal scenario, these kind of investments into certain sectors, telecommunications, also through contracts like public procurement, which is not strictly speaking an investment, are called by investment screening mechanisms. So you have cases ongoing. Since screening is relatively new in the sense of that now you have a lot of screening ongoing, the mechanism is not new. It's here for a long while. But since the case numbers are dramatically increasing, I don't have to have a crystal ball to say that we've got to see more cases in the long run here.  Niyati: Right. And from a policy perspective, how should countries balance legitimate security concerns, which of course we've talked about, with the need to remain open and attractive to foreign investors? I think that's a challenge or maybe a negative impact that countries see.  Steffen: I think both interests are not only legitimate, but also quite key. And I think personally, I would start that a well-run economy, which is highly competitive and also to the largest extent possible, open is actually the best insurance against outside threats because it allows you to spend full revenue, which you generate by taxes and others on your own defense. So I think any meaningful defense rests on a well-run economy. Hence, we need to have, at least to some degree, open economies. And even though the perspective on open markets has changed over the course of the last years, economic rationale has not changed. Open markets generate more wealth than if you're not trading. So that's for sure. And here, I think it's decisive, especially from a European perspective, to remain open to the largest degree, to have clearly defined. Investment screening mechanisms, which are from an investor's side, well understood in advance, so you can actually prepare, you understand which transactions are caught, which are not caught, what are the thresholds, what are the types of transactions, and also what kind of legal remedies are available if I'm unhappy about a decision and I feel unjustly treated by the administration. And here I think we we can do more to become quite transparent on those mechanisms and just also it's it's a way of of displaying openness if you are clear that you are prepared to defend your vital security interests on the other hand you want to also be held accountable If your mechanism is, yeah, well, not ideally run and you can be held accountable best by courts, if your criteria are clearly set out and you don't have those very soft, hardly predictable legal concepts as public order and security not further defined. And this is actually what the European Union does try to achieve with also the new screening regulation. The proposal is to not clearly define what is emerging technology, what is really critical infrastructure, and so forth. So giving more guidance to investors. This is key here.  Niyati: Yeah. And looking ahead, you covered a lot of it, and our listeners cannot see, but I was nodding my head because I completely agree with you. So looking ahead, do you foresee new forms of disputes arising because of the intersection between FTI screening and investment arbitration? Or you think it's going to be more of the similar kinds of disputes with a new flavor, just like a new additional maybe layer of protection that investors might think to have been breached?  Steffen: I think that investment arbitration is actually, in the area of investment screening probably in many jurisdictions the only remedy. Because the legal redress, for example, in the United States, is restricted to due process. So you can review of whether the result reached was reached in a lawful manner, so sufficient consideration of facts and so forth, and no bias in decision making, but of whether national security or open markets shall win in the end, that's unreviewable. So, our jurisdictions have no review whatsoever when it comes to national security. Then very few, like a German jurisdiction, they have a full reviewability, but then there's a large degree of deference to government decisions. So, here I think there is more space than what you typically find outside this national security context for investment arbitration. And that's maybe good news for investors, but maybe on the other hand, it may also be more and more seen as a problem for governments, which feel restricted in their exercise of sovereign powers in investment matters. And the question is, how are they going to react? Are they accepting that they are held accountable by investment tribunals, or are they rolling back investment arbitration? That's, I think, the interesting question. Look to Latin America, for example. That is maybe something which we may also see at the right side.  Niyati: Yeah, and that's the big debate in the EU, right? What do we do with investment arbitration? I guess it's a big debate globally. What do we want to do with investment arbitration? And are the BITs in the current form sustainable going forward with all of the changes that are happening? And I think it's also partially due to all the experience that states have now had that investment arbitration in the past 20 years or more even.  Steffen: When you look to Europe, I think the situation is slightly different. It's not about trying to avoid accountability. I think it's more about which forum is going to decide questions of government regulation and its legality. And here the European Union has decided for itself that they don't want to have investment tribunals decide these questions by state courts. So it's a slightly different question, though. But I agree you have a debate out there which is very much tailored around what to do with investment arbitration if it comes under pressure for varying reasons.  Niyati: Yeah, no, I think we're both following the whole debate that's been going on for several years now. We'll see which direction we end up going in. For example, India is now entering into new FTAs and new EITs and protecting its rights a little bit more. So maybe that's the direction to go in, especially with India. A lot of investment is going outward. So it is important to protect foreign investors, which means Indian nationals and corporations, their rights when they invest outward. I am diverging from the topic of discussion. So stepping away from the heavier, I think we've had a good discussion about the basics as well. I hope our listeners have learned a bit about investment screening, especially from the EU perspective. and also from the Swedish perspective. Stepping away from the heavier policy and legal topics for a moment, could you share with our listeners who has been a mentor or a key source of inspiration in your career and why? It doesn't have to be a lawyer.  Steffen: It doesn't have to be a lawyer. That's good news. I was fortunate enough to have wonderful teachers at my grammar school. And I also thought that my university education was guided by colleagues, now colleagues, which helped us develop a good sense of independence and also a sense of work ethics. And for that, I'm very grateful. I mean, there's this slogan, which has been with me from my school time, ex laboris fructus, which is obviously a Latin phrase. So out of work, there will be fruits, not imperfectly translated. And that's a bit what has been with me. Just, you know, keeping calm and carrying on.  Niyati: Yeah, it's kind of like you reap what you sow. So I think it's similar in those two sayings. But thanks, Steffen. Thanks for taking the time to speak with us today. I personally learned a lot about what you're seeing and from your immense experience that comes out of your experience with the EU, European government, and just your general investment arbitration experience. On that note to our audience, thank you so much for listening. If you have any questions you want to talk about FDI screening investment arbitration or the boot camp that is happening in in India next month please don't hesitate to reach out to Steffen. If you obviously have any questions for me you can reach out to me as well. We thank you again for listening.  Steffen: Thank you so much.  Outro: Disputes in Perspective is a Reed Smith production. Our producers are Ali McCardell and Shannon Ryan. For more information about Reed Smith's litigation and dispute resolution practice, please email [email protected]. You can find our podcast on podcast streaming platforms, reedsmith.com and our social media accounts at Reed Smith LLP.  Disclaimer: This podcast is provided for educational purposes. It does not constitute legal advice and is not intended to establish an attorney client relationship, nor is it intended to suggest or establish standards of care applicable to particular lawyers in any given situation. Prior results do not guarantee a similar outcome. Any views, opinions or comments made by any external guest speaker are not to be attributed to Reed Smith LLP or its individual lawyers.  All rights reserved.  Transcript is auto-generated.
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  • Lessons from the bench: Navigating nonjury trials and evidentiary hearings
    Seasoned litigators Brad Funari and Adam Massaro unpack the unique dynamics of nonjury trials, as well as requests for equitable relief and evidentiary hearings held without jurors. Brad and Adam share practical strategies for witness preparation, streamlining trial logistics, and even how to read a judge’s demeanor mid-trial – illustrated through firsthand war stories gleaned from their trial experiences and hard-earned lessons in the courtroom. ----more---- Transcript:  Intro: Welcome to Disputes in Perspective, a Reed Smith podcast. This podcast series will discuss disputes-related trends, hot topics, and developments occurring in the global legal landscape, and hopefully provide you with some helpful insights and practical tips. If you have any questions about any of the episodes, please feel free to contact our speakers. Brad: Hello, and welcome back to the Reed Smith Disputes in Perspectives podcast. I'm Brad Funari, a litigation partner in the Global Commercial Disputes Group, resident here in Pittsburgh, Pennsylvania. With me is my new partner in our new office in Denver, Colorado, Adam Massaro. We're going to be talking today about a new topic. We're going to be talking about non-jury trials, requests for equitable relief, and evidentiary hearings where we don't have a box full of jurors. We're going to offer some practice pointers, some best practices, and probably tell a few war stories along the way. So without further ado, I'm going to turn it over to my new partner, Adam, who's going to introduce himself and his practice. Adam: Brad, I appreciate the introduction and allowing me to join today. Very excited. Today, actually, I believe marks right around the four-month anniversary from coming over to the new firm and helping to found the Denver office. We've been nice and busy, two trials already, and it's been really fitting well with, likewise, my national litigation practice, which seems to span states and spectrums across the way. So I'm looking forward to talking with you today. Brad: Great, great. Well, let's kick it off, Adam, and let's start with, I guess, kind of a threshold question, which is you as trial counsel often find yourself in a position where you may have a choice of whether you try the case to a jury or to a judge. When you are given that opportunity, and every case is different, obviously, what factors or what considerations do you give in advising a client about whether you go jury or non-jury? Adam: That's an interesting question. It's certainly something we raise in almost any case unless there's a clear jury waiver situation. Some of the things I think about, number one, are first, who are the main clients and how will they present in front of a jury? That's, to me, one of the biggest factors that I think about. The second factor, I do give some weight to subject matter. However, I've presented complex cases to jurors as well as complex cases to judges. And sometimes the jurors actually get it better, especially high-tech cases in that respect. So subject matter is less important. I think the individuals themselves, I will say if I'm looking at a case with a significant potential damage, that would also give me a real variable on both sides, especially as the plaintiff, I would likely then push towards a jury. Conversely, if I'm the defendant, my desire to be in front of a jury where I'm facing high damages exposure just is oftentimes too great of a risk to force the issue if the other side hasn't demanded a jury. How about you? What do you consider? Brad: Yeah, I think those are all good points. You know, I think credibility of witnesses, that's important. And maybe not even credibility, but just how a witness is going to come across. I know a lot of my cases involve high net worth individuals, very charged in emotional disputes over closely held businesses. Sometimes our witness, though as impassioned as they are, they don't really present well to a jury. So my experience, judges can kind of look beyond some of those factors and really kind of hone in on the story that the witness has to tell. I think the subject matter, you're absolutely right. What is a jury going to find interesting and what is a jury not going to find interesting. Subject matters, a lot of my practice, shareholder disputes, non-competes, those types of matters. We have a lot of the relief that we seek is equitable. So we're in front of a judge anyway. And from a cost perspective and from a scheduling perspective, oftentimes it just makes sense to schedule the entirety of the trial before a judge who can be sit both in a position to exercise its equitable powers, but also to make determinations, of facts and serve as the fact finder. Adam: You know, Brad, you raise questions about equitable pieces, and fairness is a huge fact, which we oftentimes more think about from a jury perspective, but from a judge, how do you sell the case and how do you present it when you do have to come to the court and seek equity? Brad: If I understand the question, Adam, I would say it's really no different than preparing for equity. For a presentation to a jury, going into a hearing, and we'll just use an injunction hearing, for example, in a non-compete case, the judge is going to be familiar with the legal standard that he or she needs to impose to afford our client the equitable relief or deny the equitable relief that's being sought against our client. So in terms of preparation, I go into cases like that, you know, assuming that the judge has some experience and has some knowledge and has been briefed on the applicable legal standard. I also like that in a proceeding like that, that especially when we're defending a case like that, that the judge isn't usually is not afraid to kind of impose herself or himself into the discussion. And recently here in state court in Pennsylvania, we were trying essentially an equitable case. It was a case to appoint a custodian to a closely held business. And in the judge, both kind of in our direct examinations, opposing counsel in my direct examination and on cross, the judge didn't hesitate to refocus the witness or to ask follow ups. I think judges are less comfortable doing that when there's a jury. So I think there's a certain efficiency that clients can take advantage of when we go in front of a judge and are trying something that doesn't involve a jury. So, Adam, we talked a little bit about the subject matter of cases that might afford themselves to a non-jury trial. Are there any cases that you can think of in recent history that you've been involved in or otherwise that, you know, really the subject matter is something that is best left to a judge? Adam: I certainly think that closely held partnership disputes oftentimes fit best with judges. There's normally a lot of history between the parties. They've often worked closely together, sometimes well, sometimes not well. There's going to be a lot of history. There's going to be a lot of knowledge of both good and bad facts by both sides. I think the judge does a nice job of deciphering what is noise and what they need to know. Whereas when you put those types of business divorce cases or closely held business cases in front of a jury, sometimes it's hard for the jury to understand what really matters and what is just sort of the ongoing bad blood between the parties. What are your thoughts? Brad: Right. I agree. Messy business divorces, cases where the theme of the case is rich people fighting over money or rich people problems, those types of subject matters, I prefer a judge. I mean, the judge oftentimes has been with the case for a little while, is familiar with the lawyers, the issues involved, the parties, which is often one of the challenges, you know, in these contentious business divorce type cases. They're emotionally charged, and I think the judge gets that. Adam, I want to switch gears a little bit and talk about preparing for a non-jury trial and an evidentiary proceeding. And be interested in hearing your thoughts on, is it simpler? Oftentimes the client asks the question, how can we streamline the case. Narrow the issues from a budgetary perspective? How can we make it a less expensive trial? Assuming those are all factors in play at the urging of the client, how do you prepare for a non-jury trial or an evidentiary proceeding differently than you would a jury trial, if you do at all? Adam: I certainly will emphasize a trial brief far more in a non-jury trial. Rarely do I need them in a jury trial unless it's maybe a discrete evidentiary issue or something I want to give the court a heads up. However, in a judge trial, I'll take a lot of time on the pre-trial brief. I will set the stage. I find judges actually read them in pre-trial mode on a bench trial. So that's certainly one area that it's worth putting the time in so that the judge knows what he's actually going to be deciding. And I'm not even afraid to make it pretty clear in the pretrial brief what I want the judge to rule on, what I want the judge to consider in those circumstances. So that's one way, I think, to streamline the process. The other thing, and I actually just did this recently in a case, was for experts, I had the judge propose and the parties agreed that both experts would tender their written reports as their direct examination. They got on the stand. They affirmed the reports, just said these are true and accurate. They capture our opinions. Judge read the report beforehand, and then the other side went and crossed right from the jump. I thought it was great. It was basically a proffer, but the judge knew what was going on. The other side jumped in for the cross, and then I was able to re-exam my own expert, and then we flipped and did the same way with the other side. But I thought it was excellent. It limited the amount of time, the extra spend on having the experts spend all this time developing their expertise. Both experts were qualified. And so it was a really nice, efficient way to do it. Judge got it. I think everyone enjoyed it better in that respect. And other than just preparing the witnesses, I thought it was far more efficient, certainly less prep time with the expert in those circumstances. So I thought that was a nice little nugget that worked really well. Brad: Yeah, I think that's a great idea. And I've been involved in some cases where the parties have stipulated to submit the deposition transcripts to the judge. And the judge can read them before the hearing, after the hearing, whenever, especially with third parties, maybe a minor witness for expedient sake, budgetary issues. Submitting what you can get in front of the judge without using trial time. I think that's a great idea. Adam: Let me, Brad, tee up a different concept for you. So there's things you wouldn't do necessarily in your first 10 years in practice, but then as you get enough trials underway, you start looking at things you do differently. One example that comes to mind to me, nowadays, a few days into a bench trial, towards the end of the day, I'm not afraid to ask the judge and check the temperature, understand what the judge's questions are, things like that. I think a lot of people assume you can't ask the judge a thing, but unlike a jury, there's no reason you can't ask the judge. Judge may not necessarily give much information. He may, but I find that judges already question witnesses after you get done your direct and. Examinations of them, but I certainly am not afraid at the right time, and it has to be thoughtful to do it, but I'm certainly not afraid to check the judge's temperature because I'd much rather understand where they are or where they're unclear on within the first few days of trial rather than at the closing arguments. But I'll flip it back to you. Are there things you would do in a bench trial after the first 10 years that you wouldn't even have thought of doing in the first 10 years of practice? Brad: I practice a lot in the state courts in Pennsylvania, and most of the larger counties have dedicated business courts or complex litigation courts. So I see the same few judges in each county on a regular basis. And to kind of to your point. I think that it is always beneficial to kind of reserve some time at the end of the day, including, obviously, including opposing counsel, where there is an off-the-record discussion with the judge, with counsel, in the courtroom, you know, parties can be there, or in chambers, where we kind of talk about the day, where we're heading, what's left in terms of witnesses to be presented. And I have found that when we invite the judge to kind of be involved in those discussions, we do get a sense of what it is that the judge is still looking for or what he or she may not want to hear. That happens oftentimes in shareholder disputes and business divorces where there's going to be valuation testimony. And both parties feel they have to put on their competing business valuation experts and your suggestion of submitting the reports, if that's not stipulated to before the hearing begins, maybe the day before the experts are going to testify, that's something that you bring up during that end-of-day discussion with the judge. And I don't know what your experience is, but mine is usually in those end-of-day discussions, you do get something out of the judge in terms of where he or she might be leaning. I mean, whether to kind of facilitate a settlement discussion or a standstill agreement, depending on what the issue is, but I don't think I would have had the guts to bring up to the judge, hey, can we stick around for a few minutes at the end of the day and kind of evaluate where we are? I don't think I would have had the guts to do that earlier in my career, but today it's kind of commonplace, and that's something that I kind of built into my plan for the day. Adam: Brad, I've got another thought on my mind I want to get your feedback on. I've had... Bench trials go several ways towards the ends. Sometimes you present all the evidence, the judge says, thanks, and I'll let you know. I'll take it under advisement. But more often than not, I typically hope and try to get a live closing where the judge effectively acts somewhat like on a board of appeals where they're going to have it be a live closing back and forth, rapid fire, all those things tells me where my case is. That's certainly my preference there. But either way, the question is, if the judge does give you the opportunity to do a statement of facts afterwards, fines of facts and conclusions of law, what are you looking for from the judge at that final closing argument? What are you trying to get out of the judge to understand where you need to get the judge to be comfortable with your position at the end of that and how you make the fines of facts and conclusions of law fit to where the judge you believe is heading and you want to get them to the same position? Brad: So that's interesting, Adam. I'm probably the reverse. I tend not to want to have a close in court or a closing. I think the judges heard the evidence, and I think I can be a lot more deliberate and specific in proposing findings of fact and conclusions of law. So in terms of kind of... And heading the judge in the right direction, I mean, the facts are what the facts are, and the evidence will be what the evidence is. But, you know, I like a post-trial or post-hearing brief for proposed findings, because that, you know, that's where the advocacy is. And, you know, you're fresh, you've got a new set of eyes, you know, if you want to tap somebody who wasn't involved in the hearing to read the proposed findings or the post-hearing brief, you have the opportunity to research any issues that, you know, may have come up during the hearing. And really, you're usually exhausted from two or three, four very busy, long days of examining witnesses and dealing with your client and what other trial issues. So I like the submission of findings of facts and conclusions of law. And oftentimes in submitting them or talking about the schedule, the judge will be open to setting a kind of post-hearing argument or status conference once those get submitted, where it kind of acts as a de facto closing. But during that argument or that conference you can really focus the judge kind of on where you think the high points of your case were that you put in. Adam: Do you do any type of mock trial work when you've got a bench trial? Obviously it's not a jury trial but do you do any equivalent knowing you've got a judge as your decider rather than a jury? Brad: I don't do a full mock hearing but I will, just like a jury trial, I will work with my critical witnesses. I will over-prepare them, especially those who I know may not come off as great to a judge. Not necessarily from a credibility perspective, but just their personality, their demeanor. And I do spend a lot of time with that. Because the last thing you want is, you know, a witness, you know, coming to court and they know there's not going to be a jury there. And, you know, they think they might analogize it to their deposition. And, you know, that's a big thing for me is I let them know that, you know, we're going to be talking about a lot of the same stuff we talked about in your deposition. I'll be asking most of the questions on direct, but this is a lot more formal. You know, the judge is going to be paying attention to what you say and what you don't say. The judge can ask you questions. So, yeah. I don't necessarily go through a complete mock hearing, but I do go through kind of a mock examination, usually several times. Adam: Yeah, as far as prep, do you ever bring in any other folks to mock cross witnesses on your side? How do you try to give them a realistic experience while at the same time not over-preparing them? Brad: I'm a big advocate of getting our associates involved in cases, especially that involve courtroom appearances, witness prep. Real live practice scenarios. So when I'm preparing a witness, it's usually it's myself and the associate, sometimes partner, and we do play those roles. And it helps me as the examining lawyer, too, hearing kind of the cross. I mean, you've heard it in the deposition likely, but it's helpful to kind of stay away from a line of questioning that you otherwise were going to go down. What about you in terms of preparations involving other lawyers or going through a mock hearing? Adam: From my perspective, always going to have to do live fire. I think no matter how good the witness is in previous experience or in depositions, I'm absolutely going to cross them and mock cross them multiple times unless for some reason schedule doesn't allow it. I will say one thing I've done more recently just from learning the hard way is I have certainly started crossing my professional witnesses. Experts, things like that, far more than before. Oftentimes they go later in the case. I assume that they've got a good cadence because they've testified so many times, but then I get them up there and I'm somewhat displeased with their presentation. And it's just, I think, a reality of them not actually practicing and they've learned habits from other lawyers, things like that, that I don't necessarily agree with. So I've actually spent more time prepping with some of my professional experts, things like that, make sure that we're all aligned about how I want them to proceed on cross when they're being crossed by the other side and what I think ultimately creates the most effective advocacy. So I think live fire for all witnesses is great, but I wouldn't lose sight of the fact that sometimes your professional witnesses are the ones that actually need the most amount of work before you put them in that environment. Brad: Yeah, that's absolutely a great piece of advice. Here in state court in Pennsylvania, we don't, as of right, have the right to take a deposition of an expert witness. So oftentimes, the only interaction that your expert has with the court or your opposing counsel is their report. And I think it can be taken for granted that your expert is going to come. You will have obviously met with the expert, but making sure he or she is comfortable in a cross-examination situation. Because I've come across, actually, it was a recent restrictive covenant non-compete case where my forensic computer guy, it wasn't my usual guy, my usual expert. He was referred, actually, by the client. The client wanted to use him and his firm. They'd worked with his firm in the past. But I was surprised as we're preparing for the hearing, he hadn't testified a whole lot, and he hadn't testified in a hearing scenario, but rather in a deposition before. So that goes to preparation, and to your point, kind of the practice examination, especially on cross, is helpful. Adam: You know, I will share two other thoughts on that cross piece just because it's top of mind. One, I recently had a case where we have been dealing with a fee award where we've received the right to get our fees. So we actually had a hearing on that. And that was actually my first time as the partner in charge. I was a testifying witness and I had to defend the reasonableness of our fees. So I got to experience Live Fire Cross through that process. It was a tremendous learning experience because it was certainly... One of those things where it's one of those things to teach. It's another thing to do. So it was interesting to see if I could hold true to my various rules about cross, which I think I did a decent job, but also see some of just even the funkiness of ingesting questions from the. Lawyer asking questions, turning your head to look at the judge, all the things we tell people to do, but actually have to do them yourself. So it was a nice little interesting experience just to be able to do it yourself. The other thing I'll just leave on that piece is sometimes I'm having a difficult witness who's not understanding how to be crossed appropriately, how to be narrow in their answers, why it's better not to fight everything. Sometimes I make them cross me in a mock way so that they can see what it's like and experience it. And sometimes I'll just put myself in their seats and try to demonstrate how I believe a nice narrow examination goes from the witness's side, acknowledging, admit, deny, trying to be very narrow in what you say as the witness when you're on the stand and how oftentimes that's so much better than trying to explain away things and trying to do too much when it's much more effective just to admit, deny, I can't recall, if you can't recall, and kind of do it that way. So all in, I think some of those things are really helpful to sometimes put yourself in the shoes of the people that are actually having to testify So they get to experience that along the way. Brad: Yeah, that's great. Great, Adam. Well, I think that that's all the time that we've got for today. Thanks, everyone, for joining us. Stay tuned for our next episode of Disputes and Perspectives. Music. Outro: Disputes in Perspective is a Reed Smith production. Our producers are Ali McCardell and Shannon Ryan. For more information about Reed Smith's litigation and dispute resolution practice, please email [email protected]. You can find our podcast on podcast streaming platforms, reedsmith.com, and our social media accounts at Reed Smith LLP.  Disclaimer: This podcast is provided for educational purposes. It does not constitute legal advice and is not intended to establish an attorney-client relationship, nor is it intended to suggest or establish standards of care applicable to particular lawyers in any given situation. Prior results do not guarantee a similar outcome. Any views, opinions, or comments made by any external guest speaker are not to be attributed to Reed Smith LLP or its individual lawyers.  All rights reserved. Transcript is auto-generated.
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  • Cross-border disputes: An introduction to navigating legal issues arising in multi-jurisdictional disputes
    Tom Webley, partner in London, Steve Cooper, partner in New York, and Ranna Musa, senior associate in Dubai, explore the issues and complexities of cross border disputes. In this introductory session, they discuss the issues around discovery, enforcement and privilege and the different approaches of the England & Wales, New York and UAE legal systems. ----more---- Transcript: Intro: Welcome to Disputes in Perspective, a Reed Smith podcast. This podcast series will discuss disputes-related trends, hot topics, and developments occurring in the global legal landscape, and hopefully provide you with some helpful insights and practical tips. If you have any questions about any of the episodes, please feel free to contact our speakers.  Tom: Hello, and welcome back. This is another podcast in our Disputes in Perspective series. And today we're going to be looking at cross-border disputes, including a number of different jurisdictions. As you can all probably imagine, in a firm like Reed Smith, we've got 33 offices over a number of different countries, a sort of global footprint. So these are issues that we tend to see all of the time. It'll be unrealistic to get colleagues to join us from all offices, but we have managed to at least get a nice cross-section, I hope. My name's Tom Webley. I'm in the commercial disputes team in London. I'm delighted to be joined today by Ranna Musa, who's based in UAE, and Steve Cooper from New York. So two very different jurisdictions there. The scale of this topic is rather huge, to be honest. I mean, there's so many different issues that we see in litigation and arbitration involving a number of different jurisdictions, so we can't possibly cover them all in any detail today. What we're planning on doing in this podcast is more of an introduction, a sort of appetizer, if you like, just to flag some of the sort of issues which can arise, things that we see arising all of the time, with a view to then going into a much deeper dive into each of them in subsequent podcasts. So on that basis, I think to start off with, I mean, one issue that certainly tends to crop up quite a lot for us and something that we see which has international elements to it tends to be in relation to documentary discovery or disclosure. And Steve, as we've got you on the line with your U.S. perspective, I mean, I think it's fair to say that a lot of our clients over this side of the pond absolutely balk at the idea of getting involved in U.S. domestic litigation from the discovery point of view, the scale and the scope of it. But apart from that in relation to U.S.-specific disputes, do you ever see more international issues arising in relation to discovery? Yeah. Steve: Yes. Thanks, Tom. We see quite a bit of discovery from foreign disputes in the U.S., and there are a number of reasons for that. I mean, primarily, the U.S. is a notoriously wide-open, broad discovery forum. It permits a wide-ranging document discovery. It permits depositions, which is something that is not always available in other jurisdictions, that it is, of course, pre-trial testimony that is taken down by a court reporter. The whole thinking in the U.S. is to permit as much discovery as possible in order to avoid trials. Let each side know what the other side's information is, and hopefully. One, the case settles, or two, nobody is blindsided at trial. So as a result, we get a lot of requests in connection with foreign proceedings. Primarily, we see it in the 1782 context, that is 28 U.S.C. 1782, which is a very, very useful tool for foreign litigants that permits discovery in the U.S. in connection with foreign actions. We also see enforcement collection of judgment proceedings quite a bit because many defendants have assets in the US and also the discovery rules are quite favorable here when it comes to locating assets. And of course, we see a lot of issues involving the Hague Convention and the New York Convention on the Enforcement of Arbitration Awards, which we can discuss a little later or perhaps in a subsequent podcast. But the overarching idea is that the U.S. is a very ripe forum for discovery and very useful for foreign litigants. Tom: That's really interesting, Steve. I think one point that really sort of struck me on that was the idea that discovery hasn't just sort of created itself into this huge process over there, but that's almost deliberate. And actually, it is there to maybe reach the end goal a bit quicker. And not only for the solely U.S. disputes and litigation, but actually also for any party either looking to enforce or looking to support litigation in another jurisdiction. So that's very interesting. I mean, Ranna, I don't know about the position in the UAE. I mean, is it very different from that in the UAE? Ranna: Thank you very much, Tom. When we're talking about discovering the UAE, perhaps first of all, we should first explain the distinction between the different legal systems in the UAE itself. So in the UAE, we have two separate legal systems, the onshore legal system, which is based on the civil law. And then we have the offshore legal system, which is a common law system that exists both in the DIFC, i.e. The Dubai International Financial Center, and then the ADGM, which is the Abu Dhabi Global Market Courts. And then on the onshore legal system itself, we then have two layers. The first layer is the federal court system, which basically covers the jurisdiction of the Emirates of Fujairah, Umar Al-Qawain, and Ajman. And then we have the local court system, where the federal court system has no jurisdiction. And this system covers the Emirates of Abu Dhabi, Dubai, Ras al-Khaimah, and Sharjah. On the topic of discovery in the onshore courts or in the onshore legal system, and contrary to popular belief, the UAE law does permit parties to seek disclosure in ongoing proceedings. So long as, of course, the parties that are seeking disclosure demonstrate the document's relevance, comply with various requirements, and, of course, provide specific requests to the court. Then the court may order disclosure of the documents. In addition to that as well, the UAE has entered into various bilateral agreements with various countries, and some of those bilateral agreements do permit taking evidence in the UAE for ongoing proceedings in another jurisdiction. So this is another very interesting point. From an offshore court perspective, which is a common law system, I believe that really follows the general perspective or practice, rather, in the common law system. So, for example, in the DIFC courts, disclosure is expected, basically. Parties are to expect being required to disclose evidence either by the court's own discretion or if either of the parties do request such disclosure. And the same will then apply for the ADGM as well. Tom: That's absolutely fascinating. The difference between the onshore and the offshore then, even for something like disclosure, really is marked in that case. It's incredible to see varying degrees and scope and extent of the disclosure and discovery which might be required. It's certainly something that not only clients should consider if that jurisdiction is going to become relevant for anything they do. But I think it warrants a topic in its own right on one of the subsequent podcasts. So we may well be digging further into that later on. From an English perspective, I mean, one point, does arise quite a lot in relation to litigation involving either a number of jurisdictions or connected proceedings in a number of jurisdictions that I think is worth mentioning is what we call the collateral use restriction. This means that as part of the disclosure process over here, if a document is disclosed to a party, that party can only use it for the purpose of the English proceedings. That is a very strict procedural rule. You can't then take that document and go and try and use it elsewhere. If you wanted to do that, you would need to apply for the court and you can get permission from the court if you are able to show that in the precise circumstances of that particular matter, there was a real reason why it would be beneficial for you to use it. And that overrode the public interest in the idea that litigants deserve of privacy in the documents that they provide as part of the litigation. So it's really important because it's such a strict restriction that it's very easily breached, even, for example, discussing it with legal counsel in another jurisdiction, just to see if there is a claim that can be brought. So I think a lot of people fall foul of that. So that's certainly something that's worth bearing in mind as well. Really, really tough. And it is, as I say, very much a procedural rule. Moving on to a point I think you mentioned, Steve, actually, I mean, going on to enforcement. Probably, I think it's fair to say, but you both might disagree, one of the times that we see a sort of multi-jurisdictional cross-border element actually comes post-judgment. It's when a party's got either a judgment or an award that they need to enforce. Increasingly, I think, you know, parties and defendants against whom these things are being enforced have assets, all over the globe. And so that's when these issues really can arise. We've had issues in the past, I think, trying to enforce judgments in certain jurisdictions. One thing that your clients always need to bear in mind is they need to think from the outset exactly what sort of judgment they need to be able to enforce it where they need to enforce it. For example, we've had issues in the past where enforcing judgments in default or judgments which haven't been considered fully on the merits, that you haven't been able to enforce them in certain courts, in certain jurisdictions. And that's something that you obviously need to bear in mind before going out and getting those judgments, because then it won't be worth the paper that they're printed on. But Steve, I mean, the U.S., given its position as a, you know, absolute sort of, global financial leader, a lot of companies based there, a lot of assets based there, a lot of bank accounts based there. I mean, that must be a pretty popular jurisdiction for enforcement, isn't it? Steve: New York in particular is a very attractive forum for enforcement because so many assets are here and so much banking goes on here. One interesting aspect of discovery that you see is discovery in connection with wire transfers. Any wire transfer that is converted into U.S. Dollars will go through banks in the U.S., and most of the banks have a presence in New York. I mean, you can go into other states, of course, but New York tends to be a popular forum for this, and there's a lot of law that is generated in New York as a result. So parties will seek to follow assets, follow wire transfers, and they're able to get discovery with regard to wire transfers that end up in U.S. dollars. So you do see quite a bit of discovery in that regard. The New York and U.S. Laws, I mean, I should say the state and U.S. laws are pretty generous to creditors. First of all, the framework in the federal law, in the U.S. Code, permits the domestication, the recognition of foreign judgments in the U.S. and then from there, there are discovery tools that are available. It's Rule 69 for further discovery. And then if assets are located, interestingly, the state laws click in. If assets, say, are located in New York, you would then use the procedures under the CPLR code, which is the state procedural code, to seize those assets, to serve attachments, to serve liens, to have what they call turnover proceedings, whereby assets that are located can be obtained. And then the court could order a transfer to the creditor. So there are a lot of mechanisms available. And of course, given the amount of banking and the amount of investment in the U.S., you see quite a bit of enforcement and collection actions in these jurisdictions. Tom: Steve, can I just ask a quick question on that? I mean, as you know, you and I have worked on these sort of issues before involving a number of different jurisdictions, including the U.S. And in relation to those sort of Section 69 applications when the party does have to provide information about assets, would that be information about assets purely located in the U.S. So that further U.S. enforcement action could then be taken? Steve: Yes. These are mechanisms that are targeted to assets in a particular jurisdiction. The state courts in New York are not, for instance, going to have jurisdiction over assets outside of the state of New York. And the U.S. courts are not going to have jurisdiction over information or assets that are outside the United States. But what can happen is a party can, through discovery, identify the transfer of assets, the movements of money in the United States that give them the opportunity to then go to France, to go to the UAE, to go to the UK and say, you know, XYZ Bank made a transfer through the U.S. we want to then seek discovery and we have a good faith basis to do it in that foreign jurisdiction because we've identified the wire transfer in the U.S. Tom: Yeah, they're very interesting, isn't it? Sort of following that paper trail and working out, you know, where the assets are moving. And in circumstances where, you know, as technology increases, it's increasingly easy to move things around. And if you are able to identify assets in the US, are you then able to freeze them? Is there the mechanism to either attach or freeze? Steve: Yes. Yes. It's a very helpful mechanism. It does vary from state to state, but you can't seize them. And as I say, you can get them turned over. You can get the court to order that the asset either be sold or that it be transferred to the creditor. Tom: Very, very useful tool to have. And Ranna, in relation to the UAE, I mean, obviously, you've already flagged the fact that there are very different processes involved, depending on whether you're onshore or offshore. But for enforcing a judgment, would it be a similar process over there? Ranna: So for enforcement of judgments, really, it depends on what system we are discussing exactly. For example, if we are talking about the onshore system, if you had asked me three years ago or let's say four years ago, really, how long it took to enforce foreign awards or foreign judgments, I would have said it takes about three to four years. But luckily that had changed a few years ago and right now it takes about really a few days only for a judgment to be issued from the local courts from the onshore courts to recognize the foreign award to recognize the foreign judgment for enforcement within the UAE so this is a huge development to be honest for the onshore system here and has made the UAE as a result a very popular jurisdiction for enforcement. This is, of course, I wouldn't say that it's only because of how streamlined the process is, but also because of the jurisdiction's popularity as well when it comes to, for example, high net worth individuals keeping some of their assets here. And as well, a lot of MNCs are based in the UAE and have a few assets in the UAE that can be enforced against. But with regards to going back again to enforcement, because the UAE is signatory to both the New York Convention, in addition to... various regional conventions for the purposes of enforcing foreign judgments and awards, for example, Riyadh and GCC conventions. This makes, again, the process of enforcing judgments and awards pretty streamlined, especially foreign judgments and foreign awards. The first step for enforcing a judgment would be to seek its recognition. And then after that, but once the recognition is granted, you would be seeking enforcement before the execution court. And that would really give you access to everything that an individual or a company owns in the UAE as a general. For example, bank accounts, vessels, property, anything really that you can think of with regards to assets. So it's a really quite progressive system. Tom: No, it certainly sounds it. I mean, what a dramatic change to the timeframe as well. I mean, it's incredible. It held so much shorter. It's gone. And by the sounds of that, I mean, it's a very efficient system in jurisdictions or in parts of the world where, as you say, Ranna, I mean, there are often assets to go after. So that is very interesting and very useful to know. One question I had Ranna out on that was there, going back to a comment I made earlier, where there's sometimes issues enforcing certain types of judgment. Maybe it hasn't been fully considered on the merits, for example. If you had a default or summary judgment from a foreign court, would you be able to enforce that in the UAE? Ranna: That's a very good question, Tom. So unfortunately, summary and default judgments cannot really be enforced in the UAE onshore system, because before a judgment is considered for recognition, the court will have to consider, first of all, that it had met a few criteria. One of those criteria is that the parties have already been served and been duly represented during the proceedings, which would result into summary and default judgments not being enforceable, unfortunately, in this jurisdiction. Tom: Very interesting. It's a problem that occasionally comes up where a party simply doesn't engage in the process and therefore they haven't been represented and therefore you can't enforce the judgment. A strategic issue that certainly has to be dealt with. Steve, looking at the difference that Ranna mentioned in the onshore and the offshore systems in UAE. I mean, is there a similar position in the U.S.? I mean, obviously, you've got sort of the federal versus state. Steve: Yeah, you do have big distinctions between the federal and the state. And with regard to Ranna's last point on the defaults, the courts in the States will recognize default judgments. However, they will tend to do more of a hearing to make sure that all of the procedures were in place and the party was given an opportunity to be heard and was given good notice. And the U.S. has treaties with certain countries, so the ones where they have favorable reciprocity treaties, they will enforce default judgments in the U.S. And that law, going to your question, Tom, is also a matter of state and federal law. If there is a judgment that's entered in the federal courts here, that would be under federal law. If it's entered in the state courts, it's state law. I mean, oddly, it is similar to the UAE with these two systems. And this can be very confusing to foreign litigants because you essentially have 51 different jurisdictions, the federal jurisdiction and every state. And the procedures will vary from state to state. So you generally need practitioners in those particular jurisdictions to hack their way through the rules. But you can get very favorable treatment in a lot of these jurisdictions and you can be very successful. I mean, one thing we don't have, and I'd be curious to hear what the situation is in the UAE, we don't really have a lot of prejudgment attachments. In other words, you earlier said it doesn't make sense to pursue an action or you always have to consider with regard to your litigation whether or not you can collect anything at the end of the day. And some jurisdictions will give you the flexibility to attach assets prior to getting an award, prior to getting a judgment, which can be very favorable. The U.S. tends to not enforce that. You would have to make a considerable showing that the assets are going to leave the jurisdiction, that there's some fraud involved, something like that. But the inclination is not to permit the prejudgment attachment. But I would be curious as to whether the UAE has a similar setup. Ranna: Thank you, Steve. So the UAE has the opposite stance with regards to precautionary attachments, and that's what they're called here in the UAE. So precautionary attachments are very popular in this jurisdiction. So any party can seek before starting their substantive proceedings, they can seek to attach an asset for the other side in the UAE, regardless of the jurisdiction clause. So even if the UAE does not have jurisdiction or the UAE courts don't have jurisdiction over the underlying dispute itself, the UAE courts will have jurisdiction to consider attaching any assets that are based in the UAE. So even, for example, if we have an arbitration clause, the UAE courts will still have jurisdiction over doing something like that. So long as, of course, the party seeking such a measure is able to prove that there is a risk of dissipation, that they have either started proceedings or they undertake to start proceedings within a specific timeline. And also, at times, the court would request the parties or order the party that is seeking such a measure to present security undertaking. And the purposes of security undertaking, which I personally really, really like, is to prevent basically parties taking these steps just for the purposes of bringing malicious claims against each other, really. So that's a very interesting point here and it applies both on the onshore and the offshore system. Tom: Again, I mean, it's sort of incredibly interesting, particularly, I think, to see the US and the UAE being such sort of ostensibly different positions. I mean, they're very different positions in relation to disclosure and discovery. And as you said, rather than just in relation to the sort of post and pre-judgment attachments, but with actually quite a lot of underlying similarity in certain areas as well. So it really is interesting to see how the different courts operate in relation to those points. Another sort of issue, I think it's probably sort of quite sort of close to my heart, I suppose, that we see coming up quite a lot. I mean, not just for the English litigation, but for when there is a multi-jurisdictional element to it. And that's privilege. I mean, certainly, you know, the English view of this is that it is a total and fundamental right to protect the confidentiality in certain documents and certain communications. But, I mean, certainly in the past, there have been some quite high-profile issues that have arisen in relation to privilege when you're dealing with either litigation or, for example, regulatory enforcement action in a number of different jurisdictions. Because although in relation to one action or one piece of litigation that any documents created, any communications internally or with lawyers will be protected. Then there might be another bit of litigation or regulatory enforcement elsewhere. And actually, a different test applies. And the documents that you've created suddenly have to be disclosed, even though they're sort of quite damaging and prejudicial, which merely, I think, probably goes to a point that runs through all of the topics that we've discussed so far that, you know, as you mentioned, Steve, you really do need to take specific advice in each jurisdiction to ensure you've got the maximum protection. But I mean, Steve, is there a sort of that sort of protection for documents created over there? I mean, do you have a sort of litigation privilege or client-attorney privilege? Steve: Yes, you do have privileges, but going back to my initial statement, it's still pretty wide open here. The privileges are somewhat narrow. You don't have the same, for instance, privacy protections that you see in Europe, through the GDPR. Here, the main privileges are attorney-client communications. Work product by a lawyer, settlement discussions. All of those are mandated as privilege under the federal rules of civil procedure. You may have certain privacy statutes in particular states. For instance, California is tending in that direction. But generally, other than these privileges, the discovery is available. Now, going back to what you said earlier, although we don't have statutory limitations on the ability to use this material. Almost every case, there is a protective order which says you cannot use this material outside of the litigation. So there are protections in that the only ones who will see it will be ones who are litigants in that particular case. So that gives you protection. It's not like it's going to be made public, put on social media, et cetera. But other than those protections, the U.S. is pretty liberal. The only other point I'd make on this is if you have international discovery, if you have discovery coming from multiple jurisdictions, for instance, the U.S. and the U.K. Or the U.S. and France, you have to be sure to produce documents that are permitted in those jurisdictions. The U.S. Production is likely going to be very different from the production, say, of emails from U.K. Employees or French employees. You have to be mindful that each jurisdiction has its own protections, that each jurisdiction has its own bank secrecy laws that you may have to abide by. So you can't say one size fits all when you're doing international production of documents. Tom: That's a very, very interesting point. And again, sort of goes back to the importance of the local advice, I think, in relation to those. And one point you did mention, Steve, which I think is sort of often overlooked in the area of privilege, and that is settlement. I mean, we have a sort of what we call without prejudice, which is a form of privilege that applies and protects those sort of settlement discussions. Ranna, I mean, is there the same sort of protection for settlement discussions over in the UAE? Ranna: So, we had this always when it comes to the offshore system. The offshore system had adopted the without prejudice concept. But very interestingly, the Dubai courts recently issued a groundbreaking judgment where it upheld the without prejudice concept during settlement proceedings, which means that communications exchanged during the settlement discussions are now protected and cannot be considered as evidence before the courts. This is a huge development in this region. And of course, it brings the UAE local courts closer to international standards. And as well, it encourages parties to seek settling disputes as much as possible because, again, it offered them this immunity against disclosure before the court. Or even if it's disclosed before the court, the court would simply not consider this as evidence. Tom: That's an incredibly significant development, isn't it, really? And on that, maybe it's because England is, although constantly evolving as a jurisdiction, is maybe slightly more slow in its evolution and progression. Is that a sign, generally, that the courts over there are a bit faster moving? Is there an element of progression that's ongoing? Ranna: Definitely. I would definitely say so. So in the past, honestly, few years, we have witnessed huge developments here in the UAE, specifically when it comes to the onshore system. Every now and then, we either find a new law that has been passed, again, bringing the system closer to the international standard, or the practice of the courts themselves change, again, following the same international standards. Tom: Very interesting and I think probably the you know the message there from a practical point of view is just maybe just because you had experience with courts a few years ago you shouldn't think that the same applies now when there are these sort of constant and actually quite significant changes which are taking place. Ranna: Certainly certainly. Tom: I mean that there's I mean that's sort of three topics which you know I think to our mind arise when when you're having to deal with cross-border multi-jurisdictional disputes or enforcement, whatever it is. But I mean, obviously, there are far, far more than that, which the time limitation of a podcast precludes from discussing. I mean, I think as a starting discussion, it's been absolutely fascinating. Certainly, I've learned an awful lot about the different jurisdictions and how they operate, the similarities as well as differences, really. I think a great foundation for moving on through this series of podcasts or sub-series on cross-border disputes, and hopefully we'll get the opportunity to look into all of these in a bit more detail at a later stage and in later podcasts. But as a final sort of takeaway from both of you, is there sort of one point you'd like to leave the listeners with? I mean, Ranna, if I turn to you first, is there sort of one takeaway issue that sort of springs to your mind? Ranna: I'd really like to echo what Steve has said earlier. One size does not fit all. You should always seek advice from your local lawyers. And the position, as we have seen today, is different from one jurisdiction to the other. And maybe closer to home, of course, the UAE legal system is really fast evolving with the ongoing reforms that are really shaping our system here. Before agreeing on jurisdiction, commencing proceedings, or even starting enforcement proceedings, please do check with your lawyers to ensure a smooth and an effective process. Tom: No, I think very, very good advice around it. And Steve, how about from your personal view or from sort of the New York side of things? Steve: Yeah, I mean, my final thought would be, you have to think about the US if you're involved in foreign disputes, whether it's arbitration or litigation. First of all, U.S. almost always has some connection to the litigation and there could be valuable discovery if you have a global company and they have operations here. You think in terms of availing yourself of the U.S. Discovery laws. And secondly, there are just a lot of assets here, a lot of bank accounts here, a lot of wire transfers here. So if you're in a position where you have to collect the judgment, the U.S. is a very important jurisdiction to consider. So, you know, with that, I would say thanks for listening. And if anybody has follow-up questions, obviously feel free to reach out to any of us. Music. Outro: Disputes in Perspective is a Reed Smith production. Our producers are Ali McCardell and Shannon Ryan. For more information about Reed Smith's litigation and dispute resolution practice, please email [email protected]. You can find our podcast on podcast streaming platforms, reedsmith.com, and our social media accounts at Reed Smith LLP.  Disclaimer: This podcast is provided for educational purposes. It does not constitute legal advice and is not intended to establish an attorney-client relationship, nor is it intended to suggest or establish standards of care applicable to particular lawyers in any given situation. Prior results do not guarantee a similar outcome. Any views, opinions, or comments made by any external guest speaker are not to be attributed to Reed Smith LLP or its individual lawyers.  All rights reserved. Transcript is auto-generated.
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  • Navigating apparent conflicts of interest, with Kasturi Venkatesh
    Niyati Ahuja sits down with Kasturi Venkatesh, currently senior consultant for ethics and compliance at WSP USA, to discuss the complexities of conflicts of interest in professional settings. This episode examines the distinctions between real, potential and apparent conflicts, and how these issues can impact organizational trust and integrity. Listeners will gain actionable strategies for navigating ethical dilemmas and mitigating risks with transparency and fairness. ----more---- Transcript: Intro: Welcome to Disputes in Perspective, a Reed Smith podcast. This podcast series will discuss disputes-related trends, hot topics, and developments occurring in the global legal landscape, and hopefully provide you with some helpful insights and practical tips. If you have any questions about any of the episodes, please feel free to contact our speakers.  Niyati: Welcome to Reed Smith's Disputes in Perspective podcast. I'm Niyati Ahuja, a senior associate in the Global Commercial Disputes and International Arbitration Group in New York. I'm dual-qualified in New York and India. My practice involves international arbitration, both commercial and investor state, litigation in New York courts, and some white-collar investigation. Today we have Kasturi Venkatesh with us. Kasturi is currently a senior consultant, ethics and compliance at WSB. Kasturi holds three degrees in law and has worked in compliance across different industries, including technology, civil engineering, immigration, and construction. She specializes in conflicts of interest, third-party risk management, and developing and implementing policies and procedures in-house. She also enjoys creating custom ethics and compliance programs for clients. Welcome, Kasturi. We're very pleased to have you here today.  Kasturi: Hi, Niyati. Thanks so much for inviting me to talk about conflicts. I want to start off by saying that all views are my own. They're not representative of my employer. And I'm doing this in my individual capacity. All examples are hypothetical. Thanks so much for having me again.  Niyati: Thanks, Kasturi. So getting right into it, please tell us more about your role and your background and how this area of law that is ethics and compliance interested you in the first place.  Kasturi: So this is really odd, but I knew I wanted to be a lawyer since eighth grade, right? And I was born in the US and mostly raised in India. And the education system there differs a lot from the US in the sense that you decide your path pretty much by 16, 17, 18. And you could specialize in science, math, or art. I chose science as it gave me the most options. But the back of my mind, I was like, oh, I know I want to do law. So end of 12th grade, my parents were like, what do you want to do? And I said, law. Right now, I hold three degrees in law, mostly focusing on business law. I was the teaching assistant for banking and finance law at a point, taught a few classes there. Now, my very first job out of my first law school was at a technology company. And I worked in the ethics and compliance department. Very green at that point. But the more I worked in it, the more I knew that this was something I could actually look at doing in the future, something really fun. I pivoted into immigration compliance after that, came back to ethics and compliance, and I truly enjoy it. It's like every day is a strategy or a logic puzzle. Where answers aren't black and white, you operate in a lot of gray in any company dealing with ethics and compliance. And there's always so much to learn in the field. I love interacting with people. There's a lot of that in the field. And a very strong community that wants to help.  Niyati: That is excellent. You've had a great career path so far, Kasturi. I'm sure it's going to only grow in the future. I wanted to, for our audience members, I wanted to ask a more basic question. Can you define what a conflict of interest is and explain why it's important for both individuals and organizations to recognize them?  Kasturi: Yeah, absolutely. So conflicts of interest and very broadly, let's say there are two interests and these could be multiple interests as well. that a single person holds, right? And one of them could be or is prejudicial to the other interest. Now, the interesting part is sometimes these interests may not necessarily be prejudicial or cause harm to the other interest. But when there is some aspect of a duty of care or a fiduciary duty to one interest. Holding both or multiple interests could appear conflicting. And because of this, identifying and mitigating these conflicts is so important. And of course, there are guidelines and disclosure requirements as well. But sometimes it's the liability repercussions. And when I talk about liability, I mean, financial, revenue-based reputation. It's a loss of time, loss of revenue, loss of reputation. And when we look at the term interest here, Niyati, so broadly defined, it could be a role that you hold, a financial interest, personal relationships, good or bad, right? Professional affiliations. And as human beings and individuals, sometimes conflicts occur because of the nature of our personal life. So let's say close personal relationships, including people you may have a terrible relationship with, which could be material depending on the circumstance. And some of these come about because of career progression, people you've worked with, financial interests, or even subject matter expertise, because that makes people want to be part of organizations or dialogues.  Niyati: How do you distinguish or one distinguishes between real potential and apparent conflicts of interest in everyday business situations?  Kasturi: So I'd love to go through hypotheticals to illustrate this. And some of the hypotheticals here might be just glaring conflicts of interest, but they illustrate it pretty well, I guess. So if you look at real conflicts of interest, let's say Jack and Jill, they're part of the same organization. They work for the same organization. Jill is in Jack's reporting line. Now, Jack supervises Jill at work, and he's the sole person responsible for Jill's performance evaluations and career progressions. This is a real conflict of interest and a very, very obvious one. Now, it's a very obvious example. This could be a conflict of interest in most, if not all industries, in all roles. Let's look at a potential conflict of interest. Let's say Jack owns 20% stock in company X. Jack works for a different company, and the company that employs Jack, they want to contract with company X. Now, this whole contract or the work with company X, this isn't related to Jack's department or work right now. But this could be a potential conflict of interest where measures can be put in place to ensure that Jack is separated from activities regarding company X, if he could, you know, foreseeably be a part of that at some time in the future. Let's say promotions or just natural career progression. So again, a very simplified version of what a potential conflict of interest could look like. Now, apparent conflicts of interest, this is where it really gets tricky because it's all about perception. And apparent conflicts exist where it could be perceived or it appears that a person's interest could influence the performance of their duties. And the kicker is whether or not this is the fact. So it may absolutely not influence the performance, but if it appears to do so, it's an apparent conflict of interest. So let's say Jack is in a really high visibility role and he works for a small company. And let's go back to the facts of the potential conflict of interest. So he owns 20% stock, Company X. Company X is a vendor to the company that employs Jack. Now, even if internally measures are already put in place, that Jack will recuse himself when it comes to activities concerning company X. He can't evaluate company X's work. But to a reasonable third person who's like, oh, I know about Jack's role with this company that employs him. I know about his stake in company X. This might appear to be an apparent conflict of interest. And they may say, oh yeah, of course, Jack's company is conducting business with X. That's because of Jack's role with the company. It's all about optics there. And if you replace financial interest here with, let's say, a close personal relationship, we're looking at the same apparent conflict. And apparent conflicts might become potential conflicts if it could be reasonably deduced that, oh, Jack may have to work closely with X in the future due to his role.  Niyati: I see. That's some super helpful hypotheticals. It is definitely important to be able to at least recognize there might be a potential conflict. And I think that's where you step in, where you're identifying these potential conflict of interest areas.  Kasturi: Absolutely, yeah.  Niyati: What is the process really for testing whether an apparent conflict is truly problematic and why does one, either individual or organization, need to address these apparent conflicts, even if they don't pose, for the lack of a better term, a real risk?  Kasturi: No, that's an excellent question. I'm going to start off by talking about the importance. On a very high level when we're looking at processes and procedures and all aspects of work we're looking for a certain fairness and process and oftentimes even the perception of unfairness just a perception that can undermine impartiality can undermine confidence and going back to the concept that some relationships have some sort of fiduciary duty or an actual fiduciary duty or a duty of care. And that's why so many places have added the concept of apparent conflict of interest as part of their bigger conflict of interest program or guidelines or policies. And in my opinion, the importance of apparent conflicts of interest, this increases when a person is client-facing or they're in a high visibility role. Now, how do I define client very broadly? Client is how that organization or even that particular relationship defines a client It could be the people you serve, the people you have a duty towards. Now, why is it important there? Because this person's job at that point, it has two aspects to it. So one is, how is this person actually performing work, right? How are they actually performing their tasks? And two is the perception aspect we spoke about. How are people perceiving this person's relationship because of their role? How are people perceiving them performing these tasks? So coming you ask me what test is used and I would say that is the reasonable third person test and I believe the IBA 2024 guidelines also uses that test which is a reasonable third person having knowledge of relevant facts and circumstances would it give rise to justifiable doubts in their mind as to this person's impartiality or their independence so would this reasonable third person so to speak would they think oh this person would lean towards or ensure that things lean towards a particular outcome, given these facts and circumstances. And this perception or appearance of how this person would lean could be conscious or subconscious and could consciously or subconsciously influence their other interests, whether or not that's true. Now, once again, once an apparent conflict is disclosed to the organization, now you said, why is it so important? Let's say someone discloses an apparent conflict of interest, right? The organization can look at it and start doing their measures. Now, let's say someone comes up to the organization, they go, oh, you have this person, this whole thing looks like a conflict of interest. They can say, look, we are aware of the situation or disclosures have been made. We've implemented measures A, B, and C, which should mitigate the conflict. Should the situation you're so apprehensive about arise? So we've captured it, you're addressing it. And that builds a culture of strengthening trust in both the organization and within the organization.  Niyati: Thanks, Kasturi. So just dovetailing into the last point you mentioned, I think that flows very nicely into my next question. Actually, it's a two-part question. What are the most practical steps an organization can take to identify conflicts of interest early on before they become major issues or risk areas? And the second one that flows from that and goes to your previous point, how can or how should leadership set the tone for effectively managing conflicts of interest within the organization?  Kasturi: I like these. I'd say the three things to keep in mind is determine, disseminate, and disclose. I'll go through them. So the first one is determination. It's talking about determination. Any organization, the first step is looking at how you would define a conflict of interest according to your organization's business or industry. Now, industry-wide, you might have a definition, right, or an idea of what's considered a conflict by your industry. But bringing that down into your specific jurisdiction and bringing it down into your specific organization by looking at the risk threshold there, that's the determination factor. And this evaluation really helps because now you can say, okay, here's what we look at as a conflict, And here's the policy or here are the guidelines around conflicts of interest. And that's the dissemination part. So where people are aware of the policy and there's a top-down approach. So let's look at another hypothetical. I love my hypotheticals. So let's say…  Niyati: Go for it.  Kasturi: Absolutely. Thanks. Let's say Jack and Jill are in their regular one-on-ones, right? And they're talking about something and Jack mentions a board that he sits on. Let's say the same industry that he works in. So at that point, Jill can say, hey, Jack, we have this conflict of interest disclosure process. We have a policy and this is what you need to do. But the ideal situation is where Jill's team already knows that this could be a potential conflict or a real or an apparent conflict, depending on what the situation is. goes to Jill and says, hey, this has come up. I'm starting the process to notify and disclose, even if it's an apparent conflict. And how does that happen? That happens mostly through experience. But it also happens to knowing what hypothetical conflicts look like. So it's relatively easier to think about the topic of conflicts of interest should one come their way. So regular training, regular communication about the process and getting the essence of why across in business terms. So when you're looking at people in the business, they're looking at getting the best end result possible. They're looking at the best efficiencies possible. So when you get it across to them, showing them how this impacts their day-to-day, it really makes a difference. Like we spoke about in our Jack and Jill case, right? Self-disclosure is also something that's really helpful. And self-disclosure could be as soon as the conflict is identified, could be before selection or staffing, and then the organization implementing controls to capture conflicts at different points now that could be like a yearly disclosure beginning of year end of year.  Niyati: And do you think the leadership should be or they have something in their policies regarding regular check-ins with the employees regarding maybe because if they only disclose once a year that might be too late or maybe there is no channel of communication so is that another consideration that there should be open channels of communications should there be such a conflict of interest or potential conflict of interest that arises?  Kasturi: Absolutely. So along with self-disclosure, which is part of what should happen in an organization, implementing those controls to capture them at different points. I gave an example of the yearly disclosure, but that could happen at different points in time. And also something that should be part of regular chats with your employees. And for middle managers to really know and recognize that certain things are conflicts of interest, that's really helpful.  Niyati: Understood. Yeah, that makes total sense. And Kasturi, once the conflict of interest is identified, what is the process for disclosure? Can you share with our audience?  Kasturi: Absolutely. So disclosure, it's so dependent on an organization system, right? So different industries, different companies and their own systems of disclosure. But going back to what you said, you said, it's so important for this to be caught at different points in time. Do they know who to go to? Identifying the owners, right? The owners of the whole conflict of interest process. So who do you need to disclose this to? How do you disclose this? And then managing the disclosure after disclosure because it's not about saying oh the disclosure has been made okay well that's done so it's the measures that's taken after and implemented after and by that i think a culture is built where an organization looks at and says you know this might be an excellent business opportunity but we recognize how severe the conflict is and we're going to bow out we're not going to put ourselves in that scenario. So absolutely, having a streamlined process for disclosure, very, very important. And knowing who you can go and talk to is also important.  Niyati: Right. And after a conflict is disclosed, who bears the responsibility for managing or mitigating the situation? Does it shift from the individual to the organization? Or does the individual have that responsibility?  Kasturi: I think it's both. To be very honest, I think it's a dual responsibility. Now, we spoke about disclosure and earlier on we said, okay, sometimes organizations, when they see a disclosure and they say, okay, this is a situation where we need to put mitigations or measures in place. So you're putting those measures in place for that particular individual. So it's the responsibility of the person to go back to the organization and say, oh I don't think I can implement this measure right or this doesn't work in practice for me what do I do now or they may want to go back and say ABC has come up and I really think, this has to be re-evaluated and that's on the individual now the organization's responsibility that's implementing controls and that also goes back to having a really clear policy having a really clear disclosure process, having systems, implementing controls, and going back to these disclosures when an individual raises concerns and say, okay, we really need to look at this again. And we also looked at earlier how apparent conflicts could become potential conflicts of interest. And again, that's on the individual to be aware of how this comes across and what situations lead to it. And keep the organization notified, because let's say it's a huge organization, you Some of the burden definitely rests on the employee or the individual to come back to the organization there.  Niyati: That makes sense. Thanks, Kasturi. So for my next question, this is more of practical guidance in what you have learned from your roles at various organizations. What are some common mistakes organizations could make or do make when dealing with conflicts of interest and how can they avoid these pitfalls?  Kasturi: Absolutely. So I'm actually going to look at, how do I say, I'm going to look at this in a more positive way. So what are common mistakes? I'm going to look at things you can do that would most of the time ensure that you're not making mistakes when it comes to conflicts of interest. I mean, of course, ideal or best state is where conflicts are managed proactively, right? Then putting out fires, for example. For real human, fires may occasionally arise, as they do. But one is knowing what your risk quotient is. And going in with knowledge of the risk quotient. And of course, you're looking at applicable laws, you're looking at applicable guidelines, but you also really need to look at and understand your business. You're going to benchmark what you do against similar organizations and you're evaluating and determining the risk appetite of different levels of the organization. And keeping that in mind when coming up with policies And coming up with even the mitigations is really important. This also extends to your client base. We spoke about how broadly I define clients when talking about clients here. But what kind of clients do you have? What disclosures may be necessary or what disclosures do they expect to build that concept of trust in you, even if it is an apparent conflict of interest? Another really important thing when dealing with conflicts of interest is involving stakeholders at all levels. And this could be stakeholder departments that you work with. This could be the individual, individual's manager, individual's manager's manager. People who are involved in this need to know they live, so to speak. So when you're drafting mitigation measures or you're trying to implement these measures, people aren't left in the lurch, so to speak. They know what their lift is. They know the pros and cons. They understand the measures put in place. And when you understand the business and you understand your stakeholders and you bring them in, that's a holistic way of ensuring that your conflict of interest guidance is practical.  Niyati: So, Kasturi, I understand from what we've discussed so far that communication, open communication channels, that's important. Having great policy, which is substantively updated and amended as organizations grow and keeping in mind who the clients are. Those are some effective strategies to make sure that there's disclosure, there's communication, there is mitigation, or there's avoidance of conflicts of interest. Are there any additional specific strategies or tools that work best in practice?  Kasturi: I think understanding that your mitigations aren't set in stone. That's so important to understand. Now, mitigations, they can vary industry by industry. And even within these industries, your mitigations can be very case-specific. The whole nature of conflicts of interest is that there isn't a one-stop solution. It's so case-specific. So you may have precedents within your organization to say, oh yeah, we handled ABC in a certain way. But that serves as a guiding point and that may not necessarily translate into something set in stone because of case specifics, because of the parties involved. So always keeping that in mind, keeping the flexibility in mind. And we spoke a lot about apparent conflicts of interest. So optics is something that's so important. At times, the conflict may not be a legal risk, but it could lead to reputational risk. And reputational risks are eventually going to lead to loss of revenue, loss of time, loss of confidence. And we spoke about how perception plays a huge role in apparent conflict. So being mindful of optics across any kind of conflict, that's a definite good practice to have.  Niyati: I think that's an excellent point, that reputational risks do, in turn, even if they were not actual conflicts of interest, they do have an impact on revenue. They could, especially for organizations having a wide range of clientele who's looking at what reputation you have.  Kasturi: I want to agree with you because sometimes organizations, like we spoke about, they might see an excellent business opportunity and they may say, oh, this is so good, but they'll actually bow out of it, not because there is a real or potential conflict, but because the optics looks really bad in that case. And that's the appearance or perception, because good business relationships, they're built on trust and they're built on confidence. So reputation is so, so important when looking at conflicts of interest. When it comes to practicality of mitigations, it's just looking at, is what I've drafted on paper, does that translate into practice well? Is this practically implementable? And that's something important to keep in mind.  Niyati: Thanks, Kasturi. So now speaking about more non-conflict related, less serious issues, I'm very curious to know if there is a mentor you've had in your legal career or an inspiration that you hold close to your heart.  Kasturi: Honestly, when I look at mentors, I'm not going to name a single person, but I see so many women of color these days owning their roles. In the legal industry, in the ethics and compliance industry. And that makes my heart so happy being a woman of color myself. And I see this more and more. And I see them reaching places which was harder for them to reach probably a couple of decades ago. And that actually keeps me going. And I like reaching out to them and saying, how do you do this? How do you tackle ABC? And they're always so ready to help. That's a trend that keeps me going.  Niyati: That's beautiful being being a woman of color myself I feel the same way I think the glass ceilings are are being shattered as we speak which is excellent. Kasturi, what is one quote or book and you can pick whichever one you want to answer which that you love has has been important in your life or something that you keep coming back to if there's like a favorite book or a certain quote by somebody it could be an original quote as well.  Kasturi: I’m gonna go back to this book that I picked up I picked this up second hand I live in Berkeley California I picked this up second hand. In Pegasus or Moe’s books I can't remember and I almost put it down because I wasn't familiar with and I was like do I really want this and that's become my most read book it's Tuesdays with Morrie, I picked up the book I read it on my commute to work every day and when I reached the end of the book I remember it was on an evening coming back home and I was in tears. Everyone on the train must have thought I had a really bad day but no the book moved me to tears and Maury in that he has a terminal illness he knows he's going to pass away so he talks to one of his former students, and passes on these nuggets of information but has written the form of a story.  Niyati: I might have to borrow that from you.  Kasturi: Oh my gosh. It is one of the most beautiful books I've ever read. I made my whole family read it. And he has this quote that says, love or perish. And I think we can use that by changing the word love. We can use that for a lot of aspects in our life. Change or perish, right? About looking at changing times. And also be kind or perish. I think kindness is so important. and doesn't translate to weakness.  Niyati: Kindness is so important.  Kasturi: It is so, so important. And that whole book has really changed the way I look at things. So on a day when I'm feeling really low about something, I read that book and I'm just like, nope, time to put your socks up.  Niyati: Well, that sounds beautiful. Thanks, Kasturi, for sharing that. And thanks so much for joining us today for this podcast. If any of our audience members have questions, please feel free to reach out to Kasturi or me. Thank you, Kasturi, for joining us again.  Kasturi: Thanks, Niyati.  Outro: Disputes in Perspective is a Reed Smith production. Our producers are Ali McCardell and Shannon Ryan. For more information about Reed Smith's litigation and dispute resolution practice, please email [email protected]. You can find our podcast on podcast streaming platforms, reedsmith.com, and our social media accounts at Reed Smith LLP.  Disclaimer: This podcast is provided for educational purposes. It does not constitute legal advice and is not intended to establish an attorney-client relationship, nor is it intended to suggest or establish standards of care applicable to particular lawyers in any given situation. Prior results do not guarantee a similar outcome. Any views, opinions, or comments made by any external guest speaker are not to be attributed to Reed Smith LLP or its individual lawyers.  All rights reserved. Transcript is auto-generated.
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  • Looking toward 2025: The future of labor and employment laws and regulations
    Reed Smith labor and employment partners Cindy Schmitt Minniti, John McDonald and Mark Goldstein discuss significant employment law updates, including the Department of Labor overtime rule being struck down, future expectations for non-compete agreements, anticipated reversals of National Labor Relations Board decisions and key upcoming Supreme Court cases. The partners also provide guidance on what employers should do before the end of Q1 2025. ----more---- Transcript: Intro: Welcome to Disputes in Perspective, a Reed Smith podcast. This podcast series will discuss disputes-related trends, hot topics, and developments occurring in the global legal landscape, and hopefully provide you with some helpful insights and practical tips. If you have any questions about any of the episodes, please feel free to contact our speakers.  Cindy: Welcome back to Reed Smith's Disputes in Perspective podcast. Today's discussion will be around some of the key issues that will affect employers in the United States in 2025. My name is Cindy Schmitt Minniti, and I'm the global chair of Reed Smith Labor and Employment Group. I sit in New York office, and I'm joined today by two of my partners. I'll turn it over so they can introduce themselves. John: Hi, this is John McDonald. I'm also a partner at Reed Smith. I work out of the firm's Princeton, New Jersey office principally. Mark: Hi, everyone. Mark Goldstein, a partner in Reed Smith's New York office and also a member of our Labor and Employment Group. Cindy: Thank you both for joining me in this discussion today. The new year always brings an opportunity to review employment practices and HR policies and usually brings a host of new laws, new regulations, and new focus for administration. And this year, I think particularly given the new administration, employers should really be mindful of some significant changes from an employment law perspective. John, what do you think employers should be most aware of? John: Thank you, Cindy. I think one of the key things might be a slight reversal in time and looking forward after we had a very big decision out of the state of Texas, the very end of the year in 2024, which has been important for employers because they were facing another change in law that was supposed to go into effect on January 1st of 2025, which is now put off. So let me cover that briefly. As folks listening to this podcast may be aware, under the Federal Labor Standards Act, employers can pay employees via salary, and if they meet certain job duties and the salary is high enough, employers can treat those individuals as exempt from both overtime and minimum wage requirements. We often refer to the main exemptions, which are the executive, the professional and administrative exemptions, as the white-collar exemptions. Earlier in the year, the current administration through the Department of Labor, had put forth a proposed rule that raised the salary threshold for sex exemptions, first on July 1st, from where it currently sits at $35,568 per year, up to $43,888 a year. And that, again, went into effect on July 1st, even with the pendency of several legal challenges, which I'll get to in a minute. But there was supposed to be yet another increase on January 1st. Of 2025, all the way up to $58,656 a year. In November of this year, the Eastern District of Texas came out with a decision that invalidated this rule, such that even the July 1st raise that most employers had already been dealing with is now no longer the law. And the January 1st employees were expecting to the salary threshold will not go into it. So what that does is it currently means that the salary threshold for paying employees sufficient enough salary to avoid having to pay overtime provided they meet the requisite duties tests remains presently at the 2019 rule level of $35,568 per year. It was expected that these changes and these increases is we're going to sweep millions of additional employees into being subject to overtime and therefore employers are going to have to worry about budgeting. Changing, and making sure employees were keeping track of their time every day so that employers could properly play their employees overtime whenever they work more than 40 hours in a given week. So with this decision out of the Eastern District of Texas on November 15th, all that Department of Labor rules is indicated and will not go into effect. And with the new administration coming to the office, coming into office soon, it's doubtful that anything will change with regard to that, because obviously with the decision being from the Eastern District of Texas, the Department of Labor certainly has the option to file an appeal or had the option to file an appeal to the Fifth Circuit, but is expected that that will not take place with the new administration coming in. Mark, what are your thoughts about that? Mark: Thanks, John. You know, in the next portion of today's podcast, what we want to talk about briefly is the U.S. Supreme Court and the forthcoming term or the ongoing term that started recently. And just like John outlined with some of the federal agency actions, we're likely in this term to see some substantial decisions out of the U.S. Supreme Court that will affect employers nationwide. But it's important to put any decisions forthcoming in this term in the context of where the court stands. Over the past decade or so, we've seen the court move increasingly in an employer-friendly way. Perhaps one of the most notable ways was in this past term, in June 2024, when the court issued its decision, many of you are familiar with, overturning so-called Chevron deference. And essentially what that decision did, a decision called Loper Bright, essentially what that did was reduce the deference that federal courts are required to give to federal government agencies. Any U.S. Employer will know that you'll frequently have to deal with federal agencies like the U.S. Department of Labor, the National Labor Relations Board, the EEOC, and these regulatory agencies typically will issue numerous interpretations of law and regulations. And since the Chevron decision was handed down in 1984, federal courts have generally deferred to federal agency interpretations of law, particularly where there's an ambiguity in the law. And so the decision in Loper Bright was important because it changed the standard by which federal courts are required to defer to federal agencies. And it'll be interesting to see, particularly with a new administration incoming, whether or not President-elect Trump tries to overturn certain agency rulemaking under President Biden. Specific cases that we're going to see coming up this term, there's three key ones that employers should be paying attention to. One relates precisely a topic that John was talking about, and that's exemptions under the Federal Fair Labor Standards Act. So the first case is basically not necessarily about who qualifies for an exemption and when they qualify, but the standard of proof an employer needs to show to prove that an employee does indeed qualify for an exemption. So in order to be allowed to pay an employee a fixed salary, as John said, the employee needs to meet two tests in order to qualify for an exemption to the FOSA. But the circuit courts are divided at present on the standard the employer needs to prove in order to show that an employee's role qualifies for an exemption. So in the first case that is going to be heard, the court's going to decide whether or not preponderance of the evidence standard will apply or a more rigorous, clear and convincing evidence standard. And again, the circuit courts are divided on this and it'll be interesting to see which way the court goes in that regard. If they go with the clear and convincing evidence standard, it will make it more difficult for employers in the U.S. To argue that their employees qualify for exemptions to the FOSA. Another interesting case that is going to be heard is Ames versus the Ohio Department of Abuse Services. And what's interesting about this case is it follows somewhat of a trend that we've seen since the Supreme Court's decision in the Harvard-UNC affirmative action case a few years ago relating to so-called discrimination claims brought by majority groups. And precisely that's what was that issue in Ames, is essentially a heterosexual male, white male, bringing a claim of discrimination against his employer. And the court, in that case, is being asked to grapple with whether or not somebody who's from a majority class needs to prove anything in additional, demonstrate that they've been subjected to discrimination. So in the underlying decision out of an Ohio federal court, the court determined that somebody who's in a majority protected class or protected group needs to demonstrate additional background circumstances, suggesting that the employer is the unusual employer who discriminates against the majority. So the Supreme Court now will be asked, do employees from majority protected classes, are their discrimination claims held to the same standard as all other groups? Or is there a heightened standard when an employee who's a member of a majority group is bringing claims of discrimination? And the final case that is particularly important to U.S. Employers is whether or not the Americans with Disabilities Act applies to former employees. Now, most employment laws across the country apply to job applicants, pre-employment, of course, during employment, and often post-employment. However, the ADA's language is a little bit unique, and there's a circuit divide as to whether or not the ADA applies to former employees. So in this particular case, a former city firefighter claims that certain benefits were denied to them after their employment ended, but with a discriminatory animus towards their age. So the court's going to be deciding in that circumstance, whether or not plaintiff can avail themselves of the ADA, even though they're no longer employed and are a former employee under the terms of the employer's benefits plan. I think more broadly from a judicial perspective, it'll be interesting to see how President-elect Trump, you know, makes his judicial appointees. We can expect that there will be, a move to point conservative justices district court level and at the circuit court level, as we saw with his first administration, and potentially if there becomes a vacancy as well on the US Supreme Court, replacing any of the outgoing judges with a conservative-minded judge would continue probably the trend of moving in a way towards being fairly employer-friendly. Cindy: Thanks, Mark. A lot to be on the lookout for from the highest court, especially with all of the changes coming up. Good things to highlight. John, as we think about some of the administrative bodies, like the NLRB, what changes do you see there? John: Well, I think we're going to see a lot of changes there, and probably more promptly than anyone expected, given some recent political occurrences in the last several weeks. It was expected so that the National Labor Relations Board is made up of politically appointed board members, and they have the ability to make decisions about the application of the National Labor Relations Act. And the board is, again, made up of these political appointees, and it presently has a Democratic majority. And in the last two years, I'll limit us to two years for time, they have made a number of decisions that provide for broader protections for unions, for employees, for the ability of unions to become the collective bargaining representative at an employer's site, etc. There are six that I'll highlight really quick, and then I'll explain why it's important with regard to the recent political occurrences. So the first case I'll mention, the National Labor Relations Board reversed a number of years of precedent in a case called Siren Retail, which said that if an employer tells its employees that something simple like you will lose your direct relationship with management and with the employer if you elect a union, that this kind of statement, which was previously lawful, is invalid under the National Labor Relations Act, and employers were prohibited from making those type of statements. In the Miller Plastics case, a new test was created for what's called protected concerted activity, making it far more likely that employees who are disciplined for various actions who contend that their actions were concerted activity would be protected. In that particular case, even though concerted activity would make one think there has to be more than one person acting, the National Labor Relations Board in its current makeup decided that wasn't so. And you'd look at the totality of the circumstances and is it possible that the employee intended their action to benefit the group and that would be sufficient. In the Amazon services case. The National Labor Relations Board, again, invalidated years of precedent, went the opposite way, telling management and employers that they were not allowed to hold what's called captive audience meetings. That is, even if the messaging that management put forth to employees at such a meeting, i.e. A required meeting or a mandatory meeting, was fairly objective. That the fact that the meeting was mandatory and discussed a potential unionization effort made such a meeting invalid and such meetings had to be clearly voluntary and employees had to be given the opportunity to not go. Probably the biggest decision in the last couple of years, the CMEx construction case, which created an entire new framework for how employees can have a bargaining unit established at an employer site. Instead of requiring employees and a union to submit to the National Laboration Board for an election, the employees merely have to establish or put forth a claim that they have majority support for a union. And once that happens, the pendulum swings to the employer to petition for an election. And if they fail to do so, then it could result in a bargaining order from the National Labor Relations Board. Mark: John, can I ask you a question? I know some employers will disregard when they hear things about the National Labor Relations Act or the board because they think it only applies to employers with unionized workforces. And some of these decisions obviously do. But can you talk briefly about how the NLRA applies potentially to private employers regardless of whether or not they've unionized employees? John: Sure, Mark, and thanks for making that point. You're exactly correct, and some of the decisions will lend way to that. But the National Labor Relations Act applies to all employers, regardless of whether they have a union on site or any unionized employees, for that matter. In fact, employees without a union can file what are called unfair labor practice charges with the National Labor Relations Board and get damages, including restatement, even without the presence of a union. So, for example, as I was mentioning before, with regard to protected concerted activity in the Miller Plastics case, an employee does not have to be a member of a union to bring in an unfair labor practice charge contending that he or she was subject to discipline when they were participating in unprotected concerted activity, as an example. So all employers need to be aware of the National Labor Relations Board, the National Labor Relations Act, what it requires, what it prohibits, and should be focused and looking forward to what the NLRB in its new makeup might do with some of these decisions. And the last two decisions I'll quickly cover, the endurance environmental case made it more difficult for employers to take what we call unilateral action. In that case, they were installing cameras without first parting with the union. And in the McLaren-McComb case back in 2022, the National Labor Relations Board, again, something that applies, this decision applied to employees, whether there's a union or not. Invalidated broad confidentiality and non-disparagement provisions in severance agreements as potential Section 7 violations. And Section 7 is the section of the National Labor Relations Act that employers most often run afoul of or are charged with unfair labor practices for violating. So what happened recently is that the current makeup of the National Liberations Board, there are two vacancies, two Democratic appointees and one Republican appointee. But earlier in December, the current chair, Lauren McFerrin, lost a procedural vote in the Senate such that her time on the National Labor Relations Board is going to end or has already ended potentially. And so what is likely to happen is when the new administration comes into office, you're going to have three vacancies, one Democrat and one Republican member of the National Labor Relations Board, which is going to allow the new administration to appoint a majority very quickly, perhaps as January 2025, which could see, and we often see when the NLRB makeup changes to a different party majority, the immediate actions by the NLRB to invalidate the decisions of the prior administration's, NLRB. So we could see a number of these very employee-friendly decisions that I ran through get reversed in short order. Cindy? Cindy: Thanks, John. I think it's really important that employers stay aware of this because, like you said, with the change in the makeup of the NLRB, I think we are going to see a lot of activity. And like Mark said, for non-union employers may not be as aware that this can impact their workforce. So more to come on that. You know, when I think about last year, there was a ton of buzz about the future of non-compete agreements. And, you know, we all know that the Biden administration tasked the Federal Trade Commission with reviewing non-compete agreements. After review and comment, the FTC issued a rule that potentially banned almost all of the non-compete agreements, which caused quite a buzz for employers. It's now since been stayed through litigation. I think an interesting turn with the new administration is Andrew Ferguson was announced as the next chair of the Federal Trade Commission. What's noteworthy about that is that back in April, he gave a lengthy statement dissenting from the FTC's proposed rule, an actual rule, really saying that the FTC didn't have the appropriate authority to change a very longstanding business practice. He went on to say that such a rule would nullify 30 million existing contracts and redistribute half a trillion dollars worth of wealth. So I think it's safe to say in his new role, he likely will not support an FTC, you know, stepping in on this issue or revisiting anything in that front. So I think we're clear on a national ban, at least coming from the FTC. But what's interesting, and I think we need to be on the lookout, is that there's really been a lot of change in state and local non-compete and restrictive governance over the last few years. And I know when I'm talking with employers, there's a little. With how to have a one-size-fits-all non-compete that will comply with all of the different state requirements that we currently have. So some states have total bans. Some states have more of a focus on the type of job and the compensation level. Other states have different technical requirements. So I think it's really important, while we might not see on a federal level, I think employers really need to look at non-competes, restrictive covenants, what they currently have in place and really stay attuned to the new changes and changes that are coming so that if they do have restrictive covenants and non-competes as part of their business, that they're making sure that they are complying. So while not as big of a change as we looked at for the last year, I do think that's something that I want to make sure that employers are well aware of and looking at as we look to 2025. So Mark, John, what other things should U.S. employers be thinking about? Anything else, Mark? I know there's a lot of changes in New York state and local laws. Anything we should be particularly concerned about? Mark: Yeah, I think to your point about the patchwork of state and local laws regarding restricting covenants, that's what we have across the U.S. In terms of all sorts of employment laws. And whereas a decade or two ago, most of the pertinent employment laws were really at the federal level, what's developed over the past five to 10 years is this patchwork where you have different laws based on state or county or city, and whether it's a non-compete agreement, whether it's paid sick leave policy, you have to be aware of where your employees are based and then tailor the document, whether it's an employee handbook or some sort of agreement as appropriate. And come January 2025, a whole host of new laws will be taking effect across the country, including in California and New York State. So I think there's, you know, now is a good time to make sure for employers, you know, especially those with multi-jurisdictional operations, to take a look at their policies and their handbooks, to make sure they align with those forthcoming changes, whether it's a minimum wage change, change in a restrictive covenant law, change in some sort of leave of absence law. There continues to be dozens of changes every year. And again, it's not just the state level, but there are cities, counties, and other localities getting into the act as well. So if you have an employee in San Francisco or New York City, you might be subject to three or four levels of laws potentially and need to make sure that your policies and your agreements adequately reflect that. Cindy: Mark, just to jump in on that for a second, I think you raise such a great point, because not only do we need to make sure that we're compliant with the local level of where someone's working, and we may have different laws that are intersecting, but with so much remote work still happening and hybrid work, it's not just the locations of where we have physical offices. So a couple of years ago, we had to look at handbooks and policies in the specific office locations for the companies. But since the work from home and remote work and hybrid work has taken over, we really have to be mindful of where the employee is working. So to your point of looking at state and local jurisdictions, we have to know where our employees are and where they're actually performing services. So great point. Mark: And that's an excellent point because when a lot of companies, clients come to us and ask us questions about applicable law. The law can say, hey, we're headquartered here, or Jane remote employee is assigned to a particular office in a different state. But oftentimes, the applicable law at issue is simply the law of the jurisdiction where the person works, which might be totally different from the headquarters or the office that they're assigned to. So incredibly important to undertake that analysis. And of course, with remote employees, you'll also want to factor in whether that triggers any sort of licensing or tax requirements. So in addition to taking a look at reviewing handbooks and policies, really getting a handle on the operative laws in the jurisdictions within which you operate, the other thing I would just note is that there's going to be a continued focus certainly from federal regulators. States are getting in on the action as well. In addition to locality, we saw this New York City having been the first jurisdiction to pass a law regarding AI in the workplace, but now we've seen Colorado Illinois, and a whole host of other jurisdictions, is that federal and state legislators and regulators are getting in on the act, trying to figure out how to properly regulate the use of AI in the workplace. Particularly to the extent it's used in the hiring process to ensure that there isn't any sort of disproportionate or disparate impact on a particularly protected class of employees. So I think that's something, especially for employers who are considering or actually using AI to any extent, whether it's to automate benefits, plans, or policies, HR protocols. Interview questions, or review resumes, make sure that you're complying with the laws because in many jurisdictions, there are pretty substantial requirements, including requirements to have an independent audit, an independent bias audit of any AI materials and platforms that you're using. So this is definitely an issue that's going to gain more traction over the coming year. Cindy: Mark, I want to jump in on that. I think the regulation on AI is really important and it's changing and we need to be focused on that. I think that's probably one of the biggest challenges for employers on the go forward basis. What I'm noticing a lot also is just the individual policies from the employer's perspective. It's kind of like how we saw social media, you know, several years ago, is the first policy that comes out is sort of banning the use. And then as it becomes more of our, you know, integrated in day to day activities, now people's jobs are to deal with AI and are to work with AI. So it may no longer make sense to have, you know, a supervisor approving every time you use AI for part of your job, like it may have, you know, been a couple of years ago. So I think from a compliance perspective, as well as from a practical policy perspective, it's good to look for, you know, to look at that and how that's going to impact the workforce. John: And I like that you talked, you brought up AI in terms of recruitment. And I just want to jump in. In addition to the state getting involved in AI, you know, how employers deal with prospective, prospective or prospective employees is really starting to become something that the states are getting involved in, in legislating. So what you're going to see and what you have seen in recent years is laws on what questions can be asked during interviews, as was just noted, as well as what background checks can be performed on potential candidates. Limits on drug testing in various states across the country, and of course our pay transparency laws. For example, New Jersey is joining the number of states and localities that have pay transparency laws. And then New Jersey's law goes into effect in June 2025, June 1st. You're going to continue to see the states legislate not only how employees treat their employees, but how they advertise, hire for and recruit new employees. Which again rolls into what Cindy was mentioning a moment ago about our hybrid workforce. Because just because a person doesn't live in a state that has a pay transparency law, for example, if that employer is going to recruit from outside of its boundaries, as New Jersey employers often do to the surrounding states, and even individual candidates in those other states outside of New Jersey may have rights under New Jersey's pay transparency law or a neighboring state's pay transparency law, for example. Cindy: Excellent. Well, I think we are getting short on time right now. Any final thoughts, Mark or John, on things that employers should be aware of in 2025 or things that they should be doing now to prepare for changes or things that might be coming up in 2025? Mark: I would just say it's always best to be proactive. Consult with your HR team, your internal or external counsel, ask questions to make sure that you're in compliance. Always better to get ahead of a potential problem, whether that's on a restrictive covenant matter, non-compliance potentially with the National Labor Relations Board decision, potential overtime exemption classification issue. Better to be proactive, ask the questions. You'll have an opportunity potentially then to take steps rather than to have to play defense So. You know, use particularly the year end and the first quarter of 2025 to try to make sure that you're in compliance with those key items that could potentially result in liability. John: I just agree and echo that. I think proactivity is the name of the game. We have the flip of the new year and it's time to focus on compliance going forward. If you have to react to a government agency asking questions or a plaintiff's lawyer knocking on your door with a potential complaint or an auditor coming by and wanting access to your files, You want to make sure that you're already fully in compliance as opposed to trying to explain why you have not yet come into compliance. So meet with your internal legal and HR resources. Speak to your outside counsel for potential recommendations of things that you might want to look to review and potentially alter to come within compliance before it becomes a problem or a claim. Cindy: Well, thank you both for your great insights and your thoughts. There's a lot to be on the lookout for, and I thank all of you for listening. Please join us again next time. Thank you. Outro: Disputes in Perspective is a Reed Smith production. Our producers are Ali McCardell and Shannon Ryan. For more information about Reed Smith's litigation and dispute resolution practice, please email [email protected]. You can find our podcast on podcast streaming platforms, reedsmith.com, and our social media accounts at Reed Smith LLP.  Disclaimer: This podcast is provided for educational purposes. It does not constitute legal advice and is not intended to establish an attorney-client relationship, nor is it intended to suggest or establish standards of care applicable to particular lawyers in any given situation. Prior results do not guarantee a similar outcome. Any views, opinions, or comments made by any external guest speaker are not to be attributed to Reed Smith LLP or its individual lawyers.  All rights reserved. Transcript is auto-generated.
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