from PART IV - Working party chairpersons’ perspectives on accession negotiations
Published online by Cambridge University Press: 05 November 2015
ABSTRACT
What is the perspective from the podium? What are the challenges that face the chairperson of an accession working party? The role of a chairperson of an accession working party is tough and challenging, and the functions of a chairperson can only be successfully exercised if he or she has the trust and confidence of parties involved. This role is best understood as that of a referee, assisted by the Secretariat. The accession of the Russian Federation demonstrated that, ‘the real work in WTO accession negotiations is done “beyond the gavel”. If the chair could only work with the gavel, the accession process would get nowhere.’ Critical to any progress in the complexity of accession negotiations is political will and the ability to compromise, as geopolitics may add a thick layer of complexity to the process. The reality of accession negotiations is that all participants have to be accommodated.
In this chapter, I present a podium perspective that describes the role of the working party chairman from the experience of the WTO accession negotiations of Russia. This was a unique accession in every respect. My chairmanship of the accession of Russia reflected the management of the trade integration of a major player in the global arena. There were systemic sensitivities for the safeguard of the rules-based multilateral trading system accompanied by geopolitical considerations.
Being offered the opportunity to be the third (and fortunately last) chairman of the WTO working party on the accession of Russia was an unexpected and, quite honestly, double-edged compliment. With hindsight, I accepted the invitation too readily, not realising that the project would outlast my time in Geneva, and follow me all the way home. But my seven years in the chair turned out to be professionally rewarding, and offered an opportunity to engage in complex international diplomacy between major and minor players that otherwise might have passed me by.
What I realise now is that the chairman's role in managing an accession negotiation is best understood as that of a referee. The chairman has to make sure that the rules of the game are observed. That person supervises the process, mediates it, if required, and in doing so carries the weight of ensuring the credibility of the whole exercise.
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