David Ernst

Definition of the elements of a corporate control framework and a methodology for assessing a JV’s control processes, policies, and support services.

Pursuing innovation often requires a JV to make investments, potentially including acquisitions and minority investments, in domains that are not explicitly defined within the company’s authorized scope, and to secure funding from owners, which may have other capital needs, low risk tolerance, or insufficient understanding of the market to make such investments. What are JVs to do?

The purpose of this guide is to outline a process to identify potentially obscured areas of misalignment in a joint venture, and to develop potential remedies that can be incorporated into deal terms and other pre-close agreements. Illustrate a case study of misalignment scenario planning.

The purpose of this tool is to collect feedback from employees at the front-line of partner interactions (e.g., Board and committee members; shareholder representatives, Asset Managers, and individuals in other governance support roles; former secondees; employees providing functional services and support to ventures) on how partners perceive the Company as a JV partner. The second purpose is to provide a systematic and fact-based means to identify areas where the Company can improve as a JV partner.

This document is a compilation of some of the interesting processes and tools that companies use to screen and shape partnership transactions.

This guide is part of the Structuring the JV Agreement Series.

This guide is part of the Structuring the JV Agreement Series.

This guide should serve as an outline of what the front-end of the deal process for potential joint ventures looks like in leading companies.

The purpose of this document is to illustrate the practices used by some successful Parent companies to meet the standards of anti-corruption regimes while selecting a partner