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Foreign Corrupt Practices Act Compliance In Joint Ventures and
Consortia
Cpresents Minimizing FCPA Risk Amid Heightened Government
Enforcement
presents
A Live 90-Minute Teleconference/Webinar with Interactive
Q&AToday's panel features:
Edward J. Fishman, Partner, K&L Gates, Washington,
D.C.Judith A. Lee, Partner, Gibson Dunn & Crutcher, Washington,
D.C.
Edward L. Rubinoff, Partner, Akin Gump Strauss Hauer & Feld,
Washington, D.C.
Q
Wednesday, April 21, 2010
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FCPA RISKS INFCPA RISKS INJOINT VENTURES AND CONSORTIA
Edward J. Fishman
Strafford Publications CLE Webinar
April 21, 2010
K&L Gates LLP1601 K Street, NW
Washington, DC 20006
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Overall FCPA Enforcement Trends
Vigorous enforcement activity continues
U S regulators using more “proactive” techniques U.S. regulators
using more proactive techniques
DOJ/FBI Sting Operation SEC - Specialized FCPA Unit SEC -
Specialized FCPA Unit
Global convergence of anti-corruption regimes
U K Anti Bribery Legislation U.K. Anti-Bribery Legislation
Innospec – Coordinated Global Settlement
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Overall FCPA Enforcement Trends
Recent High-Profile Settlements
Daimler – $185 million settlement with DOJ and SEC Daimler $185
million settlement with DOJ and SEC covering conduct in 22
countries
BAE - $447 million settlement with U.S. and UK
Focus on individuals continues
DOJ also targeting bribe recipients
Expansive legal theories
E.g. “control person liability”
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g p y
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FCPA Risks in JVs and ConsortiaG l L l F k General Legal
Framework
FCPA anti-bribery provisions apply to “any agent” of a U S
issuer or domestic concerna U.S. issuer or domestic concern
FCPA anti-bribery provisions also prohibit acts within the U.S.
in furtherance of an improper payment by non U S issuers or
domestic concernsnon-U.S. issuers or domestic concerns
FCPA accounting provisions apply to U.S. issuers, including any
entity in which issuer holds more than 50% of the voting power
(through ownership of stock or otherwise)
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FCPA Risks in JV and Consortia
Applicability of Books and Records and Internal Control
Requirements
Wh U S i h ld 50% l f th ti f Where U.S. issuer holds 50% or
less of the voting power of a domestic or foreign firm, the issuer
is required to “proceed in good faith to use its influence, to the
extent reasonable under the issuer’s circumstances, to cause such
domestic or foreign the issuer s circumstances, to cause such
domestic or foreign firm to devise and maintain a system of
internal accounting controls”
The relevant “circumstances” referred to above include “the l i
d f h i hi d h “l d relative degree of the issuer’s ownership” and
the “laws and
practices governing the business operations of the country in
which such firm is located.”
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Unique JV and Consortium Partner Risks
Lack of Adequate Diligence on Business Partner
Viewed differently from third-party agentsViewed differently
from third party agents More complicated business relationships
Governance Challengesg
Less direct control over actions of JV partner Different
accounting systems and practicesg y p
Different Compliance Expectations
Legally and practically
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Legally and practically
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Unique JV and Consortium Partner Risks
State-owned enterprise as JV partner
Common in China Africa and the Middle EastCommon in China,
Africa and the Middle East Creates complexities on various
levels:
SOE partner may exercise control over interactions with
“government officials” because of relationships
SOE partner may be getting unwarranted benefits
Project-specific JVs and ConsortiaProject specific JVs and
Consortia
High-risk industries – e.g., infrastructure Complicated
multi-party arrangements
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Complicated, multi party arrangements
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Representative FCPA Enforcement Actions Involving JVs and
Consortia
Halliburton/KBR
Bonny Island LNG Project Bonny Island LNG Project Corporate and
individual enforcement
proceedingsproceedings Global investigation Complex multi party
relationships Complex, multi-party relationships
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Representative FCPA Enforcement Actions Involving JVs and
Consortiag
Former Rep William Jefferson Former Rep. William Jefferson
Bourke/Kozeny – Azerbaijian Investment ConsortiumConsortium
FCPA Opinion Procedure Release 01-02 (July 18 2001)18, 2001)
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Due Diligence and Contracting Issues
Business Partner Due Diligence Risks
Risk of inheriting weak internal controls and Risk of inheriting
weak internal controls and accounting practices
Commercial pressure to limit diligence
JV Contracting Requirements
Audit and termination rights Efforts to implement compliance
program
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Contact Information
Edward J. FishmanK&L Gates LLP1601 K Street N.W.Washington,
D.C. 20006(202) 778-9456 (direct)ed fishman@klgates
[email protected]
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STRAFFORD PUBLICATIONSSTRAFFORD PUBLICATIONS
F i C t P ti A t IForeign Corrupt Practices Act In Joint
Ventures
Judith A. LeeJudith A. Lee
GIBSON, DUNN & CRUTCHER LLP
April 21, 2010
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What Kind of Joint Venture?
consortium jv (“cooperative agreement”) –for a specific project
onlyp p j yspecial FCPA issues continuing business
relationshipcontinuing business relationship
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Consortium Issues
Why a consortium? Usually one party wants technical expertise or
service from panother party. That party could be responsible for
management and project p g p joperation – permits, licenses etc
needed from the foreign governmentg g
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Organization of JV – FCPA Effect
corporation partnershippartnership unincorporated entity
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Why form a JV?Why form a JV? Affects FCPA risks
reduce 'entry' risks by using the local partner's assets
insufficient knowledge of local institutional or legal
environment access to local borrowing powers goodwill of the
local partner is carried forward laws may not permit foreign
nationals to operate alone laws may not permit foreign nationals to
operate alone access to local resources through participation of
national
partner influence of local partners on government officials
influence of local partners on government officials 'compulsory'
access by one partner to foreign technology
or expertise
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Downsides to a JVDownsides to a JVAffects FCPA Risk
differing philosophies, expectations and objectives of the JV
partners
i b l i h l l f i d an imbalance in the level of investment and
expertise brought to the JV by the JV partners
inadequate identification support and inadequate identification,
support, and compensation of senior leadership and management teams
or
conflicting corporate cultures and operational styles of the JV
partners
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What Can Be Expected of JVWhat Can Be Expected of JV
Partners
Compliance with Local Laws
Compliance with International Conventions
Compliance with US Law
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China-specific risks
Sino-Foreign Equity Joint Ventures (EJVs) Sino-Foreign
Co-operative Joint Ventures (CJVs)g p ( ) Wholly Foreign-Owned
Enterprises (WFOE) Foreign Investment Companies Limited by Shares g
p y
(FICLBS) Investment Companies through Foreign Investors p g
g
(ICFI)
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DOCUMENTINGDOCUMENTING COMPLIANCE OBLIGATIONS JV contracts and
agreements should include
anti-corruption clauses, termination clauses and audit rights
Certifications of FCPA and anti-corruptionCertifications of FCPA
and anti corruption
clauses from each JV partner
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Suggested Provisions
JV will comply fully with the FCPA; JV will comply fully with
local laws, p y y ,
regulations and policies; payments of any commissions could be p
y y
disclosed to both the U.S. Government and the foreign
government; certifications that JV compliance with the
FCPA has been and will be maintained10
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SAMPLE CONTRACTSAMPLE CONTRACT PROVISION
Local Party warrants and represents that neither Local Party nor
any of its officers, directors, employees, agents or other
representatives has performed or will perform any of the following
acts in connection ith this Agreement an saleacts in connection
with this Agreement, any sale made or to be made hereunder, any
compensation paid or to be paid hereunder or any otherpaid or to be
paid hereunder, or any other transactions involving the business
interests of the jv:
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pay, offer or promise to pay, or authorize h f i ithe payment
of, any money, or give or promise to
give, or authorize the giving of, any services or anything else
of value either directly oror anything else of value, either
directly or through a third party, to any official or employee of
any governmental authority or instrumentality, y g y y,or of a
public international organization, or of any agency or subdivision
thereof, or to any political party or official thereof or to any
candidate for political office for the purpose of:
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f (i) i fl i d i i f hof (i) influencing any act or decision of
that person in his official capacity, including a decision to fail
to perform his official functions with such pgovernmental agency or
instrumentality or such public international organization or such
political party, (ii) inducing such person to use his p y, ( ) g
pinfluence with such governmental agency or instrumentality or such
public international organization or such political party to affect
ororganization or such political party to affect or influence any
act or decision thereof or (iii) securing any improper
advantage.
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Sample CertificationI have received and read the Foreign Corrupt
P ti A t P li St t t d C liPractices Act Policy Statement and
Compliance Guide (the “Guide”). I am familiar with the Guide and
the related procedures contained therein. I understand the
provisions of the FCPA and the consequences of its violation. I
also understand the Policy that prohibits activity in violation of
the y p yFCPA, and I agree to abide by such Policy and the
provisions and procedures contained in the Guide. I know where a
copy of the Guide isGuide. I know where a copy of the Guide is
located and to whom I should refer questions should issues or
questions arise.
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GIBSON DUNN & CRUTCHER LLPGIBSON, DUNN & CRUTCHER
LLPFind Us
D i Offi I i l OffiDomestic Offices:
Los Angeles333 South Grand AvenueLos Angeles, California
90071‐3197(213) 229‐7000
Palo Alto1881 Page Mill RoadPalo Alto, California 94304‐1125(650) 849‐5300
International Offices:
LondonTelephone House2‐4 Temple AvenueLondon EC4Y
0HB United Kingdom
Century City2029 Century Park EastLos Angeles, California 90067‐3026(310) 552‐8500
New York
Orange County3161 Michelson DriveIrvine, CA 92612‐4412(949) 451‐3800
Dallas
London EC4Y 0HB, United Kingdom44‐20‐7071‐4000
Paris166 rue du Faubourg Saint Honoré75008 Paris, France33
1 56 43 13 00New York
200 Park AvenueNew York, New York 10166‐0193(212) 351‐4000
Washington, D.C.1050 Connecticut Avenue, N. W.
Dallas2100 McKinney Avenue, Suite 1100Dallas, Texas 75201‐6911(214) 698‐3100
Denver1801 California Street, Suite 4200
33‐1‐56‐43‐13‐00
MunichWidenmayerstraße 1080538 Munich, Germany49‐89‐189‐33‐0
Washington, D. C. 20036‐5306(202) 955‐8500
San FranciscoOne Montgomery StreetSan Francisco, California 94104‐4505(415)
393 8200
fDenver, Colorado 80202‐2641(303) 298‐5700
Brussels
Avenue Louise 4801050 Brussels, Belgium32‐2‐554‐70‐00
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(415) 393‐8200
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Foreign Corrupt Practices Act: Compliance in Joint Ventures and
ConsortiaCompliance in Joint Ventures and ConsortiaEdward L.
Rubinoff
Akin Gump Strauss Hauer & Feld, LLPAkin Gump Strauss Hauer
& Feld, LLP1333 New Hampshire Avenue, NWWashington, DC
20036(202) 887-4026erubinoff@akingump [email protected]
April 21, 2010
© 2010 Akin Gump Strauss Hauer & Feld LLP
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AgendaAgenda
Ensuring FCPA Compliance
Identifying and Responding to Red Flags
Managing Internal In estigations Managing Internal
Investigations
Resolving Disputes with JV and Consortium Partners Resolving
Disputes with JV and Consortium Partners
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Ensuring FCPA Compliance: Inherent ChallengesEnsuring FCPA
Compliance: Inherent Challenges
● JVs and consortia, by definition, are partnerships to expand
resources capital or market access where control is
dividedresources, capital or market access where control is divided
among partners.
● Sharing control and/or influence may expose partners to risk
in g y p pthe event that other entities are not willing or able to
comply with the FCPA.
● To address power sharing issues partners must both assert● To
address power sharing issues, partners must both assert compliance
priorities and mitigate compliance risks.
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Ensuring FCPA ComplianceEnsuring FCPA Compliance
To ensure FCPA compliance after JV and consortium partners enter
into an agreement: g
● Communicate FCPA compliance expectations to all JV and
consortium partners;
● Institute a comprehensive FCPA compliance program;
● Maintain a JV/consortium due diligence file; and
● Provide on-going JV/consortium oversight.
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Ensuring FCPA Compliance: CommunicationsEnsuring FCPA
Compliance: Communications
Communicate FCPA compliance expectations to all JV and
consortium partners:p
● Explain FCPA requirements that result from partnering with a
U.S. company to all JV and consortium partners;
● Communicate expectations to all levels of employees,
particularly those involved with sales, accounting or government
contracts;
● Provide regular training; and● Provide regular training;
and
● Customize training and informational materials to local
languages and customs.
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Ensuring FCPA Compliance: Compliance Program
Institute a comprehensive FCPA compliance program:
Ensuring FCPA Compliance: Compliance Program
● Ensure global integration of corporate FCPA policies;■ Code of
conduct; gifts, travel and entertainment expenses; charitable
and political contributions.
● Ensure third party broker/ agents/ consultants agreements
contain FCPA language;
● Implement approval and accounting process for payments;
● Provide strong enforcement mechanisms including certification●
Provide strong enforcement mechanisms including certification
programs, reporting and independent oversight; and
● Audit and monitor FCPA compliance
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● Audit and monitor FCPA compliance.
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Ensuring FCPA Compliance: Due Diligence FileEnsuring FCPA
Compliance: Due Diligence File
The due diligence file should include:
● Agreements with JV or consortium partners and all
amendments;
● FCPA due diligence questionnaires database results and other●
FCPA due diligence questionnaires, database results and other
records;
● Written reports on activities of JV or consortium partners;
and
● Records of all payments made by and to JV or consortium.
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Ensuring FCPA Compliance: OversightEnsuring FCPA Compliance:
Oversight
Provide on-going JV/consortium oversight:
● Obtain regular reports on JV/consortium business
activities;
● Review personnel changes at the senior level;
● Provide written FCPA guidance in local language;
● Conduct periodic audits or on-site visits;
● Consider engaging external monitors to identify risks; and
● Establish a company “Hotline” that provides 24/7 access,
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p y p ,anonymity and reporting/escalation mechanism.
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Identifying and Responding to Red FlagsIdentifying and
Responding to Red Flags
In connection with JV/consortium remain vigilant for FCPA red
flags:
● Unusual commissions;
● Convoluted payment requests or invoices;
● Requests for payments of cash to the JV or consortium;
● Rumors of improper payments;
● Abnormally large or frequent political contributions;
● Incomplete or inaccurate information in required
disclosures;
● Retention of unnecessary employees;
● General lack of candor or transparency; and
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● Other instances of unusual or suspicious circumstances.
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Identifying and Responding to Red FlagsIdentifying and
Responding to Red Flags
What if a JV or consortium partner appears poised to violate the
FCPA?
● Follow FCPA procedures.
● Ensure that adequate lines of communication exist.Ensure that
adequate lines of communication exist.
● Follow chain of command.
● Seek an outside opinion to clarify issues, as necessary.
● Send a cease and desist notice, when appropriate.
● Consider terminating JV or consortium agreement.
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● Consider filing voluntary disclosure(s) with government
authorities.
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Managing Internal Investigations: ConsiderationsManaging
Internal Investigations: Considerations
JV and consortium partners may have different approaches to FCPA
compliance and internal investigations. p g
● Applicability and scope of FCPA and other anticorruption
laws.
Acti ities that req ire in estigation● Activities that require
investigation.
● Nature of investigation:■ Who may authorize/conduct an
investigation?■ Scope of matters under investigation?■ Who bears
the cost of investigation?
● Appropriate post-investigation action:● Appropriate post
investigation action:■ Employee repercussions;
disclosure/settlement; termination of JV
or consortium.
Partners should incorporate appropriate forward-looking
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language into the JV or consortium agreement to prepare for
worst-case scenarios.
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Managing Internal Investigations: InitiationManaging Internal
Investigations: Initiation
When should an internal investigation be conducted?
● Any time an FCPA violation is suspected.
Why should you conduct an internal investigation?Why should you
conduct an internal investigation?
● An internal investigation allows the partners to determine
whether violations have occurred and the scope of the violations,
if any.
● Permits well-informed decision-making.
● Provides information necessary for self-disclosure.
● While disruptive, it is less disruptive than a government
investigation.
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Managing Internal Investigations: ConductManaging Internal
Investigations: Conduct
Who should conduct an internal investigation?
● In-house audit committee■ Allows for quick and effective
investigation; particularly efficient for low level
violations.
● General counsel■ Attorney-client privilege provides an extra
level of confidentiality.
● Outside counsel● Outside counsel ■ Attorney-client privilege;
additional outside resources; ensures impartiality.
● Forensic consultantsForensic consultants■ Provides specialized
skill set; useful for complicated accounting issues.
● Special JV or consortium committeeAll f ti d di ti ith JV ti
t
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■ Allows for cooperation and coordination with JV or consortium
partners.
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Managing Internal Investigations: ConductManaging Internal
Investigations: Conduct
How should an internal investigation be initiated?
● Board of Directors, special committee or general counsel
should authorize investigation.
Id tif bj ti f th i ti ti d ti● Identify objectives, scope of
the investigation and reporting responsibilities.
● Consider initial notice of voluntary self-disclosure to
preserve the right to● Consider initial notice of voluntary self
disclosure to preserve the right to voluntary self-disclosure in
the event violations are discovered.
● Notice of the investigation should be given to the affected
company l ithpersonnel with:
■ An order to retain all relevant documents; ■ A request to
report any inadvertent destruction of records; and ■ An explanation
that the matter should be kept confidential.
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■ An explanation that the matter should be kept
confidential.
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Managing Internal Investigations: ScopeManaging Internal
Investigations: Scope
What does an internal investigation entail? ● Document
collection● Document collection■ Immediate priority as “adverse
inferences” can be drawn from destruction. ■ For strategic
purposes, consider whether documents outside the U.S. should
remain outside of the U.S.
● Witness interviews■ Identify key witnesses, provide Upjohn
warnings, and interview as soon as
possiblepossible.
● Careful review and analysis of information/documents
gathered.
● Dealing with adverse discoveries: ■Use document review and
witness interviews to identify and resolve “red flags.”
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Managing Internal Investigations: ResolutionManaging Internal
Investigations: Resolution
What is the final result of an internal investigation?
● Written report to senior management.
D t i h t l th i● Determine how to resolve the issue:■
Discipline or adverse action for relevant employees.■ Effect on
senior management.■ Long-term effect on JV or consortium
partnership.■ Long term effect on JV or consortium partnership.■
Disclosure to U.S. government agencies and/or appropriate
foreign entities.
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Resolving Disputes with JV and Consortium PartnersResolving
Disputes with JV and Consortium Partners
JVs and consortia business disputes may arise generally
from:
● Differing objectives;
● Inadequate definition of the scope of business activities;
● Arguments over control, responsibilities and chains of
command;
I tibl t t l i l di● Incompatible management styles, including:■
Cultural differences;■ Unclear or poorly defined leadership; and■
Problems consolidating standard business practices,■ Problems
consolidating standard business practices,
such as accounting and personnel management.
● Terms governing indemnification and expenses.
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Resolving Disputes with JV and Consortium PartnersResolving
Disputes with JV and Consortium Partners
Additionally, JVs and consortia may need to contend with
differences in opinion over FCPA compliance, including: p p , g
● Necessity of FCPA compliance and scope of FCPA
jurisdiction.
● What is legal under local law or facilitation exceptions?●
What is legal under local law or facilitation exceptions?
● What investments in compliance are necessary?
● What requires investigation?
● How will an investigation be conducted?
● What remedial actions are appropriate?
● When to correct and strengthen FCPA safeguards?
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● When to disclose to relevant authorities?
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Resolving Disputes with JV and Consortium PartnersResolving
Disputes with JV and Consortium Partners
JV/consortium disputes will be dictated by the weight and
influence of the parties involved.
Partners should be aware that this may affect their ability to
effectively and efficiently resolve disputes.
JV and consortium dispute resolution may require:
● Looking to the agreement:■ To define relative influence and
control. ■ To clearly describe management responsibilities and
measurable milestonesmeasurable milestones.■ For structural
solutions such as providing an independent
director with a swing vote, or outside authorities.
● Considering bilateral discussions.
● Undertaking third party mediation or arbitration.
● As a last resort the JV or consortium relationship may be
19
● As a last resort, the JV or consortium relationship may be
terminated.
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QUESTIONS?
Edward L. RubinoffAkin Gump Strauss Hauer & Feld, LLPp1333
New Hampshire Avenue, NWWashington, DC 20036(202) 887 4026(202)
[email protected]
© 2010 Akin Gump Strauss Hauer & Feld LLP
Cover PagePollSound QualityFishman - FCPA in Joint VenturesLee -
FCPA in Joint VenturesRubinoff - FCPA and Joint Venture
Consortia