Joint Venture (JV)

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JV(联营体).

JV(联营体).

JV (联营体Joint Venture)JV (联营体Joint Venture):两个或多个组织为了实现一个特定的商业目的而达成的有约束力的协议。

所有成员同意分享或承担联营体的最终利润或亏损。

(A contractual agreement joining together two or more parties for the purpose of executing a particular business undertaking. All parties agree to share in the profits and losses of the enterprise.)联营体包括法人型联营体(EJV)和合同型联营体(CJV)。

合同型联营体包括投资入股型联营体和协作型联营体(不产生新的经济实体,但与投资入股型相比,它是一个较为松散的联合体,其组织性较弱)。

投资入股型联营体是指企业之间或者企业、事业单位之间联营,共同经营、不具备法人条件的,由联营各方按照出资比例或者协议的约定,以各自所有的或者经营管理的财产承担民事责任,依照法律的规定或者协议的约定负连带责任的联营体,是一个关系较为紧密的联营体。

联营体的概念最早是出现在工程建筑领域的一种组织形式,后来发展到了其它各个领域都应用这种组织形式,在法律上来讲联营体已经是一个十分规范化的概念了。

一、联营体模式具备以下优势:1、在专业特长方面互补,增强专业技术水平,增强市场竞争力,提升中标能力;2、提高资产利用率和工作效率;3、可以共同分担施工风险;4、工程项目所在国承包商参加联营体,有利于外国承包商了解该国业务,享受优惠待遇,便于利用当地的廉价劳动力以降低工程造价;5、有助于提高发展中国家工程公司的管理水平和技术水平。

二、联营体模式一般会出现的问题:1、资源投入的问题。

合作双方涉及到资源投入方面比较容易出现问题,特别是在追加投入的时候,其中一方不愿意投入,往往容易产生矛盾。

工程项目联营体(JV)协议基础

工程项目联营体(JV)协议基础

JV在中东市场比较常见,很多阿拉伯世界国家由于自己国内施工企业能力较弱,为了保护和提升自己的相关产业能力,都要求在当地设置公司的要和当地公司合资的,如果要是投标的话,必须找一个当地单位组成联营体来共同投标,那么下面就这个问题,和大家分享下相关方面的总结。

这个备忘录模板还不错,大家可以看看,参与这个JV的单位名称内容我都和谐掉了,主要关于付款的条款并未写明,应该是要在中标后需要进一步进行明确的。

,BASIS OF JOINT VENTURE AGREEMENTThis Basis of Joint Venture Agreement (“Agreement”)enteredon this 27th day of March2011.By and BetweenChina Geological Co. Ltd, whose registered office is Jinsong, Chaoyang District, Beijing 100024 (hereinafter referred as “KKK”).ANDCOMBINED GROUP CONTRACTING COMPANY (K.S.C.C), a Company incorporated under the Laws of UAE, having its Registered Office at P.O. Box___________, ,Dubai(hereinafter referred to as "CGCC")\ANDThe expressions “KKK” and "CGCC" shall, wherever the context admits, mean and include their respective legal representative(s), successor(s)-in-interest and assigns and shall collectively be referred to as "the Parties" and individually as "the Party".PREAMBLEWHEREAS the Dubai Housing Authority(hereinafter referred to as the "Employer") has invited contractors to prequalify and if successful to tender for the execution of “Engineering and Construction for Infrastructure Works Group –1 & Group - 2”, which will be tendered in separate packages (hereinafter referred to as the "Project(s)");AND WHEREAS the Parties have indicated their willingness to Jointly, preparing and submitting prequalification to the employer and bid for the project (Joint Bid) and in the event of award of contract(s) (hereinafter referred to as the “Contract(s)”) being awarded to the Parties by the Employer, the Parties agree jointly and severally to carry out the execution of the Project(s) in accordance with the terms and conditions of the Contract(s);NOW, therefore, KKK and CGCC hereby agree to the following terms of the Agreement:Clause 1 - PURPOSE OF THE AGREEMENT1.1The purpose of this Agreement is to establish the principles governing therelationship of the Parties with each other, the Employer, and third Parties with respect to the Project(s) during Joint Bid preparation and submission, Contract negotiation and Contract implementation.1.2KKK and CGCC hereby form an unincorporated ‘Joint Venture’ to jointly bidfor the Project(s) and in the event of the bid(s) being accepted by the Employer, to enter into the Contract(s) and to execute the same to the satisfaction of the Employer, under joint and several liability regardless of their respective shares in the Joint Venture. The Parties shall co-operate with each other to the maximum extent in order to secure the Project(s) and thereafter to invest its full resources to execute and maintain it successfully in accordance with the terms of the Contract.Clause 2 – BID REPRESENTATIVE2.1 The Parties will jointly co-ordinate, prepare and submit the Joint Bid(s) thatshall be submitted to the Employer.2.2 For the purpose of submitting the Joint Bid(s) to the Employer, the Partieshereby authorize KKK to lead and represent the Unincorporated Joint Venture as the ‘Bid Representative’.Clause 3 – PARTICIPATING INTEREST / SHARING RATIO3.1 The Parties agree that in the event that the Project(s) is awarded to the Joint Venture, the Respective participation resources and interests of each Party in the Joint Venture shall, at all times, be in the following shares:Participation Percentage(%)KKK 50%CGCC 50%3.2The Parties shall mutually discuss and agree upon the price(s) of the JointBid(s), Working Capital, Project Cost, Management of the Joint Venture, assumptions, responsibilities to be furnished by each Party and any special conditions during preparation of pre-qualification and Joint Bid.3.3 A detailed and comprehensive Joint Venture Agreement shall be drafted andagreed between the Parties following the award of the Contract(s). The terms and Conditions of the detailed Joint Venture Agreement shall contain at the minimum the applicable terms contained in this agreement.Clause 4 - TENDER, NEGOTIATIONS, CONTRACT:4.1 All negotiations with the Employer/Project Manager by the BidRepresentative in connection with the Joint Bid(s) prior to the award of Contract(s) shall be after prior unanimous consent of the Parties. Each Party shall have the right to be represented at any meetings before the Employer.4.2 No changes, additions or modifications to the Joint Bid(s) after its submissionand no agreement, whether verbal or written, with the Employer/Project Manager containing such changes, additions or modifications shall be made except with the prior unanimous consent of the Parties. Withdrawal of the Joint Bid as well as any extension of the time of validity of Joint Bid requires likewise the prior unanimous consent of the Parties.4.3 During negotiation with the Employer/Project Manager, if the BidRepresentative has to give concession/discount on the price, the same shall be made only after obtaining prior written consent of both Parties.Clause 5 – EXCLUSIVITY5.1 During the validity of this Agreement, the Parties shall not enter into anysimilar agreement / Memorandum of Understanding of any nature in respect of the Project(s) and/or discuss matters concerned under this Agreement and/or tender or execute the Project(s), either directly or indirectly or through its subsidiary/associate or otherwise, with any other party without first referring the matter to either applicable Party for their prior consent which will not be unreasonably withheld or delayed.Clause 6 – LIABILITY6.1The internal liabilities / responsibilities of the Parties will be mutually agreedin line with the terms & conditions as set out in the Joint Bid(s) and this Agreement.Clause 7 - ASSIGNMENT7.1 Neither Party shall assign or transfer any interest under this Agreement,without the prior written consent of the other Party.Clause 8: NO AGENCY8.1 This Agreement relates only to the single purpose Joint Venture contemplatedin it.8.2 Nothing contained in herein is intended to create a partnership, agency,fiduciary relationship or any other separate legal or corporate entity among the Parties.8.3 No Party has the right to represent or bind the other Party without the otherParty's prior written consent.Clause 9 - DURATION OF THE AGREEMENT9.1 This Agreement shall become null and void if any of the following eventsoccur whichever earlier:a) the Parties do not agree on the Joint Bid price;b) the Employer abandons the Project(s);c) the Employer awards the Project(s) to some other party(s);d) if the Parties are disqualified;e) if either Party is declared as insolvent by a Court of competent jurisdiction;f) By mutual consent;g) If the prequalification unsuccessful.Clause 10 – CONFIDENTIALITY10.1 Each of the Parties hereby warrants and undertakes with the other Party, thatduring the continuance and after determination of this Agreement they will not, except with the consent of the other Party, use or disclose any information obtained by either Party under this Agreement unless and until such information becomes generally available to the public.Clause 11 - NOTICES11.1 All notices and communications shall be sent to the following addresses ofthe Parties:-KKK China Geological Co. LtdAttn:P.O.Tel:Fax:CGCC COMBINED GROUP CONTRACTING COMPANY(K.S.C.C)Attn:P.O.Tel:Fax:Clause 12 - PRE-AWARD EXPENSES:12.1Each Party shall separately bear all costs and expenses it may expend or incurin connection with the preparation, submission and negotiation of the Joint Bid unless otherwise agreed in writing by both Parties. Costs payable to third parties shall be paid by each Party according to its share (as detailed in Clause3.1) against reasonable documentary evidence of the cost and expense.Clause 13 - AMENDMENTS:13.1 Any amendments to this Agreement shall be in writing and signed by theauthorized representatives of the Parties.Clause 14 – LANGUAGE14.1 All notices, communication and statements shall be made in English language.Clause 15- ADMINISTRATIVE MATTERS15.1 The Parties hereby authorise Mr. _______for KKK adn Mr. Abdul Rahman AlMarourf for CGCC to open a Joint Venture Bank Account under the name of "KKK/CGCC JV" with a mutually agreed Bank in the State of UAE to serve this Joint Venturte and issue any requested Advance Payment Guarantee or Performance Bonds by the Employer. Furthermore, the Parties agree and acknowledge that Mr.________ and Mr. Abdul Rahman Al Marouf may nominate any member of their respective staff to jointly operate the Joint Venture Bank Account thereafter by way of letter addressed to the elected Bank and duly signed by both of them.Clause 16 - DISPUTE RESOLUTION16.1 Except as otherwise provided in this Agreement any dispute or differencearising between the Parties in respect of or in connection with or touching the meaning, construction, interpretation and the rights and obligations of the Parties under this Agreement shall be first amicably resolved by the respective Chief Executive Officers of the Parties failing which such disputes/differences shall be exclusively and finally settled by Arbitration and in accordance with the Rules of Conciliation and Arbitration of the London Court of International Arbitration Centre(“LCIA Rules”) for the time being in force which rules are deemed to be incorporated by reference to this Clause.16.2 The Arbitral Tribunal shall consist of three arbitrators, one selected by each ofthe contesting Parties and a third selected by the Executive Committee of LCIA appointed with the said Rules.16.3 The language of the arbitration proceedings shall be English and the venueshall be UAE or wherever the parties jointly agree to hold.Clause 17 - GOVERNING LAW17.1 This Agreement shall be governed and construed in accordance with theJurisdiction and Laws of England and Wales.Clause 18 -SEVERABILITY18.1 If a provision of this Agreement or a procedure to be carried out in itsimplementation is or becomes illegal or unenforceable, the remianing provisions and procedures shall not be affected.IN WITNESS WHEREOF the Parties have signed this Agreement the day and date first above written:For and on Behalf of For and on Behalf ofKKK CGCCBy the duly authorised Representative By the duly authorised RepresentativeWitness:__________________________。

2011年ACCAP1-P3真题

2011年ACCAP1-P3真题

2011年ACCA P1-P3真题Section A – This ONE question is compulsory and MUST be attempted1.Coastal Oil is one of the world’s largest petrochemical companies. It is based in Deeland and is responsible alone for 10% of Deeland’s total stock market value. It employs 120,000 people in many countries and has an especially strong presence in Effland because of Effland’s very large consumption of oil and gas products and its large oil reserves. Coastal Oil is organised, like most petrochemical companies, into three vertically integrated business units: the exploration and extraction division; the processing and refining division; and the distribution and retailing division.Because of the risks and the capital investment demands, Coastal Oil has joint venture (JV) agreements in place for many of its extraction operations (i.e. its oil and gas rigs), especially those in the deep-water seas. A joint venture is a shared equity arrangement for a particular project where control is shared between the JV partners. In each of its JVs, Coastal Oil is the largest partner, although operations on each rig are divided between the JV member companies and the benefits are distributed according to the share of the JV.As a highly visible company, Coastal Oil has long prided itself on its safety record and its ethical reputation. It believes both to be essential in supporting shareholder value. Its corporate code of ethics, published some years ago, pledges its commitment to the ‘highest standards’ of ethical performance in the following areas: full compliance with regulation in all jurisdictions; safety and care of employees; transparency and communication with stakeholders; social contribution; and environmental responsibility. In addition, Coastal Oil has usually provided a lot of voluntary disclosure in its annual report and on its website. It says that it has a wide range of stakeholders and so needs to provide a great deal of information.One of the consequences of dividing up the different responsibilities and operations on an oil or gas rig is that Coastal Oil does not have direct influence over some important operational controls. The contractual arrangements on any given oil rig can be very complex and there have often been disagreements between JV partners on some individual legal agreements and responsibilities for health and safety controls. Given that Coastal Oil has JV interests in hundreds of deep-water oil and gas rigs all over the world, some observers have said that this could be a problem should an accident ever occur.This issue was tragically highlighted when one of its deep-water rigs, the Effland Coastal Deep Rig, had an explosion earlier this year. It was caused by the failure of a valve at the ‘well-head’on the sea floor. The valve was the responsibility of Well Services, a minor partner in the JV. Eight workers were killed on the rig from the high pressure released after the valve failure, and oil gushed into the sea from the well-head, a situation that should have been prevented had the valve been fully operational. It was soon established that Well Services’ staff failed to inspect the valve before placing it at the well-head at the time of installation, as was required by the company’s normal control systems. In addition, the valve was attached to a connecting part that did not meet the required technical specification for the water depth at which it was operating. The sea bed was 1,000 metres deep and the connecting part was intended for use to a depth of up to 300 metres. There was a suggestion that the need to keep costs down was a key reason for the use of the connecting part with the inferior specification.Reports in the media on the following day said that the accident had happened on a rig ‘belonging to Coastal Oil’ when in fact, Coastal Oil was technically only a major partner in the joint venture. Furthermore, there was no mention that the accident had been caused by a part belonging to Well Services. A journalist did discover, however, that both companies had operated a more lax safety culture on the deep-water rigs than was the case at facilities on land (the ‘land-side’). He said there was a culture of ‘out of sight, out of mind’ on some offshore facilities and that this meant that several other controls were inoperative in addition to the ones that led to the accident. Information systems reporting back to the ‘land-side’ were in place but it was the responsibility of management on each individual rig to enforce all internal controls and the ‘land-side’ would only be informed of a problem if it was judged to be ‘an exceptional risk’by the rig’s manager.The accident triggered a large internal argument between Coastal Oil and Well Services about liability and this meant that there was no public statement from Coastal Oil for seven days while the arguments continued. Lawyers on both sides pointed out that liability was contractually ambiguous because the documentation on responsibilities was far too complex and unclear. And in any case, nobody expected anything to go wrong. In the absence of any official statement from Coastal Oil for those seven days, the media had no doubts who was to blame: Coastal Oil was strongly criticised in Effland with the criticism growing stronger as oil from the ruptured valve was shown spilling directly into the sea off the Effland coast. With no contingency plan for a deep-water well-head rupture in place, the ruptured valve took several months to repair, meaning that many thousands of tonnes of crude oil polluted the sea off Effland. Images of seabirds covered in crude oil were frequently broadcast on television and thousands of businesses on the coast reported that the polluted water would disrupt their business over the vital tourist season. Public statements from Coastal Oil that it was not responsible for the ruptured valve were seemingly not believedby the Effland public. Senior legislators in Effland said that the accident happened on ‘a rig belonging to Coastal Oil’ so it must be Coastal Oil’s fault.A review by the Coastal Oil board highlighted several areas where risk management systems might be tightened to reduce the possibility of a similar accident happening again. Finance director, Tanya Tun, suggested that the company should disclose this new information to shareholders as it would be value-relevant to them. In particular, she said that a far more detailed voluntary statement on environmental risk would be material to the shareholders. The annual report would, she believed, be a suitable vehicle for this disclosure.Because of the high media profile of the event, politicians from Effland involved themselves in the situation. Senator Jones’s constituency on the coast nearest the rig was badly affected by the oil spill and many of his constituents suffered economic loss as a result. He angrily retorted in a newspaper interview that Coastal Oil’s CEO, Susan Ahmed, ‘should have known this was going to happen’, such was the poor state of some of the internal controls on the Effland Coastal Deep Rig.As the oil spill continued and the media interest in the events intensified, CEO Mrs Ahmed was summoned to appear before a special committee of the Effland national legislature ‘to explain herself to the citizens of Effland’. The Coastal Oil board agreed that this would be a good opportunity for Mrs Ahmed to address a number of issues in detail and attempt to repair some of the company’s damaged reputation. The board agreed that Mrs Ahmed should provide as full a statement as possible on the internal control failures to the special committee.Required:(a) Describe the general purposes of a corporate code of ethics and evaluate Coastal Oil’s performance against its own stated ethical aims as set out in its code of ethics. (10 marks) (b) Explain, using examples, the difference between voluntary and mandatory disclosure, and assess Tanya Tun’s proposition that additional voluntary disclosure on environmental risk management would be material to the shareholders. (10 marks)(c) In preparing to appear before the special committee of the Effland national legislature, CEO Mrs Ahmed has been informed that she will be asked to explain the causes of the accident and to establish whether she can give assurances that an accident of this type will not re-occur. Required:Prepare a statement for Mrs Ahmed to present before the committee that explains the following: (i) The internal control failures that gave rise to the accident; (10 marks)(ii) The difference between subjective and objective risk assessment (using examples). Argue against Senator Jones’s view that Mrs Ahmed ‘should have known this was going to happen’; (8 marks)(iii) ‘Health and safety’ risk and the factors that can increase this risk in an organisation;(4 marks)(iv) Why Coastal Oil cannot guarantee the prevention of further health and safety failures, using the ALARP (as low as reasonably practicable) principle; (4 marks)Professional marks will be awarded in part (c) for logical flow, persuasiveness, format and tone of the answers. (4 marks) (50 marks)Section A – THIS ONE question is compulsory and MUST be attemptedSection B – TWO questions ONLY to be attempted2.Traveler, a public limited company, operates in the manufacturing sector. The draft statements of financial position are as follows at 30 November 2011:Traveler Data Captive $m $m $mAssets: Non-current assets Property, plant and equipment 439 810 620 Investments in subsidiaries Data 820 Captive 541 Financial assets 108 10 201,908 820 640 Defined benefit asset 72Current assets 995 781 350 –––––– –––––– –––––Total assets 2,975 1,601 990 –––––– –––––– –––––Equity and liabilities: Share capital 1,120 600 390 Retained earnings 1,066 442 169 Other components of equity 60 37 45Total equity 2,246 1,079 604 –––––– –––––– –––––Non-current liabilities 455 323 73Current liabilities 274 199 313 –––––– –––––– –––––Total liabilities 729 522 386 –––––– –––––– –––––Total equity and liabilities 2,975 1,601 990 –––––– –––––– –––––The following information is relevant to the preparation of the group financial statements:1 On 1 December 2010, Traveler acquired 60% of the equity interests of Data, a public limited company. The purchase consideration comprised cash of $600 million. At acquisition, the fair value of the non-controlling interest in Data was $395 million. Traveler wishes to use the ‘full goodwill’method. On 1 December 2010, the fair value of the identifiable net assets acquired was $935 million and retained earnings of Data were $299 million and other components of equity were $26 million. The excess in fair value is due to non-depreciable land.On 30 November 2011, Traveler acquired a further 20% interest in Data for a cash consideration of $220 million.2 On 1 December 2010, Traveler acquired 80% of the equity interests of Captive for a considerationof $541 million. The consideration comprised cash of $477 million and the transfer of non-depreciable land with a fair value of $64 million. The carrying amount of the land at the acquisition date was $56 million. At the year end, this asset was still included in the non-current assets of Traveler and the sale proceeds had been credited to profit or loss.At the date of acquisition, the identifiable net assets of Captive had a fair value of $526 million, retained earnings were $90 million and other components of equity were $24 million. The excess in fair value is due to non-depreciable land. This acquisition was accounted for using the partial goodwill method in accordance with IFRS 3 (Revised) Business Combinations.3 Goodwill was impairment tested after the additional acquisition in Data on 30 November 2011. The recoverable amount of Data was $1,099 million and that of Captive was $700 million.4 Included in the financial assets of Traveler is a ten-year 7% loan. At 30 November 2011, the borrower was in financial difficulties and its credit rating had been downgraded. Traveler has adopted IFRS 9 Financial Instruments and the loan asset is currently held at amortised cost of $29 million. Traveler now wishes to value the loan at fair value using current market interest rates. Traveler has agreed for the loan to be restructured; there will only be three more annual payments of $8 million starting in one year’s time. Current market interest rates are 8%, the original effective interest rate is 6·7% and the effective interest rate under the revised payment schedule is 6·3%.5 Traveler acquired a new factory on 1 December 2010. The cost of the factory was $50 million and it has a residual value of $2 million. The factory has a flat roof, which needs replacing every five years. The cost of the roof was $5 million. The useful economic life of the factory is 25 years. No depreciation has been charged for the year. Traveler wishes to account for the factory and roof as a single asset and depreciate the whole factory over its economic life. Traveler uses straight-line depreciation.6 The actuarial value of Traveler’s pension plan showed a surplus at 1 December 2010 of $72 million, represented by the fair value of the assets of $250 million, the present value of the defined benefit obligation of $200 million and net unrecognised actuarial losses of $22 million. The average remaining working lives of the employees is 10 years. Traveler uses the corridor approach for recognising actuarial gains and losses. The aggregate of the current service cost, interest cost and expected return on assets amounted to a cost of $55 million for the year. After consulting with the actuaries, the company decided to reduce its contributions for the year to $45 million. The contributions were paid on7 December 2011. No entries had been made in the financial statements for the above amounts. At the year end, the unrecognised actuarial losses were $20 million and the present value of available future refunds and reductions in future contributions was $18 million.Required:(a) Prepare a consolidated statement of financial position for the Traveler Group for the year ended 30 November 2011. (35 marks)(b) Traveler has three distinct business segments. The management has calculated the net assets, turnover and profit before common costs, which are to be allocated to these segments. However, they are unsure as to how they should allocate certain common costs and whether they can exercise judgement in the allocation process. They wish to allocate head office management expenses; pension expense; the cost of managing properties and interest and related interest bearing assets. They also are uncertain as to whether the allocation of costs has to be in conformity with the accounting policies used in the financial statements.Required:Advise the management of Traveler on the points raised in the above paragraph. (7 marks)(c) Segmental information reported externally is more useful if it conforms to information used by management in making decisions. The information can differ from that reported in the financial statements. Although reconciliations are required, these can be complex and difficult to understand. Additionally, there are other standards where subjectivity is involved and often the profit motive determines which accounting practice to follow. The directors have a responsibility to shareholders in disclosing information to enhance corporate value but this may conflict with their corporate social responsibility.Required:Discuss how the ethics of corporate social responsibility disclosure are difficult to reconcile with shareholder expectations. (6 marks)Professional marks will be awarded in part (c) for clarity and expression of your discussion.(2 marks) (50 marks)Section B – TWO questions ONLY to be attempted3.Section A – This ONE question is compulsory and MUST be attemptedIntroductionRudos is a densely populated, industrialised country with an extensive railway network developed in the nineteenth century. This railway network (totalling 6,000 kilometres), together with the trains that ran on it, was nationalised in 1968 and so became wholly owned by the government. By 2004, RudosRail, the government-owned rail company, was one of the ten largest employers in the country. However, in that year, the general election was won by the Party for National Reconstruction (PNR) with a manifesto that promised the privatisation of many of the largepublicly-owned organisations, including RudosRail. The PNR argued that there had been a lack of investment in the railway under public ownership and that the absence of competition had meant that ticket prices and costs (particularly labour costs) were too high for the taxpayer to continue subsidising it. The combination of high ticket prices and large public subsidies was very unpopular. As a result the government split the railway network into eight sections (or franchises) and invited private sector bids for each of these eight franchises. Each franchise was for ten years and was for the trains, tracks and infrastructure of each section. Each franchise would be awarded to the highest bidder.The East Rudos franchise, one of the eight franchises, was awarded to Great Eastern Trains (GET), a company specifically set up to bid for the franchise by former members of RudosRail’s management. It was the only independent company to win a franchise. The other seven franchises were awarded to companies who were subsidiaries of global transport groups and, initially, were largely financed through investment from the parent companies. In contrast, GET was primarily financed through loans from the government-owned Bank of Rudos. The ten-year franchise started in 2006. GET is an unquoted company, owned by its management team.GET – the early yearsThe first three years of the GET franchise were extremely successful, both in terms of profits and passenger satisfaction. This was partly due to government subsidies to help ease the transition of the network from public to private ownership. However, it was also due to the skill and knowledge of the management team. This team already had significant operating experience (gained with RudosRail) and they adapted quickly to the new private sector model. GET was the most profitable of the new franchises and it was held up as an example of successful privatisation. Its investment in new trains and excellent reliability record meant that it quickly built up a well-respected image and brand. GET uses a series of television advertisements to promote its services. These feature an old lady arriving at various stations and texting her family that she has ‘arrived safe & on time!’ In a recent consumer survey these advertisements were rated as both memorable and effective.In the newly privatised rail system many passenger journeys crossed franchise boundaries, so that a journey often involved the use of two or more franchise operators. GET developed an innovative booking and payment system that also automatically reallocated revenue from fares between franchise holders. It also allowed Internet booking and gave discounts for early booking. This system was so successful that GET now uses the system to process the bookings of three of the other franchise operators. GET is paid on a transaction basis for the bookings that it processes on behalf of these other franchisees.The fourth and fifth years of GET’s operation were not as successful. No government subsidies were paid in those years and economic problems in the country led to a fall in passenger numbers. Financial information for GET for 2010 is provided in Figure 1. Figure 2 provides data for the rail industry as a whole in Rudos.Figure 1: Selected information for GET in 2010Extract from the statement of financial position: All financial figures in $mExtract from the statement of comprehensive income All financial figures in $mRevenue 320 Cost of sales (210) Gross profit 110 Administrative expenses (40) Profit before tax and interest 70 Finance cost (60) Profit before tax 10 Tax expense (1) Profit for the year 9 Extract from the annual reportNumber of employees 3,010 Number of rail kilometres 920Figure 2: Financial information for the Rudos rail industry as a wholeDespite the apparent success of GET, there has been considerable criticism of the overall privatisation of the railway. Much of this criticism is concentrated in two of the geographical areas where the franchisees have struggled to provide an efficient and economic service. The government has appointed auditors who are reviewing the operation of these two franchises and a government minister has stated that ‘terminating the franchise and opening it up to re-bidding has not been ruled out as an option’. A major rail accident in Rudos (with many fatalities) has also led to concerns about safety and led to new legislation being enacted. Further safety legislation is expected concerning the relaying of track and all franchisees will be expected to implement the requirements immediately.In 2009, the PNR was returned to power, but with a reduced majority. The leader of the main opposition Measure National rail industryaverageROCE 4·50%Operating profit margin10·00% Gross profit margin 22·00%Current ratio 2·1Acid test ratio 1·2Gearing ratio 48%Revenue/employee per year$85,000Number of employees per rail kilometre4·1Current positionparty originally suggested that the railways might be re-nationalised if he were to gain power. However, he has since moderated his view, although he suggests that ‘they should return a significant percentage of their profits to the taxpayer’. Road transport has also suffered under the PNR government, with many of the roads in the country heavily congested. Fuel costs have increased to reflect increasing scarcity, causing many companies to face spiralling transport and storage costs. For the first time in the country’s history, an ecology (green) party has won seats in government, capitalising on the growth of the ‘green consumer’, particularly in urban areas. International rail developmentsThe pioneering privatisation initiatives in Rudos have been observed by other countries and many have adopted similar policies. Recently, the Republic of Raziackstan announced that it intended to privatise its railway network. Raziackstan is approximately five hours’ flying time from Rudos and is part of the former eastern trading bloc. It is a country where there is currently very little health and safety legislation. Although there is also little employment legislation, public service jobs are traditionally viewed as safe, and employees perceive that a ‘railway job is a job for life’. At present the railway network, which is 1,500 kilometres long, employs 8,000 employees generating revenues of $180,000,000. The country itself still has a limited technological and financial infrastructure, with only an estimated 20% of the population having access to the Internet. However, all political parties are united in their desire to privatise the railways so that money can be invested elsewhere in the country, for example, for providing better health care.Because of the poor condition of the railway, the proposal is to retain and upgrade the rail tracks under public ownership. However, the trains and infrastructure, such as stations, will be privatised. The government is looking for letters of intent from private companies who are willing to take over the complete network (excluding the tracks).A stipulation of the contract is that the bidder should have a significant industrial presence in the country. For some time GET has been interested in acquiring the company that undertakes most of the track and train maintenance in Raziackstan. This company SOFR (SOciety Fabrication de Raziackstan) was established in 1919 and has a long tradition of engineering. GET has used the company to refurbish some of its equipment and they have been delighted with the results. The board of GET now senses a great opportunity. It would like to combine the speedy acquisition of SOFR with a bid to run the rail network in Raziackstan. In fact, early informal indications from the Raziackstan government suggest that the bid will be successful if SOFR has been acquired by GET as no other prospective bidders for the network have yet come forward.Required:(a) Using appropriate models and frameworks, analyse GET’s current strategic position from both an internal and external perspective. (20 marks)(b) GET’s proposed strategy is firstly to acquire SOFR and then the franchise to run the rail network of Raziackstan. You have been asked to provide an independent assessment of this proposed strategy.Write a report evaluating GET’s proposed strategy. (16 marks)Professional marks will be awarded in part (b) for appropriate structure, style and fluency of the report. (4 marks)(c) Critical Success Factors (CSFs) and Key Performance Indicators (KPIs) are important business concepts in the context of franchising rail services.Explain and discuss these concepts in the context of GET and the rail industry. (10 marks) (50 marks)参与ACCA考试的考生可按照复习计划有效进行,另外高顿网校官网ACCA考试辅导高清课程已经开通,还可索取ACCA考试通关宝典,针对性地讲解、训练、答疑、模考,对学习过程进行全程跟踪、分析、指导,可以帮助考生全面提升复习备考效果。

公司合资合同范本英文

公司合资合同范本英文

公司合资合同范本英文JOINT VENTURE CONTRACTThis Joint Venture Contract (the "Contract") is made and entered into as of [Effective Date], and between:[Party A] (referred to as "Party A") with its legal address at [Party A's Address], and[Party B] (referred to as "Party B") with its legal address at [Party B's Address], WITNESSETH:WHEREAS, Party A and Party B have equal footing in terms of their financial and technical capabilities, and have mon intentions to jointly conduct [name of the joint venture project] (the "Project") in accordance with the principles of equality, mutual benefit, and win-win cooperation; andWHEREAS, the Project requires the establishment of a joint venture pany (referred to as the "JV Company") to undertake the implementation and operation of the Project.NOW, THEREFORE, in consideration of the mutual covenants and agreements contned herein, and for other good and valuable consideration, the receipt and sufficiency of which are here acknowledged, the parties hereto here agree as follows:Article 1 Definitions1.1 In this Contract, the following terms shall have the meanings set forth below:1.1.1 "Business License" means the business license issued the relevant government authorities to the JV Company for the Project;1.1.2 "Effective Date" means the date on which all parties have signed this Contract;1.1.3 "JV Company" means the jointly established pany formed Party A and Party B to undertake the implementation and operation of the Project;1.1.4 "JV Company's Capital Contribution" means the total amount of capital contributions made each Party to the JV Company in accordance with the provisions of this Contract;1.1.5 "JV Company's Articles of Association" means the articles of association of the JV Company formulated the JV Company's board of directors in accordance with the relevant laws, regulations and the JV Company's articles of association;1.1.6 "Parties" means Party A and Party B collectively;1.1.7 "Project" means the [name of the joint venture project];1.1.8 "Project Company" means the pany formed Party A and Party B to undertake the implementation and operation of the Project;1.1.9 "Project Documents" means all documents, reports, data, studies and other materials prepared or obtned the JV Company in connection with the Project, including but not limited to feasibility study reports, environmental impact assessment reports, design documents, construction plans, operation and mntenance manuals, and technical know-how;1.1.10 "Project Implementation" means the implementation of the Project the JV Company, including the construction, missioning, operation and mntenance of the Project;1.1.11 "Project Location" means the specific location of the Project determined the JV Company;1.1.12 "Project Term" means the period from the date of signing of the Project Agreement to the date of expiration of the concession period of the Project;1.1.13 "Project Agreement" means the agreement signed the JV Company and the relevant government authorities for the implementation and operation of the Project;1.1.14 "Regulations" means the regulations, rules, standards, and other documents formulated the relevant government authorities for the implementation and operation of the Project;1.1.15 "Technical Know-how" means the know-how, technology, and other technical information owned Party B or its affiliated panies, which are used for the implementation and operation of the Project.2. Other terms used in this Contract shall have the meanings set forth in the relevant laws, regulations and government documents. If there is no relevant legal interpretation, the meanings determined the parties shall apply.Article 2 Parties' Rights and Obligations1. Party A's Rights and Obligations1.1 Party A shall provide Party B with the necessary support and cooperation in accordance with the provisions of this Contract and the JV Company's Articles of Association to ensure the smooth implementation of the Project.1.2 Party A shall contribute the following assets as its capital contribution to the JV Company:1.2.1 [describe the nature, quantity, quality, location, and other relevant information of the contributed assets];1.2.2 Party A shall ensure that the contributed assets ply with the relevant laws, regulations and government requirements, and shall assist the JV Company in obtning the necessary licenses and approvals for the implementation and operation of the Project.1.3 Party A shall not dispose of or encumber the contributed assets without the prior written consent of Party B, except as otherwise provided for in this Contract.1.4 Party A shall appoint [name of the representative] to serve as a director, supervisor or other management position of the JV Company in accordance with the provisions of this Contract and the JV Company's Articles of Association.1.5 Party A shall abide the provisions of this Contract and the JV Company's Articles of Association, and shall fulfill its obligations to contribute capital and support the implementation and operation of the Project.2. Party B's Rights and Obligations2.1 Party B shall provide Party A with the necessary support and cooperation in accordance with the provisions of this Contract and the JV Company's Articles of Association to ensure the smooth implementation of the Project.2.2 Party B shall contribute the following assets as its capital contribution to the JV Company:2.2.1 [describe the nature, quantity, quality, location, and other relevant information of the contributed assets];2.2.2 Party B shall ensure that the contributed assets ply with the relevant laws, regulations and government requirements, and shall assist the JV Company in obtning the necessary licenses and approvals for the implementation and operation of the Project.2.3 Party B shall not dispose of or encumber the contributed assets without the prior written consent of Party A, except as otherwise provided for in this Contract.2.4 Party B shall appoint [name of the representative] to serve as a director, supervisor or other management position of the JV Company in accordance with the provisions of this Contract and the JV Company's Articles of Association.2.5 Party B shall abide the provisions of this Contract and the JV Company's Articles of Association, and shall fulfill its obligations to contribute capital and support the implementation and operation of the Project.Article 3 JV Company's Management1. The JV Company shall be managed a board of directors, which shall consist of [number] directors, including [number] directors appointed Party A and [number] directors appointed Party B. The chrman of the board of directors shall be appointed Party A.2. The board of directors shall be responsible for the management and operation of the JV Company, and shall exercise the powers and perform the duties conferred upon it this Contract and the JV Company's Articles of Association.3. The board of directors shall hold regular meetings and extraordinary meetings as required. The quorum for a meeting of the board of directors shallbe [number] directors, and the resolutions of the board of directors shall be passed a majority of the directors present.4. The management and operation of the JV Company shall be carried out in accordance with the principles of frness, openness and transparency, and the rights and interests of all parties shall be protected.Article 4 Project Implementation1. The JV Company shall be responsible for the implementation and operation of the Project in accordance with the provisions of this Contract and the JV Company's Articles of Association.2. The JV Company shall formulate the Project Implementation Plan in accordance with the requirements of the relevant laws, regulations and government documents, and submit it to the relevant government authorities for approval.3. The JV Company shall ensure that the Project plies with the relevant laws, regulations and government requirements, and shall obtn the necessary licenses and approvals for the implementation and operation of the Project.4. The JV Company shall establish a sound management system and ensure the safety, quality and efficiency of the Project.5. The JV Company shall abide the principles of environmental protection and social responsibility, and shall take necessary measures to protect the environment and promote sustnable development.Article 5 Capital Contribution and Financing1. The total amount of capital contribution of the JV Company shall be [amount of capital contribution], which shall be contributed Party A and Party B in accordance with the following proportion:1.1 Party A shall contribute [amount of capital contribution] in cash or other forms of assets;1.2 Party B shall contribute [amount of capital contribution] in cash or other forms of assets.2. The contributions of Party A and Party B shall be made within [time limit for capital contribution] after the JV Company is registered.3. The JV Company may rse funds through bank loans, issuance of bonds or other means, and the contributions of Party A and Party B shall be made in proportion to their capital contributions.4. The JV Company shall establish a sound financial management system and ensure the safety and efficiency of the funds.Article 6 Profit Distribution and Loss Sharing1. The profits and losses of the JV Company shall be shared and borne in proportion to the contributions of Party A and Party B.2. The JV Company shall allocate profits in accordance with the provisions of the JV Company's Articles of Association and the relevant laws, regulations and government documents.3. The JV Company shall make provisions for the reserve funds, employee welfare funds and enterprise development funds in accordance with the relevant laws, regulations and government documents.4. In the event of losses of the JV Company, Party A and Party B shall make contributions in proportion to their capital contributions to cover the losses.Article 7 Project Transfer and Exit1. The JV Company shall not transfer the Project or its assets without the prior written consent of both Parties.2. In the event of a transfer of the JV Company's equity interests, the transferee shall assume the obligations and responsibilities of the JV Company hereunder.3. In the event of the liquidation or dissolution of the JV Company, the assets and profits of the JV Company shall be distributed in accordance with the provisions of the JV Company's Articles of Association and the relevant laws, regulations and government documents.Article 8 Breach of Contract and Liability for Breach1. If either Party fls to fulfill its obligations under this Contract, it shall be responsible for the corresponding breach of contract.2. In the event of a breach of contract either Party, the other Party may request that the breaching Party take remedial measures or pensate for the losses suffered.3. If a dispute arises between the Parties in connection with this Contract, the Parties shall resolve the dispute through friendly negotiation. If the negotiation fls, the dispute may be submitted to arbitration in accordance with the arbitration rules of the China International Economic and Trade Arbitration Commission, or to the people's court for litigation.Article 9 Amendment and Termination1. This Contract may be amended or supplemented mutual agreement of the Parties in writing.2. This Contract shall be terminated upon the occurrence of any of the following circumstances:2.1 The expiration of the Project Term;2.2 The pletion and acceptance of the Project;2.3 The liquidation and dissolution of the JV Company;2.4 The occurrence of force majeure events that prevent the implementation of the Project.3. In the event of termination of this Contract, the Parties shall handle the affrs related to the termination of the JV Company in accordance with the provisions of this Contract and the relevant laws, regulations and government documents.Article 10 Confidentiality1. The Parties shall keep confidential all information and materials obtned in connection with the implementation of this Contract, except for the information and materials that are already in the public domn or that are required to be disclosed law or the decision of the petent authorities.2. The confidentiality obligation of the Parties shall survive the termination or expiration of this Contract.Article 11 Force Majeure1. A force majeure event refers to an event or circumstance that is beyond the control of the Parties and that cannot be avoided or overe even with all due care.2. In the event of a force majeure event, the affected Party shall promptly notify the other Party in writing and provide a certificate issued the relevant authorities.3. The affected Party shall take all necessary measures to minimize the losses caused the force majeure event and shall continue to fulfill its obligations under this Contract to the extent possible.Article 12 Applicable Law and Jurisdiction1. This Contract shall be governed and construed in accordance with the laws of the People's Republic of China.2. Any disputes arising from or in connection with this Contract shall be resolved through friendly negotiation. If the negotiation fls, the dispute may be submitted to arbitration in accordance with the arbitration rules of the China International Economic and Trade Arbitration Commission, or to the people's court for litigation.Article 13 Other Provisions1. This Contract constitutes the entire agreement between the Parties and supersedes all prior agreements, understandings and negotiations between the Parties with respect to the subject matter hereof.2. This Contract may be executed in counterparts, each of which shall be deemed an original, but all of which together shall constitute one and the same instrument.3. If any provision of this Contract is held invalid or unenforceable a court of petent jurisdiction, such provision shall be severed from this Contract, and the remning provisions shall remn in full force and effect.Article 14 Appendices1. The appendices to this Contract form an integral part of this Contract.2. The appendices include:information of the contributed assets];2.2 [describe the nature, quantity, quality, location, and other relevant information of the contributed assets];2.3 [describe the nature, quantity, quality, location, and other relevant information of the contributed assets];2.4 [describe the nature, quantity, quality, location, and other relevant information of the contributed assets];2.5 [describe the nature, quantity, quality, location, and other relevant information of the contributed assets];2.6 [describe the nature, quantity, quality, location, and other relevant information of the contributed assets];2.7 [describe the nature, quantity, quality, location, and other relevant information of the contributed assets];2.8 [describe the nature, quantity, quality, location, and other relevant information of the contributed assets];2.9 [describe the nature, quantity, quality, location, and other relevant information of the contributed assets];2.10 [describe the nature, quantity, quality, location, and other relevant information of the contributed assets];2.11 [describe the nature, quantity, quality, location, and other relevant information of the contributed assets];2.12 [describe the nature, quantity, quality, location, and other relevant information of the contributed assets];2.13 [describe the nature, quantity, quality, location, and other relevant information of the contributed assets];2.14 [describe the nature, quantity, quality, location, and other relevant information of the contributed assets];2.15 [describe the nature, quantity, quality, location, and other relevant information of the contributed assets];information of the contributed assets];2.17 [describe the nature, quantity, quality, location, and other relevant information of the contributed assets];2.18 [describe the nature, quantity, quality, location, and other relevant information of the contributed assets];2.19 [describe the nature, quantity, quality, location, and other relevant information of the contributed assets];2.20 [describe the nature, quantity, quality, location, and other relevant information of the contributed assets];2.21 [describe the nature, quantity, quality, location, and other relevant information of the contributed assets];2.22 [describe the nature, quantity, quality, location, and other relevant information of the contributed assets];2.23 [describe the nature, quantity, quality, location, and other relevant information of the contributed assets];2.24 [describe the nature, quantity, quality, location, and other relevant information of the contributed assets];2.25 [describe the nature, quantity, quality, location, and other relevant information of the contributed assets];2.26 [describe the nature, quantity, quality, location, and other relevant information of the contributed assets];2.27 [describe the nature, quantity, quality, location, and other relevant information of the contributed assets];2.28 [describe the nature, quantity, quality, location, and other relevant information of the contributed assets];2.29 [describe the nature, quantity, quality, location, and other relevant information of the contributed assets];2.30 [describe the nature, quantity, quality, location, and other relevant information of the contributed assets];2.31 [describe the nature, quantity, quality, location, and other relevant information of the contributed assets];2.32 [describe the nature, quantity, quality, location, and other relevant information of the contributed assets];2.33 [describe the nature, quantity, quality, location, and other relevant information of the contributed assets];2.34 [describe the nature, quantity, quality, location, and other relevant information of the contributed assets];2.35 [describe the nature, quantity, quality, location, and other relevant information of the contributed assets];2.36 [describe the nature, quantity, quality, location, and other relevant information of the contributed assets];2.37 [describe the nature, quantity, quality, location, and other relevant information of the contributed assets];2.38 [describe the nature, quantity, quality, location, and other relevant information of the contributed assets];2.39 [describe the nature, quantity, quality, location, and other relevant information of the contributed assets];2.40 [describe the nature, quantity, quality, location, and other relevant information of the contributed assets];2.41 [describe the nature, quantity, quality, location, and other relevant information of the contributed assets];2.42 [describe the nature, quantity, quality, location, and other relevant information。

JV(联营体)

JV(联营体)

JV (联营体Joint Venture)JV (联营体Joint Venture):两个或多个组织为了实现一个特定的商业目的而达成的有约束力的协议。

所有成员同意分享或承担联营体的最终利润或亏损。

(A contractual agreement joining together two or more parties for the purpose of executing a particular business undertaking. All parties agree to share in the profits and losses of the enterprise.)联营体包括法人型联营体(EJV)和合同型联营体(CJV)。

合同型联营体包括投资入股型联营体和协作型联营体(不产生新的经济实体,但与投资入股型相比,它是一个较为松散的联合体,其组织性较弱)。

投资入股型联营体是指企业之间或者企业、事业单位之间联营,共同经营、不具备法人条件的,由联营各方按照出资比例或者协议的约定,以各自所有的或者经营管理的财产承担民事责任,依照法律的规定或者协议的约定负连带责任的联营体,是一个关系较为紧密的联营体。

联营体的概念最早是出现在工程建筑领域的一种组织形式,后来发展到了其它各个领域都应用这种组织形式,在法律上来讲联营体已经是一个十分规范化的概念了。

一、联营体模式具备以下优势:1、在专业特长方面互补,增强专业技术水平,增强市场竞争力,提升中标能力;2、提高资产利用率和工作效率;3、可以共同分担施工风险;4、工程项目所在国承包商参加联营体,有利于外国承包商了解该国业务,享受优惠待遇,便于利用当地的廉价劳动力以降低工程造价;5、有助于提高发展中国家工程公司的管理水平和技术水平。

二、联营体模式一般会出现的问题:1、资源投入的问题。

合作双方涉及到资源投入方面比较容易出现问题,特别是在追加投入的时候,其中一方不愿意投入,往往容易产生矛盾。

中外合作经营企业英语

中外合作经营企业英语

中外合作经营企业英文标题:Sino-Foreign Joint Venture CompaniesIntroductionA Sino-Foreign Joint Venture (SFJV) company refers to an enterprise that is established through cooperation between Chinese and foreign entities. This type of business arrangement has become increasingly common as China has opened its doors to foreign investment and promoted economic reforms. SFJVs offer numerous advantages, such as access to local knowledge and resources, technology transfer, and shared risks. In this document, we will explore the key features, benefits, challenges, and regulatory framework associated with Sino-Foreign joint ventures.Key Features of Sino-Foreign Joint Venture Companies1.Ownership Structure: SFJVs combine the resources, expertise, andcapital of both Chinese and foreign partners. The ownership ratio is typically negotiated and stated in the joint venture agreement, which determines thedistribution of profits, liabilities, and decision-making authority.2.Technology Transfer: Foreign partners bring advanced technology,management expertise, and know-how into the joint venture, while Chinese partners contribute their local market insights, networks, and resources. This exchange enables the development and adoption of new technologies within the Chinese market.3.Shared Investment and Profits: Both partners share the initialinvestment costs, risks, and returns based on their agreed ownership structure.This joint commitment fosters a cooperative approach to business operations, reducing financial burden and enhancing motivation.4.Access to Chinese Market: SFJVs benefit from the Chinesegovernment’s support and policies aimed at attracting foreign investment. This allows foreign partners to tap into one of the world’s largest consumer markets and leverage the increasing purchasing power of Chinese consumers.Benefits of Sino-Foreign Joint Venture Companies1.Local Knowledge and Networks: Chinese partners possess a deepunderstanding of the local market, including consumer preferences, regulatory requirements, and distribution channels. This insight minimizes the risksassociated with market entry and enables effective business strategies.2.Risk Sharing: Shared risks between partners help alleviate theburden of entering a foreign market. Economic downturns, legal uncertainties, and competitive challenges can be managed collectively, ensuring the longevity and sustainability of the joint venture.ernment Support: The Chinese government encourages SFJVs byoffering incentives, subsidies, and streamlined administrative procedures. Sino-Foreign joint ventures are often provided with preferential policies, tax benefits, and access to infrastructure, facilitating their establishment and growth.4.Cultural Exchange: SFJVs promote cultural exchange and mutualunderstanding between Chinese and foreign partners. Collaborating on various levels allows for the transfer of knowledge, skills, and work practices, fostering innovation and creativity within the workforce.Challenges and Considerations1.Cultural Differences: Cultural gaps between Chinese and foreignpartners may lead to communication barriers, contrasting management styles, and conflicting expectations. It is crucial to establish effective relationship-building mechanisms and cross-cultural training programs to overcome these challenges.2.Regulatory Complexity: The establishment and operation of SFJVsrequire adherence to Chinese laws and regulations. Navigating throughbureaucratic procedures, obtaining licenses, and ensuring compliance can be time-consuming and complex. Engaging legal experts and consultants can help mitigate compliance risks.3.Intellectual Property Protection: Protecting intellectual propertyrights can be a concern in SFJVs. Ensuring the confidentiality, transfer, andownership of technology, patents, and trade secrets are adequately addressed within the joint venture agreement is essential to safeguard the interests ofboth partners.4.Performance Monitoring: Effective monitoring and performanceevaluations are necessary to maintain the success and sustainability of the SFJV.Regular communication, reporting mechanisms, and transparent decision-making processes should be established to ensure the achievement of mutually agreed goals and objectives.Regulatory FrameworkThe Chinese government has established specific regulations and guidelines governing SFJVs. These regulations address areas such as establishment procedures, capital requirements, profit distribution, labor and employment matters, and dispute resolution mechanisms. The Ministry of Commerce (MOFCOM) and local Administration for Market Regulation (AMR) play significant roles in overseeing the establishment, operation, and termination of SFJVs.In conclusion, Sino-Foreign Joint Venture companies offer numerous advantages for both Chinese and foreign partners, providing access to local resources, expertise, and markets. However, navigating the cultural, regulatory, and operationalchallenges requires careful planning, effective communication, and adherence to Chinese laws and regulations. Successful SFJVs can facilitate knowledge transfer, foster innovation, and contribute to the economic growth and development of both partners.。

浅析EPC总承包合同下JV合作模式的优势

浅析EPC总承包合同下JV合作模式的优势

2019年08月进行维修。

其次,完善与提高突发事件安全保障技术。

设备的完好和无质量问题并且充分发挥其性能与功能,这是化工设备长周期运行的核心与基础。

由于油站测试过程中的相关设备具有事故发生率较高以及破坏性大等特点,因其具有较大的危险性,还具有潜风险性,极容易导致各类安全事故的发生。

因此,必须加强风险评估的石化设备和储配系统设备安全保障技术研究力度,全面分析油站经营过程中防火分隔、防泄露以及防爆炸等因素,合理选择检测技术。

目前,我国已经成功解决了腐蚀减薄和泄露发射信号识别的难题,突破化工生产技术的瓶颈。

即使在高温高压环境下,通过压力容器和管道检测和安全评估技术,保证油站生产的安全进行,为化工设备的安全监督与爆炸预防提供了技术支持。

最后,利用局部网建设应急事件数据库系统。

由于油站环境具有一定的复杂性与特殊性,技术管理部门应该对设备操作进行详细规定,相关操作人员必须根据相关规定与操作要求进行。

并且根据加油站突发事件的特点,应急准备在事发前做好财务等各类资源的保障措施。

当前,油站企业可以充分利用网络技术与电子技术的优势,建立设备故障数据库管理系统,这种系统可以使油站和管理部门同时发布设备故障信息和设备管理情况,及时主动向上级报告事件情况,以便领导作出正确决策。

4结语综上所述,随着科学技术与社会主义市场经济的快速发展,加油站突发事件管理受到相关学者的关注。

文章从多个方面与层面就此进行分析,对预防和减少加油站突发事件具有重要意义。

参考文献:[1]王炜,程慧,杨孟林,等.浅谈高速公路危化品运输突发事件的应急管理[A].中国公路学会高速公路运营管理分会2018年度年会暨第十八次全国高速公路运营管理工作研讨会论文集[C].2018年.[2]贺祝群.贵阳市完善加油站突发事件应急管理机制研究[A].贵阳市经济社会文化大发展与生态文明建设理论研究[C].2018年.[3]杨新伟.浅论基于新媒体下的加油站突发事件管理模型[A].中国公路学会高速公路运营管理分会2018年度年会暨第十八次全国高速公路运营管理工作研讨会论文集[C].2018年.[4]崔晋川.突发事件应急管理与决策支持系统[A].新观点新学说学术沙龙文集35:现代社会危机管理与风险决策[C].2019年.[5]冀宪武,解睿,赵永胜,等.山西省农业环境污染应急管理问题与对策研究[J].科技情报开发与经济,2009,19(30):111-113.[6]张鹏程,王莉玮,曾荣,等.完善农业环境污染突发事件应急管理提升应急处置能力[J].农业资源与环境学报,2008,25(1):62-64.[7]程芳芳,纪家琪,王声湧,等.加油站突发事件应急管理科技支撑体系的研究[J].河南理工大学学报(社会科学版),2011,12(01):58-62.浅析EPC 总承包合同下JV 合作模式的优势赵思琦王海(中国寰球工程有限公司北京分公司,北京100102)摘要:随着“一带一路”经贸大力推广,加之石油化工行业装置有向大型化、专业化发展趋势,目前,越来越多的国内工程公司希望进入海外高端市场,但是受限于技术水平、资金能力、资源整合水平等而无法实现,因此通过选择合资公司模式与国外工程公司联营合作可充分利用双方优势,突破壁垒,共享风险与责任,为公司创造较好的经济效益的同时,积累先进的管理经验。

第3章工程工程项目组织管理

第3章工程工程项目组织管理

(六)Partnering模式
Partnering模式于20世纪80年代中期首先在美国出现, 到20世纪90年代中后期,其应用范围逐步扩大到英国、澳 大利亚、新加坡、香港等国家和地区,近年来日益受到工 程管理界的重视。 Partnering一词看似简单,但要准确地译成中文却比较 困难。我国大陆有的学者将其译为伙伴关系,台湾学者则 将其译为合作管理。 Partnering模式的主要特征:


(1)出于自愿。

Partnering协议并不仅仅是建设单位与承包单位之间的 协议,而需要工程建设参与各方共同签署,包括建设单位、 总承包单位、主要的分包单位、设计单位、咨询单位、主要 的材料设备供应单位等。参与Partnering模式的有关各方 必须是完全自愿,而非出于任何原因的强迫。
(2)高层管理的参与。

(1)CM承包模式的特点。 1)采用快速路径法施工。即在工程设计尚未结束之前, 当工程某些部分的施工图设计已经完成时,就开始进行该 部分工程的施工招标,从而使这部分工程的施工提前到工 程项目的设计阶段。 2)CM单位有代理型(Agency)和非代理型(Non-Agency) 两种。代理型的CM单位不负责工程分包的发包,与分包单 位的合同由建设单位直接签订。而非代理型的CM单位直接 与分包单位签订分包合同。 3)CM合同采用成本加酬金方式。代理型和非代理型的CM 合同是有区别的。由于代理型合同是建设单位与分包单位 直接签订,因此,采用简单的成本加酬金合同形式。而非 代理型合同则采用保证最大工程费用(GMP)加酬金的合 同形式。这是因为CM合同总价是在CM合同签订之后,随着 CM单位与各分包单位签约而逐步形成的。只有采用保证最 大工程费用,建设单位才能控制工程总费用。

设计联合体协议参考 FIDIC-JOINT VENTURE (CONSORTIUM) AGREEMENT (1)

设计联合体协议参考 FIDIC-JOINT VENTURE (CONSORTIUM) AGREEMENT (1)

FIDIC: JOINT VENTURE (CONSORTIUM) AGREEMENT FIDIC工程联合体协议(1992年第一版)目录FOREWORD前言1.0 DEFINITIONS AND INTERPRETATION 定义和解释2.0 JOINT VENTURE联合体3.0 PROPOSAL SUBMISSION建议提交4.0 PERFORMANCE OF THE WORK 完成工作5.0 LANGUAGE AND LAW语言与法律6.0 EXCLUSIVITY 例外7.0 EXECUTIVE AUTHORITY 管理人员的授权8.0 DOCUMENTS文件9.0 PERSONNEL 人员10.0 ASSIGNMENT AND THIRD PARTIES 转让和第三方11.0 SEVERABILITY 可分割性12.0 MEMBER IN DEFAULT成员违约13.0 DURATION OF THE AGREEMENT14.0 LIABILITY债务15.0 INSURANCE保险16.0 PROMOTIONAL AND PROJECT COSTS, PROFITS, LOSSES AND REMUNERATION奖励和工程费用,利润,亏损和报酬17.0 FINANCIAL ADMINISTRATION 财务管理18.0 GUARANTEES AND BONDS 保证金19.0 ARBITRATION 仲裁20.0 NOTICES 通知21.0 SOLE AGREEMENT AND VARIATION 协议的唯一性与变更FOREWORD前言The Joint Venture Model Agreement was prepared essentially to be used for the association between two or more Consultants, when:准备联合协议样式对于两个或更多的咨询联合体是非常必要的,当:--the association if for marking and/ or performing the Services required for a specific project, rather that for a more permanent type of arrangement; and如果为某一特殊工程制造和/或提供要求的服务,需要一个永久性的安排;和--one party will be an international firm and one may well be a local firm in the country ofthe Project.一个成员是国际性公司而另一个成员是工程所在国的地方公司。

JV--us japan

JV--us japan

Joint ventures and the scope of knowledge transfer: Evidence from U.S. – Japan patent licenses
March 2004 Tetsuo WADA
Joint ventures and the scope of knowledge transfer: Evidence from U.S. – Japan patent licenses1
have an advantage over simple patent licensing contracts with respect to the scope, or breadth, of ex post knowledge transfer, which is defined here by the technological range in patent classes. Since diversified firms have different lines of business and different kinds
and contract-based hybrids is complex, however, because they are often employed simultaneously. Also, there are a number of possible dimensions of analyses as well as
unit of analysis question in knowledge exchange transactions, which helps integrating resource-based view of the firm with transaction cost view. The range of traded

Unit 7-Joint Ventures

Unit 7-Joint Ventures
• In some countries, participation by the public corporation is essentially a temporary booster operation that continue until an enterprise achieve a desired maturity.在有些国家,国营公司的参与基本 上是一种暂时推动型的经营活动,一直持 续到企业达到预期的成熟度为止。
Types of JV enterprises
合资企业的种类
• Depending upon the identity of the partners and the extent of the ownership by each partner.取决于合作方的身份和个 合作方的控制程度
• A firm has basically three choices: local company本地公司, government agencies 政府机构, or parties from a third country第 三国合伙人.
• The main activities of such public corporations are investments in manufacturing and other sectors considered essential to a country’s economic development 这类国营公司的主 要活动是在制造领域等政府认为对国家的 经济发展十分必要的领域进行投资。
• Family-controlled companies, typical in
many foreign countries, confront their

选择国企还是合资企业英语作文

选择国企还是合资企业英语作文

选择国企还是合资企业英语作文英文回答:Choosing between a state-owned enterprise (SOE) and a joint venture (JV) can be a daunting task, especially when considering the complexities of China's business landscape. Both types of organizations offer unique advantages and disadvantages, depending on the specific requirements of your business.SOEs: Advantages and Disadvantages.State-owned enterprises have long been a cornerstone of China's economy, playing a crucial role in various industries from energy to telecommunications. Key advantages of SOEs include:Strong financial backing: SOEs often benefit from substantial government support, providing them with access to capital and resources that may not be readily availableto private companies.Established market position: Many SOEs have a long history of operation and have developed a strong brand presence and customer base.Regulatory flexibility: As government-owned entities, SOEs may enjoy certain regulatory advantages that can streamline their operations and reduce compliance costs.However, SOEs also face some inherent challenges:Bureaucracy and inefficiencies: SOEs can be subject to layers of bureaucracy, which can hinder decision-making and limit innovation.Limited exposure to competition: Operating within a protected environment, SOEs may not face the same competitive pressures as private enterprises, potentially leading to complacency and resistance to change.Political influence: As government entities, SOEs maybe subject to political pressures that can influence their operations and strategic decision-making.JVs: Advantages and Disadvantages.Joint ventures are business partnerships between a foreign company and a Chinese partner, offering a hybrid approach to operating in China. Advantages of JVs include:Access to local expertise: Partnering with a Chinese company can provide invaluable access to local knowledge, market insights, and cultural understanding.Enhanced competitiveness: By combining the strengthsof both partners, JVs can leverage their expertise and resources to compete more effectively in the Chinese market.Risk sharing: As a shared venture, JVs allow both partners to spread the risks associated with operating in China.However, JVs also present certain challenges:Cultural differences: Managing a JV effectively requires navigating cultural differences between the partners, which can lead to miscommunications and misunderstandings.Profit sharing: Determining the distribution of profits and decision-making power can be a complex and delicate matter in a JV, especially when the partners have different priorities and objectives.Potential conflicts of interest: Joint ventures may involve complex interactions between the partners, potentially leading to conflicts of interest that can hinder cooperation and decision-making.Making an Informed Decision.Ultimately, the choice between an SOE and a JV depends on a careful assessment of your specific business objectives, the industry you operate in, and the long-term goals of your organization. Here are some factors toconsider:Industry and market conditions: The nature of your industry and the competitive landscape can influence the suitability of an SOE or JV.Strategic objectives: Identify the strategic goals of your business and assess whether an SOE or JV can provide the necessary resources and support to achieve them.Risk tolerance: Consider the level of risk you are willing to assume and determine whether the potential advantages of an SOE or JV outweigh the associated risks.By carefully considering these factors, you can make an informed decision that aligns with the long-term success and growth of your business.中文回答:国企与合资企业的优劣及选择。

JV(联营体)

JV(联营体)

JV (联营体Joint Venture)JV (联营体Joint Venture):两个或多个组织为了实现一个特定的商业目的而达成的有约束力的协议。

所有成员同意分享或承担联营体的最终利润或亏损。

(A contractual agreement joining together two or more parties for the purpose of executing a particular business undertaking. All parties agree to share in the profits and losses of the enterprise.)联营体包括法人型联营体(EJV)和合同型联营体(CJV)。

合同型联营体包括投资入股型联营体和协作型联营体(不产生新的经济实体,但与投资入股型相比,它是一个较为松散的联合体,其组织性较弱)。

投资入股型联营体是指企业之间或者企业、事业单位之间联营,共同经营、不具备法人条件的,由联营各方按照出资比例或者协议的约定,以各自所有的或者经营管理的财产承担民事责任,依照法律的规定或者协议的约定负连带责任的联营体,是一个关系较为紧密的联营体。

联营体的概念最早是出现在工程建筑领域的一种组织形式,后来发展到了其它各个领域都应用这种组织形式,在法律上来讲联营体已经是一个十分规范化的概念了。

一、联营体模式具备以下优势:1、在专业特长方面互补,增强专业技术水平,增强市场竞争力,提升中标能力;2、提高资产利用率和工作效率;3、可以共同分担施工风险;4、工程项目所在国承包商参加联营体,有利于外国承包商了解该国业务,享受优惠待遇,便于利用当地的廉价劳动力以降低工程造价;5、有助于提高发展中国家工程公司的管理水平和技术水平。

二、联营体模式一般会出现的问题:1、资源投入的问题。

合作双方涉及到资源投入方面比较容易出现问题,特别是在追加投入的时候,其中一方不愿意投入,往往容易产生矛盾。

jv_精品文档

jv_精品文档

jvJV stands for Joint Venture, which is a business arrangement where two or more companies come together to form a new entity or partnership. The purpose of a JV is to pool resources, expertise, and capital to achieve a common goal or undertake a specific project. JVs are common in various industries and can provide many benefits for the participating companies. In this document, we will explore the concept of JV, its advantages and disadvantages, and some examples of successful JVs.1. Introduction to Joint Venture (JV):A JV is a collaboration between two or more companies with shared objectives. It can be a short-term or long-term partnership, and the participating companies typically contribute resources such as money, technology, or expertise. In a JV, the companies remain legally separate entities, but they work closely together to achieve mutual benefits. JVs can be formed domestically or internationally and can be established in various industries, including manufacturing, technology, agriculture, and more.2. Advantages of Joint Ventures:2.1 Resource pooling: One of the primary advantages of a JV is the ability to pool resources. Companies can leverage each other's strengths, such as technology, distribution, marketing, or manufacturing capabilities, to achieve economies of scale and increase efficiency.2.2 Risk sharing: By entering into a JV, companies share the risks associated with a particular project or venture. This can be especially beneficial for large-scale projects that require substantial investments or have high levels of uncertainty. By sharing the risks, companies can mitigate their individual exposure and increase the chances of success.2.3 Access to new markets: JVs can provide companies with access to new markets or regions where they may not have a presence. By partnering with a local company, a foreign firm can gain invaluable market knowledge, distribution networks, and established relationships, reducing the barriers to entry and facilitating market expansion.2.4 Strategic alliances: JVs can serve as strategic alliances between companies with complementary strengths and synergies. By combining expertise and capabilities, companies can develop innovative products, technologies, or solutions that would be challenging to achieve individually.Strategic alliances also provide the opportunity to learn from each other and foster cross-cultural exchange.2.5 Cost-sharing: In certain industries with high entry barriers, such as research and development or infrastructure projects, a JV can help distribute the substantial costs among the participating companies. This sharing of costs can make projects more feasible and financially viable for all parties involved.3. Disadvantages of Joint Ventures:3.1 Limited control: In a JV, all participating companies must make joint decisions, which can result in limited control over certain aspects of the business. Differences in management styles, objectives, or decision-making processes can lead to conflicts and challenges in running the JV effectively.3.2 Shared profits and losses: While sharing risks can be an advantage, it also means sharing profits and losses. If the venture is not successful, all parties bear the financial consequences. Disparities in investment or effort exerted by individual parties can also cause conflicts when it comes to distributing profits.3.3 Cultural and operational differences: When two or more companies from different cultures or operational backgrounds come together, differences in management styles, communication, and work processes may arise. These differences can pose challenges in effectively collaborating and executing the JV's goals.3.4 Potential for knowledge leakage: Sharing proprietary technology or know-how in a JV can lead to the potential risk of knowledge leakage. Without proper safeguards, there is a possibility that valuable intellectual property may be compromised or transferred to competitors.4. Successful Examples of Joint Ventures:4.1 Sony Ericsson (Sony and Ericsson): In 2001, Sony and Ericsson formed a JV to design and manufacture mobile phones. This collaboration allowed both companies to leverage their expertise in consumer electronics and telecommunications, resulting in successful mobile phone models and market presence.4.2 Beijing Hyundai (BAIC Group and Hyundai Motor Group): Beijing Hyundai is a successful JV between BAIC Motor and Hyundai, established in 2002. This JV enabled Hyundai to tapinto the growing Chinese automobile market while leveraging BAIC's local knowledge and production facilities.4.3 Dow Corning (Dow Chemical Company and Corning Incorporated): Dow Corning is a globally recognized leader in silicon-based technology and innovation. The JV between Dow Chemical Company and Corning Incorporated, formedin 1943, pioneered the development of silicone products and technologies, serving industries such as electronics, healthcare, and construction.4.4 Starbucks (Starbucks Corporation and Tata Global Beverages): In 2012, Starbucks formed a JV with Tata Global Beverages to enter the Indian market. This collaboration allowed Starbucks to navigate the local market through Tata's understanding of Indian consumers and distribution networks, leading to successful expansion and brand recognition.5. Conclusion:Joint Ventures are a strategic tool for companies looking to pool resources, share risks, and access new markets. While there are advantages and disadvantages to consider, successful examples demonstrate how JVs can lead to significant business growth, innovation, and market expansion. Careful planning, effective communication, and ahealthy balance of shared objectives and individual interests are essential for the success of a JV. Overall, JVs present an opportunity for companies to leverage each other's strengths and achieve synergistic outcomes.。

joint_venture

joint_venture

世界6+3的汽车业巨头们已经全部以 合资合作的形式来到中国。
• 6+3=9,这是全球汽车业最著名的公式,即通用、丰田、 福特、戴-克、大众、雷诺-日产,加上本田、宝马和菲亚 特。 • 世界汽车巨头在中国的大型整车合资企业已经超过了30家。 尤其是在2002年到2004年的三年时间内,汽车合资 企业的增长数量超过了10家。 2002年,汽车行业新签约的中外合资企业就有20家, 其中汽车整车企业7家,总投资额达28.52亿美元。 整车新合资企业数较2001年增加6家。 2003年至2004年间,合资步伐明显加快,新签约中 外合资企业分别为52家和35家,总投资额为48.75亿和 38.99亿美元。 到2004年年底,随着北京奔驰新工厂的第一根桩基的 入土,世界6+3的汽车业巨头们已经全部以合资合作的形 式来到中国。
• 中外合资经营企业是中国利用外商直接投 资各种方式最早兴办和数量最多的一种。 目前在吸收外资中还占有相当比重。 • 中方的投资者不能是个人,必须是企业、 法人及其他经济组织,外方可以是自然人, 也可以是法人。 • 如果有限公司被外商并购,经过特批,中 方投资者可以是自然人。
• the form of a limited liability company • generally not be less than 25% of the registered capital of a joint venture • share the profits, risks and losses in proportion to their respective contributions • No assignment of the registered capital of a joint venture shall be made without the consent of the other parties to the venture • investment in cash, in kind or in industrial property rights

设计联合体协议参考 FIDIC-JOINT VENTURE (CONSORTIUM)

设计联合体协议参考 FIDIC-JOINT VENTURE (CONSORTIUM)

FIDIC: JOINT VENTURE (CONSORTIUM) AGREEMENT FIDIC工程联合体协议(1992年第一版)目录FOREWORD前言1.0 DEFINITIONS AND INTERPRETATION 定义和解释2.0 JOINT VENTURE联合体3.0 PROPOSAL SUBMISSION建议提交4.0 PERFORMANCE OF THE WORK 完成工作5.0 LANGUAGE AND LAW语言与法律6.0 EXCLUSIVITY 例外7.0 EXECUTIVE AUTHORITY 管理人员的授权8.0 DOCUMENTS文件9.0 PERSONNEL 人员10.0 ASSIGNMENT AND THIRD PARTIES 转让和第三方11.0 SEVERABILITY 可分割性12.0 MEMBER IN DEFAULT成员违约13.0 DURATION OF THE AGREEMENT14.0 LIABILITY债务15.0 INSURANCE保险16.0 PROMOTIONAL AND PROJECT COSTS, PROFITS, LOSSES AND REMUNERATION奖励和工程费用,利润,亏损和报酬17.0 FINANCIAL ADMINISTRATION 财务管理18.0 GUARANTEES AND BONDS 保证金19.0 ARBITRATION 仲裁20.0 NOTICES 通知21.0 SOLE AGREEMENT AND VARIATION 协议的唯一性与变更FOREWORD前言The Joint Venture Model Agreement was prepared essentially to be used for the association between two or more Consultants, when:准备联合协议样式对于两个或更多的咨询联合体是非常必要的,当:--the association if for marking and/ or performing the Services required for a specific project, rather that for a more permanent type of arrangement; and如果为某一特殊工程制造和/或提供要求的服务,需要一个永久性的安排;和--one party will be an international firm and one may well be a local firm in the country ofthe Project.一个成员是国际性公司而另一个成员是工程所在国的地方公司。

国际合作与战略管理

国际合作与战略管理
Strategic motives for JV formation
Why do companies form international joint ventures?
1. Traditionally, to enter the markets of countries with restrictions on foreign investment.
International Cooperation & Strategic Management
What is a Joint Venture
A joint venture (JV) is a business enterprise involving two or more legally distinct partner companies, each of which plays more than merely an investment role in the enterprise. A JV is considered international if at least one partner is headquartered outside the country of operation, or if the venture operates significantly in more than one country.
The motives for JV formation in order of importance:
7. Spreading risk associated with investment 8. Payback on investment 9. Exchange of existing technology 10. Sharing R&D costs 11. Develop new technology 12. Alliance to conform to government policy 13. Alliance with competitor to reduce competition
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Introduction of Joint Venture ("JV")A Joint V enture is a business arrangement in which the participants create a new business entity or official contractual relationship and share investment and operation expenses, management responsibilities, and profits and losses.The Chinese authorities encourage foreign investors to use this form of company in order to obtain exposure to advanced technology and new management skills. In return, foreign investors can enjoy low labour costs, low production costs and a potentially large Chinese market share. Joint V entures are sometimes the only way to register in China if a certain business activity is still controlled by the government. e.g. Restaurants, Bars, Building and Construction, Car Production, Cosmetics etc. There are 2 types of Joint V enture:1- EJV (Equity Joint V entures)Equity joint ventures are the second most common manner in which foreign companies enter the China market and the preferred manner for cooperation where the Chinese government and Chinese businesses are concerned. Joint ventures are usually established to exploit the market knowledge, preferential market treatment, and manufacturing capability of the Chinese side along with the technology, manufacturing know-how, and marketing experience of the foreign partner.Normally operation of a joint venture is limited to a fixed period of time from thirty to fifty years. In some cases an unlimited period of operation can be approved, especially when the transfer of advanced technology is involved. Profit and risk sharing in a joint venture are proportionate to the equity of each partner in the joint venture, except in cases of a breach of the joint venture contract.Share holdings in a joint venture are usually non-negotiable and cannot be trans ferred without approval from the Chinese government. Investors are restricted from withdrawing registered capital during the live of the joint venture contract. Regulations surrounding the transfer of shares with only the approval of the board of directors and without approval from government authorities will probably evolve over time as the size and number of international joint ventures grow.There are specific requirements for the management structure of a joint venture but either party can hold the position as chairman of the board of directors. A minimum of 25% of the capital must be contributed by the foreign partner(s). There is no minimum investment for the Chinese partner(s).It is preferable that foreign exchange accounts are balanced in order to remit profits abroad so that the repatriated foreign exchange is offset by exports from the joint venture. With the elimination of foreign exchange certificates and the further opening of the China market, this requirement is becoming more and more relaxed.The permissible debt to equity ratio of a joint venture is regulated depending on the size of the joint venture. In situations where the sum of debt and equity is less than US$ 3 million, equity must constitute 70% of the total investment. In joint ventures where the sum of the debt and equity is more than US$ 3million but less than US$ 10 million, equity must constitute at least half of the total investment. In cases where the sum of the debt and equity is more than US$ 10 million but less than US$ 30 million, 40% of the total investment must be in the form of equity. When the total investment exceeds US$ 30 million, at least a third of the sum of the debt and equity must be equity.Equity can include cash, buildings, equipment, materials, intellectual property rights, and land-use rights but cannot include labor. The value of any equipment, materials, intellectual property rights, or land-use rights must be approved by government authorities before the joint venture can be approved.After a joint venture is registered, the entity is considered a Chinese legal entity and must abide by all Chinese laws. As a Chinese legal entity, a joint venture is free to hire Chinese nationals without the interference from government employment industries as long as they abide by Chinese labor law. Joint ventures are also able to purchase land and build their own buildings, privileges prevented to representative offices.2- CJV (Cooperative Joint V enture)In a Sino-Foreign Cooperative V enture (also known as Contractual Joint V enture), the parties involved may operate as separate legal entities and bear liabilities independently rather than as a single entity. A cooperative venture may also be registered as a limited liability entity resembling an equity joint venture in operation, structure, and status as a Chinese legal entity.There is no minimum foreign contribution required to initiate a cooperative venture, allowing a foreign company to take part in an enterprise where they preferred to remain a minor shareholder. The contributions made by the investors are not required to be expressed in a monetary value and can include excluded in the equity joint venture process can be contributed such as labor, resources, and services. Profits in a cooperative venture are divided according to the terms of the cooperative venture contract rather than by investment share, allowing a more flexible schedule for return on investment in cases where one investor provides cash while the other party's investment is primarily in kind.Greater flexibility in the structuring of a cooperative venture is also permissible including the structure of the organization, management, and assets. There is no term for unlimited terms in cooperative ventures, but also no provisions for the term of the duration. The term of the cooperative venture contract may be renewed subject to the consent of the parties involved and approval from the examination and approval authorities. The foreign investor is permitted to withdraw their registered capital or a po rtion thereof from the cooperative venture during the duration of the cooperative venture contract.Because of the unique privileges and added features offered to the foreign party in a cooperative venture, trade unions must be allowed to represent the em ployees in employment matters to protect the interests of the employees.KEY ISSUES REGARDING A JOINT VENTURENature of JV Project(A) The principal differences between an EJV and a CJV can be simply summarised as follows:- For an EJV:1. Each party must make cash or permitted in¨Ckind contributions in proportion to its subscribed percentage of the EJV's registered capital.2. Profit must be distributed strictly in accordance with the parties' respective percentage shareholding of the registered capital of the EJV.3. Upon dissolution of the EJV at the expiry of the term of operation, the EJV's net assets are to be distributed to each party in accordance with its respective shareholding of the EJV's registered capital.- For a CJV:1. A party (typically, but not always, the Chinese party) may contribute non-cash intangibles in the form of "cooperative conditions". Such "cooperative conditions" may consist of market access rights, rights to use buildings or office space owned or leased by the party that are not subject to clear valuation. In exchange for such "cooperative conditions", the party is entitled to participate in the distributable earnings of the CJV.2. Profit sharing in a CJV need not be made strictly in accordance with the parties' res pective percentage shareholding of the registered capital of the CJV but can be made in accordance with the agreement of the parties (e.g. the Chinese party may be entitled to a fixed profit share with the balance to be distributed to the foreign party, or the parties may agree on a multi-tiered profit-sharing arrangement that permits the foreign party to recover an amount equal to its capital investment on a priority basis, following which the profit split will be changed, etc.).3. Upon dissolution of the CJV at the expiry of the term of operation, the CJV's net assets may be transferred to the Chinese party without compensation (thus operating in many respects as a BOT project) so long as the foreign party has been able to recoup its capital contribution during the term of the CJV. Such recoupment typically is funded by excess cash flow generated by accelerated depreciation of the CJV's assets. Such arrangement requires approval of relevant finance and tax authorities in China. Note that this capital recoupment is separate and distinct from possible priority rights to receive after-tax net profit distributions as outlined in the bullet point above.Capitalisation of JV(A) The concepts of authorised and issued capital are not used in connection with Sino-foreign joint ventures. Instead, the concepts of "registered capital" and "total investment" are employed. Under applicable PRC law, registered capital is defined as the total amount of capital contributions subscribed to by the parties and registered with the Chinese authorities. Thus, the term "registered capital" refers to the parties' equity in the venture. The concept of "total investment", on the other hand, includes both registered capital and external borrowings.(B) Pursuant to regulations promulgated by the SAIC, certain minimum equity requirements are imposed on joint ventures. These are:PRC laws governing joint ventures require that the foreign party contribute no less than 25% of the registered capital.(C) The capital to be injected by the parties constituting their capital contribution may take a variety of forms including cash, machinery, equipment and intangible property, such as proprietary technology, trademarks and other industrial property rights. Pursuant to a circular promulgated by SAFE and effective as of 1 April 2003, subject to SAFE's approval, a foreign party may also use the assets obtained by way of early recoupment of investment, liquidation, share transferring, capital reduction etc. from FIEs it has previously invested in. In addition, the Chinese side may contribute the right to use a site and count this as part of its contribution.There are, however, certain restrictions on in kind contribution by a party. For example, the technology contributed as registered capital by a party generally should not exceed 20% of the total registered capital (but this can be increased with approval for certain encouraged projects) or 50% of an individual investor's capital contribution. The issue of the appropriate valuation of in kind contribution can often be a major stumbling block in joint venture negotiations.Once the joint venture contract is approved, the parties must inject their subscribed registered capital amounts within the time limits set out in the contract. If paid in one lump sum, the registered capital contributions must be made within six (6) months of the issuance of the business license for the joint venture. If the subscribed registered capital is to be injected in instalments, the first instalme nts, which must not be less than 15% of the total subscribed registered capital, must be made within three (3) months following issuance of the business license. The balance is to be contributed in accordance with a schedule agreed by the parties, provided that the parties must complete all such contributions within the following time limits (calculated from date of issuance of the business license) depending on the total amount of registered capital of the joint venture company:(D) Chinese law permits joint ventures to borrow funds from either Chinese or foreign banks in excess of the parties' capital contributions. Shareholder loans from the foreign party are also permitted. (Chinese partners likely will not have a sufficiently broad scope of business to permit them to provide shareholdersloans.) All such loans should be registered with SAFE and should not exceed the difference between the registered capital amount and the total investment amount.Transfers of Equity Interests in Joint V enturesIf a party proposes to transfer all or part of its interes t in the registered capital of the joint venture company to a third party, then each other party has a pre-emptive right to purchase the equity interest proposed to be transferred. As an equity transfer also requires amendment of the joint venture contract and articles of association, which in turns requires the signature of each party, each party in effect holds absolute consent rights to any transfer generally. All transfers of registered capital additionally require a unanimous approval of the joint venture company board of directors and approval by the original government authority which approved the joint venture contract and articles of association.Off-shore Structures(A) Offshore StructuresThe entity to be used by the foreign investor as the offshore investment holding company ("OHC") for its investment in the EJV will be determined by a number of factors. One of the main considerations driving choice of OHC is tax-efficiency. In this respect the foreign party needs to ascertain whether there is a double tax treaty ("DTT") covering the types of revenue streams that are likely to be coming out of the EJV as between the PRC and the jurisdiction where the OHC is established. DTTs generally cover loan interest, dividends and distributions, income taxes, royalties and capital gains. The tax treatment of dividends tend to be less important in terms of determining the location of the OHC because, at present, China exempts dividends by FIEs to their foreign shareholders from withholding and other taxes (although this could change as the post-WTO levelling of the playing field progresses, as Chinese parties do not benefit from such an exemption). There are proprietary software programs for determining the most tax-efficient jurisdiction under the applicable DTT s, based on a specific set of input parameters which you provide.Based on past experience, popular DTTs for investment in China are the PRC-Mauritius DTT (but note the provisions on capital gains do not apply to FIEs whose principal assets comprise real estate assets), PRC-Netherlands and PRC-Malaysia. If you are using a Labuan company, note that certain countries have objected to Labuan companies getting Malaysian DTT benefits in the country of investment because it is a tax haven within Malaysia, although China does not appear to have done so to date.A number of industries in China, notably the telecommunications, fund management, banking, venture capital and many others require foreign investors to meet certain qualification requirements which ma y preclude using a special purpose vehicle ("SPV") as the OHC. This needs to be considered on an industry-by-industry, case by case basis. It may be possible, in some cases, such as under the Foreign Invested V enture Investment Enterprise Administrative Regulations to use an affiliated entity to satisfy the qualification requirements where there is an express legal basis for doing so, whilst investing through an SPV located in a tax-efficient jurisdiction.Another possibility to consider, when establishing an EJV in "special industries" with foreign investor qualification requirements, is whether the industry regulator would accept the use of an SPV backed upby a parent company guarantee of the SPV's obligations in relation to the EJV or similar arrangement, based on an agreement negotiated with the regulator. Again there are no hard and fast rules as to what may or may not be possible as it depends on the position taken by the regulator. Y ou should make telephone enquires to confirm.Tax structuring of the foreign party's investment in an FIE does not, however, stop at the OHC level, as you also need to consider (where applicable) the tax implications of repatriating funds from the OHC to the foreign party's home jurisdiction, and the DTT s (if any) between OHC jurisdiction and the foreign investor's home jurisdiction.(B) Tax Havens as OHCsMany foreign investors tend to favour the use of tax haven jurisdictions, typically the British Virgin Islands ("BVI"), the Cayman Islands and so forth as OHCs for China investments.From the foreign investor perspective the main advantage is low or zero rates of tax on funds once they reach the tax haven or on disposals of shares in OHCs located in the tax haven. On the other hand, tax havens do not have any DTTs to reduce the tax withheld at the China end, so the tax required to be withheld in China before a remittance of funds out by EJV (other than for dividends) by way of payment of loan interest, royalties etc. will be the maximum applicable rate under Chinese law and policy at the time, thus giving a substantially reduced amount on arrival at the tax haven.The location of OHCs, as can be seen from the above, is not always straightforward and is a decision that will be determined by a large number of variables on a case-by-case basis. Often foreign investors will make the decision based on internal policies or on the basis of advice from their own in-house or external tax advisers.Miscellaneous(A) Under PRC law, joint venture companies have a fixed term of operation. Currently, the most common term of operation approved is fifty (50) years. This term can be extended with the consent of all parties and approval of the relevant government authorities. In some instances, particularly in BOT-like CJVs, the term of operation agreed by the Chinese party and approved by the relevant government authorities will be much shorter.(B) Depending on the nature of the operations of the proposed joint venture company, certain additional government approvals, permits or licenses may be required, e.g., sanitation certificates, environmental permits, production approvals, export licenses, value-added telecom services operating licenses, etc. Certain other legal and practical considerations relating to the establishment of a Sino-foreign joint venture company are set out in the notes at the end of the template Joint V enture Contract.Documents Required & Registration Procedures of JVDocuments Required for Joint V enture Registration:01Project Proposal and Application Form for Project-Establishment02 2 copies of the IDs of the Chinese and foreign investors03 2 copies of the investors' legal Certificates of Business (Business License)04The Credit Certificate given by the bank where an investor has opened an account05Contract and appendix06Constitution of the company and the appendix07Name list of the directors of the board08List of equipments and accessories need to be imported09Other documents are subject to the requirement of the governmentRegistration Procedures:Foreign companies are not allowed to directly submit the application documents to the relevant authority. They must retain a PRC entity that is authorized or permitted by relevant authorities to act as an agent. The agent will submit all the documents to the examination and approval authority on behalf of the foreign enterprise. Procedures to set up the Joint V enture ("JV") in Shanghai are as following:01Company Name Registration (about 3 days)02Apply for Approval Certificate (about 15 days)03Apply for Business License (about 15 days)04Apply for Enterprise Code Certificate (about 1 day)05Apply for Statistic license (about 1 day)06Register in Tax Bureau (about 1 month)07Open a RMB bank account (about 5 days)08Register Foreign Currency Certificate (about 1 day)09Check the registered capital (about 5 days)。

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