{{vm.title}}
25{{vm.includesText}}
{{item}}
{{vm.selectText}}
{{ vm.welcomeLabel.trim() }},
{{ vm.userName }}
{{ vm.text }}
{{vm.newUser1}} {{vm.newUser2}} {{vm.newUser3}} {{vm.newUser4}}
{{ vm.unknownUser }}
{{ vm.title }}
{{ vm.title }}
{{ vm.title }}
- {{ vm.siteSelectorList.flyout.cell1.heading }} {{ site.countryLocale }} {{ vm.siteSelectorList.flyout.cell1.global.countryLocale }}
{{ vm.closeTabLabel }}
- {{ vm.flyout.cell2.title }} {{ vm.flyout.cell2.newTabAllow }} {{ vm.flyout.cell2.title }}
- {{ vm.flyout.cell3.title }} {{ vm.flyout.cell3.newTabAllow }} {{ vm.flyout.cell3.title }}
- {{ vm.flyout.cell1.viewAll.label }} {{ vm.flyout.cell1.viewAll.newTabAllow }} {{ vm.flyout.cell1.viewAll.label }}
Reviving focus on non-operated joint ventures
Reviving focus on non-operated joint ventures
In this issue, we look at why non-operators need to pay attention, and why it makes commercial sense to do so.
A large proportion of joint ventures are non-operated, meaning that while a company may have an equity interest in the joint venture, it does not operate or control the day-to-day operations of the business or asset. While the non-operator may rely heavily on the performance of the joint venture, it is our experience that many do not spend adequate time protecting their interests.
In this issue, we look at why non-operators need to pay attention, and why it makes commercial sense to do so.
Past Issues
- 10 - Why do a joint venture?
- 09 - Knowing when to call it a day – Planning Termination
- 08 - Dispute resolution clauses made for joint ventures
- 07 - Formation maps: a simple tool for successfully designing Partnerships
- 06 - Joint Ventures and Partnerships in Indonesia
- 05 - Preparing for a Federated Enterprise
- 04 - Exit playbooks rather than just exit clauses
- 03 - Avoiding Blind Spots when Measuring a Joint Venture’s Performance
- 01 - Succeeding in joint ventures and alliance creation
