Archive for January, 2012

Joint Ventures in Ontario: Limiting Liability

Thursday, January 26th, 2012

A Joint Venture Agreement ( “JVA”) creates a legal entity through a contract, and identifies the major rights, duties, liabilities and obligation of each participant in the joint venture.

One of the advantages of a joint venture is that each of its members maintains a distinct legal entity from the others and each will only be held responsible for its own personal faults against third parties. Each member of the joint venture retains ownership of his or her property.

For lawyer and judges, calling an agreement a “joint venture” without any legal context is simply not enough to create a JVA, and may have unintended consequences. The loose use of the term without providing any legal context in the JVA can inadvertently lead to a partnership rather than a joint venture.  In a partnership, each partner is jointly and severally liable for the actions of the other partner, which can lead to unwanted liabilities.

In terms of taxation, a joint venture enjoys the benefits of being taxed in accordance with the business structure of each venturer. For example, if the venturer operates a sole proprietorship, the joint venture’s profits will be taxed in accordance with the tax rules applicable to a sole proprietorship. In the case of a corporation, the venturer would benefit from a lower income tax rate.

The details of a joint venture agreement vary based on the project and the goals of the parties, but most joint venture agreements typically include provisions dealing with the following matters:

  1. Formation and the Purpose of the Joint Venture
    A well defined purpose that identifies the type of business and activity will help differentiate a joint venture from a partnership, since joint ventures are usually formed for a specific project. A partnership tends to have a longer term purpose. It is important to have a declaration that the organization is a joint venture and not a partnership to further enforce the intentions of the parties.
  2. Contribution, Role and Involvement of Each Venturer
    What are the responsibilities of each venturer in the joint venture? The JVA should specify how much responsibility and involvement each venturer will have to the joint venture. Having a well defined list of responsibilities for each venturer can avoid future disputes between the venturers.
  3. Terms or Duration for Which the Joint Venture Will Exist
    What are the terms of the joint venture? When and how will the joint venture be terminated? How will such items as guarantees, defects, and insurance be handled after termination? It would be useful to have provisions that include winding up procedures in the case of a termination of the JVA. This ensures a smooth transition during the dissolution of the joint venture. The possibility of the death, bankruptcy or insolvency of a member should be addressed in the JVA.
  4. Provisions for Management and Performance of Joint Venture Obligations
    The JVA should set out the controls and the manner in which regular reporting will be provided. One or more of the venturers will be designated to manage the Joint Venture. Managing responsibilities includes registering bank account(s), insurance, licenses, acquiring equipment and retaining professionals such as accountants and lawyers. Consequently, there could be a management fee paid to the managing venturers for compensation in the management of the joint venture based on the parties’ mutual agreement. Having the appropriate provisions in the JVA dealing with these items will provide clarity to each venturer and minimize risk of unwanted disputes.

    It would also be useful to have a provision within the JVA limiting the assignment or conveyance of the each venturer’s interest unless mutually agreed. Ownership or retention of patents, technology, and consultant reports should be addressed. Finally, a proper JVA should include provisions that protect the confidentiality of trade information passed between the venturers, respecting each other’s contribution to the joint venture.

  5. Allocation of Revenues and Expenses from the Project
    A JVA usually includes a declaration of the participation of the parties and the percentage in which profits and losses are shared. These percentages are typically proportional to the contributions to the working fund. It would be helpful to add a provision providing that if the joint venture needs additional working capital, the parties will proportionally contribute the additional funds. This can ensure that financing is provided to the joint venture in a timely fashion.
  6. Dispute Resolution

    A good dispute resolution provision can help the parties deal with any future disagreements. For example, a JVA might specify that in any dispute arising from the JVA, the parties must first resort to negotiation followed by mediation. This allows the parties to reconcile their differences before resorting to expensive litigation.

These are just some of the basic provisions that an experienced lawyer will consider when crafting a JVA that will serve a client’s purposes.

Scott Au, LLB, MBA, CMA

 

Brief informational summaries about commercial and other litigation matters in the courts of Ontario and other developments are periodically published on this website. They are intended to be a general comment or general discussion, not legal advice and should not be relied upon as legal advice. Should you require legal advice, please contact info@heydary.com or 416 972 9001.

Canada strives to strengthen its ties with China

Monday, January 23rd, 2012

On January 12, 2012, Canadian Prime Minister, Steven Harper, said during his meeting with Chinese Ambassador Zhang Junsai that the Canadian government is “committed to moving Canada’s relationship with China forward by focusing on deepening economic ties, including opening new markets, and setting the foundation for long-term growth.”

China is Canada’s second-largest trading partner, next only to the US, and a key customer for Canadian natural resources and agricultural products.  Statistics show that bilateral merchandise trade reached 57.7 billion Canadian dollars (USD 52 billion) in 2010, while overall trade between the two countries more than tripled between 2001 and 2010.

This author asks: in what ways can Canada strengthen its ties with China?  A review of what Canada can offer or do to improve on our relationship with China would be appropriate.

A report produced by the Canadian Council of Chief Executives (“CCCE”), an organization in Canada comprised of chief executive officers of roughly 150 major Canadian corporations, proposes several strategic recommendations to strengthen Canada’s ties with the world’s most populous country.   The following is a summary of the report and a list of the recommendations contained therein:

  1. Develop the Canada Brand
    Canada should develop itself as a brand both at home and in China.  Ottawa should engage provincial premiers in developing an integrated approach to China.  Business groups and trade associations could publicly showcase companies with successful business strategies in the region and work to encourage visits to Canada by Chinese tourists. 
    Another suggestion was for Canadian Universities to build on the country’s growing reputation as a place to pursue post-secondary education. This include developing channels though which young Canadians can create businesses in Asia or find employment in enterprises located there.
    In short, Canadians should begin to think of Canada as an Asian location, linking world-class expertise in research and business development across borders. To achieve this, Canada can set ambitious targets such as aiming to double the value of its export to China by 2015.
  2. Liberalize Trade and Investment
    Canada should focus on trade deals as the centerpiece of any long-term strategy with respect to China. These include implementing foreign investment promotion and protection agreements with China.  At the very least, Canada should send a strong signal of our renewed commitment to China and allow Canada to accomplish market access objectives with China.  This means liberalizing the movement of people, capital, goods and services in a comprehensive manner, including, but not limited to, areas such as regulatory cooperation, logistics, intellectual property, investment, rules and standards, competition, recourse, science and technology, the mobility of academics and professions.
  3. Create a China Roadmap
    China’s interests include education, people flows, access to energy and natural resources, and food security, all of which it is pursuing through enhanced trade and investment.  Canada seeks access to Chinese markets or goods and services.  Small and medium-sized Canadian businesses would benefit from access to Chinese global supply chains, and Canada needs Chinese capital to develop its infrastructure and natural resources.  
    Both countries would benefit from a greater transparency and signal to China, Canada’s openness as an investment destination even in the sensitive resource and energy sectors.  
    Given the relative size of the two countries’ economy, both countries will have to work more closely with other countries to achieve progress or reciprocity in areas like intellectual property protection.  Canadian business leaders and other stakeholders should be part of high level delegations to China, and they should focus on penetrating sectors in China that are expected to grow in the years ahead such as consumer products, health, education, financial services and logistics industries.
  4. Enhance the Canadian Business Presence
    Small and medium-sized firms contributed to half of Canada’s GDP. These small and medium sized firms play an important role in strengthening Canada’s ties with China.  Therefore, Canada needs to find innovative ways to improve these firms’ accessibility to China.  Canadian governments and trade associations should cooperate on an action plan and engage in regular consultations around supporting the greater penetration of Chinese markets by small and medium-sized firms.  One example would be to develop mentorship programs involving business people with real experience working in China.
  5. Anticipate the Future
    A long-term strategy towards deepening Canada’s economic relationship with China will require bold leadership and the participation of Canadian partnerships at all levels.  It should be multi-faceted, with regional, bilateral (Canada-US) and security dimensions.  It should include a new commitment to China’s significant development.  Such a strategy cannot be built overnight, but Canada must begin: the potential returns to Canada are high, and so are the cost of an inadequate Canadian response to China’s growing opportunities.

 

Scott Au, LLB, MBA, CMA

 

Brief informational summaries about commercial and other litigation matters in the courts of Ontario and other developments are periodically published on this website. They are intended to be a general comment or general discussion, not legal advice and should not be relied upon as legal advice. Should you require legal advice, please contact info@heydary.com or 416 972 9001.