Although I talked about the limits of force majeure in this slide, we certainly do not suggest that you stop including them in your contracts. In light of this year`s events, you must certainly ensure that the word “pandemic” is referred to, but it is also worth checking to ensure that there is a clear indication of the actions taken by government authorities. Finally, in the event of a pandemic, organizations have generally not been prevented from coming forward by Covid-19 itself, but by the restrictions introduced by the government to control the spread of the virus. Next, be sure to follow some proven methods for contracts and sales proposals. These points are often well studied and understood by IT teams when they run questionnaires with suppliers in accordance with pre-contracted contracts and have indeed been an important part of the reason for selecting a particular supplier. However, it is not always true that these requirements are included in the final contract, which we would certainly recommend for contractual obligations regarding the important representations that suppliers have pre-contracted. Including the use of service levels for recovery goals, the time it takes for systems to come back to life after a disaster, and the goal of the recovery point, where data is also backed up in systems, to ensure that the customer knows how to react to their systems and what they can expect in the event of a disaster and can then plan accordingly. Data backup is clearly part of this planning. Cloud services provide online software security and can restore their software, but when you consider what happens to the data inside that software, it`s a separate discussion and rather a customer concern and a customer point to drive in these contracts. Most of our standard contracts are available with a bias towards the customer or supplier.
All are available at a fixed price. For more information, please contact Simon Halberstam. An inexhaustible list of our model agreements appears below. Matt: It agreements can be a complex and risky process, you may need to bring services home or work with a supplier that no longer has your custom and ask them to work with you to bring these services home or transfer them to another third party. It`s a cliché that there`s often too much to do before the release and there`s not enough time to do it. How can we avoid these time constraints? Well, the best way to deal with an exit is to plan. I think we all agree that a well-planned exit will probably be more fluid if people are under pressure to know what to do and when to do it. If the exit plan is usually hidden on the back of the contract and involves an obligation to submit an exit plan, some may say a reflection. However, the best time to plan an exit is the beginning of the agreement, and it is important that you make sure that your supplier has the withdrawal plan and that you validate that withdrawal plan at the beginning of the contract, but that does not mean that the planning has to stop there. I have discussed with customers the modification of their risk records in order to verify a supplier and the monopoly position they might have in the market, in the same way that you could look at their financial transactions to make sure they do not become insolvent for the duration of your contract.