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This is the home page for the Risk Management Group.
An exceptional day in Kuwait - with Sally Guyer, CEO, along with speakers from Kuwait Oil, Fluor, Pinsent Masons, Capgemini and others who discussed hot topics around how to Create Value Through Change.
A collaboration of IACCM and the Arthur and Toni Rembe Rock Center for Corporate Governance at Stanford University, November 2019. What is the Role of Lawywers in Managing Contract Risks?
Going into the new year, the pace of business continues to increase. With the rapid speed at which organizations now operate, the likelihood of introducing errors into your contracts are at an all-time high largely due to dated and manual contract processes. But you can level-up your Contract Management for the New Year.
All organizations need to address industry or government regulations as well as internal governance and compliance mandates. This can create added complexity to completing transactions, managing risk and keeping down cost. Changes in regulation requirements such as GDPR and SOX create challenges in keeping current language in place at renewal or onset of new business. In this session learn how large organizations operating in a highly regulated environment delivered innovative contract management solutions to reduce contract cycle time, increased speed of audits and aligned functions for better planning and insight into the business.
Many of the pieces are now in place to support widespread adoption of inclusive risk management that addresses both threats and opportunities. International standards define risk as double-sided, and this is supported by professional bodies, recognised thought-leaders, expert practitioners, and leading-edge organisations. All that's needed is for more people to start doing it! But why should we?
I was recently having coffee with four other individuals involved in contracting for IT Professional Services. During the course of conversation one of the participants suggested that rather than having unlimited direct liability for certain aspects (breach of confidentiality, indemnification of third-party claims, gross negligence and willful misconduct) that EVERYTHING be limited to the extent permitted by law -- but then increase the limitation to a number that would cover the majority of potential issues ($5,000,000 USD was a suggestion). When questioned, the participant stated that when it comes to contracting parties where one has "deep pockets" and the other does not, having the unlimited liability may sound nice on paper, but in reality it is a one-way protection that benefits the party that does not have deep pockets. Effectively, if the party that does not have deep pocket had a very large claim against them, they could declare bankruptcy and later reorganize as a different business concern - while the deep pocket party with the same claim would be obligated to pay. Their perspective was in essence: No consequential damages; limit all direct damages to a pre-defined/agreed amount ($5,000,000 or amount that will cover 90%-95% of historic claims in the industry); and include indemnification from third-party claims in the cap. Thoughts?
Hello IACCM Forum, Does anyone have any information regarding the risks of poorly translated contracts? If so, please provide as much information as you can. Thank you. Kind regards, Isis
Some (small and cash strapped) oil and gas operators are resorting to vendor financing agreements with major hardware suppliers / service providers as a way of raising the funding for their development projects. Is it really possible for the small operator, who may have limited alternatives for raising capital for his project, to negotiate a fair deal out of such arrangements. Does anyone have any experience of a vendor financing arrangement between a small operator and a major vendor which worked out well for the operator in the long run.
Our customer is not accepting limitation to direct damages stating that "failure of the Software means we won't be able to fulfill our obligation towards customers and our liability to them. Also any limitation to direct damages is not acceptable." They are demanding 150% CAP for LoL. Can you suggest some argument or some standard guidelines on the same? How can I secure my organisation interest?
Hi, I am dealing with a contract wherein Priority 1 and 2 is assigned based on user category who raised it. If user raising Incident is VIP user then it will be raised as P1 or P2 irrespective of severity of Incident. It leads to exposure to liability to my company when any breach of single incident raised by VIP impose liability on me. Also there is no defined process as minimum number of P1 & P2 tickets quota for applicability of penalty on breach. Is there any workaround to come out of this trap ? Can I propose some changes to this arrangement ?
Hello everyone, Following our webinar at the end of October, I am coming back with few recommendations on the available resources on IACCM: - Ask The Expert: Mitigating Cyber Risks with Third Parties - Asia Pacific Ask The Expert: Cyber Resilience - The role of contract in the Fourth Industrial Revolution - Ask The Expert: Data Protection - the global impact of GDPR In addition to presentations above, there are few white papers that can provide more details on what what ransomware is and how it works. See, for example: - Mcafee Understanding Ransomware and Strategies to Defeat it: https://www.mcafee.com/uk/resources/white-papers/wp-understanding-ransomware-strategies-defeat.pdf - The Wannacry Ransomware: http://cert-mu.govmu.org/English/Documents/White%20Papers/White%20Paper%20-%20The%20WannaCry%20Ransomware%20Attack.pdf It would be great to see your own thoughts or resources you find useful. Kind regards, Daniela
Company A enters contract with X for £0.5M (Implementation of IT system). No written agreement. Therefore implied terms and possible "fit for purpose" onerous obligation at common law. No liability cap. Very high risk. 18 months later. Co. A is acquired by Co. B who later wishes to hive-up A`s assets but does not wish to take on the contract with X. So Co. A remains a going concern. Staff are TUPE`d over and the work (to try to close out contract) is subcontracted to Co. B who exclude all liability to X (they would not be liable anyway - no privity). Thus Co. A is rendered a shell with the risk of being sued by X. If they did, co A has PI insurance to rely on. If that insurance policy falls over they would enter administration. This is a mitigation of risk strategy. Does anybody see any IA1986 issues or any other issues (Co. A has no creditors and as of now it is solvent and trading).
How to handle scope issues ?
Can anyone help me with Service Provider's Infrastructure Security Audit Report?
Hello, We are currently negotiating a contract for international freight forwarding services and would appreciate suggestions and feedback regarding liability for cargo loss/damage. Will freight forwarders agree to assume such liability and, if so, how much? And will they agree to provide cargo insurance? We understand there are international conventions and laws governing this matter which tend to limit the freight forwarder's liability, but we also understand that parties are free to contract differently if they so choose. What we don't know, are the industry norms. Any advice you may have would be greatly appreciated. Thanks
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