Institute of Business Ethics www.ibe.org.uk/ International Labour Organization on child labour www.ilo.org/ipec/lang-en/index.htm Ethical Trading Initiative www.ethicaltrade.org/ UN initiative for businesses who want to align their operations with ethical practices www.unglobalcompact.org/
Terms are basically things that we agree to do or not to do. For example, a Tenant agrees to pay money for rent, while the Landlord agrees to let the Tenant occupy the property in return. Or a software company will let you use their software for a predetermined amount of time.
Conditions are items that must be satisfied before the transaction becomes binding upon the seller and the buyer. Or after signing/award, the conditions can be items for dissolution of the agreement.
For example, some buyers insert a condition for due diligence that allows the buyer to verify all important details before committing to purchase.
Or if you fail to deliver on or stick to what was agreed, the conditions can spell out how the contract will be terminated.
Hi Pippa. I look forward to seeing what our members can provide to you. When you get to negotiating the agreement, please have a look in the Resource Library / Recent Research for 'contracting as-a-service'. This IACCM research indicates what is typically standard (and non- negotiable) and what can vary in different situations.
• sussex university
Thank you Bruce!
Seplat Petroleum Development Company Plc
yes, we are following soft copies of contract, but we use pdf format for the transfer of documents, not any contracting software. We are using it for few years now, and it works good. We have reduced the filing storage requirements to 10%. If you have any specific question, feel free to ask.
• Mythics Inc.
Yes - we complete over 90% of our contracts with electronic signature and delivery unless mandated by our customer. It allows for a shorter turnaround times and and a significant reduction in physical storage requirements.
We have moved some of our Procurement & Construction projects from progress based payment to milestone based payments. The major reason was to motivate contractors to expedite milestone achievement, and get paid faster. However, we found that most of the time delay had come from owner, consultant, designer or suppliers (not under contractor). In those cases, contractor resisted to get paid nothing, for not their mistake. We had to amend few contracts to move back to progress payments, or we had to breakdown milestones into smaller units. For few projects, it went smooth and milestone payment were successful. So you may have to see what you can offer and what are your limitations, before introducing this change. A survey feedback from your routine contractors can also be helpful in decision making.