Inhouse masterclass 10 feb 2015 presentation
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Transcript of Inhouse masterclass 10 feb 2015 presentation
![Page 1: Inhouse masterclass 10 feb 2015 presentation](https://reader033.fdocuments.us/reader033/viewer/2022042904/568cab381a28ab186da4a9ba/html5/thumbnails/1.jpg)
In-House Counsel Masterclass: Managing Third Party Relationships 10 February 2015
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Third-Party Relationships: Recent Trends
Robert McDonagh
Partner, Procurement
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Notable Trends
Risk allocation
Data protection
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Risk allocation
Suppliers concerned too much risk being passed to them
Public sector, in particular, taking hard line
Risk allocation discussions increasingly tailored to specific contract
and not standard “legal” positions
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Liability Caps
Traditional carve outs:
Death / personal injury caused by negligence
Fraud / fraudulent misrepresentation
IP / Confidentiality
Property damage (or separate cap)
Current trends:
TUPE
Regulatory fines
Data incidents
Wilful default / abandonment
If covered by insurance
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Liability Caps
Caps subject to indexation
Liability caps linked to customer remedies, e.g.
Right to terminate if cap exceeded
Loss of supplier exclusivity
Customers also looking for broad (unlimited) indemnities
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Common supplier positions
Cap as % of fee
Suppliers seek to make service credits not exhaustive
Generally resisted and, if accepted, only up to a point:
Level of mal-performance
Quantum of damage
Supplier’s seek right to remedy
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Recoverable losses
Suppliers continue to push for exclusion of indirect loss and damage
Line between what, in practice, is direct and indirect is increasingly
uncertain
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UK direct loss cases
Case What was “direct” loss?
Millar v David Way (1934) Additional labour cost
Croudace v Cawoods (1978) Workers left idle
British Sugar v NEI (1997) Loss of profits
Deepak Fertiliser v Davy McKee
(1998)
Fixed factory costs incurred during
plant interruption; increased
operating costs after operations
resumed
Hotel Services v Hilton (2000) Loss of profits
Pegler v Wang (2000) Loss of anticipated profit
PwC v University of Keele (2004) Loss of anticipated savings
Ferryways v ABP (2008) Payment to third parties
British Gas v Accenture (2010) Various knock on financial losses
McCain v EcoTec (2011) Lost revenue
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British Gas v Accenture (2010)
Type of loss incurred Direct?
Charges incorrectly levied on GB Gas by
third party gas distributors because of IT
errors
Yes
Cost to GB Gas of chasing debt not
actually due, thought to be due because
of software error
Yes
Costs of stationary used to pacify
customers
Yes
Ex gratia payments to customers to
preserve reputation
Yes
Additional bank borrowing charges
caused by fall in revenue
Yes
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Customer reaction: recoverable approach
Customer reaction is to make clear what is recoverable
Recoverable losses often sought:
Additional operational / admin costs
Cost of procuring replacement
Wasted managed time
Fees payable / liability to third parties
Loss, corruption or alteration of data
Regulatory fines
Lost opportunity
Business losses?
Consequences of wilful misconduct / fraud
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Financial / business losses
Supplier reaction is to specifically exclude financial / business
losses (whether foreseeable, direct or indirect)
But customers frequently asking for:
loss of profits / revenue
anticipated savings
transaction processing errors
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Suppliers beware
Indemnity type language: “is direct and recoverable…”
Common intention / objective clauses
Omission of “non-reliance” / “no remedies” statement in entire
agreement clause
Re-performance obligations
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Due diligence risk
A common position:
All due diligence risk transferred to supplier
No pricing assumptions
No customer warranty as to accuracy or completeness
Compromise positions increasingly common
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Data Protection
Increasingly more prominent in contracts
Security breaches
Overhaul of data protection rules
Safe Harbour concerns
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Security breaches
Stringent security obligations:
Specific policies
Compliance with security standards
Broad security incident indemnity (often with unlimited liability)
Control over incident
Confidentiality
Right to attend any DPC site visit / meeting
Co-operation / assistance / information obligations
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Data Protection: Future Proof
Providing for alternative if Safe Harbour falls
Supplier considering changes resulting from draft Regulation
Privacy by design
Tasks to be documented in more detail
Create necessary measures to be able to respond to SAR
J&S liability, unless can show not responsible
Supplier becomes joint data controller if processes data other
than as instructed
Change in Law clause important
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More detailed slides
Consumer contract trends
Best and reasonable endeavours
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Trends in consumer contracts
Increasingly, companies see terms and conditions as part of
branding and marketing
Focus on plain friendly language
You / we
Present tense: “we are not responsible” instead of “we shall
not have…”
Avoid use of legalese: herein, therein etc.
Avoid use of CAPS
Plain language also required by Unfair Terms Regulations
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Trends in consumer contracts
• Use of punchy informal language
Licence expressed as – „Don‟t worry! You can use the
[software] for this…‟
Large social media messenger – „We don‟t support or
encourage illegal consumption of alcohol or tobacco, so there.‟
• Make sure legal protections are not lost in translation
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Trends in consumer contracts
Inclusionary liability clauses:
“We are responsible for loss or damage you suffer that is a
foreseeable result of our breach of these terms or our negligence,
but we are not responsible for any loss or damage that is not
foreseeable. Loss or damage is foreseeable if it is an obvious
consequence of our breach or if it was contemplated by you and
us at the time we entered into this contract”.
vs
“The Supplier shall have no liability (whether under contract, tort,
equity, common law, statute or otherwise) for any indirect,
consequential, special or exemplary loss or damage.”
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Best, reasonable endeavours etc
Question of interpretation in each case / fact specific
Hierarchy:
Shall / will
Best endeavours
All reasonable endeavours
Reasonable endeavours
Definition or other text may vary it, e.g. best reasonable
endeavours, but only to the extent reasonable having regard to
supplier’s interests
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Best endeavours
Look at from customer’s perspective, but supplier’s interest relevant
May require significant expenditure by supplier but not ruinously so
Not an absolute obligation
Includes steps which a prudent, determined and reasonable person,
acting in his own interests and desiring to achieve that result, would
take
May be subject to countervailing duties on the supplier
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All reasonable endeavours
Unclear if assessed in light of the customer’s circumstances
May require expenditure
May or may not require the supplier to sacrifice its commercial
interests
Likely to exhibit characteristics of both best and reasonable
endeavours
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Reasonable endeavours
Primarily considered in light of the supplier’s circumstances and
interests
May require limited expenditure, but does not require the supplier to
sacrifice its commercial interests
Involves balancing the contractual obligation against all relevant
commercial considerations
The chance of achieving the result is of prime importance
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Endeavours case law
IBM United Kingdom Limited v Rockware Glass Limited [1980] FSR 335
Jet2.com v Blackpool Airport Ltd [2012] EWCA Civ 417
Rhodia International Holdings Limited v Huntsman International LLC
[2007] EWHC 292
Dany Lions v Bristol Cars [2014] EWHC 817)
CPC Group Ltd v Qatari Diar Real Estate Investment Company [2010]
EWHC 1535
Drocarne Ltd v Seamus Murphy Properties [2008] IEHC 99
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Third Party Relationships and Your People: TUPE and Outsourcing
Melanie Crowley, Partner
Employment Law and Benefits
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What is TUPE?
• European Communities (Protection of Employees and
Transfer of Undertakings) Regulations 2003
• Transfer of a business or part of a business
• Employees transfer with accrued service and terms and
conditions of employment
• Obligation to inform and consult
• Contracting out prohibited
• Dismissals void
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What is Outsourcing?
• First Generation Outsourcing
• Change of Contractors (Second Generation Outsourcing)
• Insourcing
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Does TUPE apply to Outsourcings?
• Sometimes…but not always!
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To Trigger TUPE
• There must be a transfer of an economic entity
• There must be a concomitant transfer of significant
tangible or intangible assets or a major part of the
workforce in terms of their numbers and skills
• Asset reliant v labour intensive functions
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Trends
• Huge increase in outsourcing
• Tendency to insist on the application of TUPE waning
• A better understanding that TUPE does not always apply
• Provide now for what might happen at the end
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Take Away Tips
• Stand back and reflect upon what the transaction involves
from a TUPE perspective
• Is this an outsourcing, a changeover in contractors or an
insourcing?
• Decide whether the transaction is asset reliant or labour
intensive
• If labour intensive is continuity of personnel important or a
non issue?
• What will happen the employees or does it matter?
• What will happen at the end of the contract or does it
matter?
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Q&A
Rob McDonagh Melanie Crowley