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Global Outsourcing Association of Lawyers
Spiwe L.A. Pierce
Deputy General Counsel
October 14, 2015
© Spiwe L.A. Pierce
© Spiwe L.A. Pierce
© Spiwe L.A. Pierce
4© Spiwe L.A. Pierce
1. Define the critical risks you are most concerned about
2. Determine types of contracts you have (e.g. commercial
agreements, purchase orders, bids and RFPs, purchasing contracts,
agent/distributor agreements etc.)
3. Determine risk in your current portfolio
4. Consult your commercial teams
• What’s working and not working
• What’s not happening that should be
• What’s happening that shouldn’t be
5. Determine where risks should be addressed, e.g.
• Legal department
• Trade compliance
• Insurance
• Environmental Health & Safety
• Operations & Supply Chain
• Human Resources
6. Determine ideal contract review process flow for various types of
contracts
5© Spiwe L.A. Pierce
Examples may include agreements or provisions related
to:
• Intellectual property
• Mergers, acquisitions, joint ventures, or strategic
alliances
• Frame, master service, open volume, multi-site
agreements
• Non-competes
• Settlement of litigation or claims
• Supply or sales agreements containing certain
provisions
• Other contracts containing specific risks, e.g. uncapped
indemnities, evergreen provisions, most favored nation
clauses, minimum purchase obligations, etc.
6© Spiwe L.A. Pierce
Risks in the Contracting Process
 Historically, no structured contracts
process
 Minimal review by BUs focused on
commercial terms
 Legal review fragmented and often
incomplete
 Commercial teams forced to shuttle
contracts to multiple functions for
review
Substantive Contractual Risk
 Most contracts not on our paper
 x% with uncapped indemnities
 x% with some cap on indemnities (the rest are silent)
 x% exclude consequential damages
 Insurance provisions in x% of contracts fall outside permissible standards
 Average contract term = x years
0
10
20
30
40
50
60
1980 1990 2000 2010 2020
Volume
# of Commercial Contracts by Effective Date
7© Spiwe L.A. Pierce
Data-driven approach will drive more analytical approach to:
• Contract reviews
• Contract deviations
• Mitigating existing risks in the portfolio
• Addressing high risk provisions
0
5
10
15
20
25
30
2001
2005
2007
2010
2011
2012
2013
2014
2015
2016
2017
2018
NoTerm.
Conseq. Dms
Auto-Renewal
MFN
Arbitration
Example: High Risk Provisions Against Contract Terminations
© Spiwe L.A. Pierce
9© Spiwe L.A. Pierce
Commercial
Relationship
NDA
Business
Issues Review/
Discussion
Triage /
Review
Negotiation
Approvals
Execution
Ownership &
Maintenance
Renewal /
Termination
Contracts
Lifecycle
Supply
People
 Contract
Administrators
 BU Commercial
Teams
 Internal Legal Staff
 Law Firms
Systems
 Intranet
 Templates
 Playbooks
 Policies & Forms
 Training Materials
 RFQ/Bid Processes
Demand
Quantity
 X annual volume
 X variance in monthly/
quarterly cycles
Quality
 x% on company paper
 x% within standard
warranties limits
 x% capped liabilities
 x% within standard
insurance limits
Stages handled by the business
Stages handled by Legal
10© Spiwe L.A. Pierce
Commercial
Review
•Business unit reviews commercial terms, obtains necessary commercial approvals, complies with relevant
policies
Legal Review
•Submit Word doc of proposed agreement and exhibits for review
•Legal completes review and returns contract to business
Negotiate &
Execute
•Get all required approvals
•Comply with Delegation of Authority, policies & escalate to Legal if high risk terms remain
•Finalize draft and all attachments, return to Legal for Seal of Approval
•Date, sign contract
Submit &
Store
•Submit executed PDF to Legal for uploading to SharePoint database
•Store original contract in secure fireproof location OR
•Send original contract to Legal for storage and maintain a copy for your use
Stages handled by the business
Stages handled by Legal
© Spiwe L.A. Pierce
12
• Have an effective strategy and implementation plan based on input
from all stakeholders
• Ensure senior leadership support and use them to drive change
• Obtain buy-in from all impacted commercial teams – you’ll need it to
ensure and enforce compliance
• Assess whether you need law firm or vendor support
• Plan people and financial resource allocation carefully
• Extend your department’s reach by engaging a core group of
supporters/executors in your business
© Spiwe L.A. Pierce
13© Spiwe L.A. Pierce
Log/Triage
To
Contract
Reviewer
Insurance
Review
- Charlie Chu
Trade
Compliance
- TC Counsel
Property/
Leases
- Property
Counsel External
Insurer
May use
Insurance
Designee
Americas
- Insurance
Guru 1
Asia-Pac
- Insurance
Guru 2
Europe
-
Insurance
Guru 3
Africa
- Insurance
Guru 4
Agent &
Distributor
- A&D Manager
All contracts
- Bill Bee
Specialty BUs
- Legal
Business
Partners
To outside counsel when necessary (specialty contracts/overflow)
Contracts Manager
- Tracy Triager
High risk contracts to Senior Leadership per
Delegation of Authority policies
Keep refining until your model
works as you need it to
Activities that occur within the
Legal function
14© Spiwe L.A. Pierce
Legal provides guidance, but
commercial teams make the
final call, e.g.
• Liquidated damages
• Product warranties
• Delivery terms
• Payment
• Confidentiality
• Quality
• Appendices, schedules,
exhibits
• All other contract provisions
Commercial TermsLegal Terms
Legal may review and approve
limited to high risk provisions,
e.g.
1. Assignment and Severability
2. Change in control
3. Dispute Resolution
4. Governing Law
5. Indemnity (incl. damages)
6. Insurance
7. Intellectual Property
8. Legal warranties
9. Liabilities cap
10.MFN (Most Favored Nations)
11.Termination
Terms reviewed by commercial teams
Terms reviewed by Legal
© Spiwe L.A. Pierce
16
• Identify significant issues that can derail your program
• Non-compliance
• Contract review cycle times
• Establish an expandable model between in-house and external/local
counsel to handle volume and local language contracts
• Be creative in addressing those problems
• Consult the business
• Consider external help
• Consider electronic solutions
• Take an iterative approach
• If at first you don’t succeed, try, try, try again!
• Scale the solutions as needed
• Take your stakeholders with you
© Spiwe L.A. Pierce
17© Spiwe L.A. Pierce
Require Legal to
apply “seal of
approval” to all
finalized
contracts before
signature
Metrics
Tracking
&
Reporting
Contract
Review
Process
Agent/
Distributor
Dashboard
Report
Audits by
Legal and
Internal
Audit
Email Alerts
for Expiring
Contracts
Periodic
Contracts
Email
Update
Training
&
Commun
-ication
Purchase
Order
Process
Standard
Operating
Procedures
Policies
& Proce-
dures
Legal
Business
Partner
Support
Outside
Counsel
Support
Manuals Attorney
Playbook
Commercial
Approval
Log
Commercial
Approval
Log
Commercial
Approval
Log
Commercial
Swim Lane
18© Spiwe L.A. Pierce
5
8 8
18
9 9 9 8
10 9 10
5
0
10
20
30
40
50
60
70
Aug-14 Sep-14 Oct-14 Nov-14 Dec-14 Jan-15 Feb-15 Mar-15 Apr-15 May-15 Jun-15 Jul-15
Days
Month
Average
Cycle Time
for First
Reponses
Volume
Volume & Average Legal Cycle Time
Use metrics to track and demonstrate relationship between contract
volume and cycle times within Legal
© Spiwe L.A. Pierce
20© Spiwe L.A. Pierce
• Take your stakeholders and senior leadership with you at every step
• Partner with other internal stakeholders (e.g. Finance, HR, Quality etc.)
• Consult them, consult them, consult them!
• Address their pain
• Incorporate their feedback into your solution
• Incorporate their existing processes into your contract management
program
• Tell them, tell them, tell them!
• Keep asking questions
• Keep looking for ways to improve
• Take a measured approach to training (i.e. develop core target
audiences for in person training, manuals, policies, legal guides,
playbooks etc.)
• Recognize your best supporters
• Share and celebrate your successes
• Use metrics to drive change and tell your success story
21© Spiwe L.A. Pierce
Communication Frequency
Metrics reports to senior leadership, identifying contract volumes and
specific contracts reviewed to report progress and identify gaps
Monthly
Global Contracts Group Roundtable: two-way teleconference with BU
contract leaders to discuss issues, trends, business needs, and address
areas of non/compliance
Quarterly
eNewsletter to commercial teams providing guidance, highlighting areas
of concern, and calling the business to action as needed
Quarterly
Training for LBPs and outside counsel on contract terms per Contracts
Manual and Playbook
Annual/
ongoing
LBP communications at annual sales or strategy meetings and in
conversations throughout the year
Annual/
ongoing
“Rules of Engagement” letter from Legal and Finance communicating
compliance requirements to the finance community
At least
annual
Letters of assurance submitted by the business verifying compliance and
disclosing deficiencies
Annual
Legal site visits for training & compliance monitoring/ coordination with
Internal Audit across multiple sites
Annual
Global webinar training to commercial teams on process and compliance
expectations
Annual
22© Spiwe L.A. Pierce
Persuasion is not a
sprint, it’s a marathon.

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LinkedIn - GOAL Contracts Management & Compliance 9.22.15

  • 1. Global Outsourcing Association of Lawyers Spiwe L.A. Pierce Deputy General Counsel October 14, 2015 © Spiwe L.A. Pierce
  • 2. © Spiwe L.A. Pierce
  • 3. © Spiwe L.A. Pierce
  • 4. 4© Spiwe L.A. Pierce 1. Define the critical risks you are most concerned about 2. Determine types of contracts you have (e.g. commercial agreements, purchase orders, bids and RFPs, purchasing contracts, agent/distributor agreements etc.) 3. Determine risk in your current portfolio 4. Consult your commercial teams • What’s working and not working • What’s not happening that should be • What’s happening that shouldn’t be 5. Determine where risks should be addressed, e.g. • Legal department • Trade compliance • Insurance • Environmental Health & Safety • Operations & Supply Chain • Human Resources 6. Determine ideal contract review process flow for various types of contracts
  • 5. 5© Spiwe L.A. Pierce Examples may include agreements or provisions related to: • Intellectual property • Mergers, acquisitions, joint ventures, or strategic alliances • Frame, master service, open volume, multi-site agreements • Non-competes • Settlement of litigation or claims • Supply or sales agreements containing certain provisions • Other contracts containing specific risks, e.g. uncapped indemnities, evergreen provisions, most favored nation clauses, minimum purchase obligations, etc.
  • 6. 6© Spiwe L.A. Pierce Risks in the Contracting Process  Historically, no structured contracts process  Minimal review by BUs focused on commercial terms  Legal review fragmented and often incomplete  Commercial teams forced to shuttle contracts to multiple functions for review Substantive Contractual Risk  Most contracts not on our paper  x% with uncapped indemnities  x% with some cap on indemnities (the rest are silent)  x% exclude consequential damages  Insurance provisions in x% of contracts fall outside permissible standards  Average contract term = x years 0 10 20 30 40 50 60 1980 1990 2000 2010 2020 Volume # of Commercial Contracts by Effective Date
  • 7. 7© Spiwe L.A. Pierce Data-driven approach will drive more analytical approach to: • Contract reviews • Contract deviations • Mitigating existing risks in the portfolio • Addressing high risk provisions 0 5 10 15 20 25 30 2001 2005 2007 2010 2011 2012 2013 2014 2015 2016 2017 2018 NoTerm. Conseq. Dms Auto-Renewal MFN Arbitration Example: High Risk Provisions Against Contract Terminations
  • 8. © Spiwe L.A. Pierce
  • 9. 9© Spiwe L.A. Pierce Commercial Relationship NDA Business Issues Review/ Discussion Triage / Review Negotiation Approvals Execution Ownership & Maintenance Renewal / Termination Contracts Lifecycle Supply People  Contract Administrators  BU Commercial Teams  Internal Legal Staff  Law Firms Systems  Intranet  Templates  Playbooks  Policies & Forms  Training Materials  RFQ/Bid Processes Demand Quantity  X annual volume  X variance in monthly/ quarterly cycles Quality  x% on company paper  x% within standard warranties limits  x% capped liabilities  x% within standard insurance limits Stages handled by the business Stages handled by Legal
  • 10. 10© Spiwe L.A. Pierce Commercial Review •Business unit reviews commercial terms, obtains necessary commercial approvals, complies with relevant policies Legal Review •Submit Word doc of proposed agreement and exhibits for review •Legal completes review and returns contract to business Negotiate & Execute •Get all required approvals •Comply with Delegation of Authority, policies & escalate to Legal if high risk terms remain •Finalize draft and all attachments, return to Legal for Seal of Approval •Date, sign contract Submit & Store •Submit executed PDF to Legal for uploading to SharePoint database •Store original contract in secure fireproof location OR •Send original contract to Legal for storage and maintain a copy for your use Stages handled by the business Stages handled by Legal
  • 11. © Spiwe L.A. Pierce
  • 12. 12 • Have an effective strategy and implementation plan based on input from all stakeholders • Ensure senior leadership support and use them to drive change • Obtain buy-in from all impacted commercial teams – you’ll need it to ensure and enforce compliance • Assess whether you need law firm or vendor support • Plan people and financial resource allocation carefully • Extend your department’s reach by engaging a core group of supporters/executors in your business © Spiwe L.A. Pierce
  • 13. 13© Spiwe L.A. Pierce Log/Triage To Contract Reviewer Insurance Review - Charlie Chu Trade Compliance - TC Counsel Property/ Leases - Property Counsel External Insurer May use Insurance Designee Americas - Insurance Guru 1 Asia-Pac - Insurance Guru 2 Europe - Insurance Guru 3 Africa - Insurance Guru 4 Agent & Distributor - A&D Manager All contracts - Bill Bee Specialty BUs - Legal Business Partners To outside counsel when necessary (specialty contracts/overflow) Contracts Manager - Tracy Triager High risk contracts to Senior Leadership per Delegation of Authority policies Keep refining until your model works as you need it to Activities that occur within the Legal function
  • 14. 14© Spiwe L.A. Pierce Legal provides guidance, but commercial teams make the final call, e.g. • Liquidated damages • Product warranties • Delivery terms • Payment • Confidentiality • Quality • Appendices, schedules, exhibits • All other contract provisions Commercial TermsLegal Terms Legal may review and approve limited to high risk provisions, e.g. 1. Assignment and Severability 2. Change in control 3. Dispute Resolution 4. Governing Law 5. Indemnity (incl. damages) 6. Insurance 7. Intellectual Property 8. Legal warranties 9. Liabilities cap 10.MFN (Most Favored Nations) 11.Termination Terms reviewed by commercial teams Terms reviewed by Legal
  • 15. © Spiwe L.A. Pierce
  • 16. 16 • Identify significant issues that can derail your program • Non-compliance • Contract review cycle times • Establish an expandable model between in-house and external/local counsel to handle volume and local language contracts • Be creative in addressing those problems • Consult the business • Consider external help • Consider electronic solutions • Take an iterative approach • If at first you don’t succeed, try, try, try again! • Scale the solutions as needed • Take your stakeholders with you © Spiwe L.A. Pierce
  • 17. 17© Spiwe L.A. Pierce Require Legal to apply “seal of approval” to all finalized contracts before signature Metrics Tracking & Reporting Contract Review Process Agent/ Distributor Dashboard Report Audits by Legal and Internal Audit Email Alerts for Expiring Contracts Periodic Contracts Email Update Training & Commun -ication Purchase Order Process Standard Operating Procedures Policies & Proce- dures Legal Business Partner Support Outside Counsel Support Manuals Attorney Playbook Commercial Approval Log Commercial Approval Log Commercial Approval Log Commercial Swim Lane
  • 18. 18© Spiwe L.A. Pierce 5 8 8 18 9 9 9 8 10 9 10 5 0 10 20 30 40 50 60 70 Aug-14 Sep-14 Oct-14 Nov-14 Dec-14 Jan-15 Feb-15 Mar-15 Apr-15 May-15 Jun-15 Jul-15 Days Month Average Cycle Time for First Reponses Volume Volume & Average Legal Cycle Time Use metrics to track and demonstrate relationship between contract volume and cycle times within Legal
  • 19. © Spiwe L.A. Pierce
  • 20. 20© Spiwe L.A. Pierce • Take your stakeholders and senior leadership with you at every step • Partner with other internal stakeholders (e.g. Finance, HR, Quality etc.) • Consult them, consult them, consult them! • Address their pain • Incorporate their feedback into your solution • Incorporate their existing processes into your contract management program • Tell them, tell them, tell them! • Keep asking questions • Keep looking for ways to improve • Take a measured approach to training (i.e. develop core target audiences for in person training, manuals, policies, legal guides, playbooks etc.) • Recognize your best supporters • Share and celebrate your successes • Use metrics to drive change and tell your success story
  • 21. 21© Spiwe L.A. Pierce Communication Frequency Metrics reports to senior leadership, identifying contract volumes and specific contracts reviewed to report progress and identify gaps Monthly Global Contracts Group Roundtable: two-way teleconference with BU contract leaders to discuss issues, trends, business needs, and address areas of non/compliance Quarterly eNewsletter to commercial teams providing guidance, highlighting areas of concern, and calling the business to action as needed Quarterly Training for LBPs and outside counsel on contract terms per Contracts Manual and Playbook Annual/ ongoing LBP communications at annual sales or strategy meetings and in conversations throughout the year Annual/ ongoing “Rules of Engagement” letter from Legal and Finance communicating compliance requirements to the finance community At least annual Letters of assurance submitted by the business verifying compliance and disclosing deficiencies Annual Legal site visits for training & compliance monitoring/ coordination with Internal Audit across multiple sites Annual Global webinar training to commercial teams on process and compliance expectations Annual
  • 22. 22© Spiwe L.A. Pierce Persuasion is not a sprint, it’s a marathon.