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3. Site lockdown
What will you do if your employees or workforce do contract coronavirus, and if you do shut down works on site how do you do so quickly and safely?
4. Understanding your supply chains
Where are labour and materials coming from (eg are key materials being sourced from an country known to be particularly badly hit by the disease)?
5. Contract review
What do your contracts say about:
- use of alternative suppliers or materials
- force majeure – including for epidemics or (although the WHO has not declared coronavirus as such at this stage) pandemics
- relevant events enabling claims for extensions of time and additional money
- delay and liquidated damages
- rights to terminate the contract?
6. Frustration
Whether you could argue that your contract is “frustrated” (where a serious, unexpected event occurs that is beyond the parties’ control, making it impossible to perform the contract). Note that this is a difficult argument to run in court
7. Open discussion
Perhaps the best approach may be to have an open discussion with the party you have contracted with, to negotiate and agree a way forward that will work for everyone without reverting to confrontation or dispute?
8. Funding arrangements
If you have funding in place, what does your funding agreement say eg about delay, additional costs, material changes (to the programme, the works or the construction contract), notifying the funder?
9. Other agreements
Does delay under the building contract have a bearing on other agreements the employer may have in place, such as development agreements or agreements for lease?
10. Insurance
Whether you have any insurance policies that could help you recoup any losses – and do you need to get in touch with insurers under the terms of your insurance policy?
It remains to be seen just how severe the impact of COVID-19 on the UK will be. However, it is prudent for businesses to consider in advance how they might deal with a worst-case scenario and to check whether existing contract arrangements offer any sort of guidance as to who bears the risk.
Longer term, we are hopeful that ongoing development of new construction processes and innovative products will enable the industry to be better placed to manage unexpected situations.
Ian Atkinson, is a partner, and Michelle Essen, is managing associate at law firm Womble Bond Dickinson
Image: Dreamstime/Bang Oland
