If the agreement is structured on a fixed tariff basis, are payments linked to milestones? If so, can the renegotiation of the workload adapt the milestones and related payments so that they are more manageable for the customer while being acceptable to the supplier? If payments are structured on time, can a renegotiated volume still provide enough work for the supplier to keep their teams intact? Will suppliers be able to employ their employees in other areas as the workload is revised? In some cases, and depending on the financial situation and risk profiles of the parties, it may be productive to negotiate financing terms in order to maintain the volume of work to a large extent. After understanding the other party`s concerns and each party has analyzed its position privately as part of the agreement, each party is ready to commit to finding a solution. Some general ideas for the approach are as follows: Below we offer a general overview of the impact of this disruption on important outsourcing and service management agreements. In the search for services, it is likely that companies will take into account the fiduciary duties of directors, the impact of which must be understood. Some executives may be de facto or shadow directors, which will affect fiduciary duty. The extent of these obligations is influenced by the service contract. Such obligations may require the executive to declare its own faults or to face demands for a profit account or omission if it has exceeded the limit to take preparatory measures in favour of a new enterprise. . .