Liquidated Damages

A buffer of extra labour, equipment, or budget set aside to cover unexpected delays or scope changes on a project. Subcontractors use it to avoid cost overruns when field conditions shift. Typically expressed as a percentage of the total estimated project value.

Time when a subcontractor's crew or equipment is on-site but unable to work due to client-caused delays. Most contracts allow billing at a reduced standby rate during this period. Tracking and documenting standby time is critical to recovering these costs.

Contracts that lock in a future price for North Sea crude oil, used as a global benchmark. When Brent prices drop, operators often cut budgets and delay projects, directly reducing subcontractor workloads. Tracking Brent futures helps field service companies anticipate slowdowns and plan their crews and bids accordingly.

A disconnect between what a subcontractor quoted and what the client expects to pay for. This often surfaces during invoicing when scope, rates, or billing terms were not clearly agreed upon upfront. It can delay payments and strain relationships with prime contractors.

The risk that a subcontractor cannot fully recover costs or markup owed under contract due to unclear scope, missing documentation, or disputed change orders. It often arises when work is performed without written authorisation. Strong record-keeping and proactive change management are the primary defences.

The guaranteed minimum volume of work a client commits to a subcontractor over a contract period. It provides predictable revenue and helps justify keeping crews and equipment on standby. Subcontractors use base load commitments to stabilise cash flow between project spikes.

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