A family in Gurugram hires a planner for their daughter’s wedding at a resort near Jaipur: three days, four functions, three hundred guests. The quotation runs to two pages and a total figure. Six weeks before the wedding the planner asks for more money — the florist has raised prices, the guest count went up, and the resort now wants a fee for outside decorators. On the sangeet night the music is stopped at 10 p.m. by the local police. After the wedding the family learns that the planner took a commission from the caterer. None of this was fraud, and most of it was avoidable. An event management agreement is where the scope, the money, the vendors, the permissions and the risks are decided before anyone books a hall. This page explains how to write one — for weddings, corporate events, launches and shows — so that the client knows what it is paying for and the planner knows what it is answerable for.
An event is a project with a fixed deadline and dozens of suppliers. A wedding may involve a venue, a decorator, a caterer, a bar service, a sound and light company, a DJ, a band, photographers, a make-up artist, a transport company, hotels for guests, and security. A corporate conference adds registration, audio-visual production, stage fabrication, printing, speakers and sponsors. The planner’s job is to make all of them arrive, work together and finish on time. If one fails, the whole event suffers, and the client usually cannot tell whose fault it was.
The planner is also handling large sums of the client’s money. Most disputes arise because the client did not understand what was included, how the budget could grow, how vendors were chosen and paid, or what would happen if the event moved. A written agreement fixes those points in advance and gives both sides a document to point to when a vendor lets them down.
For wedding clients, the agreement is also a consumer contract. Families who feel overcharged or let down increasingly file complaints with consumer commissions. A clear agreement protects an honest planner as much as it protects the family.
| Event | Typical client | What matters most |
|---|---|---|
| Wedding and related functions | Family | Budget control, vendor quality, guest hospitality, timing, family approvals |
| Destination wedding | Family | Travel, hotels, room blocks, local permissions, weather |
| Social events, birthdays, anniversaries | Family | Package clarity, venue rules, children |
| Corporate conference, offsite, awards | Company | Service levels, delegate data, invoicing, compliance with company policies |
| Product launch and brand activation | Brand or agency | Creative approval, public locations, permissions, publicity |
| Exhibition and trade fair | Company or organiser | Stall design, fabrication, venue rules, logistics |
| Concert or ticketed show | Promoter | Licences, crowd safety, ticketing, artist contracts, insurance |
Planners range from a single coordinator with a phone and a network of vendors to companies with production crews, warehouses of decor and permanent staff. The agreement should reflect which kind of business is being engaged, because a small coordinator cannot sensibly accept the liability a production company can.
The first question is how much the planner is doing. The same words mean very different things to different planners, so the agreement should choose one and describe it.
Responsibility follows scope. A coordinator who takes over the client’s own vendors a month before the wedding cannot be blamed for the choice of those vendors, but should be responsible for confirming them, managing timings on the day and raising problems promptly.
Before signing, a client should check who it is dealing with: the planner’s legal name and address, GST registration if it charges GST, references from recent clients, and photographs of events it actually ran rather than borrowed images. For large events, ask who the key vendors will be and whether they have done similar work. A planner that will not put its full name and address on the agreement is a warning sign.
Planners, for their part, should check their vendors: food safety registration for caterers, licences for bar services and pyrotechnics, insurance for fabricators and sound companies, and references. The agreement can require the planner to use only vendors that meet these standards, and to share the documents on request.
After scope, the agreement should list every service included, preferably in a schedule, with the level of each. For a wedding: venue search and booking; decor for each function; catering coordination; bar management; sound, lights and stage; entertainment booking; photography and videography booking; invitation design and distribution; guest RSVPs; travel and hotel bookings; airport and local transfers; welcome kits; make-up and mehendi artists; the baraat; on-site management with a named lead and team; and post-event settlement.
For a corporate event: venue, stage and set, audio-visual equipment and crew, registration and badges, delegate communication, speaker management, content production, catering, printed materials, branding, transport, photography, live streaming, and post-event reports. Anything not listed is outside the scope and should be quoted separately if the client wants it.
The agreement should record the basic facts: the dates and functions, the expected number of guests for each, the venue or city, the style or theme, any religious or cultural requirements, food preferences (vegetarian, Jain, halal), and the client’s priorities. A family should name one or two decision-makers, so that the planner is not caught between relatives giving contradictory instructions.
Guest numbers drive cost. The agreement should say when the final count is due, how much it may change after that, and how changes affect price. Caterers and hotels usually charge on a guaranteed minimum, so a late fall in numbers may not reduce the bill. The planner should explain those terms before the client commits.
The most important structural choice in the agreement is how vendors are engaged. There are two basic models, and many events use both.
| Question | Vendor contracts with the client | Vendor contracts with the planner |
|---|---|---|
| Who signs with the vendor? | The client, with the planner’s advice | The planner, in its own name |
| Who pays the vendor? | The client, directly or through the planner | The planner, and bills the client |
| Who is liable if the vendor fails? | The vendor, to the client; the planner only for its own negligence | The planner, to the client |
| Can the client see vendor prices? | Yes | Only if the agreement says so |
| Typical fee model | Planning fee or percentage | Package price or cost-plus |
Neither model is better in every case. Direct contracts give the client transparency and a direct claim, but more paperwork. Planner contracts give one point of responsibility, but the client depends on the planner’s solvency and honesty. The agreement should state the model for each vendor, require the planner to use reputable vendors with written contracts, and say what happens if a vendor fails — the planner finds a replacement of similar quality at no extra cost if the vendor was its choice, or helps the client find one if the vendor was the client’s.
Planners charge in several ways:
Whatever the model, the agreement should state what the fee covers (planning meetings, site visits, the number of team members on the event days), what is extra (travel for site visits, additional functions, overtime), and whether GST is included.
In the events trade, vendors often pay planners a commission or give them a discount they do not pass on. Whether that is acceptable depends on what the client was told. A planner who selects vendors on the client’s behalf acts as the client’s agent, and the Contract Act requires an agent to act in the principal’s interest and not make a secret profit from the agency. If it does, the principal can claim that profit. The duties of agents are explained in our agency agreement guide.
The agreement should therefore say one of two things: that the planner will not accept any commission, discount or benefit from vendors, and will pass on any discount it receives; or that the planner may receive commissions from vendors, which it will disclose in writing to the client before the vendor is booked. Package pricing, where the client agrees a fixed price for a defined event, is different: the planner’s margin is its own, so long as the package was honestly described.
Clients often meet a senior planner during the sale and see a junior team on the day. The agreement should name the lead planner who will be present at each function, the number of coordinators, and their working hours, including set-up and dismantling. It should give the client one contact number that will be answered throughout the event, and say that the lead planner has authority to make decisions on the spot within the approved budget.
For multi-day events, the agreement should say how the team is rested and who covers when the lead is off duty. Team members’ travel, stay and meals for destination events should be priced in the planner’s fee or shown separately.
A good event runs on a running order, sometimes called a run sheet or cue sheet: a minute-by-minute plan of every function listing arrivals, rituals, speeches, performances, meals, photography moments and vendor timings, with the person responsible for each. The agreement should require the planner to prepare it, share it with the client and vendors a stated number of days before the event, and hold a final walk-through or call to confirm it.
For corporate events, a technical rehearsal of the stage, audio-visual cues and presentations should be scheduled. For weddings, the running order should respect ritual timings fixed by the family’s priest, since a delayed muhurat affects everything that follows.
The budget is the client’s biggest worry. The agreement should attach an estimate that breaks costs down by category and function, marked as an estimate where vendor prices are not yet fixed, and should say how the estimate becomes a firm budget — usually as each vendor is confirmed. Contingency for unexpected costs, commonly a small percentage, should be shown rather than hidden in the line items.
The planner should promise not to commit the client to any cost outside the approved budget without written approval, and to report spending against the budget regularly. Prices quoted in advance for peak dates are often subject to change, especially for flowers, fuel and hotel rooms; the agreement should say who bears such increases and require the planner to tell the client as soon as they arise.
Events change constantly: a theme is revised, a function is added, the guest count rises, a relative wants a different caterer. Each change affects cost and time. The agreement should require every change to be recorded in a short written change order — an email or a message is enough if it states the change, the cost and the effect on the schedule — and confirmed by the client’s nominated decision-maker before it is carried out.
A cut-off date for design changes, a few weeks before the event, protects the planner and vendors from last-minute revisions that cannot be delivered properly. Changes after the cut-off can be accepted at extra cost if feasible, without the planner being in breach if they cannot be done.
Event payments follow vendor payments, because vendors ask for advances to hold dates and buy materials. A typical structure is a booking amount on signing, further instalments as vendors are confirmed, a large payment a few weeks before the event, and the balance after the event on reconciliation. The agreement should say which payments go to the planner’s fee and which are passed to vendors, and should require the planner to use vendor money only for that purpose.
Payments should be by bank transfer against invoices and receipts, not cash handed to staff on the day. For large events, clients may prefer to pay major vendors directly or to have the planner show proof of vendor payments. Late payment by the client should allow the planner to suspend work after notice, because a vendor that is not paid will not turn up.
The venue agreement is usually the largest single contract, and it sets rules everyone must follow. It typically fixes the dates and spaces, the minimum guarantee for food and beverage, timings for set-up and dismantling, restrictions on outside vendors (many venues charge a fee or require their own caterers and decorators), rules on fire, candles, confetti, drones and loud music, the security deposit, and liability for damage.
Whoever signs the venue agreement, the event agreement should require the planner to review it, explain its key terms to the client, and ensure that vendors comply. Where venue rules make part of the planned design impossible, the planner should say so before the client pays for it. Vendors who breach venue rules and cause the client to lose the deposit should be responsible for the loss.
Decor is often the largest discretionary cost at an Indian wedding and the one most open to misunderstanding. The agreement should attach the approved design with drawings or reference images, flower types and quantities, and the materials to be used. It should say which items are rented and must be returned, which are bought for the client, and who keeps them afterwards.
Temporary structures — stages, mandaps, large tents and trusses — must be built safely by competent vendors, with load and fire safety in mind, and may need approval. The agreement should require the planner or its fabricator to take responsibility for safe construction and dismantling. Designs created by the planner are its work; if the client wants to reuse the design, the agreement should say so.
Caterers must hold food safety registration or a licence under the Food Safety and Standards Act, depending on their size, and should follow hygiene standards in preparation, storage and service. The agreement should require the planner to use caterers who hold the necessary registration and to share it with the client, and should say who is responsible if guests fall ill.
Menus, tastings, the number of counters, service staff per guest, special diets, and the handling of leftover food should be written down. Some families arrange for surplus food to be donated through recognised organisations, which the planner can coordinate. Caterers engaged by the venue should be covered in the venue agreement, with the planner coordinating.
Serving alcohol at a private event is regulated by state excise law, and rules differ greatly between states. Many states require a temporary or occasional licence for serving liquor at functions held at venues or even at homes above a certain size, and some states restrict or prohibit alcohol altogether. Only licensed bars or bartenders may be allowed to serve, and liquor must usually be bought from authorised outlets with proof of purchase.
The agreement should say who applies for the licence, who pays the fee, who buys the liquor, and who provides bartenders; and that the planner will not serve alcohol to minors or to guests who are clearly intoxicated. Where our liquor licence assistance service is needed, it should be arranged well in advance, because licences take time.
The Noise Pollution (Regulation and Control) Rules, 2000 limit the use of loudspeakers and public address systems at night, generally between 10 p.m. and 6 a.m., except in closed premises such as auditoriums, conference rooms, community halls and banquet halls. State governments may relax the night restriction until midnight on a limited number of days a year for cultural or religious festivals. Ambient noise limits apply by area, with lower limits in residential and silence zones near hospitals and schools. District administrations and police often issue their own orders during the wedding season, and venues set their own cut-off times.
For open-air functions, this is the commonest reason for a sangeet ending early. The agreement should say who checks the applicable limits and obtains any permission, that the planner will schedule music within them, and that stopping music on the orders of the police or venue is not a breach by the planner or the performers. Music licences for playing copyrighted songs in public are a separate issue; the exemption for social festivities associated with a marriage, and its limits, are discussed in our artist agreement guide.
The permissions an event needs depend on its size, place and nature, and on local rules that change. The agreement should list those expected for the event and say who obtains each.
| Permission | When it is typically needed | Usually obtained by |
|---|---|---|
| Police permission | Large gatherings, public places, processions, amplified sound, ticketed shows | Planner or organiser, with client’s documents |
| Fire safety clearance | Temporary structures, large tents, big indoor events, pyrotechnics | Planner, venue or fabricator |
| Temporary liquor licence | Alcohol served at a function | Client or planner, as the state rules require |
| Local authority or park permission | Events in public parks, grounds or streets | Planner |
| Food safety registration | Every caterer | The caterer |
| Traffic or road permission | Road closures, processions, parking arrangements | Planner |
| Drone permission | Aerial photography in controlled areas | Photographer or drone operator |
Larger or permanent venues may themselves need a fire NOC; the planner should check that the venue holds the approvals required for the expected crowd. The agreement should say that if a permission is refused, the planner will propose an alternative and the client will not be charged for the part that cannot go ahead, except costs already committed.
The baraat is a highlight of many North Indian weddings, and it often uses public roads, a band, a horse, lights and fireworks. Processions on public roads may need police permission and traffic arrangements, and some cities restrict timings and routes. Horses and other animals should be handled by responsible operators, with care for their welfare and guests’ safety.
Fireworks are regulated under explosives law and by orders of the Supreme Court and state authorities, which in recent years have restricted firecrackers to less polluting “green” varieties and in some areas banned them entirely, particularly in Delhi NCR during periods of poor air quality. The agreement should say that the planner will use only permitted fireworks through licensed operators where allowed, and that if they are banned the item will be dropped and its cost refunded.
Wedding planners often arrange the priest, pandit, granthi, qazi or officiant and the materials for the ceremony. The agreement should say who books the officiant, who pays the dakshina or fee, and that the family decides the rituals and their timing. Where the family also wants the marriage registered, or a court or Arya Samaj ceremony before or after the celebration, the planner can coordinate dates, but the legal process itself belongs to the couple and the authorities. Our court marriage guide and Arya Samaj marriage page explain those steps.
Religious venues have their own rules on timings, dress, photography and food, and these should be written into the running order. Planners should never promise that a ceremony performed at an event is legally sufficient without the proper registration.
Family events are full of children, and some planners offer a kids’ zone with entertainers or caregivers. If so, the agreement should describe the activities, the age range, the ratio of adults to children, safety of equipment such as bouncy castles, and that parents remain responsible for their children unless they are formally checked into a supervised area. Food allergies should be asked about at registration.
Planners often book singers, bands, DJs, dancers, anchors and other performers. Each performer should have its own agreement, covering set length, sound check, technical rider, travel, cancellation and recording rights, as explained in our artist agreement guide. The event agreement should say whether the planner books artists in its own name or on the client’s behalf, who pays the advance and balance, and who provides the stage, sound and hospitality set out in the rider.
Photographers and videographers are similar: the client usually wants a direct relationship because of ownership and privacy, and the photography contract is discussed in our photography contract guide. The planner should coordinate timings so that entertainment and photography fit the running order.
Destination weddings and conferences involve booking flights, trains, hotels and transfers for dozens or hundreds of people. Hotels usually offer room blocks with a release date, after which unbooked rooms are returned; some charge for rooms not taken. The agreement should say who books and pays for guest travel and rooms, how the room list is managed, what happens to unused rooms, and who pays for changes made by guests.
Hospitality desks, welcome kits, local sightseeing and airport transfers should be described in the scope. Where guests pay for their own rooms, the planner should not make the client liable for them without agreement. For international guests, the planner can help with invitation letters for visas but should not promise that visas will be granted.
Planners handle a great deal of personal data: guest names, phone numbers, addresses, travel details, identity documents for hotel check-in and flights, dietary and health information, and photographs. When the obligations of the Digital Personal Data Protection Act, 2023 take effect, the client who decides why the data is collected is generally the data fiduciary, and the planner who handles it on the client’s behalf is a data processor, though the planner is a fiduciary for any use it decides itself. What a processor must do is set out in the processors section of our DPDP guide.
The agreement should say that the planner will use guest data only for the event, share it only with vendors who need it (hotels, transport, registration), keep it securely, not use it for its own marketing, and delete it after the event and final reconciliation. Identity documents should be collected only where genuinely required, and shared through secure means rather than open messaging groups.
Every event is responsible for the safety of the people at it. For small private functions, that means a safe venue, secure structures, electrical safety and a first aid kit. For large events and concerts, it means a written safety plan: crowd capacity and flow, entry and exit points, emergency exits kept clear, fire extinguishers, medical cover, security staff, lost-child procedures, and a way to communicate with the crowd in an emergency.
The agreement should assign responsibility for the safety plan, require vendors to follow it, and give the planner authority to stop or change an activity that becomes unsafe. For outdoor events, the plan should include weather, heat and lightning. Liability for injuries depends on who caused them, and clear allocation in the agreement is backed up by insurance.
Two covers are most relevant. Public liability insurance covers claims by third parties for injury or property damage during the event; large venues and vendors often have it, and planners should. Event cancellation insurance covers money lost if the event is cancelled or postponed for specified reasons, such as severe weather or the illness of a key person; it is increasingly offered for weddings and concerts, but exclusions are important, so the policy wording should be read carefully.
The agreement should state which insurance the planner carries, whether event cancellation cover will be bought and by whom, and how any claim proceeds will be treated. Insurance does not replace a clear allocation of responsibilities, but it makes the allocation workable.
Events bring together many workers — the planner’s team, vendors’ staff, performers, security and hotel staff — and many guests. The planner should require its team and vendors to behave professionally, prohibit harassment, and provide a person to whom complaints can be made. An event venue is a workplace for the people working there, and the principles in our POSH guide apply to employers on site.
Workers at events often work very long hours. The agreement can require reasonable breaks, meals and water for vendor staff, and prohibit engaging children as workers. Accessibility for guests with disabilities — ramps, seating, accessible washrooms — should be part of venue selection.
Large events generate large amounts of waste. Solid waste management rules treat organisers of events above a certain size in some cities as bulk waste generators with duties to segregate and hand over waste properly, and many venues require vendors to remove their own materials. The agreement should say who clears decor, props and waste after the event, by when, and at whose cost, since venues often charge for overtime and cleaning.
Clients increasingly ask for events that waste less — reusable decor, fewer plastics, food donation, local flowers. These requests are easy to include in the brief and the design schedule, and planners who can deliver them can say so in their proposals.
Events move for many reasons. The agreement should let the client move the date once, free of penalty, where it tells the planner a stated number of weeks ahead, with the planner’s fee carried to the new date. The difficulty is vendors: some will move a booking, others will not, and some will charge. The planner should try to move vendor bookings and pass on the terms each vendor offers, but the client should bear vendor losses caused by its own decision to postpone.
If the planner is not available on the new date, the agreement should say whether the client is refunded the unearned part of the fee or the planner supplies a replacement team. Price changes between the dates should be limited to actual increases in vendor costs.
If the client cancels, the planner loses its fee for the date and may have spent months planning. A cancellation schedule is common: a portion of the planning fee retained if cancelled well in advance, rising to the full fee in the final weeks, plus all non-refundable vendor payments already made. The planner should try to recover vendor deposits and pass back what it recovers. Under the Contract Act, a stated sum payable on breach is treated as the maximum compensation, so the schedule should reflect genuine loss.
If the planner cancels or abandons the event, the client should receive a refund of all fees and unspent vendor money, with the planner responsible for extra costs of replacement. Handing over vendor contracts, designs and guest lists to the client or its new planner should be required, so the event can still happen.
A force majeure clause says what happens when events outside both sides’ control make the event impossible or unlawful: natural disasters, severe weather, epidemics and restrictions on gatherings, government orders, election-related restrictions, civil disturbance, a death in the family, or the venue becoming unavailable. The clause should list such events, require prompt notice, and say whether the event is postponed or cancelled.
On postponement for force majeure, payments are usually carried over. On cancellation, the planner usually keeps its fee for work done and vendor costs already spent, and refunds the rest. Without a clear clause, the parties may have to argue under the Contract Act about whether the contract has become impossible to perform, which is slower and less certain.
Things break and go missing at events: a guest spills on a rented carpet, a crowd damages a venue wall, gifts disappear from the stage. The agreement should say that each side is responsible for damage caused by its own people and vendors, that the client is responsible for damage caused by guests, and that the planner will arrange security for valuables if asked but is not responsible for cash and jewellery not handed over to it.
Planners commonly limit their liability to the fees they receive, and exclude indirect loss. That is reasonable for planning services, but should not excuse gross negligence, fraud or misuse of vendor money. Where the planner contracts with vendors in its own name, its liability for their failures should be stated clearly.
Companies usually engage event agencies through purchase orders and their own vendor terms. The event agreement should fit into that framework, covering deliverables, timelines, approvals, the named account manager, service levels for response times and on-site support, and penalties or credits for failure. Our service level agreement service can set out measurable standards.
Corporate events also involve sponsors, whose branding and benefits must be delivered as promised, and delegates whose data is handled under the company’s privacy policy. Agencies should confirm that creative work, videos and designs they produce are owned by or licensed to the company, and that speakers and performers have agreed to recording and live streaming. Confidential information about launches should be protected with an NDA where needed.
Many conferences, launches and even weddings now include an online audience. A hybrid event needs a streaming platform, a stable internet connection with backup, cameras and an operator, a moderator for online questions, and a plan for what happens if the stream fails. The agreement should say which platform will be used and who pays for it, the expected number of online viewers, whether the stream is public or restricted, who owns the recording, and how long it stays available.
Service levels for streaming should be realistic: the agency can promise backup connections and a technician on standby, not that the internet will never fail. Speakers and performers must agree to being streamed and recorded, and music used in the stream must be licensed for online use, which is often different from a licence for the room.
For weddings streamed to relatives abroad, a private link with a password is usually enough. The family should decide in advance which ceremonies are streamed and which are not, and the planner should brief the camera operator accordingly.
GST generally applies to event management services. The way invoices are structured matters. If the planner bills the client for everything, vendor costs included, GST may apply on the whole amount. If certain costs are incurred strictly as the client’s agent and meet the conditions for a pure agent — the client is liable to the vendor, the planner does not use the service itself, and the cost is shown separately at actual — those reimbursements may be excluded from the planner’s taxable value. The principles are discussed in our agency agreement guide.
Businesses paying event companies generally deduct tax at source, commonly under the provision for payments to contractors. A family hiring a wedding planner does not normally have to deduct. Corporate clients will want invoices that allow input tax credit where it is available. Confirm the treatment for each event with a chartered accountant.
After the event, the planner should provide a final statement within an agreed time, showing each vendor, the amount approved, the amount paid, change orders, and the planner’s fee, with copies of vendor invoices where the fee model requires them. Security deposits with the venue and vendors should be recovered and returned. The balance is then paid or refunded.
The reconciliation is where trust is won or lost. A planner who delivers it promptly, with documents, is far less likely to face a dispute than one who sends a single figure months later. The agreement should also say when the planner will return or delete guest data and hand over any items bought for the client.
Complaints about events should be raised quickly, while facts are fresh. The agreement can require the client to raise concerns in writing within a stated period after the event, the planner to respond, and both to try to settle before any formal step. Many disputes are about money and are resolved once the reconciliation is examined.
If that fails, a family may send a legal notice and then bring a consumer complaint alleging that the service fell short. A planner can claim unpaid fees through a notice and a civil suit, or through arbitration if the agreement provides for it, which suits corporate clients. Appearing before a consumer commission, a court or an arbitrator is the work of your advocate, whose fee is engaged and paid by you directly; you can look one up in our advocate directory.
Returning to the family from Gurugram: with an agreement, the planner is engaged for full planning of four functions over three days at a resort near Jaipur, for about 300 guests, for a planning fee of a fixed sum plus vendor costs at actual. The resort, caterer and room block are contracted by the family directly; decor, sound, entertainment and transport by the planner, which is responsible for their performance. The planner confirms in writing that it takes no vendor commissions and will pass on any discounts.
The estimate is attached with a five per cent contingency; changes are confirmed by email by the bride’s father or mother. The final guest count is due three weeks before. The planner checks the resort’s rules and confirms that open-air music must end at 10 p.m.; the sangeet is moved into the banquet hall after that time. A temporary liquor licence is applied for through the resort, and the planner arranges licensed bartenders. The baraat route is on the resort’s private road, so no road permission is needed, and only permitted fireworks are used. The family may change the date once if it gives two months’ warning. After the wedding, the planner delivers a reconciliation with vendor invoices within fifteen days.
A technology company engages an event agency for a two-day conference for 800 delegates at a hotel in Gurugram. The agreement sits under the company’s master vendor terms, with a statement of work for this event. The agency is responsible for stage and set, audio-visual production, registration, delegate communication, speaker management, live streaming and photography, while the hotel handles catering under the company’s own contract.
Service levels set response times during planning and a named on-site lead with backup crew. Delegate data is processed by the agency only for the event, stored securely and deleted thirty days after the post-event report. Speakers sign consent for recording and streaming. Sponsor deliverables are listed with proof to be provided after the event. The fee is a management fee plus pass-through costs shown at actual on separate invoices, and the company deducts tax at source. The agency carries public liability insurance, and a force majeure clause covers government orders and severe weather, with the option to convert to a virtual event.
Our event management agreement costs ₹3,999 and is ready in 2 – 5 days. The fee covers an agreement for one event between a planner and a client, with scope and budget schedules. Planners who want a standard agreement for all clients, or corporate master agreements with statements of work, can ask us to quote; the total is agreed with you before drafting starts.
| Included | Why it helps |
|---|---|
| A call about the event and the planner’s model | The agreement matches the real arrangement |
| Scope and services schedule | No doubt about what is included |
| Vendor model, liability and commissions | Clear responsibility and transparency |
| Budget, change orders and payment milestones | No surprises in the final bill |
| Permissions, noise, liquor and safety terms | The event runs lawfully and safely |
| Postponement, cancellation and force majeure | A fair answer when plans change |
| Guest data, conduct, damage and reconciliation | Clean close after the event |
| A revision round, then the signing copy | Signed when the planner is booked |
Artist agreements, photography contracts, licences and permissions are handled separately. Any consumer case or court proceeding is for your advocate, whose fee is engaged and paid by you directly; we do not quote, collect or share it.
Scope, vendors, budget, permissions and what happens if the date moves — settle them on paper when the planner is booked. Whether you are the planner or the family or company hiring one, tell us about the event and we will draft the agreement.
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