SCL Protocol - 2nd Edition 2017 PDF

SOCIETY OF
CONSTRUCTION LAW
DELAY AND DISRUPTION
PROTOCOL
2nd edition
February 2017
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Published by the Society of Construction Law (UK),
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© Society of Construction Law 2017
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ISBN 978-0-9543831-2-1
CONTENTS
INTRODUCTION....................................................................................................... 1
CORE PRINCIPLES .................................................................................................. 5
1. Programme and records .................................................................................... 5
2. Purpose of EOT................................................................................................. 5
3. Contractual procedural requirements ................................................................ 5
4.
(contemporaneous analysis) .............................................................................. 5
5. Procedure for granting EOT.............................................................................. 6
6. Effect of delay ................................................................................................... 6
7. Incremental review of EOT .............................................................................. 6
10. Concurrent delay effect on entitlement to EOT ............................................. 6
11. Analysis time-distant from the delay event ...................................................... 7
12. Link between EOT and compensation .............................................................. 7
13. Early completion as it relates to compensation................................................. 7
14. Concurrent delay effect on entitlement to compensation for
prolongation ...................................................................................................... 7
15. Mitigation of delay and mitigation of loss ........................................................ 7
16. Acceleration ...................................................................................................... 7
17. Global claims .................................................................................................... 8
18. Disruption claims .............................................................................................. 8
19. Valuation of variations ...................................................................................... 8
20. Basis of calculation of compensation for prolongation .................................... 8
21. Relevance of tender allowances ........................................................................ 8
22. Period for evaluation of compensation ............................................................. 8
GUIDANCE PART A: DELAY, DISRUPTION & ACCELERATION
CONCEPTS ..................................................................................................... 9
GUIDANCE PART B: GUIDANCE ON CORE PRINCIPLES .......................... 12
1. Programme and records .................................................................................. 12
Introduction to records ............................................................ 12
Format and storage of records ................................................. 14
Categories of records .............................................................. 14
Programme .............................................................................. 18
2. Purpose of EOT............................................................................................... 22
3. Contractual procedural requirements .............................................................. 23
SCL Delay and Disruption Protocol 2nd Edition: February 2017

4.
(contemporaneous analysis) ............................................................................ 23
Contemporaneous analysis of delay........................................ 24
5. Procedure for granting EOT............................................................................ 26
6. Effect of delay ................................................................................................. 27
7. Incremental review of EOT ............................................................................ 27
8. Float as it relates to time ................................................................................. 28
9. Identification of float ...................................................................................... 29
10. Concurrent delay effect on entitlement to EOT ........................................... 30
Meaning of concurrent delay .................................................. 30
Dealing with concurrent delay ................................................ 31
11. Analysis time-distant from the delay event .................................................... 32
Different methods of delay analysis ....................................... 33
12. Link between EOT and compensation ........................................................... 38
13. Early completion as it relates to compensation............................................... 38
14. Concurrent delay effect on entitlement to compensation for
prolongation .................................................................................................... 39
15. Mitigation of delay and mitigation of loss ...................................................... 40
16. Acceleration .................................................................................................... 41
17. Global claims .................................................................................................. 42
18. Disruption claims ............................................................................................ 43
Disruption analysis.................................................................. 44
Methods of disruption analysis ............................................... 46
Productivity-based methods .................................................... 46
Cost-based methods ................................................................ 49
Further guidance ..................................................................... 50
19. Valuation of variations .................................................................................... 51
20. Basis of calculation of compensation for prolongation .................................. 52
21. Relevance of tender allowances ...................................................................... 53
22. Period for evaluation of compensation ........................................................... 53
GUIDANCE PART C: OTHER FINANCIAL HEADS OF CLAIM .................. 54
1. Claims for payment of interest ........................................................................ 54
Interest pursuant to contract .................................................... 54
Interest as damages/finance charges ....................................... 54
Time when interest starts to run .............................................. 54

Statutory interest on debts ....................................................... 55
2. Head office overheads and profit .................................................................... 55
3. Claim preparation costs ................................................................................... 57
APPENDIX A Definitions and glossary .................................................................... 60
APPENDIX B Record types and examples ............................................................... 72

INTRODUCTION
A. The object of the Protocol is to provide useful guidance on some of the
common delay and disruption issues that arise on construction projects, where
one party wishes to recover from the other an extension of time (EOT) and/or
compensation for the additional time spent and the resources used to complete
the project. The purpose of the Protocol is to provide a means by which the
parties can resolve these matters and avoid unnecessary disputes. A focus of
the Protocol therefore is the provision of practical and principled guidance on
proportionate measures for dealing with delay and disruption issues that can be
applied in relation to all projects, regardless of complexity or scale, to avoid
disputes and, where disputes are unavoidable, to limit the costs of those
disputes. On certain issues, the Protocol identifies various options, with the
choice of the most appropriate being dependent on the nature, scale and level
of complexity of a particular project and the circumstances in which the issue
is being considered. On other issues, the Protocol makes a recommendation as
to the most appropriate course of action, should that be available.
B. It is not intended that the Protocol should be a contract document. Nor does it
purport to take precedence over the express terms and governing law of a
contract or be a statement of the law. It represents a scheme for dealing with
delay and disruption issues that is balanced and viable (recognising that some
of those issues do not have absolute answers). Therefore, the Protocol must be
considered against (and give way to) the contract and governing law which
regulate the relationships between project participants.
C. The guidance in the Protocol is general in nature and has not been developed
with reference to any specific standard form contracts. To do otherwise would
not have been practical given the multitude and divergence of standard form
contracts. Rather, the guidance is intended to be generally applicable to any
contract that provides for the management of change.
D. Delay and disruption issues that ought to be managed within the contract all
too often become disputes that have to be decided by third parties
(adjudicators, dispute review boards, arbitrators, judges). The number of such
cases could be substantially reduced by the introduction of a transparent and
unified approach to the understanding of programmed works, their expression
in records, and the allocation of responsibility for the consequences of delay
and disruption events.
E. Overall, the Protocol aims to be consistent with good practice, but is not put
forward as the benchmark of good practice throughout the construction
industry. So as to make its recommendations more achievable by project
participants, the Protocol does not strive to be consistent with best practice.
That is not intended to detract from the benefits to project participants of
applying best practice.
F. Users of the Protocol should apply its recommendations with common sense.
The Protocol is intended to be a balanced document, reflecting equally the
interests of all parties to the construction process.
SCL Delay and Disruption Protocol 2nd Edition: February 2017 1

G. The 2nd edition of the Protocol has been published in 2017 and supersedes the
1st edition and Rider 1.
H. The structure of the 2nd edition is set out in the above table of contents. It is
divided into the following sections:
(a) Core Principles: a summary of the 22 Core Principles;
(b) Guidance Part A: an overview of delay, disruption and acceleration
concepts;
(c) Guidance Part B: guidance on each of the 22 Core Principles;
(d) Guidance Part C: guidance on other financial heads of claim that often
arise in the context of delay and disruption;
(e) Appendix A: definitions and glossary for both defined terms in the
Protocol and terms commonly used in relation to delay and disruption;
and
(f) Appendix B: lists of the typical records within each of the six
categories of records relevant to delay and disruption identified in the
guidance to Core Principle 1.
I. The 2nd edition represents the output of a partial review of the 1st edition
against the background of: (a) developments in the law and construction
industry practices since the Protocol was first published in 2002; (b) feedback
on the uptake of the Protocol since that time; (c) developments in technology
since 2002; (d) the scale of large projects having increased, leading to a wider
divergence between small scale and large scale projects; and (e) anecdotal
evidence that the Protocol is being used for international projects as well as
UK projects. On this last point, while it may be the case that participants in the
international construction legal market find the Protocol a useful reference
document, the review committee decided that the Protocol should continue to
focus upon the UK construction market and, in particular, the English law
position.
J. In producing the 2nd edition, a wholesale review of the 1st edition was not
carried out. Rather, the review was limited to the eight following issues:
(a) whether the expressed preference should remain for time impact
analysis as a programming methodology where the effects of delay
events are known;
(b) the menu and descriptions of delay methodologies;
(c) whether the Protocol should identify case law that has referenced the
Protocol;
(d) records;
(e) global claims and concurrent delay in light of recent case law;
(f) approach to consideration of claims (prolongation / disruption time
and money) during currency of project;

(g) model clauses; and
(h) the menu and descriptions of disruption methodologies.
K. Some of the key changes introduced by the 2nd edition are as follows:-
(a) There is more developed guidance on record keeping in relation to
delay and disruption issues, with a focus on general principles that are
applicable to all projects, regardless of their complexity or scale, and
recognition of technological advancements which impact upon record
keeping.
(b) The contemporaneous submission and assessment of EOT claims
(rather than a wait and see approach) is elevated to a core principle.
(c) There is no longer a preferred delay analysis methodology where that
analysis is carried out time-distant from the delay event or its effect.
The 2nd edition instead identifies the factors that ought to be taken into
account in selecting the most appropriate methodology for the
particular circumstances and provides an overview of a number of
delay analysis methodologies in common use as at the date of
publication.
(d) The approach to concurrent delay in the original Protocol has been
amended in this 2nd edition to reflect recent case law.
(e) There is recognition of an apparent trend for the construction legal
industry and the courts to take a more lenient approach towards global
claims, albeit the risks in proceeding on this basis remain.
(f) There is more developed guidance on disruption and a broader list
(with explanations) of different types of analyses that might be
deployed to support a disruption claim. As in the 1st edition, the
preference remains for a measured mile analysis, where the requisite
records are available and it is properly carried out.
(g) The model contract clauses have been deleted, which is more
consistent with the Protocol s approach that it should not be
incorporated as a contract document.
(h) The graphics illustrating points in the Protocol have been deleted.
L. The 2nd edition committee has carried out non-exhaustive research on the case
law (both within the United Kingdom and internationally) that has referenced
the Protocol. A summary of these cases is contained with the on-line version
of the Protocol on the Society of Construction Law website. This summary
does not constitute legal advice and it should not be relied upon (in particular,
because it is updated infrequently).
M. Both the 1st and 2nd editions of the Protocol were produced by drafting
committees made up of members of the Society of Construction Law. The
membership of the two drafting committees is set out prior to Appendix A.
The views and opinions expressed and the aims identified in the Protocol are
those adopted by the drafting committees. They are not necessarily the views

and opinions or aims of any particular member of the drafting committees or
member of the Society.
N. The information, recommendations and/or advice contained in this Protocol
(including its Guidance Sections and Appendices) are intended for use as a
general statement and guide only. Neither the Society of Construction Law nor
any committee or member of the Society nor any member of the committees
that drafted the Protocol accept any liability for any loss or damage which may
be suffered as a result of the use in any way of the information,
recommendations and/or advice contained herein and any person using such
information or drafting contracts, specifications or other documents based
thereon must in all cases take appropriate professional advice on the matters
referred to in this publication and are themselves solely responsible for
ensuring that any wording taken from this document is consistent with and
appropriate to the remainder of their material.
The Society of Construction Law welcomes feedback on the Protocol. Please contact
the Society at feedback@eotprotocol.com or write to SCL Administration, 234 Ashby
Road, Hinkley, Leices LE10 1SW.

CORE PRINCIPLES
These are the Core Principles of the Protocol. Guidance on these Core Principles is
contained in Part B.
1. Programme and records

Contracting parties should reach a clear agreement on the type of records to be kept
and allocate the necessary resources to meet that agreement. Further, to assist in
managing progress of the works and to reduce the number of disputes relating to delay
and disruption, the Contractor should prepare and the Contract Administrator (CA)
should accept a properly prepared programme showing the manner and sequence in
which the Contractor plans to carry out the works. The programme should be updated
to record actual progress, variations, changes of logic, methods and sequences,
mitigation or acceleration measures and any EOTs granted. If this is done, then the
programme can be more easily used as a tool for managing change and determining
EOTs and periods of time for which compensation may be due.
2. Purpose of EOT
The benefit to the Contractor of an EOT is to relieve the Contractor of liability for
damages for delay (usually liquidated damages or LDs) for any period prior to the
extended contract completion date and allows for reprogramming of the works to
completion. The benefit of an EOT for the Employer is that it establishes a new
contract completion date, prevents time for completion of the works becoming at
large and allows for coordination / planning of its own activities.
3. Contractual procedural requirements

The parties and the CA should comply with the contractual procedural requirements
relating to notices, particulars, substantiation and assessment in relation to delay
events.
4. Do not ‘ wait and see’ regarding impact of delay events

(contemporaneous analysis)
The parties should attempt so far as possible to deal with the time impact of Employer
Risk Events as the work proceeds (both in terms of EOT and compensation).
Applications for an EOT should be made and dealt with as close in time as possible to
the delay event that gives rise to the application. A wait and see approach to
assessing EOT is discouraged. Where the Contractor has complied with its contractual
obligations regarding delay events and EOT applications, the Contractor should not be
prejudiced in any dispute with the Employer as a result of the CA failing to assess
EOT applications. EOT entitlement should be assessed by the CA within a reasonable
time after submission of an EOT application by the Contractor. The Contractor
potentially will be entitled to an EOT only for those events or causes of delay in
respect of which the Employer has assumed risk and responsibility (called in the
Protocol Employer Risk Events) that impact the critical path.

5. Procedure for granting EOT
Subject to the contract requirements, the EOT should be granted to the extent that the
Employer Risk Event is reasonably predicted to prevent the works being completed
by the then prevailing contract completion date. In general, this will be where the
Employer Risk Event impacts the critical path of the works and thus extends the
contract completion date. This assessment should be based upon an appropriate delay
analysis, the conclusions derived from which must be sound from a common sense
perspective. The goal of the EOT procedure is the ascertainment of the appropriate
contractual entitlement to an EOT; the analysis should not start from a position of
considering whether the Contractor needs an EOT in order not to be liable for
liquidated damages.
6. Effect of delay
For an EOT to be granted, it is not necessary for the Employer Risk Event already to
have begun to affect the Contractor s progress with the works, or for the effect of the
Employer Risk Event to have ended.
7. Incremental review of EOT

Where the full effect of an Employer Risk Event cannot be predicted with certainty at
the time of initial assessment by the CA, the CA should grant an EOT for the then
predictable effect. The EOT should be considered by the CA at intervals as the actual
impact of the Employer Risk Event unfolds and the EOT increased (but not decreased,
unless there are express contract terms permitting this) if appropriate.
8. Float as it relates to time

Float values in a programme are an indication of the relative criticality of activities
and, generally, when float is exhausted, the completion date will be impacted. Unless
there is express provision to the contrary in the contract, where there is remaining
total float in the programme at the time of an Employer Risk Event, an EOT should
only be granted to the extent that the Employer Delay is predicted to reduce to below
zero the total float on the critical path affected by the Employer Delay to Completion
(i.e. if the Employer Delay is predicted to extend the critical path to completion).
9. Identification of float
The identification of float is greatly assisted where there is a properly prepared and
regularly updated programme, the Accepted/Updated Programmes.
10. Concurrent delay – effect on entitlement to EOT

True concurrent delay is the occurrence of two or more delay events at the same time,
one an Employer Risk Event, the other a Contractor Risk Event, and the effects of
which are felt at the same time. For concurrent delay to exist, each of the Employer
Risk Event and the Contractor Risk Event must be an effective cause of Delay to
Completion (i.e. the delays must both affect the critical path). Where Contractor
Delay to Completion occurs or has an effect concurrently with Employer Delay to
Completion, the Contractor s concurrent delay should not reduce any EOT due.

11. Analysis time-distant from the delay event
Where an EOT application is assessed after completion of the works, or significantly
after the effect of an Employer Risk Event, then the prospective analysis of delay
referred to in the guidance to Core Principle 4 may no longer be appropriate.
12. Link between EOT and compensation

Entitlement to an EOT does not automatically lead to entitlement to compensation
(and vice versa).
13. Early completion as it relates to compensation

If as a result of an Employer Delay, the Contractor is prevented from completing the
works by the Contractor s planned completion date (being a date earlier than the
contract completion date), the Contractor should in principle be entitled to be paid the
costs directly caused by the Employer Delay, notwithstanding that there is no delay to
the contract completion date (and therefore no entitlement to an EOT). However, this
outcome will ensue only if at the time they enter into the contract, the Employer is
aware of the Contractor s intention to complete the works prior to the contract
completion date, and that intention is realistic and achievable.
14. Concurrent delay – effect on entitlement to compensation for

prolongation
Where Employer Delay to Completion and Contractor Delay to Completion are
concurrent and, as a result of that delay the Contractor incurs additional costs, then the
Contractor should only recover compensation if it is able to separate the additional
costs caused by the Employer Delay from those caused by the Contractor Delay. If it
would have incurred the additional costs in any event as a result of Contractor Delay,
the Contractor will not be entitled to recover those additional costs.
15. Mitigation of delay and mitigation of loss

The Contractor has a general duty to mitigate the effect on its works of Employer Risk
Events. Subject to express contract wording or agreement to the contrary, the duty to
mitigate does not extend to requiring the Contractor to add extra resources or to work
outside its planned working hours. The Contractor s duty to mitigate its loss has two
aspects: first, the Contractor must take reasonable steps to minimise its loss; and
secondly, the Contractor must not take unreasonable steps that increase its loss.
16. Acceleration
Where the contract provides for acceleration, payment for the acceleration should be
based on the terms of the contract. Where the contract does not provide for
acceleration but the Contractor and the Employer agree that accelerative measures
should be undertaken, the basis of payment should be agreed before the acceleration is
commenced. Contracting parties should seek to agree on the records to be kept when
acceleration measures are employed. Where the Contractor is considering
implementing acceleration measures to avoid the risk of liquidated damages as a
result of not receiving an EOT that it considers is due, and then pursuing a

constructive acceleration claim, the Contractor should first take steps to have the
dispute or difference about entitlement to an EOT resolved in accordance with the
contract dispute resolution provisions.
17. Global claims

The not uncommon practice of contractors making composite or global claims without
attempting to substantiate cause and effect is discouraged by the Protocol, despite an
apparent trend for the courts to take a more lenient approach when considering global
claims.
18. Disruption claims

Compensation may be recovered for disruption only to the extent that the contract
permits or there is an available cause of action at law. The objective of a disruption
analysis is to demonstrate the loss of productivity and hence additional loss and
expense over and above that which would have been incurred were it not for the
disruption events for which the Employer is responsible.
19. Valuation of variations

Where practicable, the total likely effect of variations should be pre-agreed between
the Employer/CA and the Contractor to arrive at, if possible, a fixed price of a
variation, to include not only the direct costs (labour, plant and materials) but also the
time-related and disruption costs, an agreed EOT and the necessary revisions to the
programme.
20. Basis of calculation of compensation for prolongation

Unless expressly provided for otherwise in the contract, compensation for
prolongation should not be paid for anything other than work actually done, time
actually taken up or loss and/or expense actually suffered. In other words, the
compensation for prolongation caused other than by variations is based on the actual
additional cost incurred by the Contractor. The objective is to put the Contractor in the
same financial position it would have been if the Employer Risk Event had not
occurred.
21. Relevance of tender allowances

The tender allowances have limited relevance to the evaluation of the cost of
prolongation and disruption caused by breach of contract or any other cause that
requires the evaluation of additional costs.
22. Period for evaluation of compensation

Once it is established that compensation for prolongation is due, the evaluation of the
sum due is made by reference to the period when the effect of the Employer Risk
Event was felt, not by reference to the extended period at the end of the contract.

GUIDANCE PART A: DELAY, DISRUPTION AND
ACCELERATION CONCEPTS
This Part sets out an explanation of these fundamentally different but interrelated
concepts by way of introduction to the remainder of the Protocol.
1. The construction industry often associates or conflates delay and disruption.
While they are both effects of events, the impacts on the works are different,
the events may be governed by separate provisions of the contract and
governing law, they may require different types of substantiation and they will
lead to different remedies. Having said that, the monetary consequences of
delay and disruption may overlap and, further, delay can lead to disruption
and, vice versa, disruption can lead to delay.
2. In referring to delay , the Protocol is concerned with time work activities
taking longer than planned. In large part, the focus is on delay to the
completion of the works in other words, critical delay. Hence, delay is
concerned with an analysis of time. This type of analysis is necessary to
support an EOT claim by the Contractor.
3. Of course, time means money. Typical monetary claims by a Contractor that
are dependent upon an analysis of time (i.e. a delay analysis) are as follows
(subject to the terms of the contract and depending on the specific
circumstances):
(a) relief from LDs (with the inverse claim by an Employer for LDs);
(b) compensation for time-related costs; and
(c) if the Contractor has taken acceleration steps in an attempt to mitigate
the delay, compensation for those steps.
4. The guidance to Core Principles 4 and 11 in Part B of the Protocol explains
delay analyses that, depending upon the contract and the circumstances, might
be deployed to support the above types of delay claims.
5. In referring to disruption , the Protocol is concerned with disturbance,
hindrance or interruption to a Contractor s normal working methods, resulting
in lower productivity or efficiency in the execution of particular work
activities. If the Contractor is prevented from following what was its
reasonable plan at the time of entering into the contract for carrying out the
works or a part of them (i.e. it is disrupted), the likelihood is that its resources
will accomplish a lower productivity rate than planned on the impacted work
activities such that, overall, those work activities will cost more to complete
and the Contractor s profitability will be lower than anticipated. Work that is
carried out with a lower than reasonably anticipated productivity rate (i.e.
which is disrupted) will lead to: (a) activity delay; or (b) the need for
acceleration, such as increasing resources, work faces or working hours, to
avoid activity delay; or (c) a combination of both and therefore, in each case,
loss and expense. Hence, disruption is concerned with an analysis of the
productivity of work activities, irrespective of whether those activities are on
the critical path to completion of the works.
6. A disruption claim ought to be supported by some form of disruption analysis,
which is explained in the guidance to Core Principle 18 in Part B.
7. Delay and disruption are inherently interrelated. A loss of productivity (i.e.
disruption) can lead to delay and, if the impacted activities are on the critical
path, that can be critical delay. Hence, the Contractor may rely upon a
disruption analysis to support a critical delay claim in addition to its delay
analysis. It is possible for work to be disrupted and yet for the works still to be
completed by the contract completion date. In this situation, the Contractor
will not have a claim for an EOT, but it may have a claim for the cost of the
lost productivity.
8. Equally, delay can lead to disruption. If the Contractor has less time in which
to carry out work activities (absent an EOT for the critical path activities), it is
possible that acceleration measures implemented will lead to those tasks being
carried out with a lower productivity than planned and hence at greater cost.
9. The monetary consequences of delay and disruption can also overlap. For
example, again, if acceleration measures are taken to overcome critical delay
but which lead to a loss of productivity, the costs of those steps cannot be
recovered under both the delay and disruption heads of claim. Typically, both
claims will be advanced, but it must be recognised in the second claim that a
credit has to be given for any recovery in the first claim. It is important for the
Contractor to be diligent in avoiding duplication in claimed entitlement for
delay and disruption.
10. The question of who should bear the cost of delay and disruption is often
contentious. The Protocol is not primarily concerned with the question of the
valuation of the direct cost (labour, plant and materials) of change to or
variation of the works. Instead it sets out guidance on the Contractor s cost of
prolongation and disruption.
11. A Contractor may claim its costs arising out of acceleration measures to
overcome either delay or disruption. Core Principle 16 concerns acceleration.
Before implementing acceleration measures, it is worth bearing in mind that,
of themselves, these measures can lead to disruption. However, if reasonable
acceleration measures are adopted, that disruption ought to be offset by the
overall delay recovery achieved in the absence of other intervening events.
12. The Protocol makes reference to both mitigation and acceleration. Mitigation
simply means to make less severe or lessen delay, disruption and/or the
resultant costs and/or loss. Acceleration is a subset of mitigation, and typically
refers to the situation where additional costs are incurred to seek to overcome
all or part of delay or disruption (for example, to ensure that that the contract
completion date is achieved). Where the Employer is responsible for that delay
or disruption, the Contractor may claim its acceleration costs from the
Employer. This situation is distinct from a Contractor s general duty to
mitigate its loss when it suffers delay and disruption or incurs additional cost
due to an Employer Risk Event. That general duty to mitigate does not require
the Contractor to incur additional costs.

13. For all delay, disruption and acceleration claims, the claim document must
explain the legal basis for entitlement, whether that is under the contract (in
which case, identify and apply the relevant provisions) or at law (in which
case, identify and apply the relevant legal basis). This is because delay,
disruption and acceleration are not causes of action in their own right. In
addition, the claim document must explain the cause of the delay, disruption
and/or acceleration and the remedies claimed.
14. As can be seen, there is a close association between the concepts of delay and
disruption. However, their differing impacts and the remedies sought as a
result ought not to be confused. All project participants need to understand
these issues so that the likelihood and scope of disputes over delay and
disruption can be reduced.
15. Usually it is the Contractor that advances delay and/or disruption claims
against the Employer. (The exception is an LDs claim by the Employer against
the Contractor, but that claim does not typically require any detailed analysis,
only the identification of whether the contract completion date has passed
without the Contractor having achieved completion.) As a simplification for
ease of explanation, the Protocol proceeds on the basis it is the Contractor that
is advancing an EOT application or claim for compensation for delay and/or
disruption. However, it should be borne in mind that it is possible for an
Employer to have delay and disruption claims against the Contractor, for
example where there are multiple contractors on site and the Contractor is
responsible for disruption events that have hindered the progress of those other
contractors. Further, a sub-contractor may have a delay and/or disruption
claim against the Contractor (or vice versa).

GUIDANCE PART B: GUIDANCE ON CORE
PRINCIPLES
This Part sets out guidance on each of the 22 Core Principles of the Protocol (with
the Core Principles themselves designated by bold text).
1. Programme and records

Contracting parties should reach a clear agreement on the type of records to be
kept and allocate the necessary resources to meet that agreement. Further, to
assist in managing progress of the works and to reduce the number of disputes
relating to delay and disruption, the Contractor should prepare and the CA
should accept a properly prepared programme showing the manner and
sequence in which the Contractor plans to carry out the works. The programme
should be updated to record actual progress, variations, changes of logic,
methods and sequences, mitigations or accelerations measures and any EOTs
granted. If this is done, then the programme can be more easily used as a tool for
managing change and determining EOTs and periods of time for which
compensation may be due.
1.1 The following guidance is supplemented by Appendix B which describes the
typical records needed for effectively managing progress of the works and
substantiating EOT and compensation claims for delay and/or disruption.
1.2 It is not intended that this guidance should be incorporated into a contract, but
contracting parties may wish to consider this guidance when drafting their
contracts. Those who assess delay and disruption claims often find that there is
uncertainty and a lack of records regarding what was delayed and/or disrupted
and what and how parts of the works were affected by delay or disruption
events. Good record keeping and good use of the programmes removes a
significant amount of this uncertainty, will improve the ability to manage
progress and allows for the early assessment of claims, thereby reducing the
likelihood of disputes. This is because adequate and complete records should
allow robust progress management and, where necessary, delay and/or
disruption assessments. This also often reduces the cost of carrying out such
assessments. As a result, the importance of good quality records on all projects
cannot be underestimated.
1.3 The Protocol recommends that the parties reach a clear and documented
agreement prior to the time they enter into the contract (or at least at the outset
of the works) regarding record keeping and programme use. In doing so, the
parties need to take an approach that is proportionate and appropriate to the
specific circumstances of the works. This will vary from project to project.
Introduction to records
1.4 There is often a lack of good record keeping and a lack of uniformity of
approach to record keeping as relevant to management of progress of the
works and delay and disruption claims.

1.5 In seeking to reach a clear and documented agreement on record keeping, the
parties should consider:
(a) the types of records to be produced and the information to be contained
therein;
(b) who is responsible for both producing and checking those records;
(c) the frequency with which those records are to be updated or produced;
(d) the distribution list for those records;
(e) the format of those records (for example, to ensure compatibility with
any project-wide database); and
(f) the ownership (including any relevant intellectual property rights) and
storage of, and access to, those records.
1.6 Good record keeping requires an investment of time and cost, and the
commitment of staff resources by all project participants. It is therefore
recommended that, prior to preparing the tender documents, the Employer
considers its requirements of the Contractor in relation to record keeping and
includes these within the tender documents. This will allow tenderers to
accurately price their obligations regarding record keeping. The imposition by
the Employer or the CA of additional record keeping requirements after the
contract has been entered could constitute a variation under the contract (with
compensation consequences) or, in rare cases, be prohibited in the absence of
the Contractor s agreement.
1.7 Records relevant to progress and delay and disruption events must be
generated contemporaneously as the works progress, and not afterwards. The
project records must document all work under way (on and off-site) and in the
case of work at the site, the circumstances in which that work is being carried
out. That data should be recorded in a manner that allows it to be matched to
the activities in the Accepted Programme/Updated Programme. Project records
therefore cover design, approvals, procurement or manufacturing, installation,
construction, coordination, commissioning and taking over (as applicable).
1.8 Once the parties have agreed and documented the record keeping regime,
adequate resources must be allocated by all relevant parties to ensure the
records are produced, checked and stored in line with that agreement. As part
of the checking process, where reasonably practicable and proportionate in the
circumstances, inconsistencies between different records should be identified
and notations made as to the reasons for the differences.
1.9 The Employer should consider whether it is proportionate and appropriate to
produce and maintain its own independent set of relevant records regarding the
works. Such records will assist the Employer both in the event the Contractor
fails to produce and maintain adequate records and in supporting any claims
the Employer may have against the Contractor.

1.10 If the circumstances of the works change during the project, the parties and the
CA should revisit the agreed record keeping regime and identify if changes
(such as supplementary records) are required.
1.11 As explained above, Appendix B describes the typical records needed for
managing progress of the works and substantiating EOT and compensation
claims for delay and/or disruption. These are divided into the following six
categories: (a) programme; (b) progress; (c) resource; (d) costs; (e)
correspondence and administration; and (f) contract and tender documents.
The precise nature and level of detail of the records in each category depends
upon the specifics of the works. Certain types of records fall within multiple
categories.
1.12 Records falling within categories (b)-(d) should set out facts only and offer no
opinions. Where reasonably practicable, they should be signed by authorised
representatives of both the CA and the Contractor.
1.13 Records should be maintained for an adequate period of time after completion
of the works, expiration of the defects liability period, and resolution of any
outstanding disputes. Records should be kept and stored for at least as long as
the contract requires or for any relevant statutory limitation period.
Format and storage of records

1.14 Records should be produced electronically in a manner that allows them to be
easily accessed, distributed, searched, stored and retrieved. At a minimum
(with the exception of emails), records should be kept in PDF searchable
format and stored in an electronic document management system database.
Emails, programmes and spreadsheets containing formulae should be kept in
their native electronic format (which, in the case of programmes, is explained
further below).
1.15 To the extent reasonably practicable, with the possible exception of certain
costs records (given competition law and business confidentiality
considerations), the document management system database should be
collaborative so that all records are accessible by the Contractor and the CA.
1.16 Recognising that technology is quickly changing, the Protocol recommends
that only standard document management systems, capable of being easily
searched and exported and exchanged, be used.
1.17 The Protocol recognises the growing use of building information modelling
(or BIM ) in design development, project management, claims assessment,
dispute resolution and operations and maintenance. The effective use of BIM
requires specific agreement between the parties regarding its content, use and
ownership.
Categories of records
Programme records
1.18 Programme records include the Contractor s proposed baseline programme
(which upon acceptance becomes the Accepted Programme), Updated

Programmes, revised programmes to take account of re-sequencing or other
acceleration measures or mitigation measures, and detailed versions of these
programmes (such as four week look-ahead programmes), as well as those
records which assist in understanding these programmes, including
programme narratives. These records allow the parties to effectively manage
progress and allow the CA, adjudicator, judge or arbitrator to understand the
Contractor s plan for carrying out the works in assessing any delay or
disruption claims. Specific considerations in relation to the programmes
themselves are set out in paragraphs 1.39-1.64 below.
1.19 Updated Programmes are a repository of data regarding progress achieved
prior to their data date. This progress data includes the dates for the start and
finish of activities (new, modified and original) and progress achieved at
updating intervals. Hence, Updated Programmes are also a helpful progress
record.
Progress records
1.20 Progress records contain as-built data, both on and off-site. These records
should cover all the activities that affect completion of the works whether or
not they comprise distinct activities in the Accepted Programme/Updated
Programme. Progress records are required to establish the progress of the
works at the time of a delay or disruption event, the impact of that event, and
its effect on the works.
1.21 Progress records should be reconciled with and complementary to the
Accepted Programme/Updated Programme and costs records. Progress is
ideally recorded and coded to the Accepted Programme/Updated Programme
activities and also to the cost accounts for the project.
Resource records
1.22 Resource records capture the resources utilised to deliver the works, including
management, labour, plant, equipment, materials, and sub-contractors, and
their output and productivity rates.
1.23 Without records of planned and utilised resources it will be more difficult for
the Contractor to prove entitlement to time and costs incurred arising from
additions or changes to the works and other delay or disruption events.
1.24 Resource records should be detailed and comprehensive and where possible
should be allocated to the Accepted/Updated Programme activities or at a
minimum to an area or section of the works.
Costs records
1.25 Costs records should include a sufficient level of detail such that costs can be
linked, even at a high level, to delay or disruption events.
1.26 Costs are classified into the following broad headings:
(a) direct costs (labour, task-specific equipment, materials, and sub-
contracted work); and

(b) indirect costs (on-site overheads and head office overheads), whether
time-related or otherwise.
1.27 Section 2 of Part C regarding head office overheads explains the difference
between dedicated and unabsorbed overheads. Dedicated overhead costs
may be capable of being substantiated by specific records. These would
include staff time sheet bookings, together with any staff travel expenses,
directly or indirectly relating to the Employer Risk Event. In the case of
unabsorbed costs, which are incurred regardless of the Contractor s volume
of work, the retained records should include those relating to rent, rates,
heating, lighting, directors salaries, wages of support staff, pension fund
contributions and auditors fees.
1.28 If the Contractor intends to rely on the application of a formula for the
assessment of lost profits and unabsorbed head office overheads, it will first
need to produce evidence that it was unable to undertake other work that was
available to it because of the Employer Delay. These records may include the
Contractor s business plans prior to the Employer Delay, the Contractor s
tendering history and records of acceptance or rejection of tender opportunities
depending upon resource availability. Also relevant will be minutes of any
meetings to review future tendering opportunities and staff availability. The
Contractor will also need to produce the records that support the inputs into
the formula used, in particular the Contractor s company accounts for the
periods immediately preceding and succeeding the Employer Delay as well as
for the period when the Employer Delay occurred.
1.29 There may be competition law and business confidentiality considerations to
take into account before project participants share their costs information and
parties seek to agree on the costs consequences of delay or disruption events.
In some cases (such as a claim for loss of profit), a claiming party has to
accept some loss of confidentiality as a necessary condition of establishing its
claim. The parties might therefore consider agreeing relevant rates in the
contract, rather than requiring proof of actual costs or loss for certain
eventualities (an example would be an agreement regarding staff rates to be
charged in the event of an Employer Delay to Completion). This is likely to be
beneficial to both the claiming party and the paying party; the claiming party
does not need to produce proof of actual cost or loss, and the paying party
benefits from a pre-agreed rate.
1.30 Cost records are essential to establish the costs consequences of delay or
disruption events.
Correspondence and administration records
1.31 This category covers all written communications between the Employer, the
Contractor, the CA, and third parties relevant to the progress of the works,
including any delay or disruption. This includes emails, letters, notices,
instructions, submittals, requests for information and responses, meeting
minutes and claims.

1.32 Written communications should be uniquely numbered, contain a descriptive
subject line, be dated and be issued to the agreed distribution list. Any
important oral communication ought to be confirmed in writing.
1.33 Emails are frequently used for communications between parties. In particular,
email is a convenient way to transmit information in native format
(particularly spreadsheets, programmes and drawings). The management of
emails is challenging, and should be addressed by the parties from the outset
of the works. A protocol should be developed and implemented for the use of
email and its archiving on each project. Emails regarding the works that are
internal to a party should also be archived.
1.34 The Protocol recognises that even with the best system for managing and
archiving emails, some emails may be lost, and the importance of others may
be overlooked. To reduce the adverse effect of these issues, the Protocol
recommends that material communications (of whatever nature) should be
prepared in the form of a letter, uniquely numbered and carefully retained.
Alternatively, key emails should be kept in a centralised folder and given a
unique correspondence number.
1.35 Parties should be aware of any contractual procedural requirements for
advancing and determining delay or disruption claims, and should comply
with these to avoid prejudice. This relates to the timing of the submission of
any notices or particulars of claim or the determination of a claim, the format
of those documents, and to whom those documents ought to be transmitted
(see Core Principle 3 in Part B).
Contract and tender documents
1.36 Construction contracts typically consist of numerous documents and it is
therefore important to ensure that there is no uncertainty about what
documents form part of the contract and that a complete copy is maintained by
both parties (including any amendments).
1.37 Tender documents include all correspondence between the parties regarding
the contract negotiations. These also include:
(a) on the part of the Employer: tender submissions by all tenderers, the
tender evaluations, and the Employer s calculations of any liquidated
damages rates; and
(b) on the part of the Contractor: records demonstrating the build-up to its
tender price (and any amendments to the price) and the assumptions on
which the tender price is based.
1.38 Tender documents may be relevant to demonstrating the reasonableness of
claimed costs in periods affected by delay or disruption events or the
enforceability of the liquidated damages provisions. However, unless
incorporated into the contract, tender documents are not relevant to the
interpretation of the contract.

Programme
1.39 The form and software for the programme should be specified in the tender
documents and the contract. Commercially available software (rather than
specialist in-house software) should be specified and, in most cases, the
programme should be based on the Critical Path Method (or CPM).
1.40 As early as possible during the works, the Contractor should submit and the
CA should accept a programme showing the manner and sequence in which
the Contractor plans to carry out the works, which becomes the Accepted
Programme. This should address the key stages of the works, namely design,
approvals, procurement or manufacturing, installation, construction,
commissioning and taking over (as applicable).
1.41 Most standard forms of contract contain inadequate requirements for
generating an Accepted Programme and/or Updated Programmes. The
Protocol recommends that the parties reach a clear and documented agreement
on the requirements of the Contractor s proposed programme in order for it to
be accepted by the CA (and then form the Accepted Programme) and the
manner in which it is to be updated (being the Updated Programmes). The
agreement should cover the following matters and be documented in the
contract.
Form of the Contractor s proposed programme
1.42 The Contractor s proposed programme should generally be prepared as a
critical path network using commercially available CPM programming
software. The complexity of the programme should be proportionate to the
project. Both the Contractor and the CA should have a copy of the
programming software.
1.43 For the Contractor s proposed programme to be suitable for use as a tool for
monitoring progress and assessing delay and disruption claims, it ought to be
properly prepared so that, when a delay or disruption event occurs, it can
accurately predict the effects. The Contractor s proposed programme should
be provided in its native electronic form to the CA (not just as a PDF). Using
the software, the Contractor should identify on the proposed programme:
(a) the critical path(s);
(b) all relevant activities and key interfaces; and
(c) the information the Contractor reasonably requires from the Employer
or CA, when that information is required, and all Employer or CA
activities and constraints (such as approvals/reviews and Employer-
supplied services or materials). This should be done by logically
linking to the activities of the Contractor (and not by means of fixed
dates).
1.44 The programme submitted by the Contractor in securing the contract should
form the basis of the Contractor s proposed programme. Detailed suggestions
as to how the Contractor s proposed programme should be prepared are
provided below.

Detail within the proposed programme
1.45 The Contractor s proposed programme (and any revisions) should be prepared
with sufficient detail using logic links (i.e. each activity is linked to both a
predecessor and successor activity or milestone) to provide proper forward
visibility so that the effect of delay and disruption events can be predicted with
as much accuracy as possible.
1.46 Depending on the complexity of the works, it may be appropriate to specify in
the contract the maximum duration of an activity in the Contractor s proposed
programme. As a guide, no activity or lag (other than a summary activity)
should exceed 28 days in duration. Wherever possible, an activity should not
encompass more than one trade or operation. However, when rolling wave
programming is used (i.e. where the activities are detailed for the next 6 to 18
months of the project and the remainder of the activities are shown at a
summarised level), an activity limitation of 28 days for the later summarised
activities is not necessary. Instead, common sense should be applied and
reasonable summary bar activities incorporated in the programme that are then
detailed as the time to execute them draws nearer.
1.47 Activities should be linked together by the appropriate logic links such as
finish-to-start, start-to-start and finish-to-finish. Those logic links may
demonstrate: (a) a sequence constrained critical path based upon necessary
construction sequencing (e.g., the roof cannot be erected until after the
foundations and walls are constructed); (b) a resource constrained critical path
taking account of resource constraints (e.g. in a piping project where there are
many work faces that could be progressed in parallel); or (c) preferential
sequencing where no constraint is influential. Lags may be introduced for non-
work periods (such as curing of concrete) but better visibility and
understanding is provided if such matters are shown as activities in themselves
(See Appendix A for definitions of logic links and lags). Activities to be
executed by the use of overtime and/or additional shifts should be identified
and explained in the programme narrative. All necessary logic links should be
inserted. Excessive leads and lags should be avoided. Where utilised, the
Contractor should provide an explanation in the programme narrative as to
why particular leads and lags have been applied. Manually applied constraints
such as must start or must finish fixed dates, zero float and other
programming techniques that can have the effect of inhibiting a programme
from reacting dynamically to change should be avoided (or, if unavoidable,
properly explained in the programme narrative).
1.48 Key resources such as labour, staff (including that which relates to design
where relevant), tradesmen, major plant items, dedicated resources, major
materials and work rates should be indicated for major activities (or otherwise
explained in the programme narrative).
1.49 When works are production (output) driven, supplemental tools such as line of
balance schedules, time location diagrams, and S-curves should be developed
and utilised to understand progress of the activities reported in the Updated
Programmes.

Interaction with method statements
1.50 For it to be fully understood, the Contractor s proposed programme should be
read in conjunction with the Contractor s method statements describing in
detail how the Contractor intends to carry out the works, the key interfaces,
and the resources it intends to use (which may be those of its sub-contractors).
The Protocol recommends that the contract require the Contractor to provide
such method statements, and that the Contractor s proposed programme and
the method statements are fully cross-referenced.
1.51 A programme narrative should also be prepared by the Contractor to describe
how the proposed programme reflects the method statements.
Time within which to submit a proposed programme for acceptance
1.52 It is recommended that the parties agree in the contract a fixed time period for
the Contractor s submission of the proposed programme for acceptance. This
should be a reasonable time after the contract award or the commencement
date, whichever is the earlier. For projects with a long duration and depending
upon the circumstances, it may be appropriate for the Contractor to submit,
shortly after the contract has been awarded, an initial proposed programme
showing only the first three months of the works in detail, to be followed up
by a proposed programme for the entirety of the works. See also paragraph
1.46 above regarding rolling wave programming.
1.53 The proposed programme should not encompass any changes or delays that
have occurred since the contract commencement date. Any such post-
commencement changes or delays should be dealt with in accordance with the
EOT procedure in the guidance to Core Principle 5 in Part B after the
proposed programme has been accepted.
Mechanism for obtaining the CA s acceptance of the proposed programme
1.54 The Contractor (not the CA) controls the method and sequence of the works
(and bases its tender price on its ability to do so). Therefore, provided the
Contractor complies with the contract and all applicable laws, the Contractor
may perform the works in the manner it thinks appropriate. The contract
provisions for accepting the Contractor s proposed programme should reflect
that fact, subject to any Employer constraints identified in the contract.
1.55 Also, to avoid uncertainty, the contract should contain wording to the effect
that if the CA does not respond to the Contractor regarding the proposed
programme within a specified time, it is deemed accepted and becomes the
Accepted Programme . The parties should consider at the outset whether to
incorporate a provision into the contract which incentivises the Contractor to
submit a proposed programme that complies with the contractual requirements
(such as a portion of the contract sum being withheld pending the submission
of a compliant programme). Otherwise, if the Contractor fails to meet its
contractual obligations with respect to programming, the CA may consider
invoking the contract provisions for dealing with general defaults by the
Contractor. In this situation, the CA should also (to the extent possible)

maintain and update a programme with actual progress based on its own
knowledge.
1.56 The Protocol regards the agreement of the Accepted Programme as being very
important both for managing progress of the works and assessing any EOT
applications. Disagreements over what constitutes the Accepted Programme
should be resolved straight away and not be allowed to continue through the
works. An unaccepted Contractor s proposed programme or update can
become the source for disputes. Accordingly, the CA should specify what
contractual requirements are not met before determining that a proposed
programme or an update is inadequate.
1.57 Acceptance by the CA constitutes an acknowledgement that the Accepted
Programme represents a reasonable, realistic and achievable depiction of the
sequence and timing for carrying out the works. Acceptance does not turn the
Contractor s proposed programme into a contract document, or mandate that
the works should be constructed exactly as set out in the Accepted
Programme. Nor does it amount to a warranty by the CA to the Contractor or
the Employer that the Accepted Programme can be achieved.
Requirements for updating and saving the Accepted Programme/Updated Programme
1.58 The contract should require that the Accepted Programme be updated with
actual progress using the agreed CPM programming software at intervals of no
longer than one month (or at agreed more frequent intervals on complex
projects). The Contractor should enter the actual progress on the Accepted
Programme as it proceeds with the works, to create the Updated Programme,
the latter of which is then updated with further progress in creating the
subsequent Updated Programme at the agreed interval, and so forth. Actual
progress should be recorded by means of actual start and actual finish dates for
activities, together with percentage completion of currently incomplete
activities and the extent of remaining activity durations. In addition, the
Contractor should include in each Updated Programme any new or modified
activities, logic and sequences. Any periods when an activity is suspended
should be noted in the Updated Programmes. The parties should consider at
the outset of the project establishing rules for measuring progress to ensure
consistency of understanding.
1.59 The Updated Programmes should be archived as separate electronic files and
the saved versions should be copied electronically to the CA (again, in native
format, not as a PDF), along with a report describing revisions made to
activity durations or logic as compared to the Accepted Programme (or a
previous Updated Programme) and the reasons for the revisions. The purpose
of saving Updated Programmes is to provide a contemporaneous record of
revisions to the Contractor s intended work sequences and activities. No
version of any programme should be overwritten all versions need to be
saved separately.
1.60 The Updated Programmes demonstrate actual progress against planned
progress, and (as explained below) are used for determining any EOT claims.
If the CA disagrees with the progress the Contractor considers it has achieved,

it should notify the Contractor, and the CA and Contractor should then attempt
to reach agreement. If they do not agree, the CA s view should prevail (unless
and until it is reviewed and replaced under the contract dispute resolution
procedures), and the CA s view on progress should be reflected in the Updated
Programmes. The Contractor s position on the areas of disagreement should be
recorded and submitted with the Updated Programmes.
1.61 From time to time, the Contractor may wish to revise its plan for carrying out
the remainder of the works. If rolling wave programming is utilised,
subsequently detailing later summary activities is not a revision to the
Contractor s plan.
1.62 Specifically, the Contractor should attempt to reasonably revise its planned
logic, sequence, and activity durations for the remainder of the works
whenever there is or may be Contractor Delay to Completion or variations so
as to ensure the contract completion date will be achieved. The contract should
contain provisions allowing the CA to require the Contractor to produce a
proposed revised programme in such circumstances. These revisions should be
made to the most recent Updated Programme (or the Accepted Programme if
no Updated Programme has yet been produced).
1.63 The Contractor should notify the CA of any proposed revisions and provide an
electronic copy of the proposed revised programme, together with any
consequential revision to the Contractor s method statements and a
programme narrative that reflects the proposed revised programme. The CA
should review and if appropriate accept the proposed revised programme.
Once a revised programme is accepted by the CA it replaces the former
Accepted Programme as the tool for monitoring actual progress.
1.64 Acceptance by the CA of such a proposed revised programme does not
constitute acceptance or waiver of the Contractor Delay, and requiring the
Contractor to propose measures to recover delay is not an instruction or a
deemed instruction to accelerate the works at the Employer s cost. Acceptance
merely acknowledges that the revised programme reasonably reflects the
current situation and the Contractor s current intention to carry out the
remainder of the works.
2. Purpose of EOT
The benefit to the Contractor of an EOT is to relieve the Contractor of liability
for damages for delay (usually LDs) for any period prior to the extended
contract completion date and allows for reprogramming of the works to
completion. The benefit of an EOT for the Employer is that it establishes a new
contract completion date, prevents time for completion of the works becoming
‘ at large’ and allows for coordination / planning of its own activities.
2.1 It is often incorrectly thought that an entitlement to an EOT automatically
carries with it an entitlement to compensation for prolongation costs during the
period of the EOT. The main effect of an EOT is that the Contractor is
relieved of its liability for liquidated damages during the period of the
extension and is able to reprogramme its works to completion. Its entitlement

to compensation is usually to be found in other provisions of the contract or at
law. The benefit of an EOT for the Employer is that it establishes a new
contract completion date, prevents time for completion of the works becoming
at large and allows for coordination / planning of its own activities, such as
training operational staff.
2.2 If the good practice promoted in the guidance to Core Principle 1 with regard
to the keeping of records and preparation, acceptance and updating of
programmes is followed, then the scope for factual disagreement about a
claimed entitlement to an EOT will be reduced.
3. Contractual procedural requirements

The parties and the CA should comply with the contractual procedural
requirements relating to notices, particulars, substantiation and assessment in
relation to delay events.
3.1 Most if not all the standard forms of contract contain obligations on the part of
the Contractor to give notice to the CA as soon as an Employer Risk Event
occurs that the Contractor considers entitles it to an EOT. Some require notice
of the occurrence of an Employer Risk Event irrespective of whether it is
likely to affect the contract completion date (i.e. the latter of which the
Protocol refers to as Employer Delay to Completion), and some require notice
of all events that adversely affect progress irrespective of liability or
consequence. In some standard forms these notices are expressed to be
conditions precedent (i.e. pre-conditions) to entitlement.
3.2 The Contractor should comply with the contractual procedural requirements
relating to notices, particulars and substantiation in relation to delay events.
However, whatever the contract says, the Contractor should give notice to the
CA of any Employer Delays as soon as possible. The CA should also notify
the Contractor as early as possible of any Employer Delays of which it is
aware.
3.3 This allows appropriate mitigation measures to be considered by the project
participants so as to limit the impact of the delay event.
4. Do not ‘ wait and see’ regarding impact of delay events

(contemporaneous analysis)
The parties should attempt so far as possible to deal with the time impact of
Employer Risk Events as the work proceeds (both in terms of EOT and
compensation). Applications for an EOT should be made and dealt with as close
in time as possible to the delay event that gives rise to the application. A ‘ wait
and see’ approach to assessing EOT is discouraged. Where the Contractor has
complied with its contractual obligations regarding delay events and EOT
applications, the Contractor should not be prejudiced in any dispute with the
Employer as a result of the CA failing to assess EOT applications. EOT
entitlement should be assessed by the CA within a reasonable time after
submission of an EOT application by the Contractor. The Contractor potentially
will be entitled to an EOT only for those events or causes of delay in respect of

which the Employer has assumed risk and responsibility (called in the Protocol
Employer Risk Events) that impact the critical path.
4.1 Each EOT application should be assessed as soon as possible, and in any event
not later than one month after the application has been received by the CA. A
wait and see approach to assessing EOT is discouraged. This allows
appropriate mitigation measures to be considered by the project participants so
as to limit the impact of the delay event. It also provides the Employer and the
Contractor with clarity around the contract completion date so that they can
understand their risks and obligations and act accordingly.
Contemporaneous analysis of delay

4.2 This section sets out a recommended procedure to be followed in order to deal
efficiently and accurately with EOT applications during the course of the
project. It assumes that the parties to the contract have followed the
recommended good practice on programmes and records set out in the
guidance to Core Principle 1 in Part B. It is not intended that this guidance
should be incorporated into a contract.
4.3 The Contractor should generally submit a sub-network (sometimes called a
fragnet ) showing the actual or anticipated effect of the Employer Risk Event
and its linkage into the Updated Programme. This sub-network is inserted into
that Updated Programme which was submitted by the Contractor as close as
possible to the date of the Employer Risk Event. Further guidance on the form
of the sub-network is given in paragraph 4.10 below. It should also be
accompanied by such documents and records as are necessary to demonstrate
the entitlement in principle to an EOT. Simply stating that Employer Risk
Events have occurred and claiming the whole of any delay apparent at the time
of the events is not a proper demonstration of entitlement.
4.4 Before doing anything else, the CA should consider whether or not the
claimed event or cause of delay is in fact one in respect of which the Employer
has assumed risk and responsibility (i.e. that it is an Employer Risk Event).
The Contractor will potentially be entitled to an EOT only for those events or
causes listed in the contract as being at the Employer s risk as to time that
impact the critical path. These events vary between the different standard
forms of contract, and care is needed when reading them. If the CA concludes
that the event or cause of delay is not an Employer Risk Event, the CA should
so notify the Contractor. Without prejudice to that, the CA may wish to
comment on other aspects of the Contractor s submission. When granting or
refusing an EOT, the CA should provide sufficient information to allow the
Contractor to understand the reasons for the CA s decision.
4.5 In the absence of a submission that complies with this section, the CA (unless
the contract otherwise provides) should make its own determination of the
EOT (if any) that is due, based on such information as is available to it. Given
that it is difficult if not impossible to withdraw an EOT once granted, it is
reasonably to be expected that, where the CA has not been presented with the
information on which to base its decision, the CA will award only the
minimum EOT that can be justified at the time.

4.6 If the Contractor does not agree with the CA s decision, it should so inform
the CA immediately. Disagreements on EOT matters should not be left to be
resolved at the end of the project. If no agreement can be reached quickly,
steps should be taken by either party to have the dispute or difference resolved
in accordance with the contract dispute resolution provisions.
4.7 The Protocol recommends that the most recent Updated Programme (or, if
there is none, the Accepted Programme) should be the primary tool used to
guide the CA in assessing an EOT application. The EOT should be granted to
the extent that the Employer Risk Event is predicted to prevent the works
being completed by the then prevailing contract completion date.
4.8 A guide to the amount of the EOT is obtained by using the Updated
Programme. The steps to be taken are as follows:
(a) the Programme should be brought fully up to date (as to progress and
the effect of all delays that have occurred up to that date, whether
Employer Delays or Contractor Delays) to the point immediately
before the occurrence of the Employer Risk Event;
(b) the Programme should then be modified to reflect the Contractor s
reasonable, realistic and achievable plans to recover any delays that
have occurred, including any changes in the logic of the Updated
Programme proposed for that purpose (subject to CA review and
acceptance as provided in paragraph 1.63 of Part B);
(c) the sub-network representing the Employer Risk Event should then be
entered into the programme; and
(d) the impact on the contract completion dates should be noted.
4.9 Prior to determining the effect of an Employer Risk Event on the Updated
Programme, any patently unreasonable or unrealistic logic, constraints or
durations should be corrected by agreement, failing which the CA s view
should prevail unless and until overturned under the contract dispute
resolution provisions.
4.10 The sub-network referred to above should be prepared by the Contractor in the
same manner and using the same software as the Accepted Programme. It
should comprise the activities and durations resulting from the Employer Risk
Event. For example, the sub-network for a variation would comprise the
instruction for the variation, the activities required to carry out that variation
and its linkage to the activities in the Updated Programme. For a breach of
contract, the sub-network would represent the consequences of that breach.
The Contractor should submit the sub-network to the CA for agreement. The
CA should consider the sub-network and, if agreed, the sub-network should be
inserted into the Contractor s Updated Programme. Any disagreement about
the sub-network should be resolved quickly and (like all delay issues) not left
until after completion.
4.11 The assessment of the impact of delays (whether Contractor Delays or
Employer Delays) should be at a level appropriate to the level of detail

included in the Updated Programme and taking into account the size and
complexity of the works and the delays being analysed.
4.12 The methodology described in this section is known as time impact
analysis . This methodology requires a logic linked baseline programme
(which ordinarily would be the Accepted Programme), updated programmes
(which ordinarily would be the Updated Programmes) or progress information
with which to update the baseline programme and the selection of delay events
to be modelled. If the parties have not followed the guidance to Core Principle
1 in Part B, such that there is no Accepted Programme and/or Updated
Programmes, this is likely to lead to more disputes regarding the
contemporaneous assessment of EOT applications.
4.13 As noted in the guidance to Core Principle 10 in Part B, where Employer Risk
Events and Contractor Risk Events occur sequentially but have concurrent
effects, the delay analysis should determine whether there is concurrent delay
and, if so, that an EOT is due for the period of that concurrency. In this
situation any Contractor Delay should not reduce the amount of EOT due to
the Contractor as a result of the Employer Delay. Analyses should be carried
out for each event separately and strictly in the sequence in which they arose.
4.14 Although the Updated Programme should be the primary tool for guiding the
CA in its determination of an EOT, it should be used in conjunction with the
contemporary evidence, to ensure that any resulting EOT is both reasonable
and consistent with the factual circumstances. It will also be necessary for the
parties to apply common sense and experience to the process to ensure that all
relevant factors are taken into account, and that any anomalous results
generated by the delay analysis are properly managed. Overarching these
considerations, any resulting EOT must be consistent with the contractual
requirements regarding entitlement.
4.15 Where the Contractor has complied with its contractual obligations regarding
delay events and EOT applications, the Contractor should not be prejudiced in
any dispute with the Employer as a result of the CA failing to assess EOT
applications within a reasonable time after submission.
5. Procedure for granting EOT

Subject to the contract requirements, the EOT should be granted to the extent
that the Employer Risk Event is reasonably predicted to prevent the works being
completed by the then prevailing contract completion date. In general, this will
be where the Employer Risk Event impacts the critical path of the works and
thus extends the contract completion date. This assessment should be based upon
an appropriate delay analysis, the conclusions derived from which must be sound
from a common sense perspective. The goal of the EOT procedure is the
ascertainment of the appropriate contractual entitlement to an EOT; the analysis
should not start from a position of considering whether the Contractor needs an
EOT in order not to be liable for liquidated damages.
5.1 If the CA does not make a determination of the EOT entitlement resulting
from an Employer Risk Event when an EOT is in fact due, there is a danger

that the EOT mechanism may fail, leaving the Contractor only obliged to
finish the works within a reasonable time, having regard to the parties rights
and obligations under the contract (with the uncertainty which that creates).
For this reason, construction contracts should contain provisions entitling the
CA on its own initiative to determine an EOT, even if the Contractor has not
applied for one, or has applied with insufficient information.
5.2 A properly drafted EOT clause will contain general wording to allow an EOT
to be granted in respect of acts (or omissions) of prevention or breach of
contract by the Employer. Such wording is needed because the English courts
have held that wording such as any other special circumstances does not
cover breaches by the Employer. Such an EOT clause should also explain the
consequences of the Contractor s failure to comply with any procedural
requirements in applying for an EOT.
5.3 Generally, an EOT should be granted to the extent that the Employer Risk
Event is predicted to prevent the works being completed by the then prevailing
contract completion date. This process requires consideration of whether the
Employer Risk Event impacts the critical path and thus extends the contract
completion date (see guidance to Core Principle 8 in Part B).
6. Effect of delay
For an EOT to be granted, it is not necessary for the Employer Risk Event
already to have begun to affect the Contractor’s progress with the works, or for
the effect of the Employer Risk Event to have ended.
6.1 As explained in the guidance to Core Principle 4 in Part B, the practice of
some CAs of waiting to see what the full effect an Employer Risk Event has
on the works before dealing with the Contractor s application for EOT is
discouraged. If the Contractor is entitled to an EOT it should receive it, and
the CA should not wait to see if the Contractor actually needs the EOT, in
order not to be liable for liquidated damages.
7. Incremental review of EOT

Where the full effect of an Employer Risk Event cannot be predicted with
certainty at the time of initial assessment by the CA, the CA should grant an
EOT for the then predictable effect. The EOT should be considered by the CA at
intervals as the actual impact of the Employer Risk Event unfolds and the EOT
increased (but not decreased, unless there are express contract terms permitting
this) if appropriate.
7.1 CAs should bear in mind that it is permissible to deal with EOT incrementally.
The Protocol s recommended procedure for assessing EOT during the course
of the project is set out in the guidance to Core Principle 4 in Part B.
7.2 The CA should not, however, use an incremental approach to wait and see
the outcome of an Employer Risk Event as that would contravene Core
Principle 4. Rather, the CA should grant an EOT for the then predictable effect
of the Employer Risk Event. That then allows the Contractor to reprogramme
the works to completion.

8. Float as it relates to time
Float values in a programme are an indication of the relative criticality of
activities and, generally, when float is exhausted, the completion date will be
impacted. Unless there is express provision to the contrary in the contract, where
there is remaining total float in the programme at the time of an Employer Risk
Event, an EOT should only be granted to the extent that the Employer Delay is
predicted to reduce to below zero the total float on the critical path affected by
the Employer Delay to Completion (i.e. if the Employer Delay is predicted to
extend the critical path to completion).
8.1 Float is the amount of time by which an activity or group of activities may be
shifted in time without causing Delay to Completion. Activities with the least
float are generally considered to be on the critical path of the works. Appendix
A explains the different types of float. The date in question may be a sectional
completion date, the overall completion of the works or an interim milestone.
The ownership of float causes particular arguments in disputes over
entitlement to an EOT. A Contractor may argue that it owns the float,
because, in planning how it proposes to carry out the works, it has allowed
additional or float time to give itself some flexibility in the event that it is not
able to carry out the works as quickly as it planned. If, therefore, there is any
delay to the Contractor s progress for which the Contractor is not responsible,
it may contend that it is entitled to an EOT, even if the delay to progress will
not result in the contract completion date being missed, but merely in erosion
of its float. On the other hand, an Employer may typically say that the
Contractor has no EOT entitlement unless the delay to progress will result in a
contract completion date being missed. So (the Employer may say) the project
owns the float.
8.2 Parties should ensure that this issue is addressed in their contracts. The
expression float rarely, if ever, appears in standard form conditions of
contract. Where the wording of the EOT clause in a contract is such that an
EOT is only to be granted if the Employer Delay delays completion beyond
the contract completion date, then the likely effect of that wording is that total
float has to be used up before an EOT will be due. If the wording of the EOT
clause is such that an EOT will be due whenever the Employer Delay makes
the Contractor s planned completion date later than it would have been if it
were not for that delay, then total float will probably not be available for the
benefit of the Employer in the event of Employer Delay. Some conditions of
contract give no indication as to whether an Employer Delay has to affect the
contract completion date or merely the Contractor s planned completion date
before an EOT is due.
8.3 It is important that, when entering the contract, the parties appreciate the
practical effects of the permutations described above. Under contracts where
the Employer Delay has to affect the contract completion date, if an Employer
Delay occurs first and uses up all the total float, then the Contractor can find
itself in delay and paying liquidated damages as a result of a subsequent
Contractor Delay which would not have been critical if the Employer Delay
had not occurred first. Under contracts where the Employer Delay only has to
affect the Contractor s planned completion date, the Contractor is potentially

entitled to an EOT every time the Employer or CA delays any of its activities,
irrespective of their criticality to meeting the contract completion date. Under
the type of contract that is silent or ambiguous about float, uncertainty exists
and disputes are likely to follow.
8.4 Many conditions of contract have a provision that allows a final review of any
EOT granted or not granted, reflecting what is perceived to be fair or
reasonable. But reliance on what a CA perceives to be fair or reasonable is not
always a good recipe for certainty. Where EOTs are granted retrospectively, it
is possible to review separately the effect of different types of delay and make
decisions on EOT entitlement, again based on fairness or reasonableness. But
it is a very important principle of this Protocol that applications for EOT
should be made and dealt with as close in time to the delay event that gives
rise to them, and the wait and see approach is discouraged (see the guidance
to Core Principle 4 in Part B).
8.5 Core Principle 8 (and 9) set out the Protocol s position on float where the
parties in their contract have not made clear provision for how float should be
dealt with. This is consistent with current judicial thinking, which is that an
Employer Delay has to be critical (to meeting the contract completion date)
before an EOT will be due. It has the effect that float is not time for the
exclusive use or benefit of either the Employer or the Contractor (unless there
is an express provision in the contract).
8.6 It follows from this approach that a Contractor has no entitlement to an EOT
merely because an Employer Risk Event prevents the Contractor from
completing the works earlier than the contract completion date or because an
Employer Delay to Progress takes away the Contractor s float on any
particular activity (unless there is an express provision in the contract).
8.7 If the Contractor wants to make allowance for the possibility of Contractor
Delays (sometimes referred to as Time Risk Allowance ), then it should
include in the activity durations in its programme such additional time as the
Contractor believes is necessary to reflect the risk of such delays to those
activities. Alternatively, it may identify such allowances as separate activities
in the programme entitled Contingency for ... [e.g., groundwork] . Either is
perfectly acceptable and prudent planning practice.
8.8 When programming software utilises multiple work day calendars, reliance on
float values is cautioned and must be combined with other measures to
determine the critical path.
9. Identification of float
The identification of float is greatly assisted where there is a properly prepared
and regularly updated programme, the Accepted/Updated Programmes.
9.1 Recommendations for the preparation of the Accepted/Updated Programmes
are set out as part of the guidance to Core Principle 1 in Part B.

10. Concurrent delay – effect on entitlement to EOT
True concurrent delay is the occurrence of two or more delay events at the same
time, one an Employer Risk Event, the other a Contractor Risk Event, and the
effects of which are felt at the same time. For concurrent delay to exist, each of
the Employer Risk Event and the Contractor Risk Event must be an effective
cause of Delay to Completion (i.e. the delays must both affect the critical path).
Where Contractor Delay to Completion occurs or has an effect concurrently with
Employer Delay to Completion, the Contractor’s concurrent delay should not
reduce any EOT due.
10.1 Concurrency is a contentious issue, both because there are differing views on
the correct approach to dealing with concurrent delay when analysing
entitlement to EOT and because there are differences about the meaning of
concurrent delay itself.
10.2 The Protocol therefore provides guidance in order that issues of concurrency
can be recognised and resolved in an agreed manner as part of the overall
delay analysis. This guidance is a compromise, taking account of the different
competing arguments, but represents what the Protocol considers to be the
most appropriate solution.
Meaning of concurrent delay
10.3 True concurrent delay is the occurrence of two or more delay events at the
same time, one an Employer Risk Event, the other a Contractor Risk Event,
and the effects of which are felt at the same time. True concurrent delay will
be a rare occurrence. A time when it can occur is at the commencement date
(where for example, the Employer fails to give access to the site, but the
Contractor has no resources mobilised to carry out any work), but it can arise
at any time.
10.4 In contrast, a more common usage of the term concurrent delay concerns the
situation where two or more delay events arise at different times, but the
effects of them are felt at the same time.
10.5 In both cases, concurrent delay does not become an issue unless each of an
Employer Risk Event and a Contractor Risk Event lead or will lead to Delay to
Completion. Hence, for concurrent delay to exist, each of the Employer Risk
Event and the Contractor Risk Event must be an effective cause of Delay to
Completion (not merely incidental to the Delay to Completion).
10.6 This issue has both practical and legal implications. From a practical
perspective, the analysis of the effects of the delay events is simpler if it
considers only those events that will result in Delay to Completion (rather than
a consideration of all events in the programme) so that the grant of an EOT
follows the outcome of the critical path analysis. The Protocol recommends
this approach during the currency of the project to allow the timely application
for, and assessment of, EOT.
10.7 From a legal perspective, there are two competing views as to whether an
Employer Delay is an effective cause of Delay to Completion where it occurs

after the commencement of the Contractor Delay to Completion but continues
in parallel with the Contractor Delay. This can be illustrated by the following
example: a Contractor Risk Event will result in five weeks Contractor Delay to
Completion, delaying the contract completion date from 21 January to 25
February. Independently and a few weeks later, a variation is instructed on
behalf of the Employer which, in the absence of the preceding Contractor
Delay to Completion, would result in Employer Delay to Completion from 1
February to 14 February.
10.8 On one view, the two events are both effective causes of Delay to Completion
for the two week period from 1 to 14 February because they each would have
caused Delay to Completion in the absence of the other (with the subsequent
delay from 15 February to 25 February caused by the Contractor Risk Event
alone). This view may be supported by older English appeal court cases (no
doubt predating critical path analysis) which provide that if the failure to
complete the works is due in part to the fault of both the Employer and the
Contractor, liquidated damages will not be payable. In a situation like the
example described in paragraph 10.7 above, it can be argued that both the
Employer Risk Event and the Contractor Risk Event are in part the cause of
the Delay to Completion.
10.9 On the other view, the Employer Delay will not result in the works being
completed later than would otherwise have been the case because the works
were already going to be delayed by a greater period because of the Contractor
Delay to Completion. Thus, the only effective cause of the Delay to
Completion is the Contractor Risk Event. This is the consistent position taken
in recent lower level English court decisions.
10.10 The Protocol recommends the latter of these two views, i.e. that where an EOT
application relating to the situation referred to in paragraph 10.7 above is
being assessed, the Employer Risk Event should be seen as not causing Delay
to Completion (and therefore there is no concurrency). Concurrent delay only
arises where the Employer Risk Event is shown to have caused Delay to
Completion or, in other words, caused critical delay (i.e. it is on the longest
path) to completion. The Protocol cautions that this recommendation would
have to be re-considered were an appeal court to take a different approach to
this issue.
10.11 In considering whether concurrent delay exists, the Protocol recommends a
common sense approach to delay analysis. In particular, the Protocol
recognises that delay analysis is rarely precise down to the day (or even few
days). The application of common sense requires that the margin for
imprecision should be taken into account in reaching a conclusion on
concurrency.
Dealing with concurrent delay

10.12 Where concurrent delay has been established, the Contractor should be entitled
to an EOT for the Employer Delay to Completion, dealt with in accordance
with Core Principle 5. The Contractor Delay should not reduce the amount of
EOT due to the Contractor as a result of the Employer Delay.

10.13 An Employer should be aware that if it instructs a variation after the contract
completion date where the failure to complete by the contract completion date
has been caused by Contractor Delay, the Employer may lose its entitlement to
liquidated damages if the Contractor then accelerates to recover the Contractor
Delay to Completion at its own cost and that results in the variation (an
Employer Risk Event) becoming the effective cause of Delay to Completion.
10.14 Employer Delay to Completion does not exonerate the Contractor for all its
delays prior to that Employer Delay to Completion occurring. The effect of the
Employer Delay should be assessed as described in Core Principle 5 and any
EOT determined due should simply be added to the contract completion date.
10.15 The Protocol s approach to dealing with concurrent delay aims to provide
contracting parties with clarity and certainty about entitlement to EOT.
10.16 The Protocol s position on concurrent delay is influenced by the English law
prevention principle , by virtue of which an Employer cannot take advantage
of the non-fulfilment of a condition (for example, to complete the works by a
certain date), the performance of which the Employer has hindered. The
Protocol s approach to the treatment of concurrent delay (once established)
prevents arguments about whether an Employer Delay acting concurrently
with a Contractor Delay actually hinders the progress of the Contractor in any
way.
11. Analysis time-distant from the delay event

Where an EOT application is assessed after completion of the works, or
significantly after the effect of an Employer Risk Event, then the prospective
analysis of delay referred to in the guidance to Core Principle 4 may no longer be
appropriate.
11.1 This section addresses the consideration of EOT applications after completion
of the works, or considerably after the occurrence of the delay event or its
impact. In those circumstances, the prospective analysis of delay referred to in
the guidance to Core Principle 4 in Part B may no longer be relevant or
appropriate.
11.2 Irrespective of which method of delay analysis is deployed, there is an
overriding objective of ensuring that the conclusions derived from that
analysis are sound from a common sense perspective. This is particularly
relevant where there is a significant risk that the remaining duration
projections, logic links, calendars and constraints within the baseline
programme (preferably the Accepted/Updated Programme) might produce
anomalous results.
11.3 The choice of method of delay analysis to be deployed should be determined
by reference to the following criteria:
(a) the relevant conditions of contract;
(b) the nature of the causative events;
(c) the nature of the project;

(d) to ensure a proportionate approach, the value of the project or dispute;
(e) the time available;
(f) the nature, extent and quality of the records available;
(g) the nature, extent and quality of the programme information available;
and
(h) the forum in which the assessment is being made.
Different methods of delay analysis

11.4 There are six commonly used methods of delay analysis, and these are
described more particularly below. By way of general explanation:
(a) Certain methods start with the identification and description of an
event (a cause) and thereafter seek to establish its impact (the effect)
these are cause and effect type analyses. Other methods start with
identifying critical delay (an effect) and thereafter seek to establish
what might have caused that delay these are effect and cause type
analyses. Where the EOT application is assessed after completion of
the works, or significantly after the effect of an Employer Risk Event,
then the effect and cause methods are generally considered to be more
forensically reliable because they consider any and all potential causes
of the delay incurred.
(In contrast, when there is a discrete Employer Risk Event and the
EOT application is being made contemporaneously, then the cause and
effect methods are generally employed, as to do otherwise would
require the CA to wait and see (which is discouraged). This is one of
the key reasons the time impact analysis method is recommended for a
contemporaneous analysis of delay as explained in the guidance to
Core Principle 4).
(b) Typically delay analysis requires the identification of the critical
path(s) to the completion date because delays which impact the
completion date must, by definition, reside on the critical path.
Oftentimes the critical path is a sequence or chain of activities through
the remaining works. However, on some projects the critical path that
is driving or determining the completion date can proceed through a
collection of related work activities (such as when completion is being
driven/determined by the rate of pipe welding across the works).
(c) Critical path analysis is not limited to analysis conducted through the
use of specialist programming software. While such software can
provide a powerful analytical tool, the critical path to completion may
on occasion be more reliably established through a practical analysis of
the relevant facts or by analysis of production and/or resource data.
(d) Criticality is determined in one of three different ways. Purely
prospective critical path assessments adopt the perspective evident at
the outset of the project only and take no account of progress achieved.

Contemporaneous critical path assessments adopt an evolving
perspective over the course of the works and take account of the effect
that both historical progress and changes in the strategy for the future
prosecution of the works have on predicted criticality. Retrospective
critical path assessments adopt the perspective evident at the end of the
project (or window of time).
(e) Delay impact is determined in one of two different ways. A
prospective delay analysis identifies the likely impact of historical
progress or delay events on a completion date. The conclusions of a
prospective delay analysis may not match the as-built programme
because the Contractor s actual performance may well have been
influenced by the effects of attempted acceleration, re-sequencing or
redeployment of resources in order to try to avoid liability for
liquidated damages or due to other Employer and Contractor Risk
Events. A retrospective delay analysis identifies the actual impact of
the delay events on the identified actual or as-built critical path.
(f) As identified above, the Protocol distinguishes between the
determination of the critical path and the determination of the delay
impact. For example, in both the time impact analysis and time slice
windows analysis methods (which are explained below), the critical
path is determined on a contemporaneous basis. However, in the
former method the delay impact is determined on a prospective basis,
being the modelled incremental impact of the delay event on the future
and remaining programme for the works from the data date of the
particular time impact analysis. Conversely, in the latter method the
delay impact is determined on a retrospective basis, being the historic
impact of the delay event on the critical path during the time slice up to
the data date of the particular analysis.
11.5 The following table provides a summary of the methods described below:
Method of Analysis Critical Path Delay Impact

Requires
Analysis Type Determined Determined
Impacted As- Cause & Prospectively Prospectively Logic linked baseline
Planned Effect programme.
Analysis A selection of delay
events to be modelled.
Time Impact Cause & Contemporaneously Prospectively Logic linked baseline
Analysis Effect programme.
Update programmes or
progress information with
which to update the
baseline programme.
A selection of delay
Time Slice Effect & Contemporaneously Retrospectively Logic linked baseline
Windows Cause programme.
Analysis Update programmes or
progress information with
which to update the
baseline programme.

Method of Analysis Critical Path Delay Impact
Requires
Analysis Type Determined Determined
As-Planned Effect & Contemporaneously Retrospectively Baseline programme.
versus As-Built Cause As-built data.
Windows
Analysis
Retrospective Effect & Retrospectively Retrospectively Baseline Programme.
Longest Path Cause As-built programme.
Analysis
Collapsed As- Cause & Retrospectively Retrospectively Logic linked as-built
Built Analysis Effect programme.
A selection of delay
11.6 Some of these methods require a baseline programme. If the parties have
followed the guidance to Core Principle 1 in Part B, that will be the
Accepted/Updated Programmes. If the parties have not followed the guidance
to Core Principle 1 in Part B and one of those methods is adopted in carrying
out the delay analysis, this could lead to greater scope for disagreement on the
assessment of delay.
(a) The impacted as-planned analysis method involves introducing delay
event sub-networks into a logic-linked baseline programme and its
recalculation using CPM programming software in order to determine
the prospective impact these events have on the predicted contract
completion dates shown within the baseline programme. Before
embarking upon the analysis, the analyst needs to confirm that the
sequences and durations for the works shown in the programme are
reasonable, realistic and achievable and properly logically linked
within the software, to deal with the risk that the baseline programme
contains fundamental flaws which cannot be overcome. In general, this
is thought to be the simplest and least expensive form of delay
analysis, but has material limitations, principally because it does not
consider actual progress and changes to the original planned intent.
The product of this method of analysis is a conclusion as to the likely
effect of the modelled delay events on the baseline programme. In
limited circumstances this analysis may be deemed sufficient for
assessing EOT entitlement. Such circumstances include where the
impacted as-planned method is dictated by the terms of the contract
and/or where the delay events being considered occurs right at the
outset of the works.
(b) The time impact analysis involves introducing delay event sub-
networks into a logic-linked baseline programme and recalculation of
this updated programme using CPM programming software in order to
determine the prospective impact the delay event would have on the
then predicted completion dates. The baseline programme for each
analysis can be either a contemporaneous programme or a
contemporaneously updated baseline programme (i.e. an Updated
Programme), the difference being the revised contemporaneous
programme may have logic changes / activity / resource changes from
the original baseline programme. In either case, the analyst needs to
verify that the baseline programme s historical components reflect the
actual progress of the works and its future sequences and durations for
the works are reasonable, realistic and achievable and properly
logically linked within the software. Mitigation and acceleration
already incorporated into the updated baseline programme need to be
considered as these can conceal or distort the projected impact of the
delay events. The number of delay events being modelled has a
significant impact on the complexity and cost of deploying this
method. The product of this method of analysis is a conclusion as to
the likely delay of the modelled delay events on the programme/critical
path that is most reflective of the contemporaneous position when the
delay events arose. This method usually does not capture the eventual
actual delay caused by the delay events as subsequent project progress
is not considered. This method is also described in the guidance to
Core Principle 4 in the context of a contemporaneous assessment of an
EOT application.
(c) The time slice analysis method is the first of two windows analysis
methods. This method requires the analyst to verify (or develop) a
reliable series of contemporaneously updated baseline programmes or
revised contemporaneous programmes reflecting an accurate status of
the works at various snapshots (being the time slices) throughout the
course of the works. Through this process, the progress of the works is
divided into time slices. The time slices are typically carried out at
monthly intervals. The series of time slice programmes reveals the
contemporaneous or actual critical path in each time slice period as the
works progressed and the critical delay status at the end of each time
slice, thus allowing the analyst to conclude the extent of actual critical
delay incurred within each window. Thereafter, the analyst investigates
the project records to determine what events might have caused the
identified critical delay in each time slice period. For each time slice
programme the analyst needs to verify that the historical components
reflect the actual progress of the works and that its future sequences
and durations for the works are reasonable, realistic and achievable and
properly logically linked within the software.
(d) The as-planned versus as-built windows analysis method is the
second of the windows analysis methods. As distinct from a time
slice analysis, it is less reliant on programming software and usually
applied when there is concern over the validity or reasonableness of the
baseline programme and/or contemporaneously updated programmes
and/or where there are too few contemporaneously updated
programmes. In this method, the duration of the works is broken down
into windows. Those windows are framed by revised contemporaneous
programmes, contemporaneously updated programmes, milestones or
significant events. The analyst determines the contemporaneous or
actual critical path in each window by a common-sense and practical
analysis of the available facts. As this task does not substantially rely
on programming software, it is important that the analyst sets out the

rationale and reasoning by which criticality has been determined. The
incidence and extent of critical delay in each window is then
determined by comparing key dates along the contemporaneous or
actual critical path against corresponding planned dates in the baseline
programme. Thereafter, the analyst investigates the project records to
determine what delay events might have caused the identified critical
delay. The critical delay incurred and the mitigation or acceleration
achieved in each window is accumulated to identify critical delay over
the duration of the works.
(e) The retrospective longest path analysis method involves the
determination of the retrospective as-built critical path (which should
not be confused with the contemporaneous or actual critical path
identified in the windows methods above). In this method, the analyst
must first verify or develop a detailed as-built programme. Once
completed, the analyst then traces the longest continuous path
backwards from the actual completion date to determine the as-built
critical path. The incidence and extent of critical delay is then
determined by comparing key dates along the as-built critical path
against corresponding planned dates in the baseline programme.
Thereafter, the analyst investigates the project records to determine
what events might have caused the identified critical delay. A
limitation to this method is its more limited capacity to recognise and
allow for switches in the critical path during the course of the works.
(f) The collapsed as-built (or but-for) analysis method involves the
extraction of delay events from the as-built programme to provide a
hypothesis of what might have happened had the delay events not
occurred. This method does not require a baseline programme. This
method requires a detailed logic-linked as-built programme. It is rare
that such a programme would exist on the project and therefore the
analyst is usually required to introduce logic to a verified as-built
programme. This can be a time consuming and complex endeavour.
Once completed, the sub-networks for the delay events within the as-
built programme are identified and they are collapsed or extracted in
order to determine the net impact of the delay events. This method is
sometimes done in windows, using interim or contemporaneous
programmes which contain detailed and comprehensive as-built data.
A limitation to this method is that it measures only incremental delay
to the critical path, because the completion date will not collapse
further than the closest near critical path.
11.7 Other methods, which may be reasonably deployed in particular circumstances
having considered the criteria in paragraph 11.3 above, include: project wide
retrospective as-planned versus as-built analysis (i.e. not in windows), time
chainage analysis, line of balance analysis, resource curve analysis, and earned
value analysis.
11.8 In order to avoid or at least minimise disputes over methodology, it is
recommended that the parties try to agree an appropriate method of delay
analysis before each embarks upon significant work on an after the event delay

analysis. Failure to consult the other party on delay analysis methodology is a
matter that the Protocol considers might be taken into account by the
adjudicator, judge or arbitrator in awarding and allocating recoverable costs of
the dispute.
12. Link between EOT and compensation

Entitlement to an EOT does not automatically lead to entitlement to
compensation (and vice versa).
12.1 It is a common misconception in the construction industry that if the
Contractor is entitled to an EOT, then it is also automatically entitled to be
compensated for the additional time that it has taken to complete the contract.
12.2 Under the common standard forms of contract, the Contractor is nearly always
required to claim its entitlement to an EOT under one provision of the contract
and its entitlement to compensation for that prolongation under another
provision. Further, some kinds of delay events which are at the risk of the
Employer so far as time for completion is concerned carry no entitlement to
compensation for prolongation; delay resulting from adverse weather
conditions being the most common example. They are sometimes
misleadingly called neutral events ; in fact, they are only neutral in the sense
that one party bears the time risk and the other party bears the cost risk. The
Protocol calls them non-compensable Employer Risk Events . There is thus
no absolute linkage between entitlement to an EOT and the entitlement to
compensation for the additional time spent on completing the contract.
12.3 If the method used to assess the amount of an EOT is prospective, i.e. based
on the likely Employer Delay to Completion, and the method used to assess
time for prolongation compensation is retrospective, i.e. is based on the loss
and/or expense actually incurred, then the two assessments of time may
produce different results. This is only to be expected, and does not necessarily
indicate errors in either method.
13. Early completion as it relates to compensation

If as a result of an Employer Delay, the Contractor is prevented from completing
the works by the Contractor’ s planned completion date (being a date earlier than
the contract completion date), the Contractor should in principle be entitled to
be paid the costs directly caused by the Employer Delay, notwithstanding that
there is no delay to the contract completion date (and therefore no entitlement to
an EOT). However, this outcome will ensue only if at the time they enter into the
contract, the Employer is aware of the Contractor’s intention to complete the
works prior to the contract completion date, and that intention is realistic and
achievable.
13.1 It is important to understand the significance of the statement above, and to
contrast it with the position taken in the Protocol on the effect of total float on
EOT (see Core Principle 8). In relation to EOT, the Protocol takes the position
that an Employer Delay should not result in an EOT unless it is predicted to
delay the activities on the longest path to completion. When it comes to

compensation, the Protocol considers that, unless there is agreement to the
contrary, the Contractor should be entitled to compensation for the delay, even
if the delay does not result in an EOT. As with the effect of float on
entitlement to EOT, the Protocol recommends that contracting parties
expressly address this issue in their contract. They should ask themselves the
question: if the Contractor is prevented by the Employer from completing on a
date earlier than the contract completion date, should it have a remedy? If so,
in precisely what circumstances? If not, then the contract should say so
expressly.
13.2 Where the parties have not addressed this issue in their contract, for the
Contractor to have a valid claim, the Employer must be aware at the time the
contract is entered into of the Contractor s intention to complete prior to the
contract completion date. It is not permissible for the Contractor, after the
contract has been entered into, to state that it intends to complete early, and
claim additional costs for being prevented from doing so.
13.3 It is recognised that the Protocol s position on this issue might be thought to
conflict with at least one first instance English court decision. Nevertheless,
the Protocol considers that, as a matter of policy, contractors ought not to be
discouraged from planning to achieve early completion, because of the price
advantage that being able to complete early is likely to have for the Employer.
But the potential for conflict reinforces why the issue should be addressed
directly in every contract.
13.4 The recoverable compensation in the situation described in this guidance to
Core Principle 20 will normally only comprise the increased costs of the time-
related resources directly affected by the Employer Delay to Progress.
Recovery of such compensation will also be subject to considerations of
concurrency, as described in the guidance to Core Principle 14 in Part B.
14. Concurrent delay – effect on entitlement to compensation for

prolongation
Where Employer Delay to Completion and Contractor Delay to Completion are
concurrent and, as a result of that delay the Contractor incurs additional costs,
then the Contractor should only recover compensation if it is able to separate the
additional costs caused by the Employer Delay from those caused by the
Contractor Delay. If it would have incurred the additional costs in any event as a
result of Contractor Delay, the Contractor will not be entitled to recover those
additional costs.
14.1 As it is in relation to EOT, concurrency is one of the most contentious issues
in the determination of recoverable prolongation compensation. Contention
arises when the Employer would be liable to compensate the Contractor for
being kept on site longer than expected, but the Contractor was late in carrying
out the works of its own, and so would have been late completing the works
anyway. Should the Employer be obliged to compensate the Contractor in
these circumstances?

14.2 Answering this question does not always prove difficult in practice. The
prolongation compensation will be recoverable if the Contractor can prove that
its losses result from the Employer Delay. Proper analysis of the facts may
reveal the true cause without argument.
14.3 Where an Employer Delay to Completion and a Contractor Delay to
Completion are concurrent, the Contractor may not recover compensation in
respect of the Employer Risk Event unless it can separate the loss and/or
expense that flows from the Employer Risk Event from that which flows from
the Contractor Risk Event. If it would have incurred the additional costs in any
event as a result of concurrent Contractor Delay, the Contractor will not be
entitled to recover those additional costs. In most cases this will mean that the
Contractor will be entitled to compensation only for any period by which the
Employer Delay exceeds the duration of the Contractor Delay.
14.4 The loss and/or expense flowing from an Employer Delay cannot usually be
distinguished from that flowing from Contractor Delay without the following:
(a) an as-planned programme showing how the Contractor reasonably
intended to carry out the works and the as-planned critical path;
(b) an as-built programme demonstrating the works and sequence actually
carried out and the as-built critical path;
(c) the identification of activities and periods of time that were not part of
the original scope;
(d) the identification of those activities and periods of time that were not
part of the original scope and that are also at the Contractor s risk as to
cost; and
(e) the identification of costs attributable to the two preceding sub-
sections.
14.5 This analysis should be co-ordinated with any analysis carried out by the
Contractor to establish its rights to an EOT, while remembering that the
entitlement to an EOT and the entitlement to compensation may not be co-
extensive.
15. Mitigation of delay and mitigation of loss

The Contractor has a general duty to mitigate the effect on its works of
Employer Risk Events. Subject to express contract wording or agreement to the
contrary, the duty to mitigate does not extend to requiring the Contractor to add
extra resources or to work outside its planned working hours.
15.1 Note that the requirement in the UK Joint Contracts Tribunal (JCT) contracts
for the Contractor to use best endeavours to prevent delay in the progress of
the works and prevent completion of the works being delayed beyond the
completion date may place a higher burden on the Contractor than the normal
duty to mitigate. In the event of Employer Delay, it is of course open to the
Employer to agree to pay the Contractor for measures, which go above and

beyond the Contractor s general duty to mitigate. See the remainder of the
guidance to Core Principle 15 below regarding mitigation of loss.
15.2 A Contractor may consider pacing activities that are not on the critical path
(i.e. slowing down non-critical activities so that they proceed at the same
relative pace as the delayed activities on the critical path). The Protocol
recommends that if the Contractor intends to pace non-critical activities, then
it should notify the Employer and the CA of its intention in this regard, along
with its reasons for doing so.
The Contractor’ s duty to mitigate its loss has two aspects: first, the Contractor
must take reasonable steps to minimise its loss; and secondly, the Contractor
must not take unreasonable steps that increase its loss.
15.3 The Contractor should do all it reasonably can to avoid the financial
consequences of Employer Delay.
15.4 Most construction contracts include a requirement to the effect that the
Contractor must do all it can to avoid, overcome or reduce delay. Some forms
actually make compliance with such provisions a condition precedent to the
recovery of compensation or relief from liquidated damages.
15.5 The limitations on the Contractor s obligations to mitigate Employer Delay are
set out in this guidance to Core Principle 15. The Contractor does not have a
duty to carry out any change in scope any more efficiently than the original
scope. Neither is the Contractor obliged to expend money in order to attempt
to mitigate the effect of an Employer Risk Event. If the Employer wishes the
Contractor to take measures to mitigate the Employer Delay (whether by
adding extra resources, by working outside its planned working hours or
otherwise), the Employer should agree to pay the Contractor for the costs of
those efforts.
15.6 It is the obligation of the Contractor to proceed with the works so as to
complete on or before the completion date. However, the method, speed and
timing of the activities forming the contract scope are generally left to the
Contractor s discretion, subject to any stipulated prior process of acceptance of
method and/or programme.
15.7 In the event that changes are made to the scope of the works, the Contractor
has a similar obligation as to efficiency in relation to the changed scope as it
has to the original scope.
16. Acceleration
Where the contract provides for acceleration, payment for the acceleration
should be based on the terms of the contract. Where the contract does not
provide for acceleration but the Contractor and the Employer agree that
accelerative measures should be undertaken, the basis of payment should be
agreed before the acceleration is commenced. Contracting parties should seek to
agree on the records to be kept when acceleration measures are employed.
16.1 Some forms of contract provide for acceleration by instruction or by collateral
agreement. In other forms, acceleration may be instructed by reference to
hours of working and sequence. The Contractor cannot be instructed to
accelerate to reduce Employer Delay, unless the contract allows for this.
16.2 Where the contract provides for acceleration, payment for the acceleration
should be based on the terms of the contract.
16.3 Where the contract does not provide for acceleration but the Contractor and
the Employer agree that accelerative measures should be undertaken, the basis
of payment should be agreed before the acceleration is commenced.
16.4 Where acceleration is instructed and/or agreed, the Contractor is not entitled to
claim prolongation compensation for the period of Employer Delay avoided
by the acceleration measures.
Where the Contractor is considering implementing acceleration measures to
avoid the risk of liquidated damages as a result of not receiving an EOT that it
considers is due, and then pursuing a constructive acceleration claim, the
Contractor should first take steps to have the dispute or difference about
entitlement to an EOT resolved in accordance with the contract dispute
resolution provisions.
16.5 Where the Contractor is considering implementing acceleration measures to
avoid the risk of liquidated damages as a result of not receiving an EOT that it
considers is due to it, and then pursuing a constructive acceleration claim, the
Contractor should first take steps to have the dispute or difference about
entitlement to EOT resolved in accordance with the contract dispute resolution
provisions. Otherwise, there is the risk that it will not be entitled to
compensation for those acceleration measures. In any event, before pursuing
any such acceleration measures, the Contractor should provide notice with
particulars of the intended acceleration measures to the CA. The Contractor
should then include such measures in a revised programme.
16.6 Just because the Contractor implements measures to recover Employer Delay
does not necessarily mean that the full costs of those measures were caused by
the Employer Delay. For example, the addition of a second labour gang may
permit the relevant work activities to be completed in a shorter period of time
but, overall, the Contractor may have incurred the costs of the same number of
man-hours as it planned to do. Of course, the Contractor may incur higher
rates in engaging the two labour gangs later in time because of the Employer
Delay. Any such incremental costs therefore should be compared with
prolongation costs that would otherwise have arisen to identify whether those
incremental costs are reasonable. Further, any resulting crowding of labour
may lead to loss of productivity which could then form the basis of a
disruption claim.
17. Global claims

The not uncommon practice of contractors making composite or global claims
without attempting to substantiate cause and effect is discouraged by the
Protocol, despite an apparent trend for the courts to take a more lenient
approach when considering global claims.

17.1 If the Contractor has made and maintained accurate and complete records
proportionate to the project, in most cases the Contractor should be able to
establish the causal link between the Employer Risk Event and the resultant
costs and/or loss, without the need to make a global claim. The failure to
maintain such records is unlikely to justify the Contractor in making a global
claim. The Protocol s guidance as to the keeping of records is set out in the
guidance to Core Principle 1 in Part B.
17.2 In what should only be rare cases where the financial consequences of the
various causes of compensation are impossible or impracticable to distinguish,
so that an accurate or reasonable allocation of the compensation claimed
cannot be made between the several causative events, then in this rare situation
it is acceptable to proceed in two stages: (a) quantify individually those items
of the claim for which the causal link can be established between the
Employer Risk Event and the resultant costs and/or loss claimed; and (b) claim
compensation for the remainder as a composite whole.
17.3 For the composite part of the claim (the global claim), the Contractor will
nevertheless need to set out the details of the Employer Risk Events relied on
and the compensation claimed with sufficient particularity so that the
Employer knows the case that is being made against it. It is also advisable for
the Contractor to accompany its claim with a statement as to the steps it has
taken to try fully to particularise the causal link for each Employer Risk Event
in its claim, and the reasons why this has proved impossible or impracticable.
The Contractor will also need to demonstrate that it would not have incurred
the costs or suffered the loss included in the composite claim in any event.
17.4 In assessing a claim advanced on a global basis, the CA, adjudicator, judge or
arbitrator is not obliged to dismiss it out of hand simply because of its global
nature. Rather, they should consider whether, subject to any additional
contractual restrictions or procedural requirements: (a) Employer Risk Events
occurred which caused delay and/or disruption to the Contractor; and (b) such
delay or disruption caused the Contractor to incur additional cost. However, it
is not the responsibility of the CA, adjudicator, judge or arbitrator to identify
such events and quantify their effect in circumstances where the Contractor
has failed to do so.
17.5 The Contractor must be aware that there is a risk that a global claim will fail
entirely if any material part of the global loss can be shown to have been
caused by a factor or factors for which the Employer bears no responsibility
and it is not possible for the CA, adjudicator, judge or arbitrator to assess the
value of that non-recoverable portion on the available evidence.
17.6 The guidance in this section applies equally to claims pursued by any other
project participant (including a party making a counterclaim).
18. Disruption claims

Compensation may be recovered for disruption only to the extent that the
contract permits or there is an available cause of action at law. The objective of a
disruption analysis is to demonstrate the loss of productivity and hence

additional loss and expense over and above that which would have been incurred
were it not for the disruption events for which the Employer is responsible.
18.1 Disruption (as distinct from delay) is a disturbance, hindrance or interruption
to a Contractor s normal working methods, resulting in lower efficiency.
Disruption claims relate to loss of productivity in the execution of particular
work activities. Because of the disruption, these work activities are not able to
be carried out as efficiently as reasonably planned (or as possible). The loss
and expense resulting from that loss of productivity may be compensable
where it was caused by disruption events for which the other party is
contractually responsible.
18.2 Disruption events can have a direct effect on the works by reducing
productivity (such as piecemeal site access different from that planned, out of
sequence works or design changes). They can also lead to secondary
consequences on the execution of the works, for example through crowding of
labour or stacking of trades, dilution of supervision through fragmented work
gangs, excessive overtime (which can lead to fatigue), repeated learning cycles
and poor morale of labour which can further reduce productivity.
18.3 That lost productivity will result in financial loss in carrying out the impacted
work activities. However, not all lost productivity is subject to compensation.
The Contractor may recover compensation for disruption (whether under the
contract or for breach of contract) only to the extent that the contract permits
or there is an available cause of action at law.
18.4 As regards a claim for disruption under the contract, most standard forms do
not expressly address recovery for disruption, although they do address some
of the specific events that could lead to disruption, such as unforeseen ground
conditions and untimely approvals or instructions from the CA. Disruption is
also not a cause of action at law in its own right. The Contractor must
therefore explain in its claim document the legal basis of its entitlement.
18.5 When it comes to explaining the cause of disruption, it is often the case that
the Contractor will rely upon multiple and intermingled disruption events to
explain its loss of productivity and to support its claimed entitlement to loss
and expense relating to the impacted work activities. Depending upon the
circumstances, it may not be possible or practicable to identify the loss of
productivity, and hence loss and expense, relating to individual disruption
events. Hence, once the Contractor has excluded the costs and/or loss relating
to specific Employer Risk Events for which the causal link can be established,
the remaining disruption claim may present the rare situation in which it is
acceptable to claim compensation as a composite whole (i.e. a global claim).
The risks associated with proceeding with a global claim are explained in the
Disruption analysis
18.6 Disruption is demonstrated by applying analytical methods and techniques to
establish the loss of productivity arising out of the disruption events and the
resulting financial loss. Disruption is not merely the difference between what
actually happened and what the Contractor planned. From the Contractor s

perspective, the objective of a disruption analysis is to demonstrate the lost
productivity and hence additional loss and expense over and above that which
would have been incurred were it not for the disruption events for which the
Employer is responsible. Many of the causes of lower than anticipated
productivity (such as poor supervision or planning, re-work due to defects,
inadequate coordination of subcontractors, or over-optimistic tendering or
tendering errors) will not justify compensation for disruption. It is only the
consequences of disruption events that are the responsibility of the Employer
for which compensation might be payable to the Contractor. The productivity
loss caused by all other events must be excluded from the claim.
18.7 The starting point of a disruption analysis is a review of productivity in
carrying out the works over time in order to determine when lower
productivity was achieved and what work activities were impacted. The
analysis should then continue with development of an understanding of what
works were carried out, when the works were carried out and what resources
were used, followed by a review of the financial loss incurred. Maintaining
accurate project records is therefore equally as important for a disruption
analysis as it is for a delay analysis.
18.8 The Protocol does not recommend the use of percentage additions to tender
productivity assumptions, where these are unsupported by analysis. Where the
Contractor has demonstrated disruption events for which the Employer is
contractually responsible, even on very simple projects the Contractor should
be capable of carrying out some analysis (albeit a limited analysis in the case
of simple projects) in estimating the lost productivity and hence loss and
expense caused by those disruption events. The onus of proof of the fact that
disruption has led to financial loss remains with the Contractor.
18.9 The Contractor seeking to be compensated for disruption must demonstrate the
quantum of its claim to the level of certainty reasonably required by the CA,
adjudicator, judge or arbitrator pursuant to the applicable law. That quantum is
the cost of the productivity loss, which will be the difference between realistic
and achievable productivity and that which was actually achieved in carrying
out the impacted work activities as a result of the disruption events for which
the Employer is responsible. Original tender assumptions should not
automatically be considered as a realistic and achievable baseline. As
discussed further below, there are several methods of deriving a baseline
against which to measure actual levels of productivity achieved as a result of
the disruption events for which the Employer is responsible.
18.10 It is recommended that compensation for disruption caused by variations be
agreed in advance of carrying out the variations or, where this is not
practicable, as soon as possible after completion of the variations (see the
guidance to Core Principle 19 in Part B).
18.11 It is recommended that disruption caused by other events for which the
Employer is responsible are compensated by the actual reasonable costs
incurred, plus a reasonable allowance for profit if allowed by the contract.

Methods of disruption analysis
18.12 There are several methods for the calculation of lost productivity resulting
from disruption events, each with varying accuracy and general acceptance. A
broad distinction may be made between those methods that rely on actual or
theoretical measurements of comparative productivity (productivity-based
methods), and those which rely on analysis of planned and actual expenditure
of resource or costs (cost-based methods). The former seek to measure the loss
of productivity in the utilised resources and then to price that loss; the latter
seek more directly to ascertain the difference between actual cost and planned
cost without first measuring productivity losses in the utilised resources.
18.13 Set out below is an explanation of each of the following more common
methods:
Productivity-based methods Cost-based methods
1. Project-specific studies: 1. Estimated v incurred labour
(a) Measured mile analysis 2. Estimated v used cost
(b) Earned value analysis
(c) Programme analysis
(d) Work or trade sampling
(e) System dynamics modelling
2. Project-comparison studies
3. Industry studies
18.14 The primary focus of a disruption analysis will be on the direct labour and
task-specific plant resources said to have been disrupted. However, there may
also be an impact on indirect resources, such as supervision staff or standing
plant (i.e. where such resources are increased rather than merely extended),
leading to additional costs. In demonstrating that the disruption events also
caused additional costs for indirect resources, the Contractor will need to
demonstrate the correlation between those costs and the loss of productivity in
the direct resources.
Productivity-based methods
18.15 There are three general categories of productivity-based methods, listed below
by order of preference because of their decreasing reliability and general
acceptance:
(a) project-specific studies;
(b) project-comparison studies; and
(c) industry studies.

Project-specific studies
18.16 Project-specific studies include the measured mile analysis, earned value
analysis, programme analysis, work or trade sampling, and system dynamics
modelling. Of these, and subject to the availability of the necessary records,
the measured mile analysis is the most widely accepted method of calculating
lost productivity. This is because it considers only actual effects of the
disruption events for which the Employer is responsible thereby eliminating
disputes over the validity of original tender stage productivity assumptions and
the Contractor s own performance.
(a) Measured mile analysis: This compares the level of productivity
achieved in areas or periods of the works impacted by identified
disruption events with productivity achieved on identical or like
activities in areas or periods of the works not impacted by those
identified disruption events. Care must be exercised to compare like
with like. For example, it would not be correct to compare work
carried out in the learning curve part of a project with work executed
after that period. In addition, the baseline period selected must be
sufficiently long to serve as a reliable sample of non-impacted
performance. While widely accepted, the measured mile analysis can
be complex and document-intensive. It may be particularly problematic
where: (a) there is no completely unimpacted period or area of the
same or a similar work activity to act as the baseline with which to
compare the impacted work activity; or (b) the impacted work activity
in respect of which the loss of productivity is being measured was also
impacted by matters not giving rise to entitlement to compensation,
leading to the need to calculate productivity adjustments. In this
regard, whilst adjustments might be helpful, the more that are applied,
the more theoretical and unreliable the analysis will become. It may be
preferable instead to identify a period of least disruption and, using this
as the measured mile, to show minimum likely additional loss and
expense during periods of greater disruption. This analysis will not of
itself, however, capture the initial lost productivity inherent in the
measured mile.
(b) Earned value analysis: This identifies the amount of man-hours
reasonably included in the tender allowance for completing certain
work activities and compares this with the actual man-hours for
completing those work activities. As the work activities are progressed
and the tender allowance is expended, the man-hours are earned . For
example, if the Contractor assumed in its tender allowance that it
would take 20 man-hours to pour 10 m3 of concrete, when 10 man-
hours have been expended, those man-hours have been earned and,
excluding any flawed or over-optimistic tender assumptions and
disruption events, the Contractor ought to have achieved 50% of the
concrete pour work activities. If in fact the Contractor ultimately
expended 35 hours to pour the full 10 m3 of concrete, again, excluding
any flawed or over-optimistic tender assumptions and disruption events
which are the Contractor s responsibility, the additional 15 man-hours

above the assumed 20 man-hours is the consequence of the
productivity loss. The analysis can also assess the man-hours expended
in particular periods of time. Where details of planned and actual man-
hours are not available, an earned value analysis might focus upon
cost. See paragraph 18.9 above against automatically applying original
tender assumptions.
(c) Programme Analysis: This utilises resource-loaded programmes
created using specialist software, which provide the means to allocate
and track resources including labour, plant, cost and quantities over the
life of the project. Based upon the inputs provided, the specialist
programme software assists in calculating periodic percentage
completion and earned value for impacted activities. It is therefore a
variant of earned value analysis.
(d) Work or trade sampling: This relies upon contemporaneous records
of direct works observations to determine productivity. If these records
are not available, this method is unlikely to be persuasive, although
factual witness evidence may assist. These observations, along with
adjustments to construction methods and crews, might be recorded in
tradesman questionnaires.
(e) System dynamics modelling: This is a computer simulation approach
using specialist software to produce a model of the disrupted project.
That model replicates the complex network of relationships and
interactions that influence labour productivity and rework including the
various stages of the project (design, approvals, procurement or
manufacturing, installation, construction, commissioning and taking
over), the different parts of the works, workflows and project
participants, and the direct effects of the claim events. The model
reproduces the actual labour hour expenditures (including the as-built
programme and added variations and other changes). The project is
then re-simulated in the absence of the claim items resulting in a but-
for model. The robustness of the conclusions derived from this
analysis is dependent upon: (a) the accuracy and completeness of the
source input data and hence the quality and availability of project
records; (b) the reasonableness of the analyst s judgements in
establishing the model; and (c) the transparency of the analytical
process carried out by the specialist software. Given these challenges
and the complexity and cost involved in carrying out this analysis, it is
not as commonly used as other methods in calculating loss of
productivity.
Project-comparison studies
18.17 Project-comparison studies may be relied upon when there are insufficient
records available to carry out a project-specific study. With this approach,
productivity on the disrupted project is compared to similar or analogous
projects (or similar or analogous work activities on other projects) within the
same industry where the disruption events (and hence the productivity losses)
did not occur. This approach depends on the availability of sufficient data

from the comparator projects to ensure that the comparison is on a like-for-like
basis, and to allow proper testing of alleged comparability. This approach will
not be persuasive without transparency on the data from the comparator
projects.
Industry studies
18.18 Where there is insufficient contemporaneous documentation to support a
project-specific study or project-comparison studies are not available, a
productivity-loss estimate using data developed from studies based on
industry-wide research may be of assistance, though only if these studies are
relevant to the working conditions and types of construction that applies to the
disrupted project.
18.19 Here, factors generated from industry studies (some based on empirical data;
some on non-empirical data) are relied upon to estimate lost productivity.
These factors are applied to the disrupted project s actual resource losses in
order to determine whether the level of loss measured on the disrupted project
is consistent with the factors determined in those studies. For example, for
projects that are disrupted by severe weather, these studies can provide factors
which account for changes in temperature and their effects on tradesmen
practices and productivity. Other studies address the consequences of different
project or geographical characteristics on productivity. Examples of these
industry studies are those developed by the Mechanical Contractors
Association of America (MCAA), which give different percentages applicable
for various types of disruption events according to severity, Effects of
Accelerated Working, Delays and Disruption on Labour Productivity
produced by The Chartered Institute of Building, and studies produced by the
National Electrical Contractors of America (NECA) and the U.S. Army Corps
of Engineers. Academic studies developed by university research, and
available in specialist literature, may provide further assistance.
18.20 Industry studies of these kinds, particularly where unsupported by
corroborating data from the project in question, are however liable to be
criticised as being theoretical and so should be used with caution.
Cost-based methods
18.21 Cost-based methods provide the least robust support for a disruption claim and
are often applied when lost productivity cannot be reliably calculated utilising
a productivity-based approach. These methods focus on project cost records
and seek to provide a comparison between either incurred and estimated cost,
or labour used and estimated labour, for those activities impacted by
disruption events for which the Employer is responsible.
18.22 Several formulae are available, the simplest being total labour cost expended
(by the Contractor) less total labour cost paid (by the Employer to the
Contractor), which equals total labour cost lost. However, for the reasons in
paragraph 18.6 above, this approach is unlikely to be persuasive without
further analysis. Modified formulae which exclude from the claimable costs
calculation the costs of the Contractor s tender errors and any disruption
events for which the Contractor is responsible will be more persuasive. Even if

this is done, that will still leave the Contractor advancing a global claim; the
risks associated with proceeding with a global claim are explained in the
18.23 Overall, cost-based methods may provide some assistance if there is sufficient
documentation and supporting particulars to demonstrate the reasonableness of
tender assumptions (specifically that the estimated labour man-hours were
realistic and achievable), that the actual costs incurred were reasonable and
that the costs of any events for which the Contractor is responsible have been
excluded.
18.24 Costs-based methods are unlikely to be persuasive where there are
productivity-based methods that can reasonably be deployed in the
circumstances.
Further guidance
18.25 Under appropriate circumstances, and in varying degrees, all of the methods
introduced above may support a disruption claim. The most reliable and
accurate are project-specific studies, particularly a properly implemented
measured mile analysis. An analysis which combines a productivity-based
method and a cost-based method may provide useful cross-checking where it
is proportionate to carry out two analyses. Whichever method is used for
identifying and establishing disruption and the resulting loss and expense, it is
necessary to isolate issues that are likely to have impacted productivity but
which are unrelated to the Employer s liability.
18.26 The Contractor should have regard to the guidance to Core Principle 1 in Part
B in relation to records in ensuring it maintains appropriate records which, if
necessary, can be relied upon to support a disruption claim.
18.27 Contractors sometimes assert claims for the cumulative impact of disruption
events on the basis of exponential lost productivity resulting from the
combination of individual disruption events over and above that apparently
accounted for by aggregating the lost productivity caused by each disruption
event. It is often the case that the greater the number of disruption events, the
harder it is to quantify losses with precision because of the record-keeping
challenges imposed through no fault of the Contractor, who would not have
expected these challenges when the contract was entered into.
18.28 This is an area where particular care has to be taken to address the risks
associated with global claims. However, if all causes of disruption can
genuinely be said to be the Employer s responsibility, and if the financial
consequences of those disruption events are impossible or impracticable to
distinguish, then such an approach may be valid and indeed persuasive. In
effect, the proposition being put is that the Contractor s analysis is not capable
of explaining the full extent of financial loss that has actually occurred by
reference to the individual disruption events, but that the loss, despite the
absence of any more proof, must be fully the responsibility of the Employer.

18.29 Where disruption events have caused delay or delay has caused disruption, the
Contractor may also carry out a delay analysis to support its claims. Delay
analyses are addressed in the guidance to Core Principles 4 and 11 in Part B.
19. Valuation of variations

Where practicable, the total likely effect of variations should be pre-agreed
between the Employer/CA and the Contractor to arrive at, if possible, a fixed
price of a variation, to include not only the direct costs (labour, plant and
materials) but also the time-related and disruption costs, an agreed EOT and the
necessary revisions to the programme.
19.1 Every competently drafted construction contract contains a mechanism
entitling the Employer to vary the works by addition or deletion, with a
mechanism for determining the price of the variation. The standard forms
sometimes, but not always, contain wording enabling the parties to agree in
advance of the execution of the variation, what its fixed price will be. This
practice is supported by the Protocol.
19.2 Users of design and construct forms of contract are reminded that it is essential
to have a list of rates and prices to be used in the event of change in the
Employer s requirements.
19.3 Typically, variation clauses provide that where the varied work is of a similar
character and executed under similar conditions to the original work, the
tendered contract rates should be used. Where the work is either not of a
similar character or not executed under similar conditions, the tendered
contract rates can be used, but adjusted to take account of the different
circumstances. If the work is quite dissimilar, reasonable or fair rates and
prices are to be determined. Fair or reasonable rates will generally be
reasonable direct costs plus a reasonable allowance for overheads (on and off-
site) and profit.
19.4 Under the JCT standard forms of building contract, any loss and/or expense
caused by an adverse effect on the progress of the works as a result of acts or
omissions of the Employer is to be ascertained separately from the direct cost
and associated preliminaries/overheads of an instructed variation.
19.5 Under other standard forms, prolongation compensation arising from
variations is to be valued if possible as part of the variation at or on the basis
of the rates and prices in the bill of quantities or schedule of rates, or on the
basis of a fair valuation.
19.6 It is not good practice to leave to be compensated separately at the end of the
contract the prolongation and disruption element of a number of different
variations and/or changes. This is likely to result in the Contractor presenting a
global claim, which is a practice that is to be discouraged. Where it is not
practicable to agree in advance the amounts for prolongation and disruption to
be included in variations and sums for changed circumstances, then it is
recommended that the parties to the contract do their best to agree the total
amount payable as the consequence of the variations and/or changes separately
as soon as possible after the variations are completed.

19.7 Though some standard forms of contract have a provision that where a
variation affects unvaried work, the affected unvaried work may be treated as
varied, these provisions are rarely used. The use of these provisions is
encouraged, in order to promote early agreement on the complete effect of the
variation.
20. Basis of calculation of compensation for prolongation

Unless expressly provided for otherwise in the contract, compensation for
prolongation should not be paid for anything other than work actually done,
time actually taken up or loss and/or expense actually suffered. In other words,
the compensation for prolongation caused other than by variations is based on
the actual additional cost incurred by the Contractor. The objective is to put the
Contractor in the same financial position it would have been if the Employer
Risk Event had not occurred.
20.1 Delay causes prolongation. Prolongation causes increased cost. The
recoverability of compensation for prolongation depends on the terms of the
contract and the cause of the prolongation. Obviously, any prolongation costs
resulting from Contractor Risk Events must be borne by the Contractor.
Compensation for prolongation resulting from Employer Risk Events will
primarily comprise the Contractor s extended use of time-related resources,
notably its site overheads. It is, however, not possible to say that compensation
for prolongation comprises exclusively additional time-related resources
because other types of recoverable loss may result from Employer Risk
Events.
20.2 The recovery of prolongation compensation depends on the terms of the
contract and the cause of the prolongation. Prolongation costs may be caused
by any kind of Employer Risk Event a variation, a breach of contract, or
other identified provision in the contract for example, unforeseen ground
conditions.
20.3 Whether the cause of the prolongation is governed by a provision in the
contract or a breach of contract, it is up to the Contractor to demonstrate that it
has actually suffered loss and/or expense before it becomes entitled to
compensation, unless the contract provides otherwise.
20.4 Arguments about proof of loss could be reduced or avoided altogether if the
contract contained an agreed amount per day that can be applied to each day of
prolongation. This is the reverse of the normal Employer s liquidated damages
provision. It may be necessary to have a number of different agreed amounts
to be applied depending on the stage in the project where the delay occurs.
One method of fixing the figure(s) would be for the Contractor to price a
schedule of rates with indicative quantities at tender stage.
20.5 If the prolongation is caused by a variation, then it is recommended that the
compensation for prolongation should be agreed as soon as possible after
completion of the variation and where practicable included in the valuation of
the variation (see the guidance to Core Principle 19 in Part B).

21. Relevance of tender allowances
The tender allowances have limited relevance to the evaluation of the cost of
prolongation and disruption caused by breach of contract or any other cause
that requires the evaluation of additional costs.
21.1 For prolongation or disruption compensation based on actual cost or loss
and/or expense, the tender allowances are not relevant because the Contractor
is entitled to its actual costs of the prolongation or disruption.
21.2 It is a common misunderstanding in the construction industry that if the
Contractor has made no or inadequate allowance for site overheads in its
tender, then that fact limits or removes its entitlement to compensation for
prolongation and/or disruption where the basis of recovery is actual cost
incurred. This is not correct. Under these circumstances recoverable
compensation requires the ascertainment of the actual cost of remaining on site
for the additional time. The tender allowances are therefore of little relevance
to the ascertainment of compensation under these circumstances.
21.3 The tender allowances may be a useful reference point for the evaluation of
prolongation and disruption caused by a variation, but only in those
circumstances where the different conditions or circumstances under which the
variations are carried out make it inappropriate to apply the contract rates or
prices. Notwithstanding the advice of the Protocol, there is nothing to prevent
the use of the tender allowances as a rough guide for the agreement of
prolongation costs or for checking the recovery of prolongation costs through
the value of varied work, if that is what the parties for convenience wish to do.
22. Period for evaluation of compensation

Once it is established that compensation for prolongation is due, the evaluation
of the sum due is made by reference to the period when the effect of the
Employer Risk Event was felt, not by reference to the extended period at the end
of the contract.
22.1 Liability for compensation must first be established by showing that the
prolongation has been caused by an Employer Risk Event.
22.2 Arguments commonly arise as to the time when recoverable prolongation
compensation is to be assessed: is it to be assessed by reference to the period
when the Employer Delay occurred (when the daily or weekly amount of
expenditure and therefore compensation may be high) or by reference to the
extended period at the end of the contract (when the amount of compensation
may be much lower)?
22.3 The answer to this question is that the period to be evaluated is that in which
the effect of the Employer Risk Event was felt.
22.4 If amounts of compensation per day for prolongation were pre-agreed, then the
point in time when the compensable prolongation occurred would need to be
consistent with what has been agreed.

GUIDANCE PART C: OTHER FINANCIAL
HEADS OF CLAIM
This Part sets out guidance in relation to further financial heads of claim that often
arise in the context of delay and disruption.
1. Claims for payment of interest

1.1 Some standard forms of contract make provision for the way interest, as a
component of delay and disruption compensation, is payable. Interest may also
be a component of damages if it can be shown that the loss (in the form of
additional interest paid) was actually suffered as a result of a breach of the
contract, and the loss was in the contemplation of the parties at the time of
contracting. There are also statutory rights to interest.
1.2 The following are legitimate bases for claims for interest under contracts
subject to English law, subject to express contractual provisions to the
contrary where relevant, and proof where necessary.
Interest pursuant to contract
1.3 The parties can agree in the contract the rate of interest and the circumstances
in which it will be payable. The rate may not be enforceable if it is penal in
nature (out of all proportion to the legitimate interests of the Contractor in
receiving the timely payment of compensation that is due for delay and
disruption). Various standard forms of contracts contain an express contractual
right to interest.
Interest as damages/finance charges

1.4 It is the position in most areas of business that interest payable on bank
borrowings (to replace the money due) or the lost opportunity to earn interest
on bank deposits, is quantifiable as damages where the claimant can show:
(a) that such loss has actually been suffered; and
(b) that this loss was within the reasonable contemplation of the parties at
the time of contracting.
1.5 It is recognised that, in the construction industry, it will always be in the
contemplation of the parties at the time they enter into their contract that if
deprived of money the Contractor will pay interest or lose the ability to earn
interest. Contractors therefore need only establish that the loss was actually
suffered.
Time when interest starts to run

1.6 There are often arguments as to the date on which interest on a Contractor s
claim should start to run. Contractors will argue that it should be the date on
which they incurred expenditure for which they are entitled to compensation.
Employers will say that interest should run only from the date that the

Contractor has provided all information needed to satisfy them that the
expenditure has been incurred.
1.7 The appropriate starting date will not be the same in all circumstances, but
generally the starting date for the payment of interest should be the earliest
date on which the principal sum could have become payable, which will be the
date for payment of the certificate issued immediately after the date the
Contractor applied for payment of the loss and/or expense. This will be subject
to any notice requirements in the contract. In contracts where there are no
certificates, the Protocol recommends that interest should start to run 30 days
after the date the Contractor suffered the loss and/or expense.
Statutory interest on debts

1.8 In considering claims for prolongation costs (and any other monetary claims)
the parties should be aware of the various statutory rights to interest that may
be available to an adjudicator, judge or arbitrator should they not resolve their
dispute. These statutory rights include the Late Payment of Commercial Debts
(Interest) Act 1998, section 35A of the Senior Court Act 1981, section 49 of
the Arbitration Act 1996 and the Judgments Act 1838.
2. Head office overheads and profit

2.1 This section applies to claims for compensation other than the valuation of
variations on the basis of rates and prices in the bill of quantities or schedule
of rates which include provision for head office overheads and profit.
2.2 Where there is Employer Delay to Completion, a Contractor will often include
a claim for the lost contribution to head office overheads and the lost
opportunity to earn profit (either on the project the subject of the claim or on
other projects). This is on the basis that its time-related resources have been
prolonged on the project, rather than earning revenue (including, importantly,
contribution to head office overheads and profit) on other projects from the
contract completion date.
2.3 Head office overheads can be sub-divided into: dedicated overheads which
through careful record keeping can be attributed to the specific Employer
Delay; and unabsorbed overheads (such as rent and some salaries) which are
incurred by a Contractor regardless of its volume of work. These costs, if
demonstrated, may be recoverable under the contract or, alternatively, may be
claimed as damages for a breach of contract.
2.4 Regarding the lost opportunity to earn profit, this is generally not recoverable
under the standard forms. Instead, Contractors typically frame their claim for
the lost opportunity to earn profit as a claim for damages for breach of
contract. An appropriate rate may be arrived at from the Contractor s audited
accounts for the three previous financial years closest to the Employer Risk
Events for which audited accounts have been published. If the contract does in
fact allow the recovery of a profit element in addition to any other
compensation for delay to the project the subject of the claim, the amount of
profit allowed should reflect the fact that there is no risk involved in the
earning of that profit.

2.5 Unless the terms of the contract say otherwise, a lost contribution to head
office overheads is generally recoverable as a foreseeable loss resulting from
prolongation. It may be more difficult for the Contractor to demonstrate that
the lost opportunity to earn profit was a foreseeable loss.
2.6 Before it can recover unabsorbed overheads and lost profit, the Contractor
must be able to demonstrate that it has:
(a) failed to recover the overheads and earn the profit it could reasonably
have expected during the period of prolongation; and
(b) been unable to recover such overheads and earn such profit because its
resources were tied up by Employer Risk Events.
2.7 In order to succeed in such a claim, the Contractor must demonstrate that there
was other revenue and profit earning work available which, in the absence of
the Employer Delay, would have been secured by the Contractor.
2.8 The Contractor should make all reasonable efforts to demonstrate through
records the head office overheads that it has failed to recover and the profit it
has been deprived of earning. If it is not otherwise feasible to quantify the
unabsorbed overheads and lost profit, formulae may be used (with caution) to
quantify unabsorbed overheads and lost profit once it has been successfully
demonstrated that overheads have remained unabsorbed and there is a lost
opportunity to earn profit as a result of an Employer Risk Event. The burden
of proving that it has unabsorbed overheads and lost profit always rests with
the Contractor. A formula just serves as a tool for the quantification of the loss
(also see paragraph 1.28 regarding Core Principle 1 in Part B).
2.9 The three most commonly used formulae are Hudson, Emden and Eichleay.
They are set out in Appendix A.
2.10 The use of the Hudson formula is not supported. This is because it is
dependent on the adequacy or otherwise of the tender in question, and because
the calculation is derived from a number which in itself contains an element of
head office overheads and profit, so there is double counting.
2.11 In the limited circumstances where a formula is to be used, the Protocol
prefers the use of the Emden and Eichleay formulae. However, in relation to
the Eichleay formula, if a significant proportion (more than, say, 10%) of the
final contract valuation is made up of the value of variations, then it will be
necessary to make an adjustment to the input into the formula, to take account
of the fact that the variations themselves are likely to contain a contribution to
head office overheads and profit.
2.12 The CA or, in the event of a dispute, the person deciding the dispute, should
not be absolutely bound by the results of a formula calculation. It is possible
that the use of a particular formula will produce an anomalous result because
of a particular input into it. It is suggested that the result of the use of one
formula be cross-checked using another formula. A spreadsheet to do this is
available on the Society website: https://www.scl.org.uk/resources/delay-
disruption-protocol.

2.13 The tender allowance for head office overheads and profit may be used, if that
is what the parties for convenience wish to do.
3. Claim preparation costs

3.1 Most construction contracts provide that the Contractor may only recover the
cost, loss and/or expense it has actually incurred and that this be demonstrated
or proved by documentary evidence. The Contractor should not be entitled to
additional costs for the preparation of that information, unless it can show that
it has been put to additional cost as a result of the unreasonable actions or
inactions of the CA in dealing with the Contractor s claim. Similarly,
unreasonable actions or inactions by the Contractor in prosecuting its claim
should entitle the Employer to recover its costs. The Protocol may be used as a
guide as to what is reasonable or unreasonable.

2nd edition of the Protocol
The work involved in reviewing the 1st edition and drafting the 2nd edition of the
Protocol was carried out by the following individuals:
Kim Rosenberg (Chair)
David Barry
Richard Bayfield
Chris Ennis
Keith Kirkwood
Marianne Ramey
Jeremy Winter
Thanks also to The Honourable Mrs Justice O Farrell, Deepa Khandhia and Oliver
Sangster for their contributions and support.
1st edition of the Protocol

Most of the work involved in drafting the 1st edition of the Protocol was carried out
by the following individuals:
Jeremy Winter (Chair)
Richard Bayfield
Paul Brough
Anthony Caletka
Jonathan Douglas
Peter Johnson
Stuart Jordan
Stuart Nash
Keith Pickavance
Jim Pragnell
David Richards
Thanks also to the following for their contributions, comments and support:
Paul Bennett John McGuiness
John Burgess Anthony Morgan
Mike Desmond Dan Octavian
Nigel Gamble Michael Stokes
Andrew Grantham Douglas Treacher
Keith Kirkwood Andrew Yendall
Jacqueline Mimms John Burbidge
Walter Murphy John Crane
Peter Shaw Tony Elven
John Temprell Roger Gibson
Simon Wrightson Paul Kelly
Michael Blackburne Christopher Miers
Gerlando Butera Brendan Murphy
John Dye Greg Russell
Brian Gayton Kate Sullivan
John Hammond Dennis Wiles

Drafts of the 1st and 2nd editions of the Protocol were reviewed and commented on
by many individuals and organisations. Their comments were duly studied by the
drafting committees and, where considered appropriate, have influenced the text. The
drafting committees wish to record their respective appreciation of the time and effort
devoted by all those who commented. The ultimate decision on the form and content
of the document rests with the respective drafting committees.

APPENDIX A
Definitions and glossary
This Appendix provides explanations for words and expressions used in the Protocol.
In order to make the Protocol as easy to read as possible, the use of capitalisation for
defined terms has been kept to a minimum.
acceleration
The application of additional resources or alternative construction sequences or
methodologies seeking to achieve the planned scope of work in a shorter time than
planned or execution of additional scope of work within the original planned duration.
Accepted Programme
The Protocol recommends that the Contractor be required to submit a draft
programme for the whole of the works to the CA and that this draft programme be
accepted by the CA. Once accepted by the CA, it is known in the Protocol as the
Accepted Programme.
Activity
An operation or process consuming time and possibly other resources. An individual
or work team can manage an activity. It is a measurable element of the total project
programme.
activity float
The duration contingency directly related to a single activity built into the planned
duration of that activity. Activity float is established simply by dictating an activity
duration that is greater than the actual time needed to complete that activity.
activity-on-the-node network
A network in which the nodes symbolise the activities. A precedence diagram.
as-built programme
The record of the history of the construction project in the form of a programme. The
as-built programme does not necessarily have any logic links. It can be merely a bar-
chart record of the start and end dates of every activity that actually took place. As
constructed programme has the same meaning.
as-planned versus as built windows

See paragraph 11.6(d) in Part B.
change/variation
Any difference between the circumstances and/or content of the contract works as
carried out, compared with the circumstances and/or content under which the works
are described in the contract documents as required to be or intended to have been
carried out. A change or variation may or may not carry with it a right to an EOT
and/or additional payment.
collapsed as-built
See paragraph 11.6(f) of Part B.

compensable event
Expression sometimes used to describe what in the Protocol is an Employer Risk
Event in respect of which the Contractor is entitled to compensation.
compensation
The recovery or payment of money for work done or time taken up whether by way of
valuation, loss and/or expense or damages.
completion date
See contract completion date.
concurrency
See the guidance to Core Principle 10 in Part B.
concurrent delay
See concurrency.
constructive acceleration
Acceleration following failure by the CA to recognise that the Contractor has
encountered Employer Delay for which it is entitled to an EOT and which failure
required the Contractor to accelerate its progress in order to complete the works by
the prevailing contract completion date. This situation may be brought about by the
Employer s denial of a valid request for an EOT or by the CA s late granting of an
EOT. This is rarely recognised under English law.
Contract Administrator (CA)

The person responsible for administration of the contract, including certifying what
extensions of time are due, or what additional costs or loss and expense is to be
compensated. Depending on the form of contract the person may be referred to by
such terms as Employer s Agent, Employer s Representative, Contract Administrator,
Project Manager or Supervising Officer or be specified as a particular professional,
such as the Architect or the Engineer. The contract administrator may be one of the
Employer s employees or the Employer itself.
contract completion date

The date by which the Contractor is contractually obliged to complete the works,
taking account of the award of any EOTs. As well as being an overall date for
completion, the contract completion date may be the date for completion of a section
of the works or a milestone date. The expression completion date is sometime used
by Contractors to describe the date when they plan to complete the works (which may
be earlier than the contract completion date). The Protocol avoids this confusion by
using the expression contract completion date .
Contractor
The party responsible for carrying out the works is generally referred to as the
Contractor . The Protocol is applicable to sub-contracts as well as main contracts, so
when it is being applied to a sub-contract, it is the sub-contractor that is being referred
to as the Contractor in the Protocol.

Contractor Delay
Expression commonly used to describe any delay caused by a Contractor Risk Event.
The Protocol distinguishes between: Contractor Delay to Progress which is a delay
which will merely cause delay to the Contractor s progress without causing a contract
completion date not to be met; and Contractor Delay to Completion which is a delay
which will cause a contract completion date not to be met.
Contractor Delay to Completion

See Contractor Delay.
Contractor Delay to Progress

See Contractor Delay.
Contractor Risk Event

An event or cause of delay or disruption which under the contract is at the risk and
responsibility of the Contractor.
Contractor’ s planned completion date

The date shown on the Contractor s programme as being the date when the Contractor
plans to complete the works under the contract.
critical delay
See critical path.
critical path
The longest sequence of activities through a project network from start to finish, the
sum of whose durations determines the overall project duration. There may be more
than one critical path depending on workflow logic. A delay to progress of any
activity on the critical path will, without acceleration or re-sequencing, cause the
overall project duration to be extended, and is therefore referred to as a critical
delay .
critical path analysis (CPA)

The process of analysing the critical and near critical activities in a CPM programme
to manage progress, balance resource allocations and ascertain delays or acceleration
to the date for completion or the completion date of the works, a section or a
milestone.
critical path method (CPM)

The methodology or management technique that, through the use of calculation rules
(usually automatically carried out by programming software), determines the critical
path and calculates float.
culpable delay
Expression sometimes used to describe what the Protocol calls Contractor Delay.
date for completion

The date by which the contractor is expected to complete the works, which may be
earlier or later than the contract completion date.

delay event
An event or cause of delay, which may be either an Employer Risk Event or a
Contractor Risk Event.
Delay to Completion
In common usage, this expression may mean either delay to the date when the
contractor planned to complete its works, or a delay to the contract completion date.
The Protocol uses the expressions Employer Delay to Completion and Contractor
Delay to Completion, both of which mean delay to a contract completion date - see
their definitions.
Delay to Progress
In the Protocol, this means a delay which will merely cause delay to the Contractor s
progress without causing a contract completion date not to be met. It is either an
Employer Delay to Progress or a Contractor Delay to Progress.
disruption
See paragraph 5 in Part A and the guidance to Core Principle 18 in Part B.
disruption event
An event or cause of disruption.
duration
Duration is the length of time needed to complete an activity. The time period can be
determined inductively, by determining the start and finish date of an activity or
deductively by calculation from the time necessary to expend the resources applied to
the activity.
Employer
The Employer is the party under the contract who agrees to pay for the works. In
some of the standard forms, the party who agrees to pay for the works is referred to as
the Developer, the Owner, the Client or the Authority. The Protocol is applicable to
sub-contracts as well as main contracts, so when it is being applied to a sub-contract,
it is the main contractor that is being referred to as the Employer in the Protocol.
Employer Delay
Expression commonly used to describe any delay caused by an Employer Risk Event.
The Protocol distinguishes between: Employer Delay to Progress which is a delay
which will merely cause delay to the Contractor s progress without causing a contract
completion date not to be met; and Employer Delay to Completion which is a delay
which will cause a contract completion date not to be met.
Employer Delay to Completion

See Employer Delay.
Employer Delay to Progress

See Employer Delay.

Employer Risk Event
An event or cause of delay or disruption which under the contract is at the risk and
responsibility of the Employer.
excusable delay
Expression sometimes used to describe what in the Protocol is an Employer Delay in
respect of which the Contractor is entitled to an EOT.
extension of time (EOT)

Additional time granted to the Contractor to provide an extended contractual time
period or date by which work is to be, or should be completed and to relieve it from
liability for damages for delay (usually liquidated damages).
float
The time available for an activity in addition to its planned duration. See free float and
total float. Where the word float appears in the Protocol, it means positive not
negative float, unless expressly stated otherwise.
free float
The amount of time that an activity can be delayed beyond its early start/early finish
dates without delaying the early start or early finish of any immediately following
activity.
Gantt chart
Bar chart named after the originator, Henry Gantt.
global claim
A global claim is one in which the Contractor seeks compensation for a group of
Employer Risk Events but does not or cannot demonstrate a direct link between the
loss incurred and the individual Employer Risk Events.
hammock
An activity representing the period from the start of an activity to the completion of
another. Sometimes used as a way of summarising the duration of a number of
activities in a programme as one single duration. See also level of effort .
hanging activity
An activity not linked to any preceding or successor activities. It is the same as
dangling activity.
head office overheads

Head office overheads are the incidental costs of running the Contractor s business as
a whole and include indirect costs which cannot be directly allocated to production, as
opposed to direct costs which are the costs of production. Amongst other things, these
overheads may include such things as rent, rates, directors salaries, pension fund
contributions and auditors fees. In accountancy terms, head office overheads are
generally referred to as administrative expenses, whereas the direct costs of
production are referred to as costs of sales.

head office overheads & profit formulae
Hudson formula
Overheads & profit x contract sum x period of delay
100 contract period
Overheads & profit: head office overheads and profit percentage in tender.
Emden formula
Overheads & profit x contract sum x period of delay
100 contract period
Overheads & profit: head office overheads and profit percentage (actual).
Eichleay formula
Step 1: establish the head office overhead costs attributable to the contract as
follows: divide the final contract sum (excluding the claim for head office
overhead) by the total revenue for the contract period, then multiply the result
by the total head office overhead costs incurred during the actual period of
performance of the contract.
Step 2: divide the figure resulting from Step 1 by the number of days of actual
performance of the contract, to establish a daily rate.
Step 3: Multiply the figure resulting from Step 2 by the number of days
compensable delay.
impact
The effect that a change has on an activity or the effect that a change to one activity
has on another activity.
impacted as-planned analysis

See paragraph 11.6(a) in Part B.
key date
Expression sometimes used to describe a date by which an identifiable
accomplishment must be started or finished. Examples include power on , weather-
tight or the start or completion of phases of construction or of phases or sections of
the contract, or completion of the works.
lag
Lag in a network diagram is the minimum necessary lapse of time between the finish
of one activity and the finish of another overlapping activity. It may also be described
as the amount of time required between the start or finish of a predecessor task and
the start or finish of a successor task. (See logic links)
lead
The opposite of lag, but in practice having the same meaning. A preceding activity
may have a lag to a successor activity from the perspective of the successor activity,
that is a lead.

level of effort
A special activity type in programming software with unique qualities for duration.
The software calculates the duration of a level of effort activity based on dates from
its predecessor(s) and successor(s) rather than having a duration assigned to the
particular activity. They are supposed to be used for support work, such as meetings,
which occur during the timeframe of the predecessors and successors. In practice,
they are sometimes also used in the older context of hammocks but are not in fact a
hammock.
liquidated and ascertained damages, liquidated damages, LADs, LDs

A fixed sum, usually per week or per day, written into the contract as being payable
by the Contractor in the event that the works are not completed by the contract
completion date (original or extended).
logic links
The common logic links are as follows:
Finish-to-start
The convention in Figure 1 shows the normal sequential relationship of one
activity following another. Activity B cannot start until activity A has finished.
Figure 1 finish-to-start relationship

Lagged finish-to-start
In Figure 2, below, d implies a normal lag relationship between activities A
and B; that is, B cannot start until d days have elapsed after activity A has
finished. An example of this might be the curing time of concrete between
completion of the pour and the commencement of further work on the
concrete.
Figure 2 lagged finish-to-start relationship

Start-to-start
In the relationship at Figure 3, below, activity B cannot start until activity A
has started or perhaps, more accurately, activity B can start at the same time as
activity A but not before it.
Figure 3 start-to-start relationship

Lagged start-to-start
In Figure 4, d indicates a start-to-start relationship with the delay imposed
showing that activity B cannot start until the period d has elapsed after
activity A has started. This convention provides one of the facilities to overlap
the execution of activities.
Figure 4 lagged start-to-start relationship

Finish-to-finish
In the example at Figure 5 of a finish-to-finish relationship, activity B cannot
finish until activity A has finished. It implies that B can finish at the same time
as A, but not before it.
Figure 5 finish-to-finish relationship

Lagged finish-to-finish
In Figure 6 below, d indicates a finish-to-finish relationship but with a delay,
i.e. activity B cannot finish until d days (or whatever time units have been
used) have elapsed after activity A has finished. This convention provides a
second means of overlapping timing of activities.
Figure 6 lagged finish-to-finish relationship

Lagged start and finish
There may be occasions where a lag is required both on the start and finish of
related activities. This is achieved by the convention shown below at Figure 7,
that is, activity B cannot start until d days after activity A has started and
activity B cannot finish until t days after activity A has finished.
Figure 7 lagged start and finish relationship

Negative lag
The arrangement or sequence in which the successor activity is allowed to
start chronologically before the predecessor activity has been completed.
Below, activity B cannot start until 4 days before A is planned to finish.
-4
Figure 8 negative lag

method statement
A written description of the Contractor s proposed manner of safely carrying out the
works or parts thereof, setting out assumptions underlying the chosen method and the
reasoning behind the approach to the various phases of construction. It should include
details of key resources, including labour and plant.
milestone
A key event selected for its importance in the project. Commonly used in relation to
progress, a milestone is often used to signify a key date.
mitigation
Mitigate means making less severe or less serious. In connection with Delay to
Progress or Delay to Completion, it means minimising the impact of the Risk Event.
In relation to disruption or inefficient working, it means minimising the disruption or
inefficiency. Failure to mitigate is commonly pleaded as a defence or partial defence
to a claim for delay or disruption. Acceleration is a subset of mitigation.
must start / must finish

Most project management software allows the planner to specify that an activity must
start or must finish on a specific date. Using the software in this way restricts the
ability of the programme to react dynamically to change on the project.
negative lag
See logic links above.
negative total float

Expression sometimes used to describe the time by which the duration of an activity
or path has to be reduced in order to permit a limiting imposed date to be achieved.
Negative float only occurs when an activity on the critical path is behind programme.
It is a programming concept, the manifestation of which is, of course, delay.
non-compensable event
Expression sometimes used to describe what the Protocol calls a Contractor Risk
Event.
non-excusable delay
Expression sometimes used to describe what the Protocol calls Contractor Delay.
Path
An activity or an unbroken sequence of activities in a project network.
PERT
Programme Evaluation and Review Technique: a programming technique, similar to
critical path analysis, but whereby the probability of completing by the contract
completion date is determined and monitored by way of a quantified risk assessment
based on optimistic, pessimistic and most likely activity durations.
planned completion date

See Contractor s planned completion date.

Practical Completion
The completion of all the construction work that has to be done, subject only to very
minor items of work left incomplete. It is generally the date when the obligation to
insure passes from the Contractor to the Employer and the date from which the
defects liability period runs. This is the term used under the Joint Contracts Tribunal
(JCT) family of contracts. In the International Federation of Consulting Engineers
(FIDIC) forms it is referred to as Substantial Completion.
precedence diagram
A multiple dependency, activity-on-node network in which a sequence arrow
represents one of four forms of precedence relationship, depending on the positioning
of the head and the tail of the sequence arrow. (See logic links)
programme
A tool that divides the works into a series of activities, each with a duration and logic
links to preceding and succeeding activities, forming a network of activities. The
programme may be depicted in a number of different forms, including a Gantt or bar
chart, line-of-balance diagram, pure logic diagram, time-scaled logic diagram or as a
time-chainage diagram, depending on the nature of the works. Otherwise known as
the schedule. This term should not be confused with program , being the software
used to generate the programme.
programme narrative
A written explanation of the assumptions underlying the Accepted Programme (or the
Updated Programme), its key resources, sequencing restraints, critical path, risks,
exclusions/exceptions, and execution strategy.
prolongation
The extended duration of the works during which time-related costs are incurred as a
result of a delay.
resource
Expression used to describe any variable capable of definition that is required for the
completion of an activity and may constrain the project. This may be a person, item of
equipment, service or material that is used in accomplishing a project task.
resource levelling
Expression used to describe the process of amending a schedule to reduce the
variation between maximum and minimum values of resource requirements. The
process removes peaks, troughs and conflicts in resource demands by moving
activities within their early and late dates and taking up float. Most project planning
software offers an automated resource-levelling routine that will defer the
performance of a task within the imposed logical constraints until the resources
assigned to the tasks are available.
retrospective longest path analysis

See paragraph 11.6(e) in Part B.

revised programme
A programme that demonstrates how Delay to Completion will be recovered. It
should utilise the latest Updated Programme as its starting point. If accepted by the
CA, it replaces the former Accepted Programme as the tool for monitoring actual
progress.
Risk Event
See Employer Risk Event and Contractor Risk Event.
rolling wave programming

This is a method of planning where details of the programme are elaborated as the
project proceeds. This method assumes that the detailed plan for specific activities in
the future will be developed closer to the time when those activities are to be
executed.
schedule
Another name for the programme.
slack
Another name for total float.
sub-network
A group of activities or durations, logically linked. In the Protocol it is to be used to
illustrate the work flowing directly from an Employer Risk Event.
Substantial Completion
See Practical Completion.
time impact analysis

See paragraphs 4.12 and 11.6(b) in Part B.
Time Risk Allowance

The additional time included by the Contractor within the allocated duration for an
activity in a programme to allow for risks which are its responsibility under the
contract. This is a contingency measure. The allowance can be zero.
time slice analysis

See paragraph 11.6(c) in Part B.
total float
The amount of time that an activity may be delayed beyond its early start/early finish
dates without delaying the contract completion date.
Updated Programme
In the Protocol the Updated Programme is the Accepted Programme updated with all
progress achieved and any revised logic or constraints. The final Updated Programme
should depict the as-built programme.
works
The scope of works to be completed by the Contractor under the contract.

APPENDIX B
Record types and examples
The guidance to Core Principle 1 in Part B of the Protocol concerns record keeping.
This Appendix lists the typical records within each of the six categories described
(programme, progress, resource, costs, correspondence and administration, and
contract and tender documents) and the principal reasons for keeping those records
to facilitate managing progress of the works and the resolution of delay and
disruption claims.
1. Programme records
1.1 These records set out the Contractor s plan for carrying out the works and,
upon being updated, record the progress status of the works at the agreed
intervals and upon completion of the works. There are a number of sub-
categories of programme records as set out below.
1.2 Programmes: typically there are multiple programmes created and maintained
in relation to the works as follows:
(a) tender programmes;
(b) Contractor s proposed programmes (submitted for the purposes of
acceptance as the Accepted Programme);
(c) Accepted Programme;
(d) Updated Programmes (the last of which should be an as-built
programme);
(e) proposed revised programmes submitted by the Contractor;
(f) detailed short term look ahead programmes; and
(g) the Contractor s internal target programmes.
1.3 Also, there are supplemental detailed programmes or programming
information in a suitable format (such as CPM, line of balance or time location
analysis, tabular spreadsheet, or database) for:
(a) design;
(b) approvals (including the CA s approvals and public authority
approvals);
(c) procurement or manufacturing;
(d) delivery;
(e) installation;
(f) construction of key aspects of the works; and
(g) testing and commissioning.

1.4 Explanatory records: these explain in words, graphics, and spreadsheets key
considerations and assumptions underpinning the programmes (in particular
the Accepted Programme). These records are used to establish the
Contractor s plan in detail and explain the activities in the programmes and
how their durations, logic and sequences were determined. Examples include:
(a) programme narrative (setting out the assumptions underpinning the
Contractor s proposed programme including, at a minimum, key
resources, risks, sequencing restraints, and the critical path);
(b) narrative of each Updated Programme or proposed revised programme
describing key changes to the sequence of the works or as-built data
from the last Updated Programme, and the critical path, along with
identification of any delay or disruption events impacting progress;
(c) progress curves for costs, resources and physical construction;
(d) tabular report of milestone dates scheduled, forecast and actual;
(e) as-built database for each activity in the Accepted Programme (cross-
referenced to the progress records listed under category 2 below);
(f) Building Information Modelling (BIM) files where BIM is being
utilised for the works; and
(g) Marked-up drawings and sketches showing the anticipated completion
and as-built dates for parts of the works.
2. Progress records
2.1 These records identify the progress of the works at a particular time. There are
a number of sub-categories of progress records as set out below.
2.2 Raw data records: these are records which ought to be compiled on a regular
basis, normally daily for anything other than very small projects, which record
how relevant parts of the works are being carried out. They are at the heart of
establishing progress achieved before, during, and after periods of delay or
disruption. Below are examples of these records:
(a) reports (for each major work area recording weather conditions,
manpower, deliveries of key materials, discovery of adverse site
conditions, working hours, major plant and equipment used, and work
activities underway);
(b) health, safety, environmental and/or security issues log;
(c) obstruction data (recording obstructions or impediments to planned
progress at specific work fronts, clearly identifying the obstruction
start and finish date, daily status at the work front, and the area of the
works and programme activities impacted);
(d) evidence of area handovers between contractors/others, clearly
identifying which contractor/other party is in possession of each work
area at what time;

(e) geological mapping records;
(f) inspection requests/inspection reports;
(g) site test records;
(h) testing and commissioning records (including certificates);
(i) web cam footage; and
(j) progress photographs (with date taken and if possible GPS
coordinates).
2.3 Compiled records: these are records prepared from the raw data records and
programme records. Compiled records set out a summary and interpretation of
the raw data and the conclusions to be drawn. These include:
(a) detailed monthly progress reports (which are required as a minimum in
terms of progress reporting);
(b) weekly progress reports setting out the following:
(i) overview of progress in the main work areas (including design
and procurement or manufacturing);
(ii) work status in each area of the works (covering the relevant
programme activities underway);
(iii) illustrations of progress achieved (such as drawing of pile
locations with piles completed colour coded, level and section
of concrete cast, and so on); and
(iv) weather reports issued from a reliable and relevant source
(preferably on site).
2.4 Procurement records: these establish the procurement of materials and
permanent equipment for the works and are required to demonstrate timely
provision of such materials and equipment to support the Accepted
Programme. Examples include:
(a) quotations from sub-contractors and suppliers;
(b) supplier contracts (including any amendments);
(c) shipment records; and
(d) delivery records.
3. Resource records
3.1 Resource records document the labour, materials and equipment utilised on the
works.
3.2 Labour and equipment allocation records set out on a daily basis in which
areas specific labour and equipment worked and should correspond to, at least
at a high level, the programme activities.

3.3 Equipment records should indicate if the equipment was active or inactive. If a
piece of equipment was inactive, the records should explain the reason, such
as undergoing routine maintenance. Where equipment is shared, this should be
noted, along with the available hours.
3.4 A log of major materials deliveries should also be kept, which identifies the
quantities of key materials available for use in the works.
4. Costs records
4.1 Costs records demonstrate the costs incurred in carrying out the works and
assist in substantiating amounts claimed in delay and disruption claims. These
records should be kept in the normal course of business and should be project
specific.
4.2 An accounting and cost allocation system for the works should be established
from the outset to split costs into the following headings as a minimum:
(a) management;
(b) labour;
(c) plant;
(d) materials;
(e) sub-contractors; and
(f) non-staff overheads.
4.3 Costs records include:
(a) internal cost reports;
(b) cost value reconciliation reports (or similar);
(c) payroll records;
(d) time sheets;
(e) labour agreements;
(f) monthly payment applications;
(g) regarding sub-contractors:
(i) sub-contract agreements;
(ii) sub-contractor correspondence;
(iii) claims made by sub-contractors and responses;
(iv) sub-contractor applications for payment; and
(v) details of all payments made to sub-contractors.
(h) regarding suppliers:

(i) supply agreements;
(ii) supplier correspondence;
(iii) claims made by suppliers and responses;
(iv) supplier invoices; and
(v) details of all payments made to suppliers.
(i) regarding the Contractor specifically, this includes the following head
office records:
(i) financial statements documenting annual head office general
and administrative costs and revenue;
(ii) business plans for generating profit;
(iii) records regarding tendering history;
(iv) records regarding tendering opportunities; and
(v) internal meeting minutes to review future tendering
opportunities and staff availability.
4.4 Any audited accounts should be retained.
4.5 Copies of all invoices should be kept in an easily retrievable filing system
preferably with electronic copies.
5. Correspondence and administration records

5.1 This category refers to written communications regarding the management of
the works and contract administration, along with registers of material
communications. There are a number of sub-categories as set out below.
5.2 Letters / emails: this covers:
(a) letters and material emails between parties involved in the works; and
(b) other emails (including internal emails).
5.3 Contract management: this covers all notices or documents issued under the
contract (with the exception of letters/emails and claims related records).
Examples include the following:
(a) CA instructions and confirmation of instructions;
(b) early warning notices (and their close out);
(c) variations/change requests or proposals;
(d) bonds, insurance documents or guarantees; and
(e) all other documents issued under or required by the contract (other than
claims related records).

5.4 Technical: these records are the technical documentation submitted during the
course of the works, along with the final documentation submitted by the
Contractor. Technical records encompass the design, procurement and
manufacturing, and construction methods for the works. Technical
documentation is needed to demonstrate compliance by the Contractor with
the contract drawings and specifications and the Employer s requirements.
They are also needed to document any changes. Examples include the
following:
(a) submission logs (including date of submission, date of response, status,
and follow up required) and the underlying documentation for:
(i) design drawings and calculations;
(ii) method statements;
(iii) sub-contractor approval requests;
(iv) material submittals;
(v) shop drawings; and
(vi) requests for information and responses.
(b) approvals by the CA;
(c) agendas for and minutes of meetings (including requests for
amendments by the party(ies) not issuing the minutes). The types of
meetings for which there may be agendas and minutes include the
following:
(i) design;
(ii) construction progress;
(iii) programme review;
(iv) management;
(v) health & safety, environmental and security; and
(vi) quality;
(d) deficiency/non-compliance notices (and their close out);
(e) as-built drawings/documents; and
(f) operations and maintenance manuals.
5.5 Milestones: these are written communications regarding milestones being
achieved and include:
(a) taking over certificates/snagging lists;
(b) the Contractor s request for a certificate that the works are complete
(and the CA s response including a report on any areas of disagreement

with the Contractor s request for a certificate that the works are
complete); and
(c) the CA s certificate that the works are complete.
5.6 Claims: Examples of these records are as follows:
(a) EOT claims/responses (including the CA s determinations);
(b) claims for additional payment/responses (including the CA s
determinations);
(c) notices of dissatisfaction with determinations;
(d) referrals to further stages of the dispute resolution procedure; and
(e) documents produced for the purposes of further stages of the dispute
resolution procedure.
5.7 Delay and disruption claims should be supported by proper particulars and
substantiation so that the CA can understand the claim and how any other
delay and disruption events might impact upon the time and costs being
claimed. This substantiation should include appropriate programming
analyses.
6. Contract and tender documents

6.1 The contract and tender documents are key source documents for establishing
entitlement and the quantum of compensation for delay and disruption events.
They establish the Contractor s requirements in carrying out the works and the
assumed baseline in terms of time and costs for carrying out the works.
6.2 Contract documents typically include:
(a) contract agreement (which is the overarching document signed by the
parties);
(b) correspondence relating to the contract negotiations (including any
letter of intent and letter of award);
(c) conditions of contract (general conditions and special/particular
conditions);
(d) specifications and the Employer s requirements;
(e) drawings;
(f) schedule of prices or bills of quantities; and
(g) the Contractor s tender submission and any clarifications to that
submission.
6.3 The order of priority in case of conflict between the documents should be set
out in the contract agreement.

6.4 Tender documents consist of documents produced or issued by both the
Employer and the Contractor pre-contract and include the following:
(a) instructions issued by the Employer to tenderers, including a draft copy
of the contract;
(b) any clarifications issued by the Employer regarding those instructions
or the draft contract;
(c) submissions from all tenderers (technical and commercial
submissions), including the Contractor s submission, and all
clarifications to those submissions;
(d) the Contractor s tender build-up (including all estimating information);
(e) the Employer s tender evaluation; and
(f) the Employer s calculations for any liquidated damages rates in the
contract.

‘ The object of the Society
is to promote the study and understanding of
construction law amongst all those involved
in the construction industry’
M EM BERSHI P/ADM I NI STRATI ON ENQUI RI ES

Jill Ward,
234 Ashby Road, Hinckley
Leics LE10 1SW
tel: 07730 474074
email: admin@scl.org.uk
website: www.scl.org.uk

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© Society of Construction Law 2017

SCL Delay and Disruption Protocol 2nd Edition: February 2017

SCL Delay and Disruption Protocol 2nd Edition: February 2017

SCL Delay and Disruption Protocol 2nd Edition: February 2017

SCL Delay and Disruption Protocol 2nd Edition: February 2017 1

SCL Delay and Disruption Protocol 2nd Edition: February 2017 2

SCL Delay and Disruption Protocol 2nd Edition: February 2017 3

SCL Delay and Disruption Protocol 2nd Edition: February 2017 4

1. Programme and records

3. Contractual procedural requirements

4. Do not ‘ wait and see’ regarding impact of delay events

SCL Delay and Disruption Protocol 2nd Edition: February 2017 5

7. Incremental review of EOT

8. Float as it relates to time

10. Concurrent delay – effect on entitlement to EOT

SCL Delay and Disruption Protocol 2nd Edition: February 2017 6

12. Link between EOT and compensation

13. Early completion as it relates to compensation

14. Concurrent delay – effect on entitlement to compensation for

15. Mitigation of delay and mitigation of loss

SCL Delay and Disruption Protocol 2nd Edition: February 2017 7

17. Global claims

18. Disruption claims

19. Valuation of variations

20. Basis of calculation of compensation for prolongation

21. Relevance of tender allowances

22. Period for evaluation of compensation

SCL Delay and Disruption Protocol 2nd Edition: February 2017 8

SCL Delay and Disruption Protocol 2nd Edition: February 2017 10

SCL Delay and Disruption Protocol 2nd Edition: February 2017 11

1. Programme and records

SCL Delay and Disruption Protocol 2nd Edition: February 2017 12

SCL Delay and Disruption Protocol 2nd Edition: February 2017 13

Format and storage of records

SCL Delay and Disruption Protocol 2nd Edition: February 2017 14

SCL Delay and Disruption Protocol 2nd Edition: February 2017 15

SCL Delay and Disruption Protocol 2nd Edition: February 2017 16

SCL Delay and Disruption Protocol 2nd Edition: February 2017 17

SCL Delay and Disruption Protocol 2nd Edition: February 2017 18

SCL Delay and Disruption Protocol 2nd Edition: February 2017 19

SCL Delay and Disruption Protocol 2nd Edition: February 2017 20

SCL Delay and Disruption Protocol 2nd Edition: February 2017 21

SCL Delay and Disruption Protocol 2nd Edition: February 2017 22

3. Contractual procedural requirements

4. Do not ‘ wait and see’ regarding impact of delay events

SCL Delay and Disruption Protocol 2nd Edition: February 2017 23

Contemporaneous analysis of delay

SCL Delay and Disruption Protocol 2nd Edition: February 2017 24

SCL Delay and Disruption Protocol 2nd Edition: February 2017 25

5. Procedure for granting EOT

SCL Delay and Disruption Protocol 2nd Edition: February 2017 26

7. Incremental review of EOT

SCL Delay and Disruption Protocol 2nd Edition: February 2017 27

SCL Delay and Disruption Protocol 2nd Edition: February 2017 28

SCL Delay and Disruption Protocol 2nd Edition: February 2017 29

SCL Delay and Disruption Protocol 2nd Edition: February 2017 30

Dealing with concurrent delay

SCL Delay and Disruption Protocol 2nd Edition: February 2017 31