NEC4 ECC PN (7-2023) (Clean)

Development Bureau
NEC
Collaboration
PRACTICE NOTES
New Engineering Contract (NEC)
Engineering and Construction Contract (ECC)
for Public Works Projects in Hong Kong
Development Bureau
Practice Notes for New Engineering Contract (NEC)

– Engineering and Construction Contract (ECC) for
Public Works Projects in Hong Kong
July 2023
Practice Notes for NEC – ECC for Public Works Projects in Hong Kong
Contents
1 EXECUTIVE SUMMARY .......................................................................................................... 3
1.1 PURPOSE OF THE PRACTICE NOTES ......................................................................... 3
1.2 KEY TOPICS OF THE PRACTICE NOTES.................................................................... 3
2 BACKGROUND .......................................................................................................................... 6
2.1 THE HISTORY OF NEC IN HONG KONG .................................................................... 6
2.2 DIFFERENT EDITIONS OF NEC.................................................................................... 7
3 GENERAL INFORMATION OF NEC CONTRACTS ............................................................... 8
3.1 SELECTION OF CONTRACT (ECC/TSC/PSC) ............................................................. 8
PART A – ENGINEERING AND CONSTRUCTION CONTRACT (ECC) ................................... 12
A4 PRACTICE NOTES FOR PRE-TENDER STAGE ...................................................................12
A4.1 PREPARATION OF TENDER DOCUMENTS ............................................................. 12
A4.2 GUIDELINES FOR CHOICE OF OPTION....................................................................21
A4.3 ORGANISATION / SET-UP OF THE TEAM FOR NEC CONTRACTS .................... 36
A4.4 GUIDELINES FOR DETERMINATION OF PAIN/GAIN SHARE MECHANISM OF
TARGET CONTRACTS ................................................................................................. 39
A4.5 PRE-TENDER ESTIMATE (PTE) AND CONTINGENCIES ....................................... 41
A4.6 PRE-BID ARRANGEMENT UNDER TARGET CONTRACTS .................................. 44
A5 PRACTICE NOTES FOR TENDER STAGE ...........................................................................47
A5.1 BRIEFING TO POTENTIAL TENDERERS .................................................................. 47
A5.2 POINTS TO NOTE FOR TENDER ASSESSMENT ...................................................... 47
A6 PRACTICE NOTES FOR CONTRACT STAGE .....................................................................52
A6.0 BUILDING UP A PARTNERING TEAM .....................................................................52
A6.1 CONTROL OF TIME .....................................................................................................54
A6.2 CONTROL OF COST .................................................................................................... 67
A6.3 COMPENSATION EVENTS ......................................................................................... 99
A6.4 CONTROL OF QUALITY .......................................................................................... 113
A6.5 SUBCONTRACTING ................................................................................................. 116
A6.6 COST SAVINGS DESIGN ......................................................................................... 123
A6.7 PROPOSAL ON INNOVATION AND TECHNOLOGY .......................................... 124
A6.8 NEC PERFORMANCE MONITORING .................................................................... 125
A6.9 RISKS / LIABILITIES AND INSURANCE .............................................................. 125
A7 KNOWLEDGE SHARING AMONG NEC USERS............................................................... 126
Development Bureau 2
1 EXECUTIVE SUMMARY
1.1 PURPOSE OF THE PRACTICE NOTES
1.1.1 To cater for the wider adoption of New Engineering Contract (NEC) form in public
works projects in the coming years, the Development Bureau (DEVB) promulgates this Practice
Notes to facilitate the Project Offices of the Works Departments (WDs) in the administration and
management of NEC procurement for their projects. This Practice Notes is intended to be a living
document and will be updated from time to time on a need basis. This Practice Notes aims to provide
guidance, performance benchmarking and alignment of practices of the Project Offices of WDs in the
preparation and administration of public works projects and consultancy agreements using the NEC
form. The NEC form includes the Engineering and Construction Contract (ECC), Term Service
Contract (TSC) and Professional Services Contract (PSC) which will be covered by three different
Parts of this Practice Notes.
1.2 KEY TOPICS OF THE PRACTICE NOTES
1.2.1 Part A of this Practice Notes focuses on common challenges encountered by the
Project Offices at pre-tender and tender stages and the practical issues in managing NEC ECC projects
during construction, with due considerations to the prevailing Government guidelines and procedures.
Of the comprehensive coverage in this Practice Notes, the following are key topics that warrant
special attention of the Project Offices:
a. Option Selection
Considerations in the detailed evaluation of the main Options are included in Section
A4.2 for reference by the Project Offices.
b. Pain/Gain Share Mechanism for Target Contracts

50:50 split of pain / gain for the first 10% of over spending (i.e. the
Employer’s/Client’s expenditure is normally capped at 105% of the final target cost)
and for all range of under spending is recommended. Nevertheless, the Project
Offices may adjust the recommended mechanism to suit their project situations as
detailed in Section A4.4.
c. Cost Savings Design and Alternative Proposals

For Options C and D, the target cost should remain unchanged. Where there is any
Project Manager’s cost or addition in future operation and maintenance (O&M) cost
due to the Cost Savings Design, such costs will be deducted from the sum due to the
Contractor. For all Options, upon Completion of the whole of the works, the
Contractor’s share in the agreed construction cost savings due to the Cost Savings
Design, after the deduction of the total of the Project Manager’s cost and any
addition in future O&M cost, will be paid to the Contractor.
d. Preparation of Pre-tender Estimates, Contingency Sums and Provisional Sums

for NEC Contracts
Guidelines on preparing pre-tender estimates (PTE), contingency sums and
provisional sums for NEC contracts are outlined in Section A4.5. The guidelines try
to unify the approach to derive the PTE, contingency sums and provisional sums for
different main Options.
e. Facilitating Healthy Financial Management under Target Contracts

To address the potential issue of “negative cash flow” for Options C and D, NEC3
clause 11.2(29) / NEC4 clause 11.2(31) is amended by extending the period for
which the Project Manager forecasts the total Defined Cost that will have been paid
by the Contractor to “up to one week after the next assessment date” in the
assessment of interim payments. Such estimated amount includes payments due to
People, Plant and Materials, Equipment etc. (i.e. the cost components in the Schedule
of Cost Components) and needs to be substantiated by proof, such as invoices at the
payment application, and evidence of payment made as forecast in the following
payment application. Sections A6.2.1.16 and A6.2.1.27 refer.
f. Payment Checking for Target Contracts

Sample checking for smaller value items (i.e. items less than $0.3M and not related
to payment for People, insurance and subcontracts) is introduced to ensure that
adequate control of payment is in place, while keeping the resource requirement from
the Project Offices on payment checking to a more reasonable level. Sections
A6.2.2.5 to A6.2.2.9 refer.
g. Equitable Risk Allocation and Management of Compensation Events

Grounds for compensation events, including the recommendation on whether the
events should be compensated with both time and money, or time only, are included
in Section A6.3.1. In general, we consider that the time and money entitlement of the
default NEC principle may be adopted if appropriate, except for events such as
weather events (excluding severe weather events for Options C and D), utility
interference, prevention events, shortage of labour, etc. as amended in the Library of
Standard Amendments in NEC ECC.
h. Building up a Partnering Culture

Good practices adopted in previous NEC projects, such as the setting up of joint site
office, champion group meetings, organization of partnering workshops, etc. are
introduced in Sections A4.3.1.3, A4.3.1.4 and A6.0.
i. Drafting of Tender Documents

The set of standard amendments to NEC clauses (Library of Standard Amendments
to NEC ECC), additional conditions of contract (Z clauses), General and Special
Conditions of Tender, Notes to Tenderers, and sample templates of Contract Data
Part one and Part two, Grand Summary of the activity schedule / bill of quantities,
General Particulars and Preambles to Specifications for the Works Information /
Scope, Preambles to the activity schedule, General Preambles to the bill of quantities,
Form of Tender and Articles of Agreement are posted on the DEVB’s website under
the heading “New Engineering Contract (NEC) – Engineering and Construction
Contract (ECC) Documents” in “Standard Contract Documents” of the “Publications”
section.
j. Effective Project Management

Guidelines on project management, including management of time, cost, risks and
quality, are included in Sections A6.1 to A6.4. Issues such as proactive management
of project risks, assessment of NEC-compatible programme, period for reply, etc. are
addressed.
k. Performance Benchmarking
The Project Offices are required to submit returns to DEVB or update the relevant
parts of the Public Works Project Information System (PWPIS) regularly to provide
key performance information for the purpose of benchmarking NEC performance in
a longer term.
l. Effective Knowledge Sharing

The Inter-departmental Working Group on NEC Projects has been set up as a
knowledge exchange platform for further development or refinement of the Practice
Notes in a medium term.
m. Cost Control and Corruption Prevention for Subcontracting

There may be concerns on subcontract prices being inflated intentionally by the
Contractor to look for financial benefits, which are addressed as in Section A6.2.1.48
to A6.2.1.51.
2 BACKGROUND
2.1 THE HISTORY OF NEC IN HONG KONG
2.1.1 In 2000, the Government of the Hong Kong Special Administrative Region (the
Government) set up the Construction Industry Review Committee (CIRC) to review the condition of
the construction industry for improvement comprehensively. The CIRC published a report in 2001
entitled “Construct for Excellence” which distinguished amongst others that the construction industry
was highly fragmented with an adversarial culture and recommended wider adoption of partnering
approach to construction projects, and the integration of partnering approach into a contractual
relationship.
2.1.2 Since then, non-contractual partnering have been adopted in more public works
projects to enable the delivery of projects based on cooperative working practices. In response to the
recommendations in the CIRC report, the Government have also examined suitable form of contract
embracing partnering approach into a contractual relationship, and have decided to try out NEC form,
which has proven track record of excellent project results in the procurement of major infrastructure
and building projects in overseas countries. NEC promotes co-operation, mutual trust and
collaborative risk management between contracting parties. The first NEC pilot project commenced
in 2009 and was completed in 2012, with satisfactory results in terms of the collaborative working,
and assurance in project time and cost.
2.1.3 By early 2016, a number of public works projects have adopted the NEC form using
different Options and covering a wide variety of works. The Government have had satisfactory results
for those completed and ongoing pilot projects, which responded and supported the use of NEC
thereafter. As an overview, NEC can generally provide a better environment for contracting parties
to manage project and construction risks, and to deal with the issues in a collaborative manner for the
benefit of the whole project. In this connection, the Government have extended the application of
NEC in public works project procurement after 2016, in particular, the adoption of target cost Options
(i.e. Options C and D) in suitable mega scale projects over HK$ 1 billion, such as tunnelling works,
high speed roads, land formation works, etc. The decision and justification as to whether or not to
adopt NEC in the capital works contracts should be documented and endorsed by public officers at
D2 rank or above of WDs.
2.1.4 Moreover, the Corruption Prevention Department of the Independent Commission

Against Corruption (ICAC) completed an assignment study in 2013 on the payment system for NEC
target contracts and made some recommendations from the corruption prevention perspective.
2.1.5 To provide guidance for the Project Offices of WDs in the preparation and
administration of public works projects using NEC form and to follow up with the recommendations
of the assignment study by ICAC, the Government, acting through DEVB, undertook a
comprehensive study to prepare a set of Practice Notes. This Practice Notes provide guidance on the
use of NEC including ECC, TSC and PSC for procurement of public works projects.
2.2 DIFFERENT EDITIONS OF NEC
2.2.1. These Practice Notes were first issued in October 2016 and were prepared based on
NEC3.
2.2.2. To facilitate the adoption of NEC4, these Practice Notes are revised to provide
guidance for Project Offices of WDs in the preparation and administration of public works projects
using NEC4.
2.2.3. In reading these Practice Notes, Project Offices are drawn to the attention of the new
terminologies added or elaborated in NEC4, for example:
- “Employer” (NEC3) is replaced by “Client” (NEC4)
- “Works Information” (NEC3) is replaced by “Scope” (NEC4)
- “Risk Register” (NEC3) is replaced by “Early Warning Register” (NEC4)
- “Employer’s risks and Contractor’s risks” (NEC3) are replaced by “Client’s
liabilities and Contractor’s liabilities” (NEC4) respectively.
2.2.4. Unless otherwise suggested, the term NEC refers to both NEC3 and NEC4.
3 GENERAL INFORMATION OF NEC CONTRACTS

3.1 SELECTION OF CONTRACT (ECC/TSC/PSC)
3.1.1 The current list of published NEC contracts and a brief description of each type of
NEC contract are stated as below:
NEC Title Abbr. When Should be Used

Engineering and ECC For the appointment of a contractor for engineering and
Construction construction work, including any level of design
Contract responsibility
Engineering and ECS For the appointment of a subcontractor for engineering
Construction and construction work where the contractor has been
Subcontract appointed under the ECC
Works Contracts
Engineering and ECSC As an alternative to ECC and is for use with contracts
Construction which do not require sophisticated management
Short Contract techniques, comprise straightforward work and impose
only low risks on both the employer and the contractor
Engineering and ECSS As a subcontract to ECC or ECSC and is for use with
Construction contracts which do not require sophisticated management
Short techniques, comprise straightforward work and impose
Subcontract only low risks on both the contractor and the
subcontractor
Term Service TSC For the appointment of a contractor for a period of time
Contract to manage and provide a service such as planned or
unplanned maintenance
Term Contracts
Term Service TSS For the appointment of a subcontractor for a period of

Subcontract time to manage and provide a service where the
(NEC4 only) contractor has been appointed under the TSC
Term Service TSSC As an alternative to TSC and is for use with contracts
Short Contract which do not require sophisticated management
techniques, comprise straightforward work and impose
only low risks on both the employer and the contractor
NEC Title Abbr. When Should be Used

Consultancy Services Professional PSC For the appointment of a consultant to provide
Service Contract professional services
Professional PSS For the appointment of a subconsultant to provide
Service professional services where the consultant has been
Subcontract appointed under the PSC
(NEC4 only)
Professional PSSC As an alternative to PSC and is for use with contracts
Service Short which do not require sophisticated management
Contract techniques, comprise straightforward work and impose
only low risks on both the employer and the consultant
Supply Contract SC For procurement of goods and related services
Supply
Supply Short SSC As an alternative to SC and is for use with contracts which
Contract do not require sophisticated management techniques and
impose only low risks on both the employer and the
supplier
Framework FC For the appointment of one or more contractors to carry
Contract out construction work or to provide design or advisory
services on an “as instructed” basis over a set term
Design Build and DBOC For the appointment of a contractor for the design,
Operate Contract construction or modification and operation of assets over
(NEC4 only) a period of time
Others
Alliance Contract ALC For the appointment of a number of partners to create an

alliance with the employer to design and build an asset or
assets on major projects or programmes of work where
longer term collaborative ways of working are to be
created
Adjudicator’s AC / For the appointment of an adjudicator or dispute
Contract (NEC3) DRSC avoidance board member to resolve disputes
/ Dispute
Resolution
Service Contract
(NEC4)
Structure of NEC contracts
3.1.2 The ECC, ECS, TSC, TSS, PSC and PSS offer a range of Options that build up the
contract terms and conditions to suit individual works or services, of which the Employer / Client will
select what he considers the most suitable Option to achieve value for money. At the heart of contract
conditions are the core clauses, which will determine the essential common terms. To this, main
Option should be selected and it will determine the particular payment mechanism and risk allocation
between the Employer / Client and the Contractor. Then secondary Options should be chosen to
combine with main Option clauses to form important parts of a contract. For DBOC and ALC, only
selection of secondary Options is required.
3.1.3 A flowchart of NEC formation is as below:
ECC, TSC, PSC, …
Core Clause Mandatory
Option Option Option Option Option

A B C D … Must Choose 1 Main Option
Dispute Resolution Options Not

Dispute Resolution (W1,W2,W3) Applicable in Hong Kong
Secondary Secondary Secondary Secondary

Secondary Options are Optional
Option Option Option Option
(X1) (X…) (Y(UK…)) (Z)
Complete Contract Data

Contract Data Part one and two
Part one and two
3.1.4 In addition, a side by side comparison of the tender document components of ECC
or TSC with traditional GCC form is shown below:
NEC ECC / TSC tender documents Traditional GCC tender documents
General Conditions of Tender General Conditions of Tender
Special Conditions of Tender Special Conditions of Tender
Form of Tender Form of Tender
Articles of Agreement and its Schedule Articles of Agreement
Contract Data Part one and Part two General Conditions of Contract
/
conditions of contract
Special Conditions of Contract
additional conditions of contract
Works Information / Scope Service Information /

(ECC) Scope
Specification, Drawings
(TSC)
Site Information (ECC)
activity schedule / bill of quantities / price list Bill of Quantities / Schedule of Rates
3.1.5 For short contracts (i.e. ECSC, ECSS, TSSC, PSSC and SSC), the Supply Contract,
the Framework Contract and the Adjudicator’s Contract (NEC3) / the Dispute Resolution Service
Contract (NEC4), selection of Options is not required.
3.1.6 The aim of this Practice Notes is to assist the Project Offices in preparing and
administering ECC, TSC and PSC. NEC forms other than these three types will not be covered herein.
Part A of this Practice Notes focuses on ECC.
PART A – ENGINEERING AND CONSTRUCTION CONTRACT (ECC)
A4 PRACTICE NOTES FOR PRE-TENDER STAGE
A4.1 PREPARATION OF TENDER DOCUMENTS

A4.1.1 ECC Tender Documentation
A4.1.1.1 The standard amendments to the NEC clauses (Library of Standard Amendments to
NEC ECC), additional conditions of contract (Z clauses), General and Special Conditions of Tender
and Notes to Tenderers, sample template of Contract Data Part one and Part two, etc. are posted on
the DEVB’s website under the heading “New Engineering Contract (NEC) – Engineering and
Construction Contract (ECC) Documents” in “Standard Contract Documents” of the “Publications”
section for reference. If the Project Offices wish to develop any amendments to NEC ECC standard
documents, additional conditions of contract, or Special Conditions of Tender for their repeated use
or placing in the respective library for use by others, they should submit their proposal with
justifications to seek legal advice from LAD(W), DEVB and approval from DEVB who may consult
the Inter-departmental Working Group on NEC Projects, the Steering Committee on NEC Projects
and / or the Conditions of Contract Committee where appropriate. For other non-standard
amendments to NEC ECC standard documents or non-standard additional conditions of contract to
suit specific needs of individual contracts, the Project Offices should seek approval from the Head of
Department / Office or his delegate at D2 rank or above unless otherwise specified in this Practice
Notes and may seek legal advice from LAD(W), DEVB in case of doubt. Similarly, for other non-
standard Special Conditions of Tender, Notes to Tenderers, Contract Data Part one and Part two, Form
of Tender, Articles of Agreement, General Particulars and Preambles to Specifications for the Works
Information / Scope, General Preambles to the bill of quantities, Preambles to the activity schedule,
and Grand Summary of the activity schedule/bill of quantities for individual contracts, they should
seek approval from a public officer at D2 rank or above unless otherwise specified in this Practice
Notes and may seek legal advice from LAD(W), DEVB in case of doubt. For other parts of the tender
documents, approval procedures in the Project Administration Handbook for Civil Engineering Works
(PAH) published by the Civil Engineering and Development Department or equivalent guidelines of
the Architectural Services Department and the Electrical and Mechanical Services Department should
be followed. For the avoidance of doubt, the requirements in this Practice Notes are imposed for
contracts adopting NEC form without prejudice to the legal vetting requirement mentioned in DEVB’s
memo ref. DEVB(W) 510/30/01 dated 29 March 2019 which was promulgated following the
requirement of the Stores and Procurement Regulations. In other words, if a works contract has an
estimated value exceeding $500 million, the departments must send all the non-standard components
of the tender documents to LAD(W), DEVB for vetting before the tender documents are issued to
potential tenderers.
A4.1.1.2 While a sample Works Information / Scope (together with Specifications) is not
provided in this Practice Notes, the Project Offices should bear in mind the characteristics of NEC
when drafting the Works Information / Scope. In accordance with NEC3 clause 11.2(19) / NEC4
clause 11.2(16), Works Information / Scope is “information which either specifies and describes the
works or states any constraints on how the Contractor Provides the Works”. It should represent a
complete and precise Employer’s / Client’s requirements on the works to be provided. More guidance
on preparation of the Works Information / Scope can be found in relevant Guidance Notes / User
Guides published by Thomas Telford Limited.
A4.1.1.3 Some of the important points to note in preparing the Works Information / Scope are :
(i) Clarity and effective project management
In drafting the Works Information / Scope, the Project Offices should bear in mind
the need to state the requirements as clear as possible to avoid misinterpretation and
unnecessary disputes. For example, the expressions such as “in the opinion of the
Project Manager”, or “to the satisfaction of the Supervisor” should be replaced by
more definitive standards or requirements as far as possible.
(ii) Payment methodology
Specifications in conventional contracts are drafted based on a price-based contract.

However, for Options C and D which are cost-reimbursable based (i.e. Defined Cost
plus the Fee basis), some of the commonly used terms such as “…at the Contractor’s
own cost”, or “…deemed to be covered by the bill of quantities…”, etc, are no longer
applicable.
(iii) Time for reply
As the Project Manager, the Supervisor and the Contractor are required to reply
within the period of reply unless otherwise stated in the contract according to NEC
clause 13.3, the use of expressions such as “…within a reasonable time…” should be
avoided.
Site Information
A4.1.1.4 Site Information forms part of the contract under the ECC. In accordance with NEC3
clause 11.2(16) / NEC4 clause 11.2(18), Site Information is “information which describes the Site
and its surroundings”. Examples of information to be included in the Site Information are shown in
relevant Guidance Notes / User Guides published by Thomas Telford Limited.
A4.1.1.5 Regarding the site information commonly marked with “for information only” in
traditional GCC form, attention should be drawn to NEC clauses 60.2 and 60.3 as further elaborated
in Sections A4.1.1.6 and A4.1.1.7 below.
A4.1.1.6 NEC clause 60.2 lists the information, including the Site Information, which the
Contractor is assumed to have taken into account for the physical conditions within the Site for the
purpose of assessing a compensation event. As such, the Employer / Client cannot specify in the Site
Information that the information is provided “for information only”.
A4.1.1.7 Furthermore, the ECC Guidance Notes1 / User Guides6 states that “Clause 60.3 states
the ‘contra proferentem’ rule regarding inconsistencies in the Site Information, for which the
Employer / Client is responsible.”
A4.1.1.8 The Site Information plays an important role in assessing compensation events. In
preparing tender documents, the Project Offices are reminded to include as much relevant information
as possible, including geotechnical baseline report, site investigation records, existing utilities records,
etc. for tenderers to prepare their tender submissions. The Site Information will form one of the basis
in judging the physical conditions for the purpose of assessing a compensation event. Details will be
further discussed in Section A6.3.1.
Activity Schedule / Bill of Quantities
A4.1.1.9 In accordance with the ECC Guidance Notes1 / User Guides6 the activity schedule
should be prepared and priced by the tenderers under Options A and C. It is not part of the Works
Information / Scope and should not be used to describe the works. The prices entered by the tenderers
for each activity are normally lump sums, not unit rates as in the bill of quantities, except for those
remeasurement items to suit specific needs in some contracts. To facilitate the tender assessment, the
Project Offices should specify any particular key activities which the Contractor should include in
the activity schedule in the guideline or sample form for the preparation of activity schedule. Where
appropriate, the Project Offices should define principle activities (e.g. individual major parts of the
structures, systems, components, etc.) and invite the tenderers to subdivide each into activities in more
details, including allowance for early payment for Plant and Materials or Equipment within the
Working Areas before incorporation into the works or using to Provide the Works to improve the
Contractor’s cash flow under Option A. The Project Offices should also remind the tenderers to
include establishment and administrative activities, safety and health activities, design activities,
testing and commissioning, etc. Activity descriptions should be clear and complete so that the work
included in each activity can be identified and the completion of each activity can be easily recognised.
Subject to the rules in the General Conditions of Tender, the tenderers can decide how to break up
their work into activities, enter and price them in the activity schedule.
A4.1.1.10 Since Options A and C do not require bill of quantities to be issued to tenderers or
to be used subsequently, the tenderers have to calculate quantities from the Works Information / Scope
where they need to know a quantity in order to estimate the cost of the work. For many contracts, this
may be a significant task consuming the tenderers’ resources. In order to reduce the cost and time
involved during the tender preparation, the Project Offices may calculate quantities before inviting
tenders and then issue a copy of the quantities list to all tenderers if appropriate. However, it must be
made clear that the tenderers will have used the quantities and relied upon them entirely at their own
risk of the inaccuracy or incompleteness of the information.
A4.1.1.11 The bill of quantities used under Options B and D is to be priced and extended by
tenderers so as to produce the tendered total of the Prices. The Project Offices should identify the
method of measurement, on which the bill of quantities is based, in the Contract Data Part one. The
Project Office should subdivide the principle item(s) into different items in the bill of quantities for
the better financing of the Plant and Materials or Equipment before they are incorporated into the
works or used to Provide the Works.
Marking Scheme
A4.1.1.12 This section applies if the Marking Scheme Approach is adopted in accordance
with DEVB Technical Circular (Works) (TCW) No. 4/2014 and 4/2014(A).
A4.1.1.13 The Project Offices should consider including an assessment criterion taking into
account relevant NEC experience possessed by proposed managerial staff in Section (3) – Tenderer’s
technical resources where applicable.
A4.1.1.14 In addition to the relevant professional qualifications, the following requirement

should be added in the contract such that relevant key people / key persons of the Contractor should
possess the required experience:
“a minimum of [insert the number as appropriate] years of relevant

post-qualification experience and shall (i) have a minimum of [insert
the number as appropriate] years of proven experience as
Construction Manager or Site Agent in the use of NEC contracts, or
(ii) be an accredited or certified NEC Project Manager or Service
Manager recognised by an international or local construction-related
professional institution/institute, or (iii) have successfully completed
a recognised training course for NEC Project Manager or Service
Manager. A recognised training course for NEC Project Manager or
Service Manager refers to a training course that enables participants
to be regarded as having acquired the required standard necessary to
act in the respective role upon successful completion of the training
course, as recognised by an international or local construction-
related professional institution/institute.”
The relevant experience of the concerned key people / key persons should be required to input in the
Contract Data Part two.
Note : Subject to the Project Offices’ consideration, the above requirement may be waived for works
contracts with tenders invited from Group A or Group B contractors.
Programme
A4.1.1.15 If the Project Offices wish to understand more on whether the tenderers have fully
understood their obligations and whether they are likely to be able to complete the work within the
stated time by using their proposed methods and resources (in particular for multi-disciplinary or
complex projects), they should consider requiring tenderers to submit a programme by adopting the
standard Special Conditions of Tender Clause SCT 1 - Programme of works.
A4.1.1.16 The Accepted Programme is a crucial document for managing the contract and
enabling the Project Manager and the Contractor to monitor the progress of the project and assess
the effect of compensation events under the NEC.
A4.1.1.17 The Project Manager should pay attention to the following issues commonly
identified in the management of programme under the NEC:
 There is no Accepted Programme. Therefore, the Project Manager assesses a

compensation event using his own assessment of the programme for the remaining
work.
 The programme is not updated and does not reflect the latest development of
construction activities on Site. Therefore, the Project Manager assesses a
compensation event using his own assessment of the programme for the remaining
work.
 Lack of focus on planning and programming in the programme submitted by the

Contractor which makes it difficult to understand what considerations have been
taken into account in float, time risk allowances, order and timing of the operations,
how he plans to do the work, the principal Equipment and other resources which
he plans to use for each operation, etc.
A4.1.1.18 If a programme is required to be submitted at the tender stage, tenderers need to start
the planning process and prepare a practical and carefully designed programme at an earlier stage.
Where a programme may not be required and yet the Project Offices would like to ensure that the
Contractor should be capable of identifying and managing the complexities, tenderers should be
asked to submit with their tender submissions the information on how such complicated sequencing
could be tackled during construction. The requirements on the programme to be submitted at tender
stage may make reference to similar requirements in NEC clause 31.2 where appropriate.
A4.1.1.19 The programme submitted by tenderers, or information related to sequencing of the

works, will form part of the tender submission. However, it should be noted that such programme or
information should not be considered as a programme identified in the Contract Data Part two nor be
regarded as the Accepted Programme under NEC clause 11.2(1) under normal circumstances. The
Contractor should submit the first programme for acceptance by the Project Manager after contract
commencement. As such, the standard provision in the Contract Data Part two “If a programme is to
be identified in the Contract Data” is normally suggested to be deleted.
Dispute Resolution Advisor
A4.1.1.20 For NEC contracts, as they already entail partnering spirit and associated project
management tools to facilitate early resolution of problems, the adoption of Dispute Resolution
Advisor (DRA) System is NOT mandatory. It will be up to the procuring departments to adopt the
DRA System in individual contracts if the engagement of DRA would offer additional merits in
facilitating dispute avoidance and resolution. (Ref.: SDEV’s memo ref. ( ) in DEVB(W) 510/83/03
dated 11 February 2021)
Setting of Fee Percentage
A4.1.1.21 A cap has been imposed on the fee percentage. This is to avoid tenderers to submit
a disproportionately high percentage figure. According to the latest tender evaluation mechanism, the
calculation of forecast total of the Prices including contingency sums would take into account the fee
percentage so that any unreasonably high fee percentage would reflect in the tender price used in the
tender evaluation.
A4.1.1.22 In setting a cap on the fee percentage, care should be taken as to whether the fee
percentage would cover the people cost of the site management and supervisory staff. In particular,
for Options C and D, if the fee percentage has to include the cost of the Contractor’s site management
and supervisory staff, it may cause a negative impact to the Contractor’s cash flow in the initial stage
of the contract when the resulting fee would be relatively insignificant compared with the actual cost
of people. Other considerations may also include but not limited to the project scale, size of site
establishment, programme and duration of different site management and supervisory staff required.
If Project Offices wish to cover the Contractor’s cost of site management and supervisory staff by the
fee percentage, approval from a public officer at D2 rank or above should be sought and document
the justifications.
A4.1.1.23 For the purpose of setting up a cap on the fee percentage and cost estimation, WDs
should keep a database of fee percentage for different contracts under different main Options for
reference by the Project Offices.
A.4.1.1.24 A minimum fee percentage of 5% should be set for NEC works contracts. If Project
Offices propose to specify a minimum fee percentage other than 5%, DEVB’s prior agreement should
be sought.
Compiling Contract Documents
A4.1.1.25 According to the Licence Agreement for NEC documents which can be found in the
NEC Knowledge Management Platform in the Works Group Intranet Portal of DEVB, authorised
users are permitted to print out the NEC documents for their own business purposes. Nevertheless,
the Project Offices are reminded to observe the provisions in the Licence Agreement when using the
Licensed Materials, in particular the provisions related to copyright. Owing to the copyright of NEC
documents, the Project Offices should not make copies of the NEC documents for inclusion in the
tender or contract documents since the contractors may not be other authorised users as specified in
the Licence Agreement.
A4.1.1.26 Further information on purchase of NEC contracts, guidelines or relevant

publications can refer to www.neccontract.com.
A4.1.2 Comparison of Terminologies used in GCC and NEC
A4.1.2.1 The common terminologies used in GCC and NEC are compared in the table below.
GCC NEC – ECC NEC – TSC NEC – PSC
extension of time, change to the Works change to the Service change to the Scope
variations, claims, Information / Scope Information / Scope
disruptions, loss
and expenses
Bills of Quantities Bill of Quantities / Price List Activity Schedule /

/ Schedule of Activity Schedule Task Schedule / Time
Rates Charge
Architect / Project Manager Service Manager Employer /

Engineer / / Supervisor Employer’s Agent (if
Surveyor / secondary Option
Supervising X10 of NEC3 PSC is
Officer selected) or Client
Site Site / Working Areas Affected Property / —

Service Areas
Contract Sum The Prices The Prices The Prices
date of completion Completion Date Service Period Completion Date
estimated value of Price for Work Done Price for Service Price for Services
works to Date Provided to Date Provided to Date
Maintenance defects date, ― defects date

Periods
defect correction period
A4.2 GUIDELINES FOR CHOICE OF OPTION

A4.2.1 Main Options
A4.2.1.1 The six main Options of the ECC comprise:
 Option A - Priced contract with activity schedule
 Option B - Priced contract with bill of quantities
 Option C - Target contract with activity schedule
 Option D - Target contract with bill of quantities
 Option E - Cost reimbursable contract, and
 Option F - Management contract
A4.2.1.2 The six main Options each:
 use a different payment arrangement; and
 allocate risk differently.
A4.2.1.3 The core clauses are used for definition of the contractual relationship. They apply
to each of the six main Options and therefore do not influence the selection of the most appropriate
main Option.
A4.2.1.4 Amongst those six main Options available in the ECC, at least one of them has to be
selected for the payment mechanism and the risk sharing approach suitable for the project, followed
by the selection of the Dispute Resolution Option (not applicable in Hong Kong) and the secondary
Options.
A4.2.1.5 In general, the Contractor carries the greatest financial risk under Options A and B
and the least under Options E and F. A graphical risk presentation showing financial risk allocated
between the Employer / Client and the Contractor is shown below:
More risks shared by the
Employer's / Client's Financial Risk

Employer / Client, in return, may
lead to (i) lean tender premium;
and (ii) tenderers’ competition
based on genuine cost and
capability.
Contractor’s Financial Risk
A4.2.1.6 In selecting an appropriate main Option for the project, the Project Offices should
always take the project specific requirements into account in addition to the general features of the
main Options. This Practice Notes mainly focus on the four main Options (A, B, C and D) which
have been applied extensively in Hong Kong and their principle attributes are compared as follows.
A4.2.2 Option Selection Considerations
A4.2.2.1 The main Options under the ECC cover most arrangements used in engineering and
building projects. The table under Section A4.2.2.3 compares the four main Options (Options A, B,
C and D) commonly used in public works projects in Hong Kong in terms of risk allocation and other
factors affecting the final tendered amount.
A4.2.2.2 Two of the main Options (Options A and B) are priced contracts and the other two
are target contracts (Options C and D). Two of these contract forms use activity schedule (Options A
and C) and the other two use bill of quantities (Options B and D).
A4.2.2.3 Time, cost and risks are generally considered to be the most important factors
when selecting an appropriate main Option for the project. All four main Options include similar time
provisions and the essential differences between them are the risk sharing and payment mechanisms.
Analysis and comparison of the characteristics of these main Options contribute to the considerations
for selecting the appropriate main Option. Emphasis of the analysis should be placed on the
suitability of the concerned main Options to the project taking into account the factors
including but not limited to cost certainty, quantity certainty, risk allocation and sharing,
completeness of design, potentials to drive more efficient project delivery and cost savings, and
resources available for open book accounting for target contracts.
Option A Option B Option C Option D

Opportunity Less incentive is Less incentive is More incentive is More incentive is
for cost provided to the provided to the provided to the provided to the
savings Contractor to Contractor to Contractor to Contractor to
submit value submit value submit value submit value
engineering / cost engineering / cost engineering / cost engineering / cost
savings design savings design savings design savings design
proposal proposal proposal proposal
Comparison Similar to GCC Similar to GCC Dissimilar to any Dissimilar to any
with GCC lump sum remeasurement GCC structure as GCC structure as
contracts as the contract as the the tendered total the tendered total
tendered total will quantities are only provides the only provides the
only be amended remeasured “target” “target” subject to
if changes are the re-
instructed measurement of
the works
Contractor is Completed Quantities actually Actual cost basis Actual cost basis
paid for activities at executed at to which is added to which is added
tendered prices tendered prices the Contractor’s the Contractor’s
and / or rates Fee. The total Fee. The total
amount to be paid amount to be paid
to the Contractor to the Contractor
is subject to the is subject to the
Contractor’s Contractor’s
share (the share (the
“pain / gain” share “pain / gain” share
mechanism) mechanism)
Financial riskThe financial risk The financial risk The financial risk The financial risk
of being able to of being able to is shared by the is shared by the
carry out the carry out the Employer / Client Employer / Client
works at the works at the and the and the
agreed price is agreed price is Contractor in an Contractor in an
largely borne by largely borne by agreed proportion agreed proportion
the Contractor the Contractor
Risk Included by the Included by the Employer / Client Employer / Client
allowance and Contractor in his Contractor in his pays for pays for
the tendered tender are paid by tender are paid by risks arising as risks arising as
total of the the Employer / the Employer / actual cost, and actual cost, and
Prices Client Client risks allowed in risks allowed in
the Prices are the Prices are
shared under shared under
pain / gain share pain / gain share
mechanism mechanism
Option A Option B Option C Option D

Preparation of The activity The bill of The activity The bill of
the activity schedule is quantities is schedule is quantities is
schedule / bill prepared by the prepared by the prepared by the prepared by the
of quantities Contractor and Employer / Client Contractor and Employer / Client
the Contractor and the the Contractor and the
carries the risk of Employer / Client carries the risk of Employer / Client
errors in carries errors in carries
quantities, the risk of errors quantities, the risk of errors
missing items, in quantities. missing items, in quantities.
etc. etc. The “target”
is not subject to
adjustment for the
Contractor’s
errors.
Changes to Adjusted for Adjusted for errors Adjusted for Adjusted for
the Prices and compensation in quantities, compensation errors in
price events and missing items, events and quantities,
adjustment for inflation compensation inflation missing items,
inflation events and compensation
inflation events and
inflation
A4.2.2.4 In choosing the main Option, a two-step approach should be adopted, with
guidelines given below:
(a) Step 1 - select either a priced contract or a target contract
(i) Priced contracts are used where the extent of the works to be done is
relatively well defined or where the level of uncertainty and risk is in a
normal range. Target contracts are used where the extent of the works to
be done cannot be fully defined or where the level of uncertainty and risk
is greater. To facilitate the option selection, the Project Offices may assess
the risk level1 by performing the Estimating using Risk Analysis (ERA) as
promulgated in WBTC No. 22/932.
(ii) The Project Offices should note that more manpower resources from the
Employer / Client and the Contractor are required for administration of a
target contract. In this connection, the Project Offices should evaluate the
availability of resources, including those in the market, before deciding to
adopt a target contract.
1
As a general guideline, if the estimated total value for the risk of the proposed contract calculated by ERA is equal to or
more than 20% of the estimated value of the works excluding provisional and contingency sums, target contracts should be
used. WDs are allowed to set other thresholds for adoption of target contracts to suit the specific nature of works or to meet
a policy intention as steered by DEVB. In any cases, the Project Offices should document their decision making process
as set out in A4.2.3.2.
2
Subsumed in the Project Administration Handbook for Civil Engineering Works
(iii) In cases where the estimated value of all works / items subject to pre-bid
arrangement (regardless of optional or mandatory) under a target contract
exceeds 40% of the estimated tendered total of the Prices as mentioned in
Section A4.6, the Project Offices should carefully evaluate the
effectiveness of the target contract in realising its benefits, e.g. room for
achieving gains, etc. and where suitable, consider using a priced contract
instead. The Project Offices should seek prior agreement from DEVB for
using a target contract if they wish to allow more than 40% of the works /
items for pre-bid arrangement as mentioned in Section A4.6.
(b) Step 2 - select the pricing document either in the form of activity schedule or
bill of quantities
(i) If a priced contract is selected, Option A should normally be adopted for (i)
design and build contracts, (ii) contracts with substantial value of the works
to be designed by the Contractor, or (iii) contracts with the quantity of the
works being relatively certain (as a reference, the value of the works with
firm quantities exceeds 80% of the estimated value of the works excluding
provisional and contingency sums)3. Option B should be adopted when it
is considered suitable to allow the quantity of the works to be subject to re-
measurement.
(ii) If a target contract is selected, Option C should normally be adopted. If

Option D is proposed to be used, the Project Offices should consider
additional resources required for re-measurement of the total of the Prices.
A4.2.3 Justifications and Approval for Selected Main Option
A4.2.3.1 In choosing the main Option, considerations peculiar to the project as mentioned in
A4.2.2 above should be thoroughly evaluated.
A4.2.3.2 For the four main Options (Options A, B, C and D) commonly adopted in public
works projects, the Project Offices should submit their option evaluation and justifications for the
selected main Option to a public officer at D2 rank or above for approval. If the Project Offices intend
to conduct a trial of Option E or F for their projects, they should submit the proposal with justifications
for seeking approval from DEVB who should consult the Inter-departmental Working Group on NEC
Projects and / or the Steering Committee on NEC Projects where appropriate.
3
WDs are allowed to set other thresholds for adoption of Option A to suit the specific nature of works or to meet a policy
intention as steered by DEVB. In any cases, the Project Offices should document their decision making process as set out
in A4.2.3.2.
A4.2.4 Secondary Options
A4.2.4.1 The secondary Options can generally be used with all of the main Options although
there are some exceptions (e.g. Option X1 “Price adjustment for inflation” is not used with Options
E and F).
A4.2.4.2 Similarly, the majority of the secondary Options may be used with one another in
the same contract, although there is an exception for Option X20 “Key Performance Indicators” which
is not used if Option X12 “Partnering / Multiparty collaboration” is included in the contract.
A4.2.4.3 The core clauses, which apply to all six main Options, and the main Option clauses
for the main Option selected are mandatory and should be included in the contract unless express
provisions are incorporated into the contract to amend or omit these clauses.
A4.2.4.4 The secondary Option clauses are included at the discretion of the Employer /
Client and none of them may need to be included in the contract, although this situation would be very
unusual.
A4.2.4.5 The following considerations should be taken into account for inclusion of any
secondary Options:
 whether it should be recommended for inclusion in the contract to achieve any

project objectives or suit any project situations;
 whether there is any impediment to include it with the main Option recommended;
 whether there is any impediment to it being included due to other secondary

Options recommended.
A4.2.4.6 In general terms, the recommendation of secondary Options should consider the
prevailing Government procedures (e.g. requirements stipulated in the Stores and Procurement
Regulations, the PAH, or equivalent guidelines of the Architectural Services Department and the
Electrical and Mechanical Services Department, etc.) adopted for GCC contracts (e.g. selection of X1
– Price adjustment for inflation, X7 – Delay damages and X16 – Retention, etc.) and project specific
needs and current practice (e.g. selection of X5 – Sectional Completion, X15 – Limitation of the
Contractor’s liability for his design to reasonable skill and care, and X20 – Key Performance
Indicators).
A4.2.4.7 The secondary Options are designated as:

 ‘W’ Options
 ‘X’ Options
 ‘Y’ Options
 ‘Z’ Options
A4.2.4.8 The NEC provides dispute resolution procedures via options under W clauses.
A4.2.4.9 These options under the W clauses were not adopted in Hong Kong and the
Government’s framework of dispute resolution procedures was incorporated into the contracts as the
additional conditions of contract. The Project Offices should continue to follow the current
framework unless prior legal advice has been obtained from LAD(W), DEVB and approval has been
obtained from DEVB who should consult the Inter-departmental Working Group on NEC Projects
and / or the Steering Committee on NEC Projects where appropriate.
A4.2.4.10 The ‘X’ and ‘Y’ Options are set out in the NEC contracts but are not mandatory.
They may be selected and included in the contract if appropriate. ‘Y’ Options are used followed by a
further prefix to denote the country. Hence, Y(UK) denotes secondary Options that are applicable to
the United Kingdom (UK).
A4.2.4.11 The ‘Z’ Options are the additional conditions of contract. Although there are
standard UK public sector Z clauses for use with NEC contracts, they are not applicable to public
works projects in Hong Kong. A Library of Standard additional conditions of contract (Z clauses) has
been developed by DEVB and posted on DEVB’s website under the heading “New Engineering
Contract (NEC) – Engineering and Construction Contract (ECC) Documents” in “Standard Contract
Documents” of the “Publications” section.
‘X’ Options
A4.2.4.12 The common secondary Options used in the NEC contracts for public works projects
in Hong Kong include:
 X1 – Price adjustment for inflation
 X5 – Sectional Completion
 X7 – Delay damages
 X11 – Termination by the Client (for NEC4 only)

 X16 – Retention
 X20 – Key Performance Indicators
Option X1 – Price adjustment for inflation
A4.2.4.13 This secondary Option:
 is used when the Employer / Client accepts the risk of inflation.
 requires a table of Schedule of Proportions to be used for calculation of the Price

Adjustment Factor in the Contract Data Part two for tenderers to complete.
 is calculated in a similar manner to contract price fluctuations with reference to the

“Index Numbers of the Costs of Labour and Materials used in Public Sector
Construction Projects (April 2003=100)” and “Average Daily Wages of Workers
Engaged in Public Sector Construction Projects as Reported by Main Contractor”
compiled by the Census and Statistics Department. (Project Offices should refer to
DEVB TCW No. 4/2021 for adoption of 2021-based Index Numbers).
o For Options A and B, the amount calculated for inflation is paid to the
Contractor.
o For Options C and D, the amount calculated for inflation is added to the “total
of the Prices” (i.e. target cost).
 the assessed value of compensation events is first adjusted to base date level
(similar to the principle adopted for GCC contracts) before the price adjustment for
inflation under this secondary Option. Also, some items are not subject to price
adjustment for inflation.
A4.2.4.14 The Project Offices should determine whether to include this secondary Option in
accordance with the prevailing Government guidelines (e.g. DEVB TCW No. 4/2021).
Option X2 – Changes in the law
 is used when the Employer / Client accepts the risk of a change in the law
 provides that a change in the law of the project is a compensation event if it occurs
after the Contract Date
 Requires the Project Manager to notify the Contractor of a change in the law and
instruct him to submit quotations (clause X2.1 refers) as there is no compensation
event listed in the core clauses for a change in the law.
A4.2.4.16 This secondary Option was not included in the projects.
A4.2.4.17 Instead, the projects included the additional condition of contract clause dealing with
changes in the law appropriate for public works projects in Hong Kong. A compensation event should
be added to the NEC clauses to accommodate this additional condition of contract clause. As such,
inclusion of this secondary Option should not be required.
A4.2.4.18 Under this arrangement, the Contractor is not at risk if a material change in the law
occurs and has no need to include a risk allowance in this respect in his tender when the concerned
law is covered by the list of enactment, regulations, by-laws or rules in the appendix of the additional
conditions of contract.
A4.2.4.19 This arrangement is similar to the Special Condition of Contract included in GCC
contracts entitled “risk allocation with respect to changes in the law” to provide a fair allocation of
risk and the accompanying appendix lists out the relevant enactments.
Option X3 – Multiple currencies
 is used when the Contractor is to be paid in more than one currency and the
Employer / Client accepts the risk of a change in the exchange rate; and
 is only used with Options A and B since under Options C and D the Contractor is
paid in the currency in which he pays but his Fee and the share are paid in the
currency of the contract unless otherwise specified in the Contract Data Part one.
A4.2.4.22 In any event the Contract Data Part one should stipulate that the currency of the
contract is the Hong Kong Dollar and this provision has no relevance. As such, inclusion of this
secondary Option should not be required.
Option X4 – Parent company guarantee / Ultimate holding company guarantee
 is used when the Employer / Client requires additional security from the parent
company of the Contractor.
A4.2.4.24 The Government has a very comprehensive technical and financial evaluation system
for vetting the tenderers’ capability before award of contract.
A4.2.4.25 The Project Offices are reminded to refer to the prevailing guidelines (e.g. Paragraph
9.21 of Chapter 5 of the PAH, etc.) for measures to reduce the risk of contract forfeiture.
A4.2.4.26 If the Project Offices wish to conduct trial to include this secondary Option in
appropriate projects in particular for time critical contracts and / or large-scale contracts, and where
the contract conditions impose a substantially higher degree of risk than normal on the Contractor,
they should submit their proposal with justifications to seek legal advice from LAD(W), DEVB and
approval from DEVB who should consult the Inter-departmental Working Group on NEC Projects and
/ or the Steering Committee on NEC Projects where appropriate.
Option X5 - Sectional Completion
 is used when the Employer / Client requires any section of the works to be completed
early.
 requires that completion date for each section is stated in the Contract Data Part one.
A4.2.4.28 Delay damages and bonuses for early Completion can be related to sectional
completion dates.
A4.2.4.29 This secondary Option was included in the projects where sectional Completion was
required. Also, this secondary Option should be included in the NEC contracts requiring sectional
Completion.
Option X6 – Bonus for early Completion
 is used when the Employer / Client wants Completion as early as possible and
wishes to provide an additional incentive to the Contractor to achieve this target;
 is used for a section of the works or the whole of the works; and
 requires the bonus rates to be stated in the Contract Data Part one.
A4.2.4.31 This secondary Option may be used in association with Option X5 “Sectional
Completion”.
appropriate projects, they should submit their proposal with justifications to seek legal advice from
LAD(W), DEVB and approval from DEVB who should consult the Inter-departmental Working Group
on NEC Projects and / or the Steering Committee on NEC Projects where appropriate.
Option X7 – Delay damages
A4.2.4.33 Delay damages are liquidated damages paid by the Contractor if he fails to complete
the works or a section of the works by the completion date.
A4.2.4.34 The term “delay damages” is used as there are also liquidated damages for low
performance (Option X17 refers).
A4.2.4.35 The daily rate for delay damages should be stated in the Contract Data Part one. This
secondary Option may be used in association with Option X5 “Sectional Completion”.
A4.2.4.36 This secondary Option is similar to GCC clause “Liquidated damages for delay” and
therefore the inclusion of this secondary Option should be required. If the Project Offices wish to
conduct trial to include this secondary Option covering special damages as well in appropriate
projects, they should submit their proposal with justifications to seek legal advice from LAD(W),
DEVB and approval from DEVB who should consult the Inter-departmental Working Group on NEC
Option X11 – Termination by the Client (for NEC4 only)
A4.2.4.37 This secondary Option is used to cover termination by the Client for a reason not
specified in NEC clause 91.
A4.2.4.38 The Project Offices should refer to the Library of Standard Amendments to NEC ECC
for adoption of this Option.
Option X12 – Partnering / Multiparty collaboration
A4.2.4.39 This secondary Option is used for partnering between more than two parties who are
all not in contract with each other.
A4.2.4.40 It is anticipated that majority of public works projects will mainly involve two Parties,
the Employer / Client and the Contractor, in the contract. This being the case this secondary Option
is normally not required.
A4.2.4.41 If this secondary Option is adopted, the Client’s (NEC3) / Promotor’s (NEC4)
objective, the Partnering information and the preliminary Schedule of Partners and Schedule of Core
Group Members should be included in the Contract Data Part one. The Schedule of Partners and the
Schedule of Core Group Members, like the Activity Schedule and other schedules referred to in the
Contract Data, may change from time to time.
LAD(W), DEVB and approval from DEVB who should consult the Inter-departmental Working
Group on NEC Projects and / or the Steering Committee on NEC Projects where appropriate.
Option X13 – Performance bond
 is used when the Employer / Client requires additional security on the Contractor’s
performance;
 is generally used when the contract stipulates desired tolerances or includes a

performance specification (e.g. the output of an electricity generating station).
A4.2.4.44 The provision of a performance bond would have a cost implication and this
additional cost would not be recoverable if the Contactor achieved the necessary performance.
A4.2.4.45 This secondary Option is anticipated to be included in time critical contracts and / or
large-scale contracts, and where the contract conditions impose a substantially higher degree of risk
than normal on the Contractor. Similar to the use of Option X4 “parent company guarantee / ultimate
holding company”, the Project Offices should refer to the prevailing guidelines (e.g. paragraph 9.21
of Chapter 5 and Appendixes 7.62 and of Chapter 7 of the PAH, etc.) for the measures (e.g.
performance bond) to reduce the risk of contract forfeiture and the bond required for off-site
manufacture of major prefabrication items.
appropriate projects, they should submit their proposal with justifications on performance bond
amount to seek legal advice from LAD(W), DEVB and approval from DEVB who should consult the
Inter-departmental Working Group on NEC Projects and / or the Steering Committee on NEC Projects
where appropriate.
Option X14 – Advance payment to the Contractor
A4.2.4.47 This secondary Option has been used for arrangement of special advance payment to
assist the construction industry amidst the epidemic situation e.g. SDEV’s memo ref. DEVB(W)
510/33/02 dated 5 March 2021.
A4.2.4.48 If the Project Offices wish to conduct trial to include this secondary Option for
advance payment to the Contractor for other purposes in appropriate projects, they should submit
their proposal with justifications to seek legal advice from LAD(W), DEVB and approval from DEVB
who should consult the Inter-departmental Working Group on NEC Projects and / or the Steering
Committee on NEC Projects where appropriate.
Option X15 – Limitation to the Contractor’s liability for his design to reasonable skill and care /
The Contractor’s design
A4.2.4.49 Except for design and build contracts, since promulgation of DEVB TCW No.
3/2014, the Project Offices have implemented in the tendering process for invitation of alternative
designs for those parts of the works where opportunities for value for money or buildability
enhancement exist. Tenderers’ designs have also been invited for those parts of the works where the
Project Offices consider the contractors are better placed to undertake the design. In addition,
alternative designs for achieving further cost savings or better value for money are also permissible
when situation warrants after contract award.
A4.2.4.50 DEVB TCW No. 3/2014 states that in respect of the Contractor’s Designs and
Alternative Designs the Contractor shall warrant that:
“where the Employer has relied upon the Contractor to select

equipment, plant, materials and goods required by the Contractor's
Design to be incorporated in the works the Contractor shall ensure
that all such equipment, plant, materials and goods are reasonably
fit for the purpose for which they are intended and of good quality”
“subject to sub-clause (1)(a)(i) above and without prejudice to the

generality of the warranty of the Contractor referred to in the
second paragraph of this sub-clause (l)(a) in no circumstances shall
the Contractor be obliged to ensure that the Contractor's Design is
fit for the purpose for which it is intended”
A4.2.4.51 The same requirement is applied to the Contractor’s Cost Savings Designs.
A4.2.4.52 With the inclusion of such requirement under Section F of the Library of Standard
additional conditions of contract, inclusion of this secondary Option for the Contractor’s Designs,
including alternative designs, or Cost Savings Design is not required.
Option X16 – Retention
A4.2.4.53 This secondary Option operates in a similar way to GCC clause “Interim and final
payments, Retention Money and interest” and therefore that the inclusion of this secondary Option is
normally required in the NEC contracts for public works projects subject to the requirements in other
Government guidelines. The retention percentage and retention free amount should be stated in the
Contract Data Part one.
A4.2.4.54 The ECC Guidance Notes1 / User Guides7 highlighted that this secondary Option does
have an effect on the Contractor’s cash flow, which he will make allowances for his tendered Prices
(for Options A and B), or his Fee (for other Options). However, it should have no effect on the cash
flow until the Price for Work Done to Date exceeds the retention free amount. The effect on the
Contractor’s cash flow will also depend upon the amount of work he subcontracts. The Contractor
will normally hold an equivalent retention on his Subcontractors, thus improving his cash flow. In
order to ensure there is no double-deduction of retention, the Defined Costs for Options C and D are
calculated using the gross payment made to Subcontractors, i.e. before deduction of their retention
(see NEC3 clause 11.2 (23) / Item 41 of the Schedule of Cost Component (NEC4)). Also, this
secondary Option is not normally required where Option X13 “Performance bond” is used.
A4.2.4.55 The retention free amount has been set as “Nil” in the projects. If the Project Offices
wish to conduct trial to include this secondary Option with a non-zero retention free amount in
LAD(W), DEVB and approval from DEVB who should consult the Inter-departmental Working
Option X17 – Low performance damages
 is used when the contract includes a performance specification and liquidated

damages are stated for degrees of under-performance;
 applies low performance damages to the Contractor when a Defect listed in the
Defects Certificate shows low performance with respect to a performance level
stated in the Contract Data;
A4.2.4.57 This secondary Option was not included in the projects. However, if the Project
Offices wish to conduct trial to include this secondary Option in appropriate projects, they should
submit their proposal with justifications to seek legal advice from LAD(W), DEVB and approval
from DEVB who should consult the Inter-departmental Working Group on NEC Projects and / or the
Steering Committee on NEC Projects where appropriate.
Option X18 – Limitation of liability
A4.2.4.58 Generally the Government does not accept any limitation of the Contractor’s
liability and it is not anticipated that this secondary Option will be used in the NEC contracts for
public works projects.
Option X20 – Key Performance Indicators
 is used to monitor and measure the Contractor’s performance against the Key
Performance Indicators (KPIs) in the Incentive Schedule;
 is intended to incentivize the Contractor to meet the Employer’s / Client’s

objectives;
 This secondary Option is not used when Option X12 is used since Option X12
includes “KPI”.
A4.2.4.61 This secondary Option has been used for “Pay for Safety Performance Merit Scheme
(PFSPMS)” in the projects and this practice should continue in appropriate NEC contracts for public
works projects according to the Government guidelines. The incentive payments do not count towards
the Price for Work Done to Date. If the Project Offices wish to conduct trial to include this secondary
Option for other new KPIs in appropriate projects, they should submit their proposal with
justifications to seek legal advice from LAD(W), DEVB and approval from DEVB who should
consult the Inter-departmental Working Group on NEC Projects and / or the Steering Committee on
NEC Projects where appropriate.
Other ‘X’ Options included in NEC4
A4.2.4.62 There are other ‘X’ Options available for selection in NEC4 contracts. These
Options includes:
 X8 – Undertakings to the Client or Others
 X9 – Transfer of rights
 X10 – Information Modelling
 X21 – Whole life cost
 X22 – Early Contractor Involvement (for options C and E)
A4.2.4.63 For secondary Options X8, X9, X10 and X22, if the Project Offices wish to conduct
trial for inclusion of these Options, they should submit their proposal with justifications to seek legal
advice from LAD(W), DEVB and approval from DEVB who should consult the Inter-departmental
Working Group on NEC Projects and / or the Steering Committee on NEC Projects where appropriate.
A4.2.4.64 With the inclusion of the requirement under Section F of the Library of Standard
additional conditions of contract, inclusion of the secondary Option X21 is not required.
‘Z’ Options
A4.2.4.65 Further details on the ‘Z’ Options – additional conditions of contract are available
in the Library of Standard additional conditions of contract posted on DEVB’s website under the
heading “New Engineering Contract (NEC) – Engineering and Construction Contract (ECC)
Documents” in “Standard Contract Documents” of the “Publications” section. If the Project Offices
propose to use new additional conditions of contract not shown in the standard library, they should
submit their proposal with justifications to seek legal advice from LAD(W), DEVB and comments /
consent from DEVB if appropriate.
A4.3 ORGANISATION / SET-UP OF THE TEAM FOR NEC CONTRACTS
A4.3.1 Roles and Responsibilities
A4.3.1.1 NEC sets out the roles and responsibilities of the Employer / Client, Project Manager,
Supervisor and Contractor.
A4.3.1.2 The duties of these parties are subject to amendments due to alternations or additions
to the default contract provisions made in various parts of the contract documents, e.g. Schedule to
the Articles of Agreement, additional conditions of contract (Z clauses), etc.
A4.3.1.3 Under the spirit of NEC, these parties are encouraged to work in a collaborative way.
An effective communication channel has to be established as it is fundamental to joint and prompt
problem solving when matters arise. Therefore, the Project Manager may consider drawing up a joint
project organization chart with the Contractor at the beginning of the contract, with continuous
updating by all parties, so that all project staff can identify easily the right person of the other parties
whom he / she can discuss with when problems arise. Such practice can enhance the cooperation of
the project team, and improve the efficiency in tackling problems.
A4.3.1.4 In addition, it may be desirable to combine the site accommodation for the Project
Manager / Supervisor and the Contractor if such arrangement is reviewed to suit the project needs
and situations. This has been proved to be a successful arrangement in some projects in which project
team members of different parties could communicate with each other directly, and could realize the
benefits of joint problem solving more easily, which turns out to be an effective means to build up
trusting relationship. For more information, the Project Offices may refer to the details in the
following video on the first NEC pilot project in Hong Kong:
https://www.youtube.com/watch?v=3-S-GgZM4T4
A4.3.2 In-house Contract
A4.3.2.1 Project teams are set up to stimulate good management and to deliver projects
effectively and efficiently.
A4.3.2.2 For target contracts (Options C and D) managed by in-house resources, the Project
Offices should review whether suitable in-house quantity surveying staff would be available for
conducting checking on payments, which may require relatively more resources compared with
priced contracts (Options A and B) during the contract stage.
A4.3.2.3 For some in-house projects adopting Options C and D, quantity surveying
consultants have been appointed for the contracts after reviewing the availability of in-house quantity
surveying staff. The Project Offices may consider engaging quantity surveying consultants to take up
the appropriate duties if in-house quantity surveying staff is not available for the projects.
A4.3.2.4 With regards to the Project Manager, the Supervisor and their delegates, it is
recommended that they should be aware of the difference between GCC form and NEC form well
before they take up the respective roles for administering the contract. In particular, they should have
a good understanding on the characteristics of NEC, that the contract focuses on partnering, and that
the contract itself sets out effective project management tools for managing risks, changes,
programme and costs.
A4.3.2.5 For target contracts (Options C and D), site supervisory staff will be required to
conduct checking on the ownership of Equipment (for identifying the item under the Defined Cost
which payment should be made), People working within the Working Areas, Plant and Materials
delivered for the works, percentage of completed work for checking reasonableness of the amount of
payment due to Subcontractors and determining any Disallowed Cost, etc. which they may not have
such experience in conventional contracts. It is therefore recommended that site supervisory staff
should be given adequate NEC training, including site visits to suitable target contracts, to enhance
their understanding on the characteristics and the points to note for running such contracts.
A4.3.2.6 Another issue is that the Project Manager has to make quick decisions according to
the time for reply in the contract. For matters involving variation of contracts as specified in Section
520 and Appendix V(B) of the Stores and Procurements Regulations (SPR), the Project Manager
needs to seek the approval from the appropriate rank of public officers or authority before replying to
the Contractor for making such commitment. Please refer to Section A6.1.1.11 for points to note on
achieving the requirement of the period for reply.
A4.3.3 Consultant-administered Contract
A4.3.3.1 Similar to in-house contracts, the Project Manager, the Supervisor and / or their
delegates employed by the consultants should have a good understanding on the characteristics of
NEC as discussed in Section A4.3.2 above. For resident site staff (RSS), they are encouraged to go
through NEC training before working for the contracts adopting NEC.
A4.3.3.2 For target contracts (Options C and D), considerations should be given on
whether appropriate quantity surveying staff should be included in the RSS establishment in order to
take up the duties of checking of payments which may require more resources than priced contracts
(Options A and B).
A4.3.3.3 Taking into account the characteristics of NEC form, the Project Offices should
determine suitable notional RSS establishment prior to the invitation of technical and fees proposals
for the consultancy agreements. Before the commencement of NEC contracts, the consultants should
propose the appropriate scale of RSS establishment to the departmental RSS establishment committee
(RSSEC) or equivalent for approval. WDs should establish a database of RSS establishment for NEC
contracts with different project nature and scale for reference by the Project Offices.
A4.3.3.4 For consultants-administered contracts, the consultants taking up the roles of the
Project Manager, the Supervisor and / or their delegates should obtain the prior approval of the
Director’s Representative (DR) for any variation of the contract or other expenditure commitment
exceeding the sum (normally $800,000) as specified in the consultancy brief, or the estimated final
Price for Work Done to Date exceeding the recommended forecast total of the Prices specified in the
tender report. Please refer to Section A5.2.6 for the details of the recommended forecast total of the
Prices in the tender report. Subject to the authorisation in Section 520 and Appendix V(B) of the SPR,
the DR may consider to further delegate his power to the rank of senior professional and / or public
officers at D1 rank for vetting and approval of such submissions if appropriate.
A4.3.3.5 Please refer to Section A6.1.1.11 for points to note on achieving the requirement of
the period for reply.
A4.3.4 Delegation and Replacement of Personnel
A4.3.4.1 NEC clause 14.2 requires the Contractor to be notified before the Project Manager
or the Supervisor delegates any of their actions if necessary.
A4.3.4.2 It is recommended to notify the effective period of time in which the action is
delegated.
A4.3.4.3 Delegation needs to be in compliance with the prevailing Government guidelines

(e.g. WBTC No. 20/92). A sample delegation letter can be found in the NEC Knowledge Management
Platform in the Works Group Intranet Portal of DEVB, and the Project Offices should make necessary
amendments to the sample delegation letter to suit the specific project needs.
A4.4 GUIDELINES FOR DETERMINATION OF PAIN/GAIN SHARE

MECHANISM OF TARGET CONTRACTS
A4.4.1 Share Range and Contractor’s Share Percentages
A4.4.1.1 The completed and on-going projects have adopted a simple 50:50 split for gain share
and pain share allocation of the respective under spending and over spending for the share range up
to 110% of the final target cost. For the share range less than or equal to 110%, the Employer / Client
inserted 50% into each of the Contractor’s share percentages in the Contract Data Part one which
results in every unit of under / over spending being equally shared between both Parties. This method
is chosen if the Employer / Client intends to share the risk of under / over spending equally between
both Parties.
A4.4.1.2 The sliding scale of percentages model can be done by altering the simple 50:50
model whereby the Employer / Client allocates increasing percentages of pain share / gain share
between the Parties. There can be a number of different versions of this model. The most common is
for the Employer / Client to split the first 10% of over and under spending equally between the parties,
and then alter the allocation above and below these percentages. Normally the Employer / Client will
increase the Contractor’s pain share percentage in the bands above 110% of the final target cost to
give the Contractor a greater share of the overspent, and similarly, the Employer / Client will increase
or decrease the Contractor’s percentage gain share in the bands below 90% of the final target cost
depending on the Employer’s / Client’s incentive approach in sharing the cost savings with the
Contractor.
A4.4.1.3 Some employers have reversed this approach and have actually increased their
exposure to pain share in increasing overspend brackets (i.e. over 110% of the final target cost). This
is unusual but the rationale is that some larger employers are better capable of bearing the financial
risk of overspent against the target cost and so would rather carry this risk than allocate it to the
Contractor, who will seek to cover this risk somewhere in their target cost and / or fee percentage.
However, since further review and more experience are required, this “reversed” approach is not
recommended for the time being.
A4.4.1.4 The commonly adopted 50:50 split for gain share and pain share allocation of the
respective under spending and over spending for the share range up to 110% of the final target cost
is considered a fair approach. The advantages of the 50:50 model with pain share range cap at 110%
of the adjusted final target cost are:
 Limited financial risk for the Employer / Client;

 Greater incentive for the Contractor to mitigate costs due to the final pain cap;
 More incentive is thus provided for the Contractor to innovate and to achieve more
gain share.
A4.4.1.5 Nevertheless, the Project Offices may adjust the recommended share percentages
and / or the share ranges to suit their project needs. For any proposed pain / gain share mechanism
deviating from the recommended 50:50 split with pain share range cap at 110% of the final target
cost, the Project Offices should submit their proposal with justifications to seek approval from DEVB
who should consult the Inter-departmental Working Group on NEC Projects and / or the Steering
Committee on NEC Projects where appropriate.
A4.4.1.6 Below is a worked example of the 50:50 split with pain share range cap at 110% of
the final target cost. No Cost Savings Design is assumed in this example.
Worked Example
The relevant information in the Contract Data Part one is extracted below.
Contractor’s share ranges and share percentages:

share range Contractor’s share percentage
less than or equal to 110% …………………50…………… %
greater than 110% …………………100………….. %
The total of the Prices (after taking into account all compensation events) at the Completion of the
whole of the works is assumed as HK$100K. The Contractor’s share and final amount due for
different scenarios are illustrated as follows:
a) Final PWDD = HK$75K

Saving under the total of the Prices = HK$25K
Comprising one increment:
75K to 110k = 25K @ 50% = HK$12.50K
Contractor’s share (paid by Employer) = HK$12.5K
Final amount due = HK$87.5K
b) Final PWDD = HK$95K

Saving under the total of the Prices = HK$5K
Comprising one increment:
95K to 110K = 5K @ 50% = HK$2.50K
Contractor’s share (paid by Employer) = HK$2.5K
Final amount due = HK$97.5K
c) Final PWDD = HK$115K

Excess over the total of the Prices = HK$15K
Comprising two increments:
100K to 110K = 10K @ 50% = HK$5.0K
Greater than 110K = 5K @100% = HK$5.0K
Contractor’s share (paid to Employer) = HK$10.0K
Final amount due = HK$105K
A4.5 PRE-TENDER ESTIMATE (PTE) AND CONTINGENCIES
A4.5.1.1 Similar to conventional contracts, it is necessary to derive the PTE for NEC contracts
based on the rates of previous similar contracts and other relevant market information. As most of the
previous contracts adopt conventional contract form, the Project Offices may need to make necessary
adjustments in the PTE to consider that the Prices may be allowed to be changed for compensation
events such as severe weather conditions (for Options C and D) and unforeseen physical conditions
under NEC (subject to amendments in individual contracts). In conventional contracts, contractors
may have included in the tender prices the risk allowance for some of such events.
A4.5.1.2 Likewise, in estimating the contingencies for NEC contracts, the Project Offices may
need to take into account the difference in allocation of financial risks for the above-mentioned events
between conventional contracts and NEC.
A4.5.1.3 For the three completed NEC pilot projects adopting Option C, the amount of
compensation events due to weather events ranges from 2% to 4% of the original target cost. For
compensation events due to unforeseen physical conditions, the amount may differ considerably due
to the project nature. The Project Offices should make reference to the relevant information and take
into account the project circumstances when estimating the contingencies for their projects.
A4.5.1.4 Unlike conventional contracts, the default NEC does not have any term about
“contingency sum” and “provisional sum”.
A4.5.1.5 There are three different figures when preparing the PTE for NEC contracts:
“Pre-tender estimate using conventional It is derived using rates of previous similar

approach” : contracts and other relevant market information as
in conventional contract form.
“Pre-tender estimate for tendered total of the It is the “Pre-tender estimate using conventional
Prices” : approach”, with adjustment made for difference
in treatment of compensation events under NEC
compared with conventional contract form, and
excluding estimated “contingency sums” and
“provisional sums”.
“Pre-tender estimate for forecast total of the It is the “Pre-tender estimate for tendered total of
Prices” : the Prices”, plus estimated “contingency sums”
and “provisional sums”.
A4.5.1.6 The “Pre-tender estimate for tendered total of the Prices” and “Pre-tender estimate
for forecast total of the Prices” shall be subject to vetting by the departmental committee for vetting
project estimates as in conventional contracts. While the “Pre-tender estimate using conventional
approach” may contain some reference figures for deriving the “Pre-tender estimate for tendered total
of the Prices”, these figure may serve the purpose of comparison between the estimated prices using
rates in conventional contracts and the tender return prices procured using NEC form.
A4.5.1.7 A diagrammatic representation of the above figures is shown on the following page.
A4.5.1.8 It is noted that, in some of the projects adopting Options A and B, the Project Offices
have introduced the terms “contingency sums” and “provisional sums” to the NEC contracts, so as to
align with the current practice stipulated in the Stores and Procurement Regulations to enhance the
administrative efficiency and to take into account fee percentage inserted in the Contract Data Part two
(which would have impact on the future assessment of compensation events) to improve the tender
evaluation process.
A4.5.1.9 However, for the projects adopting Options C and D, such terms were not
introduced to the contracts so as to encourage the parties to behave more proactively and
collaboratively in mitigating risks under the partnering approach, albeit the contingencies (including
contingency sums and provisional sums) were still generally allowed in the approved project estimate
(APE). Enhancement to introduce the terms “contingency sums” and “provisional sums” for project
administration and tender evaluation as well as unification of approaches for different main Options
are proposed in Section A5.2.
$ Diagram 1 – PTE for NEC Contract
Contingency Contingency sums increased to allow for compensation

events such as severe weather conditions (for Options C and
D), unforeseen physical conditions, etc. which were
absorbed in the tender price in conventional contracts
Provisional
Sums Note 1
(D) = “Pre-tender
estimate for forecast
total of the Prices
Original Contract
(C) = “Pre-tender estimate for (including estimated

The estimate for tendered total of the Prices contingency sums
“Original Contract (excluding estimated and provisional
Value” decreased due contingency sums and sums)”
Value
to more equitable risk provisional sums)”

sharing
(A) = PTE using (B) = Adjustment made to (A) to suit NEC contract
conventional approach
Note 1: It may include price adjustment for inflation, performance-tied payment item under Pay for Safety Performance Merit Scheme , etc.
A4.6 PRE-BID ARRANGEMENT UNDER TARGET CONTRACTS
A4.6.0 Generally, for subcontracting of works / items under target contracts, the Project
Manager and the Contractor should follow the tender requirements stipulated in clause C9 of the
standard additional conditions of contract. For some target contracts, Project Offices may introduce
pre-bid arrangement such that the Subcontractors / suppliers for certain works / items can be firmed up
at the tender stage. Depending on the need of the projects, optional or mandatory pre-bid arrangement
can be used.
A4.6.1 Optional Pre-bid Arrangement
A4.6.1.1 When Project Offices consider it beneficial, in respect of time and cost certainty,
better coordination, etc., to allow flexibility for tenderers to propose their Subcontractor(s) / supplier(s)
at the tender stage for certain works / items, Project Offices may include optional pre-bid arrangement
in the tender documents for such works / items.
A4.6.1.2 Under the optional pre-bid arrangement, tenderers may elect to propose
Subcontractor(s) / supplier(s) at the tender stage but it is not mandatory for the tenderers to make such
proposal.
A4.6.1.3 Examples of works / items that warrant the adoption of optional pre-bid arrangement
may include:
 Ground investigation and laboratory testing;

 Tree survey;
 Site clearance;
 Procurement of insurance as required by the contract;
 Provision of digitisation of construction site supervision system;
 Provision of site accommodation;
 Provision of temporary traffic arrangement; and
 Laying of pipes by trenchless method.
A4.6.2 Mandatory Pre-bid Arrangement
A4.6.2.1 When Project Offices consider it necessary to request tenderers to propose their
Subcontractor(s) / supplier(s) at the tender stage for certain works / items, so as to ensure the security
of services / materials supply or continuous engagement of key Subcontractor(s) at the construction
stage, Project Offices may include mandatory pre-bid arrangement in the tender documents for such
works / items.
A4.6.2.2 Under the mandatory pre-bid arrangement, each tenderer shall propose
Subcontractor(s) / supplier(s) to undertake the works / items concerned in their tenders unless they
opts to undertake such works / items by himself4.
4
Where a tenderer indicates in the tender that the work(s) / item(s) subject to pre-bid arrangement is/are to be undertaken
by himself, he shall provide evidence to demonstrate that he meets the qualification / experience requirements as
specified in the tender documents.
A4.6.2.3 Examples of works / items that warrant the adoption of mandatory pre-bid
arrangement may include:
 Design work of Design & Build contract;

 Design work associated with alternative design, if alternative design is invited in
the tender under standard Special Conditions of Tender clause SCT 2;
 Design work associated with tenderer’s design, if tenderer’s design is invited in the
tender under standard Special Conditions of Tender clause SCT 3; and
 Design work for temporary works, if temporary works design is invited in the
tender under standard Special Conditions of Tender clause SCT 4.
A4.6.3 Points to Note for Pre-bid Arrangement
A4.6.3.1 Project Offices should critically review the scope of works / items subject to pre-bid
arrangement, which shall be clearly defined in the tender documents and covered by specified works
/ items in the activity schedule / bill of quantities. The scope of works / items subject to pre-bid
arrangement and the qualification / experience requirements of the Subcontractor(s) / supplier(s)
concerned shall be endorsed by an officer at D2 rank or above. As a good practice, Project Offices
can conduct market sounding to determine the scope of works / items subject to pre-bid arrangement.
A4.6.3.2 If Project Offices wish to include works / items subject to mandatory pre-bid
arrangement other than those mentioned in A4.6.2.3 above in appropriate projects, the endorsing
officer as mentioned in A4.6.3.1 above should be satisfied that it is necessary to firm up the
Subcontractor(s) / supplier(s) for the works / items concerned at the tender stage.
A4.6.3.3 For projects involving engagement of designers as Subcontractors as mentioned in

A4.6.2.3 above, Project Offices shall adopt the mandatory pre-bid arrangement for the design work
concerned unless DEVB’s prior agreement is obtained.
A4.6.3.4 As a general requirement, the estimated value of all works / items subject to pre-bid
arrangement (regardless of optional or mandatory) under a contract should not exceed 40% of the
estimated tendered total of the Prices. If Project Offices wish to adopt a higher percentage of works
/ items subject to pre-bid arrangement, they shall seek prior agreement from DEVB. In this connection,
DEVB may consult the Inter-departmental Working Group on NEC Projects or the Steering
Committee on NEC Projects.
A4.6.3.5 Project Offices should be careful in setting the qualification / experience

requirements of Subcontractor(s) / supplier(s), particularly for works / items subject to mandatory pre-
bid arrangement. In general, if the works / items subject to pre-bid arrangement are required to be
undertaken by contractors / specialist contractors / suppliers on the List of Approved Contractors for
Public Works or the List of Approved Suppliers of Materials and Specialist Contractors for Public
Works (Approved Lists), such requirement should be stipulated in clause C3 of the standard
additional conditions of contract. Where there is no need to engage contractors / specialist / suppliers
on the Approved Lists, Project Offices are free to set the qualification / experience requirements of
Subcontractor(s) / supplier(s) that suit the nature of works / items subject to pre-bid arrangement, but
such requirements should not be discriminatory and overly restrictive. Project Offices are also
reminded to observe the requirements of WTO GPA and avoid imposing requirements that may
arouse bid challenges. In case of doubts, Project Offices may consult DEVB and/or LAD(W) for
advice.
A4.6.3.6 Pre-tender meetings should be organised to facilitate tenderers’ understanding of

the submission requirements related to the pre-bid arrangement. Project Offices should also allow
sufficient time for tenderers to prepare their tenders.
A4.6.3.7 For works / items subject to pre-bid arrangement, be it undertaken by the

Subcontractor(s) / supplier(s) or by the Contractor himself in the case of mandatory pre-bid
arrangement, the Contractor is not allowed to alter its pre-bid proposals made at the tender stage after
the commencement of the contract unless they are accepted by the Project Manager. In assessing such
alterations proposed by the Contractor, the Project Manager should assess the Contractor’s
justifications with due regard to the impact of the proposal on the time, cost and quality of the project.
A5 PRACTICE NOTES FOR TENDER STAGE

A5.1 BRIEFING TO POTENTIAL TENDERERS
A5.1.1 Tender briefings have been held in some projects to facilitate tenderers’ understanding
of the NEC contracts, and points to note when preparing tenders.
A5.1.2 Tender briefings should be organized to facilitate tenderer’s understanding of the

submission requirements and the key features for the NEC contracts if considered appropriate. At the
tender briefings, tenderers’ attention should be drawn to:
 How to fill in tender submissions;

 Points to note in the pricing documents (bills of quantities or activity schedule);
 Tender documentation;
 For target contracts, what the target cost and the fee are to cover;
 Tender evaluation methodology.
A5.2 POINTS TO NOTE FOR TENDER ASSESSMENT
Tender Correction Rules
A5.2.1 For Option A with activity schedule for all project types, the tendered total of the
Prices stated in the Form of Tender should normally remain unchanged irrespective of any corrections
made. If there is a discrepancy between the amount in “words” and in “figures” for the tendered total
of the Prices in the Form of Tender, the one that agrees with the figure stated in the Grand Summary
of the activity schedule should be taken as the tendered total of the Prices. If neither one agrees with
the figure stated in the Grand Summary, the amount in “figures” should be taken as the tendered total
of the Prices. Where either the amount in “words” or the amount in “figures” is left blank or illegible,
the remaining one should be taken as the tendered total of the Prices. If the amount in “words” and
the amount in “figures” for the tendered total of the Prices in the Form of Tender are both left blank
or illegible, the tender is invalid. Subject to the conditions above-mentioned, the tendered total of the
Prices stated in the Form of Tender should take precedence over the tendered total of the Prices stated
in the Contract Data Part two and the Grand Summary and the same figure should be correctly
reinstated in the latter two documents for any discrepancy. Specific tender correction rules similar to
those for conventional lump sum contracts have been developed in the previous projects adopting this
main Option.
A5.2.2 For most previous engineering projects adopting Options B, C and D, the tender
correction rules followed those adopted for conventional remeasurement contracts. However, the
tender correction rules similar to those for conventional lump sum contracts might be preferred for
building projects adopting these main Options after reviewing the resources involved in the correction
of tender errors by some Project Offices.
A5.2.3 For cases where the fee percentage inserted in the tender submission exceeds the
pricing limit, the fee percentage inserted in the tender submission should be corrected to the pricing
limit. Where there is no or illegible fee percentage inserted or the fee percentage inserted is a negative
figure or lower than the minimum fee percentage as stated in the General Conditions of Tender /
Contract Data Part two, the fee percentage would then be corrected as the minimum fee percentage.
A5.2.4 A library of standard correction rules for tender errors for different contract types
with reference to Appendix A to the Environment, Transport and Works Bureau Technical Circular
(Works) No. 41/2002 and characteristics of NEC contracts in Hong Kong has been developed by
DEVB and available in the NEC Knowledge Management Platform in the Works Group Intranet
Portal of DEVB. If the Project Offices wish to propose correction rules not in the standard library,
they should seek approval from a public officer at D2 rank or above unless otherwise specified in this
Practice Notes and may seek legal advice from LAD(W), DEVB in case of doubt. In cases where the
proposed correction rules deviate from the policy promulgated under the aforementioned technical
circular, the Project Offices should seek approval from DEVB who may consult the Inter-
departmental Working Group on NEC Projects and / or the Steering Committee on NEC Projects
where appropriate.
Preparation of Tender Report
A5.2.5 In preparation of the tender report, it should be noted that the forecast total of the Prices
taking into account the tendered total of the Prices, contingency sums and provisional sums should
be used for tender evaluation purpose.
A5.2.6 Referring to the standard tender report format in Appendix III(I) of the Stores and
Procurement Regulations, the Project Offices should note the following when preparing the tender
report :
“Recommended tendered total of the Prices” The original field “Recommended tender sum” is
renamed as “Recommended tendered total of the
Prices”.
“Contingencies specified in the tender This is a new field which is equal to the total of
recommended for acceptance and allowed the contingency sums and the provisional sums
for the operation of the contract terms” specified in the concerned tender.
“Recommended forecast total of the Prices” This is a new field which is equal to the total of
the recommended tendered total of the Prices, the
contingency sums and the provisional sums
specified in the concerned tender.
“Sum allowed for this contract in the approved It should include the “Pre-tender estimate for
project estimate” : forecast total of the Prices including estimated
contingency sums and provisional sums” plus any
other allowances for the contract within the APE
as appropriate.
“Pre-tender estimate for tendered total of the The original field “Pre-tender estimate” is split
Prices” into two separate for “tendered total of the Prices”
and “forecast total of the Prices” for clarity.
“Pre-tender estimate for forecast total of the The original field “Pre-tender estimate” is split
Prices” into two separate for “tendered total of the Prices”
and “forecast total of the Prices” for clarity.
A5.2.7 When conducting tender price assessment, the Project Offices should take the “forecast
total of the Prices” as the “tender price” when adopting the Formula Approach and the Marking
Scheme Approach promulgated in DEVB TCW No. 4/2014 and 4/2014(A) and assessing the
competitiveness of the tenders.
A5.2.8 Sample template of Grand Summary of the activity schedule / bill of quantities in tender
documents and a worked example for deriving the “forecast total of the Prices” for NEC contracts is
illustrated below:
Sample Format of Grand Summary in Tender Documents
Page Description Amount

… …
Sub-total of above (A)
Tendered total of the Prices = (A)
(To be carried to the Form of Tender and the
Contract Data Part two subject to the correction
rules for tender errors as set out in Clause
GCT11 of the General Conditions of Tender)
Contingency sum for Defined Cost for compensation Insert by project office
events* (B) before tender invitation
Contingency sum for Fee for compensation events*
(C) = (B) x fee percentage inserted by the tenderer in
Contract Data Part two
Provisional sum for price adjustment for inflation under Insert by project office
secondary Option X1* (D) before tender invitation
Provisional sum for provision of Assistant Clerical Insert by project office
Officer (Labour Relations)* before tender invitation
(E) (if applicable)
Provisional sum for performance-tied payment item Insert by project office
under Pay for Safety Performance Merit Scheme before tender invitation
(PFSPMS) under secondary Option X20* (F) (if
applicable)
Sub-total of all contingency sums and provisional sums To be completed by the
above* (G) = (B) + (C) + (D) + (E) + (F) Project Manager
designate after receipt of
tender
Forecast total of the Prices To be completed by the
for tender evaluation purpose* Project Manager
designate after receipt of
(H) = (A) + (G) tender
Remarks:
* All contingency sums and provisional sums are regarded as “contingencies” for the purpose of
internal administration of the Employer / Client under the Stores and Procurement Regulations only.
The forecast total of the Prices is included for tender evaluation purpose only and will not affect the
tendered total of the Prices which shall remain contractually binding. All contingency sums,
provisional sums and the forecast total of the Prices shall not form part of the contract. The Contractor
shall not rely on any information supplied to him on the contingency sums, provisional sums or
forecast total of the Prices as the estimated changes to the Prices due to the effect of compensation
events and other estimated payments under the contract.
Worked Example for deriving the “forecast total of the Prices”
Description Value ($M)

Pre-tender estimate for NEC contract (Referring to Diagram 1)
Pre-tender estimate for tendered total of the Prices
(a) 100.00
(excluding estimated contingency sums and provisional sums)
(b) Estimated provisional sums 12.00
(c) Estimated contingency sums 15.00
Pre-tender estimate for forecast total of the Prices
(d) 127.00
(including estimated contingency sums and provisional sums)
Calculation of forecast total of the Prices

(e) Tendered total of the Prices 95.00
(f) Contingency sum for Defined Cost for compensation events 12.00
(g) fee percentage 20%
(h) Contingency sum for Fee for compensation events 2.40
Provisional sums for price adjustment for inflation,
(i) performance-tied payment item under 11.50
Pay for Safety Performance Merit Scheme
(j) Forecast total of the Prices for tender evaluation purpose 120.9
A6 PRACTICE NOTES FOR CONTRACT STAGE
A6.0 BUILDING UP A PARTNERING TEAM
A6.0.1 Under NEC, parties are required to work in mutual trust and collaborative manner.
Good partnering spirit of the project team has to be built up gradually during construction through
joint efforts in resolving site problems and developing ideas for the project. This is the most difficult
yet an essential element for a project to succeed.
A6.0.2 At the commencement of contract, the Project Offices are encouraged to arrange with
the Contractor a joint partnering workshop for establishing an effective communication channel, and
setting up project common objectives. During the workshop, parties may also suggest some cost
savings or innovative ideas to achieve the project objectives, making it another suitable occasion for
adding value to the project, albeit other value management workshops may have been conducted in
planning / design stage as per ETWB TCW No. 35/2002 (now subsumed under Section 1.4.2 of
Chapter 1 of PAH).
A6.0.3 In order to monitor and maintain the partnering relationship throughout the course
of contract, parties may also set up a “Champion Group”, comprising members of management level
of the project team, to regularly review the working relationship of their staff, and to propose
improvement measures if any problem is identified.
A6.0.4 Good communication is the key to build up trust and teamwork. It is considered a
good practice that the project team members consisting of the working level staff from the Project
Manager, Supervisor, Contractor, and perhaps the Subcontractors of key subcontract packages, can
have frequent discussions on site conditions, works progress, and foreseeable problems. This
enhances cooperation among the team and can be a quick way to resolve site problems with all
relevant parties sitting together.
A6.0.5 The partnering workshops are normally covered by the services of consultancy
agreements (including NEC advisory services). For in-house projects without engaging separate NEC
consultants, the Project Offices may charge the cost of partnering workshops shared by the Employer /
Client to the project vote subject to funding availability. The costs incurred for organising the
partnering workshops (e.g. engagement of facilitator, provision of catering service, etc. unless
otherwise specified in the contract) should normally be equally shared between the Employer / Client
and the Contractor. The Project Offices should prevent excessive and unjustified payments of
expenditures and avoid over-socializing with the staff of the Contractors / Subcontractors for
partnering activities from corruption prevention viewpoint.
A6.0.6 Pursuant to ACC D15 on “Ethical Commitment”, the Contractor is required to take
action to prevent and stop “Corrupt Act” of its Subcontractor and supplier which it is or should be
aware of. The Contractor may contact the Corruption Prevention Advisory Service of ICAC for
advice on procedural corruption prevention controls. The Contractor could report corruption through
one of the following means –
 by phone to ICAC hotline : 24 hours a day 2526 6366;
 by letter to The Commissioner, Independent Commission Against Corruption, GPO
Box 1000, Hong Kong; or
 in person to the ICAC Report Centre : 24 hours a day at G/F, 303 Java Road, North
Point, Hong Kong, or ICAC Regional Offices (Address of the Regional Offices can
be found at http://www.icac.org.hk/en/crd/struct/ro).
A6.1 CONTROL OF TIME
A6.1.1 Guidelines for NEC Project Management in Time and Risk
Communications
A6.1.1.1 NEC has a discrete provision (clause 13) that defines the requirements on
communication. Key points on the related requirements are given below:
(a) Each communication which the contract requires is communicated in a form which
can be read, copied and recorded. Writing is in the language of the contract.
(b) In essence, the use of mobile instant messaging (“MIM”) can be recognized in NEC
contracts if it is so expressly specified in the Scope (clause 13.2). However, as the
authenticity and integrity of the communication are crucial for public works projects,
the policy intent is not to accept MIM as a valid form of communication under public
works contracts. In case Project Offices wish to accept MIM as a valid form of
communication, they should seek policy support from DEVB and legal advice from
LAD(W), DEVB. In handling daily contract administration and management work,
Project Offices and their consultants should be careful in using MIM (e.g. WhatsApp)
as a communication means with the Contractor so as to avoid the situation that the
messages conveyed to the Contractor by MIM are taken as formal instructions from
the Employer/Client or Project Manager by conduct. To prevent unnecessary
disputes, any important messages (e.g. messages with time and cost implications,
acceptance/rejection of works, etc.) conveyed to the Contractor by MIM should be
followed by formal records in writing.
(c) A communication has effect when it is received.
(d) To ensure timely responses to a communication by the Project Manager, the

Supervisor or the Contractor, the parties are required to reply to a communication
within the period for reply unless otherwise stated in the contract. This requirement
will be further addressed in the “Period for Reply” section below.
(e) A notification or certificate which the contract requires is communicated separately

from other communications. Under the ECC Guidance Notes1 / User Guides7, the
intent for separated notification is to avoid overlooking of important information and
easy tracking of the communication.
Correspondence
A6.1.1.2 All communications are to be as clear and concise as possible. To avoid loss or
confusion regarding written correspondence, all letters, faxes, reports, etc, should be referenced
chronologically. They should be dated and addressed for the attention of an identified individual. Sub-
titles identifying the subject of the correspondence are to be used as appropriate.
A6.1.1.3 Notification which the contract requires is communicated separately from other
communications (NEC clause 13.7). Thus, the project team is encouraged to develop proformas for
communication (e.g. instructions and notifications). The project team is reminded to state relevant
NEC clauses in the communication, so that the recipient would be able to understand at once the
context and authority under the contract for the action to be taken.
A6.1.1.4 Generally, all project correspondence should be retrievable and should be filed using
a comprehensive filing register and be electronically backed up.
Ambiguities and Inconsistencies
A6.1.1.5 There is no stated precedence of documents under NEC. If there are any ambiguities
or inconsistencies in or between the contract documents, the Project Manager or the Contractor
should notify the other as soon as possible. The Project Manager has the responsibility of resolving
the ambiguity or inconsistency in the documents (NEC clause 17.1).
A6.1.1.6 The Project Manager may instruct a change to the Works Information / Scope to
resolve the ambiguity or inconsistency. Such an instruction is a compensation event provided it is
covered by NEC clause 60.1(1).
A6.1.1.7 The process for resolving ambiguities and inconsistencies is summarised below.
If there is an ambiguity or
inconsistency in or between the
contract documents
Project Manager aware of Contractor aware of

such a state Notification such a state
(Clause 17.1) (Clause 17.1)
Project Manager gives an

instruction resolving the
ambiguity or inconsistency
Notifying the Contractor

Is the instruction a change Yes of the compensation event
to the Works Information /
at the time of giving the
Scope
instruction
No
Finish
Period for Reply
A6.1.1.8 To ensure timely communication, NEC has requirements on the response time from
the parties.
A6.1.1.9 Under NEC clause 13.3, if the contract requires the Project Manager, the Supervisor
or the Contractor to reply to a communication, he replies within the period for reply unless otherwise
stated in the contract. Each party shall be aware of the period for reply as specified in the Contract
Data Part one as such requirement cover types of communication stipulated under NEC clause 13.1,
unless there is a specific response time stated in the contract including the amendments made in the
Schedule to the Articles of Agreement and the additional conditions of contract clauses to suit the
specific need of the project.
A6.1.1.10 Under NEC clause 13.4, the Project Manager replies to a communication submitted
or resubmitted to him by the Contractor for acceptance. If his reply is not an acceptance, the Project
Manager states his reasons and the Contractor resubmits the communication within the period for
reply taking account of these reasons. A reason for withholding acceptance is that more information
is needed in order to assess the Contractor’s submission fully. The Project Manager may withhold
acceptance of a submission by the Contractor. Withholding acceptance for a reason stated in the
contract is not a compensation event (NEC clause 13.8).
A6.1.1.11 The Project Offices should establish an effective communication channel in advance
if they foresee the review or acceptance process for certain contract obligations would likely to exceed
the response time stipulated in their contracts. Some of the typical examples would be meeting the
time requirements under the contract (i) to reply to the Contractor on validity of the notified
compensation event (NEC clause 61.4) and (ii) to reply to quotations submitted by the Contractor
(NEC clause 62.3). For (i), the Project Manager may need to allow extra time for obtaining the
Employer’s / Client’s confirmation on the validity of the notified compensation event after initial
review by the Project Manager and / or his delegates. For (ii), the Project Manager may need to allow
extra time in seeking the view of the Employer / Client and / or appropriate ranks of public officers
or authority on the assessment of compensation events that have time and / or cost implications,
particularly for cost significant compensation events (e.g. for consultant-administered contracts, any
variation of the contract or other expenditure commitment exceeding the sum (normally $800,000) as
specified in the consultancy brief, or the estimated final Price for Work Done to Date exceeding the
recommended forecast total of the Prices specified in the tender report. The Project Offices should
set reasonable period of reply for such scenarios in the amendment to NEC ECC for NEC clauses
61.4 and 62.3.
A6.1.1.12 For urgent compensation events which any delay of implementing it would
inevitably affect the project time and cost, the Project Offices are reminded to accord priority to it
and to alert the senior management the time frame requirements under NEC when seeking views /
obtaining approvals of such compensation events.
A6.1.1.13 Where necessary, the Project Manager may extend the period for reply to a
communication if the Project Manager and the Contractor agree to the extension before the reply is
due. The Project Manager shall notify the Contractor of the extension which has been agreed (NEC
clause 13.5). The parties should also be aware of the provision on extension of time allowed for
responses in individual sections, such as reply to quotations submitted by the Contractor under NEC
clause 62.5.
Early Warning
A6.1.1.14 Early warning mechanism is one of the key procedures in the NEC to stimulate good
project management. It encourages both the Project Manager and the Contractor to raise any event
which may cause an impact to the project to the other party as soon as it is noticed. The successful
implementation of the early warning mechanism hinges on the trusting relationship, and openness
developed within the project team, which drive the parties to achieve their common project goals. If
followed properly, the early warning mechanism gives an early opportunity for all parties to devise
mitigation measures jointly and to select the best option.
A6.1.1.15 When risks are identified, either party shall alert another by giving an early warning.
The processes begin and instead of fault-finding, the parties shall focus on resolving the risk, and take
appropriate follow-up actions after risk reduction / early warning meeting. The question as to the
responsibility or owner of the risk, which should be adequately set out in the contract, should not be
the focus of discussion during the meeting. The contract mechanisms have been designed to ensure
that:
(i) The project team actively takes forward rigorous risk management, and
(ii) The parties are financially motivated to manage risks successfully.
The general procedure of risk management under NEC is set out below.
Start-up of Risk Management Procedure
A6.1.1.16 Before executing the contract, both Contract Data Part one and Part two have to be
completed by the Employer / Client and Contractor respectively. A section within both Contract Data
Part one and Part two require a list of matters to be identified, that will be included in the Risk Register
/ Early Warning Register.
A6.1.1.17 The matters will be collated by the Project Manager, who will in turn transfer these
onto the Risk Register / Early Warning Register. It is from this initial Risk Register / first Early
Warning Register that all parties should proactively seek to manage and update should issues arise
throughout the duration of the project.
Early Warning Notice
A6.1.1.18 Under NEC3 clause 16.1 / NEC4 clause 15.1, either the Contractor or the Project
Manager may give an early warning notice as soon as either becomes aware of any of the following:
(i) An increase of the total of the Prices,

(ii) A delay to Completion,
(iii) A delay in meeting a Key Date or
(iv) An issue that might impair the performance of the works in use.
The Contractor may also give an early warning on any other matter which could increase his total
cost.
A6.1.1.19 The purpose of the early warning is to maximize the time available for both the
Contractor and the Project Manager to consider the implication of the matter and to take necessary
actions to mitigate any potential consequences.
A6.1.1.20 It is important to note that an early warning notice is a contractual requirement. In

accordance with the ECC Guidance Notes1/ User Guides7, early warnings may allow actions to be
taken to reduce costs and save time. Should the Contractor fail to comply with this requirement, the
Project Manager should notify the Contractor his decision that the early warning should have been
given (NEC clause 61.5) so that the Contractor knows the correct basis for his assessment including
the sanction imposed for his failure to give early warning under NEC3 clause 63.5 / NEC4 clause 63.7.
For Options C and D, the Project Manager may, at his discretion, disallow the cost which the Project
Manager decides it was incurred because the Contractor did not give an early warning which the
contract required him to give (NEC3 clause 11.2(25) / NEC4 clause 11.2(26)).
A6.1.1.21 Under any compensation event, if the Project Manager decides that the Contractor
failed in giving an early warning that he could have given, the Project Manager informs the
Contractor of his decision when he instructs the Contractor to submit quotations (NEC clause 61.5).
The Project Manager will assess the compensation event as if the Contractor had given early warning
(NEC3 clause 63.5 / NEC4 clause 63.7). This is to ensure that the Contractor’s failure in not notifying
an early warning matter does not prejudice the Project Manager in his management of the project.
A6.1.1.22 After receipt of an early warning notice, the Project Manager may respond according
to the process map shown as below:
Contractor and Project Manager

Start give an early warning
No Other people to Yes Is a risk reduction /

attend ? early warning
meeting required? No
Yes
Project Manager / Contractor

instructs those other people to At risk reduction / early
attend warning meeting, those who
attend cooperation in making
and considering proposals;
seeking solutions; deciding on
the actions and deciding which
Risk reduction / early warning risks have now been avoided or
meeting is held have passed.
Need to change Project Manager revises Risk

No
Works Information / Early Warning Register to
/ Scope? record the decisions made
Yes
Project Manager instruct the

change to Works Information /
End of Process
Scope
Risk Reduction Meeting / Early Warning Meeting
A6.1.1.23 NEC3 clause 16.2 / NEC4 clause 15.2 states either the Project Manager or the
Contractor may instruct the other to attend risk reduction meeting / early warning meeting (except the
first early warning meeting). Each may instruct other people to attend if the other agrees.
A6.1.1.24 Depending on the potential consequence of the risks, the risk reduction meeting /
early warning meeting will be chaired by the Project Manager or his delegates and the attendees will
include the Contractor’s representatives and other people, who may be able to assist in solving the
problem, agreed by both parties.
A6.1.1.25 If a decision needs a change to the Works Information / Scope, the Project Manager
instructs the change at the same time as he issues the revised Risk Register / Early Warning Register
(NEC3 clause 16.4 / NEC4 clause 15.4). If an early warning notice is considered to be a compensation
event, the Project Manager will notify the Contractor of a compensation event and instruct the
Contractor to submit a quotation, unless the event arises from a fault of the Contractor or the
quotation has already been submitted (NEC clause 61.1).
Risk Register / Early Warning Register
A6.1.1.26 NEC3 clause 16.4 / NEC4 clause 15.4 states that the Project Manager revises the
Risk Register / Early Warning Register to record the decisions made at each risk reduction meeting /
early warning meeting and issues the revised Risk Register / Early Warning Register to the Contractor.
The Risk Register / Early Warning Register is both a specified component of the NEC contractual
framework and an output of risk management process.
A6.1.1.27 The Risk Register / Early Warning Register typically summarises the following key
matters in tabular form:
(i) Identified risks;
(ii) Mitigating measure(s); and
(iii) Action party.
A6.1.1.28 The Risk Register / Early Warning Register is a “live” working document, used as a
tool to manage the project pro-actively with a view to minimising the impact of risks on the project
objectives. It is intended to be updated continually throughout the life of the project. This updating
includes both the inclusion of new risk items and the review of previously identified risks. Risk items
shall be reviewed periodically and in every risk reduction meeting / early warning meeting, and they
should be marked as “closed” if they have been removed or resolved or marked as “open” if agreed
actions are being carried out. New risk items are added to the Risk Register / Early Warning Register
by the Project Manager when the Project Manager or the Contractor give early warning of a potential
risk event in accordance with NEC3 clause 16.1 / NEC4 clause 15.1 each time.
A6.1.1.29 The Risk Register / Early Warning Register is an important tool for all the members
of the project team as it affords all relevant parties an opportunity to make informed decisions on the
project and make appropriate decisions on events which may have time and / or cost implications.
A6.1.1.30 To ensure the effective use of the Risk Register / Early Warning Register, it should
be regularly reviewed and updated through the participation of all parties.
A6.1.1.31 The following illustrates a sample format of an NEC risk register:
Item Date of Issued Date of Risk Potential Action to be Action Action by Status
No. Receipt by Reduction Problem(s) taken to taken (Open /
Meeting(s) and the avoid/reduce Closed)
Risk(s) the risk(s)
Proactive Risk Management
A6.1.1.32 NEC encourages early identification of problem and resolution of it in a collaborative

manner. Therefore, the Project Offices should take a proactive approach in working with the
contractors when risks are identified. Below sets out some recommended practices for proactive risk
management :
 The parties should embrace the spirit of mutual trust and co-operation in dealing
with early warnings. As long as the matter falls under the four bullet points
described in NEC3 clause 16.1 / NEC4 clause 15.1, the Contractor and the Project
Manager should deal with the early warning in a collaborative manner;
 In addition to being called following notification of early warning in respect of any
newly identified risks, risk reduction meeting / early warning meeting should be
held on a regular basis (frequency to be adjusted to suit the specific project
situations) to check whether risks can be closed or re-rated, and to review the status
of mitigation measures or risk treatment action plans. During such meetings,
subcontractors and other stakeholders, such as utility undertakers, can also be
invited to join, as the parties may capitalise on subcontractors’ expertise in tackling
site problems identified and minimizing the impact of the risks;
 The parties should bear in mind that during risk reduction meeting / early warning
meeting, they should focus on discussing viable solutions to avoid/reduce the risk,
and to assign suitable party to carry out follow-up actions as required. To ensure
good monitoring and timely completion of these follow-up actions, the parties
should agree in the meeting a tentative action completion date;
 If the early warning leads to a change to the Works Information / Scope, the
Project Manager should notify the Contractor of a compensation event if covered
by NEC clause 60.1(1) and instruct the Contractor to submit a quotation, unless
the event arises from a fault of the Contractor or the quotation has already been
submitted; and
 The parties should maintain a clear line of communications, and establish a highly
efficient communication channels, such as the use of common mobile
communication applications, so that risks or problems can be communicated in an
effective way and solved as early as possible.
A6.1.2 Programme
Information to be included in the programme
A6.1.2.1 NEC makes programme a significant document in the contract that imposes
contractual obligations upon the parties to follow. The Contractor needs to include information on
the programme as required under NEC clause 31.2.
A6.1.2.2. The Contractor should provide sufficient information to allow the Project Manager
to make a decision whether to accept the programme. The Project Manager should exercise his own
discretion in vetting the Contractor’s programme thoroughly and in a pragmatic manner.
A6.1.2.3 Notwithstanding the above, it is recommended that discussion between the Project
Manager and the Contractor should be facilitated before submission of programme by the Contractor.
As a result, the parties will be aware of the key elements to be included in the submitted programme
and will work collaboratively in the programme submission and acceptance processes.
Programme Submission and Acceptance
A6.1.2.4 The Accepted Programme is either (i) the programme identified in the Contract Data
Part two or (ii) the latest programme accepted by the Project Manager (NEC clause 11.2(1)).
A6.1.2.5 When Marking Scheme Approach is adopted for tender assessment, it may be useful
to require the tenderers to submit a programme / sequence of works for tender assessment. However,
it should be noted that such programme should normally not be regarded as the Accepted Programme
under NEC clause 11.2(1). The Contractor is obliged under NEC clause 31.1 to submit a first
programme to the Project Manager for acceptance. The programme submitted under tender may be
made reference to when the Contractor prepares the first programme.
A6.1.2.6 The Contractor should within the period required under the Contract Data Part one
submit a first programme for acceptance and the Project Manager should either accept the
programme or notify the Contractor of his reasons for not accepting it (NEC clause 31.3). The Project
Manager should note that a non-acceptance of the programme for reasons other than those listed in
NEC clause 31.3 is a compensation event under NEC clause 60.1(9).
A6.1.2.7 If no programme is submitted, one quarter (25%) of the Price for Work Done to Date
is retained in assessments of the amount due until the Contractor has submitted a first programme to
the Project Manager for acceptance (NEC3 clause 50.3 / NEC4 clause 50.5). This clause is only
applicable to the first programme. Great care must be exercised in accepting a programme which fall
short of the information required and the Project Manager should ensure that he is satisfied with all
relevant aspects of the programme before accepting a programme.
A6.1.2.8 If the programme does not satisfy the requirements under the contract, the Project
Manager should refuse to accept the programme for reasons stated in NEC clause 31.3. The
information required to be shown on each programme is extensive, comprehensive and generally
acknowledged to be onerous. It is very common to note the following pitfalls regarding the process
of submission and vetting of a programme:
1. The Contractor’s submitted programme is not up to the requirements in the contract;

and
2. The time allowed for the Project Manager to assess the programme may not be
adequate for him to make the decision, even if the submitted programme satisfies
NEC clause 31.2.
A6.1.2.9 If, after several rounds of correspondence, the programme is still considered to be
substandard, this would become an issue to project management as an Accepted Programme is not in
place. To deal with this, the Project Manager may:
 Arrange joint meeting or workshop among the key staff who prepare and assess the
programme. In the meeting or workshop, the key requirements in the programme
should be highlighted, and the logic or sequencing of the programme should be
elaborated to enhance understanding by the other party. The definitions of terms
namely “float” and “time risk allowances” and their provisions in the programme
should also be elaborated to ensure mutual understanding of their importance.
 Carry out the assessment of the programme with due consideration to the stages of
the works. In large projects spanning across a considerable period of time, or
complicated projects which design input from the Contractor may be required, it
may not be practical for the Contractor to schedule a detailed plan and submit his
“statements of how he plans to do the work” for all activities, especially those in the
later stage which the subcontracting package or the design is yet to be prepared. In
this case, the Project Manager or his delegates may take a pragmatic approach in
assessing the programme. The Project Manager may request for a sub-programme
showing detailed planning and programming of activities for a period, say, for
coming three months to a year, and with other later activities shown with a minimum
required level of details. If such sub-programme is considered practicable and
realistic, the Project Manager may accept this sub-programme with condition(s) for
separate submission and acceptance of detailed planning and programming of later
activities and the full programme may be accepted first and taken as an Accepted
Programme if no major observation is identified.
 Identify certain key changes in an updated programme. For instance, if the

programme is updated for compensation events having time impact only,
information relevant to time aspects (i.e. planned Completion, float, time risk
allowances, etc.) as required under NEC clause 31.2 would become essential
changes to the programme. If there is a new compensation event having both time
and cost impact, in addition to information on time listed under NEC clause 31.2,
the programme has to cover more detail on how the Contractor plans to do the work
that includes resources planned to be used.
A6.1.2.10 It should be noted that acceptance of a programme does not mean an acceptance of
the quotation of a compensation event. For non-implemented compensation events, the Contractor
should also show any effect due to these events in the programme. The Contractor may revise the
planned Completion due to such non-implemented compensation events, and the Project Manager
assesses whether the Contractor’s programme is realistic or practicable. Acceptance by the Project
Manager of the programme is not construed as the acceptance of the change to the Completion Date
and / or the Key Date(s), which can only be changed after implementation of the said compensation
events.
A6.1.2.11 It should also be noted that, without an Accepted Programme, the Project Manager
will assess a compensation event by his own assessment as per NEC clause 64.2.
A6.1.2.12 If the Project Manager chooses not to accept the programme for reasons not listed
under NEC clause 31.3, or if he does not reply within the stipulated time frame, then that would
become a compensation event under NEC clause 60.1(9) or 60.1(6).
Programme Register
A6.1.2.13 As a good practice, it is recommended to develop a programme register for the

project to record all programmes submitted by the Contractor during the course of the contract, the
changes to Planned Completion and the Completion Date, and the approval status. It is primarily used
for recording purposes and does not represent any formal acceptance or rejection of the programme.
Acceleration
A6.1.2.14 The Project Manager may instruct the Contractor to submit a quotation for an
acceleration to achieve Completion before the Completion Date (NEC3 clause 36.1). This is a
mechanism under the contract that will bring the Completion Date forward. Under NEC4 clause 36.1,
both the Project Manager and the Contractor may propose to the other an acceleration.
A6.1.2.15 The Contractor should submit the quotation or give his reasons for not doing so within
the period for reply (NEC3 clause 36.2). Under NEC4 clause 36.1, the Project Manager should notify
the Contractor on whether the quotation is accepted or not within three weeks.
A6.1.2.16 There is no remedy if the Contractor does not produce such quotation or if the
Contractor’s quotation is unacceptable. Acceleration cannot be imposed on the Contractor without
his agreement or consent. Unlike compensation event, the Project Manager cannot ask the Contractor
to submit a revised quotation or make his own assessment of the Contractor’s acceleration quotation.
A6.1.2.17 If the Project Manager wishes to bring a delayed Completion Date (due to
compensation events) forward, the Project Manager should request the Contractor to submit
quotation for compensation event and acceleration separately and assess the quotations in two-stages:
(i) Assess the Contractor’s compensation event quotation based on the reasonable
additional resources and time to complete the work under the compensation event. The
Contractor is obliged to mitigate the effect of a compensation event, e.g. to reschedule
work at no cost or inefficiency to himself to optimise planned Completion, but not to
accelerate. The Project Manager should make his own assessment for compensation
event quotation as per NEC clause 64.
(ii) Assess the Contractor’s acceleration quotation. The Project Manager could only accept
or reject the Contractor’s quotation for acceleration. If the quotation is accepted, the
Prices, the Completion Date and the Key Dates will be changed accordingly as per NEC
clause 36.3.
A6.2 CONTROL OF COST
A6.2.0 NEC promotes effective project management, and one of the key aspects is on project
cost. Common problems in administering the project cost, including payment to the Contractor,
assessment of payment for target contracts, management of the Price of Work Done to Date and the
total of the Prices throughout the contract stage, would be discussed in the following sections.
A6.2.1 Payment to the Contractor
Options A and B
A6.2.1.1 Under the regime of Option A, the payment made to the Contractor is based on the
lump sum prices for each of the activities on the Activity Schedule which is the activity schedule
priced by the Contractor unless later changed in accordance with the contract [NEC3 clause 11.2(20)
and (30) / NEC4 clause 11.2(21) and (32)]. The payment under Option A is similar to milestone
payment for each of the activities on the Activity Schedule. The Prices can be changed in accordance
with the contract (e.g. compensation events and Option X1 - Price adjustment for inflation).
A6.2.1.2 Option B is a re-measurement contact. The payment made to the Contractor is based
on the items in the Bill of Quantities which is the bill of quantities priced by the Contractor as changed
in accordance with the contract to accommodate implemented compensation events and for accepted
quotations for acceleration [NEC3 clause 11.2(21) / NEC4 clause 11.2(22)]. The Prices are the lump
sums and the amounts obtained by multiplying the rates by the quantities for the items in the Bill of
Quantities [NEC3 clause 11.2(31) / NEC4 clause 11.2(33)].
A6.2.1.3 In accordance with NEC3 clause 50.2 / NEC4 clause 50.3, the amount due is:
 the Price for Work Done to Date,

 plus other amounts to be paid to the Contractor,
 less amounts to be paid by or retained from the Contractor.
A6.2.1.4 For Option A, as defined in NEC3 clause 11.2(27) / NEC4 clause 11.2(29), the Price
for Work Done to Date is the total of the Prices for
 each group of completed activities and

 each completed activities which is not in a group.
A6.2.1.5 Payment will only be made if the activity is completed. Unless there is an
individually itemised activity in the Activity Schedule, part payment for an activity would not be
made under this main Option, except for materials on site when optional clause 50.2A in the Library
of Standard Amendments to NEC4 ECC is adopted. For the avoidance of doubt, payment for
materials on site is also allowed if provisions similar to the aforementioned optional clause 50.2A is
adopted in NEC3 ECC. In case of part payment for materials on site, the Project Manager shall
document the assessment of apportionment of the work with justification.
A6.2.1.6 For Option B, as defined in NEC3 clause 11.2(28) / NEC4 clause 11.2(30), the Price
for Work Done to Date is the total of
 the quantity of the work which the Contractor has completed for each item in the Bill
of Quantities multiplied by the rate and
 a proportion of each lump sum which is the proportion of the work covered by the
item which the Contractor has completed.
A6.2.1.7 Similar to item A6.2.1.5, save for lump sum priced item in the Bill of Quantities, part
payment for an item of work would not be made under this main Option, except for materials on site
when optional clause 50.2A in the Library of Standard Amendments to NEC4 ECC is adopted.
Options C and D
A6.2.1.8 Option C is a target contract and the Contractor is paid based on a cost
reimbursable approach with a pain / gain share mechanism. The manner in which the pain / gain share
will be split is outlined in the Contract Data Part one.
A6.2.1.9 The Activity Schedule is used to establish the total of the Prices (i.e. target cost) but
is not used for payment. The Prices are the lump sum prices for each of the activities on the Activity
Schedule unless later changed in accordance with the contract (e.g. the compensation events and
Option X1 - Price adjustment for inflation). Payment is based on Defined Cost plus Fee.
A6.2.1.10 Similar to Option C, Option D is also a target contract and the Contractor is paid
based on a cost reimbursable approach with a pain / gain share mechanism. However, instead of using
an Activity Schedule, the Total of the Prices (i.e. target cost) is established based on the Bill of
Quantities. The Prices are the lump sums and the amounts obtained by multiplying the rates by the
quantities for the items in the Bill of Quantities. Payment is based on Defined Cost plus Fee. At
completion of the contract, the quantities of the work should be remeasured to obtain the final Total
of the Prices (i.e. final target cost) for final assessment of the Contractor’s share.
A6.2.1.11 The fact that the Contractor shares in both the pain and the gain of any movement
of the target cost is purported to encourage effective management control of the final Price for Work
Done to Date relative to the final target cost. The project team shall endeavour to control the Defined
Cost in order to maximise the gain share.
A6.2.1.12 In accordance with NEC3 clause 50.2 / NEC4 clause 50.3 as amended by the Library
of Standard Amendments to NEC ECC, the amount due is:
 the Price for Work Done to Date;

 plus other amounts to be paid to the Contractor;
 less amounts to be paid by or retained or deducted from the Contractor; and
 less the Project Manager’s interim assessment of the Contractor’s share.
A6.2.1.13 In assessing the amount due, the Project Manager should follow the requirement
under NEC3 clause 50.4 / NEC4 clause 50.2. If the Project Manager disallows part of the applied
costs, he should provide explanation on why and on what basis [quoted reasons for Disallowed Cost
under NEC3 clause 11.2(25) / NEC4 clause 11.2(26)] such costs are disallowed. Examples which
might lead to Disallowed Cost in some projects are listed as follows:
 No supporting payment records

 Duplicate or overlapping invoices
 Incorrect cost data
 Maintenance / modification cost of the Contractor’s owned Equipment
 Equipment, Plant and Materials not used to Provide the Works (after allowing
reasonable availability and utilisation for Equipment and reasonable wastage for
Plant and Materials)
 Loss of damage of Equipment
 Repair cost to third party property solely due to the Contractor’s default
A6.2.1.14 The Contractor should provide further substantiation for any Disallowed Cost in the
next payment application for consideration by the Project Manager should he disagree with it.
A6.2.1.15 In relation to the last bullet point at Section A6.2.1.12 above, the purpose of the
interim assessment of the Contractor’s share is to avoid overpayment by specifying the Project
Manager’s right to deduct the Contractor’s pain share assessed during the contract period.
A6.2.1.16 For Options C and D, the Price for Work Done to Date is the total Defined Cost
which the Project Manager forecast will have been paid by the Contractor before the next assessment
date plus the Fee [NEC3 clause 11.2(29) / NEC4 clause 11.2(31)]. In the previous projects, this has
been amended to “the Project Manager assesses the Contractor has paid at each assessment date plus
the Fee”, thus the Contractor only gets paid when he has demonstrated that he paid the amount. This
may put the contractors to the state of “negative cash flow”. In view of the above and making reference
to the “estimated work done” approach in assessing interim payment under conventional contracts,
the definition of “Price for Work Done to Date” is modified such that the assessment is based on the
actual payment by the Contractor made at each assessment date, plus an estimated amount due to the
Contractor for the cost of components in the Schedule of Cost Components which will have been paid
by the Contractor up to one week after the next assessment date. Please refer to the Library of Standard
Amendments to NEC4 ECC. For the avoidance of doubt, the “estimated work done” approach can also
be adopted in NEC3 ECC if provisions similar to the “estimated work done” approach aforementioned
is incorporated in the contract. If the Project Offices wish to further amend the payment terms in the
standard library, they should submit their proposal with justifications to seek legal advice from
LAD(W), DEVB and approval from DEVB who should consult the Inter- departmental Working
A6.2.1.17 The Defined Cost under both Options C and D is generally considered to be the
substantiated cost paid and the estimated amount as mentioned in Section A6.2.1.16 above by the
Contractor for the work which includes:
• the cost itemized in clause 11.2(23) (NEC3)

• the cost components in the Schedule of Cost Components (NEC4)
• less Disallowed Cost.
A6.2.1.18 Disallowed Cost in the context of the NEC contracts is generally applicable when
the Project Manager decides the cost is not justified in accordance with the conditions listed under
NEC3 clause 11.2(25) / NEC4 clause 11.2(26).
A6.2.1.19 Disallowed Cost is not meant to be used as a restrictive measure on the Contractor
but as a method to encourage the Contractor to operate the contract and carry out the works in a pro-
active manner.
Payment Application
A6.2.1.20 In assessing the amount due, the Project Manager considers any application for
payment the Contractor has submitted on or before the assessment date pursuant to NEC3 clause 50.4
/ NEC4 clause 50.2 as amended by the Library of Standard Amendments to NEC ECC.
A6.2.1.21 For Options C and D, apart from the payment application statement showing the
breakdown of the payment applied, the Contractor is required to attach supporting documents (e.g.
payroll, subcontract payment receipts, material delivery notes, invoices for cost components in the
Schedule of Cost Components to be paid before the next assessment date, evidence that relevant cost
components paid between the last and current assessment dates, etc.) to the payment application
statement. In terms of the Contractor’s payment submission requirements, please refer to Section
A6.2.2 for details.
A6.2.1.22 In addition, the Contractor shall certify that all submitted photocopies of invoices,
receipts and the like are true and correct copies of the originals.
Assessment and Certification of Payment
A6.2.1.23 The first assessment date is determined by the Project Manager (NEC clause 50.1),
preferably after discussion with the Contractor. As amended by the Library of Standard Amendments
to NEC ECC, the Contractor is required to submit to the Project Manager a draft statement (NEC3)
/ payment application (NEC4) 14 days before each assessment date. Under NEC clause 51.1, the
Project Manager certifies payment within two weeks of each assessment date (as amended by the
Library of Standard Amendments to NEC ECC) and the assessment of payment takes place at each
assessment date. Then each certified payment should be made within three weeks of the assessment
date in accordance with NEC clause 51.2. Based on the experience on projects using NEC, the
timeframe for certification of payment would be tight for the Project Manager. The Project Manager
should allow sufficient time and resources to fulfil such contract requirement.
A6.2.1.24 In accordance with the prevailing guidelines (e.g. Section 7.2 of Chapter 7 of the
PAH), the payment to the Contractor has to be effected by the Project Manager within 25 calendar
days from the date of receipt of interim payment application. The 25-day rule should be counted from
the assessment date for NEC contracts.
A6.2.1.25 As stated in Section A6.2.1.23 above, the Contractor should submit the payment
application 14 days ahead of the assessment date. Further submission by the Contractor beyond the
assessment date may not be considered by the Project Manager according to NEC clause 50.4.
A6.2.1.26 The payment application by the Contractor shall comprise the following:
 Actual costs incurred by the Contractor up to each assessment date; and
 Estimated costs to be incurred by the Contractor up to one week after the next
assessment date after the Contactor submitted their payment application (for those
contracts adopting “estimated work done” approach in the Library of Standard
Amendment to NEC4 ECC)
A6.2.1.27 For actual costs incurred by the Contractor (first bullet point above), the Contractor
needs to provide supporting documents (i.e. receipts) to show actual spending on claimed items. For
estimated costs to be incurred by the Contractor (second bullet point above), the Contractor needs
to provide supporting documents (i.e. invoices) that demonstrates the costs are to be incurred up to
one week after the next assessment date (the date when payment is to be made as stated in the contract
or the Accepted Programme). For further details on invoices, please read this in conjunction with
Section A6.2.2.33.
A6.2.1.28 For Options C and D, to mitigate the risk of late certification by the Project Manager,
the Project Manager and the Contractor shall work in a collaborative way in undertaking the
assessment.
A6.2.1.29 The day(s) or week(s) under the context of NEC are referred to as calendar day(s) or
week(s) which include weekends and public holidays.
Late Payment and Corrected Payment
A6.2.1.30 Interest will be paid to the Contractor if there is late payment (NEC clause 51.2).
A6.2.1.31 Under NEC clause 51.4, interest is basically calculated on a daily basis at the interest
rate and is compounded annually. Amendments have been made in the Library of Standard
Amendments to NEC ECC in relation to how interest should be calculated. As such, interest should
be calculated at a simple interest rate according to the current practice.
A6.2.1.32 As amended by the Library of Standard Amendments to NEC ECC, the first bullet
point of NEC clause 51.3 should be deleted so that interest will not be paid for any corrected amount
in a later certificate due to compensation events or other reasons.
Price Adjustment for Inflation
A6.2.1.33 Under NEC, contract price fluctuation is a secondary Option X1 – Price adjustment
for inflation that gives the flexibility to the Employer / Client whether to allocate the risk of inflation
to the Contractor.
A6.2.1.34 As in GCC form, the operation of contract price fluctuation should be referred to
ETWB TCW No. 21/2003. For Options A, B, C and D, “Index Numbers of the Costs of Labour and
Materials used in Public Sector Construction Projects (April 2003 = 100)” and “Average Daily Wages
of Workers Engaged in Public Sector Construction Projects as Reported by Main Contractor”
compiled by the Census and Statistics Department should be used for calculating the fluctuation.
(Project Offices should refer to DEVB TCW No. 4/2021 for adoption of 2021-based Index Numbers).
Options A and B
A6.2.1.35 The amount for price adjustment is calculated in accordance with NEC3 clause X1.4
/ NEC4 clause X1.3, and it covers the total amount in respect of price adjustment up to the date of
each assessment.
Options C and D
A6.2.1.36 The principles in NEC3 clause X1.5 / NEC4 clause X1.4 for Options C and D are
outlined below.
A6.2.1.37 Each time the amount due is assessed, an amount for price adjustment is added to the
total of the Prices which is the sum of
 the change in the Price for Work Done to Date since the last assessment of the amount
due multiplied by (PAF / 1+PAF) where PAF is the Price Adjustment Factor for the
date of the current assessment and
 correcting amounts, not included elsewhere, which arise from changes to indices used
for assessing previous amounts for price adjustment.
A6.2.1.38 The price adjustment for inflation in target contracts is taken into account in the target
cost which is the total of the Prices for Option C or the Total of the Prices for Option D.
A6.2.1.39 It should be noted that under NEC3 clause X1.3 / NEC4 clause X1.5, for
compensation events, except for agreed rates in the Contract Data, the “current” Defined Cost
including actual and forecast Defined Cost (NEC clause 63.1) assessed for the compensation events
will be adjusted to base date level by dividing by one plus the Price Adjustment Factor for the last
assessment of the amount due. For Options A and B, the amount due to compensation events will be
all on base date level and will then be adjusted under NEC3 clause X1.4 / NEC4 clause X1.3.
Meanwhile, for compensation events under Options C and D, the target cost will be adjusted for price
adjustment for inflation under NEC3 clause X1.5 / NEC4 clause X1.4.
Payment Arrangement for Pre-Priced or Provisional Items
Options A and B
A6.2.1.40 Under Options A and B, the payment arrangement for pre-priced or provisional items
(such as safety, environmental management, site cleanliness, payment in relation to Assistant Clerical
Officer (Labour Relations), etc.) is similar to the conventional contracts and will be paid in accordance
with the pre-priced rates or stipulated mechanisms in the relevant schedule(s) in the Activity Schedule
or bill(s) in the Bill of Quantities containing such items.
A6.2.1.41 Due to the fact that the payment for such items may deviate from the general
principles of Option A (i.e. payment based on completed activities) or Option B (i.e. payment based
on completed work), a preamble for such items needs to be prepared and incorporated into the contract
to elaborate the breaking down of such items and associated payment mechanism.
Options C and D
A6.2.1.42 Unlike Options A and B, for Options C and D, payment arrangement for pre-priced
items such as safety, environmental management, site cleanliness, etc. are generally paid on a
reimbursable basis.
A6.2.1.43 Not Used.
A6.2.1.44 Although the payment is based on actual spending, corresponding section(s) within
the pricing document (i.e. Activity Schedule or Bill or Quantities) still need to be set up so as to allow
for pricing of these items in the target cost.
Shorter/Short Schedule of Cost Components
A6.2.1.45 The Shorter/Short Schedule of Cost Components is a simpler form of the Schedule of
Cost Components. Although payments are generally based on the Activity Schedule and Bill of
Quantities respectively, Options A and B may use the Shorter/Short Schedule of Cost Components
for assessment of compensation events.
A6.2.1.46 Under Options A and B, if the Defined Cost plus the resulting Fee approach is
adopted for assessment of compensation events, the Defined Cost refers to the cost of the components
in the Shorter/Short Schedule of Cost Components under NEC3 clause 11.2(22) / NEC4 clause
11.2(23). It articulates regardless of amounts for the Contractor or Subcontractors, assessment for
compensation events need to follow the Shorter/Short Schedule under these two main Options.
A6.2.1.47 In NEC3, the Shorter Schedule of Cost Components can be used for assessment
of compensation events for Options C and D if the Project Manager and Contractor agree, though it
is usually deleted in the projects adopting Option C or D.
Cost Control and Corruption Prevention on Subcontracts for Target Contracts
A6.2.1.48 Under NEC clause 52.1, it lays down the principle that the Defined Cost includes
only amounts calculated using rates and percentages stated in the Contract Data and other amounts
“at open market or competitively tendered prices” with deductions for all discounts, rebates and taxes
which can be recovered. There may be concern as to whether the subcontract prices will be inflated
intentionally by the Contractor. To address this concern, the Project Manager should check whether
the tender prices and rates of the subcontracts and supply contracts submitted by the proposed
Subcontractors and suppliers are competitively tendered or open market prices or rates, without
activities or items which are substantially over or under-priced, or erratically priced, before
acceptance of the proposed Subcontractors or suppliers.
A6.2.1.49 The tender price for the main contract (i.e. target cost) is obtained through a
competitive process. The Employer / Client and the Contractor share the financial risk under a pain /
gain share mechanism. Such mechanism incentivizes the parties to strive for cost savings, such that
the gain share can be maximised or the pain share can be minimised. It thus drives the Contractor to
procure subcontracts at competitive prices, and not to inflate the subcontract prices, in which case the
Contractor may likely face a higher chance of pain share.
A6.2.1.50 At contract completion, while it may in general be seen as a success if gain share is
achieved, a project with pain share should not be necessarily regarded as a failure, provided that both
the Employer / Client and the Contractor have acted in accordance with the contract. In any case, the
Government’s interest will not be put in an unfavourable position due to the following reasons:
 The pain share range is capped at 110% of the final target cost and the final total
payment to be borne by the Employer / Client is normally capped as 105% of the
adjusted final target cost; and
 Payment to the Contractor is on cost reimbursable basis plus a fee percentage. If the
prices of a subcontract are not competitive or are inflated, it would hardly bring
benefits to the Contractor except a higher fee, which is comparatively secondary.
A6.2.1.51 If the possibility of the Contractor colluding with their Subcontractors to look for
financial benefits from an inflated subcontract price submitted at the pre-contract stage may still be
real, such risk continues to be controlled by the pain / gain share mechanism. Ultimately, such
malpractice is subject to enforcement actions under relevant law and regulations.
A6.2.2 Auditing, Financial Control and Supervision System (Options C and D)
A6.2.2.1 In accordance with the payment application and procedures as stipulated in NEC clause
50 (as amended by the Library of Standard Amendment to NEC ECC), the payment checking
arrangement commences once the Contractor submits the payment application statement and it needs
to be compliant with the requirements for accounts and records under the contract, in particular NEC3
clause 52.2 and 52.3 / NEC4 clause 52.2 and 52.4 of the contract and the relevant provisions of the
Works Information / Scope.
Information Required for Monthly Payment Assessment
A6.2.2.2 The Contractor is required to provide the relevant information which should be listed in
the Works Information / Scope. The information related to the Defined Cost may include but not
limited to the following:
Subject Contractor’s Submission Requirements

People  Daily reports summarising the total daily hours for the People
employed within the Working Areas and the operational activities
 Payroll summaries together with banks records
 All one-off costs relating to the People employed within the Working
Areas to be presented separately
 Sick leave and annual leave records relating to the People employed
within the Working Areas
 Time-sheet of part-time employees
 Amendments to the attendance record of the People with justifications
certified by the Site Agent of the Contractor
Equipment  Cross-referenced documentation, invoices, credit notes, discount

vouchers, delivery notes, requisitions and so on in respect of all
Equipment utilised and for which payment is applied
 Other records required on the Equipment with regard to the economic
utilisation, details of delivery to and taken away from the Working
Areas, standing time, proof of competitively tendered or open market
rates, minimum hire charges, etc.
 Procedures to monitor and ensure reasonable availability and
utilisation of the Equipment and relevant site records checked against
the allowable threshold(s), including how the allowable thresholds are
worked out.
Plant and Materials  Cross-referenced documentation, invoices, credit notes, discount
vouchers, delivery notes, requisitions and so on in respect of all Plant
and Materials supplied and for which payment is applied
 Other records required on the Plant and Materials with regard to the
economic utilisation, details of delivery to and taken away from the
Working Areas, proof of competitively tendered or open market rates,
etc.
 Procedures to monitor and minimize wastage of the Plant and
Materials and relevant site records checked against the maximum
allowable wastage percentage(s)
Subject Contractor’s Submission Requirements

Charges  Cross-referenced documentation, invoices, credit notes, discount
vouchers, delivery notes, requisitions and so on in respect of all
charges and for which payment is applied
 Other records required on the charges with regard to the economic
utilisation, details of delivery to and taken away from the Working
Areas, proof of competitively tendered or open market rates, etc.
Insurance  Cross-referenced documentation, invoices, credit notes, discount

vouchers, requisitions and so on in respect of the relevant insurance
premium and for which payment is applied
 Other records such as proof of competitively tendered or open market
rates
Subcontractor  Record of cost of work in meeting all contractual obligations

Management Plan regarding the Subcontractor Management Plan and for which payment
is applied
Subcontracts  Cross-referenced documentation, invoices, credit notes, discount

vouchers, delivery notes, requisitions, relevant subcontract documents
and so on in respect of all subcontract work undertaken and / or
completed by Subcontractors and for which payment is applied
 Other records such as proof of competitively tendered or open market
rates for variations, full details of particulars with justifications for
additional payment for claims, final account, etc.
A6.2.2.3 If any further records are required, the Works Information / Scope should be updated
accordingly. As already stated under NEC3 clause 52.3 / NEC4 clause 52.4, the Project Manager
does not need to give the Contractor any notice of his intention to audit the Contractor’s accounts
and records, but generally he will notify the Contractor of the areas that he wishes to concentrate on
in order for the Contractor to make the accounts and records available and save time.
A6.2.2.4 The following are the payment procedures and items that the Project Manager
should be aware of when checking the above submissions from the Contractor:
Payment Checking Mechanism
A6.2.2.5 The extent of cost checking very much depends on the scale of the project and the
resources available from the project team for checking. Normally, full checking is preferable.
A6.2.2.6 If there are staff constraints in conducting full checking of the applied payments for
target contracts after reviewing the project situations, the Project Offices may propose to adopt a
payment checking mechanism to allow selective checking of applied payments which is subject to
the approval of a project officer at D2 rank or above. Such payment checking mechanism shall be
able to deter and detect abuse and other irregularities which might be arisen under a cost reimbursable
payment basis.
A6.2.2.7 A suggested framework for the payment checking mechanism is illustrated below.
The concerned payment checking requirements should be incorporated in the Works Information /
Scope. If the Project Offices wish to propose any deviation from this framework, they should consult
the Inter-departmental Working Group on NEC Projects and / or the Steering Committee on NEC
Projects and seek approval from DEVB where appropriate.
 For the first 6 monthly payment, full check on the Contractor’s submission has to be
undertaken. From the 7th interim payment onwards, sample check can be considered;
 All high-value items exceeding $300,000 as well as all payment items related to
People, insurance and subcontracts shall be subject to full check, and the remaining
items shall be subject to sample checking;
 Of the total claimed value of all remaining items subject to sample checking, the total
value of sampled items for checking should not be less than a prescribed percentage,
say 20% to 50%, depending on the project nature;
 Of the total number of all remaining items subject to sample checking, the total
number of sampled items selected should not be less than a prescribed percentage,
say 20% to 30%, depending on the project nature (rounded up to the nearest integer);
 Sampling of items should be on a random basis to ensure unpredictability in selection

of items;
 If the amount of irregularities exceeds a certain percentage of the total claimed value
by the Contractor (say 5% to 10%, exact percentage to be determined by the Project
Offices), the Project Manager shall increase the checking percentages (both on
“value” and on “number”) up to 100% checking for that particular payment
application and the subsequent payment application in the next month.
A6.2.2.8 Where appropriate, the Contractor’s management should be informed of any poor
performance in payment application. The Project Manager should also reflect the Contractor’s
performance regarding the level of accuracy of applied amounts for Defined Cost in the Report on
Contractor’s Performance (e.g. items 6.14 “Attention to records” and 6.15 “Attention to submission
of accounts/valuations” where appropriate) as appropriate.
A6.2.2.9 For consultants-administered projects, checking of interim payments in accordance

with the above payment checking mechanism should be conducted by the consultants. Subject to
availability of in-house resources, the Project Offices may select some of the items for conducting
further spot checking. WDs should keep a database of payment checking mechanism for different
contracts for reference by the Project Offices.
Start-up Procedures – Preparatory Work before the First Payment Application
A6.2.2.10 Before preparation of the first interim payment, agreements have to be made between
the Project Manager and the Contractor on the following:
(i) Format and presentation of the Contractor’s payment application

(ii) Types of account or records as required by NEC clause 52.2 and the Works
Information / Scope.
(iii) Set up procedures and site record template for frontline staff (Project Manager /
Contractor / Subcontractor’s site representative) to agree on assessing payment, e.g.
a. employee attendance records
b. material in-out record
c. equipment record
d. actual works done so far
e. record of works to be covered up and
f. other relevant site record for payment purpose
(iv) Verification procedures of Defined Cost

(v) Cost coding system (for quick and easy identification of cost element to facilitate
payment audit)
(vi) Authorization of the Contractor’s personnel to verify, certified true copy and amend
the payment records
(vii) Authorization of the Project Manager’s personnel to access the Contractor’s
confidential and personal data
(viii) Declaration and undertakings by officers involved in preparing tender documentation
including tender specifications and assessing tenders for subcontracts and supply
contracts
Project team members are suggested to conduct spot checks on compliance with the
agreed payment application procedures and accuracy of the records on site with such checks properly
documented.
Format and presentation of the Contractor’s payment application
A6.2.2.11 NEC has no express requirements on the format of the payment application but it is
desirable to set up the format by using the Cost Components (i.e. People, Equipment, Plant and
Materials, etc.). The Project Manager should coordinate with the Contractor on the format and the
presentation before the first payment application is made.
Records available from the Contractor for checking
A6.2.2.12 Subject to the requirements under NEC clause 52.2 and the Works Information /
Scope, the Project Manager needs to agree with the Contractor on the type and the depth of the
information available for the Project Manager for checking.
A6.2.2.13 In terms of records on time such as daily records, the personnel who is authorised to
record and amend the daily records should be determined in advance of the start of the work.
A6.2.2.14 The Contractor should submit the original or certified true copies of the payment
documents to facilitate the Project Manager’s assessment of payment. Nevertheless, the Project
Manager may decide to check photocopies of the payment documents if he considers it is not feasible
for the Contractor to obtain the original or the certified true copies for checking. If so, the Contractor
should submit a statement confirming that all submitted photocopies of invoices, receipts and the like
are true and correct copies from the originals.
Cost coding system
A6.2.2.15 Cost coding system is recommended for payment documents (i.e. receipts, invoices,
etc.) to enable efficient payment auditing by easy identification of relevant payment records and to
avoid making mistakes in payment assessment if any payment record itself involves multiple payment
items and cost components.
A6.2.2.16 The reference cost code can be either stamped or remarked by pen on the supporting
document to identify the corresponding cost component. The documents can then be categorised and
filed in accordance with the assigned cost code (e.g. Documents related to item 11 of the Schedule of
Cost Components for wages, salaries and amounts paid by the Contractor for people can be filed in
the box file for People costs).
A6.2.2.17 Each project can develop its own cost coding system. One possible way is to develop
cost codes for payment records with reference to the items of the Schedule of Cost Components.
A6.2.2.18 For more complex project that involves considerable amount of payment information
or the Contractor has a specific cost coding / accounting system to follow, in order to minimise
administrative efforts by the Contractor, the project team can consider to adopt the Contractor’s
internal cost coding system as long as the cost coding system enables the standardisation and
uniqueness of indexing. The Project Manager and the Contactor should agree and fine-tune the
Contactor’s cost coding system to suit peculiarity of each project. For instances, some projects have
included references to area, trade, etc. Below is an example:
A6.2.2.19 However, the Project Offices are reminded that the above example on cost coding
system is only for reference as to how it can be developed but not an pre requisite requirement on
what should be included in the cost code system. As long as the cost coding system developed by the
project team can meet the objectives of efficient payment auditing by easy identification of relevant
payment records and mitigating mistakes in payment assessment, the project team is allowed to
develop their own sets of cost codes that suit their project specific needs.
Arrangement to check the Contractor’s sensitive payment information
A6.2.2.20 It is not uncommon that some payment information may not be readily available for
checking. People cost is one of the typical examples. The Contractor may have his own in-house
policies or concerns in disclosing the employment agreements and the amount paid for their People
including both staff and labour to the Project Manager.
A6.2.2.21 To enable verification to take place, the Project Manager should communicate with
the Contractor on the arrangement to check the relevant costs. If these documents are only available
within the Contractor’s head office, the Project Manager can arrange his delegates, which should be
in a rotation basis, to the Contractor’s head office to check the payment information. The checking
records should be signed and certified correct by the concerned delegates.
Guidelines in Checking Payment Applications
A6.2.2.22 It is proposed that verification of payment applications should be carried out by the
Project Manager as follows:
Payment Check for People
A6.2.2.23 When checking applied items on People, the Project Manager needs to:
 Check the Contractor’s submission on the People employed within the Working
Areas containing the total daily hours for the People employed and the operational
activities as stated in the relevant clause of the Works Information / Scope against:
o the site personnel records verified by the Site Agent of the Contractor;
o where there exists ambiguity, check against the Project Manager’s daily
records and site diaries for clarification and for the corresponding period,
and where necessary, seek agreement by Project Manager and the
Contractor on any discrepancy identified among the records checked;
and
o cross-check the number of man-days for the Contractor reported by the
Contractor each month.
 Check amendments, if any, made to the Contractor’s daily records on the people
employed within the Working Areas which had been made with justification stated
by the authorised personnel of the Contractor (e.g. Site Agent).
A6.2.2.24 The daily records of all People employed within the Working Areas should be
maintained by the Contractor. This record should identify, for each People, the following:
(i) Name of each People

(ii) Trade or job
(iii) Hours worked per day (or night)
(iv) Rate per hour (shift or week)
(v) Whether the concerned People is a direct employee or self employed
(vi) Activities employed upon
(vii) Location of work
A6.2.2.25 For the amount of payment, the amount paid for People under item 11 in the Schedule
of Cost Components should be checked against the Contractor’s wage records. And in relation to the
amount of payment under item 12, 13 and 15 in the Schedule of Cost Components, due care has to be
taken to ensure that there is no duplication in payment between direct costs (amount under item 11)
and payroll burdens (e.g. travel, medical examinations, etc.). Relevant daily records and employment
terms of the employees should be inspected.
Payment Check for Equipment
A6.2.2.26 For the purpose of auditing the Defined Cost for Equipment, the following
procedures should be followed by the Project Manager:
 Check if the Equipment is used to provide the works;
 Exclude from the Price for Work Done to Date any applied amount for item not
qualified as Equipment as defined in NEC3 clause 11.2(7) / NEC4 clause 11.2(9).
Such may include any equipment owned or hired by a Subcontractor or Plant and
Materials to be included in the works;
 Check if the actual time for which the Equipment required in the assessment period
is substantiated by suitable records;
 Check if the Contractor’s hire or rental rate for the Equipment qualified for Defined
Cost under item 21 of the Schedule of Cost Components had been obtained through
competitively tendered prices with deductions for all discounts, rebates and taxes that
could be recovered in accordance with NEC clause 52.1;
 Check if the applied amount for the Defined Cost for Equipment components under
item 22 of the Schedule of Cost Components (e.g. Equipment owned or purchased
by the Contractor) was priced by open market rates (Please refer to Section A6.2.4.13
on determination of open market rates.);
 Check if the applied amount for the Defined Cost for Equipment components under
item 23 of the Schedule of Cost Components is based on the sale price or the open
market sale price in the change in value calculation and whether the criteria as stated
in Section A6.2.4.9 are met (Please refer to Section A6.2.4.14 for the use of item 23
of the Schedule of Cost Components in the contract.);
 Where the applied amount is for the purchase of an Equipment under item 25 of the
Schedule of Cost Components, check if the Equipment had been fully consumed as
confirmed by the Contractor and audited by the Project Manager;
 Check further supporting information, where applicable, as stated in the relevant

clause of the Works Information including:
o cross-referenced documentation;
o invoices;
o credit notes;
o discount vouchers;
o delivery notes; and
o requisitions.
A6.2.2.27 A continuous record of all Equipment should be maintained by the Contractor. The
record should identify, for each item of mechanical Equipment, the following:
(i) Type of Equipment

(ii) Make of Equipment
(iii) Size / rating of Equipment
(iv) Date on site
(v) Location of work
(vi) Brief descriptions of work (activity)
(vii) Date off site
(viii) Rate per hour / day / week
(ix) Ownership, purchase / hire record, maintenance records
(x) Daily record of hours worked / standing
A6.2.2.28 For non-mechanical Equipment the same information shall be recorded, except that
it will not be necessary to keep daily record of hours worked/standing.
A6.2.2.29 Any internal hire rates applied under item 22 of the Schedule of Cost Components
should be compared to commercial plant hire rates. If an internal rate is found to be excessive, the
Contractor should be asked to either reduce his internal rate or to replace the item of Equipment with
a hired-in-item under item 21 of the Schedule of Cost Components unless there are exceptional
circumstances which justify using the Contractor’s own Equipment.
A6.2.2.30 The Project Manager should coordinate with the Contractor and ensure that, in
general, only Equipment which is required on site actually stays on site unless the Contractor chooses
to retain it on site without charge to the contract.
A6.2.2.31 Staff vehicles may be charged through the site management costs. Other site vehicles
may be chargeable as Equipment. The Project Manager should ensure that no vehicle is charged
through both systems.
Payment Check for Plant and Materials
A6.2.2.32 For the purpose of auditing the Defined Cost for Plant and Materials, the following
procedures should be followed by the Project Manager:
 Check if the applied amount had been calculated from the prices obtained from a
competitive process for selection of suppliers for Plant and Materials accepted by
the Project Manager in accordance with the additional conditions of contract
clause “Tender requirements for suppliers of Plant and Materials, Equipment and
Insurance”;
 Exclude from the Price for Work Done to Date any applied amount for item not
qualified as Plant and Materials as defined in NEC3 clause 11.2(12) / NEC4 clause
11.2(14) (e.g. Plant and Materials not intended to be included in the works or
Equipment);
 Check the delivered quantities covered by the applied amount against the relevant
delivery notes;

clause of the Works Information / Scope including:
o invoices;
o credit notes;
o discount vouchers;
o delivery notes;
o requisitions; and
o records of wastage, whether the wastage is within the allowable wastage
percentage as agreed by the Project Manager and the Contractor.
Invoices for Equipment, Plant and Materials
A6.2.2.33 According to NEC clause 50.1 (as amended by the Library of Standard Amendments
to NEC ECC), in addition to payment evidence (i.e. receipts) that substantiates costs incurred, the
Contractor would also submit invoices to substantiate his estimated amount for Equipment, Plant
and Materials due by the Contractor before the next assessment date. These invoices are to be filed
monthly and shall in general include the following information:
(i) Name of supplier
(ii) Description of supply – (type, size, class etc.)
(iii) Quantity supplied
(iv) Delivery address/location
(v) Date of delivery/hire
(vi) Delivery note number
(vii) Quantity returned
(viii) Bought in or hire in
(ix) Date returned for hire continuing
(x) Off hire records
(xi) Invoice number
(xii) Date of invoice
(xiii) Order number
(xiv) Unit rate / price
(xv) Net invoice cost
(xvi) Cost code
(xvii) Storage and / or permanent location
(xviii) Whether the invoices are to be settled in full or in part under subcontracting / supply
agreement
A6.2.2.34 Ideally the invoices should be supported by copies of quotations, purchase orders
and signed delivery tickets together with signed time sheets where applicable.
A6.2.2.35 The Project Manager can consider paying the Equipment, Plant and Materials
delivered on site but yet to be installed if relevant invoices are presented and such costs are forecasted
to be incurred by the Contractor up to one week after the next assessment date. Then the Project
Manager can assess such amount as estimated amount under NEC clause 50.1 up to one week after the
next assessment date. The Contractor shall submit the evidence in the payment application on the
next assessment date that the payments have been made according to the forecast. Otherwise, such
cost should be disallowed in accordance with the first and / or second bullet point(s) of NEC3 clause
11.2(25) / NEC4 clause 11.2(26) in the payment application on the next assessment date. The
Contractor’s management should be informed of any poor performance in such aspect. The Project
Manager should also reflect the Contractor’s performance regarding the level of accuracy of applied
amounts for Defined Cost in the Report on Contractor’s Performance (e.g. items 6.14 “Attention to
records” and 6.15 “Attention to submission of accounts / valuations” where appropriate) as
appropriate.
Payment Check for Subcontractors
A6.2.2.36 When checking applied items on Subcontractors, the Project Manager should
consider the following:
 The Contractor should keep a copy of all awarded subcontracts at site office to allow
inspection by the Project Manager.
 The Subcontractor’s payment applications, which should be on an accumulative basis,

should have the work done record duly signed by the Site Agent or the Contractor’s
other personnel with high authority as far as practicable.
 Each Subcontractor should provide receipts of payment received stating clearly his
Subcontract number, amount received and invoice reference and payment number.
 The Contractor should provide full copies of the Subcontractors’ payment

assessments and payment receipts marked with designated cost codes from the
Contractor’s cost accounting system with unique reference number for identification
of each invoice.
 All copies should be certified true and correct from the originals by the Site Agent or
the Contractor’s other personnel with high authority as far as practicable.
 Upon receiving each payment application from the Contractor, the Project Manger
should:
o review the reasonableness of each Subcontractor’s work done certified

by the Contractor;
o liaise with the Assistant Clerical Officer (Labour Relations) on any
matter of arrear of wages paid by the Subcontractors;
o identify from the above any Disallowed Cost; and
o filter out the identified Disallowed Cost from the Price for Work Done
to Date.
 The Project Manager should provide explanation to the Contractor for all
Disallowed Cost identified. The Contractor should provide further substantiation for
any Disallowed Cost in the next payment application for consideration by the Project
Manager should he disagree with it.
 Check if the Subcontractor has been accepted by the Project Manager, if not, the
applied amount should be disallowed.
 Check the applied items against the following items whereby any negative answer
constitute a Disallowed Cost including:
o Whether proof of the payment to the accepted Subcontractor is available;

o Payment made for work, service or Plant and Materials supplied [NEC3
clause 11.2(17) / NEC4 clause 11.2(19)] for providing the works; and
o Payment made based upon the conditions of the subcontract including
without limitation to the timing and method of valuation of payments for
the subcontracted works (including variations and claims, if any) to the
Subcontractor.
 Check if the applied amount has taken account of any deduction in accordance with
NEC3 clause 11.2(23) / Item 4 of the Schedule of Cost Components in NEC4.
 plus any further information as may be required to verify the Defined Cost such as:
o site notes/measurements;
o measurements from drawings;
o build-ups for new rates; and
o subcontract final accounts.
A6.2.2.37 The extent of checking of Subcontractors’ accounts depends on the type of

subcontracts. Most subcontracts are likely to have been let on lump sum or remeasurement basis. In
these cases, checks should be made on the Contractor’s payment applications in respect of the
following:
(i) Validation of the amount claimed against invoices.

(ii) Confirmation that the works / services have been executed satisfactorily.
(iii) Measurement of the completed work claimed (if on re-measurement basis, not lump
sum).
(iv) Variations, claims and other payment arrangements under conditions of subcontracts.
A6.2.2.38 However, there may be occasions when the subcontract itself is let on a cost
reimbursable basis. In these cases, the same checks may be applied to the Subcontractor’s invoiced
amounts as would be applied to the Contractor’s own payment application. For this, access to the
Subcontractor’s accounts and records must be permitted to the Project Manager under the terms of
the subcontract.
A6.2.2.39 Not used.
A6.2.2.40 Not used.
A6.2.2.41 Upon completion of each subcontract, the Contractor should prepare a draft final
account of the subcontract, which should be submitted to the Project Manager for comments. The
Project Manager should review the submitted draft final account and provide comments, if any, to
the Contractor for consideration before the Contractor should proceed to settle the final account with
the Subcontractor. Also, the Project Manager should check whether the Contractor has released the
retention under the respective subcontracts to the Subcontractors upon finalization of the subcontracts
if appropriate.
A6.2.2.42 Upon settlement of the final account and release of final payment to the
Subcontractor, the Contractor should adjust the Price for Work Done to Date accordingly with the
agreed final account of the subcontract in his payment application for certification by the Project
Manager.
A6.2.2.43 The Contractor should keep a copy of all agreed final accounts of the Subcontracts
at site office to allow inspection by the Project Manager.
Payment Auditing for Charges
A6.2.2.44 For the purpose of auditing the Defined Cost for Charges, the following procedures
should be followed by the Project Manager:
 Check if the applied amount has been calculated from the prices obtained from open
market or competitively tendered prices in accordance with NEC clause 52.1.
 Exclude from the Price for Work Done to Date any applied amount for items not
qualified as components of the cost of charges in the Schedule of Cost Components;
 Check the delivered quantities, if applicable, covered by the applied amount against
the relevant delivery notes or payment receipts;
 Check the applied amount against the following items whereby any negative
responses will constitute a Disallowed Cost:
o whether proof of the payment to the supplier is available;

o payment made for the charges which had been used for providing the
works; and
o payment made based on the conditions of the supply contract, if any;

clause of the Works Information including:
o cross-referenced documentation (e.g. supply contract);

o invoices and / or receipts.
Payment Check for Insurance
A6.2.2.45 While checking the Defined Cost for insurance, the Project Manager should be
aware of the amendment made in the Library of Standard Amendments to NEC ECC in relation to
payment for premiums for insurance. In contrast to the unamended NEC that all premiums for
insurance are covered under the Fee, the current amendment in the Library of Standard Amendments
to NEC ECC make the cost of premiums for insurance reimbursable under item 7A and 8A of the
Schedule of Cost Components for NEC3 and NEC4 respectively. The purpose of this amendment is
to assist cashflow of the Contractor in procuring the required insurances. The Project Offices should
conduct assessment in accordance with the systematic risk management (SRM) process promulgated
in ETWB TCW No. 6/2005 and other relevant guidelines to determine the types and coverage of the
insurances required for the contract and update the list under item 7A or 8A of the Schedule of Cost
Components accordingly. The following are the potential types of insurances to be included in the
list.
 insurance against loss of or damage to the works, Plant and Materials;
 insurance against loss of or damage to Equipment;
 insurance against liability for loss of or damage to property (except the works, Plant
and Materials and Equipment) and liability for bodily injury to or death of a person
(not an employee of the Contractor) caused by activity in connection with the
contract;
 professional indemnity insurance related to the Contractor’s Designs and / or Cost

Savings Design; and / or
 insurances against liability for death of or bodily injury to employees of the

Contractor and its subcontractors arising out of and in the course of their employment
in connection with the contract.
A6.2.2.46 The cost of premium for appropriate insurance would be reimbursed to the
Contractor as Defined Cost and the premiums are normally submitted or covered under the
Contractor's All Risk Insurance or other separate insurance(s) as appropriate.
A6.2.2.47 In addition to the above requirement, the Project Manager needs to check across the
requirement under item 7 and 8 of the Schedule of Cost Components for NEC3 and NEC4
respectively as follows:
 Check if the following amounts have been deducted from the Price for Work Done
to Date:
o the cost of events for which the contract requires the Contractor to insure;
o other cost paid to the Contractor by insurers; and
o premiums for insurances taken out by the Contractor except for the
premiums stated under item 7A or 8A of the Schedule of Cost
Components.
A6.2.2.48 If the Project Offices wish to propose further amendments to the Library of Standard
Amendments to NEC ECC on trial basis to suit their projects, they should submit their proposal with
justifications to seek legal advice from LAD(W), DEVB and approval from DEVB who should
consult the Inter-departmental Working Group on NEC Projects and / or the Steering Committee on
NEC Projects where appropriate.
Checking of the Fee
A6.2.2.49 For the purpose of auditing the Fee, the following procedures should be followed by
the Project Manager:
 Check if there are any amendments in the contract that make payment items to be
covered by the Fee;
 Check if the Defined Cost for item 13 in the Schedule of Cost Components in respect
of payment made in relation to People has been deducted from the total Defined Cost,
as appropriate, before multiplying the fee percentage if relevant amendment has been
made in the Schedule to the Articles of Agreement; and
Check of the Retention (Option X16)
A6.2.2.50 For the purpose of auditing the retention, the following procedures should be
followed by the Project Manager:
 Check the correctness of the retention being the retention percentage applied to the
excess of the Price for Work Done to Date above the retention free amount; and
 Check the release of the retention in accordance with the timeframes set out in NEC
clause X16.2 (as amended by the Library of Standard Amendments to NEC ECC).
A6.2.3 Forecast of Prices for Work Done to Date (PWDD) for Target Contracts
A6.2.3.1 Under NEC clause 20.4, the Contractor prepares forecasts of the total Defined Cost
for the whole of the works in consultation with the Project Manager and submits them to the Project
Manager. Forecasts are prepared at the intervals stated in the Contract Data Part one from the starting
date until Completion of the whole of the works.
A6.2.3.2 The forecast should comprise the following:
 Defined Cost incurred for subcontracted works
 Estimate of subcontracted works to be incurred
 Defined Cost incurred for the cost of components in the Schedule of Cost
Components
 Estimate cost of components in the Schedule of Cost Components to be incurred
 Estimated Fee
A6.2.3.3 In the Library of Standard Amendments to NEC ECC, a new clause 53.2A (NEC3)
/ 54.2A (NEC4) is introduced as follows:
“The Project Manager makes interim assessments of the Contractor's share on each
share assessment date using his / its forecast of the final Price for Work Done to Date
and his / its forecast of the final total of the Prices. The Project Manager informs the
Contractor of his interim assessments of the Contractor's share deduction.”
A6.2.3.4 The purpose of this amendment is to avoid overpayment to the Contractor by

deducting the amount paid to the Contractor at interim assessments during the contract period if the
Project Manager is aware of the occurrence of pain share to be borne by the Contractor.
A6.2.3.5 In addition, NEC requires the Project Manager to make a preliminary assessment of
the Contractor’s share at Completion of the whole of the works using his forecasts of the final Price
for Work Done to Date and the final total of the Prices. The share is included in the amount due
following Completion of the whole of the works. (NEC3 clause 53.3 / NEC4 clause 54.3)
A6.2.3.6 Some NEC contracts in UK may require such preliminary assessment to be

undertaken at the end of the contract. However, by doing this on a regular basis, it would allow the
Employer / Client to monitor the project cost more closely.
A6.2.3.7 The forecast of the final total of the Prices is the estimate of the final target cost by
adding adjustments to the original target cost, such as price adjustment for inflation and compensation
events.
A6.2.3.8 The forecast of the final total of the Prices consists of the following:
(i) the tendered total of the Prices;

(ii) estimated adjustment due to implemented and notified but not implemented
compensation events;
(iii) estimated price adjustment for inflation (Option X1);
(iv) any other estimated adjustments expressly provided under the contract (such as
acceleration under NEC clause 36); and
(v) deduction of amount for construction cost savings due to the Cost Savings Designs
proposed by the Contractor and accepted by the Project Manager as described in
Section A6.6 and other amounts of reduction in the Prices assessed in accordance
with the contract terms.
A6.2.4 Reimbursement Method for Equipment
A6.2.4.1 NEC3 clause 11.2(7) / NEC4 clause 11.2(9) defines Equipment as items provided by
the Contractor and used by him to Provide the Works and which the Works Information / Scope does
not require him to include in the works. In the additional conditions of contract clause “Hired and
Hire-purchase Construction Plant”, it enhances to clarify the meaning of “Constructional Plant” which
falls into the category of “Equipment”.
A6.2.4.2 Attention should be drawn to payment for Equipment under the Schedule of Cost
Components since Equipment may be procured via ownership of the Contractor, purchase or hire for
the project under NEC. In accordance with additional conditions of contract clause “Tender
requirements for suppliers of Plant and Materials, Equipment and Insurance”, the Project Manager
should ensure the selection of Equipment is based on a competitive process which aligns with the
NEC requirements under NEC clause 52.1.
A6.2.4.3 The cost of Equipment is generally paid under item 2 of the Schedule of Cost
Components.
A6.2.4.4 Not used.
A6.2.4.5 The preamble to item 2 of the Schedule of Cost Components requires the “Equipment”
to be used within the Working Areas. The default provision reads:
“The following components of the cost of Equipment which is used within the
Working Areas (including the cost of accommodation but excluding Equipment cost
covered by the percentage for Working Areas overheads).”
A6.2.4.6 Below are explanations on key provisions under item 2 of the Schedule of Cost
Components:
A6.2.4.7 Item 21 of the Schedule of Cost Components refers to the Equipment rented or hired
from sources external to the Contractor or his parent company. Subject to the requirement under NEC
clause 52.1, the Project Manager should be mindful whether the rates applied by the Contractor are
on a competitively tendered basis or open market rate basis.
A6.2.4.8 Item 22 of the Schedule of Cost Components covers the Equipment that is owned
from the Contractor or hired by the Contractor from a subsidiary or from a member company of the
Contractor’s group. Such Equipment is assessed on the basis of open market rates to avoid risk of
intercompany charges from the Contractor.
A6.2.4.9 Item 23 of the Schedule of Cost Components covers the purchased Equipment and
the assessment of such cost would be based on the change in value which is the difference between
the purchase price and either the sale price or the open market sale price at the end of the period for
which the Equipment is required. The Project Manager will only consider to pay the Contractor
under item 23 instead of item 22 if the following conditions are met:
 Equipment is specifically purchased for the project;

 the Contractor is able to provide evidence on deposit or front payment of the
Equipment;
 Procured from external source.
A6.2.4.10 The Project Manager should assess the purchase price and the sale price on the basis
of requirements under NEC clause 52.1. Below is an example:
A6.2.4.11 Assume the purchase price of an Equipment is HKD 1,000,000, its notional sale price
of HKD 400,000 and requirement period of 3 months:
First payment in month 1:

Change in value = HKD 600,000 (HKD 1,000,000- HKD 400,000)
Second payment in month 2:

Change in value = HKD 600,000 – HKD 600,000 (less previously paid)
= HKD 0
Last payment in month 3:

Change in value = HKD 600,000 – HKD 600,000 (less previously paid)
= HKD 0 or
Change in value = HKD 1,000,000 – HKD 300,000 (Actual sale price at the end of
month 3) – HKD 600,000 (previously paid amount)
= HKD 100,000
A6.2.4.12 Item 25 of the Schedule of Cost Components covers consumables for Equipment
including fuel, oil, lubricants, etc.
A6.2.4.13 For item 22 of the Schedule of Cost Components, although NEC is silent on how
open market rates are established, the common benchmarking practice adopted in Hong Kong is to
obtain at least 3 up-to-date quotations (excluding the rates from subsidiary or member company of
the Contractor’s group). Nevertheless, since the procurement for subcontracts, Equipment, Plant and
Materials are more transparent and made known to the Project Manager under respective subcontracts
or supply contracts, the Project Manager can make reference to these rates in deriving open market
rates when undertaking assessment provided that such rates are up-to-date. If the parties find it difficult
or impossible to obtain 3 quotations and the Project Manager and the Contractor agree, the parties
may consider making reference to other published rates agreed by the parties with justification
recorded.
A6.2.4.14 Item 23 of the Schedule of Cost Components should be normally deleted in public
works projects in Hong Kong since this item will empower the Contractor to make his own decision
on purchase or hire of Equipment at the contract stage. However, the Project Offices can evaluate and
decide whether it is more desirable to allow the Contractor to purchase certain Equipment for the
project. Their evaluation may cover:
(i) estimated purchase price and sale price of the Equipment

(ii) estimated usage of the Equipment in the project
(iii) whether the Equipment is re-usable or just one-off in the project;
(iv) risks associated with performance and maintenance of the Equipment
(v) frequency of maintenance and the availability of maintenance facilities
(vi) availability of the Equipment in the market
(vii) storage area for the Equipment on site
(viii) outcome of value for money test in which whether it is more economical to
purchase the Equipment or not given the estimated usage time
A6.2.4.15 If the Project Offices wish to adopt item 23 of the Schedule of Cost Components in
their projects on a trial basis, they should submit their proposal with justifications to seek legal advice
from LAD(W), DEVB and approval from DEVB who should consult the Inter-departmental Working
Group on NEC Projects and / or the Steering Committee on NEC Projects where appropriate. The
concerned Equipment to be purchased should be listed in the Contract Data Part two for the Contractor
to propose the respective purchase prices, sale prices and time-related charges if appropriate and such
prices and charges should be well incorporated in the tender price assessment as far as possible in
order to avoid erratic pricing.
A6.2.4.16 Item 23 of the Schedule of Cost Components does not stipulate how the open market
sale price to be established. One approach may be the depreciation approach where certain
depreciation standards are applied, such as the Hong Kong Accounting Standard 16 Property, Plant
and Equipment (HKAS 16), for assessing depreciation. Based on the latest HKAS 16 revised in
December 2021, there are three depreciation methods recommended which are (i) straight-line
method, (ii) the diminishing balance method and (iii) units of production method. For details, please
refer to paragraph 62 of the latest HKAS 16.
A6.2.4.17 If special Equipment is anticipated, they should be listed in the Contract Data Part
two for the Contractor to price the respective rates if appropriate and such prices and / or charges
should be well incorporated in the tender price assessment as far as possible in order to avoid erratic
pricing. Payment will be made in accordance with item 24 of the Schedule of Cost Components. The
Project Offices should submit their proposal with justifications to seek legal advice from LAD(W),
DEVB and approval from DEVB who should consult the Inter-departmental Working Group on NEC
A6.2.5 Determination on Allowable Wastage Percentages for Plant and Materials
A6.2.5.1 Pursuant to NEC3 clause 11.2(25) / NEC4 clause 11.2(26), for Options C and D,
Disallowed Cost includes the cost of Plant and Materials not used to Provide the Works (after
allowing for reasonable wastage) unless resulting from a change to the Works Information.
A6.2.5.2 Normally, allowable wastage should be less than 10% subject to project requirements
and conditions and the nature of the material itself.
A6.2.5.3 The Project Manager should agree the preliminary wastage percentage for different
Plant and Materials with the Contractor from the beginning and keep reviewing the allowable wastage
percentage as the project develops. With the common goal to save costs under the target contracts,
both the Project Manager and the Contractor should work together to reduce wastage as far as
possible. Taking the concreting of the underground storage tank of the Happy Valley Underground
Stormwater Storage Scheme project as an example, the Project Manager’s team had worked closely
with the Contractor to arrive at a more accurate daily concrete demand, such that the concrete wastage
was kept at a low level. Subject to the pain / gain share mechanism, the actual cost saved by a reduced
wastage percentage may then be shared by both Parties. Below are the steps on wastage checks that
the Project Manager should consider to be undertaken:
Step 1 - List of Plant and Materials
A6.2.5.4 The Contractor should prepare and update a list of Plant and Materials accompanied
with his estimated quantities to be directly procured by him.
A6.2.5.5 The Contractor should agree with the Project Manager which Plant and Materials
are subject to wastage check and the maximum allowable wastage percentage for each of these
identified items. Each maximum allowable wastage will be subject to periodic review based on the
prevailing site conditions, methods of construction or other justified reasons. The selection criteria
for wastage check is subject to nature and specific requirements of the project, for instance, pipes,
concrete, reinforcement bars, paving blocks and sheet piles are expected from a normal drainage
project. WDs should keep a database of maximum allowable percentage for different Plant and
Materials for reference by the Project Offices.
Step 2 -Wastage Check of Plant and Materials
A6.2.5.6 The Contractor should provide a list of items identified in Step 1 above showing the
following:
a) Work done to date;
b) Un-used Plant and Materials on Site; and
c) Scrap Plant and Materials on Site,
A6.2.5.7 The Contractor should assess the wastage percentage of each identified items in Step
1 above and update his forecast of Price for Work Done to Date. The Contractor should also adjust
his applied Price for Work Done to Date to take into account the corresponding Disallowed Cost
accordingly if the actual wastage percentage is higher than the maximum allowable wastage
percentage as agreed in accordance with Step 1 above.
A6.2.5.8 The Project Manager should check the Contractor’s assessment and make necessary
adjustment to the Price for Work Done to Date for certification. The Project Manager should provide
explanation to the Contractor for all Disallowed Cost identified. The Contractor should provide
further substantiation for any Disallowed Cost in the next payment application for consideration by
the Project Manager should he disagree with it.
A6.2.5.9 The Contractor should prepare, and update on a monthly basis, a summary of used
or un-used quantities of Plant and Materials.
A6.2.5.10 The Project Manager should undertake a half-yearly interim audit on wastage of the
identified items under Step 1 above and should make necessary adjustment to the Price for Work
Done to Date accordingly if these identified items have already been paid by the Employer. The
Project Manager should provide explanation to the Contractor for all Disallowed Cost identified.
The Contractor should provide further substantiation for any Disallowed Cost in the next payment
application for consideration by the Project Manager should he disagree with it.
A6.2.6 Handling of Residual Equipment and Plant and Materials
The Project Offices may take into account the following considerations in handling
residual Plant and Materials, and Equipment:
Handling of Residual Plant and Materials
Notice to be given
A6.2.6.1 The Contractor should give advance notice to the Project Manager preferably at least
1 day before delivery or removal of any Plant and / or Materials to or from the Site and other part(s)
of the Working Areas. The Contractor should obtain the Project Manager’s prior permission before
removal of any Plant and / or Materials, save and except for any urgent case where wavier from Project
Manager is to be obtained.
Stock Management Record
Records of Plant and Materials
A6.2.6.2 The Project Manager and the Contractor should agree on the records of the Plant
and Materials delivered to or removed off Site or removed from/to other part(s) of the Working
Areas.
A6.2.6.3 The Contractor should provide the delivery or removal notes of any Plant and /
or Material upon delivery or removal.
A6.2.6.4 The Contractor should include an updated stock list of Plant and Materials in each
Monthly Progress Report.
Records of Residual Plant and Materials
A6.2.6.5 The Contractor should prepare records of residual Plant and Materials on Site and other
part(s) of the Working Areas for agreement by the Project Manager when:
a) Disposal of Plant and Materials off Site or other part(s) of the Working Areas is
required; or
b) At Completion of the contract.
A6.2.6.6 If sale of the residual Plant and Materials is not required, the Contractor should keep the
residual Plant and Materials purchased by him and already paid as Price for Work Done to Date. The
Contractor should agree with the Project Manager the adjustment to the Price for Work Done to Date
based on open market rates of the residual Plant and Materials. The residual Plant and Materials should
then become the property of the Contractor.
A6.2.6.7 If sale of the residual Plant and Materials is required, the Contractor should arrange for sale
of the residual Plant and Materials purchased by him and already paid as Price for Work Done to Date
based on competitive means. The Price for Work Done to Date should then be adjusted accordingly
with credit values from the sale of the residual Plant and Materials.
Handling of Residual Equipment
Notice to be given
A6.2.6.8 The Contractor should give advance notice to the Project Manager preferably at
least 1 day before delivery or removal of any Equipment to or from the Site or other part(s) of the
Working Areas), save and except for any urgent case where wavier from the Project Manager is to be
obtained.
A6.2.6.9 The Contractor should provide delivery or removal notes of any Equipment upon
delivery or removal.
Records of Equipment
A6.2.6.10 The Project Manager and the Contractor should agree on the records of the
Equipment delivered to or removed off Site or removed from / to other part(s) of the Working Areas.
A6.2.6.11 The Contractor should provide and update a summary record of all Equipment:
a) rented / hired / purchased by the Contractor; and
b) owned by the Contractor
A6.2.6.12 The Contractor should label all Equipment within the Working Areas except for the
Equipment hired / owned by the Subcontractors not subject to payment as Defined Cost. Equipment
hired/owned by the Subcontractors should be labelled by the respective Subcontractors in accordance
with the safety procedures stipulated in the Safety Management Plan.
A6.2.6.13 The Contractor should conduct regular check and quarterly joint inspection with the
Project Manager on stock of Equipment within the Working Areas.
A6.2.6.14 The Contractor should include an updated stock list of Equipment in each Monthly
Progress Report. The Project Manager should monitor any deployment of unnecessary Equipment
by the Contractor to the Working Areas from the regular checks and the Monthly Progress Reports
and disallow the associated cost in accordance with NEC3 clause 11.2(25) / NEC4 clause 11.2(26).
Disposal / Removal of the Equipment upon Completion of Contract
A6.2.6.15 Upon Completion of the contract, the Contractor should prepare a stock list of
Equipment on Site and other part(s) of the Working Areas for agreement by the Project Manager.
A6.2.6.16 Where disposal or removal of the Equipment purchased by the Contractor is required
during the course of the works or upon Completion of the contract:
a) If sale of Equipment is not required (e.g. the sale price has been input in the
Contract Data Part two), the Contractor should keep the Equipment purchased by
him and already paid as Price for Work Done to Date. Such Equipment should
then become the property of the Contractor.
b) If sale of Equipment is required, the Contractor should arrange for sale of the
Equipment purchased by him based on competitive means. The Prices for Work
Done to Date should then be adjusted accordingly with credit values from the sale
of the Equipment.
A6.2.6.17 The Contractor shall obtain prior permission by the Project Manager before
removing the Equipment that has already been paid as the Price for Work Done to Date by the
Employer.
A6.3 COMPENSATION EVENTS
A6.3.1 Grounds for Compensation Events
A6.3.1.1 Compensation events are events which may trigger the reassessment of the Prices,
Completion Date and / or Key Dates.
A6.3.1.2 Under default NEC, the compensation events listed under clause 60.1 allows both time
and monetary entitlement to the Contractor. As stated in the following sections, time and monetary
entitlement or time entitlement principles should be applied in different scenarios in public works
projects in Hong Kong. Nevertheless, the Project Offices may take into account project specific needs
and propose amendments to the contract provisions. For such cases, the Project Offices should seek
the endorsement of DEVB who may consult the Inter-departmental Working Group on NEC Projects
and / or the Steering Committee on NEC Projects for the proposed deviations if appropriate.
Amendment in NEC3 clause 63.4 / NEC4 clause 63.6 should also be made to exclude rights by the
parties to change the Prices under such types of “time only” compensation events.
(a) Weather Events
A6.3.1.3 Under clause 60.1(13) of default NEC, the Contractor is entitled to both time and cost
compensation for weather events with an occurrence frequency less than once in ten years. Taking
into account the cost uncertainty brought about by weather risks and contract administration
consideration in public works projects in Hong Kong, in general, the weather events should be
provided with time compensation only for Options A and B. Meanwhile, for Options C and D, severe
weather conditions as listed below under item (i) to (iii) should be provided with time and monetary
compensation but time compensation only for item (iv) and (v). The Project Offices are allowed to
exclude any of the items listed below from or add new item(s) to the severe weather conditions after
reviewing their specific project situations and such proposal or other amendments should be endorsed
by DEVB. The relevant amendment in the Library of Standard Amendments to NEC ECC should be
adopted in the NEC contracts accordingly.
(i) Hoisting of tropical cyclone warning signal No. 8 or above;

(ii) Black Rainstorm Warning;
(iii) Red Rainstorm Warning;
(iv) Amber Rainstorm Warning; and
(v) Inclement Weather
(b) Unforeseen Physical Conditions
A6.3.1.4 Under clause 60.1(12) of default NEC, the Contractor is entitled to both time and cost
compensation for unforeseen physical conditions. This clause should be read in conjunction with
clause 60.2 in terms of information to be taken into account for the purpose of assessing the
compensation event. To form a reliable basis for assessment, it is important to incorporate sufficient
site investigation information into the Site Information during the tender stage.
A6.3.1.5 In respect of assessment, the Project Manager has to consider NEC clause 60.1(12)
and 60.2. Only the difference between the physical conditions encountered and those for which it
would have been reasonable to have allowed is taken into account in assessing a compensation event.
A6.3.1.6 In judging a physical condition, the Contractor is assumed to have taken into account
information as listed in NEC clause 60.2.
A6.3.1.7 The Project Offices should include as much relevant information as possible, including
site investigation records, existing utilities records, etc., for tenderers to prepare their tender
submissions so as to allow reasonable risk of potential physical conditions to be encountered during
the contract.
A6.3.1.8 Some examples may include provision of explanation on the borelog or other site
investigation information and data provided (e.g. assumed rock head profile, ground water level,
estimated locations and quantity of soft materials, anticipated thickness of various soil layers, etc.).
Furthermore, geotechnical baseline report should be prepared and incorporated in the Site Information
as far as possible so as to better demarcate the risk allocation and facilitate the potential assessment
of compensation events for those contracts with high risk of unforeseen physical conditions, such as
tunnels, caverns, subsea pipelines, etc.
A6.3.1.9 While assessing the impact, the Project Manager should request any documentation on
risk allowance from the Contractor and assess the reasonableness of such allowance.
A6.3.1.10 NEC clause 60.3 states the “contra proferentem” rule regarding inconsistencies in the
Site Information, for which the Employer / Client is responsible (i.e. interpretation against the party
responsible for drafting the document).
(c) Shortage of Labour
A6.3.1.11 For compensation events which arise from shortage of labour, the Contractor can be
compensated through NEC3 clause 60.1(21) / NEC4 clause 60.1(22). The Contractor is only entitled
to time compensation as amended by the Library of Standard Amendments to NEC ECC. The
Contractor should provide the supporting information including but not limited to the evidence on
recruitment difficulties, unemployment rates and labour shortage statistics (any material change from
tendering period to contract period) of concerned trades for such compensation events.
(d) Utility Interference
A6.3.1.12 Utility interference, which in conventional contract entitles the Contractor extension of
time only, is a compensation event with both time and money compensation under default NEC.
A6.3.1.13 Taking into account the cost uncertainty brought about by utility interference and
contract administration consideration in public works projects in Hong Kong, the events associated
with utility interference should be provided with time compensation only. The relevant amendment
in the Library of Standard Amendments to NEC ECC should be adopted in the NEC contracts
accordingly.

A6.3.1.14 If utility undertakings do not work within the times shown in the Accepted Programme
or the conditions stated in the Works Information, the Contractor may be entitled to compensation in
accordance with the first or second bullet point of NEC clause 60.1(5).
A6.3.1.15 For unchartered underground utilities without previous record in the Site Information,
its diversion not stated in the Works Information may lead to interruption of the works and it may be
dealt with under the third bullet point of NEC clause 60.1(5).
A6.3.1.16 If the Project Manager decides to change the design to get around the utility interference
that leads to a change to the Works Information, it should be dealt with through NEC clause 60.1(1).
(e) Change in Law
A6.3.1.17 For compensation event which arise from Change in Law, the Contractor will be
compensated with both time and money through NEC3 clause 60.1(20) / NEC4 clause 60.1(21) (as
amended under the Library of Standard Amendments to NEC ECC). Following the current practice
in which only changes in the ordinances and regulations given in the list attached to additional
conditions of contract clause A1 are subject to compensation events, the Project Offices should be
reminded that Change in Law as a compensation event is exercised under NEC clause 60, rather than
adopting the secondary Option X2.
(f) Prevention Events
A6.3.1.18 For prevention events, the Contractor can be compensated through NEC clause 60.1(19).
The Contractor is only entitled to time compensation as amended by the Library of Standard
Amendments to NEC ECC.
(g) Change to the Works Information / Scope
A6.3.1.19 NEC clause 60.1(1) deals with instruction changing the Works Information / Scope
which is similar to variation order as defined in conventional contracts.
A6.3.1.20 The ECC Guidance Notes1 / User Guides7 explains that “Variations to the works are
made by a Project Manager’s instruction to change the Works Information / Scope. A variation may
comprise deletion or addition of work or alteration to work. It may include changes to the Employer’s
/ Client’s design, to design criteria or to performance requirements for the Contractor’s design. Issue
of a revised drawing or specification is a compensation event.”
A6.3.1.21 Omitted work is a change to the Works Information / Scope and hence is a compensation
event. The Prices are reduced if the effect of such compensation event is to reduce the total Defined
Cost and the event is a change to the Works Information / Scope (NEC3 clause 63.10 / NEC4 clause
63.12 for Options A and B and NEC3 clause 63.11 / NEC4 clause 63.13 for Options C and D).
A6.3.1.22 Furthermore, clarification of previously issued drawings or specification which leads to

a change to the Works Information / Scope is compensation event although not all of them will

lead to additional time or monies. On the other hand, instruction to change the Works Information /
Scope after acceptance of the Contractor’s quotation for accepting a Defect is dealt with under NEC3
clause 44.2 / NEC4 clause 45.2 rather than as a compensation event under NEC clause 60.1(1).
A6.3.1.23 A change to the Works Information / Scope provided by the Contractor for his design
which is made either at his request or to comply with other Works Information / Scope provided by
the Employer / Client is not a compensation event (NEC clause 60.1(1)). Such change refers to any
change to the Contractor’s design submitted with his tender and is different from the Contractor’s
proposed change to the Works Information / Scope provided by the Employer / Client as stated in
NEC3 clause 63.11 / NEC4 clause 63.13 (for Options C and D).
(h) Correction to an Assumption of a Compensation Event
A6.3.1.24 As explained in the ECC Guidance Notes1 / User Guides7, if there is considerable
uncertainty over the effect of a compensation event, the Project Manager can decide, in consultation
with the Contractor where appropriate, to limit this uncertainty by stating the assumptions the
Contractor is to base his quotation on. This should be read together with NEC clause 61.6, that if the
Project Manager decides that the effect of a compensation event are too uncertain to be forecast
reasonably, he states assumption about the event in his instruction to the Contractor to submit
quotation. Any correction to the Project Manager’s assumption is an entitled ground for a
compensation event for the Contractor (NEC clause 60.1(17)). It should however be noted that such
assumptions in this context can only be stated by the Project Manager but not the Contractor.
A6.3.1.25 After the Project Manager has stated assumptions when instructing the Contractor to
submit quotations, the assessment is then made based on the stated assumptions, which will be
corrected if the assumptions are later found to be incorrect. To facilitate the agreement of the
quotations for compensation events with uncertainties, the Project Manager should make use of this
provision and state suitable assumptions.
(i) Delay by the Employer / Client or Others
A6.3.1.26 As part of the programme submission requirements listed under NEC clause 31.2, the
Contractor should show the dates when the Contractor will need access to the Site and the order and
timing of the work of the Employer / Client and Others in the programme. The Project Manager
should note that once the programme together with these information in the programme are accepted,
any delay by the Employer / Client or Others will be a compensation event under NEC clauses 60.1(2)
or 60.1(5) as appropriate. Therefore, the Project Manager should reasonably assess if the
Contractor’s proposed programme is reasonable and the time required for the Employer / Client or
Others to action is achievable. Similar to the utility interference and prevention events, the
compensation events under NEC clause 60.1(5) should be provided with time compensation only.
The relevant amendment in the Library of Standard Amendments to NEC ECC should be adopted in
the NEC contracts accordingly.
(j) Project Manager’s Failure to Respond to a Communication or Withhold an

Acceptance
A6.3.1.27 The Project Manager should be aware of failure to respond to a communication or

withholding an acceptance that will lead to compensation event under NEC clause 60.1(6) and 60.1(9)
respectively. Below are some examples showing the effects of the Project Manager’s failure to
respond to a communication or withholding an acceptance:
 Late acceptance of the Contractor’s design which prohibit the Contractor to proceed
with the relevant work will constitute a compensation event;
 Late response on the proposed Subcontractors which will prevent the orders to be placed
will affect the progress and constitute a compensation event.
(k) Change in Quantities (Options B and D)
A6.3.1.28 Both Options B and D are on a re-measurement basis and NEC clause 60.4 to 60.6 are
compensation events applicable to these two main Options.
A6.3.1.29 In short, the adjustment principles for Options B and D are generally the same except
that the adjustment to Option D would be reflected to the Prices (i.e. target cost).
A6.3.1.30 The Contractor should provide remeasurement records for approval once the work is
completed and these records should be counter-signed by the Project Manager.
A6.3.1.31 The style and format of these re-measurement records should be agreed between the
Project Manager and the Contractor in advance.
(l) Assessment of Prolongation Costs
A6.3.1.32 Project delay leads to prolongation and results in increased cost. Unlike the GCC
form which has express provisions on additional payment which is the loss and / or expense provision,
the assessment for compensation events under default NEC deal with time and money effect resulting
from prolongation.
A6.3.1.33 The assessment of compensation events includes the assessment of the associated
prolongation costs and need to consider any additional costs due to project delay resulting from
relevant events listed in NEC clause 60.1, subject to the amendments in the Library of Standard
Amendments to NEC ECC. The evaluation of the additional costs is made by reference to the period
when the effect of the compensation events was felt, not by reference to the end of the contract and
the progress of the works on the critical path is hindered by the listed compensation events. NEC
requires assessment to be undertaken in a prospective manner whereas GCC allows assessment to be
undertaken retrospectively.
A6.3.1.34 The Contractor shall consider the effect of prolongation with the quotation.
Prolongation cost normally includes the Contractor’s extended use of time-related resources.
A6.3.1.35 It is advisable for both the Project Manager and the Contractor to establish the
methodology in assessing prolongation cost on compensation events with time and money entitlement
in early contract stage to facilitate timely agreement of such cost later.

A6.3.2 Response Timeframe
Notifying Compensation Events
A6.3.2.1 Notification of compensation event is dealt with under NEC clause 61.
A6.3.2.2 Both the Project Manager and the Contractor should notify potential compensation
event to each other based on NEC clause 61.1 and 61.3.
A6.3.2.3 NEC clause 61.1 is a clear instruction to put the work “into effect” and the Project
Manager instructs the Contractor to provide quotation at the same time. The Contractor should
undertake the work that has been requested. Acceptance of quotation is not a prerequisite for the
Contractor to undertake the work under the compensation event.
A6.3.2.4 NEC3 clause 61.2 / NEC4 clause 65.1 is not a compensation event but an instruction to
provide a quotation as the Contractor does not put the instruction into effect. The Project Manager
can know the time and cost effect of the proposed instruction before he notifies a compensation event.
Project Manager’s Instruction on Quotations
A6.3.2.5 When the Project Manager considers issuing an instruction or changing a decision but
wishes to know its effect on time and cost first, he may instruct the Contractor to submit quotations
for the proposed instruction or proposed changed decision which will not be put into effect (NEC3
clause 61.2 / NEC4 clause 65.1).
Notification of Compensation Event by the Contractor
A6.3.2.6 If the Contractor believes that the event is a compensation event but the Project
Manager has not notified the event to the Contractor, the Contractor should notify the Project
Manager a compensation event within eight weeks of becoming aware of the event. Otherwise, the
Contractor will not be entitled for any compensation unless the event arises from the Project Manager
or the Supervisor giving an instruction, issuing a certificate, changing an earlier decision or correcting
an assumption (NEC clause 61.3).
A6.3.2.7 After the Contractor submits the notification of compensation event, the Project
Manager should decide if there are any changes to the Prices, the Completion Date and the Key Dates
and notify the Contractor according to NEC clause 61.4 after applying the following tests:
(i) whether the event arises from the fault of the Contractor;
(ii) whether the event has happened and is expected to happen;
(iii) whether the event has any effect upon Defined Cost, Completion or meeting a Key
Date;

(iv) whether the event is one of the compensation events stated in the contract;
(v) whether the event has been notified within the timescale set out in these conditions
of contract.
A6.3.2.8 If the Project Manager considers the event is not a compensation event, the Project
Manager should give brief explanation of his decision. If the Project Manager considers the event is
a compensation event, the Project Manager notifies his decision to the Contractor and, if his decision
is that the Prices, the Completion Date or the Key Dates are to be changed, request the Contractor to
submit quotation for the work in relation to the compensation event.
A6.3.2.9 If the Project Manager does not notify his decision to the Contractor within six weeks
for events requiring to obtain confirmation of no objection from the Employer / Client in accordance
with clause B1 of the additional conditions of contract or three weeks for other events (as amended by
the Library of Standard Amendments to NEC ECC) of the Contractor’s notification or a longer period
to which the Contractor has agreed, the Contractor may notify the Project Manager of his failure.
The Project Manager should notify his decision to the Contractor within further two weeks of that
notification or if not, be deemed to have accepted by his silence (NEC clause 61.4).
A6.3.2.10 It is advisable for the Contractor to indicate the order (not exact quantum) of time and
cost implication in his notification for compensation event in order to facilitate the Project Manager
to seek the Employer / Client’s agreement if the cost estimate for the compensation event to be issued
is over his assigned authority, the Contractor should clearly state his ground in his notification for
compensation event or discuss with the Project Manager before issuing the notification to avoid time-
consuming exchange of correspondences

A6.3.2.11 A process map showing the procedures in notifying compensation event is shown in
the diagram below:
Potential compensation events
Contractor notifies
Project Manager (Cl. 61.3)
Does the notice make No Not entitled to a change in the Prices,

within 8 weeks (Cl. 61.3) the Completion Date and the Key
Dates
Yes
Project Manager notifies Contractor

No
Is the event justified that the Prices, the Completion Date
under the contract? and the Key Dates are not to be
(Cl. 61.4) changed (Cl. 61.4)
Yes
Project Manager within 3 No Contractor’s Second Notice

or 6 weeks (amended) to
instruct Contractor to
submit quotation (Cl. 61.4) Contractor requests for Project
Manager’s decision of
compensation event (Cl. 61.4)
Yes
Contractor submit quotation (s) and Project

Manager replies within 3 or 6 weeks or a
longer period to which the Contractor has Project Manager should give his
agreed (amended) decision within 2 weeks. If the
Project Manager fails to do so,
the notification is treated as
acceptance by the Project
Manager that the event is a
compensation event
Grouping Compensation Events
A6.3.2.12 Although default NEC recommends compensation event to be assessed separately, it

may be practical to lump relevant minor issues in one compensation event.

A6.3.3 Assessment of Cost
A6.3.3.1 The monetary implication from compensation events is determined by the Defined Cost
plus the resulting Fee basis which is further elaborated below:
A6.3.3.2 Under NEC clause 63.1, the changes to the Prices are assessed as the effect of the
compensation event upon:
 actual Defined Cost of the work already done;
 forecast Defined Cost of the work not yet done; and
 the resulting Fee.
A6.3.3.3 While assessing the cost, the Project Manager should be aware of the requirement under
NEC3 clause 63.6 / NEC4 clause 63.8 that assessment of the effect of a compensation event includes
risk allowances for cost and time for matters which have a significant chance of occurring. As such,
the Project Manager has to assess whether the risks allowed by the Contractor are appropriate. If it
is assessed as appropriate and the quotation is subsequently accepted, the Prices, Completion Date,
and / or Key Dates will be adjusted and could not be changed afterwards even if the risks allowed for
have not been materialized. Based on the experience in certain projects, pre-pricing by the Contractor
for a compensation event was not easily done, as the Contractor might be reluctant to bear additional
risks during the course of the work and prefer to value the events retrospectively when the actual
impact was known. However, this is against the prospective approach adopted by NEC in assessment
of compensation events.
Options A and B
A6.3.3.4 Under these two main Options, assessment of the cost for the compensation events is based
on the Defined Cost which refers to the cost of the components in the Shorter/Short Schedule of Cost
Components under NEC3 clause 11.2(22) / NEC4 clause 11.2(23). The Subcontractor's cost would
also need to be prepared and assessed on the basis of the Shorter/Short Schedule of Cost Components.
A6.3.3.5 If the Project Manager and the Contractor agree, rates and lump sums may be used to assess
compensation events, instead of adopting the Defined Cost plus the resulting Fee basis (NEC3 clause
63.14 for Option A, NEC3 clause 63.13 for Option B and NEC4 clause 63.2). Assessment for changed
Prices for compensation events are in the form of changes to the Activity Schedule (NEC3 clause 63.12
/ NEC4 clause 63.14) and Bill of Quantities (NEC3 clause 63.13 / NEC4 clause 63.15) for Option A
and Option B respectively.
A6.3.3.6 The Project Offices should note that there are standard optional amendments for assessment
of the monetary effect of the compensation events based on the rates and lump sums in the Activity
Schedule or the Bill of Quantities first, rather than on the Defined Cost plus the resulting Fee basis, in
the Library of Standard Amendments to NEC ECC. The assessment based on rates or lump sums in
the Activity Schedule or the Bill of Quantifies is not subject to adjustment of the fee percentage.

Options C and D
A6.3.3.7 For these two main Options, assessment of the cost impact for the compensation events is
based on the Defined Cost which is defined under NEC3 clause 11.2(23) or NEC4 clause 11.2(24).
A6.3.3.8 Unless the Project Manager and the Contractor agree, rates and lump sums may be used
to assess compensation events, instead of adopting the Defined Cost plus the resulting Fee basis
(NEC3 clause 63.14 for Option C, NEC3 clause 63.13 for Option D and NEC4 clause 63.2). Payment
to the Subcontractors will be based on payment evidence.
A6.3.3.9 Implemented compensation events will adjust the Prices (i.e. target cost), rather than the
Prices for Work Done to Date (i.e. actual payment) and affect the sharing of pain/gain by the Parties
from a cost perspective.
A6.3.3.10 The Project Offices should note that there are standard optional amendments for assessment
of the monetary effect of the compensation events based on the rates and lump sums in the Activity
Schedule or the Bill of Quantities first, rather than on the Defined Cost plus the resulting Fee basis, in
the Library of Standard Amendments to NEC ECC. The assessment based on rates or lump sums in
the Activity Schedule or the Bill of Quantifies is not subject to adjustment of the fee percentage.
Quotations for Compensation Events
A6.3.3.11 A quotation is the Contractor’s assessment of the time and monetary effects of a
compensation event (NEC clause 62.2).
A6.3.3.12 There are three instances in which the Project Manager may instruct the Contractor to
submit quotations in relation to compensation events:
 The Project Manager instructs the Contractor to submit quotations for a

compensation event at the same time he notifies the compensation event under NEC
clause 61.1.
 The Project Manager instructs the Contractor to submit quotations for a
compensation event once he has decided that an event notified by the Contractor has
passed the tests under NEC clause 61.4.
 The Project Manager instructs the Contractor to submit a revised quotation for a
compensation event under NEC clause 62.4.
A6.3.3.13 Quotations for compensation events comprise (NEC clause 62.2):
 proposed changes to the Prices;

 any delay to the Completion Date and Key Dates;
 details of the Contractor’s assessment; and
 alterations to the Accepted Programme if applicable.

A6.3.3.14 The Contractor should submit quotations for compensation events within three weeks upon
receipt of the Project Manager’s instruction (NEC clause 62.3).
A6.3.3.15 The Contractor always gets the first chance at assessing the compensation events. Only
under the circumstances listed under NEC clause 64.1, the Project Manager will assess a
compensation event.
A6.3.3.16 Under NEC clause 64.2, the Project Manager assesses a compensation event using his own
assessment of the programme of the remaining work if
 there is no Accepted Programme or
 the Contractor has not submitted a programme or alterations to a programme for

acceptance as required by the contract.
A6.3.3.17 Pursuant to NEC clause 64.3, the Project Manager notifies the Contractor of his
assessment of a compensation event and gives him details of it within the period allowed for the
Contactor’s submission of his quotation for the same event. This period starts when the need for the
Project Manager’s assessment becomes apparent. The ECC Guidance Notes1 / User Guides7 explains
that this clause provides for the Project Manager to have the same time to make his assessment as the
Contractor was allowed for this.
A6.3.3.18 If the Project Manager does not reply to a quotation within the time allowed, the
Contractor has to write the “second notification” highlighting the failure of the Project Manager to
respond to the first notification. If the Project Manager fails to respond to the “second notification”,
the quotation is treated as acceptance by the Project Manager (NEC clause 62.6).
A6.3.3.19 For consultants-administrated contracts, compensation events with estimated value over
the sum (normally $800,000) as specified in the consultancy brief or causing exceedance in the
recommended forecast total of the Prices specified in the tender report would require sufficient lead
time for the consultants acting as the Project Manager or his delegate to seek the Employer/Client’s
agreement in accordance with the consultancy requirements as appropriate. Both direct and indirect
costs (e.g. preliminary / administration, charges and prolongation cost for potential extension of time
which may affect the Completion Date and Key Dates) should be included in the estimate.
A6.3.3.20 The Project Manager should properly document his assessment of the Contractor’s
quotations or his own assessment for compensation events and submit the documents to the Project
Offices for auditing purpose.

A6.3.3.21 The process map of evaluation of quotations for compensation events is shown
below:
Project Manager instructs

Contractor to submit
quotation(s) for
compensation events
3 weeks
Contractor within 3 weeks

to submit quotations
Submissions may
include:-
- Alternative quotations
- Method statements in
dealing with the
compensation events
3 or 6 weeks, or a longer period to which 3 weeks

the Contractor has agreed (amended)
No reply Project Manager’s response
(Cl 62.3)
Project Manager Contractor to

to make own Decision not to
Acceptance assessment submit revised
proceed
(CI 62.3) (CI 62.3) quotation
(CI 62.3)
(CI 62.3 & 62.4)
Contractor to give Project Manager informs his

second notification decision to Contractor
(CI 65.1)
No reply from
Project Manager
with 2 weeks
Default
Acceptance
(Cl. 62.6)
Default Acceptance

Implementation of Compensation Events
A6.3.3.22 The implementation of compensation events represents the formal conclusion of the
administrative process. Implementation of compensation events takes place when (NEC3 clause 65.1 /
NEC4 clause 66.1):
(a) the Project Manager notifies his acceptance of the Contractor’s quotation;
(b) the Project Manager notifies the Contractor of his own assessment; or
(c) the Contractor’s quotation is treated as having been accepted by the Project
Manager.
A6.3.3.23 Once the compensation event is implemented, the Prices (e.g. target cost for Options C and
D) should be updated and / or the Completion Date and Key Dates should be updated in programme.
The changes to Prices, Completion Date and / or Key Dates due to an implemented compensation
event may be changed due to change of assumptions stated by the Project Manager in the
compensation events later under NEC clause 61.6.

A6.3.4 Assessment of Time
A6.3.4.1 NEC stresses the contractual importance of the Accepted Programme and requires the
Contractor to show the requirements under NEC clause 31.2 for acceptance by the Project Manager.
Attention shall be drawn to the following provisions while assessing compensation events with time
effect:
 NEC3 clause 63.3 / NEC4 clause 63.5 - A delay to the Completion Date is assessed as
the length of time that, due to the compensation event, planned Completion is later
than planned Completion as shown on the Accepted Programme.
 NEC3 clause 63.6 / NEC4 clause 63.8 - Assessment of the effect of a compensation
event includes risk allowances for cost and time for matters which have a significant
chance of occurring and are at the Contractor’s risk under the contract.
Programme Update
A6.3.4.2 If the programme for remaining work is altered by a compensation event, the
Contractor should include the alterations to the Accepted Programme in his quotation for the Project
Manager’s consideration (NEC clause 62.2) and any necessary adjustment to the Completion Date
and / or Key Dates will be notified by Project Manager (NEC3 clause 65.4) / adjusted accordingly
when it is implemented (NEC4 clause 66.2).
Changes to the Activity Schedule
A6.3.4.3 If the Contractor changes a planned method of working so that the activities on the
Activity Schedule do not relate to the operations on the Accepted Programme, the Contractor should
submit a revised Activity Schedule to the Project Manager for acceptance (NEC3 clause 54.2 / NEC4
clause 55.3). For Option A, the payment will follow the adjusted Activity Schedule. For Option C,
the changed Activity Schedule, which takes account of the effect of the compensation event, is used
for the assessment for changed Prices (NEC3 clause 63.12 / NEC4 clause 63.14).

A6.4 CONTROL OF QUALITY
A6.4.1 Contractor's Performance Report
A6.4.1.1 With regard to the Contractor’s Performance Report, the standard proforma and its
Appendices are included in the Contractor Management Handbook published by DEVB.
A6.4.2 Defects and Rectification
A6.4.2.1 NEC3 clauses 40 to 45 / NEC4 clauses 41 to 46 set out the basic obligations of the
parties and the role of the Supervisor in relation to tests and inspections. Below are brief descriptions
of some clauses related to Defects and their rectification.
Defects
A6.4.2.2 As defined in NEC3 clause 11.2(5) / NEC4 clause 11.2(6), a Defect is
 a part of the works which is not in accordance with the Works Information / Scope
or
 a part of the works designed by the Contractor which is not in accordance with the
applicable law or the Contractor’s design which the Project Manager has accepted.
A6.4.2.3 Essentially it refers to the defects which are in some way the fault of the Contractor
and for which the Contractor is contractually responsible. Completion may still occur even when
there are Defects that have been notified to the Contractor provided that these notified Defects would
not prevent the Employer / Client from using the works and Others from doing their work according
to NEC clause 11.2(2). Also, for the state of Completion, the Project Offices should consider to state
in the Works Information / Scope all the work necessary to be completed for the Employer / Client to
use the works and for Others to do their work so as to better define the state of Completion.
Defects Date
A6.4.2.4 In the conventional contracts, there is usually a maintenance period, such as twelve
months after Completion, and NEC arrives at a similar position by reference to its defects date. It is
a date to be determined from a period entered by the Employer / Client in the Contract Data Part one.
It is normally set at twelve months after Completion.
Defect Correction Period
A6.4.2.5 The term “defect correction period” as used in NEC has a wholly different meaning from
the phrases such as “defects liability period” and “maintenance period” used in other standard forms of
contract. It is a period (or periods) of time entered in the Contract Data Part one to indicate how long
the Contractor is given to rectify notified Defects. It begins at Completion for Defects notified before
Completion and when the Defect is notified for other Defects.

Searching for and Notifying Defects
A6.4.2.6 NEC3 clause 42.1 / NEC4 clause 43.1 empowers the Supervisor to instruct a search for
a Defect with reason until the defects date. The Supervisor cannot instruct a general search and is
discouraged from requesting a search which is not necessary. In addition, where a search is instructed
and no Defect is found, this will be a compensation event under NEC clause 60.1(10) unless the search
was needed only because the Contractor gave insufficient notice of doing work, thereby obstructing
a required test or inspection. NEC3 clause 42.2 / NEC4 clause 43.2 requires the Supervisor and the
Contractor to notify each other of each Defect as soon as they find it to enable Defects to be identified
as soon as possible and be dealt with promptly.
Correcting Defects
A6.4.2.7 As required under NEC3 clause 43.1 / NEC4 clause 44.1, the Contractor is responsible
for correcting all Defects, whether notified or not. The Employer / Client may specify in the Contract
Data Part one different lengths of defect correction period referred to in NEC3 clause 43.2 / NEC4
clause 44.2 for different types of Defects if he wishes.
A6.4.2.8 The Supervisor is required to issue a Defects Certificate according to NEC3 clause 43.3
/ NEC4 clause 44.3. NEC3 clause 43.4 / NEC4 clause 44.4 covers the Contractor’s entitlement to
access to and use of the works after they are taken over in order to correct Defects. The defects
correction period begins when these have been provided.
A6.4.2.9 The Project Manager has to be aware that, under Options C and D, cost of rectifying
Defects before Completion is reimbursable to the Contractor. The only exception to this is the fourth
and fifth main bullet points of NEC3 clause 11.2(25) / NEC4 clause 11.2(26) that the Defects are
corrected after Completion and the Defects are caused by the Contractor not complying with a
constraint (e.g. good practice requirements, quality procedures, tests and inspections required, etc.)
on how he is to Provide the Works stated in the Works Information / Scope. One point to note is that
these provisions are intended to incentivize the parties to search for Defects and correct them before
Completion. For the Disallowed Cost for the cost of correcting Defects after Completion, this may be
considered as a trade off in risk between the Contractor’s responsibility for correcting any Defects at
his own cost and the Contractor being relieved of responsibility for delay damages under Option X7
after Completion.
Accepting Defects
A6.4.2.10 Although a Defect may be minor in some cases, its correction may be costly to the
Contractor and may delay Completion. Its correction may also cause inconvenience to the Employer
/ Client out of proportion to the benefits gained. NEC3 clause 44.1 / NEC4 clause 45.1 allows
accepting a Defect in these circumstances. NEC3 clause 44.2 / NEC4 clause 45.2 details the procedure
for the acceptance of a Defect. Both the Contractor and the Project Manager can make such proposal.
Acceptance of such proposal will then result in a reduction in the Prices (e.g. target cost for Options
C and D).

Uncorrected Defects
A6.4.2.11 NEC3 clause 45.1 / NEC4 clause 46.1 states the procedure if the Contractor fails to
correct a Defect having been given the necessary access, while NEC3 clause 45.2 / NEC4 clause 46.2
states the procedure if the Defect has not been corrected due to the lack of access. In brief, if the
Contractor fails to rectify a notified Defect within the defect correction period he must pay the costs
to the Employer / Client of engaging third parties to do so, but if the Employer / Client fails to allow
the Contractor to rectify the Defect, the Employer’s / Client’s damages will be limited to the
Contractor’s rectification costs.

A6.5 SUBCONTRACTING
A6.5.0 The Project Manager and the Contractor should follow clause C9 of the standard
additional conditions of contract on the tender requirements for subcontracting for Options C and D
and for compensation events assessed on the Defined Cost plus the resulting Fee basis under Options
A and B. Meanwhile, NEC clause 26 with amendments under the Library of Standard Amendments
to NEC ECC should be followed for all main Options.
A6.5.1 Subcontract Conditions

A6.5.1.1 The Contractor is not allowed to subcontract all the works required to Provide the
Works (clause C2(1) of the standard additional conditions of contract). The Contractor is allowed to
subcontract part of the works, either on the basis of the provision by the Subcontractor of labour and
materials or of the provision of labour (clause C2 (1) of the standard additional conditions of contract).
A6.5.1.2 The Contractor is required to submit the following information related to the
subcontracting to the Project Manager for acceptance:
(i) name of the proposed Subcontractor (NEC clause 26.2);
(ii) proposed conditions of contract for the subcontract unless the Project Manager has
agreed that no submission is required (NEC clause 26.3 and amended under the
Library of Standard Amendments to NEC ECC);
(iii) relevant information of the subcontract, including but not limited to the tender
prices, pricing documents and other tender information obtained from the tenderers
(clause C9 of the standard additional conditions of contract); and
(iv) declaration by the Contractor on any linkage with the tenderers for the subcontract
(clause C9 of the standard additional conditions of contract).
A6.5.1.3 The Project Manager will not accept the Contractor for appointing a Subcontractor if
(NEC clauses 26.2 and 26.3 and amended under the Library of Standard Amendments to NEC ECC):
 The subcontract conditions will not allow the Contractor to Provide the Works.
 Under the subcontract, there is no statement that the proposed Subcontractor shall
act in a spirit of mutual trust and cooperation.
 The proposed Subcontractor does not comply with the relevant subcontracting
requirements set out in the additional conditions of contract or in the Works
Information / Scope.

In this connection, the Project Manager should pay attention to whether the relevant
subcontracting requirements in the contract have been incorporated into the
subcontract.
A6.5.1.4 The Project Manager is also entitled to disallow the cost of any Subcontractor if the
approval for appointment has not been granted by the Project Manager in accordance with the
contract.
A6.5.1.5 It is important to note that the Project Manager should not prevent the appointment of
any proposed Subcontractor on unreasonable grounds as this action may prevent / delay the ability of
the Contractor to Provide the Works in the manner which he has planned.
A6.5.2 Tender Requirements for Subcontracting

A6.5.2.1 For Options C and D and for compensation events assessed on the Defined Cost plus
the resulting Fee basis under Options A and B, the Contractor should follow clause C9 of the standard
additional conditions of contract on tender requirements for subcontracting. The following
requirements are highlighted:
General
 This clause sets out the minimum number of quotations required for each of the
specified range of values of subcontract work. The Project Offices may amend such
values to suit the project nature. The Project Offices should seek approval from
DEVB who should consult the Interdepartmental Working Group on NEC Projects
and / or the Steering Group on NEC Projects where appropriate before making
adjustments to the specified range of values.
 The Contractor should review and submit the proposed detailed subcontracting
procedures for acceptance by the Project Manager before the tendering process
commences.
 When the Contractor subcontracts the work by inviting tenders, the tender
invitations should indicate clearly the address and telephone number of the office
from which tender documents and further particulars could be obtained, the exact
location of the tender box in which tenders should be deposited and the closing date
and time for the receipt of tenders. The tender box should be located in the common
area within the joint site office of the Project Manager / Supervisor and the
Contractor’s site staff or another location as directed by the Project Manager. Late
tender or tenders submitted to other places other than the designated tender box
shall not be considered.
 The Contractor should propose the minimum qualification and experience of the
tenderers and submit a list of the potential tenderers for acceptance by the Project
Manager.
 All tenders for the subcontracts should be in sealed envelopes. Joint tender opening
should be conducted by the Project Manager’s staff and the Contractor’s staff.

Pre-tender meeting
 For specialist / complex subcontract work, pre-tender meeting should be conducted

by the Contractor with the attendance of the Project Manager’s staff. Potential
tenderers should be encouraged to attend the pre-tender meetings, in which they
may familiarize themselves with the scope of the subcontract work, including any
potential for alternative designs, innovative construction methods or request for
deduction of particular items from the subcontracts (i.e. for the provision of
particular plant and materials or equipment), and raise questions accordingly. The
Contractor should issue the responses to tender queries (including all questions
raised in the pre-tender meetings) and the revised tender documents to all potential
tenderers to ensure fairness and transparency of the tender exercise, irrespective of
whether or not they attended the pre-tender meetings.
Post-tender interview [where clause ACC C9A is adopted]
 If two stage selection process, i.e. Stage 1 – first submission and Stage 2 – post-
tender interview is proposed by the Contractor and accepted by the Project
Manager, the detailed procedures including but not limited to the following should
be pre-determined before the commencement of the tender exercises for acceptance
by the Project Manager and clearly described in the tender documents:
(i) submission requirements for Stage 1 and Stage 2;
(ii) list of items allowing alternative designs / innovative construction methods

with corresponding minimum conditions;
(iii) stringent triggering criteria for post-tender interview;
(iv) shortlisting criteria for post-tender interview, such as bids are within a
competitive range; and
(v) how the pre-tender meetings and post-tender interviews are to be conducted.
 Pre-tender meetings should be held as far as practicable to help tenderers

understand clearly the tender and contract requirements.
 For Stage 1 – first submission, the tenderers shall submit their tenders as required.
 In case the triggering criteria for post-tender interview are met, the tenderers
fulfilled the shortlisting criteria will be invited to the post-tender interview.
 During the post-tender interviews, the shortlisted tenderers may be invited to

demonstrate their good knowledge on the subcontract work, the programme and
the required standards. It is likely that tenderers may raise questions on ambiguities
or inconsistencies in the design drawings and specifications, and propose
alternative designs, innovative construction methods or deduction of particular
items from the subcontracts. The Contractor should seek clarification from the
Project Manager for such ambiguities and inconsistencies identified and no

objection in-principle of any proposed alternative designs, innovative construction

methods or deduction of particular items from the subcontracts.
 The Contractor should issue the responses to all questions raised in the post-tender
interviews to all tenderers to ensure fairness and transparency, irrespective of
whether or not they attended the post-tender interview. Tenderers invited for the
post-tender interview shall then be invited to submit a revised tender price.
 Or, if substantial change to the design or specifications is necessary, the tender

documents are revised after the post-tender interview, re-tendering of the
subcontracts is needed.
 The acceptance of tender offers for subcontracts involving cost savings designs
with alternative designs or innovation construction methods or change to the Works
Information will be further subject to the requirements in the relevant NEC clauses,
additional conditions of contract clauses and approval procedures in the Stores and
Procurement Regulations.
 The Project Offices should check with the departmental representative of the Inter-
departmental Working Group on NEC Projects on the latest corruption prevention
measures if two stage selection process involving tender interviews are proposed.
 The Contractor should ensure that the tender prices and rates of the subcontracts
are competitively tendered or open market prices or rates, without activities or
items which are substantially over or under-priced, or erratically priced. Upon
request by the Project Manager, the Contractor should submit the relevant
information of the subcontracts, including but not limited to the tender prices,
pricing documents and other tender information obtained from the tenderers, for
the Project Manager’s consideration. All tenders for the subcontracts should be
assessed on an equal basis unless otherwise accepted by the Project Manager.
Declaration
 The Contractor should declare any linkage with the tenderers for the subcontracts.
If the Contractor proposes their associated companies1 to be allowed to participate
in the tender exercises for the subcontracts, he should submit full justifications for
acceptance by the Project Manager and two stage selection process should not be
adopted. In all tender exercises, each of the staff of the Contractor involved in
preparing subcontract tender document, assessing the subcontract tenders, or
conducting post-tender interview(s) shall also declare to the Project Manager
whether the staff have any actual, potential or perceived conflict of interest. All
1
“associated company” or “associated companies” in relation to the Contractor means any company which is the holding
company or subsidiary company or sister company of the Contractor. A “sister company” means a company which is a
subsidiary of or otherwise belongs to the same holding company as the Contractor. The existence of a holding-subsidiary
relationship shall be determined in accordance with the provisions in sections 13 to 15 of the Companies Ordinance (Cap.
622)

tenders for the subcontracts should be assessed on an equal basis unless otherwise
accepted by the Project Manager.
Qualification and clarification
 The Contractor should state in the tender documents for the subcontracts that any
qualification may cause the tender to be disqualified. A tender may, however, be
qualified inadvertently owing to different interpretation of particular statements or
remarks made by the tenderer. Subject to acceptance by the Project Manager, the
Contractor may approach a tenderer in seeking clarification on the purpose or
meaning of particular statements or remarks in his tender, reminding him of
possible disqualification of his tender and seeking an unequivocal withdrawal of
any qualifications by a reasonable deadline.
A6.5.2.2 If the number of tenders received for any subcontract is less than the minimum number
specified in the contract, the Project Manager should decide within three weeks if it is justified that
more tenders cannot be obtained and should inform the Contractor whether to select the conforming
tender for the subcontract with the lowest tender price amongst the tenders submitted. In case that
very few tenders are received (e.g. only one tender returned) and if the Project Manager considers
that the returned tender prices are not at open market price, re-tendering of the subcontract should be
considered. In this case, the tenderer list should be further expanded to include more eligible tenderers
in the market.
A6.5.2.3 If the Contractor proposes to select a conforming tender which does not offer the
lowest tender price with full justifications, the Project Manager should decide within three weeks if
it is acceptable and notify the Contractor whether to select that conforming tender which does not
offer the lowest tender price.
A6.5.2.4 To ensure a smooth and proper process of subcontract procurement, the Project Offices
should take note of the following practices in some projects:
 The Contractor should be asked to submit the proposed subcontracting procedures

once the contract commences, so that the Contractor can start procuring
subcontract packages as early as practicable.
 The Contractor should be encouraged to invite as many tenderers as possible to

ensure that the subcontract price would be at open market or competitive tender
price. After the list of potential tenderers is submitted by the Contractor, the
Project Manager may also suggest some other suitable tenderers into the list taking
into other available information such as the “List of Approved Contractors for
Public Works” and “List of Approved Suppliers of Materials and Specialist
Contractors for Public Works”.
 The Project Manager and the Contractor should be reminded to declare any
conflict of interest with the tenderers on the proposed list of tenderers to be invited
for the subcontracts (e.g. whether the Contractor’s associated companies are on the
tenderers list). Upon receipt of the declaration forms from the Contractor,
Contractor’s staff and the Project Manager’s staff, the Project Manager should

review and record the result of assessment. In case of any actual / potential conflict
of interest identified, the Project Manager should record the follow up actions
taken and provide the justifications.
 The Project Manager may discuss with the Contractor on the planned programme
for procurement of subcontracts (e.g. planned date for submission, planned date for
issuing invitation, etc.) which needs to be updated regularly, such that both parties
can prepare and allow for suitable resources in handling subcontract procurement
beforehand. The Project Manager should consider the latest development of the
site situation before tendering out the other interrelated subcontracts. For example,
the contract award dates of building services contracts should be postponed if the
civil contracts were delayed. In addition, should there be any potential
compensation events, the Project Manager may also alert the Contractor in
advance for his planning of subcontract packages.
 The Project Manager may discuss with the Contractor on the packaging of
subcontract work. Attention should be paid to issues which may affect the
programme of the works, such as foreseeable difficulties in interfacing between
different Subcontractors. For example, the Project Manager should be aware of the
consistency of the construction method and planned programme between different
subcontracts at the interfacing boundaries.
 If there are Key Date(s) in the contract, it is advisable to check if such Key Date(s)
have also been stated as a condition in the relevant subcontracts. Where considered
appropriate, it may be desirable to include an activity schedule or a bill of quantities
in the subcontracts even for those on lump sum basis to facilitate tender preparation
and assessment of potential compensation events which may arise for the
subcontract work but attention should be paid to erratic pricing issue.
 For sizeable subcontracts, the Project Manager should provide comments on the
draft tender documents for the subcontracts, mainly on the scope of the subcontract
work and back-to-back provisions in the subcontracts, so as to avoid potential
disputes after the award of subcontracts, and on items with high uncertainty which
the Contractor may need to state clearly in the subcontracts in order to obtain a
realistic tender price (e.g. if any operations beyond normal working hours are
expected, an item on overtime allowance may need to be included in the bill of
quantities or the activity schedule.).
 The latest edition of the Standard Form of Domestic Sub-contract published by the
Hong Kong Construction Association (HKCA) should be used in the subcontracts
where appropriate.
 The Project Manager should be vigilant in assessing subcontract prices to ensure

they are open market prices, especially for those without going through a
competitive bidding process.
 The Project Manager should critically scrutinise Contractor’s proposed scope of

subcontracts to prevent splitting up of subcontract work to circumvent the tender
requirement.

A6.5.2.5 Though more effort by the Project Manager is required, it is noted that such active
involvement in subcontracting can help improve the understanding of the Subcontractors for the
works, and reduce disputes or abortive work during construction by early identification of ambiguities
or deficiencies. In addition, during tender interviews in two stage selection process, the Project
Manager and the Contractor may also be benefited from the knowledge and experience of the
Subcontractors, which may add value to the construction.
A6.5.2.6 During the construction, the Subcontractors may be invited to join the regular meetings
between the Contractor and the Project Manager to enhance collaborative working among all parties.
For example, the Subcontractors may be invited to join the risk reduction / early warning meetings to
facilitate prompt action to be taken in dealing with project risks identified. If the Subcontractor
provides full justifications that minor assistance from the Contractor to facilitate their construction
operation is required during the construction, subject to acceptance by the Project Manager, such
request should be handled under the relevant provisions of the contract and the subcontract, provided
that no double payment to the Contractor would occur and such minor deviation would not cause any
disadvantageous effect to the contract and the Employer / Client.
A6.5.2.7 Upon completion of the subcontract work, the Contractor should be asked to finalize
the subcontracts as soon as possible to avoid delay of finalization of the contract.
Subcontracting for Work due to Compensation Events
A6.5.2.8 For any work due to the compensation events, the Contractor should decide whether
such work is to be conducted by his own resources, the current Subcontractor(s), or to procure a new
subcontract for whole / part of the said work and submit his proposal with full justifications for
acceptance by the Project Manager. The Project Manager should discuss with the Contractor to
identify the most cost effective way for delivering the work due to the compensation events before
offering his decision. Unless otherwise accepted by the Project Manager, for any work for the
compensation events to be procured via new subcontracts, the Contractor should follow clauses C9
and C11 of the standard additional conditions of contract on the tender requirements for
subcontracting, for Options C and D and for those to be assessed on the Defined Cost plus the resulting
Fee basis under Options A and B.

A6.6 COST SAVINGS DESIGN
A6.6.1 The relevant clauses F3 and F4 in the Library of Standard additional conditions of
contract deal with the Cost Savings Design. For Options A and B, the agreed construction cost savings
due to the Cost Savings Design should be equally shared between the Employer / Client and the
Contractor, which is the same as the arrangement in conventional contracts.
A6.6.2 For Options C and D, the Prices (i.e. target cost) should remain unchanged. Upon
Completion of the whole of the works, the Contractor’s share due to the Cost Savings Design, after
the deduction of the total of the Project Manager’s cost and any addition in future operation and
maintenance cost for a design life in net present value, shall be assessed in accordance with NEC3
clause 53 / NEC4 clause 54. If situation warrants, the Cost Savings Design proposal can include the
Contractor’s proposal on relevant key Subcontractor, including Designer of Cost Savings Design, to
be accepted in accordance with ACC F4(d).
A6.6.3 For situations where the Cost Savings Design would incur the Project Manager’s cost
and / or addition to the future operation and maintenance (O&M) costs in all main Options, such
Project Manager’s cost and addition in future O&M cost for a design life in net present value should
be deducted from the Contractor’s share in the agreed construction cost savings due to the Cost
Savings Design. The net payment should be made to the Contractor upon Completion of the whole
of the works. The design life of the concerned works should be well defined in the Cost Savings
Design for determination of the net present value of any increase in the associated O&M costs. The
Project Offices should consult the maintenance authority and other relevant Government Bureau /
Department for any case involving increase in future O&M cost before acceptance of the Cost Savings
Design. Normally, the Employer’s / Client’s decision to accept or reject the Cost Savings Design
should be conveyed to the Contractor in writing by the Project Manager within six weeks or a longer
period to which the Contractor has agreed in accordance with clause F4 in the Library of Standard
additional conditions of contract.

A6.7 PROPOSAL ON INNOVATION AND TECHNOLOGY
A6.7.1 For each Proposal on Innovation and Technology (I&T Proposal), before giving any
instruction to change the Works Information / Scope, the Project Manager, should carry out thorough
review on the potential benefits, cost-effectiveness, availability of funding, impact on the programme,
etc. Project teams should exercise professional judgement in assessing each I&T proposal to ensure
that it is soundly justified. The project team should also ensure the issuance of relevant instructions
and approving authorities comply with applicable rules / criteria set out in the Stores and Procurement
Regulations, as well as other applicable cost control mechanisms.
A6.7.2 For administrative convenience, the innovation and technology meetings for discussing
the I&T Proposal may be arranged alongside any routine site meetings in place as appropriate, such
as monthly progress meetings, early warning meetings, other liaison meetings.
A6.7.3 For decarbonisation efforts, focus areas may include:
(i) reducing the use of timber/wood for packaging/formwork,

(ii) reducing the production of waste through efficient sorting/recycling/reuse,
(iii) wider use of EV, electrical site machineries and battery energy storage
system (BESS),
(iv) eliminating the use of diesel fuel,
(v) using more renewable energy on site, and
(vi) other areas that the Project Manager considers relevant.

A6.8 NEC PERFORMANCE MONITORING
A6.8.1 Standard forms have been designed by DEVB for the Project Offices to input the data
of the NEC contracts in respect of cost and time aspects. Regular return will be called by DEVB on a
quarterly basis to collect data for monitoring the performance of NEC contracts. The concerned data
will be input and retrieved through the Public Works Project Information System (PWPIS) after
completion of system upgrade in early 2017 tentatively.
A6.8.2 The Project Offices are encouraged to use suitable software or application to facilitate
the contract administration, improve the management efficiency and enhance the project cost control
if appropriate. The key functions of the software or application should include but not limited to
registration and monitoring of risk register, early warnings, prevention events and the Project
Manager’s instructions, monitoring and processing of programme updates, interim payment
applications and notifications and quotations for compensation events, keeping and processing of site
diary and other site records, etc. The software or application should facilitate the communications
amongst the Employer / Client, the Project Manager, the Supervisor and the Contractor. The software
or application should allow a function to generate real time management reports regarding the project
cost, covering but not limited to the latest forecast final total of the Prices, current and estimated final
Price for Work Done to Date, Defined Cost, Fee and Disallowed Cost, implemented compensation
events and outstanding quotations for compensation events, price adjustment for inflation, other
expenditure (e.g. the Contractor’s share, incentive payments, delay damages), etc. The software or
application should enable data export, backup and recovery, and have access right control and data
security functions. Relevant requirements should be specified in the Works Information / Scope.
A6.9 RISKS / LIABILITIES AND INSURANCE
A6.9.1 The respective risks/liabilities and insurance obligations for the Employer/Client and
Contractor are set out in NEC clauses 80 and 81.
A6.9.2 For NEC4, Contractor’s liabilities are more elaborately defined in the Library of Standard
Amendments to NEC4 ECC clause 81.

A7 KNOWLEDGE SHARING AMONG NEC USERS

A7.1 At present, there are several committees in DEVB / WDs in relation to the adoption of NEC
in public works projects:
 Steering Committee on NEC Projects (meeting on need basis) :

To oversee the implementation and steer the direction (chaired by PAS(W)4, DEVB)
 Inter-departmental Working Group on NEC Projects (meeting on need basis) :

To co-ordinate and advise WDs on matters relating to NEC (chaired by CAS(W)7, DEVB)
 Departmental NEC Working Group or equivalent (meeting regularly / on need basis) :

To support the use of NEC within individual departments. Members involve staff from the
Project Offices adopting NEC (chaired by D1 / D2 / D3 officers in WDs)
A7.2 In view of the extensive upcoming NEC contracts, it would be beneficial if knowledge
sharing could be done in a coordinated manner to facilitate WDs’ preparation for NEC contracts, and
to ensure a more consistent approach for all NEC contracts. In addition, after issuing this Practice Notes,
feedbacks or comments from users are expected. To this end, the Inter- departmental Working Group
on NEC Projects is proposed to be a knowledge exchange platform for further development or
refinement of this Practice Notes in a medium term.
A7.3 The Practice Notes takes into account the relevant General Conditions of Tender, Special
Conditions of Tender, Notes to Tenderers and Special Conditions of Contract for the GCC form
promulgated under various technical circulars and circular memoranda issued by DEVB and updates
them to suit the NEC form. The tender and contract provisions promulgated under the Practice Notes
replace those provisions appearing in these publications to the extent that the latter are relevant to the
NEC contracts. For any ambiguity, the Project Offices should address to DEVB who should consult
the Inter-departmental Working Group on NEC Projects and / or the Steering Committee on NEC
Projects where appropriate. The Practice Notes are living documents which will be updated from time
to time when new technical circulars are promulgated or the existing works policies are fine-tuned which
may affect the contents of the Practice Notes.

REFERENCE
1. Thomas Telford Ltd. (2013), NEC3 Engineering and Construction Contract

Guidance Notes

Option A: Priced contract with activity schedule (April 2013)

Option B: Priced contract with bill of quantities (April 2013)

Option C: Target contract with activity schedule (April 2013)

Option D: Target contract with bill of quantities (April 2013)
6. Thomas Telford Ltd. (2017), NEC4 User Guide – preparing an engineering and
construction contract
7. Thomas Telford Ltd. (2017), NEC4 User Guide – managing an engineering and
construction contract

Option A: Priced contract with activity schedule (June 2017)

Option B: Priced contract with bill of quantities (June 2017)
Option C: Target contract with activity schedule (June 2017)
Option D: Target contract with bill of quantities (June 2017)

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Development Bureau

Practice Notes for New Engineering Contract (NEC)

1.2 KEY TOPICS OF THE PRACTICE NOTES

b. Pain/Gain Share Mechanism for Target Contracts

c. Cost Savings Design and Alternative Proposals

d. Preparation of Pre-tender Estimates, Contingency Sums and Provisional Sums

e. Facilitating Healthy Financial Management under Target Contracts

f. Payment Checking for Target Contracts

g. Equitable Risk Allocation and Management of Compensation Events

h. Building up a Partnering Culture

i. Drafting of Tender Documents

j. Effective Project Management

l. Effective Knowledge Sharing

m. Cost Control and Corruption Prevention for Subcontracting

2.1 THE HISTORY OF NEC IN HONG KONG

2.1.4 Moreover, the Corruption Prevention Department of the Independent Commission

2.2 DIFFERENT EDITIONS OF NEC

3 GENERAL INFORMATION OF NEC CONTRACTS

NEC Title Abbr. When Should be Used

Term Service TSS For the appointment of a subcontractor for a period of

NEC Title Abbr. When Should be Used

Alliance Contract ALC For the appointment of a number of partners to create an

Structure of NEC contracts

3.1.3 A flowchart of NEC formation is as below:

ECC, TSC, PSC, …

Core Clause Mandatory

Option Option Option Option Option

Dispute Resolution Options Not

Secondary Secondary Secondary Secondary

Complete Contract Data

NEC ECC / TSC tender documents Traditional GCC tender documents

General Conditions of Tender General Conditions of Tender

Special Conditions of Tender Special Conditions of Tender

Form of Tender Form of Tender

Articles of Agreement and its Schedule Articles of Agreement

Works Information / Scope Service Information /

PART A – ENGINEERING AND CONSTRUCTION CONTRACT (ECC)

A4 PRACTICE NOTES FOR PRE-TENDER STAGE

A4.1 PREPARATION OF TENDER DOCUMENTS

(i) Clarity and effective project management

(ii) Payment methodology

Specifications in conventional contracts are drafted based on a price-based contract.

(iii) Time for reply

Activity Schedule / Bill of Quantities

A4.1.1.14 In addition to the relevant professional qualifications, the following requirement

“a minimum of [insert the number as appropriate] years of relevant

 There is no Accepted Programme. Therefore, the Project Manager assesses a

 Lack of focus on planning and programming in the programme submitted by the

A4.1.1.19 The programme submitted by tenderers, or information related to sequencing of the

Dispute Resolution Advisor

Setting of Fee Percentage

Compiling Contract Documents

A4.1.1.26 Further information on purchase of NEC contracts, guidelines or relevant

A4.1.2 Comparison of Terminologies used in GCC and NEC

GCC NEC – ECC NEC – TSC NEC – PSC

Bills of Quantities Bill of Quantities / Price List Activity Schedule /

Architect / Project Manager Service Manager Employer /

Site Site / Working Areas Affected Property / —

Contract Sum The Prices The Prices The Prices