Author name: CMGuide

Project Management

Estimating Threshold

When you create a schedule you generally don’t know enough to enter all of the detailed activities the first time though. Instead, you identify large chunks of work first, and then break the larger chunks into smaller pieces. These smaller pieces are, in turn, broken down into still smaller and more discrete activities. This technique is referred to as creating a Work Breakdown Structure (WBS). …

Construction Law, Contract Administration

Incorporation by Reference

What is ‘incorporation by reference’? Put simply, it is a means by which the parties to a contract make reference to a standard form of contract conditions, technical specifications or similar publication without the need of having to retype the whole of that document in order for it to form part of the documentation which together forms the contract between the parties. …

Construction Law, Contract Administration

On-demand bonds are not foolproof

KATIE LISZKA* looks at the circumstances in which the beneficiary of an on-demand performance bond may be prevented from calling on the bond for reasons outside the terms and conditions of the bond itself.

THE recent global financial crisis has brought the performance security documentation provided on construction projects into sharper focus. Employers are looking to protect themselves should current and future projects get into trouble and are considering more carefully the security provided.
Unfortunately, some parties are in the position of having to consider what terms they signed up to in better times and whether or not they can enforce the security. An employer commonly requires a performance bond and, where there is a parent company, a parent company guarantee, as security for the performance of the contractor’s obligations. These requirements are usually contractual obligations in the underlying construction and engineering contract. Of the different types of bond available, the on-demand performance bond offers the employer the most robust form of protection.

It is worth considering the purpose of an on-demand bond and the advantage it offers to an employer. The key advantage is that the bond can be called even if there is an underlying dispute under the contract, allowing the employer ready access to cash. An on-demand bond operating in this way is also advantageous for the bondsman as it does not want to be concerned with merits of the underlying claim in respect of which the call is made. But does on-demand always mean on-demand?

If it doesn’t mean “when requested” and requires something more, the commonly perceived benefits are potentially seriously undermined. This article considers two cases, one in the Special Tribunal related to Dubai World and the other an English case in the Technology and Construction Court. Both case concern interim applications to restrain the employer from calling on an on-demand performance bond. In both cases, the applications were successful and the employers prevented from making the calls.

Recent cases

Simon Carves Limited v Ensus UK Limited [2011] EWHC 657 (TCC) relates to a process plant to produce bioethanol at a site in Teesside, in the north-east of England. The contract was an IChemE Red Book, as amended by special conditions agreed between the parties. The special conditions of the contract obliged Simon Carves to provide a performance bond “as security for all and any of the contractor’s obligations and liabilities under the contract…” The bond would become null and void, save for any pending or previously notified claims, on issue of the acceptance certificate. The contract also provided for the return of the bond once it had become null and void, save where there were pending claims. The word “claim” was not defined in the contract. However, there was a clause which stated that any claim “shall be supported by a written statement of the grounds and summary of material facts upon which it is based”.

The acceptance certificate was issued, “subject to outstanding defects being rectified as per the attached schedule and subject to resolution of liability of certain of the rectification works…” As the acceptance certificate had been issued, Simon Carves claimed that the performance bond was null and void and should be returned. Ensus UK’s position was that arguably there was a “claim” in the form of the list of defects and the bond, therefore, should not be returned.

The decision in this case confirmed, amongst other things, the following:

• Fraud is not the only ground on which a call on an on-demand bond can be restrained;

• If the underlying contract clearly and expressly prevents the beneficiary of the bond from making a demand, the beneficiary can be restrained from making a call on the bond; and

• At the interim injunction stage, the court has to be satisfied that the party seeking the injunction against the beneficiary of the bond has a strong case.

The judge granted the injunction on the grounds that Simon Carves had a strong case that the bond should be treated as null and void under the terms of the underlying contract. This was regardless of the fact that a call on the bond, as between the beneficiary and the bondsman, remained valid. This decision does not undo the principle that the bondsman need not be concerned with the provisions of the underlying contract. It does, however, mean that close attention should be paid by the employer to any terms in the underlying contract regarding the provision of and ability to call on the bond itself, as an employer may be prevented from calling on an on-demand performance bond if such a call is in breach of those terms. The Simon Carves case is clear that express provisions restricting a call are required.

The case of Bin Belaila Baytur General Contracting LLC v Nakheel PJSC and Standard Chartered Bank (DWT/APP25/ 003/2010) concerned two construction contracts relating to villa developments at Jumeirah village in Dubai, UAE. The contracts were governed by the laws of Dubai and the UAE, even though the documentation was drafted in English. Nakheel, the employer, was concerned about the slow progress of the works and issued formal notices under the contracts to that effect. It was also concerned that the contractor was short of money and Nakheel had directly paid a subcontractor. Nakheel at first delayed and then eventually ceased payment to Bin Belaila Baytur of amounts certified as payable under the contracts. Both parties purported to terminate the contract and what then developed was a dispute over who terminated the contracts and on what grounds. Nakheel then made a call on the performance bonds, for the full amount. However, before payment was made, Bin Belaila Baytur applied for an order restraining Nakheel from doing so before the final accounts had been finally determined.

In the proceedings, the judge framed the question as to whether Nakheel had bona fide legal grounds to justify its demand for payment of the full amount under the performance bonds. In answering this question, the court looked at the terms of the contracts, which limited the right to call on the bonds. The clause required the employer to give the contractor notice of “the nature of the default in respect of which the claim is to be made”. This clause was interpreted as restricting the right of the employer to call on the bond in situations where there is a bona fide claim for payment in respect of which the bond provides security, and to restrict the amount of the call to the amount of that bona fide claim for payment.

The court, in this case, was not satisfied that there were bona fide legal claims to justify the demand for payment. The judge went on to acknowledge that Nakheel had not served the appropriate notice and that the court thought that Nakheel should not have been in a better position than if it had served such notice. Again, the court was concerned with the provisions of the underlying contract which limited the right to make a demand on a bond.

Implications

What conclusions can be drawn from these decisions? Both decisions give effect to the parties’ underlying contract. The cases focus on preventing the employer from calling on the bonds in breach of contract rather than whether the employer is entitled to claim in accordance with the terms and conditions of the performance bond between it and the bondsman. So, the position of the bondsman in not having to interrogate the merits of the underlying claim in respect of which the call is made is preserved.

Even if the bond is on-demand and the demand is in accordance with the terms and conditions of the bond, the beneficiary may be restrained from making the demand if the underlying contract restricts it from doing so. During negotiation of the contract documents and prior to making a call on an existing on-demand performance bond, careful attention should be paid not only to the wording of the on-demand performance bond itself, which has been the primary focus in the past, but also to the terms of the underlying contract relating to the agreement of the contractor to provide such a bond and the circumstance in which it can be called. The best position for an employer is to have no restrictions on its ability to call on a bond. If it is unable to achieve this position, the restrictions should be carefully and unambiguously drafted to avoid the call being prevented in circumstances that the employer did not intend.

An employer needs to be aware of any restrictions in the underlying contract on the ability to call on the bond and how these may be interpreted or the employer may find that it does not have the security it thinks it has and on-demand does not in practice mean on-demand.

Gulf construction Online

Construction Law

COURTS PROVIDE PROTECTION FOR SUBCONTRACTOR IN CLAIMS

Main Contract Dispute

Subcontractors being lower down the food chain are reliant upon contractors for payment. Where disputes arise over the amount a main contractor is obliged to pay to the subcontractor the usual ” he who alleges must prove ” argument comes to the fore. If the main contractor makes a claim against a subcontractor and as a result reduces the amount due for payment or seeks to recover actual payment from the subcontractor then the shoe is on the other foot. …

Construction Law

Why eco-friendly builders should research green performance bonds

Legal debates come up frequently in the construction industry. No matter what the problem is or whose fault it actually was, professionals and project owners alike seem to be good at playing the blame game. When problems related to a structure’s stability or safeness arise, contractors generally find themselves having to resolve the problem in one way or another. …

Contract Administration

Communication Management Plan Examples

There are three types of communication – mandatory, informational and marketing. When you create a Communication Plan for your project it might make sense to have different types of communication that fit into all three categories.

Mandatory

These types of communication are required by your company, your industry or by law.

  • Project Status Reports
  • Regular voicemail updates (of status)
  • Status meetings
  • Meetings with steering committee
  • Regular conference calls and videoconferences with remote stakeholders
  • Required reports to shareholders or your Board of Directors
  • Government required reports and other information
  • Required financial reporting such as budget vs. actuals, budget variances, etc.

This information is “pushed” (sent directly to) to recipients.

Informational

This is information people want to know or that they may need for their jobs. You put this information in a place that people can access and you tell them that it is there.

  • Awareness building sessions that people are invited to attend (these are not meant as training – just to build awareness of the project)
  • Project deliverables placed in a common repository, directory, website or library that people can access
  • Frequently-asked questions

This information is made available for people to read, but requires them to take the initiative, or “pull” the communication.

Marketing

These are designed to build buy-in and enthusiasm for the project and the deliverables. This communication is especially important if your project is going to change how people do their jobs. These types of projects are culture change initiatives.

  • Project newsletters with positive marketing spin
  • Meeting one-on-one with key stakeholders on an ongoing basis
  • Traveling road shows to various locations and departments to explain the project and benefits
  • Testimonials from others that describe how the project deliverables provided value
  • Contests with simple prizes to build excitement
  • Project acronyms and slogans to portray a positive images of the project
  • Project countdown-until-live date
  • Informal (but purposeful) walking around to initiate discussions about all the good things the project is accomplishing
  • Celebrations to bring visibility to the completion of major milestones
  • Project memorabilia with project name or image portrayed, such as pins, pencils, Frisbees, cups, T-shirts, etc.
  • Publicizing accomplishments

This type of communication is “pushed” to the readers.

The point of the examples is to show that project communication can take many shapes and forms. For large projects especially, the project team should be creative in determining how, what, to whom, where and how frequently the communication takes place. If the project is controversial, requires culture change or is political, the positive aspects of marketing communication become more and more critical.

 

Construction Law, Contract Administration, Project Management

Opening and Closing remarks of Construction Lifecycle Risk Management Conference

Construction Lifecycle Risk Management Conference

Date: 17th & 18th April 2011

Venue: Sheraton Abu Dhabi Hotel & Resort, Abu Dhabi, UAE

Welcome and Opening Remarks by the Chairperson, Samer H SkaikWelcome and Opening Remarks by the Chairperson Samer H Skaik

Ladies and Gentlemen,

Good morning.

I am delighted to join our speakers in welcoming you all and open this Conference on “Construction lifecycle Risk Management” in Abu Dhabi.

It gives me great pleasure and honor to chair this conference. I am so happy that we have in this hall, dedicated individuals from different backgrounds and expertise, from various industries across the GCC region. Those delegates who travelled for miles remind us how important this conference is. Thank you all for coming.

Project Management

Inherent Risk Factors

Inherent risks are those that exist based on the general characteristics of the project. These are risks that can appear regardless of the specific nature of the project.

None of the inherent risks mean that the project is in trouble. Many of these risk factors will be rated as low or medium-level risks. Even if you identify an inherent risk as high, other project factors will come into play as well. For instance, the checklist below states that a large project is inherently more risky that a smaller project. This is generally true. However, an experienced project manager can mitigate many risks associated with large project size. Also remember, if your project falls into a high-risk category, it does not mean you will not be successful. It only means that you should put plans into place to manage the risks. …

Contract Administration

RECORDS, RECORD, RECORDS – Importance for Contract Claim

Contract Requirement

Max Abrahamson in his book Engineering Law and The ICE Contract wrote

” A party to a dispute, particularly if there is an arbitration will learn three lessons (often too late) the importance of records, the importance of records and the importance of records”. This quotation came to mind recently when I read the judgement in the case of Attorney General for the Falkland islands v Gordon Forbes construction (Falklands) Limited. A contract was let for the construction of the infrastructure of the East Stanley Housing Development in the Falkland Islands using the FIDIC 4th Editions conditions.

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