Rics

www.iiqsglobal.
org
INTEGRITY INNOVATION ACCOUNTABILITY 1 / IIQS

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Indian Institute of Quantity Surveyors
2013 IIQS
Editor's note
Let me begin with a quote by Dr APJ Abdul Kalam,“You have to dream before
your dreams can come true“. Easy to dream, but its realization requires inspiration.
Our dream has finally come true through IIQS Magazine & Annual Event. Now the
proud moment has come to unveil IIQS Magazine, “IIQS Annual Insight 2013” in
the glorious function “IIQS Annual Regale 2013”
As you all know, the seeds of IIQS were sown in 1998 and now this great move-
ment is celebrating its 15th anniversary. It is hard to believe that IIQS has achieved
so much within this short time. It is time to take stock of the goals we have set for
IIQS and the progress we have made towards them. I am a great believer in the
importance of setting goals that are high but realistic. Success is a journey, not a
destination.
IIQS Annual Insight 2013 has attempted to chronicle the IIQS path to glory, by
glimpse of the CPD events, matrixes, workshops, articles, achievements, pro-
grammes and cultural events .IIQS Magazine is just like opening the window when
it rains. Enjoy the rains of IIQS through this magazine. Read the articles, events and
enjoy the photographs. Hope IIQS Annual Insight 2013 takes a nostalgic look at the
event of the IIQS in the recent years.
IIQS Annual Regale 2013 is going to be a great event, I wish all the best to the event
team members also, I want to say “thank you” for their untiring efforts to the success
of sponsorship journey. We have been greatly supported by advertising and spon-
sorship partners, who were the glue that held the pages, and I am sure our dream
may not have come true without their support.
IIQS Magazine and Annual Event is the outcome of a glorious teamwork and
combined inspiration. I would like to thank from the bottom of my heart to all the
members and friends for their valuable contribution to bring out this publication.
And special thanks to the Editorial Team who have worked creatively with dedica-
tion throughout this journey. This Editorial note will not be complete if I do not
thank the Board of Directors for entrusting me with this work and all their encour-
agement.
We truly hope that our readers enjoy our humble effort.
Sinimol Noushad,BTech, MBA, MRICS, MIS

IIQS Magazine Chief Editor & UAE Publications Lead
3 / IIQS
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2013 IIQS
Contents
MESSAGES..........................................................................................................................................................(07-13)
VISION / MISSION /MOTTO.................................................................................................................................(15)
HISTORY....................................................................................................................................................................(17)
IIQS GLOBAL BOARD OF DIRECTORS..............................................................................................................(19)
IIQS UAE MEMBER COUNCILS...........................................................................................................................(20)
IIQS MEMBER COUNCILS INDIA AND QATAR.......................................................................................(21-23)
OUR VISION FOR NEXT 5 YEARS.......................................................................................................................(25)
CONTINUING PROFESSIONAL DEVELOPMENT (CPD)........................................................................(27-31)
IIQS MATRIX EVENTS.....................................................................................................................................(33-37)
NETWORKING JOB OPPORTUNITIES........................................................................................................(38-39)
OUTDOOR FAMILY EVENT 2012..................................................................................................................(40-41)
FAMILY DINNER 2012......................................................................................................................................(42-43)
IIQS – INDOOR CRICKET 2012.....................................................................................................................(44-45)
CO, OPERATIVE AGREEMENT WITH AIQS ...................................................................................................(47)
ARTICLES............................................................................................................................................................(49-83)
MEMBER'S DIRECTORY..................................................................................................................................(85-89)
GLOBAL RECOGNITION......................................................................................................................................(92)
MEMBERS ACHIEVEMENTS ...............................................................................................................................(93)
TESTIMONIALS FROM IIQS GLOBAL MEMBERS....................................................................................(96-97)
MAGAZINE AND EVENT COMMITTEE...........................................................................................................(98)
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2013 IIQS
Greetings to one and all,

I feel humbled and at the same time take great pride in addressing you through the Indian
Institute of Quantity Surveyors (IIQS) yearly magazine in Year 2013.
Neil Armstrong upon reaching the moon had said One small step by a man, one giant leap
for mankind.
This comes true in the case of IIQS, which was started in 1998 by a small group of 8 mem-
bers to help each other through knowledge sharing. From 1998 to 2006, the association
(IQSA) continued their mission within Dubai and helped many professionals to upgrade
themselves professionally. Years 2007 to 2011 were truly remarkable when the effort of this
group started yielding fantastic results. Many of members got the corporate membership
of prestigious global bodies and also many of our members got into the senior positions
in their profession. Also, many of our members completed their master degree in Quantity
Surveying, Construction management and Construction Law etc.
In the milestone year of 2011, IQSA was renamed as Indian Institute of Quantity Surveyors
(IIQS) and successfully incorporated under section 25 of the Companies Act, 1956 on 14
Neil Armstrong October 2011 in Mumbai, India. Since 2011 onwards, after successful incorporation under
Companies Act in India, we initiated our CPD activities and formation of Member Councils
upon reaching the in India in various cities, namely, Delhi, Mumbai, Hyderabad, Chennai, and Bangalore etc.
moon had said Also, within the Gulf region, CPD and formation of Member Council has been initiated in
Doha.
“One small step by By engaging in the activities of IIQS, the Indian Quantity Surveyors, slowly but surely, are
a man, one giant becoming world class leaders in the field of Contracts & Commercial Management of major
projects around the world. This became possible due to motivation and guidance provided
««
leap for mankind” by IIQS to these members to enhance their knowledge in Quantity Surveying by acquiring
higher academic qualification in the field of quantity surveying, construction management
and construction law.
Also, one of the major contributions of IIQS toward members’ professional growth is the
regular CPDs (Continuing Professional Development) that IIQS has been organizing on a
regular basis in UAE as well as in many cities in India, such as Delhi, Mumbai, Chennai,
Hyderabad, Bangalore etc. These CPDs allowed our members to enhance their knowledge
in the various disciplines as well as gave them the opportunity to be part of a large network
and get benefitted thereby.
Dear fellow members, let us march forward together with strong courage and moral
principles for greater success in the years to come.
Good luck!
MR. VARUGHESE MATHEW

FRICS, FCIOB, MCIArb,
IIQS Director & Global President
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2013 IIQS
Indian engineers and

Quantity Surveyors
have played an
important role in
UAE’s
development. All
major and Iconic pro-
jects in this Country
««
have some imprints
of their minds and
hands
IIQS / 8
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2013 IIQS
Indian Institute of
Quantity surveyors
has been an
important body
providing a platform
for engineers and
quantity
surveyors to share
««
their
professional
experiences.
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2013 IIQS
We are proud to
have a shared
purpose with the
IIQS, given our
objectives for
providing
professional
support and
welfare to our
respective
memberships
IIQS / 10
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2013 IIQS
It gives me great pleasure to deliver this message to the Indian Institute of Quantity
Surveyors (“IIQS”) on the occasion of their Annual Celebrations in the UAE.
It was impressive to see the IIQS efforts and continuing success in organizing regular
It was impressive to CPD events in order to keep its membership professionally developed continuously.
see the IIQS efforts
The Australian Institute of Quantity Surveyors (“AIQS”) which promotes best practice
and continuing and advancement of the Quantity Surveying profession, around the globe, encour-
success in ages such efforts and therefore would applaud the success of IIQS in this area.
Many members of the IIQS are also members of the Australian Institute of Quantity
organizing Surveyors. As the Middle East Representative of the Institute, I have close contacts
regular CPD events in with such members and am aware about their keen interest to continue their edu-
cation further and enhance their knowledge in order to provide a professional and
order to keep its value added service to the construction industry in the UAE, which too needs to be
membership profes- applauded. IIQS has once again had a very successful year.
sionally developed With significant success rates at achieving corporate memberships of other profes-
continuously. sional institutions such as RICS and AIQS by IIQS members, you have more than
sufficient reasons to celebrate another year’s success and it is a privilege to convey
in this instance, the Institute’s best wishes to the Committee of the IIQS, and also to
IIQS members, their families and friends who would be joining in these celebrations.
Have a wonderful occasion!
Prof. Indrawansa Samaratunga

AIQS Middle East Representative
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2013 IIQS
Message from the Chartered Institution of Civil Engineering Surveyors - UAE Region
It is a source of tremendous satisfaction and pleasure that, on behalf of the CICES
UAE Region, I am able to congratulate the members of the Indian Institute of Quantity
surveyors (IIQS) on the occasion of launching their inaugural IIQS publication, ‘IIQS In-
sight 2013’,. The IIQS has enough reasons to publish such a journal duly documenting
the year’s achievements, due to the sustainability of the membership, the effective and
efficient continuing professional development programme and the record success of
the massive number of IIQS members who gained professional membership with world-
recognized institutions.
We look forward to a continued professional association with the IIQS as one of the lead-
ers among construction professional Institutions in the Arabian Gulf region and once
IIQS achieved again we wish you every success on the IIQS journey towards professional excellence.
record success
in Contributing in
Dhammika T. Gamage
massive number of NDT(Civil Eng.), I Eng., ICIOB, ACIArb, AIQSSL, MRICS, FIIESL, FACostE, FAIQS, FCIn-
IIQS members who stCES
Chairman - Chartered Institution of Civil Engineering Surveyors - UAE Region
has gained profes-
««
sional membership
with world-recog-
nized institutions.
IIQS / 12
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2013 IIQS
I am happy to know that the Indian Institute of Quantity Surveyors is celebrating their
15th Anniversary.
IBPC Sharjah is glad to have IIQS under our umbrella and pleased to support IIQS
in all their activities.
I am very impressed with the activities of the IIQS especially the zeal and enthusi-
It was impressive to asm for expanding your wings for the cause of your fraternity, with a vision to share
see the IIQS efforts and develop knowledge among fellow Indian Engineers, Quantity Surveyors, Esti-
mators and Cost Engineers.
and continuing On behalf of The Chairman and Board members of IBPC Sharjah, I congratulate
success in IIQS for their excellent work and on the occasion of the release of their first Annual
Magazine.
organizing I take this opportunity to wish the Management and the esteemed members of IIQS
regular CPD events in all the very best and great years ahead.
order to keep its

membership profes-
sionally developed
continuously. Sripriyaa
Director General
13 / IIQS
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2013 IIQS
N
Vision
To establish and maintain a high standard of professional competence and integrity
by limiting membership to persons who have prescribed by, or acceptable to, the
Institute and who have satisfied the requirements of training, practical knowledge,
experience and integrity prescribed by the Institute.
Mission
The Mission of the Institute is to ensure professional advancement of Engineering
and Quantity Surveying Professionals in the Property Development and Construction
Industry, so that they can contribute more effectively in the ongoing development
in the construction sector worldwide and particularly in India, as well as to share
their knowledge and experience with the fellow professionals.
Motto
Lighted to Learn & Live
15 / IIQS
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2013 IIQS
History
History
Initiated in December 1998, Indian Institute of Quantity Surveyors (IIQS) formerly known as Indian Quantity
Surveyors (IQSA) is a non-profitable professional body registered in India with a vision to share and develop
knowledge among the fellow Indian Engineers, Quantity Surveyors, Estimators, Cost Engineers, Contract Admin-
istrators and other similar professionals.
IIQS was initially started by a few members, however after organizing CPD (Continuing Professional Develop-
ment) events on a monthly basis, the strength started to increase with every meet. IIQS realized that Indian
Engineering degree does not adequately cover the subjects such as Contract Procedure, Finance and Develop-
ment, Project Cost Control, Dispute Resolution, Construction Law, Risk Management etc., which are essentially
required for effective commercial management of the construction contracts at a global level.
Accordingly, a smaller study group was formed with an aim of upgrading skills by enhancing their qualification
by pursuing further studies from internationally accredited universities, as well as arranging regular technical
seminars, wherein industry experts share their knowledge with the members. As a result, over the years, IIQS
has grown and many of its members have been successful in upgrading to post graduate qualification and have
attained professional membership from some of the most respected professional Institutions in India, UK, US,
Australia, etc. Subsequently many members have risen to key positions in their respective fields.
In 2007, IIQS took a giant step by implementing high ethical principles, bylaws and logo. IIQS logo has a burn-
ing candle, which signifies giving light to the world. Our Motto is ’Lighted to Learn and Live’. It is the collec-
tive aim and desire of IIQS that its members become self-motivated and take pride in doing things rightly and
taking decisions based on strong ethical values.
IIQS has monthly seminars, Matrix workshops for young engineers to attain chartered membership with profes-
sional bodies, Annual cricket events with other QS team and RICS teams. In addition, various study groups, CPD
events, mentoring sessions, sports events are actively organized for the benefit of its members. IIQS is closely
associated with number of International professional bodies such as Royal Institution of Chartered Surveyors,
Australian Institute of Quantity Surveyors, Chartered Institute of Buildings, Chartered Institute of Arbitrators,
AACE International, Institution of Surveyors India etc.
IIQS foresee attaining Chartered status for Quantity Surveyors in India in near future.
17 / IIQS
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2013 IIQS
IIQS GLOBAL BOARD OF DIRECTORS
Front Row Left to Right

MR FRANKLIN JOSEPH MR. E.V. JOHNSON NEIL MR. BASVARAJ BETH MR. VARUGHESE MR SAJEETH SIDHARTHAN
Director & Global Director & Global Director & Global MATHEW Director & Global
General Secretary Vice President Event Chair Director & Global Awarding Committee
President Chair
Back Row Left to Right
MR.RAMESH PALIKILA MR.PAWAN KUMAR MR KASI MR. JACOB JOBY MR.DHARMENDAR
Director & Global MAMIDI VISWANATHAN Director & Global Execu- PARDASANI
Professional Development Board Member Director & Global tive Director Director & Global
Chair Governance Committee Vice President
Chair
MR. PAUL BANKALA MR SYED ASLAM Not in Picture
Director & Global Director & Global Audit MR. HIREKER MR NAVEEN KUMAR MR.GANESHAN G
Professional Committee Chair Director & Global Audit Director &Global Director &Global
Development Vice Chair Committee Vice Chair Membership Committee Governance Committee
MR. RAMARAO KILARI Chair Vice Chair
Board Member
No-Nonsense
The Man .Mr The
Task Master Tough at Mr
of Rules Loves Smart Great
Work Soft Simple The
Cocktail
The Man with The of at Heart Adorable Advisor
Profes-
Wise and Seasoned Serious Mr
Cautioned Ap- Man Perfect
sor The
THE
proach Work and
CAPTAN
Charmer
The of IIQS
Fun
Bindaas
Man
19 / IIQS
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2013 IIQS
UAE Member Council 2012

MAHESH BUTANI RITU SUBODH DAS SINIMOL NOUSHAD PARTHARAJAN PILLE BINU C NINAN PAUL BANKALA
Abudhabi Representative News Letter Publication Head Matrix Support Web General Seceratary
Back Row Left to Right
Co-ordinator
SAJEETH SIDHARTHAN MATHEW VARGHESE JOHNSON NEIL DHARMENDAR PARDASANI PAVAN MAMIDI
Chairman Past Chairman Vice Chairman Vice Chairman Treasurer
UAE Member Council 2013

Mr. MAHESH BUTANI MR.GANESHAN G MR. PAUL BANKALA MR KASI VISWANATHAN MR SAJEETH SIDHARTHAN
Abu Dhabi CPD Event Lead Director &Global UAE General Seceratry Director & Global UAE ME Chairman
Governance Committee Vice Chair Governance Committee Chair
GOVINDARAJU RATHOD MR.PAWAN KUMAR MIMIDI REKHA RAMESH SINIMOL NOUSHAD
UAE Events Support UAE Treasurer Membership UAE Publication Lead
Development
Back Row Left to Right Maneger
AJITH MR SYED ASLAM MR. E.V. JOHNSON NEIL MR FRANKLIN JOSEPH MR. BASVARAJ BETH
News Letter UAE Finance & Audit Controller UAE Vice Chair UAE Sports/Events Abu Dhabi Head of Professional
MR. RAMARAO KILARI MR.RAMESH PALIKILA & Membership Development
Web & IT Manager UAE & ME Head of Training/Membership Development
IIQS / 20
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2013 IIQS
Member Councils
India and Qatar
IIQS India Member Councils were launched in May in India. However,with passage of time, the industry
2012 and it received a warm welcome from the has realized the importance of Quantity Surveyors in
professionals in india. First IIQS Member Council was construction projects. The construction industry experts
formed in New Delhi and followed with several Mem- along with some of QS related Professional Institutes
bers Councils in various metro cities including Mumbai, are working together to develop the QS profession in
Hyderabad, Chennai and Bangalore etc. These India.
Member Councils are organizing CPD workshops, Member Councils in India are committed to develop
seminars etc. periodically in their respective cities. the QS profession and to ensure that members attain
the professional standard of the global standards with
Quantity surveying profession is still not very well known support of IIQS activities.
Delhi Member Council Mumbai Member Council

IIQS Delhi Member Council Launched In May 2010 Franklin is heading the Mumbai MC with a great sup-
under the leadership of Mr. Naveen & successfully port from the leadership of Mr. Govind Rathod and
conducted two CPD Events. Mr .Saleem Merchant and his team from Mumbai.
Mr. Ajith Philips from Dubai presented a CPD topic
on “Bonds, insurance and securities and their impor-
tance in Construction Contracts “in the first CPD. Lat-
er, Mumbai MC conducted two professional CPDs in
2012 and will formalize the MC in 2013.
21 / IIQS
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Tel : 04 – 298 3206, Fax: 04 – 298 3207. E-mail: ararutly@eim.ae, Website: www.araruty.com
DEWA/ADWEA/FEWA APPROVED
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Tel. : +971 4 2983206Tel. : +971 2 5509678 Tel. : +974-44689123
Fax : +971 4 2983207Fax : +971 2 5509677 Fax : + 974-44689150
E-mail :ararutly@eim.aeE-mail : ararab@eim.ae E-mail : ararutly@qatar.net.qa
Sage Global Engineering LLC is one of the leading companies engaged in

Civil Engineering activities and infrastructure development,registered in the
Emirates of Dubai,United Arab Emirates.
We Specialise in Sewerage and Drainage Pipeline, Water pipelines and

Pumping Stattion Contracting. Our Company has successfully completed
several projects in UAE since inception and are still engaged in several ma-
jor projects.
Aspiring for continuous improvement and customer satisfaction the compa-

ny acquired its present identity as Sage Global Engineering LLC established
in the year 2002, The organisazation is one of the pioneers in construction
of Sewerage and Drainage Systems for the city of Dubai and has continu-
ous presence in U.A.E since then.
Book.indd 22 4/21/13 9:09 PM

2013 IIQS
Hydrabad Member Council

Chennai Member Council
2. Hyderabad Member Council Leads Data :
Ramesh Palikila is heading the Hyderabad MC with a great Mr. Kumaresh Murthy is leading the Chennai MC with a great
support from the leadership of Mr. Karthikeyan , Executive Di- support from his team from Chennai under the leadership of
rector of Langdon and Seah Cost Consultants and his team Mr. Kasi Viswanathan and Mr. Johnson Neil from Dubai.
from Hyderabad. IIQS has conducted a professional need Mr. Sankar from Langdon and Seah presented a CPD topic
analysis in 2011 with NICMAR students and core QS profes- on “ Role of a QS profession in India and value addition to
sionals. With the results of this analysis and feedback from the industry “ in the first CPD. Mr. P.H. Aravindh Pandian
NICMAR students and QS professionals, IIQS inaugurated first Senior Advocate , Additional Adv. General of Tamilnadu at-
CPD event in August 2012 with a successful collaboration with tended this event as a Chief Guest and his valuable guide-
CIOB( UK) and NICMAR. In March 2013 , Hyderabad MC con- lines added a great value to this CPD event. Later, Chennai
ducted a professional workshop on “ Post Contract Adminis- MC conducted two professional CPDs in 2012 and will for-
tration “ with support from Aparna Constructions Commercial malize the MC in 2013.
team. IIQS Hyderabad MC will do some more developments

soon to help QS professionals with our vision with the help of
NICMAR and Hyderabad construction industry professionals.
Qatar Member Council

Bangalore Member Council IIQS conducted a need analysis of CPD events in Doha in
Mr. Jacob Joby is leading the Bangalore MC with a great November 2012 under the leadership of Mr. Dharmendar
support from his team. Mr. Darshan Tededesai from Gleeds Pardasani and Mr. Ramesh Palikila from IIQS Global Board.
Hooloomann presented a CPD topic on “ Procurement Approximately 40 members attended this event. Mr. K.V.R.
Strategies “in the first CPD. Mr.A.N.Prakash has attended this Prasad, Mr.Sandeep , Mr. Avinsah and Dr. Binu Varghese are
event as a Chief Guest and his valuable guidelines added currently leading this Doha MC. In February 2013, Doha MC
a great value to this CPD event. Currently Bangalore MC is has conducted first CPD event to from IIQS Matrix forum in
planning to conduct future CPDs and will formalize the MC Doha with the help of the above lead members and around
in 2013. 45 members got benefit from this professional event.
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2013 IIQS
Our vision
Our vision for next 5 years is:

To increase our membership base substantially in India and other Gulf
countries
To create awareness of Quantity Surveying profession in India
To create awareness in Engineering colleges in India that they need to
start the degree courses in Quantity Surveying
To ensure that we continue to organize CPD activities for our members
To ensure that we organize regular social events for our members since
we consider that it is also a core part of our vision to serve our members.
To provide a fully developed website to our members wherein they can ac-
cess the CPD notes of all previous seminars and other webinars etc, along
with the full directory of our members.
To certify our members with appropriate membership grades such as MI-
IQS, CIIQS, FIIQS etc.
To ensure that our members follow the ethics of highest standards. This
is being ensured by including ethics as one of the mandatory competencies
for achieving the membership grade.
Most importantly, to give back to the society by engaging in some charity
works
25 / IIQS
Book.indd 25 4/21/13 9:09 PM
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2013 IIQS
CPD
Continuing Professional
Development (CPD)
IIQS CPD Programme
IIQS CPD events are scheduled on monthly basis and it includes a wide range of
What is activities such as talks and presentations on subjects of contract and commercial
CPD? management, construction law, cost planning and management, business manage-
CPD stands for ment, contract practice, contracts administration, procurement and tendering, risk
management etc. IIQS encourages all members to maintain and develop their profes-
Continuing sional in the workplace and CPD is one of the recommended way of enhancing the
Professional professional competence through sharing knowledge with other industry professionals
Development’ and networking.
and is the term Benifits of CPD
that describes • Helps Members to enhance their knowledge
how profes- • Networking opportunities
sionals maintain • Providing competitive environment for members
their own com- • Helps members in their day-to-day work.
petence in the • Enhances presentation skills by providing opportunities
workplace. CPD for presenting seminars and workshop.
is about learning CPD Events 2010-2011
and development Subject Month
that enhances “Coping up with Recession” 28 April 2010
effectiveness in “How to make Target Cost Contracts Work” 30 June 2010
professional life. “Personal Development & Presentation” 21 July 2010
“Process of Arbitration between Dispute Establishment and Start of 9 August 2010
Arbitration”
“Forensic Delay Analysis of Construction Claims” 20 September 2010
“Important Legal Development in UAE in 2010” 2 November 2010
“Variations under FIDIC 1999” 28 February 2011
“Dispute Boards in Today’s Construction Disputes” 29 March 2011
“Excellence is Construction Series” 27 April 2011
“Why and how to use standard forms of Construction Contracts” 25 october 2011
“Various Delay Analysis Approaches” 30 November 2011
27 / IIQS
Book.indd 27 4/21/13 9:09 PM
2013 IIQS
CPD
IIQS Annual General

Board Meeting AGM 2012
IIQS Annual General Board Meeting 2012 was held at the API Tower in Dubai on 25 January 2012, wherein the
IIQS Board of Directors were introduced. This well-attended event provided the opportunities for the attendees to
interact in a casual setting. Mr. Varughese Mathew, Director & President of IIQS Global provided a brief overview
of IIQS 2011 accomplishments and discussed IIQS Vision & Mission and some of IIQS new objectives set out for
2012. The event was followed by the Question & Answer Session lead by IIQS Board of Directors.
IIQS / 28
Book.indd 28 4/21/13 9:09 PM
2013 IIQS
CPD
CPD EVENTS 2012 & 2013

No CPD EVENT Speakers Location & Date
2012 & 2013
1 TOPIC: Question & Answer on Mr.Varughese Mathew, FRICS, FCIOB, ACIArb API World Tower
Tendering, Pre Contract,Post Mr.Dharmendar Pardasani, M.Sc., FRICS, MCIOB. 25th January 2012
Contract, Cost Control : Mr. E. V. Johnson Neil, MRICS, MIS, MCIArb.
: Mr. Sajeeth Sidharthan, BE, MRICS
2 Session 1: Risk Evaluation Mr. Daniel Alcon, BSc, DipArb, FCIArb, MRICS, MACostE API World Tower,
MDRBF, MDBF 21st February 2012
Session 2: Creation of Risk Mr. Gary Beamish Eng.C, C.Eng, C.Env, C.WEM, MICE,
MCIWEM, MQSI
3 The Paradox of Lean Prof: David Bamford, Bsc(Hons),Mphil,Phd,MCMI API World Tower
Leadership Honorary senior Research Fellow at Manchester Business 20th March 2012
School, University Of Manchester
4 Impact of various Parameters Mr. Somnath Mukherjee, Chief Manager Projects- Simplex API World Tower
in Costing Infrastructures Limited 18th April 2012
5 The Flipside - A Different Way Prof. Christopher Abraham, Head - Dubai Campus, Sr. Vice Al Futtaim Training Center,
of Looking at Business President - Institutional Development, S P Jain School of 22nd May 2012
Environments and Strategy Global Management, Dubai ∙ Singapore ∙ Sydney
6 An Overview of Arbitration Mr. Dharmendar Pardasani, MSc, FRICS, MCIOB Al Futtaim Training Center,
Process from Commence- Mr. Kalpesh Sangani, MSc, MRICS, MCIArb 27th June 2012
ment to Enforcement
7 Construction Claims in the Mr. Guy Elkington, Director – Global Construction Practice, Al Futtaim Training Center,
Gulf Navigant 19th September 2012
8 Areas of Concern in FIDIC Prof. Indrawansa Samaratunga PhD, DSc. Wednesday 7th November
1999 FRICS, FAIQS, FIQS(SL), FCIArb, FCIOB, FCMI, FIAS, 2012 at Al Faraa Corporate
FBEng, office
9 UAE Constitution-Contract Mr. Gary Beamish , Eng.C, C.Eng, C.Env, C.WEM, MICE, Al Futtaim Training Center,
Formation MCIWEM, MQSI, Joint Managing Partner, M/s. Talos Con- 15th January 2013
sult FZC
10 Liquidated Damages – an UAE Mr. Shah Nawaz CA, Fellow Member of the Institute of Al Futtaim Training Center,
perspective Chartered Accountants, Regional Director of Operations – 26th February 2013
Johnson Controls International
11 The secrets behind Mr. Sachin Kerur BEng (Hons) Construction Engineering - API Tower Auditorium,
construction contract pricing The University of Dundee, The College of Law, Guildford and 25th March 2013
options - understanding Mr. William Marshall from Pinsent Masons: combining the
what›s on the menu” experience, resources and international reach of McGrigors
and Pinsent Masons
29 / IIQS
Book.indd 29 4/21/13 9:09 PM
2013 IIQS
CPD
CPD In Dubai & AbuDhabi

IIQS , has successfully organized 12 consecutive CPD events in UAE for year 2012-2013 .CPD Sessions provide
a great opportunity for our members to enhance their knowledge and skills. The 1st CPD event in Abu Dhabi was
launched on 07 Nov 2012.
IIQS Structured CPD events are lead by experts indusrty speakers. IIQS takes this opportunity to thank all the
speakers and guest for their valuable time and effort for IIQS CPD events..
IIQS / 30
Book.indd 30 4/21/13 9:10 PM
2013 IIQS
CPD
CPD In India
The Dubai Region with many member and Members Council support from India provided a wonderful opportunity
to deliver successful CPD seesions in various metro cities in India. This was the important milestone for IIQS and it
is planned in 2013 also, all IIQS Member Councils will continue to organize the CPD events and Matrix workshops
for global members.
31 / IIQS
Book.indd 31 4/21/13 9:13 PM
TEL.
TEL.NO.:
NO.:04-3958771,
04-3958771,FAX
FAXNO.:
NO.:04-3958775,
04-3958775,P.O.
P.O.BOX
BOX119070,
119070,DUBAI,
DUBAI,UNITED
UNITEDARAB
ARABEMIRATES
EMIRATES
Email;
Email;alavoncontracting@gmail.com,
alavoncontracting@gmail.com,alavon@alavoncontractingsllc.com,
alavon@alavoncontractingsllc.com,Web:
Web:www.alavoncontractingsllc.
www.alavoncontractingsll
TEL.
TEL.NO.:
NO.:04-3958771,
04-3958771,FAX
FAXNO.:
NO.:04-3958775,
04-3958775,P.O.
P.O.BOX
BOX119070,
119070,DUBAI,
DUBAI,UNITED
UNITEDARAB
ARABEMIRATES
EMIRATES
Email;
Web:www.alavoncontractingsllc.com
www.alavoncontractingsllc.com
TEL.
TEL.NO.:
NO.:04-3958771,
04-3958771,FAX
FAXNO.:
NO.:04-3958775,
04-3958775,P.O.
P.O.BOX
BOX119070,
119070,DUBAI,
DUBAI,UNITED
UNITEDARAB
ARABEMIRATES
EMIRATES
Email;
Web:www.alavoncontractingsllc.com
www.alavoncontractingsllc.com
Book.indd 32 4/21/13 9:14 PM

2013 IIQS
Matrix
IIQS Matrix Events

Structured Training Programme in Dubai
VISION OF IIQS MATRIX EVENTS:

To Create a professional environment among all QS community to share the knowledge and experience to enhance
the professional competence as well as to be part of a large professional net work.
IIQS Matrix Events were initiated in 2009 with support of IIQS Board of Directors and lead by IIQS Global Pro-
fessional development Director Mr. Ramesh Palikila. B.Tech, MRICS, ACIArb, MIS. with a basic idea of providing a
knowledge sharing workshops by eminent resource speakers from UAE industry.
Matrix is a one of the IIQS structured training programs to provide a professional platform for Contracts & Com-
mercial Management professionals, Quantity Surveyors & Construction Professionals to plan their professional
development to become Chartered QS of RICS or attain any other professional membership. Since 2009 , through
this Matrix platform, more than 60 QS professionals have attained their Chartered status and have reached to
management positions in Contracts and Commercial fields and are presently working in UAE, Doha,India and other
Countries.
33 / IIQS
Book.indd 33 4/21/13 9:14 PM
Matrix Events in 2013
Matrix 2013 Events Conducted in UAE ( Dubai and Abu Dhabi)
MATRIX EVENT NO.01/2013
Date : Friday, 14th December 2012
Topic : Introduction of Matrix Training Workshops and Self planning to Strike perfectly APC
Speaker : Mr .Ramesh Palikila BTech, MRICS, ACIArb, MIS, IIQS Director – Global professional Development Chair

Date : Friday, 24th December 2012
Topic 1 : Matrix Formation, APC Critical Analysis Guidelines and Written Skills
Topic 2 : Business Planning for QS professionals
Speaker : Mr .Franklin Joseph BE,MRICS, MIS - IIQS Director & Global General Secretary
Topic 3 : Contract Practice and Contract Administration
Speaker : Mr .Dharmendar Pardasani MSc, FRICS, MCIArb, MIS,FAIQS - IIQS Director & Global Vice President

Date : Friday, 04th January 2013
Topic 1: Over view on QS Core Competencies, Commercial Management and Study Skills
Topic 2 : Design Economics and Cost Planning
Speaker : Mr. Dinesh Dabasia BSc ( Hons),MRICS Associate – Davis Langdon an AECOM company, Abu Dhabi, UAE.

Date : Friday, 18th January 2013
Topic 1 : Quantification and Costing of Construction Works
Topic 2 : Client Care for QS professionals
Speaker : Mr. Eswar S.B BSc, Dip, CIPM, MRICS, ACIArb –CEO of 3EG Group – Sharjah- UAE.
Topic 3 : Successful deliver of QS service in an International Projects
Speaker : Mr. Chris Webb MRICS , Associate – Davis Langdon an AECOM company.

Date : Friday, 08th February 2013
Topic 1 : Communication and Negotiation Skills
Topic 2 : Conflicts Avoidance and Dispute Resolution
Speaker : Mr. Kasi Viswanathan BE,MRICS, CCE , MCIArb, MIS IIQS- Director-Global Governance Committee Chair,
Topic 3 : Design Economics and Cost Planning
Speaker : Mr. Luay Azzam BSc (Hons), FRICS, FAIQS, ACIArb , Executive Director – NEA Consultants , RICS –UAE National Board Member.
Topic 4 : Contract Practice and Contract Administration
Speaker : Mr. Colm O’Suilleabhain BSc, MSc, MRICS, LLM , FCIArb Director –FTI Consulting , Abu Dhabi, UAE.
IIQS / 34
Book.indd 34 4/21/13 9:14 PM
Matrix Events in 2013
Date : Friday, 15th February 2013
Topic 1 : APC- Phase II Guidelines: Presentation Skills for professional Interviews
Topic 2 : Procurement and Tendering
Speaker : Mr. Sajeeth Sidharthan BE,MRICS, ACIArb, MOSE , IIQS- Director-Global Awarding Committee Chair
Topic 3 : Securities, Bonds, Indemnities and Insurances in Construction Contracts
Speaker : Mr. Ajith Philip BE, PGDCM - Contracts Manager – Nakheel Properties Developers

Date : Friday, 01st March 2013
Topic 1: Project Financial Control and Reporting
Topic 2 : Managing Variations in Construction Contracts
Speaker : Mr. E V JOHNSON NEIL, MRICS, MIS, MCIArb - IIQS Director and Global Vice President

Date : Friday, 08th March 2013
Topic 1: Construction Technology and Environmental services
Topic 2: Health and Safety
Topic 3: Over view and need of Mandatory Competencies for a QS professional
Speaker: Mr .Ramesh Palikila BTech, MRICS, ACIArb, MIS, IIQS Director – Global professional Development Chair

Date : Friday, 08th March 2013
Topic 1 : Risk Management – An introductory session for QS professionals
Speaker: Dr. Tamil Selvan Mahalingam MBA,PMP,CCE, PhD, Professional Trainer on Project Management ,Cost Management and Quality Man-
agement – 3Fold Institute , Dubai.
Topic 2 : Think Big about QS profession & How a QS can reach to Lead / Management Position? Speaker : Mr. Varughese Mathew FRICS, MCIArb,
FCIOB, CL , IIQS Director – Global President
Topic 3 : Data Management Principles and Best practice Standards of Cost Management
Speaker : Ms. Julie Christie M. Dela Cruz MBA,FRICS, FAIQS - Founder and Chair of Philippine Institution of Certified Quantity Surveyors ( PICQS)
Topic 4: Ethics, Rules and Regulation of RICS - Mandatory Competency for a Chartered QS Speaker : Mr .Ramesh Palikila BTech, MRICS, ACIArb,
MIS, IIQS Director – Global professional Development Chair

Date : Friday, 05th April 2013
Topic : APC – 1 Hour – Special Guidelines to APC candidates
Mock interviews to APC candidates by IIQS team of Assessors
Lead: Mr.Paul Bankala MSc , BE, ICIOB and Mr. Kasi Viswanathan BE,MRICS, CCE , MCIArb, MIS
35 / IIQS
Book.indd 35 4/21/13 9:14 PM
2013 IIQS
Matrix
Matrix 2009 Matrix 2012
Matrix members and mentors in the

Structured Training Programme in Dubai
Ramesh Palikila addressing

Mock APC in Interview the matrix event
IIQS / 36
Book.indd 36 4/21/13 9:14 PM
2013 IIQS
Matrix
NICMAR - QS PG Students
Professional Events Conducted for

NICMAR Students in Hyderabad
Ramesh and Jacob Joby at

Successfull matrix members NICMAR Hyderabad
37 / IIQS
Book.indd 37 4/21/13 9:16 PM
2013 IIQS
NETWORKING AND
IIQS provides a great
platform for networking
opportunities during
the CPD events as well
as during the social
events. Any relevant
information required
for effectively carrying
out the day to day
works and also for
upgrading professional
qualifications is shared
among the members.
Any job opportunities
also shared which is
of immense help to
members who have lost
their jobs or are looking
for new opportunities
IIQS / 38
Book.indd 38 4/21/13 9:17 PM
2013 IIQS
JOB OPPORTUNITIES
39 / IIQS
Book.indd 39 4/21/13 9:18 PM
OUTDOOR FA
It was an excellent
outdoor event in
Zabeel Park in
Dubai wherein
many of our
members joined
with their families
and had a great time
socializing and
playing fun games.
Book.indd 40 4/21/13 9:19 PM

MILY EVENT 2012
Book.indd 41 4/21/13 9:21 PM

FAMILY DINN
This event was attended
by more than 150
members. All the
members had a
memorable evening
wherein members danced
away to glory, enjoyed
fashion show, played
games, enjoyed lovely
food. A great evening!
Book.indd 42 4/21/13 9:21 PM

ER 2012
Book.indd 43 4/21/13 9:21 PM

IIQS-INDOOR
The IIQS Cricket
team participated in
the annual
RICS Cricket
event and brought
laurels for the
IIQS!
Book.indd 44 4/21/13 9:22 PM

CRICKET 2012
Book.indd 45 4/21/13 9:22 PM

DUBAI - ABU DHABI - QATAR - OMAN
Earth moving Road works Transportation

Laying of underground utilities like Storm
Water Drainage Sewage Irrigation Water
Lines Quarry Material Supply Heavy
Equipment rentals Electrical tower erection
Water prooﬁng.
Dubai - U.A.E Abu Dhabi - U.A.E. Doha Qatar Muscat - Oman
An ISO 9001:2008 Tel: +971 4 2582030 Tel: +971 2 5503654 Tel: +971 4 4583642 Tel: +968 2 4499268
& Fax:+971 4 2582040 Fax:+971 2 5503668 Fax:+971 4 4685583 Fax:+968 2 4499258
OHSAS 18001:2007 COMPANY
P.O.Box:93085 P.O.Box:75633 P.O.Box:31480 P.O.Box:4047, PC 112
Email: arcc@eim.ae Website: www. arabiancoastuae. com
Al Mostaqbal
Al Mostaqbal Mechanical
Mechanical
Engineering
Engineering
Services
Services
/ MES/ MES
Building
Building
Materials
Materials
Trading
Trading
LLC LLC P.O. Box
P.O.410084
Box 410084
P.O. Box
P.O.26743,
Box 26743,
Dubai Dubai
– United
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Arab Emirates
Arab Emirates Dubai Dubai
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Arab Emirates
Arab Emirates
T: 971T:
4 2894158 │ F: 971
971 4 2894158 │ F:
4 2894125
971 4 2894125 T: 971T:
4 3336427│
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F: 971F:
4 3336428
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Email:Email:
mqmain@mostaqbl.ae
mqmain@mostaqbl.ae Email:Email:
messbp@eim.ae
messbp@eim.ae
The most important

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Sharjah and Abu Dhabi info@chicagomti.com www.chicagomti.com
Book.indd 46 4/21/13 9:22 PM

2013 IIQS
Affliation
Co-operative
Agreement with
Australian
Institute of Quntity
Surveyors (AIQS)
A co- operative agreement was signed with
Australian Institute of Quantity Surveyors on
9th April 2013 in Dubai, whereby IIQS and AIQS
have agreed to collaborate for their respective
CPD’s and other knowledge sharing activities in
the Middle East.
Instead of Memorandum of Understanding a co-operative agreement was singed
47 / IIQS
Book.indd 47 4/21/13 9:23 PM
Book.indd 48 4/21/13 9:23 PM
HEAD OFFICE OVERHEADS
REVISITED
BY Prof. Indrawansa Samaratunga
H
ead Office Overheads” is not an expression that to mean Head Office Overheads. Whilst in some parts of the
is found in FIDIC Forms of contract, resulting world they are referred to as “Home Office Overheads”, an
in frequent debate as to why a prolongation accountant would use the expression “General and Admin-
cost claim (especially under FIDIC Forms of istrative (“G & A”) expenses of the company” in referring to
contracts) should include a Head Office Over- the Head Office Overheads.
heads element. Typical expressions such as “off the Site over-
head charges” (FIDIC–4th 1.1(g)(i), FIDIC–1999 1.1.4.3) In the books of accounts of a Contractor’s Head Office, the
and “Contractor’s general overhead costs” (FIDIC–4th 52.3) Overheads (G&A expenses) are generally recorded under the
found in FIDIC Forms of contract are generally construed following heads (which vary from company to company):-
Executive and administrative salaries, allowances & recruitment costs etc.

Head Office rent and maintenance. - Insurance.
Utilities, phone/data/fax, postal and bank charges - Travel.
Depreciation of company assets. - Bad debts.
Furniture and equipment. - Entertainment.
Stationary and printing. - Pantry expenses.
Professional fees. - Contributions.
Auditing expenses. - Sponsorship fees.
Advertising and marketing (including tendering costs). - Idle resources.
Interest on company borrowings. - Training.
49/ IIQS
Book.indd 49 4/21/13 9:23 PM
Where a project completion had been delayed, it is not diffi-
Though the total of all these expenses (taken as a percentage of cult for a Contractor to demonstrate (using daily records, photo-
the company revenue) is usually considered as a suitable basis for graphs, correspondence etc.) that the cost of his Site Overheads
the pricing of tenders and building-up new rates / prices, some of increased due to the necessity of:-
these expenses are inappropriate for inclusion in the prolongation
cost calculations of a delay claim. There is no reason, for example, • supervision staff to stay longer on Site
why the Employer of the delayed project should bear a part of a • site huts to be maintained for a longer period
bad debt related to another project of the Contractor. Similarly, • tower crane to be retained on Site longer than
the Employer of the delayed project has no liability to bear any previously planned
part of a claims consultant’s fees paid for the preparation of a claim • performance security, insurance etc. to be extended
for another project of the Contractor. Therefore, during an audit of etc.
the books of accounts of the Contractor’s Head Office by the En-
gineer or the Employer’s other Contract Administrators (or by the The prolongation of these Site Overheads are manifest and
Contractor’s Contract Administrators in auditing a Subcontrac- therefore this part of the claim generally receives few challeng-
tor’s books of accounts) in order to verify whether the Contractor es, but when it comes to the matter of Head Office Overheads,
(or the Subcontractor) has calculated the Head Office Overheads the impact thereof on the site/project costs is not so obvious and
element of a prolongation cost claim in a fair and reasonable man- therefore Engineers and Employers often have the following ques-
ner, the following should be given due consideration: tions, as to:-
(a) Capital expenditure (building extensions, • why should there be an increase in the Head Office
new furniture etc) should be appropriately depreciated. Overheads when the project completion is delayed?
(b) One-off annual/quarterly expenditure (advertising • why should any Head Office Overheads be an additional
costs, audit fees etc.) should be distributed over the cost under the contract?
year/quarter and the cost of bulk printing etc. • why should a formula be used (whereas the Contractor
should be distributed over the relevant period. should demonstrate all costs using records)?
(c) Insurance costs and financing costs of projects should
not be included in the Head Office Overheads account. Moreover (unlike for Site Overheads), there are no site records
(They should be in the project accounts). that can be produced (other than the Head Office books of ac-
(d) Claims consultancy fees should not be included in the counts) to support this part of the claim.
Professional Fees head. The answers are found in the explanation of how the Contractor
(e) Any bad debts written-off under the Head Office Over sustains his Head Office. Since the Head Office does not have an
heads should be completely removed from the individual income/revenue, the cost of sustaining the Head Office
calculations. has to be borne by all the projects of the Contractor, by contribut-
(f) Cost of idle resources should be in the project accounts ing a proportional sum every month from their project revenue, in
and not in the Head Office Overheads account. (It is order to meet the Head Office Overheads. Therefore such contri-
permissible to allow the cost of some idle resources bution is a cost incurred in the execution of the Works (not differ-
such as the asphalt plant of a road works contractor to ent to paying authority fees, taxes, subcontract/supplier payments,
be in the Head Office Overheads account). and any other project expense).
(g) Cost of an employee (such as a Commercial Manager) The resources deployed in the project were expected to generate
whose time is totally dedicated to a project/projects, revenue and pay to the Contractor’s Head Office a sum of money
should not be in the Head Office Overhead account, de (to fund the Head Office Overheads) for the duration of the Time
spite being stationed at the Head Office. for Completion, following which the same resources were expect-
(h) Sponsorship fee/parent company fee paid as an annual/ ed to be deployed in other projects to generate revenue in order
monthly sum of money or as a percentage of the rev to contribute further money to fund the continuing Head Office
enue could be a Head Office Overhead, but not if it is a Overheads beyond the aforesaid Time for Completion, which was
portion/percentage of the profit. prevented by the Employer by delaying the project completion,
requiring the said resources to be retained on Site for a prolonged
Once the Head Office Overheads account is rationalized in the period of time, resulting in the need to contribute more money
above manner (let’s call it the “Rationalized” account), it would be from the delayed project to sustain the Head Office, which is an
suitable for prolongation cost calculations. unforeseen additional cost, which is the answer to the second
IIQS / 50
Book.indd 50 4/21/13 9:23 PM
question. and not what was actually contributed. Such fair and reasonable
The answer to the first question is that, it is not an increase in contribution could either be lower or higher than such actual (but
the Head Office Overheads but an increase in the contribution re- unfair and unreasonable) contribution, and can only be assessed
quired from the delayed project to fund the continuing Head Of- by using a formula, which is the answer to the third and final ques-
fice Overheads (though such Overheads may not have increased) tion, and therefore the use of an appropriate formula in the as-
for the prolonged period, because the resources were not released sessment of the Head Office Overheads element of a claim should
to generate such contribution from other projects. neither be questioned nor rejected.
Since there are adequate provisions in FIDIC Forms of contract Where a necessity arises for the use of a formula, which is free
entitling the Contractor to additional payment in respect of costs of those shortcomings referred to in the Schedule given at the end
incurred as a result of a delay caused by the Employer or by those of this article, the following formula developed by the author is
for whom the Employer is responsible or by an event for which available, which is currently being used successfully by Contrac-
the Employer assumed the monetary risk, and since Head Office tors and Consultants in the construction industry:-
Overheads contribution is part of such cost, the Contractor would where:
be in a position to successfully argue his Head Office Overheads
claim, provided that it is quantified in an appropriate manner. CP
Where both parties are agreeable to use an existing formula H X Additional Payment due
SCP
such as Hudson, Emden, Eichleay or Hank Laan (see the Schedule
at the end of this article), quantifying the Head Office Overheads H = Actual total overhead costs (G&A
claim would be quite simple, but where there is disagreement, expenses) of the Contractor’s Head Office during the pe-
such formulae cannot be used with FIDIC Forms of contract and riod of EOT of the delayed project (Rationalized).
most bespoke forms of contract (or with claims for damages for CP = “Contract Price of the delayed pro-
breach of contract) due to the necessity to deal with the actual (but ject divided by its original Time for Completion, and
fair and reasonable) costs incurred or to be incurred, in addition multiplied by the period of EOT”
to other limitations/weaknesses found in such formulae. SCP = Sum total of “Contract Price of each
It is ideal (but may not be convenient) to have a transparent concurrent project divided by its original Time for Com-
method to apportion the Rationalized Head Office Overheads of pletion, and multiplied by the whole or part period of
a Contractor to all his projects and to recover monthly from each EOT (of the delayed project) through which it was in pro-
project, its due contribution, neither based on the revenue (as is gress”, taking into consideration all projects in progress at
being practised by some contractors) nor based on the overall ex- the time, including the delayed project.
penditure (as practiced by the others), but based on the limited
cost of staff, workers and equipment deployed on the projects (or The application of the formula to a project and its claim, would
in other words, based on the cost of those resources that a Con- demonstrate that the Contractor is not attempting to recover
tractor moves from one project to another and from which he gen- (from the Employer of the delayed project), all or most of its Head
erates revenue). If this is practised by Contractors, there would Office Overheads incurred during the relevant period, but only a
be no need of formulae to establish the quantum of Head Office fair and reasonable portion of it, which is the transparency that an
Overheads element of the claim. The Contractor can simply pro- Employer would expect. (Such transparency does not exist when
duce proof of the contribution made by the delayed project to- using Hudson or Emden Formulae). It would also be transparent
wards the Head Office Overheads, during the delay period. But the to the Contractor that he is not under-recovering on the reim-
general practice among Contractors (mainly due to administrative bursement of the contribution, fairly due from the delayed project.
convenience) is to use either the revenue or the overall expendi- Since the pace of the project (fast track, slow paced etc.) has been
ture as the basis for the apportionment, thus necessitating the use factorized through the CP component, a fast-track project (where
of a formula to later assess (for the purpose of a claim) what a fair it is very likely that the Contractor’s highest paid Project Director
and reasonable Head Office Overheads contribution should have and most of the brand new equipment are deployed) would need
been, because the actual contribution made was disproportionate to contribute proportionally higher than a slow-paced project,
(and therefore not fair and reasonable). Moreover, a Contractor is which is a fair distribution of Head Office Overheads that cannot
at liberty to collect from any of his projects whatever level of con- be criticized. Also a weighting has been introduced (to multiply by
tribution that he prefers, in order to fund the Head Office Over- the full or part period of EOT through which a concurrent pro-
heads (which is the contribution that would be recorded in the ject was in progress) in order to avoid unfair apportionment to a
project accounts), but an Employer is required to reimburse only project which was not concurrent through the full period of EOT.
what the project should have contributed fairly and reasonably, (Such factorization and/or weighting to ensure a fair apportion-
51/ IIQS
Book.indd 51 4/21/13 9:23 PM
ment cannot be found in Hudson, Emden, Eichleay or Hank Laan 28 days for payment. Likewise, financing charges for the late re-
Formulae). Since actual costs are taken into consideration, this lease of first moiety of Retention Money should be for the period
Formula can be used in claims under FIDIC Forms of contract from original date for completion to the end of the EOT, whereas
and since a transparent method of fair apportionment is used, this in respect of the second moiety it should be a year later. Thus each
Formula would be acceptable to both Contractors and Employ- kind of prolongation cost is incurred during a different period of
ers. For the same reasons, this formula should still be acceptable the project time line). Head Office Overheads element should be
as a means of assessment of Head Office Overheads element of a calculated for the period when the Contractor was unable to gen-
prolongation cost claim at arbitrations and litigations even where erate revenue from other projects using his resources which were
the Form of contract is not FIDIC, and also where a claim is for unforeseeably retained in the delayed project, which is the same
damages for breach of contract. period for which EOT was determined.
One would wonder why the Author’s Formula takes into con- A refined version of the formula could be developed by using an
sideration the period of Extension of Time (EOT) rather than S-Curve distribution instead of the linear distribution adopted for
the period through which the delaying event continued. (It is not the CP factor but the necessity to use calculus and probable non-
all the monetary aspects of the delay claim that should be calcu- availability and/or unacceptability of the information required by
lated for the period of actual delay! Cost of prolongation of the such a version may pose administrative difficulties/impossibilities
Site Overheads for instance, should be calculated for the period in its application for most projects. For this reason, parties to con-
of actual delay whereas financing charges in respect of reduced tracts consider the linear distribution to be adequate in order to
revenue should be for the period when the Contractor actually arrive at a fair assessment of the Contractor’s Head Office Over-
suffers from such reduction (i.e. probably after 2 months of the heads contribution that should be reimbursed as part of a prolon-
occurrence of the actual delay, given 28 days for certification and gation cost claim .
Schedule.
HUDSON FORMULA:- The actual Head Office Overheads percentage could either
where : be more or less (at the time of delay/EOT) than that included
in the Tender.
Contract The average-per-week interim assessment is a departure
HO/P
Sum from the actual.
Period of Delay
X Period X
(weeks) (b) There is no transparency as to:-
100 of Delay whether the Contractor is attempting to recover all or most-
(weeks) of the Head Office Overheads from the Employer of the de-
layed project.
HO/P = the percentage of head office overhead cost whether the other concurrent projects of the Contractor are also
and profit allowed in the Tender sharing the Head Office Overheads in a fair and reasonable man-
Author’s Comments:- ner.
(a) This formula does not comply with the actual cost require- whether the Contractor is over-recovering/under-recovering
ment of FIDIC Forms of contract (or of claims for damages on the Head Office Overheads contribution of the delayed project.
for breach of contract) due to the following reasons:-
EMDEN FORMULA:- h = head office percentage arrived at by dividing the total

overhead cost and profit of the Contractor’s organiza
h c tion as a whole, by the total turnover.
X X pd c = contract sum
100 cp
cp = contract period in weeks
pd = period of delay in weeks
where :
Author’s Comments:-
IIQS / 52
Book.indd 52 4/21/13 9:23 PM
(a) This formula does not comply with the actual cost require- whether the other concurrent projects of the Contractor are also
ment of FIDIC Forms of contract (or of claims for damages sharing the Head Office Overheads in a fair and reasonable
for breach of contract) due to the average-per-week interim manner.
assessment. whether the Contractor is over-recovering/under-recovering
(b) There is no transparency as to:- on the Head Office Overheads contribution of the delayed project.
EICHLEAY FORMULA:-
CONTRACT BILLINGS
TOTAL HEAD OFFICE
ALLOCABLE
STEP 1 TOTAL CONTRACT BILLINGS X OVERHEADS FOR CONTRACT =
OVERHEAD
FOR CONTRACT PERIOD PERIOD
ALLOCABLE OVERHEAD DAILY CONTRACT

STEP 2 =
DAYS OF PERFORMANCE HEAD OFFICE OVERHEAD
DAILY CONTRACT DAYS OF COMPENSABLE ADDITIONAL PAYMENT

STEP 3 X =
HEAD OFFICE OVERHEAD DELAY DUE
(a) This formula does not comply with the actual cost require- (b) Where the value of billings of other projects of the Contrac-
ment of FIDIC Forms of contract (or of claims for damages tor is low, the delayed project would attract most of the Head
for breach of contract) due to the average-per-day interim Office Overheads, which would not be acceptable to an Em-
assessment. ployer.
HANK LAAN FORMULA:-

Contract Billings Total Head Office Overheads
X X Additional Payment due
Total Company Billings (during the period of delay)
(a) The actual cost requirement of FIDIC Forms of contract (or (b) Author’s Formula is a development off this formula in search
of claims for damages for breach of contract) are satisfied to of a fair apportionment acceptable to both the Contractor
some extent by this Formula but the method of apportion- and the Employer.
ment used in this formula would not be acceptable to an Em-
ployer for the reason stated in comment (b) under Eichleay
Formula above.
- Prof. Indrawansa Samaratunga

(Publisher’s Note : Samaratunga Formula was first
published in 2001, in his doctoral thesis “Contract Ad-
ministration in the Middle East under FIDIC-4th, and later
became a popular topic in his Sound Contract
Administration training trilogy.)
53/ IIQS
Book.indd 53 4/21/13 9:23 PM
UNREASONABLE
RISK TRANSFER
NOT ALWAYS BENEFICIAL
FOR THE EMPLOYER
BY N.M.Raj
THE THEORY This is a sample clause from a “build only” public sector con-
A lot of standard “build only” construction contracts (e.g. FIDIC tract that I encountered which defines an unforeseeable event as
Red Book) are significantly amended to transfer an unreasonable follows:
quantum of risk to the Contractor. During my professional tenure “A condition, circumstance or occurrence is unforeseeable if an
in Europe, Middle-East, Africa & far-East I’ve had extensive de- experienced Contractor tendering for the Works could not have
bates with several professionals about this issue. The general view reasonably foreseen it on the Designated Date, having inspected
of the Employer’s representatives is that there is more financial the Site and its surroundings and having satisfied itself, insofar
certainty in terms of the project budget. The view of the Contrac- as practicable and taking into account any information in con-
tor’s is that they have to price more risk into the tender and, at the nection with the Site provided by the Employer, as to all matters
end of the process. concerning the Site, including its form and nature and its geotech-
There are logical arguments from both sides; however, the real- nical, hydrological and climatic conditions.”
ity is that a balance should be struck between what risks should In the D&B contract, the risk transfer for unforeseeable events
be transferred to the Contractor and what should be retained by appears to be far more onerous for the Contractor. Having said
the Employer. The allocation of risk associated with unforeseeable that, it remains to be seen how contractually effective the latter
ground conditions is a case in point. will be taking into account the fact that, generally, the Contractor
receives a geotechnical report from the Employer for D&B pro-
Example jects as well. It is a generally accepted opinion that a similar clause
Rock Excavation (Part of Unforeseeable Ground Conditions) in the ICE 5th edition (FIDIC was originally based on the ICE
As a result of the various legal/contractual problems arising from form of Contract) is not very effective, contractually/legally, due
“ground conditions” claims, the Employers have, around the to the following reasons:
world, amended the standard forms of Contract to transfer this Pre-Tender investigations that the Contractor may want to car-
risk completely to the Contractor. ry out are limited by the time available.
If the Employer has provided the Contractor with a reasonable
IIQS / 54
Book.indd 54 4/21/13 9:23 PM
geotechnical report, it will be impractical for the Contractor to lower estimate for the risk item and/or his overall price when
double check the information with his own site investigations. compared to the other Contractors.
It would also be unreasonable to expect the potential Contrac-
tors to dig boreholes all over the site. LET US ANALYSE THE TWO SCENARIOS:
Case Study - Disadvantages of Total Risk transfer to the Con- Scenario 1
tractor Based on this scenario, if the Contractor had to spend say €
Let us consider a practical example to illustrate the disadvan- 30m to overcome ground condition problems, the Employer has
tages associated with total risk transfer with respect to ground lost circa € 25m - 33m. In the unlikely event that the cost associ-
conditions. ated with this risk amounts to more than the winning Contractor’s
tender estimate, the Employer would have benefited from the risk
Example: transfer obligation. However, it is not prudent to assume, before-
The Employer has issued a tender for a D&B project which re- hand, that the commercial outcome would definitely be better for
quires the Contractor to price for the risk associated with unfore- the Employer if the Contractor carried the entire risk. This is due
seeable ground conditions. Let us assume that there are four Con- to the fact that the Employer could have, at pre-tendering stage,
tractors bidding for the project; three local Contractors that are hired additional experts to analyse/interpret the tender geotech-
highly reputed/financially secure (Contractors 1, 2 and 3) and one nical report and make a “guesstimate” which could, in most cases,
Contractor (Contractor 4) that is new to the market (with limited be superior to the Contractor’s tender estimate due to relatively
financial resources), desperate to tender/win a project. Let us also higher availability of time.
assume that the geotechnical report is not very comprehensive
and contains errors which may not be picked up by contractors Scenario 2
that do not have local experience. As mentioned earlier, Contractor 4’s “eagerness” to win the project
Contractors 1, 2 and 3 will study the geotechnical report and generate turnover may well be reason why he under priced the
supplied by the Employer, utilise their in-house expertise, lo- risk item and/or the tender in general. Now, as soon as Contractor
cal knowledge of the ground conditions and make a considered 4 realises that the cost associated with this particular risk item is
“guesstimate” of the risk associated with ground conditions such significantly exceeding or will significantly exceed his tender al-
as ingress of groundwater, excavation in rock etc. It is impossible lowance, he is very likely to adopt an adversarial “claims” oriented
to make an accurate assessment, so, let us assume that the Con- stance and walk away from the project when he realises that Em-
tractors have priced the risk as follows (based on their interpreta- ployer will not “pay up” unless an award is given via arbitration/
tion of the geotechnical report and experience): litigation. This is because Contractor 4 simply does not have the
resources to finance the project by expending his own cash which,
1) Contractor 1 - € 60 million. in turn, would become the subject of a claim/dispute and remain
2) Contractor 2 - € 55 million unresolved/unpaid for years.
3) Contractor 3 - € 63 million The Employer stands to lose a lot in this scenario as well due to
issues related to an incomplete project, legal dispute with Contrac-
Now, let us assume that Contractor 4 has only included an tor 4 and the necessity to procure another Contractor to finish
amount of € 20m for the risk associated with ground conditions. the job.
Now, it does not matter whether the said Contractor under-esti- It is clear from the above that the Employer does not really ben-
mated the risk due to 1) calculations based on errors contained efit from the above scenarios.
within the geotechnical report (which could be disputed by the So, what is the best way to manage this risk?
Client) 2) on purpose or 3) by way of an error. Situations like this A suggested method to manage this risk whilst optimising the
do happen (quite often) in a competitive tendering environment, Employer’s budget is as follows:
especially during a recession.
1) Carry out a detailed ground investigation study along with a de-
The above scenario could have the following outcomes: tailed risk assessment review of the problems associated with
excavation in rock, ground water conditions et al.
1) Scenario 1 - Contractor 1 or 2 or 3 wins the project (Assuming
that the overall price is still lower than Contractor 4’s tender 2) Based on the same, establish a “Medium” and “worst” case sce-
price) or nario in terms of monetary risk associated with ground con-
2) Scenario 2 - Contractor 4 wins the project as a result of his ditions. This ground investigation exercise should be more
55/ IIQS
Book.indd 55 4/21/13 9:23 PM
detailed than the normal tender geotechnical reports in that a The most important question the Employer should ask himself
detailed technical and commercial assessment should also be is this: “If the Contractor can price the unforeseeable risk, why
procured by the Employer. can’t I do it with the help professional expertise? Why should I be
at the mercy of the Contractor’s guesstimate?”
3) Based on the “Medium” case scenario, insert various types of
Ground condition risk as items in the tender bill of quanti- Case Study - Conclusion
ty e.g. rock as remeasurable items in the bill of quantity for The Employer could allow an internal budgetary contingency of
the Contractor to price, rates for resources associated with say € 65 million and ensure that the costs associated with the rock
ground water risk etc. The Employer’s representative should excavation (if required) is managed and recorded properly. The
also be contractually obliged to provide adequate supervi- additional costs associated with the same could be funded from
sion/management of these items by using an independent the aforementioned contingency. In all likelihood, the additional
geotechnical expert (more information below). costs associated with this risk would be lower than the internal
contingency. Therefore, the Employer would have saved money
4) The aforementioned items in the bill of quantity should form an and as the old saying goes “a penny saved is a penny earned”.
integral part of the overall tender sum; otherwise, the Contrac-
tor may “load” the rates and recover, at the Employer’s expense,
disproportionate sums if the quantity increases significantly.
N.M.Raj Is The Managing Partner Of Prime Consulting And An Internation-

ally Renowned Claims/Contracts Specialist (FIDIC & Other Contracts) With
More Than 20 Years Of Commercial/Claims Management Experience
IIQS / 56
Book.indd 56 4/21/13 9:23 PM
HOW TO AVOID RISK
ASSOCIATED WITH USE OF
BESPOKE CONTRACTS IN UAE
BY Mathew Varughese
RESPONDENT’S PROFILES
Survey respondents were invited from various sectors of the con- KEY RISKS ASSOCIATED WITH THE APPLICATION OF THE
struction industry, including clients, consultants, contractors, BESPOKE CONTRACT
suppliers, subcontractors and legal firm. Majority of the respond- Nearly 50% of the respondents are using FIDIC based bespoke
ents werefrom contracting companies, they contributed to 38% contracts showing the wide implementation of bespoke form of
of the response. 29.0% of the respondents were from client’s side contracts by clients in the UAE. 29 % of the respondents are us-
and another 29% werefrom consultants. 2% of the response was ing FIDIC 1987 Redbook and 17 % of the respondents are using
fromeach legal and subcontractor firm. FIDIC 1999 Red book.
In terms of total experience in UAE, majority of respondents Article 246 of the UAE federal Law No. 5 of 1985 (the Civil
(40%) were well experienced and areworking in UAE for more Code) states that the contract must be performed in accordance
than 15 years. 24% of the respondents have experience of about with its contents and in a manner consistent with the require-
10 to 15 years. 26% of the respondents have experience of about ments of good faith. But most of the bespoke forms of contract
5 to 10 years. incorporatestrict application of time bar clauses and condition
57/ IIQS
Book.indd 57 4/21/13 9:23 PM
precedent clauses,which is identified as one of the main cause of
disputes in construction contracts.
From the survey it wasfound that there are majorrisks associated
with the application of the bespoke contracts, some of them are
as follows.
75% of the respondents believed that client uses bespoke forms of
contract to transfer unrealistic risk to the contractors
59% of the respondents agreed that strict application of time bar
clauses and condition-precedent clausesisone of the major causes
of dispute in bespoke contracts
From the above, this fact is established that the substantial risks
are transferred to Contractors through bespoke forms in UAE and
therefore it is essential to assess such risks at the tender stage to
price /manage them efficiently by listing the risks and getting it
reviewed by qualified professionals, so that these can be managed
effectively throughout the contract duration.
CONTRACTUAL AND LEGAL KNOWLEDGE

OF PROFESSIONALS
The UAE legal system is based on the civil law system and as such
the primary source of law is a statutory code.
An attempt was made to know how much the respondents are
familiar withthe civil code pertaining toconstruction matters.
About 75% of the respondents were familiar with UAE civil code
It is reasonable to expect that industry practitioners have basic
legal knowledge. However,by increasing the use of bespoke form
of contract, wherein the client is transferring additionalrisks to
the Contractor, the contractor’s staff should have adequate legal
knowledge to foresee such situations and manage the risk prop-
erly. 55% of the respondents believed that court system in UAE
doesn’t have sufficient capacity to manage major construction dis-
putes. This was in line with the finding of Stephen (2010) who
stated that, “the court system of Abu Dhabi has little real capacity
to manage major, complex, construction disputes. Presently the
only real alternative to litigation in the UAE is via commercial ar-
bitration whether pre agreed or via an ad - hoc reference”.
Majority of the professionals involved in projects in UAE are
mainly from common law background and not from civil law lack of legally qualified staff is one of the main causes of dispute in
background. Time is of the essence” and “Time at large” adopted UAE construction industry and the staff needs to have more legal
by FIDIC is not a civil law concept and also “Penalty clauses are knowledge to administer the contract properly.
valid and subject to judicial control of the court”. About 60% re-
sponse shows that they are familiar with this concept. CREATE A BETTER UNDERSTANDING OF THE VARIOUS
A common law lawyer would first rely on the terms of the con- BESPOKE FORMS OF CONTRACTS USED IN UAE.
tract and then on the implied terms and will ask question “to what A question was asked to the participant that why Contractors ac-
the parties did agree”, whereas a civil law lawyer would rely on the cept bespoke forms of contract instead of standard forms of con-
terms of the contract itself and then on the corresponding rules tract? Majority of the respondents believed that the following are
provided by the civil code. About 84% response shows that they the possible reason for the contractors to accept bespoke forms.
are familiar with this concept as well.
However, about 65% of the participants of the survey stated that 1. It is dictated by the Client, no choice but to accept
IIQS / 58
Book.indd 58 4/21/13 9:23 PM
2. Imposed on them otherwise excluded from the contracts during tender stage to assess risk of the contract.
tender process 6. Conclusion It is found that, in UAE, majority of the clients
3. Nothing wrong with the bespoke Contract as the use bespoke contracts, generally based on the FIDIC 1987 or
Contractor can price for his risks in any form of contract FIDIC 1999 Red book either substantiallymodified version or
4. There is also huge competition in the market for works changes applied through particular conditions. Most of the
5. Most of the clients are either government changes made to the standard forms are found to have se-
departments or organizations controlled vere implication to the Contractors as many additional risks
by government who have their own standard are transferred to the contractors by the clients. Changes in-
bespoke contracts. cludes but not limited to condition precedent, strict notice
provisions, , modified variation provisions and its determi-
95% of the survey respondents were of the opinion that use of be- nations, modified payment provisions, delay penalties, ad-
spoke forms of contract is a common practice in UAE. About 65% ditional insurance provisions, modified dispute resolution
of the respondents of the survey believe that it is not fair for clients provisions, etc.
to change the standard form of contracts to protect their own in- Most of the situations when contractorsare faced with such
terest. About 51% of the professionals participated in the survey disputes; they are left with the onlychoice to proceed with
do not believe that the clients legal team make sure that all of the dispute resolution process. But the outcome of the dispute
intended bespoke provisions are enforceable under UAE civil law. resolution process is uncertain since the case precedents are
About 67% of the professionals participated in the survey con- not applicable in civil law.
sider that the high competition in the market for works is the rea- Keeping this in mind, in majority of the situations, the con-
son why contractors accept bespoke contract instead of standard tractors opt to settle most of the dispute through settlements/
forms of contract. compromise.
GENERATE DISCUSSION AMONG PROFESSIONAL FOR A 7. Recommendations

BETTER LEGAL FRAMEWORK Contractor to carry out detailed review of the tender condi-
The disputes in construction sector of UAE are increasing in terms tions at the time of tender to assess risks and opportunities.
of number and amount. Even though there are number of ways to They need to appoint appropriate qualified professionals
settle the disputes such as negotiation, mediation, arbitration, liti- to manage contracts. Employers should be encouraged to
gation etc. most of the parties go for negotiation / amicable settle- reduce use of bespoke contract forms and increased use of
ment, few of the companies only enter into arbitration or litigation standard contract forms. Also, there is a need to develop con-
due to uncertainty of the outcome. struction law to minimize disputes between clients and the
About 65% of the respondents believed that UAE civil code pro- contractors.
vision related to construction law is inadequate to settle all dis-
putes in UAE and therefore about 84% think that there is a further
need to develop construction law in UAE to make clarity on vari-
ous issues such as delayed or non-payment, set-off, settlement of
disputes etc.
About 50% of the respondents believe that some action has to
be taken to prevent the disputes recurring time and again in UAE
construction Industry. These actions are,
1. A specific body of construction related law has to be

developed, similar to construction Act in UK, which
would bevery effective
2. More clarity is required for the law position on
Condition Precedent / Prevention issues.
3. Appointment of legally qualified persons to ensure
that any amendments to FIDIC contracts are Varughese Mathew
enforceable in UAE jurisdiction. FRICS, FICOB, MCIArb,
4. Companies have to develop policies to review Commercial Head, Al Faraa Group
59/ IIQS
Book.indd 59 4/21/13 9:23 PM
PROFESSIONAL INDEMNITY
INSURANCE –WHAT DOES IT
COVER
BY Dharmendar Pardasani
WHAT IS PROFESSIONAL INDEMNITY INSURANCE? tual requirement, are Architects, Engineers, Lawyers, and Insur-
Professional Indemnity insurance (PII) covers professional from ance Brokers etc.
claims made against them for financial losses flowing from the
services and advices, on the grounds of professional negligence, WHY IS IT RECOMMENDED?
error or omission. A single claim can ruin a business completely since defending a
PII also covers the legal liability towards third party property claim for professional negligence can be very expensive. It can
damage and third party injury or death. The professionals, who cause extensive financial damage to a professional and also may
are generally required to obtain PII, by virtue of legal or contrac- ruin his reputation. In some of the jurisdictions, PII is a manda-
IIQS / 60
Book.indd 60 4/21/13 9:23 PM
tory requirement for some professionals. Most of the contracts for CLAIMS NOT COVERED BY PII
professional services also require the PII as a mandatory require- Consequential damages such as claim for loss of reputation or loss
ment. of possibility of future contracts with the Client are not covered
by PII.
EXAMPLE OF DAMAGES THAT THE PROFESSIONAL MAY
BE LIABLE DUE TO ERROR, OMISSION OR NEGLIGENCE COVERAGE PERIOD
AND GENERAL COVERAGE BY PII PII is generally based on ‘claim-made basis’. The policy covers
all the claims, made during policy period even if the claim was
• Damage to building constructed based on insured’s design based on an event of negligence, error or omission prior to policy
• Damage to other’s property period. In some cases, the policy contains an agreed retroactive
• Compensation to injury to residents of other property date and the claims made during the policy period for the events
• Legal costs of client to defend the claim from all parties
beyond that retroactive date only shall be covered by the policy.
RICS REQUIREMENT FOR PII FOR MEMBERS
RICS REQUIREMENT OF PII COVERAGE AS PER RULE 9

OF CONDUCT RULE IS AS FOLLOWS:
FIRM’S TURNOVER IN THE PRECEDING YEAR MINIMUM LIMIT OF INDEMNITY
GBP 100,000 OR LESS GBP 25,000
GBP 100,000 TO 200,000 GBP 500,000
GBP 200,000 GBP 1,000,000
MAXIMUM LEVEL OF UNINSURED EXCESS:

LIMIT OF INDEMNITY MINIMUM LIMIT OF INDEMNITY
UP TO GBP 500,000 GREATER OF 2.5% OF THE SUM INSURED OR GBP 10,000
OVER GBP 500,000 2.5% OF SUM INSURED
GBP 200,000 GBP 1,000,000
It also requires that indemnity is based on full civil liability of intention to recover the financial losses by the client or a third
basis and is based on ‘each and every claim’. party against the insured.
Also, it requires firms to obtain the run off cover during the A ‘circumstance’ basically arises where the insured become aware
period the firm ceases to operate. The minimum period of run- of an occurrence or problem, which may give rise to a claim, but
off cove is not mentioned. Accordingly, the firms may decide no formal claim has been made.
the years of run-off cover period depending on the years of The insured should notify the insurers under both scenarios, since
liability under the legal framework of a particular country. In that is generally considered by the insurers a good risk manage-
UAE the liability period extends to 10 years from the comple- ment practice. A late notification may tempt the Insurer to avoid /
tion of the project. delay reimbursing a claim.
Also, the above guidelines for the PII refer to the minimum
coverage. The firms may decide on the coverage based on the TIPS TO ENSURE THAT RISKS WITH RESPECT TO PII
specific requirement of PII mentioned in the contract and the COVERAGE ARE MINIMIZED
extent of risk that they want to manage. • Ensure that there are no gaps in the PII coverage and that it
The RISC requires all the practicing members to be covered by covers all the risks that the insured intends to cover based on
PII in case they practice as sole principals, partners, directors the terms of contract and the possible civil liability.
or consultant to any firm offering surveying services. • Immediate notification to the insurers of any claim or cir-
cumstance.
OBLIGATION TO NOTIFY CLAIMS • Ensuring that notification is made during the period of the
OR CIRCUMSTANCES policy during which the insured become aware of the claim
A ‘claim’ is generally an allegation of negligence and indication or circumstance.
61/ IIQS
Book.indd 61 4/21/13 9:23 PM
• Maintaining of client confidentiality and privilege when no- FINAL WORD
tifying ‘circumstance’ to insurers. However, once the formal Any PII policy needs to be negotiated judiciously with the insur-
‘claim’ is notified by the client, the confidentiality is deemed ers to ensure that all the risks in the contract are passed on to the
to be waived off. insurers. Any gaps must be diligently negotiated and closed. Avoid
• Not admitting any liability or giving any offer for settlement misrepresenting or non-disclosure of any key details in respect
to any third party without getting the consent from the insurers. of the type of services being undertaken and the risks involved,
• Once the claim has been notified to the insurers, then the which if discovered later can render the PII cover as void. Notify
insured needs to ensure that he cooperates with the insurers the insurers at the earliest in case of any claim and cooperate with
fully in providing all the related information. insurers to defend the claim if you or they think that the claim is
not justified. Ensure that you have a risk management system in
WHAT DOES THE PREMIUM DEPENDS ON place so as to avoid any claims as far as possible and consequently
• The premium charged by the insurers depends on the following: mitigate the possibility of increase of premium next year.
• Claims history in the previous years
• Type of services offered
• Number of principles and employees References:
• Annual Turnover Professional Indemnity Insurance ,RICS Regulations, version
• Risk management practices of organization 2, w.e.f. 1 July 2011
• Other risk derived by the insurers ‘Professional Indemnity Insurance, The Law Society,
• The premium may significantly increase (by 20-25%) in case 30 January 2013
the there are substantial claims in the previous year.
‘Professional Indemnity Insurance’, www.professio
nalindemnity-insuracne.org
EXAMPLE OF A PII CLAUSE IN A CONSULTANCY
Professional Indemnity Insurance Regulations and
CONTRACT BY A UAE BASED CLIENT
Guidelines, www.aceew.com
• AED 6.00 Million for each and every loss resulting from any
one occurrence or series of occurrences resulting from the Professional Indemnity Insurance, www.ausdance.org.au
same event. Professional Indemnity Insurance Requirements’,
• Aggregate limit to be equal to project value (value of project The Chartered Certified Accountant’s Global Practicing
that the consultant shall design) Regulations, www.accaglobal.com
• In case of projects less than AED 25.00 Million, the PII re- Howard Land, ‘Professional Indemnity Insurance’, College of
quirement is 25% of the project value for each and every loss, Estate Management
subject to a minimum of AED 2.00 Million. ‘Overview of Practical Aspects of Professional Indemnity
• Deductible amount per loss shall not exceed 10% of the limit Insurance in UAE’, Presentation by an Insurance company for
of PII cover subject to a maximum of AED 100,000.00 IIQS in September 2007
• Third Party Liability in the joint name of consultant and the
employer, to be AED 2.00 Million per occurrence or series
of occurrences resulting from the same event which shall
include for legal fee. The number of occurrences to be un-
limited
• Waiver of insurer’s right of subrogation against the client.
• A run off cover of 10 years to be maintained.
• The above is an example only and each contract may have
differing requirement for PII cover
JURISDICTION OF PII COVERAGE

PII policy mentions the jurisdiction within which it shall be valid
for all legal liabilities covered by the policy.
Dharmendar Pardasani
MSC(QS),FRICS,FAIQS,MCIOB,MCIArb
Director & Global Vice President
Contracts Manager, Parsons UAE
IIQS / 62
Book.indd 62 4/21/13 9:23 PM
QUANTITY SURVEYOR
POSITION OR PROFESSION?
BY E V Johnson Neil
I
nadvertent misinterpretation of any profession down plays The reader of this article can garner a fair knowledge on:
the crux of the role either from a commoner’s perception • Heritage of Quantity Surveying profession
or from the profession’s deliverables. For instance many a • Roles and Responsibilities of Quantity Surveyors
time people tend to mix up the identity of a Land Surveyor • Recognition concerns ahead of Quantity Surveyors
(one who measures Land) with Quantity Surveyor. Besides,
even if one perceives Quantity Surveyor as professional calculat- HERITAGE OF QUANTITY SURVEYING PROFESSION
ing quantities for construction works, then also the role is not fully Quantity surveying profession had become an integral part of con-
understood. struction industry since inception with limited visibility. Estimat-
Royal institution of Chartered surveyors christened Quantity ing costs prior to development was ever treated as a mandatory
surveyors as “Cost Managers”, a name coined with their core re- exercise. Historians endorse the view that Egyptian architectural
sponsibility in mind. A Quantity Surveyor is an efficient and effec- domain had a sign of methodical quantity surveying generations
tive cost consultant with the empowerment to assume advisory behind. As per the records, quantity surveying had registered its
responsibility to the project team on procurement as well as con- professional inroads during 17th century. Nevertheless, this pro-
tractual matters. fession established its identity during the course of 19th century.
Records say that 1820 was the year which offered quantity survey-
63/ IIQS
Book.indd 63 4/21/13 9:23 PM
ing a profession status. Sir. Henry Arthur Hunt of 19th century The Quantity Surveyors are engaged in diversified roles by em-
played Quantity Surveyor role in the construction of House of ployers representing different domains of operation namely clients,
Parliament in U.K. developers, lead consultants and contractors. The Quantity Surveyor
This profession has now grown to an extent of having one of the can also offer services at the capacity of a consultant as a private prac-
largest sections in the membership of the Royal Institution of the titioner for a developer or public sector.
Chartered Surveyors. The prime responsibilities of a Quantity surveyor
In India, prior to 1934, the profession of quantity surveying was are enlisted below:
practiced by a few qualified Quantity Surveyors who were work-
ing either independently or in association with architects in presi- • Preparing feasibility studies
dency towns. In the same year, the Govt. of India also introduced • Assessing capital and revenue expenditure over the whole life
the Surveyor of Works cadre in the Military Engineering Services of a facility
by recruiting a team of British Quantity Surveyors. These pioneers • Advising on the budgets
were Quantity Surveyors from UK who trained a few Indian Engi- • Preparing cost plans and cost estimates
neers, showed desire to opt for this profession. • Monitoring design development against planned expend ture
However, the profession has not been significantly developed in • Advising on procurement strategy
India. Although in the recent years the quantity surveying profes- • Conducting value management and engineering exercises
sion is recognized to some extent in various central Government • Managing and analyzing risk
and private sectors, the development has been still slow primarily • Managing the tendering process
due the lack of awareness of the effective utilization of the Quan- • Preparing tender and contractual documentations
tity Surveyors. • Controlling cost during the construction process
• Managing the commercial success of a project
ROLES AND RESPONSIBILITIES • Valuing construction work for interim payments
OF QUANTITY SURVEYORS • Valuing variations and changes, assessing or compiling
As stated above, Quantity Surveyors are primarily cost managers claims for loss and expense and agreeing final accounts
of construction Industry with footing in all sectors of the industry. • Giving advice on the avoidance and settlement of disputes
Quantity Surveyor’s effective involvement can be witnessed right
from the capital expenditure phase of a building or facility, which cov- The above explicitly encapsulates the significance of a Quantity
ers the feasibility study, design and construction phases. In addition Surveyor’s contribution in cost management to ensure financial
the Quantity Surveyors can be also involved with the jobs related to feasibility of assigned projects.
extension, refurbishment, maintenance and demolition of a facility. In Middle East, the Quantity Surveyors are empowered with
IIQS / 64
Book.indd 64 4/21/13 9:23 PM
diversified assignments with value added responsibilities. Con- positions. Needless to say that higher the skill set of a Quantity
sistent demand in work culture across geographies to maintain Surveyor greater the benefits to the employer and certainly this
operational excellence facilitates Quantity Surveyors in Middle will keep the professional engaged to the fullest extend with com-
East and India to explore their contributions at corresponding prehensive responsibilities.
roles more effectively. The Quantity Surveyor role demands consistent enhancement
Globally the quantity surveying profession is evolving multi of skill matrix and each professional must have a grip on analyz-
dimensionally with balanced diversification in to new areas of ing and calibrating every measure of construction element for the
practicing such as investment appraisal, analysis of financial risks, life cycle of building or facility. The core competency of Quan-
contractual dispute resolution, project management, cash flow ac- tity Surveyor is to manage the costs by balancing value proposi-
counting forecasts etc. tions with no compromise on preferred / opted quality standards
matching respective client needs.
RECOGNITION CONCERNS AHEAD
OF QUANTITY SURVEYORS Quantity Surveyors have a higher responsibility to shoulder
Despite the fact that Quantity Surveyors add value to their as- and it is ideal to exercise ethical practices across their career re-
signment by assuming responsibilities with key controls, in Asian gardless of the office they hold. Demonstrating fairness in every
countries this role is yet to be offered due recognition. domain they operate will bolster the significance of Quantity Sur-
Limited exposure and knowledge on leveraging the contribu- veyor’s role.
tion of a Quantity Surveyor is the prime cause for role victimiza-
tion. Industry evolution with operational maturity will certainly
nullify this during the course and Indian industry started expe- REFERENCES
riencing this now. Current Academic stream doesn’t have any Indian Surveyor – The Journal of the Institution of Surveyors,
provision to charm young talents during under graduation cur- India – January 2012
riculum as there is no specialization available to learn. The title
Quantity Surveying – P.L Bhasin, published by S.Chand and
poses a challenge to beginners as the very word Surveying has a Company Ltd, New Delhi, India
low perceived value.
Moreover, Quantity Surveyors fail to make a significant impact Pathway - Quantity Surveying and Construction - Assessment
of Professional Competence - Royal Institution of Chartered
in the industry in terms of professional standard and work ethics
Surveyors, London
in comparison to other senior assignments.
It is imperative to ensure Quantity Surveyors identity Ethics and Professional Standards – Regulations 22 August
consistently aligns with the Five Ethics and Professional stand- 2012 - Royal Institution of Chartered Surveyors, London
ard yard stick set out by Royal Institute of Chartered Surveyors
(Regulations August -2012). The Ethics and Professional Standard
set out by the RICS are as enlisted below:
1. Act with integrity 2. Always provide a high standard of
service 3. Act in a way that promotes trust in the profession 4.
Treat others with respect 5. Take responsibility.
Every Quantity Surveyor must upkeep high level of ethical
standards and honour rules and regulations in addition to the
basic requirement of abiding by law throughout.
To obtain due recognition, every Quantity Surveyor is required
to address the stated factors with total commitment and failing
which may cause them dearly.
Meanwhile, IIQS has been effectively addressing these factors
both in India and UAE and hence the Quantity Surveyor frater-
nity can expect a positive shift during the course.
CONCLUSION E V Johnson Neil
Quantity Surveyors are instrumental in cost control initiatives MRICS, MIS, MCIArb
and their effective contribution in the industry will offer them a Director and Global Vice President – IIQS
level playing field to climb corporate ladders and secure strategic Director - Eben Johnson Consultants
65/ IIQS
Book.indd 65 4/21/13 9:23 PM
NOVATION
AN OVER VIEW
BY Kasi Viswanathan
A
s per the New Oxford Dictionary of English, There is an essential difference between the Assignment and
Novation means “Law the substitution of new Novation as explained below:
contract in place of an old one”. Barron’s Law dic- For an example consider a scenario of three parties, namely a
tionary explains that Novation means “the substi- client, an EPC contractor and a novated or assigned specialised
tution of a party for one of the original parties to contractor, involved in a typical novation or assignment agree-
a contract with the consent of the remaining party. The result is ment. In order to mitigate the schedule constraints, the client en-
that old contract is extinguished, and a new contract, with the ters into a contract with the specialised contractor for supply of
same content but at least one different party, is created. It often proprietary items and in parallel enters into the selection process
involves a transaction whereby the original debtor is discharged of the EPC Contractor.
from liability his creditor by the substitution of second debtor” Once the EPC contractor is selected the specialised contractor
Complex construction projects are conceived with a target cost will be either novated or assigned to the EPC contractor by the
and time at the inception stage. Any adverse cost overrun or time client.
overrun could seriously jeopardize the viably or the purpose of If it is a novation, then after signing of the novation agreement,
having ventured into such a project. Therefore, for completion all the rights and obligations of the client under the previous con-
of the project without any overruns, it is essential that there is a tract will be transferred entirely onto the EPC contractor from
proper and timely engagement of the parties for the project. the client as if the previous contract was entered into by the EPC
contractor directly
The novation process is helpful in the following scenarios. If it is an assignment, after signing of the assignment agree-
1. Engage a consultant to develop the initial concept and pre- ment, only the specific defined rights of the client will be trans-
liminary designs before inviting tenders for design and build ferred onto the EPC contractor while client will be keeping with
contracts and later novate the consultant to the contractor himself some of the obligations under the previous contract such
for further design process. as payment obligations.
2. Procure a specialised and proprietary type of subcontractor The appended diagram explains the contractual arrangement for
prior to the appointment of main contractor to mitigate the pre and post-novation scenarios
lead time of such specialised and proprietary type of works
and later novate the specialised contractor to the main con-
1st STAGE
tractor.
3. Change in ownership of the property during construction EPC Contractor
of the property. Contractor

Client
Although it may appear that the novation is executed through
a relatively simple agreement, there are number of pre-arrange-
ments to be made. Specialised
It is interesting to note that most of the standard forms of con- Contractor
tracts in this region do not directly address the novation provi- Sub-contractor
sion. There are provisions for nomination and assignment in the
standard forms. 2nd STAGE
IIQS / 66 Contractual Link – Novation Agreement
Book.indd 66 4/21/13 9:23 PM

1 STAGE
EPC Contractor
1st STAGE
Contractor
Client EPC Contractor
Contractor
Client
Specialised
Specialised Contractor
Contractor
Sub-contractor
Sub-contractor
Large contractors see a great opportunity with the increasing us-
2nd STAGE
nd
2 STAGE age of novation as they believe that novation allows them to dis-
play their superior management skills and thereby gain a market
edge over many of their competitors.
On the other hand, small to medium sized contractors may have
greater concern over the imposition of additional risks and cost
Contractual Link – Novation Agreement
and time management involved in accepting the novation from
the client.
Contractual Link – Novation Agreement It is important that contracting parties are aware of implications
associated with contractual rights, obligations and liabilities.
Contracting parties should ensure that the necessary consent and
notice requirements are met and that a clear and unequivocal lan-
FINAL STAGE guage is used in the contract and in deeds of novation in order to
EPC Contractor
give effect to their intended commercial outcome.
Contractor
Client In conclusion, it is obvious that novation is an innovative process
where the time is constrained in the complex construction pro-
FINAL STAGE jects but the succession of novation largely depends on the pro-
Specialised
EPC Contractor fessionalism, maturity and competence of the three participating
Contractor
Contractor parties, the client, the contractor, the designer or the specialised
Client Sub-contractor
contractor.
References:
Novation offers distinct advantages to the project and it is a very
attractive procurement option for the client as it transfers all the International Journal of Project Management – May 2006
risks to the contractor. It also ensures greater consistency
Specialised in de- News Letter May 2008 - Henry Davis York, Lawyers
Contractor
sign which may improve the buildability of the project. Novation
encourages a less adversarial relationship than the traditional
Sub-contractor
procurement system. Clients have a greater degree of control over
design and quality in novation contracts. The major advantage of
the novation is project delivery time which can be saved in the
time leading up to the start of construction as well as during the
construction.
However, the novation is not without disadvantages. There are
number of issues that may cause difficulties for parties when no-
vating. Some of the key issues include ownership of the intel-
lectual property, lack of standardization in the form of novation
deeds, collection of outstanding fee prior to novation and warran-
ties and indemnities.
Diagram appended below shows the major risks of contractor in

the novation.
.
Novated Team's Lack of Fees for

Ability to Perform Novated Team
Contractor's
Poor Relationship
Risks Kasi Viswanathan,
with Novated
Timing of Novation B.E. (Civil), MIE, MRICS, MIS, MCIArb,
Team Director and Governing Committee Chair – IIQS
Contracts Manager - Nakheel PJSC
67/ IIQS
Book.indd 67 4/21/13 9:23 PM
COST CONTROL
MEASURES UNDER A
CONSTRUCTION
PROJECT
“A PENNY SAVED IS
PENNY EARNED”
BY Syed Aslam
GENERAL: plied to determine cost control procedures appropriate to the project

The construction industry is subject to a stiff competition to win the jobs drawing on the various disciplines of production management, waste
and therefore a majority of the tender prices represent the most optimum control and general attendance monitoring
of all parameters such as construction outputs, material wastages, general
expenses and overheads. In order to achieve the anticipated contribution COST CONTROL SYSTEMS
and deliver construction projects within budget, a proper cost control The project manager and the senior quantity surveyor of the
procedures must be established and monitored continually through the project are required to establish a formal statement of the
lifecycle of a construction project at pre-defined reporting period. Cost Control Procedures adopted for the specific Project.
Costs control systems which are commonly implemented
PURPOSE: are;
Instances remain where members of the project team do not know
the cost of basic resources. The knowledge of allowances made in the • Productivity Report
tender are essential to enable them to evaluate their observations of The purpose of this system is to monitor the production rates that
the production rates, efficiencies and wastage of the operations that are being achieved on site against the production rates considered
they control. The project manager and project QS are responsible for in the tender. In other words compare the man-hours spent with
making project staff aware of the magnitude of the cost of resources man-hours earned. Under the infrastructure projects, expenditure
under their control. The objective of cost control measures can only related to the construction plant represents a significant propor-
be met provided if the supervisory staff is properly made aware of the tion of the tender price. Unlike reconciling the actual hours in the
key tender allowances. case of the labour resources, the performance of the construction
It is commonly stated that on Civil Engineering and Building pro- plant is reconciled on a basis of cost incurred against the value re-
jects, 80% of the value is contained within 20% of the work items. covered. It is suggested that, a reconciliation which extends to the
Cost Control procedures clearly need to be focused accordingly on general expenses related resources has proven to provide effective
each specific project. Each project is unique and there is no single results. The sum total of the hours reported in the report should
procedure or approach, which will provide satisfactory and effective be equal to the sum total labour hours clocked and paid , similarly
cost control. The skills and experience of the project team are to be ap- the plant resources
IIQS / 68
Book.indd 68 4/21/13 9:23 PM
• Material Reconciliation and yield reports allowances are to be generated on the basis of quantities factored
The purpose of this report is to monitor the actual wastages by the ratio of completion.
in construction materials against the provisions made in the • Indirect:
tender. Allowances are generated on a fixed, time-related or quantity basis
• Monthly cost value reconciliation report as appropriate. For time-related allowances, the draw-down of al-
This is generally a management report produced to demon- lowances should consider the programme period and any poten-
strate the commercial position of the project on a monthly ba- tial over-run.
sis. The report encompasses a full reconciliation of the cost • Variations:
incurred in the project and the allowances generated for the These may be purely of a quantitative nature or involve the require-
quantity of work actually executed. This report also highlights ment for agreement of new rates or prices. Principle: The principle
trends and exceptions with regards to the actual allowance/cost that payment will be made for the item of work to be executed
against the forecasted allowance/cost must not be in doubt. If there is any such doubt, the item is to be
considered to have the status of a claim for additional payment
MONTHLY COST VALUE RECONCILIATION REPORT and not a variation. No allowances are to be generated for claims
This report is a “spine” of the commercial reporting. This report unless formal agreement has been obtained with the Employer
provides full cost versus value reconciliation on a monthly basis. • Quantity:
In order to achieve a report with a reasonable quality, the follow- Quantities to be considered must be internal quantities arrived af-
ing must be ensured ter due adjustments for any over or under-measure included in
the external monthly valuation
ESTABLISHMENT OF THE ALLOWANCE • Materials unfixed:
GENERATION SYSTEM allowance must be carefully drawn with considering the tender
• Establish cost codes. allowance and the actual purchase costs
The objectives of setting project specific cost codes are: (i) to
sub-divide the total value of the project into smaller parts for SUMMARY:
monitoring. In general, the number of cost codes should be kept Often, controlling the cost is the most effective way of deliver-
to the minimum necessary to effectively monitor the project. ing the projects within budget. The best time to commence the
A proliferation of costs codes leads to misallocation, additional cost control is right at the commencement of the contract and not
administration and a level of detail not conducive to over view when significant costs have already been expended. The old prov-
management of the project. erb “A penny saved is penny earned” is true and especially true in
• Collation of the tender price details: the management of construction projects.
Electronic copies of the tender allowance should be collected from
the estimating team. The eminence of the monthly cost value rec-
onciliation is highly dependent on the quality of the tender price
details.
• Careful review of Tender price
Ensure all allowances plus the contribution equal the Contract
Sum
• Set-up allowance generation system
Ensure allowances are generated on following guidelines
• Direct:
For projects where the Contract is on the basis of re-measure-
ment, allowances are generated from the internal quantities
(actual quantities) of work executed to the relevant period end
multiplied by the resource allowances. The resource allowances
are those established at tendering. The allowances are not to be
adjusted. They may be reallocated (from one resource type to Syed Aslam
another) or further sub-divided for monitoring purposes. Allow- Director & Global Audit Committee Chair
ances for variations (other than purely quantitative variations) Commercial Manager
are established with proper care. For lump-sum contracts, the Dutco Balfour Beatty LLC in UAE
69/ IIQS
Book.indd 69 4/21/13 9:23 PM
CONTRACT MANAGEMENT FOR
HIGHWAY PROJECTS IN INDIA
BY Dr. Rakesh Chaudhary* and Mr. Govindaraju Rathod
1. INTRODUCTION 3.1.1 failure of the Authority to have sufficiently skilled and

Highway Projects are often the largest single commercial contract that experienced resources to effectively manage the contract;
National Highway Authority of India (hereinafter referred to as the 3.1.2 failure of the contractor to provide facilities on time, to
“Authority”) enters. They involve substantial expenditure and complex agreed standards and in accordance with the contract;
provisions that need to be closely monitored because they facilitate 3.1.3 failure by the Authority to act on contractor
the provision of an essential service to road users. This facility must be under-performance; and
provided in a fair, effective and efficient manner. This means that the 3.1.4 Inadequate handling of contract variations.
Authority have a duty to ensure that they not only provide this service,
but achieve best value for money in doing so. This requires Author- 3.2 Identifying and assigning responsibilities
ity to monitor the delivery of Highway project to nation by applying It is important that Authority internally identifies and clearly assigns
sound contract management practices. Effective contract management responsibilities for contract management at the outset. These tasks should
practices will assist Authority to achieve better outcomes, ensuring be assigned in light of the skills and experience required to perform such
that best value for money is achieved and that the quality of facilities is functions. The successful management of Highway Projects will generally
maintained. require skills and experience in the areas outlined below:
2. IMPORTANCE OF CONTRACT MANAGEMENT

The aim of contract management is to ensure that facilities are pro- Relationship
vided to the required standard, within the agreed time frame whilst Assign supervision
Consultancy
Industry
knowledge
achieving value for money. It is important that contracts are actively
managed throughout their life to help ensure contract performance is Financial Responsibilities Project
management management
satisfactory, stakeholders are well informed and all contract requirements
are met. This is particularly important with respect to Highway contracts Negotiation Performance
management
where inadequate monitoring of contractor performance can result in:
Problem solving
2.1 losses being sustained by the Authority due to substandard and/or

negligent performance;
2.2 loss of reputation and political attention as a consequence of poor 3.3 Managing relationships
facilities delivery; Successful relationship management Maintaining underpins overall successful
Contract details
2.3 damage to the Authority commercial and community credibility contract management. It is important to establish and maintain a
through inadequate monitoring; and constructive relationship and regular communications,
Maintaining
Contract
asandthe nature
Meetings
Contract actions
2.4 Damage to the environment from inappropriate dumping of of Highway contracts means that there is ongoing service delivery.
Administration
construction waste material A structured approach to managing relationships should be adopted,

comprising of informal,Maintainingday to day discussions and interactions and
Making
Records Payments
3. CORE TASKS formal meetings at pre-determined intervals with nominated personnel
There are various core tasks that need to be undertaken in effectively from both the Authority/Supervision consultant and the contractor.
managing Highway contracts from their commencement. These tasks Relationships should be managed in a professional manner and be based
form the subject of the following discussion. on cooperation and mutual understanding taking into account the need
3.1 Identifying and managing risks for probity and ethical behavior. Maintaining a good relationship does
It is important that all risks are identified and appropriately managed. not mean that the terms of the contract are not enforced where this is
Examples of risks that arise in highway contracts scenarios include: warranted. It is about enforcing the terms of the contract in a professional
IIQS / 70
Book.indd 70 4/21/13 9:23 PM
manner based on evidence of contractual performance. This requires 3.6 Negotiate contract variations
the establishment and maintenance of an appropriate record trail. What The ability to vary the contract should be directed and controlled by the
is necessary in the circumstances will vary but the importance of the Authority and should only occur in defined circumstances. It should
maintenance of accurate, contemporaneous
Relationship records to successful be noted that it is possible to inadvertently amend a contract by oral
contract management cannot
Assign supervision
Consultancy
be under emphasized.
Industry
knowledge
agreement or conduct, even where there is a contractual provision
expressly requiring a formal process to be followed. Consider the
3.4 Administering
Financial
management
the contractResponsibilities Project
management
following contract variations checklist:
Contract administration is an integral and important element of
contract management Negotiation
and overlaps with monitoring and performance
Performance Contract variations checklist
management
assessment. It encompasses various activities that need to be completed
Problem solving
Key issues to consider in managing contract variations include:
on a daily basis: Following the procedures required by the contract;
Assessing the reasons for the proposed variation and whether these may
indicate an emerging or actual performance problem;
Maintaining
Contract details Assessing the impact of the proposed variation on the contract delivera-
bles, particularly whether the variation or the work it represents is actually
required and whether it was part of the original contract deliverables;
Maintaining Meetings and
Contract Contract actions
Administration
Determining the effect the proposed amendment will have on contract price;
Maintaining Making
Considering the authority for making the variation;
Records Payments
Properly documenting details of the variation and its impact; and
Meeting any reporting requirements.
3.5 Managing contractor performance 4. CONCLUSION

Performance management must be undertaken throughout the life of the A highway project is an essential facility for the road user in India.
contract. Performance management involves: Authority need to manage Highway Projects carefully as any problems
with the performance of contractors can create substantial difficulties
for authority. Authority must respond appropriately to evidence of such
Performance
behavior in order to ensure the appropriate and effective delivery of the
essential facility. In order to do this, Authority should develop formal
Monitoring Assessment Action systems for monitoring and reviewing all contracts. Normally it will
be done by the Supervision Consultant firm which is selected by the
Collecting data Maintaining records Determining if
performance meets
Understanding effective
performance
Correcting under-
performance
uthority after bidding. The level of complexity should depend on factors such
as the value of the contract and the nature of the services being performed. The
needs
monitoringsystemshouldbedevelopedandclearlycommunicatedtopotential
At the early stages of underperformance, agreeing upon informal Performance contractors prior to Authority entering into contracts.
remedial action will often be the best and most economical approach.
Such action could include replacing or using additional personnel,
Monitoring Assessment Action
Formal action
reporting back more frequently on progress and modifying processes or
systems for clarifying the Authority requirements. But depending on the
Collecting data Maintaining records Determining if Understanding effective Correcting under-
Withholding payments Involving senior performance meets
Developing and performance
Implementing formal performance
seriousness of the underperformance,

management the action
documenting strategiestaken mechanisms
needs
may need to be
more formal and could include:
Formal action
Withholding payments Involving senior Developing and Implementing formal

Govindaraju Rathod Dr. Rakesh Chaudhary
management documenting strategies mechanisms M.Tech (Civil), MBA(PM), MRICS, MIS Team Leader
Head-Contract & QS Dept. Bareilly-Sitapur (NH-24)
Archgroup Consultants Dubai DBFOT project
ICT Consultants - India
71/ IIQS
Book.indd 71 4/21/13 9:24 PM
IMPLICATIONS
OF THE LAWS OF THE UAE ON
CONSTRUCTION CONTRACTS
BY M. Karuppa Samy
ABSTRACT: While executing construction projects using the law doctrines, shall prevail over party agreed terms.
FIDIC form of contract in the UAE, the civil laws governing the (b) FIDIC or its modified form is used by 94%of the construction
contracts play an important role; The UAE statutory codes were contracts performed in the Middle East although these forms are
enacted under the influence of Egyptian civil codes and Islamic based on legal concepts from the common law system
law [Shari’a], the later constituting the guiding principle and Therefore, parties to the construction contracts shall consider in-
source of the UAE law. Therefore, that it is inevitable that some corporating suitable provisions with in Part II and to ensure that
conflict would occur between the statutory UAE codes and some FIDIC conditions when used in contracts performed in the UAE
of the legal concepts used in FIDIC which are based upon the complies with local laws.
common law principles. This article attempts to highlight some
of the provisions of law which are relevant to Parties entering into UAE: GENERAL STATUTORY PROVISIONS
construction contracts in the UAE Contract Performance: Performance of all obligations must be in
good faith and neither party should act in bad faith or shall take
LAW APPLICABLE TO CONTRACTS IN THE UAE: The ap- undue advantage of the other; Express terms are extended by law
plication of the UAE laws to the contracts performed in the coun- and custom and the nature of transaction. No variation of contract
try is difficult to avoid due to restrictions in applying foreign law. terms is allowed without agreement. A party can refuse to perform
Therefore, in order to avoid any potential disputes concerning if the other party fails to perform.
Parties’ rights and obligations, it is important to consider the fol- Third Parties: Contracts cannot impose an obligation on a third
lowing: party but may confer a right in him.
(a) Mandatory provisions of the UAE statutory laws including Contract termination: Binding contracts can only be terminated
those prescribed in ‘Muqawala’ which are different to common by mutual consent or under a court order. Parties may mutually
IIQS / 72
Book.indd 72 4/21/13 9:24 PM
revoke their contract by mutual consent. A contract may be au- 1. Judge has discretion to decide the extent
tomatically terminated for non-performance and without a court of contribution of each of the multiple causes
order if so agreed. Notice must be given to a defaulting party to 2. Direct damages are compensable
perform it or that it is cancelled. and not indirect damages or lost chance of making profits
Force Majeure: Contracts are automatically terminated if force ma- 3. Interest on damages shall apply from date of judgment be
jeure makes it impossible to perform them. comes final [and subject to no further appeal]
Compensation: On automatic cancellation or by act of the parties and not from the date of initiation of suit.
they must be restored to their pre-contract positions or compensation
will be ordered. Implied warranties, Inherent Defects: It is well settled by UAE law
Non-Binding Contract: A contract that is otherwise valid is not and jurisprudence that transactions involving sale of goods carry
binding if one party has a right to terminate it without paying the a warranty that the goods are free from defects / damages and free
other compensation or allowing it to resort to the courts. from any encumbrances, charges, liability.
Abuse of Rights: Neither party may exercise its rights under the con- Effects of Surety / Guarantee: A guarantee shall lapse if the credi-
tract in a manner which is oppressive or abusive to the other. Exer- tor has not claimed his dues from the original debtor within 6
cise of a right shall be unlawful if, among other things, the interests months from the date of default. In an action, the Court of Ap-
desired are disproportionate to the harm that will be suffered by the peal upheld the lower court’s ruling that the Defendant shall pay
other party. the claimed sum plus interest. However, the Court of Cassation
Power to vary contractual obligation: If exceptional circumstances reversed the judgment and held that the guarantee cannot be
of a public nature which could not have been foreseen occur it shall deemed to exist if the creditor failed to assert his claim within 6
be permissible for the judge, to reduce the oppressive obligation to a months from the date of default, to ensure that the guarantor does
reasonable level if justice so requires, and any agreement to the con- not suddenly become liable to risk if the debtor suddenly becomes
trary shall be void. insolvent or somehow the sum owed cannot be collected from
No tortious claim on contracts: In a contractual relationship a party him.
may not rely on tortious provisions unless he is able to prove that the oth- Opinion or Certificate issued by the Consultant: An opinion or
er party committed a crime, deceit, or gross negligence Tortious claims: certificate issued by the consultant is binding on the owner of the
The court held that in a tortious claim attributable to several causes: building as the Consultant is considered to represent the interests
73/ IIQS
Book.indd 73 4/21/13 9:24 PM
and speak on behalf of the owner. The Appeal Court’s verdict was damages in order to reflect the actual loss suffered.
upheld rejecting both the owner’s request for appointing an in- Termination of ‘Muqawala’: Muqawala contracts terminate on
dependent expert and his counterclaim and ruled in favor of the completion of the agreed works. Either party can cancel or ter-
claimant. minate a ‘Muqawala’ contract for any cause preventing its per-
Notice to fulfill contractual obligations prior to any action: formance or completion. The Contractor who is prevented from
Proper notice must be given to fulfill contractual obligations pri- completing a ‘Muqawala’ contract for a cause in which he played
or to any action to claim damages in courts. It was held that the no part is entitled to the value of works and expenses. A party in-
Claimant must give proper notice to the other party before action jured by the cancellation of a ‘Muqawala’ contract may claim com-
is taken for recovering damages in the courts. Filing an action in pensation against the other party to the extent allowed by custom
the courts alone is not considered a proper notice.
Termination for defects: Contractors must complete works as
UAE: STATUTORY PROVISIONS: ‘MUQAWALA’ per contract conditions; Employers have the right to terminate
CONTRACTS the Contractor immediately for defective work, subject to notice
The construction contracts performed in the UAE are subject to to rectify. Achievable repairs must be carried out in a reasonable
basic principles laid down in the ‘Muqawala’ section of UAE Civil time. Employers have the right to cancel the Contract.
Code. A Muqawala is a contract whereby one of the parties thereto
undertakes to make a thing or perform work in accordance with CONCLUSION: The Parties who intend to enter into construc-
several specific provisions concerning construction contracts and tion contracts upon the basis of standard conditions such as
the key provisions are noted as below. FIDIC or any similar must familiarize themself with the provi-
sions of UAE law including those highlighted in this article. Ac-
DEFECTS LIABILITY: The Contractor and the Consultant shall cordingly, should any provisions of standard forms conflict with
be jointly liable for ten years for any defects and for any defect mandatory provisions of UAE law, suitable additional provisions
which threatens the stability or safety of the building. The obliga- may be considered within the particular conditions to avoid any
tion to compensate remains even if the defect or collapse arises adverse consequences. Furthermore, after the contract is signed,
from a defect in the land itself or the Employer has consented to the Parties shall administer the contracts in accordance with
the construction of the defective structure. However, there is no agreed contractual provisions and in harmony with legal provi-
liability to an architect who just designed it, but not involved in sions in order to secure and advance their respective rights and
the supervision; these liability provisions cannot be contracted remedies accordingly.
out. Upon discovery of defects, the Employer has got three years
limitation period to make a claim.
VARIATIONS: Contractors’ right in re-measured contracts to

recover costs of increased quantities is lost unless contractor
immediately notifies the increase to the Employer. The Contrac-
tors cannot demand increase in lump sum fixed price contract on
basis of its execution, other than agreed variations.. In addition,
the Employer can suspend work or withdraw from the contract if
the quantities increase is “substantial”
Fair Remuneration: The Contractor shall be entitled to fair remu-
neration, if the consideration for the work is not specified [similar
to quantum meruit principles]. The Consultant shall be entitled to
fair remuneration, if the fee was not agreed
Loss or damage: Contractors are liable for “any” loss or damage
caused by their work irrespective of default unless caused by an
event that could not be prevented
Adjustment of Liquidated Damages: Although the contracting
parties are free to agree on a fixed amount of damages in advance, M. Karuppa Samy
the court retains the ultimate mandatory right, [upon the request FCIArb, MRICS, FAIQS
of one of the parties], to increase or decrease the amount of these Contracts Manager, Morganti Group Inc., UAE
IIQS / 74
Book.indd 74 4/21/13 9:24 PM
CAUSES OF CONSTRUCTION
CLAIMS IN CIVIL ENGINEERING
PROJECTS IN THE UNITED ARAB
EMIRATES – A CASE STUDY
BY Kalpesh Sangani
INTRODUCTION
Many construction projects in the UAE are of short duration and
high value. Planning for such projects for every eventuality may
be impossible. Majority of the high value projects executed in the
UAE are based on traditional procurement route. One of the most
common reasons for construction claims and disputes situation
today appears to bedue to delay and disruptions. Demand from
the various organisations from the construction industry includes
calls for limitation of the proliferation of avoidable claims that
have incapacitated the industry. This can be done more effectively
if the sources, causes of such claims could be identified and ad-
dressed in advance.
This research was conducted to identify the significant causes of
the claims in the traditional procurement route on civil engineer-
ing projects in UAE. Quantitative methods are being used to draw
on the magnitudes and frequencies. Average frequencies and mag-
nitudes of the claims categories from 12 completed civil engineer-
ing projects with claims and disputes were thoroughly analyzed
to derive typical claim patterns. The projects used for research
belonged to a major Client having numerous infrastructure pro-
jects in UAE administered under bespoke Conditions of Contract, Table 1 Potential ‘Excusable’ Causes of Delay
prepared based on FIDIC 4th edition.
Time Claim Category ClausE
1. Delays TC1 Inclement weather

Delays are categorized into ‘excusable’ and ‘non-excusable’ delays. Excus- TC7 Disruption of regular progress
able delays are the ones where the contractor is relieved from the liability TC2 Delay in providing information
for delaying the projects and the latter are the ones for which the con-
TC8 Suspension by the Engineer
tractor is culpable for. A Contractor has to pay for liquidated damages /
penalties if the project gets delayed due to non-excusable delays. TC3 Delay in issuing free-issue material
TC9 Delay caused by an utility service organization
1.1 Excusable delays TC4 Variation orders
The projects surveyed contained provisions for events that may give
TC10 Delay by other contractors
rise to claims for extension of time. Table 1 show the frequent causes
for delay under the surveyed project which have been used for the TC5 Obstruction due to existing services
purpose of investigation. Categories TC1, TC2 do not entitle con- TC11 Delay due to shortage on materials
tractor for additional cost and such causes are referred to ‘excusable TC6 Delayed possession of site
and non-compensable’ delays while others are ‘excusable and com-
TC12 Changes in legislation
pensable delays’
75/ IIQS
Book.indd 75 4/21/13 9:24 PM
2. ‘Quantitative’ Survey of Completed Civil Engineering Project in UAE 2.3. Time Claims
The following section presents the quantitative analyses of the The main categories of claims for which the extension of time
claims. The data of all selected twelve projects were analyzed sepa- was granted were found to be: variation order, delay in free-
rately in depth, and the results of the analysis are presented. issue material by various Authorities and delayed possession.
In most of the cases (83.33%) the claim for extension of time
2.1. Delayed Projects was due to additional works (variation) followed by claims due
The breakdown of all the twelve analysed projects is shown to delay in providing information (66.67 %) and claims due to
in Fig. 1. It was found that, about 83.33% (10/12) of the pro- delay possession of site (50%). Out of twelve categories, claims
jects which were delayed had excusable delays while 16.67% under two categories were not granted. The average project
(2/12) of the projects were due to non-excusable delays. Only claim in respect of each category of claim has been compared
in 16.67% (2/12) of projects, the contractors were granted ex- in Fig 2 & 3. Fig 4 shows the comparison between extensions
tension of time as claimed which indicates, the contractors of time claims versus extension of time granted. The average
had over claimed extension of time in 83.37% (10/12) pro- and the standard deviation of time claims and extensions of
jects. Figure 4 shows the Extension of Time (EOT) - claimed time under each category are shown in Table 3.
versus granted under different categories of claims. In total,
there were 100 claims over 12 projects, out of which 78 No’s Table 3 Magnitude of Time (EOT) Claims and Extension
were rejected and 22 No’s had valid ground for entitlement. Claim Category
Only 58.68 % of claimed extension of time was granted for
the claims with valid grounds. The total granted No’s of days
against total claimed including invalid claims amounts to only
22.65%.
OCV – Original Contract Value EOT – Extension of Time

Figure 1: Occurrence of Extension of Time Claims

2.2. Prolonged period
The prolonged period for each project has been calculated as a
percentage of extended periods (EOT) to the original contract
duration period (OCP). Table 2 shows occurrence of time
(EOT) claims along with the frequency of claims.
Table 2: Occurrence of Time (EOT) claims
IIQS / 76
Book.indd 76 4/21/13 9:24 PM
REFERENCES
Bloore, RD.S. (1991) The Ascertainment of Claims for Delay and Disruption,
Ph.D.Thesis, University of Surrey, The British Library, Boston Spa, Wetherby,
West Yorkshire, LS23 7BQ United Kingdom.
Chan, C. W. (1994) Case Studies in Civil Engineering Claims, M.Sc. (Eng.)
Dissertation, Dept. of Civil & Structural Engineering, the University of Hong
Kong
Charlton, M. (1995) Nature and Types of Claims, C.P.D. Short Course on Civil
Engineering Claims (October 26-28, 1995)
Cheng, K.S. (1994) Classifying Common Causes of Construction Claims in
Hong Kong, M. Sc. (Eng.) Dissertation, Dept. of Civil & Structural Engineering,
the University of Hong Kong.
Figure 4: Claimed EOT and Granted EOT in Common Time
Colin, S. (2000) Commercial and Contractual Problems – Training Course,
Claim Categories
James R. Knowles (Middle East) Limited, Dubai, United Arab Emirates
2.4. Award of Extension of Time Diekmann, E.J. and Nelson, C.M. (1985 Construction Claims: Frequency and
Severity, Journal of Construction Engineering and Management, Vol. 111, No
Out of the surveyed 12 projects, it was found that the extension of
1,74-81.
the time claims was granted in 83.33% (10/12) of the projects. Two
of ten projects for which the extension of time was granted were FIDIC 1987 (Federation International Des ingenieurs Conseils) Conditions of
Contract for Works of Civil Engineering Construction, Fourth Edition.
delayed by “non-compensable and excusable” and “concurrent”
delays. In three projects, part of the delays was concurrent. Many Roads and Transport Authority (1993) General Conditions of Contract for Civil
extensions of time claims submitted by the contractor were “claim Engineering Works, Government of Dubai.
by ambush”. Such claims were submitted along with the other EOT Roads and Transport Authority (1993) General Specification for Civil
claims with a view of increasing the probability of award. No prior Engineering Works, 1993 Edition, Published by the RTA (Dubai Government
notices for intension to claims were provided. The total award for body).
extension of time was around 30% on average and less than 50% Hughes, G. A. (1985) Building and Civil Engineering Claims in Perspective
on most of the projects. Hence, it can be concluded that contrac- (Second Edition), Longman, London,
tors on many occasions had exaggerated their claims. Knowles, R. (1999) One Hundred Contractual Problems and their Solutions,
Blackwell Science, UK
3. Conclusion Knowles, R. (1999) 50 Contractual Problems Relevant to the Middle East,
100 claims were submitted for 12 projects out of which only 22% Seminar – Dubai World Trade Centre, Dubai, United Arab Emirates.
were accepted leaving 78% rejected. Variation, delays in providing Knowles, R. (2002) Delay, Extensions of Time, Penalties and Damages –
information, delayed possession were found to be principal reason Seminar, Dubai, United Arab Emirates.
for the legitimate claims. This research provides an overview on Kumaraswamy, M. M. (1997) Conflicts, Claims and Disputes in Construction,
the primary contribution for the EOT claims in civil Engineering Engineering, Construction and Architectural Management, Volume 4, No 2,
projects in UAE and also forms a useful foundation for further 95 - 111.
development for minimizing / avoiding construction claims. New Civil Engineer - Report (1997) New Civil Engineer; February 1997.
Rubin, R., Fairweather,V., Guy, S., and Maevis, A. (1992) Construction Claims
Prevention and Resolution- Second Edition, Van Nostrand Reinhold, New
York.
Semple C., Hartman, F.T. and Jergeas, G. (1994) Construction Claims Dis-
putes: Causes and Cost/Time Overruns, Journal of Construction Engineering
and Management, Vol. 120, No 4, 785-795.
Sykes, K.J. (1996) Claims and Disputes in Construction: Suggestions for
their timely Resolution, Construction Law Journal, Volume 12, No.1, 3-15.
Trickey, G. and Hackett, M. (2005) The Presentation and Settlement of
Kalpesh Sangani Contractors’ Claims, Taylor and Francis, London, UK.
MSc(QS), FCIArb, MRICS Yogeswaran, K. (1998) Sources, Causes and Minimisation of Contractual
Contracts Administrator Claims in Civil Engineering Projects in Hong Kong, Ph.D. Thesis, University of
Parsons Overseas Limited Hong Kong, The Hong Kong University Library, Hong Kong, China.
77/ IIQS
Book.indd 77 4/21/13 9:24 PM
THE MAGNITUDE
OF BIM
(BUILDING INFORMATION MODELING)
BY Agish P George
BUILDING INFORMATION MODELING (BIM) provides a common platform to combine all information defining
Construction projects are the most complex fields where various the building. BIM changes the traditional style of people working
people from different disciplines work together for common goals. on separate information pools and allows all parties to collabo-
Complexity in this sector is comparatively large in the Middle East rate and work on a shared information pool. BIM represents the
due to the special pattern of imported work force from various designs as combination of objects parametrically that includes its
countries with different languages and many cultures. Proper geometry, relations and characteristics. It also includes associated
knowledge about the project and close collaboration between the non-graphical details to further explain its structure or function.
construction team are most important for the successful comple- For example, a room partition shown in the BIM may contain re-
tion of any project. Sufficient information and early identification lated non-graphical properties like fire rating, estimating details
of the problems help to manage and control the complexities ef- etc that may not be visible from outside. BIM allows to link with
fectively. It reduces the conflicts during construction and helps many information such as rebar schedule, charts for construction,
to provide efficient safety measures as well as better facilities specification etc. that are helpful for appropriate procurement or
management. Ability to identify the problems in an early phase tracking of materials as well as accurate cost estimation.
of a project leads to better understanding and delivers the great-
est benefits of cost reduction through the effective management of BENEFITS OF BIM IMPLEMENTATION
associated risks. Here comes the significance of Building Informa- BIM may not be the universal remedy for all the problems in the
tion Modeling (BIM) which is a new way of thinking and different construction industry. But, the benefits it can deliver by a careful
method of working. implementation are tremendous. “The productivity and economic
Today, BIM is one of the most misunderstood terms in the con- benefits of BIM to the global building industry are widely ac-
struction sector on various levels. Many people have a perception knowledged and increasingly well understood” (Randy Deutsch,
that BIM is new software. Even some of the senior level profes- 2011). It benefits not only the owner. BIM transforms the way de-
sionals think it as 3D modeling. Building Information Modeling signers, consultants and contractors work today. However, each
is not just new software and should not be confused whether 2D person may have a different description about the benefits, ac-
or 3D as it extends far beyond that. It is both a new technology cording to their role in the project.
and a new way of working. It involves much more than simply During pre-construction stages, early implementation of BIM
implementing new software. BIM is a different way of thinking delivers the appropriate understanding whether a building of
and it combines technology with new working practices to im- specified dimensions, qualities and program requirements could
prove the quality of the delivered product and also improve the re- be constructed in the bounds of available budget and time limits.
liability, timeliness and consistency of the process” (Steve Pittard, It helps the investor to prevent the troubles of a late finding that,
RICS). It promises to be the biggest development in architecture, design is significantly over budget. A schematic BIM model helps
construction and asset management since the introduction of to evaluate the functional and sustainable requirements correctly.
CAD systems”. (RICS, Building Value from knowledge [online]). Therefore any design changes, shall be finalized earlier by using
It is a significant move from the traditional approach, which was simulation tools. This enhances the total quality of building. It also
mostly relied on CAD drawings. In the term “BIM” the letter «I» helps to determine the appropriate procurement route by provid-
which stands for «Information» has to be highlighted more. It ing sufficient information to the project team from the beginning
IIQS / 78
Book.indd 78 4/21/13 9:24 PM
and saves unnecessary delays for paper exchange. struction team to the building owner/operator is kept to a mini-
A major benefit of using BIM in the design phase of a project mum.” (Building Value from knowledge [online])
is an early and accurate visualization of design from 3D models. “Market and technology trends are good predictors of the near-
Parametric objects used in the model ensure proper alignment term future in any field and BIM is not exceptional. The trends
and reduce geometric or coordinate errors. It allows automatic observed reveal the potential growth and influence that BIM will
corrections of related objects when changes are made in the de- have in the construction industry” (Chuck Eastman, 2008). An-
sign. Extraction of reliable drawings is also possible for the re- gela Brady. President, RIBA states that, “The transparency of data
quired views. This reduces the time for preparing construction that BIM brings will radically change the way architects’ work is
drawings and reduces mistakes. It makes the involvement of all done, bringing additional effort and costs into the early stages but,
parties earlier and enables better collaboration of multiple design produce much greater cost and time savings to the constructors
disciplines. Easy confirmation of the reliability to design objec- and clients, making it worthwhile for everyone” (NBS-National
tives and accurate cost estimation helps the investor to proceed BIM Report, 2012).
with better confidence.
The BIM model contains the accurate details of objects for con- REFERENCES:
struction and fabrication. Automated fabrication using numerical Building SMART (2010) ‘The Reality and The Way forward.’
control machinery is possible for many objects. The correct infor- BIM in the Middle East 2010
mation is helpful for the off-site fabrication of larger components
Chuck Eastman, Paul Teicholz, Rafael Sacks, Kathleen Liston
to save time, cost and storage space on site. BIM has a quick reac-
(2011) 2nd edn. BIM Handbook. New Jersey: John Wiley &
tion to design changes and simultaneously updates other related Sons Inc.
objects and allows early clash detection. Design modifications can
NBS and RIBA Enterprices (March 2011) Building Information
be easily resolved with BIM due to the facility for sharing, visuali-
Modelling [online] available from <http://www.thenbs.com/
zation and estimation by avoiding complicated paper transactions.
topics/BIM/articles/bimInConstruction.asp?&lang=en_us&
The BIM graphic simulation gives a better insight into how the output=json> [18 Mar 2012]
construction will progress each day and expose the sources of po-
Randy Deutsch (2011) BIM and Integrated Design. New Jer-
tential difficulties and opportunities for effective improvement. It
sey: John Wiley & Sons, Inc.
enables effective implementation of Lean construction techniques
by providing better synchronization between general contractor RICS (n. d.) Building Value from knowledge [online] aailable
and all subcontractors. “Advanced builders combine excellence in from <http://www.isurv.com/site/scripts/documents_info.aspx
?categoryID=390&documentID=6183> [22 Mar 2012]
BIM with Lean Construction principles of reduced waste and re-
work, better process, ‘making things happen,’ and a focus on value. Steve Pittard (n. d.) What is BIM? [online] available
Calculations of the return on investment will convince you that from <http://www.rics.org/site/scripts/download_info.
your projects can enjoy a lot of savings resulting from the trans- aspx?fileID=8344> [13 Mar 2012]
formation to model-based communications and a focus on digital Ken Stowe, Autodesk Construction Solutions Executive,
cooperation” (Ken Stowe, 2008). ‘BIM and Integrated Design’
After the completion of project, all the information that con-
tractors collected about the materials and maintenance shall be
linked to the building model and this can be provided to the
owner for their facility management. This enables an improved
commissioning and handover of facility information. It can also
be used to check the performance of the system before handover.
Details of all changes that have been updated with the building
model during construction stage become an accurate source of
useful as-built information to start the operation and manage-
ment of the building.
“In its most advanced form, BIM provides a single, coordinated
source of structured information to support all parties involved in
the delivery process, from design to operation. In other words, the
system supplies just one version of the truth. Because all the par- Agish P George
ties have access to the same data, the information loss associated Sr Q.S, Jebel Ali Airport Projects
Al Naboodah Contracting Co. LLC.
with handing a project over from the design team for the con-
79/ IIQS
Book.indd 79 4/21/13 9:24 PM
WHY PROJECT MANAGEMENT
CONSULTANTS (PMC)
The title of this article has been a topic of debate probably since Project Management
Consultant (PMC) service has been introduced in the industry. The primary idea to have a
PMC is to augment and work as extended hand of the investor/employer team to realize
project objectives. Despite such functional clarity, to hire a PMC or not is a common di-
lemma faced by the owner.
W
BY Rayees Harris
e see a lot of government and private clients I believe that all of these activi-
in the UAE, employing PMC to manage ties, the Consultant could have
their projects, but eventually ending up du- done alone, with some additional
plicating work that are done by other con- staffing.
sultants or clients themselves. This is often
not noticed and employers end up getting less value for money. ANALYSIS OF PROJECT 2:
In this context, it is prudent to discuss, “what should have been” The client interviews and ap-
and “what is” in practice, the role of PMC. proves the proposed candidates
and the Consultant is integrated
MY EXPERIENCE: within the client team. The PMC
My experience working in the project management teams in some staff, as any other employee of the
projects in UAE is what encouraged me to write this article. I am client, works within and imple-
sure many of the readers would have had similar experience and ments the process and procedures
thoughts. of the client. Although the service
It should also be noted that this is written with civil engineering is named PMC, effectively they were reporting to and taking di-
projects back ground in general. It might be different in other pro- rections from managers of the client.
jects like IT, research, environmental etc etc. It is difficult to understand what are the liability and or account-
ability of the PMC.
ANALYSIS OF PROJECT 1:
The PMC supervises the work of the Site Supervision Consultant ANALYSIS OF PROJECT 3:
(Consultant) and reports to the client. Design of this project was The project team consists of the Client, PMC, four Consultants
complete when the PMC stepped in and there was only one Con- and four contractors. In this scenario PMC role is more justifi-
sultant who in turn supervises the one and only Contractor. The able since he coordinates the overall project, chairs meetings with
PMC was additionally given the responsibility of quantity survey- Consultants, client and service authorities. When required, liaises
ing (commercial management) of the project. with design consultants to resolve design issues.
Additionally the client has also mobilized its own technical staff to
With the above scope, in addition to measurement and payments, monitor the PMC. So effectively, evaluation or recommendation
the PMC was monitoring the progress on site confirmed by Con- task of any issue is repeated by each layer of management, ending
sultant; was occasionally handling design queries; monitoring and up delay in decisions or resolution.
helping when required in getting service authority approvals, in- Any recommendation of the Consultant, say for example valua-
spections etc; reporting to and providing information as and when tion of a variation, is being reviewed in detail by the PMC, and
required, in the formats provided by the client. after comments and revisions, goes to the client’s QS manager.
This again gets discussed before going to the clients head office
IIQS / 80
Book.indd 80 4/21/13 9:24 PM
contracts department, who in several instances comments and to operational and handover stage. In construction industry the
returns to the effect that it is scrapped or requires revision. Thus PMC scope will extend to include sales and handover to the end
necessity the whole process to repeat again. user, plan and establish long term maintenance strategies. The
PMC should not be just a group of Engineers hired to do the same
QUESTIONS THAT NEED TO BE ANSWERED technical stuff that other consultants are hired for.
Who is liable for the technical work/recommendation? Is it the
Engineer (or Consultant) or is it the PMC or is it the client’s staff? EXAMPLE:
In project 3, the Consultant is the technical expert hired by the Imagine a client want to invest in a hospital project.
client for these specific activities. Moreover the Consultant carries He will broadly need the following:
a professional indemnity insurance to cover any eventualities due
to failure or mistakes. Then why do the PMC or client bother to • Market and feasibility study.
go through the Consultant’s recommendation and instruct revi- • Plan the overall budget and funding strategy
sions, when they are not the appointed technical expert and do not • Stake holder management
shoulder any liability. • Concept master plan including sourcing of equipments
• Appoint Architect and contractors
ANALOGY: • Sourcing of doctors and hospital staff
An analogy that often comes to my mind is project insurances. • Source equipment and furniture
Insurances are meticulously planned and implemented by indus- • Testing and commissioning
try experts that ensure avoidance of duplication in coverage and • Marketing and public relations
in turn costs. In any construction project, normally, the works • Advertisements
and materials on site are covered under CAR insurance policy. • Implement management systems and run the hospital.
Similarly vehicles, contractors equipment, manpower etc are each
under separate insurance policies. Materials in transit under ma- The client inevitably will require the services of a PMC to handle
rine insurance. This displays the meticulous planning which does all the above. But should not make the mistake of appointing a
indeed avoid overlaps in coverage and costs. PMC to focus on what the architect and the contractors are doing,
In the similar way, the developers or clients should take due care overlooking the overall objective and scope..
while deciding and implementing procurement of any major pro-
ject. CONCLUSION
Each team member entity should be allocated clear roles suitable While concluding the subject issue, the following quote come to
for the expertise that is being hired and paid for. Corresponding my mind
liability and accountability of each entity should be integrated in ‘Project management is the art of directing and coordinating
their terms of agreement. material and human resource throughout the project life span
by utilizing various management methods and techniques to
PMC ROLE: achieve effectively predetermined goal of scope, quality, time, cost
In a typical construction project, PMC should be managing the dif- and participation.’
ferent experts/specialists and be capable enough to plan, correctly
source, select and monitor the progress to achieve the objectives of If above principle is implemented for appointment of Consultant /
the client/investors or stake holders. PMC, it is possible that these appointments can be made with pre-
The project management consultant should be a professional team defined matrix of responsibilities, thereby ensuring that they work
with expertise to manage multiple discipline from feasibility study effectively without any overlap of duties and thereby justify costs.
Rayees Harris BE,MRICS.

Contracts Maneger,Parsons International Dubai
81/ IIQS
Book.indd 81 4/21/13 9:24 PM
THE CHANGING FACE OF
ARBITRATION IN UAE AFTER DIFC
One of most common dilemmas facing a party,
who has won an arbitration award is the next
course of action that they need to undertake.
They can either have the award recognized
and enforced or execute the arbitrator’s de-
cision without the intervention of the court.
However,in these situations conflicts do arise
between the parties as one of the parties might
want the enforcement of the award while an-
other might resist it. The losing party tries to re-
sist every challenge to delay the enforcement
while the winning party would prefer early en-
forcement.
BY Ganesh Kumar
I
f the opposing party rejects the amiable award enforce- However, the invalidity of arbitration awards referred to in Article
ment, then the arbitrator does not possess the power to 216(1)(c ) of the Federal Code of Civil Procedure provides vague
enforce the award.Such powers are exclusive to the courts grounds for nullification of the award in the event that if the award
under the UAE law.If the arbitration was undertaken with- of the arbitrators or the arbitration proceedings become void and
out the intervention of the court, the job of the arbitrator such voidness affected the award. It is to be noted that this provi-
comes to an end as and when the award is issued and a copy of sion has disparaged the significance of arbitration in the UAE .
the same is provided to both the parties. The party should seek This provision has so far has been unsupportingtothe cause of
the services of thecompetent UAE court to enforce an award and arbitration in the UAE as the courts were willing to repeatedly reo-
subsequently compel thelosing party to meet his obligations. If the pen arbitral awards and having to go through the same process all
arbitration was done with court intervention then the arbitrators over again. In many situations the opposing party could apply for
need to submit the award to the competent courts for their ex- annulling the arbitral award on the basis of a nullity in the award
equatur power (leave for enforcement). In both cases, ifthe courts or a nullity in the procedures having an effect on the award. Fed-
do possess this power, then it needs to confirm if the award satis- eral Code of Civil Procedure also,permits the opposing party to
fies the formal conditions of enforcement and the award is free submit a requisition to the courts for the review of the merits of
from any legal impediments which might prevent enforcement. the arbitrator’s ruling, thus paving the way to seriously delay the
The court decides on either approving the award or on setting- arbitral awardratification.
aside based on whether or not it is in compliance with the pro- Experts in the field of arbitration do feel that the present Fed-
visions of Federal Code of Civil Procedure (law No.11 of 1992). eral Code of Civil Procedure allows challenge of arbitral awards
IIQS / 82
Book.indd 82 4/21/13 9:24 PM
REFERENCES:
by permitting the opposing parties to prevent enforcement of an 1. DLA PIPER, ‘A SUCCESSFUL INTERNATIONAL ARBITRATIONS
award on the basis of trivial and unpredictable grounds. Arbitral BEGINS WITH RIGHT VENUE’ (NOVEMBER 2011) AVAILABLE ONLINE
awards rendered prior to September 2008 can still be analysed AT<HTTP://WWW.DLAPIPER.COM/FILES/UPLOAD/INTL-ARB-EVENT-
based on the comparatively inadequate and unpredictable Federal MATERIALS-NOV-2011.PDF>P.2-5
Code of Civil Procedure as they might not be able to select the 2. GCCARBITRATION, ‘HURDLES FACED WHEN ENFORCING A
DIFC as the seat of arbitration. DOMESTIC ARBITRAL AWARD IN THE UAE’, (23 AUGUST 2012)
AVAILABLE ONLINE AT <HTTP://GCCARBITRATION.WORDPRESS.
HOWEVER, THE ARRIVAL OF DIFC HAS HERALDED A COM/2012/08/23/HURDLES-FACED-WHEN-ENFORCING-A-DOMES-
NEW ERA IN THE ARBITRATION SCENE OF THE UAE. TIC-ARBITRAL-AWARD-IN-THE-UAE/>
The DIFC-LCIA Arbitration Centre was established as the new 3. GEORGE ANTHONY SMITH AND MATTHEW A. MARRONE, ‘RECENT
regional international arbitration on 17th February, 2007 jointly DEVELOPMENTS IN ARBITRATION LAW IN THE UAE’, AVAILABLE
by both the Dubai International Financial Centre (DIFC) and the ONLINE AT <HTTP://WWW.WWHGD.COM/ASSETS/ATTACHMENTS/
London Court of International Arbitration (LCIA). The DIFC- MIDDLE_EAST.PDF>P. 7-9, P.14-20
LCIA functions on the basis of the DIFC Arbitration law 2008 4. HABIB AL MULLA, ‘ARBITRATION UNDER UAE LAW: TOWARDS A
(DIFC Law No.01 of 2008) which came into force on 01st Septem- MODERN LEGAL FRAMEWORK?’,(09 SEPTEMBER 2010) AVAILABLE
ber 2008 and which is modelled heavily on the UNCITRAL model ONLINE AT <HTTP://WWW.INHOUSELAWYER.CO.UK/INDEX.PHP/
UNITED-ARAB-EMIRATES/8140-ARBITRATION-UNDER-UAE-LAW-
law (United Nations Commission on International Trade Law on
TOWARDS-A-MODERN-LEGAL-FRAMEWORK>
International Commercial Arbitration 1985). The centre’srules are
closely based on the London Court of International Arbitration 5. RAID ABU -MANNEH, ‘DUBAI: A REGIONAL ARBITRATION CEN-
(LCIA)rules with minor changes. The centre’s rules are compatible TRE?’, (10 AUGUST 2009) AVAILABLE ONLINE AT <HTTP://WWW.
MAYERBROWN.COM/PUBLICATIONS/DUBAI-A-REGIONAL-ARBITRA-
with both civil and common law systems.
TION-CENTRE-08-10-2009/ >
The DIFC Courts is an independent judicial authority which
follows stringent international legal procedures. Recourse to the 6. SHAMLAN AL SAWALEHI AND NATASHA BAKIRCI, ‘ENFORCING
DIFC COURT JUDGMENTS AND ORDERS OUTSIDE THE DIFC’, (JUNE
DIFC Court against arbitral awards awarded in the seat of the
2012) AVAILABLE ONLINE AT <HTTP://DIFCCOURTS.COMPLINET.
DIFC can be done, only through a setting-aside application (in
COM/EN/DISPLAY/DISPLAY_MAIN.HTML?RBID=2725&ELEMENT_
accordance with Article 41 of the DIFC Law 2008). The concerned ID=9053&PRINT=1>
parties can be rest assured as the basis of setting-aside is modelled
7. A HAMID, J EL-AHDAB, 2011. ARBITRATION WITH THE ARAB
on the UNCITRAL Model Law.According to the DIFC Law, the
COUNTRIES. THIRD REVISED AND EXPANDED EDITION. NETHER-
DIFC Courts should also comply with the New York Convention.
LAND : KLUWER LAW INTERNATIONAL
The DIFC law states that an arbitral award by the DIFC
needs to be further ratified by the DIFC Courts for the award 8. ACT NO.11, PUBLISHED IN THE OFFICIAL GAZETTE NO 235 OF
MAR 8,1992
to be enforceable in the Dubai Courts though they have no ju-
risdiction to review the merits of the award(As per Article 7(3) 9. THE DIFC ARBITRATION LAW NO. 8 OF 2004
(c) of the law of the Judicial Authority Law, Dubai Law No.12 10. DUBAI LAW NO. 12 OF 2004
of 2004). There are a number of cases where DIFC Court or- 11. THE DIFC ARBITRATION LAW NO.1 OF 2008
ders, decisions and judgments have been enforced by the Dubai
Courts.
The new DIFC Law 2008 facilitates even non DIFC members
to resolve disputes through a reference to the centre which was
not the case with the DIFC Law 2004. Accordingly, the DIFC
law 2008 helps parties choose the DIFC as the seat of arbitra-
tionespecially after September 2008. This has its own advan-
tages as the parties can be sure that their award will not be
cancelled on trivial and unpredictable reasons.
In conclusion, it would not be surprising if in future all con-
struction/commercial contracts entered into by business or-
GANESH KUMAR GANGADHARAN
ganizations for executing international contracts in the UAE MSc(QS), MRICS, MCIArb
includes an arbitration clause thereby facilitating the concerned Contracts Administrator
parties to refer the relevant disputes for arbitration to DIFC. Parsons International Dubai
83/ IIQS
Book.indd 83 4/21/13 9:24 PM
AL TAMIMI ENGINEERING SERVICES LLC
Al Tamimi Engineering Services LLC, established in 1996, is one of the fast expanding MEP Contractors in the U.A.E.
Our business interests and dealings are mainly concentrated in carrying out civil and electro-mechanical projects, in part
or turn-key.
Our success and strength lies in our dedicated team of qualified and experienced Engineers and Technical Personnel,
familiar with latest technology and managerial techniques; who are capable of interacting and coordinating with clients
and consultants from the conception stage to the final handing over of the project.
We have earned a reputation for excellent workmanship, superior quality of materials used and acute sense of time and
cost management from various internationally renowned Consultants, Architects and Clients. We offer superior quality
services that comply with specifications and requirements, at highly competitive prices. Our motto is “Consistency, Punc-
tuality & Superiority”.
Being an ISO 9001:2008 Certified Company for Quality Management Systems, rest assured, your business is in the right
hands!
Services we offer are:

• lectrical Installations
• Plumbing & Sanitary Installations
• Mechanical Installations
• HVAC Installations
• Facilities Management & Maintenance

Our sister concern, Redcube Systems LLC, is an IT and ELV System Integrator based in Dubai, catering to various seg-
ments of the UAE Market in the supply and services of Information Technology for over 12 years! Redcube Systems LLC
is TRA Certified, Member of TPMA and a BICSI Corporate Member. We are an ISO 9001:2008 certified company and
Dubai Police Certified Security and Surveillance System Integrators.
Emptech Engineering Pvt. Ltd. is our sister concern in Bangalore, India, specializing in complex MEP, IT & ELV Instal-
lations. We possess excellent capabilities to support the customer through all stages of the project. As with all entities of
our group, Emptech also assures high-end expertise in the field, in order to meet & satisfy utmost quality concerns of our
clients.
We are committed to ‘Environmental Conservation’.
Book.indd 84 4/21/13 9:24 PM

Member's Directory
S.NO. NAME OF THE CANDIDATE QUALIFICATIONS NAME OF THE COMPANY DESIGNATION
1 ABDUL RASHEED DIPLOMA OF CIVIL ENGINEERING DUTCO BALFOUR BEATTY L.L.C PROJECT QS
2 ABDUL WAHAB B.E. (MECHANICAL) KHATIB & ALAMI MEP QS
3 ABDULLA B.E. CIVIL KHANSAHEB CIVIL ENG QS
4 ADIT SHAH B.E, M.SC. HERALD DIRECTOR
5 AHAMED ZUBAIR A. B.E. AL ASAB TENDERING MGR.
6 AJIT PHILIP B.E., PG DIP. M.C.M., CCE NAKHEEL CONTRACTS MANAGER
7 AJMEL ABOOBAKKER DCE, B.E.CIVIL KLING CONSULT SENIOR Q S
8 ALAN K DAMAN B. TECH EMIRATES CODE CONT. PROJECT COORDINATOR
9 ALEX PINCHIN BSC REAL ESTATE MANAGEMENT ADCO SR. CONCTRACTS ENGINEER
10 ANDICHAMY VEERANNAN MA ECONOMICS / B SC. ENG. (CIVIL) DUTCO BALFOUR BEATTY L.L.C SENIOR QUATITY SURVEYOR
11 ANIL KUMAR N V DIP. CIVIL DUTCO BALFOUR BEATTY L.L.C SR. PROJECT Q S
12 ANIL KUMAR SREENIVASAIAH B.E. CIVIL DUTCO BALFOUR BEATTY LLC SR. QS
13 ANISH MOHAN BTECH CIVIL WADE ADAMS QS
14 ANOOP GOPAL B.TECH. MECH SPECIALIST SERVICES COST CONTROL ENGG
15 ANOOP VELLLARA ANISH B.TECH, M.SC. QS DUTCO BALFOUR BEATTY L.L.C QS
16 ARUNA. G M.SC QS DAMAC QS
17 ASHOK CHAKARAVARTHY B.E. CIVIL DUTCO BALFOUR BEATTY L.L.C ESTIMATOR
18 ASWATHI ABIJITH B. TECH CIVIL ERC QS
19 ATUL MARWAHA B.E. CIVIL ECC COMMERCIAL MANAGER
20 B. PARIMELAZHAGAN B.E. CIVIL, MRICS DUBAI WORLD GROUP QS
21 BAGAVADEESWAR BS DIP, MRICS, FQSI, ACIARB, CIPM 3EG GROUP CEO
22 BALBIR SINGH BHATTI DIPLOMA IN CIVIL REEM REAL ESTATE CONSULTANCIES QS
23 BASAVARAJ K. BETH BE(CIVIL),AIQS (AFFIL), CCE, ACIARB BUNYA MANAGER-COST CONTROL
GULF DUNES LANDSCAPING &
24 BASIL ALEYAS B.TECH. CIVIL, M.SC. PROJECT MANAGER
AGRICULTURE SERVICES LLC
25 BEJOY. S. NAIR BTECH AL FARAA QS
26 BENCYLAL A S DCE DUTCO BALFOUR BEATTY L.L.C SR.PROJECT Q S
27 BENNY JOHN NJONOIMACKAL B.TECH. CIVIL, MRICS VSH INTERNATIONAL SR. Q S
28 BENNY. V. U. M.SC SHAPOORJI DY. MANAGER MEP
29 BIJI CHANDY BTECH NMDC CONTRACTS ENG
30 BINDU M. R BTECH CIVIL ALEC QS
31 BUBUN GHOSH B.E. (CIVIL), PGDACM HABTOOR LEIGHTON GROUP PROJECT Q S
32 C R KURUP SAGE GLOBAL ENGINEERING
33 CHANDARANI AWCHAR MSC QS TAGCC SENIOR Q S
34 CHARLES JOHN HILLS & FORT
35 CHELLAM MATHIARASAN ICIOB, MSC(CPM) FONDA GLOBAL ENGG, SINGAPORE SR CONTRACTS MANAGER
36 CICINMOL CELINE B.TECH CIVIL, M.SC. Q S, MRICS DEWAN ARCHITECTS & ENGINEERS SPECS. COORDINATOR
37 D. SUNDARAM B.E. (CIVIL) EMIRATED CODE CONTRACTING CONTRACTS MANAGER
38 DEEPAK MEHTA B.E. CIVIL AECOM MIDDLE EAST QS
DHARMABALAN
39 B.E. CIVIL, MBA DAMAC QS
JEYAVEERAPANDIAN
MSC (QS), FRICS, FAIQS,
40 DHARMENDAR PARDASANI PARSONS OVERSEAS LTD. CONTRACTS MANAGER
MCIARB, MCIOB
41 DHEEBAK GUNASEKERAN BS ENGINEERING DUTCO BALFOUR BEATTY L.L.C PROJECT QS
42 DHINAKARAN. P. K DIP.(CIVIL), CEM CBE QS
43 DILLESH REDDY REVADA B. TECH DUTCO BALFOUR BEATTY L.L.C QS
44 DINESH V. P. B.E. CIVIL, AACEI, MRICS HILL INTERNATIONAL INC. CONTRACT ADMINISTRATOR
EBEN JOHNSON QS & CONTRACT
45 E V JOHNSON NEIL MRICS, MIS, MCIARB DIRECTOR
MANAGEMENT CONSULTANTS
46 ELSADAT MOHAMMED YOUSIF M.SC (QS) DIWI CONSULT QS
47 FLAMY VINIL BTECH CIVIL KLING QS
FRANKLIN JOSEPH
48 FRANKLIN G JOSEPH BE (CIVIL), MRICS, MIS MANAGING DIRECTOR
PROJECT CONSULTANT
85/ IIQS
Book.indd 85 4/21/13 9:24 PM
Member's Directory

DCE, BE (CIVIL), M SC (QS),
49 GANESAN GOTHANDAN ENGINEER’S OFFICE QUANTITY SURVEYOR
MRICS, MIIQS
50 GANESH KUMAR GANGADHARAN M.SC. (QS) / LLM M/S. PARSONS CONTRACTS ADMINISTRATOR
51 GANESH MANICKAM B. TECH CIVIL DUTCO SR. QS
52 GEORGE ALEX THAYYIL B.TECH (CIVIL) DUTCO BALFOUR BEATTY L.L.C QUANTITY SURVEYOR
53 GEORGE SAM B.E., MBA DAMAC AST. COM. MANAGER
54 GOKUL RAJ B.E. CIVIL, CCE MRICS GTGCE ESTIMATION MANAGER
55 GOPIKRISHNAN DCE, M.SC. Q S AL REYAMI SENIOR Q S
56 GOPINATHAN B.E. CIVIL, M.SC. QS EVAN LIM SENIOR Q S
57 GOPU JEGADEESAN B.E. CIVIL ASGC SENIOR Q S
58 GOVINDA RAJU NARAYANAN DIP CIVIL ENG DUTCO BALFOUR BEATTY L.L.C SENIOR Q S
59 GOVINDARAJU RATHOD M.TECH., MRICS, MBA ARCHGROUP HEAD OF CONTRACTS & QS
60 GOWRIPATHI M V S S DIP CIVIL ENG DUTCO BALFOUR BEATTY L.L.C QS
61 HABEEB MOHAMED B.E. (CIVIL) NEA SR COST CONSULTANT
62 HARI PRAKASH. G M.TECH LARSON & TOUBRO ASST. MANAGER ESTIMATION
63 HARISH BHATIA B.E.(CIVIL), QS DIP NEAL PARTNERS SENIOR Q S
64 IDRIS WAHEED B.E. (CIVIL) CHIRAG CONT CO Q S (CIVIL)
65 IRSHAD ZAFAR MALIK B.E. (CIVIL), M.SC. AL GURG CONSULTANTS CONTRACTS & QS MANAGER
66 IRUDHAYARAJPRABHU M TECH - Stractural HEPHER QUANTITY SURVEYING SENIOR Q S
67 JABINA RIYAS B.E. CIVIL ASFARAA GEN CONT SENIOR Q S
VICE PRESIDENT
68 JACOB JOBY UNITED ESTATES GROUP
REAL ESTATE
69 JACOB VARGHESE M.SC, B.TECH CIVIL AECOM SENIOR Q S
70 JAGADEESH. M B.E. (CIVIL) DLME SENIOR Q S
71 JAHAN A. BAWA B.E. (CIVIL) PROJACS INTL SENIOR Q S
72 JAI PRAKASH REDDY PITTA DAR AL HANDASAH CONSULTANTS, KUWAIT
73 JAYADEVAN P K NAIR B.SC. DUTCO SENIOR Q S
74 JAYAKISHAN. G MSC QS KHANSAHEB QS
75 JAYANTKUMAR SADASHIV SAPRE M.SC. Q S PARSONS QS
76 JAYASUDHA. K BTECH CIVIL AFGCO COST CONTROL ENGR
77 JENSON MATHEW B.E. CIVIL, CCE, PMP, MRICS TURNER CONTRACTS MANAGER
78 JIJAY MATHEW BTECH CIVIL A.C.C ESTIMATOR
79 JOSE JOSEPH M.SC. (QS) PARSONS INTERNATIONAL QS
80 JOSEPH SEBASTIAN B.SC. QS, ACIARB, MRICS CORE NINE DIRECTOR
81 KALPESH SANGANI M.SC. PARSONS CONT. ADMINISTRATOR
82 KARTHIKEYAN RAMASAMY BTECH, PGDACM VALENTINE MARITIME (GULF) LLC MANAGER CONTRACTS
83 KARTHIKEYAN SAKKAPPAN AL HUSAM GENERAL CONTRACTING EST
B.E. (CIVIL), MIE, MRICS,
84 KASI VISWANATHAN SUNDARAM NAKHEEL PJSC CONTRACTS MANAGER
MIS, MCIARB
85 KATHIRAVAN JAYAKUMAR BE (CIVIL), CCE DAAP PROCUREMENT OFFICER
86 KHALID MAHMOOD DAR B.TECH, M.SC. WADE ADAMS SENIOR Q S
87 KUMARESHAN S M.SC. DUTCO BALFOUR BEATTY L.L.C SENIOR Q S
88 KUNTAL SHARMA B.E. E C HARRIS COST CONSULTANT
89 L. V. VIJAYA KUMAR M.TECH ARABTEC COMM. MGR
90 LEE BARWICK BSC (HONS) TYCO COMMERCIAL MANAGER
91 LIJO. K. ANTONY B.E CIVIL, MBA WADE ADAMS QS
92 M. GANESH NARAYANAN DUTCO BALFOUR BEATTY L.L.C QS
93 M. PALANIVEL B.E. SHANKLAND COX LTD. QS
94 M.GLADSTAN VIMAL B.E. CIVIL NBHH SENIOR Q S
95 M.R. HIREKAR
96 MAHALINGAM SARAVANAN M.SC (QS) CHINA STATE CONSTRUCTION SENIOR Q S
97 MAHESH BUTANI MSC Q S IDRIESSE CONT MGR
98 MANOJ K V B. TECH CIVIL ERC CHIEF ESTIMATOR
IIQS / 86
Book.indd 86 4/21/13 9:24 PM
Member's Directory

99 MANOJ. C. GEORGE BTECH KHANSAHEB SENIOR Q S
100 MARZOOCK MOIDEEN B.E. TAKREER CONT. ENG.
101 MATHEW THOMAS KANJICKAL BTECH CIVIL OGER ABUDHABI COST CONTROL MGR
102 MIR MUZAFFAR ALI B.E (CIVIL); M.SC (Q S) DUTCO BALFOUR BEATTY L.L.C MANAGING QS
103 MIRZA HYDER ALI BAIG B.E.CIVIL KHATIB & ALAMI SENIOR Q S
104 MOHAMED AHMED SAAD BSCE SNC LAVALIN CONTRACTS MANAGER
M.SC. CONSTRUCTION
105 MOHAMMAD ASGHAR MOTT MAC DONALD SENIOR Q S
AND PROJECT MANAGEMENT
106 MOHAMMAD MASROOR ALAM KHAN B.SC ENG (CIVIL) AFC ASST. COMM. MGR.
107 MOHAMMAD NAJEEBULLA KHAN B.E. AL REYAMI INTERIORS & EXTERIORS SENIOR Q S
108 MOHAMMAD SARFARAZ ALAM M.SC. Q S, B.TECH (CIVIL) DUTCO BALFOUR BEATTY L.L.C PROJECT Q S
109 MOHAMMED ABUBACKER BTECH CIVIL KHATIB & ALAMI QS
110 MOHAMMED FARHAN DUTCO BALFOUR BEATTY L.L.C
MOHAMMED
111 B.E. (CIVIL) NPC SENIOR Q S
MUZAFFER FAROOQUI
112 MOHAMMED OSMAN ALI KHAN B.E. DAR CONT. ADMIN
113 MOHAMMED SHAKEEL B.E. CIVIL, M.SC., MRICS D P WORLD SENIOR Q S
114 MUTHUKUMAR M.SC. DEC QS
115 N. RAMAIAH B.TECH, M.SC., MRICS PARSONS SENIOR Q S
116 NAGALINGAM BAGAVATHI B.E ( CIVIL) DUTCO BALFOUR BEATTY L.L.C SENIOR PROJECT QS
117 NANDITA MRICS HALCROW QUANTITY SURVEYOR
DIP. IN CIVIL, CCE (AACEI), LEIGHTON WALSPUN
118 NAVEEN KUMAR COMMERCIAL MANAGER
MRICS, ACI(ARB) INDIA PVT. LIMITED
119 NIAS ABDUL SATHAR BTECH ASGC Q S MANAGER
120 NILAY JITENDRA GAJIWALA CIVIL ENGINEER TARGET ENGINEERING COMPANY CONTRACTS ENGINEER
121 NILESH TULSIDAS KADAM B.E. CIVIL SHAPOORJI QS
122 NISHATH AHSAN BE, MCM BCG CONTRACTS MANAGER
123 P. PRABURAJA B.E. CIVIL AFC SENIOR Q S
124 PALANIVEL V DIP. CIVIL CONVERGNT VALUE ENGINEERING LLC PROJECT Q S
125 PARAG DHADPHALE M.SC. Q S, PGDQS, BE CIVIL PARSONS QS
126 PARTHARAJAN NATARAJAN B.E., M.SC. Q S, CCE, MRICS HYDER CONSULTING MEL SENIOR Q S
127 PAUL BANKALA B.E.(CIVIL), M.SC.(CM), ICIOB DUBAI AVIATION ENGINEERING PROJECTS CONTRACTS ADMINISTRATOR
128 PAVAN KUMAR MAMIDI B.E.(CIVIL) EMIRATES CONTRACTING LLC SENIOR QS
129 PRABHA SELVARAJU KELLOGG BROWN & ROOT
130 PRADEEP FRANKLIN WILSON B.E (ELECTRICAL & ELECTRONICS) DJW BEN CONSULTANCY, SAUDI ARABIA MEP QUANTITY SURVEYOR
131 PRASHANT SUKENKAR M.SC Q S, B.E. CIVIL SWEET GROUP SENIOR Q S
132 PRAVEEN KUMAR. P. PAI BTECH NPC SENIOR Q S
133 PRAVEEN SASIDHARAN BTECH CIVIL TYCO QS
134 PREETHA T R BTECH CIVIL THYSSEN QS
135 PREMINI THOMAS BTECH CIVIL KHATIB & ALAMI QS
136 PROMOTH. V. ABRAHAM B.E. (CIVIL) NPC SENIOR Q S
ASS GENERAL
137 R. MURALIDHARAN DIP. CIVIL, M.SC. PROJECT MANAGEMENT SHAPOORJI PALLONJI MIDEAST (L.L.C)
MANAGER – CONTRACTS,
138 R. NARAYANAN B.TECH (CIVIL), MBA, CCE DUTCO BALFOUR BEATTY L.L.C SENIOR Q S
139 RAJAGANESH RAMANATHAN BE, MRICS, CCE AIROLINK COMMERCIAL MANAGER
140 RAJANI RAJENDRAN KEO INTERNATIONAL CONSULTANTS
141 RAJEEVA T BE (CIVIL) SOBHA CONTG. QS
142 RAJENDIRAN ADIKESAVAN MRICS NAKHEEL PJSC SENIOR Q S
143 RAJESH NAIK B.E. (CIVIL) KQS QS - MANAGER
144 RAJESH.K BTECH CIVIL BUNYA SENIOR Q S
PG DIPLOMA CONST. LAW,
145 RAJESHKUMAR. R ROYAL GROUP CONTRACTS MANAGER
MCIARB, MRICS
146 RAJIV. N. LAL B.E. (CIVIL) PARSONS SQS
147 RAJNEESH KUMAR GRAD. IOS IND. L&T SR. QS
87/ IIQS
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Member's Directory

148 RAKESH PANICKER BTECH CIVIL NAKHEEL QS
149 RAM KUMAR U B.E. CIVIL, MRICS PROSCAPE LLC Q S & PLANNING MANAGER
150 RAMADAS P R B.TECH ARCHGROUP SR. QS
151 RAMARAO KILARI LCE, AMIE, MRICS ANC CONTRACTING LLC SENIOR QUANTITY SURVEYOR
152 RAMASWAMY S S BE, MBA, PG DIP (CONST. LAW & ARB) AL ABBAS GROUP CONTRACTS MGR.
153 RAMESH KUMAR. T. N FIS, MRICS, CCE ADAC SR. CONTR. MGR.
154 RAMESH PALIKILA BTECH, MRICS, ACIARB, MIS DAR-AL-HANDASAH SR. CONTRACTS ADMINISTRATOR
155 RANI CHACKO BTECH CIVIL AFC SENIOR Q S
156 REKHA RAMAKRISHNAN NAIR B.TECH CIVIL, M.SC. Q S, MRICS ERC QUANTITY SURVEYOR
157 RENJINI ANDREWS BTECH KY1 SENIOR Q S
158 RISHANA AKBARSHA B.TECH CIVIL, MRICS AL FUTTAIM CARILLION LEAD MEASUREMENT SURVEYOR
159 RITU DAS B.TECH CIVIL, PG DIP. MGMT. NAKHEEL CONTRACTS MANAGER
160 RUPESH KRISHNAN BTECH N W S INTERNATIONAL ASSOCIATE
161 SAI PRASAD BTECH, MBA(FIN) TROJAN COMMERCIAL MANAGER
162 SAJEETH SIDHARTHAN BE MRICS ACIARB MSOE MANAGING PARTNER WINFIELD ASSOCIATES
163 SAJEEV ZACHARIAH CEM, MRICS KHANSAHEB LLC. SR. QS.
164 SAJINA ZUBAIDA BTECH CIVIL DEWA QS
165 SAJOR VENUGOPALAN B.TECH CIVIL DAMAC PROPERTIES QS
166 SAMAGATA CHAKRAVORTY B.E.(CIVIL), PG DIP.CONST. MANAGEMENT DAMAC ASST. CONTRACTS MANAGER
167 SAMIR PAGNIS B.E. CIVIL, MRICS DAR AL HANDASAH CONTRACT ADMINISTRATOR
168 SANKAR PETCHIMUTHU BE CHINA STATE SENIOR Q S
169 SANKARA SUBRAMANIAN B .E DUTCO BALFOUR BEATTY L.L.C QS
SANTHOSHKUMAR
170 B.SC. QS, MRICS MOTT. MC. DONALD CONTRACTS MANAGER
THARAYIL AUGUSTINE
171 SARAVANAN.J MRICS, M.SC(CPM),BE AL NABOODAH SENIOR ESTIMATOR
172 SARAVANAN.VK. B.SC. CIVIL, M.SC. QS, MRICS DUTCO BALFOUR BEATTY L.L.C DIV. EST. MGR.
173 SATEESH BABU B.TECH ENGINEER'S OFFICE QS
174 SATHEESH KUMAR R B.TECH CIVIL DUTCO SENIOR Q S
175 SEKAR DURAISAMY M.SC., ICIOB, MRICS AABAR PROPERTIES SENIOR Q S
176 SENTHIL PRABHU ME AL FUTTAIM SENIOR Q S
177 SHAMEERA MAHUTHY DIP. CIVIL KHATIB & ALAMI QS
178 SHAMSUNDAR M KEMBHAVI B.E. CIVIL, ACIARB BUNYA ENTERPRISES LLC COST ENGINEER
179 SHANAVAS A BTECH CIVIL DAMAC QS
180 SHIHABUDHEEN KAPPUMUKATH BE (CIVIL) WADE ADAMS QS
181 SHIJI JACOB DIP. CIVIL TRANSEMIRATES QS
CONSOLIDATED CONTRACTORS
182 SIJI JOHN B.E. (CIVIL) CONTRACTS ADMINISTRATOR
INTERNATIONAL COMPANY, QATAR
183 SINESH PETER CIVIL DIPLOMA KHANSAHEB QS
184 SINIMOL NOUSHAD B.TECH, MBA, MRICS, MIS ARKIPLAN CONSULTANT CONTRACTS MANAGER
185 SIVA BALAN B.E. CIVIL AL FARAA GEN CON QS
186 SIVAKUMAR KANDASAMY DIP CIVIL ENG ARABTEC SENIOR Q S
187 SRINIVAS YARAMADA B.TECH. CIVIL NAKHEEL COMMERCIAL MANAGER
M.SC. CONSTRUCTION
188 SRINIVASA RAO GOC PM
PROJECT MANAGEMENT
189 SRIVALSAN SUNDARAM B.TECH CIVIL HYDER QS
190 SUBBARAMAN SUDHAKAR B.E. NAKHEEL SENIOR Q S
191 SUDHEER EDAMANA B.TECH. CIVIL, ACIARB, MRICS DAMAC PROPERTIES SENIOR Q S
192 SUJATHA KIRUPANANDAN DCE AL REYAMI SENIOR Q S
193 SUNDAR RAMAN B.E (CIVIL), AACEI, CCE, ACIARB DUTCO BALFOUR BEATTY L.L.C QS
194 SURESH KUMAR A C B.TECH (CIVIL), CCE ERC CONTRACTS ENGINEER
195 SURESH SUBRAMANI B.E., CCE, M.SC. NATIONAL WHEEL J&P LLC PQS
196 SYED ASLAM BE CIVIL, MICES DUTCO BALFOUR BEATTY LLC COMMERCIAL MANAGER
197 SYED HABEEB ASHRAF ALI B.E. (ELECT) KHATIB & ALAMI SITE QS
IIQS / 88
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Member's Directory

198 THIAGU. K B.E. CIVIL WAC QS
199 TITTY JACOB B.TECH DUTCO BALFOUR BEATTY LLC PQS
200 U.S. JOHN RUSSEL B.E. (CIVIL) AL FARIDA INVESTMENTS CO. COMMERCIAL MANAGER
201 V. B. MADHU BABU B.SC. (HON) ACC SENIOR Q S
202 V. HARILAL DIP.(CIVIL) ARABTEC SENIOR Q S
203 VARUGHESE MATHEW FRICS, FCIOB, MCIARB AL FARAA GROUP COMMERCIAL HEAD
204 VENKATA RAGHAVAN RAMADURAI B.E. (CIVIL), LLM VOLTAS LIMITED COMMERCIAL MANAGER
VENKATESAN
205 B.E. AL FARAA SR. ESTIMATION ENG
SANTHANAKRISHNAN
206 VENKATESH BABU BHATHE MSC (CPM) SNC LAVALIN DY. MGR PCC
207 VIJAY SINGH B.E. CIVIL ARABTEC SENIOR Q S
VIJAYA KUMAR ABU DHABI, SEWERAGE SENIOR
208 B.TECH CIVIL, CCE SERVICES COMPANY
MADHAVAN GOPALAN CONTRACTS ENGINEER
209 VILAS CHANDRAN B. TECH CIVIL ERC ESTIMATOR
210 VILAS. A. DESHMUKH M.SC. PARSONS PROJECT Q S
211 VINOD MAMMEN B.E. (CIVIL), MBA ARABIAN CONSTRUCTION COMPANY PROJECT Q S
212 VINOD VASUDEVAN PILLAI B.E.(CIVIL) EMIRATES ROADS CONTRACTING ESTIMATION ENGINEER
213 VINU BABU BTECH CIVIL DECO EMIRATES ESTIMATOR
214 VIPIN KOYOTHI POOROLIL B.SC. QS, MRICS AECOM SENIOR Q S
Rekha Swathi IIQS Membership Development

Manager and Pavan Mamidi IIQS Treasurer
89/ IIQS
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Global Composites , Ras al Khaimah – An organization which ensures
Product offerings with Right Value Proposition
Trend setter and specialized fabricator, supplier and installer of the GRP and GRC products.
GRP – Cladding , Shelter , Kiosks, Swimming Pools , Sectional Water Tanks ,Shower Trays
Cabinets , Enclosures , Poles , Cable Trays, Cable Ladders, Canopies , Shower Trays , Gratings
Cooling Tower Profiles , GRC - Claddings, Dome, Cornice, Screens, Panels, Handrails, Balustrade, Planter Box, Pergola
Competent technical team

Well trained installation team
Optimized product offerings for complex design requirements
Tel: +971 7 2435237; Fax: +971 7 2435239 E-Mail: info@global-composite.com;Web: www.global-composite.com
Book.indd 90 4/21/13 9:24 PM

Book.indd 91 4/21/13 9:25 PM
2013 IIQS
Global Recognition
International
IIQS members have achieved various International awards from the reputable organizations for their commitment
and their outstanding contribution towards the society and Quantity Surveying Profession. IIQS is proud to share
our pleasure and congratulating all the members, who have devoted so much of their personal and professional
time towards the success of IIQS.
Ramesh Palikila - Best Counsellor Award (2012) Dharmendar Paradasani - Best Assessor Award (2012)
Sinimol Noushad - Young Assessor Award (2012) Sajeeth Sidharthan – Best Mentor Award (2011)
IIQS / 92
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2013 IIQS
Members Achievements
Binu Varghese has been re-
Vaibhav Satpute with cently awarded as Doctorate in
Certificate in Mentoring’ Business Administration (DBA)
accredited by BYST - from Liverpool John Moores Uni-
City & Guilds, London. versity, for the Subject of “
Implementing Effective Strategic
Management in the Construc-
tion Industry in Qatar”.
During the CPD events, IIQS recognizes the dedication and the hard work of members who upgrade their
professional qualifications or achieve membership of prestigious global bodies
93 / IIQS
Book.indd 93 4/21/13 9:25 PM
The Australian Institute of
Quantity Surveyors (AIQS) is
the largest dedicated
With Best Compliments
Professional
body for QS’ and your link to
the Industry. Through its
leadership, standards and
code of ethics, it ensures
that practicing Quantity
Surveyors are dedicated to
maintaining the highest
standards THE
of professional excellence
MIDDLE EAST
For Membership Queries please contact:
FACTORY
SANGEETA LUTHRIA, MEMBERSHIP AND EVENTS MANAGER
M : + 97150 7580 221
E: sluthira@aiqs.com.au, W: www.aiqs.com.au
With Best Compliments

from
SIGMA ENGINEERING
Book.indd 94 4/21/13 9:25 PM

Van Oord is a leading international contractor specialising in dredging, marine engineering and offshore projects (oil, gas and wind).
We are an innovative partner for our clients and, for over than one hundred years, have been helping to create the infrastructure for the
world of tomorrow.
Van Oord is a Dutch-based, independent family business which is characterized by visible leadership, long-term vision and a sound
financial position.
Marine ingenuity is what sets Van Oord apart. In just two words, we show in the clearest possible terms what we do, how we do it, and
what makes us different. A passionate, smart, shrewd, international marine contractor – that is how we see ourselves. We find innovative
solutions designed to meet our clients’ and business partners’ challenges.
The growing world population needs more space and the demand for energy is rising constantly Increasing world trade requires more
and better port facilities and climate change is threatening coastal areas. Van Oord provides innovative solutions for worldwide mari-
time challenges, both now and in the future.
MARITIME ENTREPRENEURSHIP
Today, Van Oord is one of the largest dredging and marine contractors in the world but our origins lie in the maritime tradition of the
Netherlands and its struggle against the water. We encourage all our employees to adopt an entrepreneurial attitude. In this way, we
achieve our shared ambition to meet the needs of our clients all over the world.
PROFESSIONALISM AND INGENUITY

Marine engineering is a high-tech industry. Substantial investments in people and equipment are made with great care to ensure the
continuity of our business. Our staff, approximately 4,500 in total, are committed, entrepreneurial professionals who are passionate
about water and technology. They know the importance of cooperation in achieving the best possible result. By being open and hon-
est, they build on mutual trust and respect. Their professionalism and dedication give our company the firm foundations it requires for
steady growth. Teamwork is the key.
VAN OORD IN THE MIDDLE EAST

Van Oord is a well-known name in the Middle East. Its first project was the construction of the Mina Saqr Port at Ras Al Khaimah, UAE
in 1976. Since then, Van Oord has established offices
in almost all countries around the Gulf (Qatar, Bahrain, Kuwait, Saudi Arabia, Iraq, Jordan, Abu Dhabi and Dubai) and has been
awarded numerous dredging and marine projects throughout
the Middle East. The company has been working virtually non-stop in Dubai since 2001. Projects such as the construction of the islands
Palm Jumeirah and The World Islands, the harbour development in Mina Zeyahi, the land reclamation for Dubai Maritime City and the
reclamation of various beaches were realised by Van Oord.
VAN OORD’S NEW PROJECT IN DUBAI

With the client Meraas Development LLC, Van Oord is engaged in the construction of the artificial Island Jumana Island. The Island is
located 500 metres off the coast and will be used for urban development. A bridge will connect the island to the coast. Project execution
has already commenced and a new landmark will be completed by end of 2013.
95/ IIQS
Book.indd 95 4/21/13 9:25 PM
IIQS
My as-
2013 IIQS sociation with IIQS has
been more than 3 years . After
having attended several CPD’s of IIQS in
Testimonials
Dubai and India ,I am of the opinion that the
vision of IIQS is very farfetched and is focusing on
the overall professional growth of individuals associ-
ated in the fields of Cost/Contracts/Quantity surveying
and Project Management. It was a welcome surprise by
me to see that their focus is also on personality develop-
ment and confidence building sessions which provides
an edge in today’s competitive world.
Guidance, platform and Saleem Z Merchant, Sr.Manager (Operations-
opportunity are essentials for any Procurement), Mumbai International
professional to enhance their knowledge- Airport Pvt Ltd
and develop their career. We find these pre Mumbai Chapter
requisites in IIQS. IIQS engages in the philosophy
of sharing knowledge, and today it embarks a
new journey of starting a magazine for the benefit
of members, another platform and another opportunity Despite tremendous growth in Indian
!my best wishes for the IIQS Committee for taking construction sector, there is a lack of skills development
forward their vision into a new dimension and trainings avenues for fresh and mid level professionals in com-
mercial management of projects. Indian Institute of Quantity Surveyors,
Sai Prasad, Commercial Manager, NPC- a non for profit organization, definitely stands out in this domain. Apart from
Arabtec JV being lead by industry veterans who have decades of experience in delivering
world class infrastructure projects, it encourages and implements struc-
tured learning through their regular CPD events.
Vishal Shaha Mumbai Chapter
“One who
has walked the path and
is now sharing the journey, eases the
“Time well spent is of great value, and the way we spend it defines path that individuals walk” is one of the defini-
who we are. My membership with IIQS allows the perfect balance. IIQS is tions of the word “Guru” has given in our scriptures.
very fertile ground with an invaluable source of information and conduit for IIQS is truly ‘The Guru’ to the Indian professionals who are
discussion. IIQS encourages professionals learning through its conferences, practicing in the field of Quantity Surveying. It is the mentor
workshops, and publications.” Imran Gadiman, MEP QS, Samko Interna- for the Surveyors to achieve the professional competency as
tional Co.W.L.L. well as a good platform for sharing their hand on experiences and
Qatar Chapter knowledge. Here we grow together as a Team. Thanking IIQS for
the immense support and motivation you are imparting to us. Also
thanking to all the key personnel in IIQS for their well dedicated
and untiring efforts which keeps the IIQS flag fly high. I’m proud
to be part of this wonderful team of professionals and wish
all the very best for its future endeavors.
Manju Sreenath, Quantity Surveyor, KEO Interna-
tional Consultants.
Kuwait Chapter
I attended first IIQS CPD Event

in December 2012; the event was all about
FIDIC and comparison with Local Practice & contrac-
tual disputes. Essentially support me in my current role as
well as helping with career progression.
SAQIB ZAFAR, MANAGER Q.S, SYSTRA CONSULTING INDIA

PVT LTD.
DELHI Chapter
IIQS / 96
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“By
joining the IIQS, we get
to meet other colleagues to share
our ideas and improve our knowledge,
making and amending its way to finally
2013 IIQS
meet up in mighty ocean of knowledge. IIQS’ “We in
continuous efforts for our development in the field our culture have always been
of quantity surveying by mentoring the making op- told our beliefs as stories of experiences
portunity to learn through CPD’s are commendable. faced by our eldest ancestors and the same has
These CPDs help us to sharpen our skills and provide been penned down to be read today as scriptures, which
us the motivation to make an effort to achieve explains to us the importance of experience”, and what better
milestones in our career. a way towards achieving the prime motto of Continuous Profes-
Jyostna Polisetty, Quantity Surveyor, sional Development than having the best and most experienced in the
Langdon-Seah Cost Consultants industry coming forward to share their experience, so as such to alert us
Hyderabad Chapter on avoiding the same mistakes which they might have made or come
across during the beginning of their respective careers and on what
best methods can be adopted towards proper control of a project
from a Quantity Surveyors point of view.
Rohit Kamaraju,
Hyderabad, Chapter
“I
started my career plan
of becoming member of RICS from
UK, however it was tough to work towards
it. In 2010 I got to know about IIQS and especially
It gives me
Ramesh in Dubai where he was conducting training
immense pleasure to be part
seminars for APC aspirants like me. The trainings were
of Indian Institute of Quantity Surveyors in
conducted in very professional manner and it resulted in
Bangalore to contribute to the growth of IIQS mission. I
successful passing of APC by not only me but also for other
have been impressed by IIQS team trying to spread awareness
dozen of candidates who got trained in IIQS. I am really
and importance of quantity surveying profession in - India. The
grateful to IIQS which is still helping the other candidates
motto of IIQS ‘lighted to learn’ removes the darkness by creating a
in this profession.”
platform for knowledge exchange and continuous professional lifelong
Avinash Gaikwad, HEAD OF CONTRACTS MAN-
learning where the construction industry professionals benefit out of it and
AGEMENT, THALES SECURITY SYSTEMS.
give their contribution to the rising India. I would like to thank to allIIQS
Qatar Chapter OK
members for their dedicated support & motivation for the QS profes-
sionals in - India
Anand Kumar, Senior Commercial Manager, United Estates
Group,
Bangalore Chapter
I would
like to express my sincere
gratitude to IIQS for giving me a lot of
opportunity to be in contact with profes- I have
sionals working in the same field after being been associated with the
associated since 2010. The wonderful seminars and Indian Institute -of Quantity Surveyors
workshops provided me with the confidence and savvy since the past 6 years and have seen it grow in
to utilize it in my career. strength and activities since then.
It has spread its wings into various cities in the motherland and
Nias Abdul Sathar, QS Manager, Al other areas in the GCC, and I hope to see it grow into an internation-
Shafar General Contracting Co. LLC ally recognized organization with members from all corners of the
UAE Chapter. globe. I also wish to see it bring some of the international best practices
of construction economics to the Indian construction scene.
I salute the tireless efforts of members devoting their personal time
to bring the organization to its current position, and cannot help
mentioning the energy and zeal of Ramesh Pallikalla, who is a major
contributor to the current success of the organization.
Mr.Mahesh Butani. MSc (QS) Contracts Manager, Idroesse
Infrastructure LLC.
Abu Dhabi Chapter
97 / IIQS
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2013 IIQS
Magazine and Event Team

Wow! the magazine and event team has
finally made it! A nostalgic memory of the team working their way
forward to ensure that the magazine
‘IIQS Annual Insight 2013’ and the event ‘IIQS Regale’
are unfolded on 26th April 2013 in a grand way.
Thanks to all supporters and sponsors.
Magazine Team
Event Team
IIQS / 98
Book.indd 98 4/21/13 9:25 PM

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www.iiqsglobal.

INTEGRITY INNOVATION ACCOUNTABILITY 1 / IIQS

We truly hope that our readers enjoy our humble effort.

Sinimol Noushad,BTech, MBA, MRICS, MIS

Book.indd 4 4/21/13 9:03 PM

VISION / MISSION /MOTTO.................................................................................................................................(15)

IIQS GLOBAL BOARD OF DIRECTORS..............................................................................................................(19)

IIQS UAE MEMBER COUNCILS...........................................................................................................................(20)

IIQS MEMBER COUNCILS INDIA AND QATAR.......................................................................................(21-23)

OUR VISION FOR NEXT 5 YEARS.......................................................................................................................(25)

CONTINUING PROFESSIONAL DEVELOPMENT (CPD)........................................................................(27-31)

IIQS MATRIX EVENTS.....................................................................................................................................(33-37)

NETWORKING JOB OPPORTUNITIES........................................................................................................(38-39)

OUTDOOR FAMILY EVENT 2012..................................................................................................................(40-41)

FAMILY DINNER 2012......................................................................................................................................(42-43)

IIQS – INDOOR CRICKET 2012.....................................................................................................................(44-45)

CO, OPERATIVE AGREEMENT WITH AIQS ...................................................................................................(47)

MEMBERS ACHIEVEMENTS ...............................................................................................................................(93)

TESTIMONIALS FROM IIQS GLOBAL MEMBERS....................................................................................(96-97)

MAGAZINE AND EVENT COMMITTEE...........................................................................................................(98)

Greetings to one and all,

MR. VARUGHESE MATHEW

Indian engineers and

Prof. Indrawansa Samaratunga

order to keep its

ARABIAN ENGINEERING AND FABRICATION

Book.indd 14 4/21/13 9:04 PM

 Utility pipe lines & Road Infrastructure works

The name synonymous to quality engineering in:

nymous to quality engineering in:

IIQS GLOBAL BOARD OF DIRECTORS

Front Row Left to Right

UAE Member Council 2012

Front Row Left to Right

UAE Member Council 2013

Front Row Left to Right

Delhi Member Council Mumbai Member Council

DubaiAbu Dhabi Qatar

Sage Global Engineering LLC is one of the leading companies engaged in

We Specialise in Sewerage and Drainage Pipeline, Water pipelines and

Aspiring for continuous improvement and customer satisfaction the compa-

Book.indd 22 4/21/13 9:09 PM

Hydrabad Member Council

team. IIQS Hyderabad MC will do some more developments

Qatar Member Council

Our vision for next 5 years is:

To create awareness of Quantity Surveying profession in India

To create awareness in Engineering colleges in India that they need to

start the degree courses in Quantity Surveying

To ensure that we continue to organize CPD activities for our members

with the full directory of our members.

To certify our members with appropriate membership grades such as MI-

IQS, CIIQS, FIIQS etc.

is being ensured by including ethics as one of the mandatory competencies

for achieving the membership grade.

Most importantly, to give back to the society by engaging in some charity

Book.indd 26 4/21/13 9:09 PM

IIQS Annual General

CPD EVENTS 2012 & 2013

CPD In Dubai & AbuDhabi

Book.indd 32 4/21/13 9:14 PM

IIQS Matrix Events

VISION OF IIQS MATRIX EVENTS: