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At a glance - The FIDIC Strategic Plan

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2020–2024
8At2020a glance
/

–2024
- The FIDIC Strategic Plan

Facilita�ng improvement and

Addressing global challenges

Providing the nexus for all
Being industry's credible

growth in business
stakeholders
global voice
Industry
FIDIC

MA
Current Timelines and targets
Impact FIDIC Priori�es performance
Goal - Service delivery
2020-21
01 Set up funding models for the new regional en��es ✔ ✔✔ ✔ ✔ ✔

Being industry's credible global voice

Facilitating improvement and growth

Total team to consist of 4 individuals

FIDIC Strategic plan 2020 - 2024

2020-21
02 Help to solidify rela�onship with MDB/MAs – co loca�on opportuni�es ✔ ✔✔ ✔ ✔ ✔

Addressing global challenges

Expand official/contractual rela�ons by 3 per year

Providing the nexus for all

Con�nue to develop FIDICs range of conferences and awards including u�lising more 2020-21
03 remote tools and technology ✔✔ ✔ ✔ ✔ ✔ Explore and pilot regional awards, reduce the unit
cost of conference delivery by 20%

stakeholders
Develop the branding approach for the various regions/en��es and create corporate 2020-21

in business
04 subsidiaries for the regions ✔ ✔✔ ✔ ✔ ✔
Industry
Africa & Asia – 2020-2021, North America – 2021-
2022, Middle East – 2022-2023
FIDIC

MA
2020-21
05 Refine affiliate membership offering and develop a full sponsorship pack ✔Impact
✔ ✔ ✔ Current Increase revenueTimelines
by 50% inand
these areas by 2024
FIDIC Priorities targets
performance

Goal - Secretariat and regionalisation

2020-21
01 Establish teams for FIDIC China and Credentialling ✔ ✔ ✔
Being industry's credible global voice

Facilitating improvement and growth

Total team to consist of 4 individuals

FIDIC Strategic plan 2020 - 2024

2021-22
02 CFO / Strategic training director ✔ ✔ ✔
Addressing global challenges
Bolster financial capacity given new entities
Providing the nexus for all

2020-23
03 Improve internal training on existing and new systems ✔ ✔ Capacity building and improving productivity
stakeholders

2020
in business

04 Review and establish insurance policies ✔ ✔ Ensure the secretariat is appropriately covered for risk
Industry

and revised strategic activites

FIDIC

MA

2020-23
05 Secretariat established for region ✔Impact
✔✔ ✔ ✔ ✔ Current Create trial regional secretariat and roll out plan
FIDIC Priorities Timelines and targets
performance

Goal - Integrity
2020
01 Improve governance to ensure resilience ✔ ✔ ✔
Being industry's credible global voice

Facilitating improvement and growth

Across all entities both existing and new

2020
Addressing global challenges

02 Publish transparent conflicts on FIDIC website of board and committees

FIDIC Strategic plan 2020 - 2024 ✔ ✔✔ ✔ ✔ Transparency to FIDICs members is important to
Providing the nexus for all

maintain integrity
2020
03 MA declarations available on FIDIC website ✔ ✔ ✔ Transparency to FIDICs members is important to
maintain integrity
stakeholders

2020-21
in business

04 Promote and communicate the various codes of ethics ✔ ✔✔ ✔ Whilst visibility of these has been improved more
Industry

could be done
FIDIC

MA

Producing a standard training resource that is bolted onto all credentialing 2020
05 programmes to ensure integrity of FIDIC materials ✔Impact
✔ ✔ ✔ ✔
FIDIC Priorities
✔ Current Ensuring the integrity of materials is important to
Timelines and targets
performance maintain FIDICs reputation

Goal - Contracts
2021-22
Renew FIDICs publication sales system for online purchases including renewing the
01 model of how contracts are purchased ✔ ✔ ✔ Improve usability, online sales and future proof
Being industry's credible global voice

Facilitating improvement and growth

material and contracts

2020-23
FIDIC Strategic plan 2020 - 2024
Addressing global challenges

02 Develop contract support services such as training only version, advice etc ✔ ✔✔ ✔ ✔ Training – 2021, Commercial advice – 2022, Hotline -
Providing the nexus for all

2023

2020-23
03 Develop new contracts 2020 – 2023 including PPP,PFI, operational etc ✔✔ ✔ ✔ ✔ Aim to deliver at least 2 new books per year
stakeholders

in business

04 Continue to expand current MDB/MAs agreements 20-2024

✔✔ ✔ ✔
Industry

Expand official/contractual relations by 3 per year

FIDIC

MA

2021-2022
05 Expand contract training and adjudication lists ✔Impact
✔ ✔ ✔ Current
Aim to hit 80 individuals
Timelinesonand
both lists
targets
FIDIC Priorities
performance

Goal - Credentialing
2020
01 Establish the task groups ✔✔ ✔ ✔ Have all spaces on task groups filled

2020
02 Put in place code of practice ✔ ✔ ✔ To ensure the integrity of operations in the future

Establish the materials required for credentialing and create a high standard across 2020-21
03 materials ✔✔ ✔ ✔ Branded, updated and reviewed by relevant task
groups
Support expanded adjudicator and trainers list using the new credentialing vehicle 2020-21
04 with certified engineer status ✔✔ ✔ ✔ Aim to establish and be transparent

2020-23
05 Establish strategic partnerships to support delivery of services ✔ ✔✔ ✔ ✔ ✔ ✔ E.g. universities

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At a glance - The FIDIC Strategic Plan
/

2020 –2024

Being industry's credible global voice

growth
and and

challenges
FIDIC Strategic plan 2020 - 2024

all all

globalchallenges
improvement
Being industry's credible

forfor

Facilita�ngimprovement
nexus

in business
thenexus

Addressing global
stakeholders
global voice

Providing the
stakeholders

Addressing
business
Facilitating
Providing
Industry

growth
Industry
FIDIC
FIDIC

MA
MA

in
Current
Current
Timelines
Timelines and targets
Impact
Impact FIDIC
FIDICPriori�es
Priorities
performance
performance
and targets

Goal - Service
FCCE and China
delivery
Develop business plans and set up the required systems for operation and 2020-21
01 Set up funding models for the new regional en��es ✔ ✔✔ ✔ ✔ ✔

Being industry's credible global voice

Facilitating improvement and growth

separation and establish KPIs for performance Operational
Total team toand appointing
consist staff by 2021
of 4 individuals

2020-21
FIDIC Strategic plan 2020 - 2024
Complete the first pilot programme and create an envelope for future 2020-21

Addressing global challenges

02 Help to solidify rela�onship with MDB/MAs – co loca�on opportuni�es
pilots/schemes ✔ ✔✔ ✔ ✔ ✔ ✔ Pilot plan run and successful to expand beyond China
Expand official/contractual rela�ons by 3 per year

Providing the nexus for all

by 2023
Collect thetomoney
Con�nue that
develop is due
FIDICs on current
range programmes
of conferences and ensure
and awards thereu�lising
including is a more 2020-21
2020-23
03 remote
mechanism
toolstoand
connect individuals with the new structure
technology ✔✔✔ ✔ ✔ ✔ ✔ Explore and pilot regional awards, reduce the unit
Aim for collection rate >95%, retention >90%
cost of conference delivery by 20%

stakeholders
relationships
Develop the with strategic
branding approach partners
for the and
various universities toand
regions/en��es helpcreate
the FCCE
corporate 2020-21

in business
04 subsidiaries 2020-23
programme forexpand out of China
the regions ✔ ✔✔ ✔ ✔ ✔Industry
✔ Africa & Asia – 2020-2021, North America – 2021-
Aim to add 2 strategic partners per year
2022, Middle East – 2022-2023
FIDIC

MA
2020-22
2020-21
05 Refine
Establish up to membership
affiliate date models of delivery
offering and(LMS, remote
develop a fulletc) and training
sponsorship material
pack ✔Impact
✔✔ FIDIC Priorities
✔ ✔ Current All training material consistent and available via the
Increase revenueTimelines
by 50% inand targets
these areas by 2024
performance platforms chosen

Goal - Sustainability
2020-21
01 Develop an advocacy strategy that includes sustainability and the SDGs ✔✔ ✔ ✔ ✔ ✔
Being industry's credible global voice

Facilitating improvement and growth

Built into revised SOW programme

FIDIC Strategic plan 2020 - 2024

Leverage new ToR, ensure committee attendance and quality and engage 2020-23
02 committees with external bodies to improve outputs ✔✔ ✔ ✔ ✔ ✔
Addressing global challenges
2 Outputs from each committee a year
Providing the nexus for all

2020-23
03 Establish improved positions and engagement with key stakeholders ✔✔ ✔ ✔ ✔ Develop policy stakeholder list and engagement
strategy
stakeholders

Produce documents which link FIDIC activities to SDGs and utilise the new 2020-23
in business

04 sustainability committee into activities and communication ✔ ✔ ✔ SDG activity register in place and engagement with
Industry

new committee in activities

FIDIC

MA

2020-23
05 Form a high level CEO forum and supporting activity ✔✔ ✔ ✔ ✔ Current CEO forum established andand
growing
Impact
FIDIC Priorities Timelines targets
performance

Goal - Technology
CRM, CMS, Communications, finance and support technology to be reviewed with
01 delivery, reporting and tracking to be improved
2020-23
✔ ✔ Enable FIDIC to better serve and respond to customer
Being industry's credible global voice

Facilitating improvement and growth

enquiries – measured through member survey

2020-21
FIDIC Strategic plan 2020 - 2024
Addressing global challenges

02 Implement improved online and education and training systems ✔✔ ✔ ✔ Enable more remote training and renew the FIDIC
Providing the nexus for all

training model and pricing

Digital platforms are an opportunity to deliver the product at a lower marginal cost 2021-24
03 look at how this can be utilised with activities such as GKP, FL etc ✔ ✔ Apps, InfraGlobal, Collaborate on options and explore
machine readable devices and Blockchain
stakeholders

Expand systems to run operations e.g. SharePoint, websites, 2021-2022

in business

04 recertification/assessment etc for new entities ✔ ✔ ✔ Trainers – 2020, Adjudicators & Consulting engineer –
Industry

2021, Future leaders & Contract managers – 2021-22

FIDIC

MA

Develop a strategic plan once current planned improvements are in place to ensure 2022-24
05 FIDIC remains up to date and resilient to market conditions and risks ✔Impact ✔ Current
Plan established Timelines
and signedand
off targets
by board
FIDIC Priorities
performance

Goal - Quality
2020-21
Implement standard processes for FIDIC activities using key systems such as the
01 CRM, CMS ESP, etc ✔ ✔✔ ✔ ✔ ✔ Systems able to share information and automated
Being industry's credible global voice

Facilitating improvement and growth

where possible

FIDIC Strategic plan 2020 - 2024 2020

Addressing global challenges

02 Risk register established ✔ ✔✔ ✔

Providing the nexus for all

Risk register for activity in place

Communication and social media activity improved to ensure consistency and 2020
03 quality ✔ ✔✔ ✔ ✔ ✔ ✔ Standard stats/KPIs established, designs standardised
and increase social media activity by 50%
stakeholders

Establish codes of conduct for processes such as trainers, adjudicators to provide

in business

04 transparency and ensure quality 2020-22

✔✔ ✔ ✔ ✔
Industry

Website updated with process across FIDIC activity

FIDIC

MA

Changes to statutes to remove blockers and allow for improved processes and digital 2020
05 technology ✔Impact FIDIC Priorities ✔ Current
Revised statutesTimelines
ratified and targets
performance

Goal - CEO Club and advocacy

2020-22
01 Develop programme for the CEO forum and advocacy ✔✔ ✔ ✔ ✔ ✔ CEO Forum and strategy established

Resource and investment approval from FIDIC board with a view to recruitment for 2021
02 delivery of CEO Forum ✔ ✔ ✔ ✔ ✔ Support staff in place

Develop a standing list and set of stakeholder relationships to help provide thought 2021-23
03 leadership at the CEO level globally ✔ ✔✔ ✔ ✔ ✔ ✔ List establish and outputs delivered at global CEO level

Helps to monitor industry issues and trends and further develop the Infrastructure 2020-21
04 Global platform ✔✔ ✔ ✔ Annual or Quarterly industry tracker to be developed
and IG to have 2000 subscribers by 2024

Link CEO Forum to existing CEO activities at the FIDIC annual conference such as the 2021-23
05 CEO luncheon ✔ ✔ ✔ ✔ ✔ Leverage all high level activities and link programmes

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