Sharif Alnaqeeb

In construction projects, the Golden Principle of unified risk language is essential. In the complex world of construction and infrastructure, disputes rarely stem from bad intentions. They emerge from fragmented communication, where lawyers, engineers, and commercial teams interpret the same clause through different professional lenses. This misalignment turns manageable issues into major claims. The truth is simple yet transformative: all project disciplines must speak the same risk language from day one. 1. Build on FIDIC’s Cooperative Vision The FIDIC 2017 suite redefined contractual collaboration—not as a soft skill but as a binding obligation. Sub-Clause 1.13 (Compliance and Good Faith) and Clause 20 (Claims and Disputes) enforce transparency, shared accountability, and early engagement. Sub-Clause 8.3 (Programme) obliges contractors to forecast and communicate risk proactively. The FIDIC White Book 2017 extends this cooperation to consultants through Clause 2.3 and Appendix E—ensuring alignment between technical, legal, and commercial expectations. The FIDIC Golden Principles GP3 and GP5 further reinforce this: risk must be clearly allocated, fairly shared, and managed through cooperation toward the contract’s intended purpose. When implemented correctly, these clauses replace conflict with clarity and transform projects into unified ecosystems. 2. Turn Clauses into Collaboration At Alnaqeeb & Co Law Firm, global project experience shows that legal excellence alone is not enough. Success stems from structured early collaboration among all project disciplines—a process that bridges contract theory with operational practice. In these early multidisciplinary risk workshops, we’ve seen exceptional results when: Engineers define technical and performance risks with measurable indicators. Lawyers articulate notice, liability, and compliance frameworks in practical terms. Commercial professionals map cash flow and exposure metrics. The result is tangible alignment—abstract clauses translated into day-to-day accountability. Our clients report fewer variations, faster approvals, and more predictable financial performance. Collaboration transforms compliance into performance. 3. Learn from International Arbitration International arbitral tribunals under ICC and CIArb consistently commend parties who demonstrate early risk integration. During hearings, tribunals often perceive documented, cross-functional risk workshops as indicators of good faith and competent contract management. Integrated planning supports Article 22 of the ICC Rules, which mandates efficient case management and encourages proactive resolution. Case precedents show that coordinated teams are statistically less likely to face prolonged arbitration and more likely to achieve amicable settlement or DAAB relief. The message is clear: when you cooperate early, you protect both your position and reputation. 4. Implementing the Golden Principle Turning FIDIC’s philosophy into measurable results requires consistent systems. Consider these five pivotal actions: Form a multidisciplinary risk committee before contract award. Conduct structured risk identification and communication workshops. Adopt FIDIC White Book methodologies linking consultants to risk ownership. Activate DAAB mechanisms (FIDIC Clause 21) for early issue management. Maintain a dynamic risk register—reviewed monthly and tied to project KPIs. Each action transforms abstract cooperation into empirical project success. Clients that embed these protocols report 20–30% fewer disputes and significantly improved schedule adherence. 5. The Alnaqeeb & Co Approach Alnaqeeb & Co Law Firm integrates legal precision, technical insight, and commercial strategy to deliver preventive legal solutions. Our FIDIC specialists, contract managers, and arbitration counsel provide full lifecycle support—spanning contract drafting, negotiation, risk workshops, and dispute resolution under FIDIC, NEC, and EPC frameworks. With representation before ICC, LCIA, and CIArb tribunals, we help clients adopt structures that reduce exposure and convert legal strength into operational advantage. Our guiding formula is simple and proven: Prevent. Protect. Resolve. Prevention through collaboration. Protection through clarity. Resolution through strategy. When engineers, lawyers, and commercial leaders begin a project unified under the same risk language, they embody not just FIDIC’s vision—but the future of construction law itself to achieve the project success. Unified risk management isn’t administrative — it’s strategic. It protects time, cost, and trust.

In every complex infrastructure or construction project, success depends not only on technical excellence but on how well risks are understood, shared, and managed among all parties. Yet, many organizations still manage risks in silos—where lawyers focus on liability, engineers focus on design or performance, and commercial teams focus on cost. This fragmented approach creates gaps that often evolve into disputes, claims, or even arbitration. At Alnaqeeb & Co Law Firm (https://alnaqeeblaw.com/), we believe that true dispute avoidance begins long before any contract is signed—at the stage where teams from every discipline sit together, speak the same “risk language,” and apply the principles embedded in FIDIC’s Golden Principles and White Book (FIDIC Client/Consultant Model Services Agreement). — 1. The Power of Integrated Risk Thinking FIDIC 2017 emphasizes the importance of collaborative risk management as a cornerstone of effective project delivery. Clause 3 of the Golden Principles clearly reminds contracting parties that the allocation of risk must be fair, clear, and consistent with FIDIC’s balanced philosophy. In simple terms: risks should rest with the party best able to manage them. When lawyers, engineers, and commercial managers operate separately, critical risk intersections are often missed—design responsibility overlaps, undefined scope, unclear notice procedures, or conflicting timelines. But when these professionals collaborate early, they can identify these “hidden disputes” before they materialize. This is precisely where the White Book complements FIDIC’s construction contracts. It promotes clarity between clients and consultants on deliverables, responsibilities, and professional liability. When aligned with FIDIC Red or Yellow Books, it helps ensure that both employer and consultant share a coherent understanding of risks from design through execution. — 2. Early Risk Workshops: A Practical FIDIC-Based Tool A highly effective step—endorsed by leading practitioners and increasingly encouraged in international projects—is to conduct multidisciplinary risk workshops early in the procurement or pre-contract phase. During these sessions, legal advisors, engineers, procurement managers, and project executives jointly analyze contractual clauses, risk registers, and potential trigger events (such as delays, design variations, or unforeseen site conditions). The objective is not just to assign responsibility, but to develop shared awareness of how risks are contractually managed under FIDIC’s framework. This approach is not theoretical. Several ICC arbitral awards and project management reports have shown that early integrated risk coordination significantly reduces claims and arbitration referrals. When each team understands how its decisions affect other stakeholders, the result is smoother performance, fewer notices of dispute, and stronger compliance with FIDIC’s dispute-avoidance philosophy. — 3. FIDIC’s Golden Principles: The Foundation of Fair Contracts FIDIC’s five Golden Principles serve as a moral and operational compass for drafting fair and transparent contracts. In the context of risk alignment, Principle 3—which states that “risk should be allocated to the party best able to manage it”—is particularly crucial. When drafting or negotiating contracts, Alnaqeeb & Co Law Firm applies these principles as part of its Contract Risk Alignment Framework, ensuring that the contract remains true to FIDIC’s intent and enforceable under international arbitration standards such as the ICC Arbitration Rules. For instance: Under the FIDIC Red Book, the Employer retains risks related to site conditions and approvals, while the Contractor handles execution risks. Under the FIDIC Yellow Book, design responsibility shifts to the Contractor, demanding stronger coordination between technical and legal advisors. The White Book, often overlooked, provides the contractual backbone for consultant services, ensuring that design liability and intellectual property are properly allocated and insured. When all disciplines participate in these allocations together, the resulting contract becomes not only balanced but operationally realistic—reducing the chances of misinterpretation, conflict, or costly arbitration later on. — 4. The Role of the Legal Team: Translating Risk into Clarity Lawyers play a pivotal role in translating technical and commercial risks into clear contractual language. Too often, contracts include technical obligations that are legally ambiguous, or risk clauses that contradict commercial incentives. A well-integrated legal counsel ensures that: Each contractual clause reflects practical risk ownership. FIDIC procedures (such as Clause 20: Claims, Clause 21: Dispute Avoidance/Adjudication Board) are embedded clearly. Notice periods, documentation requirements, and change procedures are aligned with operational workflows. At Alnaqeeb & Co, our legal teams work directly with engineers and project managers during contract negotiation and execution stages. This ensures that every word in the contract reflects how the project will actually be managed, not just what’s written on paper. — 5. Commercial & Engineering Collaboration: The Missing Link From a commercial perspective, understanding risk is essential for accurate pricing, procurement strategy, and cash-flow management. Similarly, engineers must comprehend how contractual risk allocation influences design obligations and technical compliance. In a traditional setting, these insights remain siloed. The commercial team might price a contract without fully appreciating the implications of FIDIC’s liability or delay clauses. Meanwhile, engineers may design without considering contractual limits of responsibility. This disconnect creates tension and, ultimately, disputes. By contrast, integrated risk workshops foster a shared vocabulary where each discipline understands how the other views risk. Engineers begin to appreciate legal notice requirements; lawyers gain insight into design constraints; and commercial teams understand the triggers that could lead to variations or claims. The outcome? Fewer conflicts, better decision-making, and a unified project delivery mindset—exactly what FIDIC envisioned when it embedded the Golden Principles in its latest editions. — 6. From Risk Awareness to Dispute Avoidance FIDIC’s philosophy has always been rooted in dispute avoidance rather than dispute resolution. The creation of the Dispute Avoidance/Adjudication Board (DAAB) mechanism in FIDIC 2017 reflects this evolution. However, the DAAB is only effective if parties adopt a proactive risk culture from the outset. Interdisciplinary risk coordination transforms the DAAB from a reactive tool into a preventive one. When risks are identified and discussed collectively, the DAAB (if established) has fewer issues to adjudicate, and the project stays on track. Moreover, this aligns with the ICC’s view that proactive risk management reduces arbitration frequency and cost, strengthening long-term commercial relationships. — 7. Practical Steps to Implement Collaborative Risk Management To bring this philosophy into action, Alnaqeeb & Co Law Firm recommends

At the core of effective FIDIC dispute avoidance is Clause 3.5 from the FIDIC Conditions of Contract for Construction (2017 Red Book), which mandates cooperation and full transparency in all determinations. This clause requires parties to share information openly, preventing minor issues from snowballing into major conflicts. For example, in EPC projects involving infrastructure like Saudi construction or PPPs, lack of early transparency can trigger claims related to variations, delays, or payment disputes.By prioritizing FIDIC dispute avoidance from the outset, stakeholders can build trust and reduce the need for adversarial proceedings. Our experience with international arbitration shows that projects with structured communication protocols face 50% fewer escalations, according to industry benchmarks from organizations like the ICC.[Insert image here: Infographic showing FIDIC Clause 3.5 workflow, alt=”FIDIC dispute avoidance process under Clause 3.5 for EPC contracts”]Lessons from International Arbitration: Good Faith in ActionInternational arbitration practices underscore the value of proactive FIDIC dispute avoidance. Cases handled by bodies like the ICC often favor parties that maintained frequent, well-documented project review meetings and open dialogue, as this demonstrates good faith compliance with contract terms. In Nael G. Bunni’s seminal work, The FIDIC Forms of Contract (Wiley Blackwell, 2013), detailed examples illustrate how early interventions in mega projects prevented costly escalations. For instance, a MENA-based GIGA project avoided arbitration entirely by resolving a procurement delay through joint reviews, saving millions in potential claims.In EPC contracts, where geopolitical and supply chain risks are prevalent, FIDIC dispute avoidance strategies like these are non-negotiable. They align with global construction law best practices, helping firms navigate claims management without derailing timelines or budgets.Practical Steps for Implementing FIDIC Dispute AvoidanceTo turn theory into action, integrate these FIDIC dispute avoidance techniques into your project workflow:Conduct Regular Joint Review Meetings: Schedule monthly multidisciplinary sessions involving all stakeholders—contractors, engineers, and legal advisors—to discuss progress, risks, and adjustments. Document everything in formal minutes distributed within 48 hours to ensure accountability.Track and Follow Up on Actions: Use digital tools like project management software to assign responsibilities and monitor resolutions. This early risk identification is crucial for risk management in PPPs, where delays can cascade across phases.Promote Open Dialogue and Transparency: Encourage preliminary assessments and scenario planning under Clause 3.5. For EPC projects in infrastructure law, this means sharing data on potential variations before they become disputes.Leverage Expert Advisory: Engage specialists for preemptive reviews, as we do at Alnaqeeblaw.com, to align with Saudi construction regulations.These steps not only comply with FIDIC guidelines but also enhance overall project governance, reducing the likelihood of formal claims by up to 60% based on arbitration data.Benefits for Mega Projects and BeyondProactive FIDIC dispute avoidance isn’t merely an overhead—it’s a strategic investment in risk mitigation that safeguards timelines, cuts costs, and strengthens partnerships. In the context of GIGA projects and MENA infrastructure, where regulatory complexities abound, these measures can prevent multimillion-dollar arbitrations and improve ROI. For legal teams managing project delivery, the payoff is clear: fewer disruptions, better compliance, and a reputation for reliability.For more on EPC disputes, international arbitration, or FIDIC best practices, explore resources from FIDIC.org or consult Alnaqeeblaw.com for tailored advisory.References:FIDIC Conditions of Contract for Construction (2017 Red Book), Clause 3.5. external link: FIDIC Red BookNael G. Bunni, The FIDIC Forms of Contract (Wiley Blackwell, 2013). external link: Wiley Publisher#FIDIC #EPCContracts #ConstructionLaw #ContractsManagement #DisputeAvoidance #ClaimsManagement #InternationalArbitration #MegaProjects #GIGAProjects #InfrastructureLaw #SaudiConstruction #MENAProjects #PPPs #RiskManagement #ProjectDelivery #AlnaqeebLawFIDIC dispute avoidance is essential in the high-stakes world of complex construction and EPC contracts, where waiting for formal claims can lead to unavoidable delays, disputes, and substantial financial losses. At Alnaqeeblaw.com, we specialize in FIDIC contract management to help clients implement proactive strategies that align with international standards. This approach not only minimizes risks but also fosters collaboration among contractors, employers, and engineers, ensuring smoother project delivery in mega and GIGA initiatives across the MENA region and beyond.Proactive FIDIC Dispute Avoidance Under Clause 3.5At the core of effective FIDIC dispute avoidance is Clause 3.5 from the FIDIC Conditions of Contract for Construction (2017 Red Book), which mandates cooperation and full transparency in all determinations. This clause requires parties to share information openly, preventing minor issues from snowballing into major conflicts. For example, in EPC projects involving infrastructure like Saudi construction or PPPs, lack of early transparency can trigger claims related to variations, delays, or payment disputes.By prioritizing FIDIC dispute avoidance from the outset, stakeholders can build trust and reduce the need for adversarial proceedings. Our experience with international arbitration shows that projects with structured communication protocols face 50% fewer escalations, according to industry benchmarks from organizations like the ICC.[Insert image here: Infographic showing FIDIC Clause 3.5 workflow, alt=”Proactive FIDIC dispute avoidance flowchart under Clause 3.5 for EPC contracts”]Lessons from International Arbitration: Good Faith in ActionInternational arbitration practices underscore the value of proactive FIDIC dispute avoidance. Cases handled by bodies like the ICC often favor parties that maintained frequent, well-documented project review meetings and open dialogue, as this demonstrates good faith compliance with contract terms. In Nael G. Bunni’s seminal work, The FIDIC Forms of Contract (Wiley Blackwell, 2013), detailed examples illustrate how early interventions in mega projects prevented costly escalations. For instance, a MENA-based GIGA project avoided arbitration entirely by resolving a procurement delay through joint reviews, saving millions in potential claims.In EPC contracts, where geopolitical and supply chain risks are prevalent, FIDIC dispute avoidance strategies like these are non-negotiable. They align with global construction law best practices, helping firms navigate claims management without derailing timelines or budgets.Practical Steps for Implementing FIDIC Dispute AvoidanceTo turn theory into action, integrate these FIDIC dispute avoidance techniques into your project workflow:Conduct Regular Joint Review Meetings: Schedule monthly multidisciplinary sessions involving all stakeholders—contractors, engineers, and legal advisors—to discuss progress, risks, and adjustments. Document everything in formal minutes distributed within 48 hours to ensure accountability.Track and Follow Up on Actions: Use digital tools like project management software to assign responsibilities and monitor resolutions. This early risk identification is crucial for risk management in PPPs, where delays can cascade across phases.Promote Open Dialogue and Transparency: Encourage preliminary assessments

Saudi Arabia’s Public Procurement Law governs the transparent and efficient acquisition of goods, services, and works by government entities. Designed to align with Vision 2030, it promotes fair competition, local content development, and economic diversification—cornerstones of the Kingdom’s transformation strategy. Understanding the Framework Enacted in 2019 and effective from December 1, 2019, the current law replaced the 2006 regime to introduce centralized oversight under the Ministry of Finance. It emphasizes transparency, SME participation, and alternative dispute resolution, creating a modernized procurement environment aligned with international standards. All tenders and contracts are now processed through the Etimad Portal, ensuring consistency, traceability, and digital efficiency. The law applies broadly to government procurements but excludes certain PPP and privatization projects managed by the National Center for Privatization. Key features include: A two-phase tender process (technical and financial evaluation) Priority for local bidders and SMEs Framework agreements to reduce duplication Optional arbitration for dispute resolution Recent updates—such as new vehicle procurement regulations (effective August 2025)—continue to refine fiscal efficiency and procedural clarity. — Why Compliance Matters Non-compliance can result in bid rejection, fines up to 5% of contract value, or even blacklisting, excluding firms from lucrative tenders worth billions annually. Adhering to the law strengthens credibility with authorities, supports local content goals (targeting 40% by 2030), and enhances eligibility for mega-projects. For foreign companies, compliance is critical—well-prepared bidders reportedly secure 70% more successful awards after prequalification. — 10 Key Compliance Tips 1. Register early on the Etimad platform – Submit financials, classifications, and corporate documents to ensure prequalification. 2. Adapt to the two-phase tender process – Emphasize quality, local content, and non-price criteria before submitting financial bids. 3. Partner with Saudi SMEs – Strengthen local content by subcontracting or joint ventures for bids above SAR 100,000. 4. Manage bonds and guarantees – SMEs may receive waivers; otherwise, maintain 1–2% bid bonds and appropriate performance securities. 5. Include arbitration clauses – Utilize ICC or ad hoc arbitration to expedite dispute resolution when permitted. 6. Maintain transparency – File all communications through Etimad to meet audit and integrity requirements. 7. Track annual procurement plans – Identify direct contracts or limited tenders in advance to align bidding strategies. 8. Meet economic participation thresholds – For major bids (SAR 50 M+), demonstrate at least 35% local economic contribution. 9. Comply with subcontracting limits – Obtain approval for subcontracts exceeding 30% (or up to 50% with justification). 10. Prepare for performance evaluations – On-time, quality delivery affects future rankings; appeal unfair assessments promptly. — Strategies for Navigating the Law Conduct pre-tender legal audits to verify classification and eligibility. Leverage framework agreements through the Unified Procurement Competent Entity to streamline recurring procurements. Undergo independent prequalification for semi-governmental entities like Aramco or PIF projects. Digitize compliance—use e-submission tools to ensure full alignment with electronic mandates. Leverage performance records—high scores unlock future tender preferences. — Best Practices for Sustained Compliance Train internal teams regularly on evolving regulations, including the 2025 vehicle procurement update. Collaborate with the Local Content and Government Procurement Commission for knowledge transfer and score enhancement. Align EPC contracts with Ministry templates, ensuring proper security for advance payments. Engage legal advisors—firms like Sharif Alnaqeeb & Co. provide cross-border procurement audits, joint-venture structuring, and compliance assessments. Monitor appeal mechanisms—challenge unfair evaluations to protect reputation and eligibility. — Conclusion Mastering Saudi Arabia’s Public Procurement Law is essential for success in the Kingdom’s rapidly expanding government projects sector. From Etimad registration to local content optimization, proactive compliance transforms regulations into strategic advantages—unlocking opportunities within Vision 2030’s trillion-riyal marketplace. Expert guidance not only prevents penalties but also empowers firms to build long-term partnerships across infrastructure, EPC, and service sectors. — Internal Links:EPC Tender Strategies (link to /epc-tender-strategies/)Vision 2030 Compliance (link to /vision-2030-compliance/)Authoritative External Links:Etimad Portal (link to https://etimad.sa/)Ministry of Finance Procurement Guidelines (link to https://www.mof.gov.sa/) #SaudiArabiaPublicProcurementLaw #ProcurementCompliance #Vision2030 #EtimadPlatform #GovernmentTenders #EPCContracts #LocalContent #ConstructionLaw #MiddleEastBusiness #TenderStrategies #ProcurementTips #SaudiEconomy #LegalCompliance #BusinessOpportunities #InfrastructureProjects