Attachment 1, Agenda Item 4, 2009 GAM

FIDIC 2009

The FIDIC Annual Review for 2008-2009

Representing globally the consulting engineering industry

Message

from

2

the

President

Transactors or trusted advisers?
For the past several years the FIDIC annual conference has been
focusing on the role of our industry in society. In 2008 in Quebec
the keynote speaker pointed out that we had played a vital but
invisible role in doubling the human lifespan in the last century or
so through infrastructure that delivered clean water and safely
treated wastes. He then went on to say that today we operate insilos that isolate us from the rest of society. We have in effectmuffled our voice to avoid criticising potential clients, and that
habit of silence ensures that our opinions on the major issues ofthe day are unheard. At the end of the 2008 Québec conference
we resolved to do better.

John Boyd, FIDIC President, is seen here speaking
at the FIDIC 2008 General Assembly Meeting,
Québec.

shelter, and other basic needs. We are used to dealing with the firstpart of these requirements but less so to the latter part, and we
certainly do not at present include these issues in our project
design considerations.

Breaking down the silos
In 2009 in London we are exploring how to deliver sustainable
solutions to global challenges. This issue is closely tied to breaking
down those silos because many of the critical challenges facing
the world are directly related to the solutions we provide for ourclients – our designs for new infrastructure, our handling ofenvironmental protection and cleanup, and the way that our
projects are integrated with the communities they are intended toserve. Yet we are an industry that responds to the demands of ourclients and many of those clients do not want new solutions, butrather cheaper versions of old solutions – familiar, comfortable,
less risky – the kind of solution that is guaranteed to perpetuate theproblems with which society now struggles.
At its core, this apparent conflict between service to society andservice to our less-enlightened clients requires fundamental
changes in our attitudes, our operating practices, and the way we
do business. We have an enormous and largely unrecognised
opportunity to influence our clients in their selection of projectsolutions, should we choose to exert it. A decision on our part touse that influence is the first step in choosing a leadership role inaddressing some of the global challenges.
Recently, I was a panelist at an industry seminar in which agovernment representative referred to consulting engineers as“transactors” – those that do the bidding of clients but have no say
in the strategic thinking behind the development of projects. Thisis a totally inappropriate and unjustifed role for our industry and forour profession, and we need to deliver this message very clearly,
bluntly and unequivocally.

More than anything else, our industry fundamentally needs toinnovate – something that everyone in the industry claims to beable to make possible but few really deliver. It is true that we makeincremental improvements all the time but the nature of thesocietal challenges requires a different perspective on our staff, on
our clients, and on the level of service that we provide to clients.
The process starts with a change in the business environment sothat innovation is encouraged, recognised and rewarded. It
continues with a client dialogue that eschews short-term project
thinking and embraces the entire project lifetime including its
impacts on society as a whole. Finally, it requires us to aim ourservices at a higher level in our clients’ organisations – a level
where some of the more fundamental aspects of the project
should be considered.
The State of the World report
At the 2009 London conference FIDIC
will publish its first ever State of the World
report, the FIDIC Infrastructure Report
2009. It provides an overview of some of
the main infrastructure challenges thatthe world now faces, considers severalof the types of infrastructure designed by
our industry, and comments on global
influences that are affecting the way thework is being carried out at present and some of factors
influencing the way it will have to be carried out in future. The
report shows very clearly that major challenges face us when weset out to improve the future, but it also shows that our industry
has much to contribute.

A leadership role
What should we be trying to achieve with this leadership role? It is
not that difficult to understand but it may be difficult to deliver. It
involves significant improvements in water and energy andmaterials use, attention to the protection of the health and safety
and the environment of not only the people who will use project
facilities but also their surrounding communities. A leadership rolealso calls for overt and careful consideration of the impacts of the
project on human rights and culture and on access to food, water,

If we need an example of what happens when an industry fails
completely to deliver on its responsibility to society we need lookno further than the international financial crisis. Inappropriate
lending activities bolstered by a reward system run amok havetriggered a world-wide crisis that has affected everyone.
The timing and severity of the impact on our member firms hasvaried widely, with Europe and North America being affected
almost immediately and with slower impacts so far in parts of Asia,
Africa and South America. In the affected areas, the sequence of
pain has been a lesson in the global interconnection of world
economics – real estate and housing first because those markets
had been propped up by artificial lending practices, followed by

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Tr e a s u r e r ’s

manufacturers and suppliers to the housing industry, and thenwide work stoppages on unrelated projects that relied on bankloans provided by many of the financial institutions that had beencaught by the real estate crash. Personal spending in the affectedareas slowed abruptly, fed by uncertainty over jobs and the global
economy. This in turn reduced energy and manufacturing
demands which worked their way up the chain to raw material
suppliers. Right now, a high percentage of the world’s industries
have been affected to some extent and we, as suppliers ofintellectual services to those industries, are also affected.
Lesson learnt
There are some lessons for us to learn from this crisis. Many of theworld’s governments aim to stimulate spending throughaccelerated infrastructure developments, but there are very few
governments that thought about consulting with our industry prior
to their decision to plunge their countries into serious debt
spending on ‘shovel ready’ construction projects. Considering that
we are collectively responsible for designing a little more than onehalf of the world’s infrastructure this seems to be a serious
oversight and provides a sobering commentary on our status as‘trusted advisors’.
The focus on rushing to construction contains a number ofpotential pitfalls:--

designs being rushed into the project delivery phase when weknow that making them more complete brings benefits interms of reduced change orders, reduced maintenance costs,
and reduced project overruns;
shortcutting regulatory approvals processes that are there with
the intent of protecting the public;
shortcutting tendering processes that have been developed tomaintain integrity in the construction business.

The crisis has also provided some opportunities. For almost 15
years our industry has been growing at a breakneck speed and in
the course of this growth there has emerged an acute shortage ofeducated and trained engineers. The shortage was created by low
levels of reward in the industry, by inattention to the needs of ouruniversities – in particular, by inattention to the number of students
studying to become engineers – and by poor or non-existent inhouse training of existing staff.
There has been a bit of a scramble to improve the situation overthe past few years but now that the pressure is off it is tempting torevert to old (bad) habits. Instead, the industry needs to take alonger view and regard this slowdown as an opportunity to put
more reliable processes in place to develop new engineering
consultants that are correctly trained for the next burst of work.
Let us take this opportunity and, in taking it, strengthen our
industry and provide some fundamental answers to some of these
global challenges. Our role and our responsibility as consulting
engineers are very clear.
John Boyd, FIDIC President

ReportThe Treasurer’s Report
The accounts for the year 2008 presented a surplus of CHF
335,568. This increased reserve funds to a total of CHF 1,384,318
at the end of the year. Together with income received in advance –mainly multinational development bank (MDB) licenses – assets
totaled CHF 3,453,398 at the end of the year. At September 2008,
FIDIC assets were held in a mixture of bank term deposits, bonds
and fiduciary deposits. Over the last 12 months these have been
reinvested in more secure Swiss PostFinance accounts, whichcarry a federal guarantee but yield lower interest rates. This wasseen as a prudent but interim measure during the world’s financial
crisis. Given below are a few comments to the 2008 annual
accounts and to the 2009 operatiing and 2010 proposed budgets.
Member Association subscriptions remained steady at around CHF
one million. The FIDIC Executive Committee remained concernedthat reported staff numbers did not accurately reflect actual
industry involvement. The volume of publication sales reached a
new record for the fourth consecutive year. Total sales amounted to
CHF 1,312,478, an increase of around CHF 30,000 compared tothe previous year. This reflected the high level of activity in placeprior to the financial crisis. Net income from events increased andreached CHF 75,000. The FIDIC 2008 Québec conference waswell organised and well attended, resulting in a net surplus of CHF
212,000 owing to sponsorship income. Overall expenditure for theyear was up by CHF 195,000 owing primarily to replenishingprinted document stocks, losses on currency fluctuations and thewriting off of debtors. Operational costs, the Secretariat, rent, andcommittees remained at a similar level to the previous year.
The balance sheet remained healthy and reserves were within
FIDIC Executive Committee guidelines. The remaining license
income received in advance totaled CHF 1,068,597 at the end of
2008. This represented payments by the MDB’s for the use of theHarmonised Construction Contract for future years. It is noted thatCHF 164,000 was transferred from this source to 2008 income.
At mid-year 2009 income and expenditure was reasonably on
budget, with document sales and events pleasingly buoyant.
Member Association subscription receipts continued the trend ofbeing received later in the year reflecting a net slowdown in
workload within the industry. The forecast for the full year isbreakeven or a modest loss.
The proposed 2010 budget has been based on the previous
financial performance and on the running year forecast, with
provisions for interim changes to staffing levels as a result of thepending retirement of Dr Peter Boswell. The Executive Committee
has recommended keeping the same level of subscriptions as forthe approved 2009 budget, which will mean that this is the fifth
successive year with no increase in the membership unit fee.
Adam Thornton, FIDIC Treasurer

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Global Representation
The past 12 months have carried forward
strategic objectives.
Representation
FIDIC continues to ensure that all relevant and qualified national
industry sectors are represented by national Member
Associations. Part of this strategy involves engaging more closelywith former Member Associations in Latin America. The FIDIC
Executive Committee collaborated with the Latin America
federation FEPAC in holding a joint seminar on consulting
engineering and the global crisis in Sao Paulo, Brazil, in May 2009.
This successful event included representatives from Argentina,
Brazil, Paraguay, Colombia, Peru, Mexico, Chile, and Spain. It
followed on from visits in December 2008 to Mexico, Ecuador andChile by Enrico Vink, FIDIC Managing Director, and Jorge Díaz
Padilla, FIDIC Past-President. In addition to advising on local
procurement issues, the FIDIC delegation explored opportunities
for FIDIC training, possible membership in the case of Chile, andreinforced connections with Ecuador and Mexico. Arrangements
for a FIDIC-Cornerstone Contracts Workshop in Santiago werediscussed with ACI-Chile to follow up on a very successful FIDIC
contracts workshop in Sao Paulo, the first ever in South America,that was attended by participants from many of Brazil’s larger
consulting, contracting and legal firms. Longer term, FIDIC is
pursuing the benefits of welcoming back to FIDIC all Latin
American countries. In today’s global market a strong voice for theindustry is seen as the key to promoting FIDIC’s core principles ofquality, integrity and sustainability.
Mid-East: confirms the need to restructure
Breakneck growth in the Gulf region in recent years has
encouraged authorities to strengthen instruments to improve
regulation, notably in the construction sector. For instance,
authorities have taken out licences to amend FIDIC conditions ofcontract in line with local requirements, thus eliminating the needto verify country-specific particular conditions. FIDIC has also
responded by organising training events and by strengthening
coordination with local organisations. While visiting six countries in
the region in February 2009, Gregs Thomopulos, FIDIC PresidentElect, and Peter Boswell, FIDIC General Manager, met local
associations and government officials and participated in FIDIC
seminars presenting the status of consulting engineering. In spiteof the global financial crisis leading to the closure of numerous,
mainly private sector, construction projects, the demand for
consulting services remained strong. Evident was a renewed
urgency to organise the region’s consulting engineering sector so
as to make firms better able to met local needs. Most countries
see FIDIC membership as a vital step since the industry often does
not have a clear-cut mandate and organisation to promote bestpractice and effective procurement. Instead, societies forindividual engineers were expected to handle professional,
regulatory and business aspects. The FIDIC delegation met with
officials of the new Union of Kuwaiti Engineering Offices andConsultant Houses , and the UAE Society of Engineers announced
during the visit that it was to establish an industry section. Society

officials in Oman and Qatar indicated that they were mindful of theneed to develop the capacity of local firms, but that legislation was
required to bring about reorganisation. In these cases, the FIDIC
delegation argued strongly for Associate Membership to allow a
coherent approach in promoting FIDIC best practice.
Later in the year, the President and General Manager visited
Lebanon and Jordan. For Lebanon, the aim was to identify how the
local industry could be represented given that firms currently
employ some 3,000 staff with some of the larger firms having
several thousand staff worldwide. In opening a FIDIC Seminar
attended by some 150 participants, the Order of Engineers
announced that a section representing firms would be created withthe aim to apply for FIDIC membership. While this form ofrepresentation, where an individual represents a firm, is perhaps
not the preferred model, given the complex political situation andthe urgent need to engage with the government and other industry
sectors to improve business practices, the FIDIC President-Elect
indicated that it was likely that FIDIC would agree to membership.
Separate discussions with larger firms had confirmed their support.
Africa: review of development goals
Participants from 11 countries attended the FIDIC 2009
GAMA-Africa conference in Durban in March 2009. In taking stockof the Millennium Development Goals under the theme “Areconsulting engineers ready?”, the conference echoed John Boyd,
FIDIC President, who noted in his opening address that: “In orderto achieve social and economic growth it is most important that
there is strong infrastructure in place”. Many of the 170
participants stayed for the GAMA General Assembly Meeting
which elected Mayen Adetiba, Nigeria, as the GAMA chair,replacing Exaud Mushi, Tanzania, whose opening address at theconference had stressed the need to tackle corruption.
Asia: consolidating activities
Some 150 participants attended the FIDIC 2009 ASPAC AsiaPacific Regional Conference in Kathmandu in March. The
conference theme, “Making globalisation work – the role ofconsultants” was a preoccupation given that the financial crisis
was tending to reinforce trade barriers. On the positive side, therole of consultants was now perhaps clearer since infrastructure
investments featured in many stimulus packages. The conference,
which was organised with the technical cooperation programme
TCDPAP by SCAEF-Nepal, aimed to enhance the consulting
engineering industry’s effectiveness in developing global
partnerships. It was opened by the Nepalese Prime Minister
Pushpa Kamal Dahal and three ministerial colleagues and John
Boyd, FIDIC President, Gregs Thomopulos, FIDIC President-Elect,and Aki Hirotani, ASPAC chair, made presentations. Aki Hirotani
profited from the presence of participants from 15 Asia-Pacificcountries to review the status of ASPAC activities. ASPAC
currently focusses on securing a sustainable range of activities
with an emphasis on capacity development through FIDIC andMember Association training programmes, an ASPAC Young
Professionals Forum and regular networking via websites, a
newsletter and regional conferences such as the ASPAC
conference and the first-ever FIDIC Asia-Pacific Contracts Users
Conference (Hong Kong; June 2009).

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Europe: closer collaboration
In deference to the FIDIC 2009 London conference, European
Member Associations forewent most of their sub-regional
meetings, using instead other occasions to discuss issues ofimportance. These included improvements to procurement
policies and practices which often frustrate the full participationand cross-border provision of professional services. Of particularinterest to FIDIC was the use of FIDIC contracting principals, andideally FIDIC standard forms of contract, within Europe and by
European firms elsewhere, notably for European Union funded
projects within and outside Europe. The continuing close
collaboration with EFCA, the European Federation of Consultancy
Associations, was expected to reinforce the voice of the industry
in Brussels, and provide more tangible benefits to members in
Europe. The two organisations continued to explore ways in which
mutual interests could be further developed, with the eventual aimof strengthening FIDIC’s presence in the region through a possible
merger with EFCA to ensure greater cost effectiveness in services.
Country visits: a coordinated programme
In order to liaise more effectively with FIDIC’s growing
membership, members of the FIDIC Executive Committee makethemselves available to participate in local meetings and initiatives,to reinforce such activities, and to contribute to discussions on key
issues affecting the industry. Requests for the FIDIC President toattend such events were becoming increasingly difficult to fulfill, so
the members have been asked to help on a more routine basis.
Wherever possible, FIDIC sought to maximise the opportunities ofsuch visits, and to add as much value as possible, with theSecretariat coordinating activities. Increasingly, members of FIDIC
committees were also able to contribute on specific topics such assustainability, integrity and procurement. Through these various
mechanisms, FIDIC was able to visit some 35 countries on anannual basis. Over the past 12 months FIDIC visited: China, Brazil,
USA, Belgium, UK, Netherlands, Poland, Greece, France,
Mexico, Ecuador, Chile, Romania, Serbia, Germany, Jordan,
Canada, India, Tunisia, Philippines, Korea, Hong Kong, Slovakia,
Kuwait, UAE, Oman, Qatar, Lebanon, Syria, Nepal, South Africa,and Australia.
Subscriptions
With the introduction of the Associate Membership category in2008 to replace Correspondents, the Executive Committee
decided that the Associate Membership fee should be based upon
the actual size of the consulting engineering industry in a country,
since other measures were complicated, arbitrary and difficult toapply. This highlighted the sometimes wide discrepancy between
an association’s representation and the actual industry staff
number. There was clearly a need to review the basis on which
Member Association fees were calculated given the growing
membership. The Executive Committee appointed a
Subscriptions Task Force chaired by the Treasurer, Adam
Thornton, which had as its first task a survey of the number ofindustry staff, comparing this with reported staff numbers. The
results, available on FIDIC.org, will become the basis of preliminary
discussions at the FIDIC 2009 General Assembly Meeting in
London on possible fee proposals and a revised minimum fee fornew members.

Image and Communications
FIDIC 2008 Quebec: a huge success
There were over 500 participants at the FIDIC 2008 conference(Quebec; 5-8 September) which had as its theme and vision for
the industry: “A strong industry serving society”. A strong industry
response ensured high-quality participation and a huge successfor FIDIC, along with the local hosts ACEC-Canada and AICQQuebec. Speakers from 24 countries, representing clients,
consultants and leaders in society, challenged consulting
engineers to build a stronger industry that can better serve society.
Some 95 young professionals from many countries shared theirexperiences in Quebec, and a series of special events wereorganised by the industry’s future leaders. There was a special
reception for the young professionals together with a technicaltour, a plenary forum and the Future Leaders Workshop.
Succession management received considerable attention,
especially given the lack of skilled resources throughout theindustry. However, it was emphasised that staff development
needed to be more of a two-way street, as good planning wasessential for developing key staff within a firm. In summing up theconference, John Boyd, FIDIC President, referred to the need formore industry champions, with the entire industry needing to build
greater credibility through its actions and through its messages.
News and resources: broadening the distribution
Modifications were made to the FIDIC website to enhance still
further access to the large amount of information available as
FIDIC resources and via user forums. Equally important was thecontinuing development of internal systems to enable more
effective communication within committees though document
libraries and other online services for exchanging opinions anddeveloping new contracts, guides and best-practice guidelines.
FIDIC Internal (www.fidic.ch) remained the main site for member
and committee resources, with User Forums (user.fidic.ch) serving
the public demand for information about FIDIC activities,
contracts, business practice and capacity development.
Resources for young professionals were concentrated on
ypf.fidic.ch, with sites for the Young Professionals Forum (YPF)
and the FIDIC Young Professionals Management Training
Programme (YPMTP). Information about FIDIC events continued
to be channelled through www.fidic.org/events and information
about FIDIC is gathered together at www.fidic.org/federation.
FIDIC regions at www.fidic.org/regions acted as a portal tonational association resources, with dedicated websites for the
GAMA-Africa and ASPAC Asia-Pacific regional groupings.
In order to facilitate information flow to the many thousands of
FIDIC clients and customers, FIDIC started sending in 2008 its
electronic newsletter FIDIC News to all those individuals who had
come into contact with FIDIC. Bulk mailings were done several
days after advance copies were distributed to Member

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Associations for forwarding to members. Given this change indistribution, the newsletter focussed on news and information thatwas of interest to the industry regardless of whether FIDIC is
directly involved. Nevertheless, as FIDIC represents the consulting
engineering worldwide, FIDIC News continued to provide an
overview of current issues being dealt with by FIDIC or by FIDIC
members, as well as the latest information on FIDIC activities.
Multilateral development banks: a major client group
One of the outcomes of the 2007 FIDIC-EFCA survey was that
FIDIC should broaden its links to client groups. FIDIC actively
engaged with the multilateral development banks (MDB’s) andagencies in order to harmonise investment in infrastructure andeconomic development globally so as to facilitate participation by
FIDIC members. The Executive Committee reviewed therelationships with various client groups and in the case of the
MDB’s, this included the role, format and frequency of the biennial
BIMILACI meeting with the banks. It was decided that there would
be no BIMILACI in 2009. Instead, the focus would be on bilateral
discussions, particularly in the key areas of procurement, integrity
and sustainability. In addition, aside from the series of visits by
FIDIC to the World Bank, the Asian Development Bank, the African
Development Bank, the Inter-American Development Bank, andthe European Bank for Reconstruction and Development (EBRD),
FIDIC participated in several groups which advised the banks. The
most important was the International Technical Advisory Group set
up by the banks to monitor and advise on developments in country
procurement. Patrick Batumbya from Uganda and an Executive
Committee member was the FIDIC ITAG representative.
As part of the bilateral engagement, at a historic workshop
initiated by FIDIC, in Washington DC in June 2008, the major
MDB’s agreed to a more harmonised approach for exploring
existing policies and procedures that set the criteria for projectplanning. Although the banks were instrumental in adopting theEquator Principles in 2003, few initiatives have been undertaken to
determine how they can promote sustainable development inborrowing countries. Environmental policies were widely
established, along with the usual economic policies. Social
policies were being discussed, but not in a coordinated manner,and a structured, comprehensive approach such as FIDIC's
Project Sustainability Management had not yet been established.
The banks now have a greater understanding of FIDIC’s approachto sustainability in procurement. Discussions are underway for aworking party to examine ways to procure more sustainableprojects. FIDIC was pleased to be part of this initiative, as it will not
only lead to improvements in how projects are procured but also
help establish quality as paramount in the selection of consultants.
A key area for the MDB’s are FIDIC contracts, notably the MDB
Harmonised Edition of the FIDIC Construction Contract.
Discussions have continued with both the banks and with theInternational Labour Organization and CICA (the international

FIDIC published in 2009 ashort guide to risk
management titled The five
key areas of risk inconsultants’ appointments
and Definition of Scope ofServices Guidelines - Building
Construction.

federation representing contractors) on provisions relating to social
aspects. One possibility will be the joint publication of a guide to
the labour clauses with the ILO, CICA and the International
Federation of Building and Woodworkers, the construction
sector’s largest trade union. In addition, FIDIC consulted with thebanks on the likely impact of the planned review of the 1999 suiteof FIDIC works contracts, while taking on board proposals for
updates to the Harmonised Edition. During visits to the banks,
FIDIC also discussed the adoption of other FIDIC contracts which
are currently used by some of the banks. These included the FIDIC
Plant and Design-Build Contract, the FIDIC EPC/Turney Contract
and the FIDIC Short Form of Contract.
Over the past 12 months, FIDIC responded to several requests
from the MDB’s to comment on procurement best practice. For
example, towards the end of 2008 FIDIC offered comments on
proposed changes to the EBRD procurement rules. The
submission reinforced a 2007 submission that commented on the
improved transparency of the bank’s policies and the treatment ofissues related to corruption. FIDIC was pleased to note a greater
focus on social and environmental concerns.
Bilateral development agencies: adopting FIDIC contracts
FIDIC signed a licence agreement with JBIC, the JapaneseBank for International Cooperation, in August 2008 to enable JBIC
to incorporate both the standard 1st Edition 1999 and the MDB
Harmonised Edition of the FIDIC Construction Contract in its
sample bidding documents. The agreement confirmed the FIDIC
Construction Contract as the world’s standard contract for
employer-designed works. More recently, the Export-Import Bankof Korea and the French development agency, the Agence
Francaise de Développement, have reached agreement with FIDIC
on licences to use the Harmonised Edition, which will bring thenumber of bilateral aid agencies using the contract to four(Australia; Japan; Korea; France) with discussions being held withseveral other countries, including India.
World Justice Forum
The World Justice Project is unique in that it takes amultinational, multidisciplinary approach to funding initiatives tostrengthen the rule of law. The project, which is supported byseveral major foundations and multinational firms, was launched at
the World Justice Forum (Vienna; 2- 5 July 2008). John Boyd,
FIDIC President, moderated the architecture and engineering
session, where he was able to raise the profile of consulting
engineers by demonstrating the industry’s direct involvement inlegal rights and other key legal issues confronting society. He
envisaged “further engagement with the legal profession andsome joint efforts in regard to anticorruption”.

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Contracts
FIDIC conditions of contract are developed under the directionof the FIDIC Contracts Committee (A. Jaeger, Germany, chair; N.
Bunni, Ireland; P.E. Jenkinson, UK; M. Mortimer-Hawkins, Special
Adviser, UK; C.R. Seppala, Legal Adviser, France; C.R. Wade, UK)assisted by task groups. The FIDIC 1999 Short Form,
Construction, Plant and Design-Build, EPC/Turnkey and DesignBuild-Operate (DBO) ‘rainbow’ suite of works contracts are widely
recognised as international standards. Updating to reflect thelatest developments in several key areas is an integral part of thecommittee’s responsibility. Axel Jaeger announced at the FIDIC
2008 International Contracts Users Conference (London; 2-4
December) that an Updates Task Group had been formed and wasinviting comments on the 1999 editions. He noted that some newconcepts had already been incorporated in the 1st Edition of the
FIDIC Design-Build-Operate Contract that was released at the
FIDIC 2008 Quebec Conference.
The pre-review draft of another key document, namely the
FIDIC Construction Subcontract for use with the FIDIC
Construction Contract, 1st Edition 1999, was also released at theconference. The drafting and review process undertaken by the
FIDIC Subcontract Task Group (R. Apphun, Italy; N. Bunni, Ireland;
E. Corbett, UK; S. Fahey, Ireland; Z. Zahonyi, Hungary) was
drawing to a close, with publication expected in late-2009. A 3rd
Edition of the Standard Prequalification Form for Contractors was
also published in 2009: it formed part of FIDIC Procurement
Procedure to replace FIDIC Tendering Procedure that was being
drafted by the Procurement Task Group (P. Jenkinson, UK; M.
Mortimer-Hawkins, Sweden; J. Shaw, UK; C. Wade, UK).
Meanwhile, the DBO Task Group was preparing ‘brown-field’
particular conditions for the FIDIC DBO Contact as well as a guideto accompany the existing DBO Contract. Finally, the Contracts
Committee itself was drafting a policy statement on the role ofproject managers under a FIDIC Construction Contract and wascompleting its review of updates to the FIDIC Sub-Consultancy
Agreement and the FIDIC Joint Venture Agreement.
UNCITRAL working groups supported
FIDIC has been a regular participant in UNCITRAL working
groups dealing with updating the UNCITRAL Model Law on Public
Procurement to reflect new practices and experience gained in theuse of the law. Issues being addressed included relatively new
concepts such as electronic reverse auctions and frameworkagreements. The discussions were relevant to FIDIC in that
UNCITRAL procurement procedures and policies are adopted bynational governments and FIDIC contracts were expected tooperate satisfactorily in these jurisdictions. FIDIC was indebted toRobert Smith, USA, who participated in working groups andplenary sessions as the FIDIC representative.
International contracts conferences popular
FIDIC’s premier international contacts conference series was
the User Conferences series organised by Informa in partnershipwith FIDIC. It grew out of a seminar series that had been operating
for several years, with FIDIC providing the programme andspeakers. The latest in the series was a new Asia-Pacific Users
Conference (Hong Kong; July 2009) which was a remarkable

Contracts

success given the global financial crisis. Participants from 15
countries in the Asia-Pacific region participated in panel sessions
with contributions from international and regional FIDIC contracts
experts. A 2009 European Users Conference is planned for
London on 2-3 December, following on from the previous events,
and a new annual Mid-East Users Conference is being consideredfor March 2010. FIDIC also collaborated with the International
Chamber of Commerce (ICC) in the FIDIC-ICC Contracts and
Dispute Resolution series. The 2009 event is in Istanbul on 15-16
October, and the partners have been considering whether to revert
to the usual pattern of two events in 2010. Another importantpartner in the contracts field was the Dispute Review Board
Foundation (DRBF) with which FIDIC has an understanding topromote the principles of dispute adjudication boards (DAB). FIDIC
supports the annual DRBF conference (the May 2009 event was inLondon, UK), and often organises a FIDIC-DRBF training
workshop in association with the conference. The Dispute Board
Federation focusses more on the dispute adjudication needs oflarge international organisations. In this case, FIDIC collaborated in
DAB training courses organised by the FIDIC International Training
Programme. These various international series covered thespectrum of issues affecting FIDIC contracts and provided users
with excellent opportunities to learn about the latest developments
as well as to give feedback and comments on their experience inusing FIDIC contracts.
Dispute resolution
FIDIC’s Assessment Panel for Adjudicators (P.H.J. Chapman,
UK, APA chair; G. Jaynes, UK/USA; I. Leto, Italy) conducted an
Adjudicators Assessment Workshop in April 2009. Some twodozen applicants were accepted for assessment. The workshop
comprised a rigorous assessment of knowledge of FIDIC
contracts and of effective engagement in DAB’s. All but one
participant qualified for entry to the FIDIC President’s List of
Approved Dispute Adjudicators. They will now complete formal
requirements such as confirming membership in FIDIC. The
additions to the list will help meet the demand for nominations andappointments. Many users of FIDIC contracts consult the FIDIC list
for nominating DAB members and FIDIC receives regular requests
to appoint adjudicators for disputes under a FIDIC contract.
The rapidly expanding recognition of FIDIC contracts has
increased the demand for adjudication, with an accompanying
increase in the number of appointments. The new candidates, once
they have joined the list, will add considerably to the skilled FIDIC
resources available to meet the demand. FIDIC also needed torespond to requests to appoint mediators under the FIDIC
Client/Consultant Model Services Agreement (the “White Book”). Asa general policy, as a service to the industry FIDIC will respond torequests to appoint mediators or adjudicators under any contract.
Two retiring members (Igor Leto and Gordon Jaynes) who have
served on APA virtually since the President’s List was established in2000 will be replaced by Cyril Chern and Toshihiko Omoto.

Business

8

PracticeandDevelopment

Business PracticeBusiness Development

The Business Practices Committee (A. Thornton, New Zealand BPC chair; G. Bergen, Germany; F. Cölasan, Turkey; A. Hirotani,
Japan; S.C. Mehrotra, India; L. Sagaya, Nigeria; B. Jardeneh,
Jordan) was charged with developing international best practicefrom experience and material gathered globally.

Two key components formed FIDIC’s strategy on businessdevelopment. One related to the ongoing development of skills
within the industry through Member Associations. The main vehicle
here was the FIDIC Capacity Development Programme that had
several aspects. The Accredited Trainers Enabling Programmebrought trainers nominated by FIDIC Member Associations to alevel that allowed the trainers to deliver and coordinate FIDIC
International Training Programme (ITP) training events in their own
countries while being available to train for the ITP elsewhere. ITP
events are organised by FIDIC in partnership with training suppliersor Member Associations. In some cases, associations delegatedthis role to a regional training centre, established under agreementwith FIDIC, that offered a programme of courses, usually in the local
language, covering the FIDIC contracts and business practicetraining manuals. The FIDIC-Jordan Training Programme was themost active over the past 12 months, with a series of two-day ITP
courses organised each year with the aim to complete the entire set
within 3-4 years. The National Capacity Development Seminars
Programme has helped Member Associations set up training
programmes, either as a FIDIC training centres or as a series of ITP
events or via Member Association training programmes organisedby the association, with FIDIC helping to coordinate programmes invarious countries.

Definition of Services
Definition of Services Guidelines – Building Construction (the“DOS Guidelines”) was finalised and will be published for releaseat the FIDIC 2009 London conference. A complimentary
supplement covering civil and related engineering services isplanned for 2010. The DOS Guidelines for building construction
outline the process that all construction projects go through andidentifies the design process, outputs and deliverables. Long
awaited by the industry, explains in detail for the first time theservices that consulting engineers provide. It also explains what fullservice entails, so that a consultant and a client can have a morerobust debate as to what is required.
Design for Safety
The health and safety of construction personnel is of concern,with many countries introducing or strengthening legislation. In
some cases, wide-reaching laws inappropriately make consulting
engineers responsible for the construction process. A common
experience is that officials do not understand what designers doand so any accident with a ‘design cause’ tends to be blamed on
the designer, whether or not it is reasonable to do so, thus
upsetting the balance between duty of care and exposure to
unreasonable legal challenges. The Design for Safety Task Groupchaired by Adam Thornton is to draft guidelines that define the roles
and responsibilities in relation to safety of all the key participants
involved in design and construction. Given that the primary
responsibility for construction safety should lie with the party who isbest able to control it, usually the contractor, the guidelines will also
define the roles and responsibilities in relation to construction safetythat are appropriately carried by consulting engineers.
Risk management: a new short guide
Risk management is intimately related to modern forms ofcontract for both works and professional services. The Risk andLiability Committee (K. Corbett, UK - RLC chair; S. Bamforth, UK,
N. Grayson, Australia, M. Hohberg, Switzerland, S. Jenkins, New
Zealand, Q. Koen, South Africa, U. Kohli, India, A. Thornton, New
Zealand, J. Trant, USA) has been reviewing and updating the FIDIC
collection of risk management documents in line with modern
practice. A new short guide The five key areas of risk inconsultants’ appointments will be released at the FIDIC 2009
London conference. The committee has now turned its attention
to updating the FIDIC Professional Liability Primer and the FIDIC
Risk Management Manual. Also in the pipeline was a FIDIC policy
statement on the perils of unlimited liability.

The second component to business development related toexternal training for those involved with the industry. The main
vehicles were the ITP and web-based training programmes forboth young professionals and practitioners. In each case thechallenge for FIDIC was to identify and develop appropriate
training tools and to engage with industry clients who support thegrowth and viability of the consulting engineering industry. FIDIC
continued to explore with organisations such as the multilateraldevelopment banks and sectorial industry organisations themutual benefits in working together on training programmes.
Training partnerships with organisations such as the ICC, DRBF
and DBF were well established in the area of FIDIC contracts. In
2009, FIDIC started entering into agreements for joint businesspractice training courses. The first was the FIDIC-iISBE
Sustainable Building and Construction Education and Training
Programme, SBCET, with Project Sustainability Management
courses on sustainable building construction that were endorsed
by UNEP and the Sustainable Building Alliance which groups
certification systems such as BREEM, HQE, etc. (iISBE, theInternational Initiative for a Sustainable Built Environment,
promotes sustainable building standards). Other opportunities ofthe same type were explored with the legal and insurance sectors.
Training programmes: ITP and eFIDIC
The FIDIC International Training Programme has organisedover the past 12 months some 52 training courses, workshops
and seminars in 14 countries. A recent innovation has been
intensive training courses which were longer than the normal twoday course, but were restricted to 30 participants with only one
trainer to minimise costs. The format has proved to be viable andextremely effective in allowing FIDIC training to take place incountries that had difficulty attracting international FIDC
Accredited Trainers.

Quality

Another cost-effective way to expand training activities has
been to launch web training programmes. For the past five years,
FIDIC has offered the Young Professionals Management Training
Programme (YPMTP) to young professionals eager to develop
their leadership and management skills in a global setting. The
programme consists of two components: a seven-month online
training programme followed by closing sessions and participationin FIDIC’s annual conference with a final presentation at theconference’s Future Leaders Workshop. The 2008 programme
included young professionals from countries as diverse as
Australia, Canada, Nigeria, Korea, Ireland, and the Czech
Republic. FIDIC successfully launched in early-2008 the eFIDIC
Training Programme with a Contracts Module 0 (Professional
Services Agreements) four-month programme covering the FIDIC
client/consultant,
sub-consultant,joint
venture,andrepresentatives agreements, with SFC-Consult, Denmark,supplying the training. Repeating the eFIDIC Module 0 early in theyear on an annual basis was planned, together with theintroduction of additional eFIDIC programmes based on other
FIDIC contracts and business practice training modules.
Young Professionals Forum
Another key component of FIDIC’s business development
activities was the Young Professionals Forum (YPF). The YPF
steering committee held its annual meeting at the FIDIC 2008
Quebec Conference to discuss coordination between the growing
number of national YPF's (forums are now listed on the YPF’s
website ypf.fidic.ch for 12 countries) and to elect a new steeringcommittee (chaired by Alex Eyquem, Faber Maunsell, UK). Youngprofessionals participating in the conference were responsible fora session on succession management that attracted considerable
interest, given the lack of skilled resources throughout theconsulting engineering industry. Presentations by Gayle Roberts(Stanley Consultants, USA), Liu Luobang (Halcrow Engineering,
China) and Lee Wanjae (Dongsung, Korea) gave invaluable insights
about how firms around the world were working to ensure that“our company thrives beyond our years”. The FIDIC YPF publisheda bi-monthly newsletter and disseminated information of interest to
YP’s through its website.

9andSustainability

The Quality Based
Selection Task Group met
in Hong Kong in July 2009
to start drafting revised
QBS guidelines. From theleft: Adam Thornton,
Andrew Steeves, Fatma
Cölasan, Kiran Kapila,
Walter Painsi, and Bisher
Jardeneh.

Federation of Canadian Municipalities to promote QBS wasendorsed by over 70 local communities in Canada. For him, thechallenges for procurement by QBS were to better demonstratesavings and how to negotiate ethically. Given the need to continue
to demonstrate the value of QBS, FIDIC decided to develop a fresh
approach for promoting QBS as the international standard for
consultant selection by updating the 1994 FIDIC publication
Quality Based Selection for Procurement and Consulting Services.
Quality management standards
With some one million certificates issued, the International
Standards Organization (ISO) 9001:2008 Quality Management(QM) requirements standard has replaced the 2000 version to
make requirements clearer and to improve compatibility with otherstandards. Using a 9001:2008 table summarising changes, users
should determine the impact of ISO 9001:2008 on their current
interpretation of ISO 9001, as adjustments to QM systems may beneeded, noting that from November 2010 ISO 9001:2000
certificates will be invalid. The FIDIC Quality Management
Committee chaired by Walter Painsi, Austria, will assess theimpact of the new version on the FIDIC Quality Management Guide
and the FIDIC ISO 9001:2000 Quality Management Interpretive
Guide, the consulting engineering industry’s ISO-recognised
sector guides. Given the results of the FIDIC 2007 quality
management survey that confirmed the importance of monitoring
the development of all ISO QM standards, Walter Painsi
participated in the February 2009 meeting of the ISO TechnicalCommittee responsible for further developing the ISO 9001
standard. Stakeholders will shortly be asked to comment on the
results of a brainstorming session on possible directions for arevision in about 2015.

Quality and Sustainability
Quality Based Selection revisited
The selection of consultants on the basis of quality is aconsulting engineering industry cornerstone and essential fordelivering sustainable projects. In Quality - or Qualifications Based Selection (QBS), a fee based on the scope of services isnegotiated after the most qualified firm has been identified and adetailed scope of work jointly developed by the client and theconsultant. QBS is widely adopted as a formal procurement
method in the USA. In the case of Japan, Aki Hirotani, AJCEJapan President, reported at the FIDIC 2008 Quebec Conference
that since a 1999 recommendation by a government committee,
the fees for nationally procured consultant services selected by
QBS had increased threefold, and today outweighed those forcost-based methods by 20%. The challenge now was to have
local authorities adopt QBS. Peter Steblin, another FIDIC 2008
conference speaker, reminded participants that Canada’s
InfraGuide guidelines developed in cooperation with the

Sustainability
The Sustainable Development Committee (W.A. Wallace, USA- SDC chair; K. Adeola, Nigeria; M. Batayneh, Jordan; J. Boswell,South Africa; I. van der Putte, Netherlands; S. Wij, India; K.
Kariya, Japan; E. Schlaeppi, Switzerland; A. Taute, South Africa).
was charged with and incorporating Project Sustainability
Management (PSM) principles into industry best practice andexpanding the acceptance and application of PSM to make it thestandard for setting sustainable development project goals. The
committee does this by working with international and sector
organisations such as ISO, UNEP and ICLEI on communication,
training and assimilating lessons learnt. A major task for the SDC

Ethics

and10Integrity

was to update the 2004 FIDIC Project Sustainability Management(PSM) Guidelines, with a new edition planned for publication in2010. A major area for the application of PSM was in green andsustainable building standards. Buildings represent nearly 50% of
greenhouse gas emissions so their environmental performancemust be established in order to communicate their impact onsustainable development. ISO standards aim to establish aframework for methods to assess the environmental performanceof buildings that is applicable internationally. Such assessments arecarried out within for scope of PSM. The SDC therefore needed tocomment on the various standards that were being developed, andto provide guidance on the application of sustainable construction
standards, as was done for environmental management.
The other main tools for harmonising project sustainability
standards for buildings and, in the future, for civil engineering
infrastructure are the national rating assessment schemes. The
French and the UK ‘green’ building certification authorities createdin April 2008 the Sustainable Building Alliance (SBA) to develop ofa core building assessment system with common minimum
standards and common indicators. This was to ensure
consistency and to promote ‘dual certification’ so that thesustainability performance of buildings in different countries can becompared. A key element of the core indicators will be adaptability
to local conditions, which is a feature of FIDIC’s PSM that provides
guiding principles for rating projects. Introducing PSM in building
certification has been addressed on several fronts. FIDIC is afounder member of the UNEP Sustainable Buildings andConstruction Initiative (SBCI), with Ike van der Putte, an SDC
member, serving as the SBCI chair in 2008. FIDIC also launched
the FIDIC-iiSBE Sustainable Construction Education and Training(SBCET) Programme that has been endorsed by SBA and UNEP.
Promoting quality and sustainability at the regional level
wherever possible remained a challenge unless there was a welldefined regional political entity. FIDIC participated in the Joint
European Commission - European International Contractors
Round Table on Infrastructure in ACP Countries (Brussels; 26
March 2009) that analysed the legal, economic and technicalframework conditions for infrastructure projects in countries
receiving European Union development funds, notably those in
Sub-Sahara Africa. It was concluded that adequate funding
should be secured to allow quality and sustainability to be
maximised by improving feasibility and design studies.
Ethics and Integrity
The Integrity Management Committee (J. Díaz Padilla, Mexico IMC chair; R.G. Campen, Netherlands; J.C.W. Ritchie, India; Liu
Luobing, China; R. Stump, USA; N. Khelane, Zambia; Xie
Shaozhang, China) was charged with developing integrity
guidelines and strategies for both the consulting engineering
industry and clients. Dr. Díaz Padilla, the IMC chair, took over from

Felipe Ochoa Rosso in mid-2009 after many years of dedicatedservice. Dr. Ochoa was instrumental in developing the FIDIC
Business Integrity Management System (BIMS) and having it
endorsed by some of the multilateral development banks.
Business Integrity Management System guidelines update
BIMS is a major tool for tackling the corruption that is widely
acknowledged as threatening development. Organisations withwhich FIDIC partners have also launched other important
anticorruption initiatives. However, there has yet to be a significant
uptake by clients who procure consulting engineering services.
Until this occured, it will be difficult to make a greater impact withtools such as BIMS. The IMC was therefore charged withidentifying ways to promote BIMS on both the supply and demandsides. A first step will be to update the BIMS guidelines andtraining manual published in 2001 and 2002, rspectively.
Active partnerships
Maintaining active partnerships with the other major
anticorruption initiatives was also an IMC task. FIDIC commented
on the new OECD Principles for Enhancing Integrity in Public
Procurement, part of a broad OECD programme to crack down on
fraud in government contracts. Demand-side corruption has also
been the focus of the ADB-OECD Anti-Corruption Initiative for Asiaand the Pacific with which FIDIC interacted. Meanwhile, on the
supply side FIDIC helped the World Economic Forum (WEF)
Partnering Against Corruption Initiative (PACI) promote a selfassessment tool. As a member of the Steering Committee of theTransparency International (TI) Business Principles, FIDIC regularly
provided input into various tools developed by TI. With its
experience on BIMS, FIDIC also commented on a proposed
framework for Independent Assurance of Corporate Anti-Bribery
programmes and has contributed to a joint project involving theUN, TI, the ICC and WEF which is developing a tool to aid in
Resisting Extortion and Solicitations in International Transactions.
Finally, FIDIC remained a UN Global Compact signatory andadopted some of the Compact’s corruption scenarios in BIMS
training resources.
Regarding conferences, FIDIC participated in the UN
Convention Against Corruption (UNCAC) conference, a significant
international gathering of civil society leaders, corporate leaders
and international agencies. UNCAC has been successful in having
adopted by many countries landmark provisions on asset recovery,
and its civil society partners have been pushing hard to expose
incidences of corruption to make both government and the private
sector more transparent in their transactions. Dr. John Boyd, FIDIC
President, participated in the World Federation of Engineering
Organizations (WFEO) 2008 World Engineering Congress that
devoted several sessions to anti-corruption initiatives.
There was a strong intent on the part of WFEO to work with
FIDIC on issues of mutual interest, notably sustainable
development, capacity building and business integrity. Barry
Grear, WFEO President, met with Dr Boyd in early-May 2008 to
discuss specific activities. Meanwhile CICA, the international
confederation representing the contracting sector, alsocollaborated with FIDIC by issuing a joint statement condemningcorruption, noting that the private sector had implemented

The

procedures to curb unethical practices which had not yet beenmatched by corresponding initiatives by public stakeholders.
FIDIC and CICA proposed to encourage a closer partnership with
the international finance institutions, national procurement
agencies and governments, as well as with representative
organisations in the private sector, to acknowledge the practical
tools developed by FIDIC. The main focus was to include BIMS inprocurement policies and procedures. A first step has been to
promote Government Procurement Integrity Management System(GPIMS) guidelines that mirror the BIMS guidelines for firms. FIDIC
will shortly publish the GPIMS guidelines to help inform public
sector institutions about the integrity management approach to
tackling corruption in procurement.

The Managing Director’s Report
It is often said that we live in exciting times. With all the challenges
facing consulting engineers, it would be safe to say that the industry
lived continually in exciting times. The very nature of the industry,
with its changing clientele, governments which come and go,nature running amok, and now a financial crisis, seemed to part ofan ever-evolving maelstrom of adventure. The unfortunate truth
was that, despite the high expectations of society that engineers
will solve most of their problems (if one thought about it), the profile
of engineers remained far too low and warranted a cry for help.
Needless to say, the industry itself looked to FIDIC for answers when
the crisis struck, but there was no panic within the membership. By
and large, firms did what had to be done and, in many situations,adversity was turned to opportunity. Consulting engineering firms
were nothing, if not resilient, versatile and creative. It was a shame,
therefore, that more clients did not recognise this. As captured by
the FIDIC President in his message in this Annual Review, andmentioned last year, only the industry itself could make a difference.
If we waited quietly, with our solutions, society would not come tous. Politicians, with their short-term focus, would not come to us.
Clients, with their tight budgets, would not come to us. We needed
to be loud and proud. We needed to constantly speak out – not juston infrastructure, but also on issues affecting society; on politicalissues; on poor policies and procedures; on investment; on
education. Squeaky wheels get attention. The industry formed a
critical wheel in the machinery of our society, but it was too welloiled to be heard. We needed to squeak much more.
Secretariat
Throughout the year of turmoil, the FIDIC Secretariat remained
stable. Additional resources were brought in on an ad hoc basis toundertake specific pieces of research. If anything, demands
increased still further, as reflected in the increased commercial
activity, and in the number of new projects launched by FIDIC.
Fortunately, the continued high level of business provided FIDIC
with the opportunity to continue investing in new products andservices, to upgrade existing services, and to enhance thecapacity of FIDIC training programmes.
Committees
Recognising the value of its largely volunteer committees,
FIDIC invested more in their ability to contribute effectively. Clearly

11

FIDIC

Secretariat

FIDIC Scorecard
The FIDIC Executive Committee has established a scorecard(see fidic.org/scorecard) covering FIDIC activities. Nearly 60
indicators make up four ‘balanced scorecard’ categories(stakeholder; systems; learning andgrowth; financial). The score as ofAugust 2009 was 50.4%, indicatingthat many targets have been largely
achieved with a few still needing asignificant amount of action. Illustrated
on the left is the radar plot for the
stakeholder category’s 13 indicators.
defined terms of references, budgets and timeframes assisted
task groups in focussing on outcomes, with FIDIC lending more
support with inputs. With nine committees and numerous task
groups, there were some 80-100 keen supporters active within thefederation at any given time. The coordination and overview of
their activities formed an important part of the Secretariat’s duties.
Committees and their task groups also became more involved in
the marketing and promotion of new products and services, inaddition to their production.
Products and Services
Products and services form the lifeblood of a sustainableindustry association. Members become involved in order tobecome associated with the FIDIC brand, and to benefit frominternational best practice; clients come to FIDIC for the various
products and services offered. As with any business, theseproducts and services needed to be continually maintained andenhanced in order to meet market needs and conditions. The
impact of the financial crisis did not appear to have affected
revenues, as the overall demand for projects remained at a very
high level: FIDIC Bookshop sales and the interest in services
supplied by FIDIC both increased in 2008. These services included
advice about FIDIC contacts and procurement best practice, theappointment of adjudicators, and industry surveys.
Events
FIDIC events covered two core areas, namely the FIDIC annual
and regional conferences, as well as other conferences in which
FIDIC participated and the rapidly expanding International Training
Programme and the Capacity Development Programme.
Conferences formed an important part of FIDIC’s profile, as well as
providing networking, business development, and the promotionof new products and services. The training and capacity
development programmes targetted users of FIDIC’s contracts
and business practice while also raising the profile of FIDIC and theconsulting engineering industry as a whole.
Enrico Vink, FIDIC Managing Director

F I D I C

12M e m b e r

A s s o c i a t i o n sAlbania – AACE – Rr. "B. Biba", Pall. 75,
sh. 5, Ap. 93, Tirana• 355 (4) 24 09 56 / 24 09 56• fkaba@icc.al.eu.org

Estonia – EAACEC – Rävala pst. 8,
Room A214, EE-10143 Tallinn• 372 (6) 60 47 95 / 60 47 95• epbl@online.ee• www.epbl.ee

Latvia – LACE – Kr Barona St 99/1a
LV-1012 Riga
• 371 (7) 728 49 44 / 728 49 07• lika@lika.lv• www.lika.lv

Australia – ACEA – GPO Box 56
Sydney NSW 2001
• 61 (2) 99 22 47 11 / 99 27 54 84• acea@acea.com.au • www.acea.com.au

Finland – SKOL – Tapiola Central
Tower, FI-02100 Espoo• 358 (20) 595 51 00 / 595 51 11• skolry@skolry.fi• www.skolry.fi

Lithuania – LACC – A. Gostauto 8-312
LT-01108 Vilnius• 370 (5) 231 24 54 / 231 24 54• lacc@takas.lt• www.lacc.It

Austria – ACA – Schaumburgergasse 20/1
A-1040 Vienna• 43 (5) 909 00 32 48 / 90 90 02 29• ftbi@wko.at• www.aca.co.at

France – CICF-SYNTEC – Maison del’Ingénierie et du Conseil, rue Léon-Bonnat 3
F-75016 Paris• 33 (1) 44 30 49 60 / 45 24 23 54• contact@syntec-ingenierie.fr• www.syntec-ingenierie.fr

Luxembourg – OAIC – Rue Jean 8Engling L-1466 Luxembourg• 352 (-) 42 24 06 / 42 24 07• oai@oai.lu• www.oai.lu

Azerbaijan – ASPI – 14 A. Sahat St.
1007 Baku• 994 (12) 495 11 30 / 994 (12) 495 12 47• FS@aspi.az• www.aspi.az
Bahrain – BSE – Box 835, Manama 341• 973 (17) 72 71 00 / 72 98 19• mohandis@batelco.com.bh• www.mohandis.org
Bangladesh – BACE – House 95A, Rd 4
Block F, Banani, Dhaka 1213
• 880 (2) 989 07 66 / 989 33 21• bace@bttb.net.bd • www.bacenet.org
Belarus – BelACE – Roza Luksemburg St.
101-105, Minsk 220036• 375 (17) 286 19 54 / 286 19 54• info@belaik.org• www.belaik.org

Germany – VBI – Budapester Str. 31,
D-10787 Berlin,• 49 (30) 26 06 20 / 26 06 21 00• vbi@vbi.de• www.vbi.de
Ghana – GAC – Box 16444, KIA Accra• 233 (21) 701 09 59 / 24 73 74• info@ghanaconsultants.org• www.ghanaconsultants.org
Greece – HELLASCO – 2 Macedonon St
GR-115 21 Athens• 30 (210) 645 22 32 / 644 46 85• segm@tee.gr• www.segm.gr
Hungary – AHCEA – Krisztina Krt 99.
H-1016 Budapest• 36 (1) 488 20 37 / 375 79 82• tmsz@tmsz.org • www.tmsz.org

Belgium – ORI – rue Colonel Bourg 105
B-1030 Brussels• 32 (2) 706 05 70 / 706 05 79• info@ori.be• www.ori.be

Iceland – FRV – Engjateigur 9, Reykjavik 105• 354 (-) 553 42 00 / 553 94 80• frv@frv.is• www.frv.isBosnia Herzegowina – ACEBH – Institute
IPSA, BIH, Put zivota bb, Sarajevo 71000• 387 (33) 27 63 22 / 27 63 55• ipsage@bih.net.ba • www.uki.ba

Malawi – ACEM – P.O. Box 2274, Ulongwe• rdconsult@malawi.net
Malaysia – ACEM – 63-2 & 65-2
Medan Setia 1, Damansara Heights
Kuala Lumpur 50490• 60 (3) 2095 00 31 / 2095 34 99• sec@acem.com.my • www.acem.com.my

Singapore – ACES – No. 04-06, Palmer
House, 70 Palmer Rd
Singapore 079427• 65 (-) 632 426 82 / 632 425 81• acesing@starhub.net.sg• www.aces.org.sg
Slovakia – SACE – Kominárska ul. 4,
SK-832 03 Bratislava• 421 (2) 50 23 45 10 / 50 23 45 55• tajomnik@sace.sk • www.sace.sk
Slovenia – NACES – Dimiceva 13
SI-1504 Ljubljana• 386 (1) 58 98 000 / 58 98 100• info@gzs.si• www.gzs.si
South Africa – CESA – P.O. Box 68482
20, Georgian Crescent
Bryanston 2021
• 27 (11) 463 20 22 / 463 73 83• general@cesa.co.za • www.cesa.co.za

Mali – OICM – BP E4486, Cité des 300
Logements, Rue 112, Porte 217, Bamako• 223 (2) 21 80 91 / 21 03 36• oicm@afribone.net.ml

Spain – TECHNIBERIA – Calle Montalban
3-5°D., E-28014 Madrid• 34 (91) 431 37 60 / 575 54 99• cbueno@tecniberia.es• www.tecniberia.es

Mexico – CNEC – Torre World Trade
Center, Montecito 38, Pido 18, Oficina
35, Col. Napoles Mexico DF 03810• 52 (55) 54 88 05 22 / 54 88 05 27• cnec@cnec.org.mx • www.cnec.org.mx

Sri Lanka – IESL – 120/15 Wijerama
Mawatha, Colombo 7• 94 (11) 269 84 26 / 269 92 02• iesl@slt.lk• www.iesl.lk

Morocco – FMCI – 5, rue Idriss Al Akbar
Quartier Hassan, Rabat• 212 (5) 37 70 52 24 / 37 20 03 49• contact@fmci.co.ma • www.fmci.co.ma
Namibia – ACEN – Box 25837, Windhoek• 264 (61) 22 76 72 / 22 09 80• acen@mweb.com.na• www.acen.org.na

Suriname – ORIS – Box 1864, Paramaribo• 59 (7) 47 22 75 / 47 44 08• sunecon@sr.net
Sweden – STD – Box 55 545
SE-102 04 Stockholm• 46 (8) 762 67 00 / 762 67 10• std@std.se• www.std.se

Botswana – ACEB – Box 502354, Gaborone• 267 (-) 35 20 06 / 30 12 44• aceb@info.bw• www.info.bw/~aceb

India – CEAI – East Court, Zone 4Core 4B, 2nd Fl.
India Habitat Centre, Lodhi Rd
New Delhi 110003• 91 (11) 460 10 68 / 464 28 31• ceai.ceai@gmail.com• www.ceaindia.org

Nepal – SCAEF – G.P. Box 1513,
Thapathali, Kathmandu• 977 (1) 424 78 52 / 424 78 52• scaef@wlink.com.np • www.scaef.org.np

Bulgaria – BACEA – Struma St 2A, 2nd Fl.
BG-1202 Sofia• 359 (2) 983 90 41 / 983 15 99• bacea@techno-link.com

Indonesia – INKINDO – Jalan Bendungan Hilir
Raya 29, Jakarta 10210• 62 (21) 573 85 77 / 573 34 74• inkindo@inkindo.org • www.inkindo.org

Netherlands – ONRI – Box 30442
NL-2500 GK The Hague• 31 (70) 314 18 68 / 314 18 78• onri@onri.nl• www.onri.nl

Canada – ACEC – 130 Albert St
Suite 616, Ottawa K1P 5G4• 1 (613) 236 05 69 / 236 61 93• info@acec.ca• www.acec.ca

Iran – ISCE – Daneshjoo Blvd 26
St. Velenjak, Tehran 19848• 98 (21) 224 062 60 / 224 062 58• fidic@irsce.org• www.irsce.org

New Zealand – ACENZ – P.O. Box 10247
Wellington 6143
• 64 (4) 472 12 02 / 473 38 14• service@acenz.org.nz • www.acenz.org.nz

China – CNAEC – 11/F, Sichuan Mansion
No.1 Fuchengmenwai St., Beijing 100037• 86 (10) 68 33 26 83 / 68 36 48 43• cnaec@cnaec.org.cn• www.cnaec.org.cn

Ireland – ACEI – 46 Merrion Sq., Dublin 2• 353 (1) 642 55 88 / 642 55 90• info@acei.ie• www.acei.ie

Nigeria – ACEN – Box 2751, Yaba, Lagos• 234 (1) 774 89 10 / 493 31 40• info@acen.org.ng • www.acen.org.ng

Israel – IOCEA – P.O. Box 6385, 200
Dizengoff St., IL-61063 Tel Aviv
• 972 (3) 523 62 89 / 522 30 41• bina@ioce.org.il• www.iocea.org.il

Norway – RIF – Postboks 5491 Majorstuen
N-0305 Oslo
• 47 (22) 85 35 70 / 85 35 71• rif@rif.no• www.rif.no

Italy – INARSIND – Viale Pasteur,66 Scala B, Int. 8, I-00144 Rome
• 39 (06) 324 18 34 / 32 50 03 86• info@inarsind.it• www.inarsind.it

Pakistan – ACEP – Institution ofEngineers Building, 4th Fl.
Shahrah-e-Faisal, Karachi 75530• 92 (42) 583 78 24 / 586 20 33• acep@cyber.net.pk • www.acep.org.pk

Japan – AJCE – 3-16-4 Ueno, Taito-ku
Tokyo 110-0005• 81 (3) 38 39 84 71 / 38 39 84 72• info@ajce.or.jp• www.ajce.or.jp

Philippines – CECOPHIL – 9 F Feliza
Building, V.A. Rufino Street• 63 (2) 752 42 21 / 810 59 02• secretariat@cecophil.com• www.cecophil.com

Jordan – JACEC – P.O. Box 930786
Amman 11193• 962 (6) 560 38 80 / 560 38 81• info@aeb-council.org• www.aeb-council.org

Poland – SIDIR – ul. Dluga 44/50, lok. 101
PL-00-241 Warsaw• 48 (22) 642 82 90 / 826 56 49• biuro@sidir.pl• www.sidir.pl

Kazakhstan – KACE – CETT
36 Auezova St, Saryarka District
Astana City• 7 (3172) 21 64 81• info@t2.kz

Portugal – APPC – Av. António
Augusto de Aguiar 126, 7o
P-1050-020 Lisbon• 351 (21) 358 07 85 / 315 04 13• info@www.appconsultores.org.pt• www.appconsultores.org.pt

Kenya – ACEK – Box 72643, Nairobi• 254 (2) 24 90 85 / 33 54 38• acek@mitsuminet.com• www.acek.co.ke

Romania – RACE – Calea Grivitei 136
Corp B, Sector 1, Bucharest 010737• 40 (21) 312 26 99 / 312 26 97• aric@eure.ro

Korea – KCCE – Eng. Ass. Hall1049-1 Sadangdong, Dongjak-Gu
Seoul 156-090• 82 (2) 3019 32 00 / 30 19 33 00• engineering@kenca.or.kr• www.kenca.org

Russia – RACE – /c/o WERES
20, Kulakova St., CIS-123592 Moscow• 7 (495) 514 80 66 / 942 79 18• info@raec-moscow.ru• www.raec-moscow.ru

Zambia – ACEZ – Box 30866, Lusaka• 260 (1) 228 458• sitalig@zamtel.zm

Saudi Arabia – SES – Box 85041
Riyadh 11691• 966 (1) 403 14 14 / 403 20 70• info@saudieng.org • www.saudieng.org

Zimbabwe – ZACE – No. 1 Conquenar
House, 256 Samora Machel Eastlea
Harare• 263 (4) 74 60 10 / 74 60 10• zace@mango.zw

China, Hong Kong – ACEHK – 20/F, Tung
Wai Commercial Building, 109 111
Gloucester Road, Hong Kong
• 852 (-) 25 98 00 23 / 28 77 01 81• acehk@aecom.com • www.acehk.org.hk
China, Taipei – CAEC – 22nd Fl., No. 77
Section 2, Tun Hwa So. Rd, Taipei 106• 886 (2) 27 05 24 27 / 27 05 24 31• caec.tw@msa.hinet.net• www.caec.org.tw
Croatia – CACE – c/o Koprojekt,
P.O. Box 422, Gunduliceva 23 Hrvatska
HR-10000 Zagreb• 385 (1) 485 41 30 / 485 41 37
Czech Republic – CACE – Havlickovo
nabrezi 38, CZ-702 00 Ostrava• 45 (-) 597 46 42 22 / 596 11 83 03• cace@cace.cz• www.cace.cz
Denmark – FRI – Postboks 2604
DK-2100 Copenhagen Ø• 45 (-) 35 25 37 37 / 35 25 37 38• fri@frinet.dk• www.frinet.dk
Ecuador – ACCE – Av. República de
El Salvador 890 y Suecia, Edif. Delta
4o Piso, Quito• 593 (2) 246 50 47 / 245 11 71• acce@acce.com.ec• www.acce.com.ec
Egypt – ESCONE – 7, Lebanon St
Mohandesseen, Giza, Cairo• 20 (2) 346 10 62 / 346 10 62• gamal_nassar_cec@yahoo.com

Fédération Internationale des Ingénieurs-Conseils
International Federation of Consulting Engineers
Internationale Vereinigung Beratender Ingenieure
Federación Internacional de Ingenieros Consultores

Switzerland – USIC – Aarbergergasse 16-18,
CH-3011 Bern
• 41 (31) 970 08 88 / 970 08 82• usic@usic.ch• www.usic.ch
Tanzania – ACET – P.O. Box 63
Dar es Salaam• 255 (22) 213 11 37 / 213 11 37• acet@cats-net.com • www.acet.or.tz
Tunisia – ANBEIC – 6, rue 8160 Cité
Olympique, Tunis 1003
• 216 (-) 98 35 99 28 / 71 79 71 28• anbeic.congres@gnet.tn• www.anbeic-congres.org
Turkey – ATCEA – Ahmet Rasim
Sokak 35/2, TR-06550 Çankaya/Ankara• 90 (312) 440 89 70 / 440 89 72• tmmmb@tmmmb.org.tr• www.atcea.org.tr
Uganda – UACE – Box 11750, Kampala• 256 (41) 34 25 36 / 23 28 36• uace@infocom.ug• www.uace.or.ug
UK – ACE – Alliance House
12 Caxton St, London SW1H 0QL• 44 (20) 72 22 65 57 / 72 22 07 50• consult@acenet.co.uk• www.acenet.co.uk
Ukraine – AECU – 6, Academica
Bogomolsta St., UA-Kiev 01024• 38 (095) 227 45 27 / 227 45 27• aecu@rambler.com • www.aecu.in.ua
USA – ACEC – 1015 FIfteenth St, NW
Washington DC 20005• 1 (202) 347 74 74 / 898 00 68• acec@acec.org• www.acec.org
Uzbekistan – UZACE – Niyozbek Yuli St.,
1A Level 4, Office 7, Tashkent 10035• 998 (71) 234 65 54 / 234 13 86• info@uzace.org• www.uzace.org
Vietnam – VECAS – Hai Ba Trung
District, 37 Le Dai Hanh St, Hanoi City
• 84 (4) 821 80 93 / 974 01 09• vecas@fpt.vn

PO Box 311, 29 route de Près-Bois, World Trade Center 2, Geneva Airport
CH-1215 Geneva 15, Switzerland
Tel: +41 22 799 49 00 Fax: +41 22 799 49 01 fidic@fidic.org www.fidic.org