Adjudication Claim Templates

Issuing a Payment Claim and moving to Adjudication may seem complex. To simplify the administrative tasks, you can download our Adjudication and Payment Claim Templates.

Disclaimer: These templates serve as guides and should not be regarded as legal or commercial advice.

Type in your details below to receive your Adjudication Claim Templates:

Templates included within the suite:

  • 1.0 Adjudication Submission – TEMPLATE
  • 2.0 Payment Claim – TEMPLATE

FIDIC Contract Administration Templates

Streamline your contract administration with our FIDIC Contract Administration Templates. Whether you’re a project manager, legal eagle, or contractor on the frontline, this suite is designed with YOU in mind.

Disclaimer: Our FIDIC Contract Administration Templates are informative guides, not direct legal documents. They offer insights but require professional adaptation for accuracy and compliance. Users are responsible for ensuring that any modifications or applications of these templates align with their specific liability and intended purposes.

Type in your details below to receive your FIDIC Contract Administration Templates:


Templates included within the suite:

  • FIDIC - ANV00 - 000 Letter Template
  • FIDIC - ANV01 - NXX - Description - Notice for delayed Drawings or Instructions (Sub-Clause 1.9)
  • FIDIC - ANV02 - NXX - Description - Submission of Plant and Contractor Documents (Sub-Clause 4.1)
  • FIDIC - ANV03 - NXX - Description - Submission of a Revised Programme (Sub-Clause 8.3)
  • FIDIC - ANV04 - NXX - Description - Appointment of Contractor's Representative (Sub-Clause 4.3)
  • FIDIC - ANV05 - NXX - Description - Application for Interim Payment Certificate (Sub-Clause 14.3)
  • FIDIC - ANV06 - NXX - Description - Application for Final Payment Certificate (Sub-Clause 14.11)
  • FIDIC - ANV07 - NXX - Description - Notice of Unforeseeable Physical Conditions (Sub-Clause 4.12)
  • FIDIC - ANV08 - NXX - Description - Submission of Claim (Sub-Clause 4.12)
  • FIDIC - ANV09 - NXX - Description - Notification - Access to the Site (Sub-Clause 2.1)
  • FIDIC - ANV10 - NXX - Description - Notification - Fossils Discovery (Sub-Clause 4.24)
  • FIDIC - ANV11 - NXX - Description - Submission of Claim - Fossils (Sub-Clause 4.24)
  • FIDIC - ANV12 - NXX - Description - Notification for Delays due to Testing (Sub-Clause 7.4)
  • FIDIC - ANV13 - NXX - Description - Submission of Claim - Additional Testing (Sub-Clause 7.4)
  • FIDIC - ANV14 - NXX - Description - Notification of a Claim for [EOT and/or recovery of additional Cost] (Sub-Clause 8.4)
  • FIDIC - ANV15 - NXX - Description - Notice - Unforeseeable Delay [for disruption] caused by authorities (Sub-Clause 8.5)
  • FIDIC - ANV16 - NXX - Description - Notice of Claim - Taking Over part of the Works (Sub-Clause 10.1)
  • FIDIC - ANV17 - NXX - Description - Interference with the Tests on Completion (Sub-Clause 10.3)
  • FIDIC - ANV18 - NXX - Description - Additional cost due to omission of [insert description of omitted works] (Sub-Clause 12.4)
  • FIDIC - ANV19 - NXX - Description - Contractor's Proposal Value Engineering (Sub-Clause 13.2)
  • FIDIC - ANV20 - NXX - Description - Change in Laws of the Country - Adjustment of Contract Price (Sub-Clause 13.7)
  • FIDIC - ANV21 - NXX - Description - Outstanding payment for [insert details] - Financing Charges (Sub-Clause 14.8)
  • FIDIC - ANV22 - NXX - Description - Notice of Suspension of the Works [OR reduction in the rate of work] (Sub-Clause 16.1)
  • FIDIC - ANV23 - NXX - Description - Delay and Cost due to [suspension of reducing the date of work] (Sub-Clause 16.1)
  • FIDIC - ANV24 - NXX - Description - Notice of loss OR damage to the Works (Sub-Clause 17.4)
  • FIDIC - ANV25 - NXX - Description - Notice of Claim - suffered by the Contractor (Sub-Clause 17.4) FIDIC - ANV26 - NXX - Description -Notice - Force Majeure event (Sub-Clause 19.2)
  • FIDIC - ANV27 - NXX - Description - Notification of a claim (Sub-Clause 20.1)
  • FIDIC - ANV28 - NXX - Description - Claim No. XX - Submission (Sub-Clause 20.1)

AS4000 Contract Administration Templates

Streamline your contract administration with our AS4000 Contract Administration Templates. Whether you're a project manager, legal eagle, or contractor on the frontline, this suite is designed with YOU in mind.

Disclaimer: Our AS4000 Contract Administration Templates are informative guides, not direct legal documents. They offer insights but require professional adaptation for accuracy and compliance. Users are responsible for ensuring that any modifications or applications of these templates align with their specific liability and intended purposes. It is advisable to consult with legal professionals or experts in contract administration to ensure proper usage and minimise any potential liability risks associated with these templates.

Type in your details below to receive your AS4000 Contract Administration Templates:


Templates included within the suite:

  • AS4000 - ANV01 - 000 Letter Template
  • AS4000 - ANV02 - NXX - Description - Notice of Intended Subcontractor (Clause 9) Rev0
  • AS4000 - ANV03 - NXX - Description - Notice of Latent Condidition (Clause 25.2) Rev0
  • AS4000 - ANV04 - NODXX - Description - Notice of Delay (Clause 34.2) Rev0
  • AS4000 - ANV05 - EOTXX - Description - Claim for EOT (Clause 34.2(a)(iii)(A)) Rev0
  • AS4000 - ANV06 - EOTXX - Description - Ongoing Delay & Interim Particulars (Clause 34.2(a)(iii)(B)) Rev0
  • AS4000 - ANV07 - NXX - Description - Notice of Variation Direction (Clause 36.1) Rev0
  • AS4000 - ANV08 - NXX - Description - Proposed Variation Response (Clause 36.2) Rev0
  • AS4000 - ANV09 - NXX - Description - Notice of Dispute (Clause 42.1) Rev0
  • AS4000 - ANV10 - NXX - Description - Programming (Clause 32) Rev0
  • AS4000 - ANV11 - NXX - Description - Suspension (Clause 33) Rev0
  • AS4000 - ANV12 - NXX - Description - Legislative Requirements (Clause 11) Rev0
  • AS4000 - ANV13 - NXX - Description - Progress Claims (Clause 37.1) Rev0
  • AS4000 - ANV14 - NXX - Description - Final Payment Claim (Clause 37.4) Rev0
  • AS4000 - ANV15 - NXX - Description - Payment of workers & subcons(Clause 38) Rev0
  • AS4000 - ANV16 - NXX - Description - Default or Insolvency (Clause 39) Rev0
  • AS4000 - ANV17 - NXX - Description - Contractor's Rights (Clause 39.9) Rev0
  • AS4000 - ANV18 - NXX - Description - Notification of a Claim for [an extension of time and or recovery of additional Cost] (Clause 41) Rev0

End-to-End Claims Management


Measuring the financial cost of disputes in the construction industry amounts to millions of dollars. However, the cost is not just financial. Disputes can also harm reputations and business relationships.

Anvelo understands this implicitly. We work with our clients, and embed conflict avoidance mechanisms into all our projects, to smooth the way and proactively facilitate the early resolution of potential disputes.


Our capability is reinforced by our commitment to the RICS Conflict Avoidance Pledge, a leading international standard to protect consumers and businesses and ensure the highest level of professionalism. We also commit to working with our industry partners to identify, promote and utilise conflict avoidance mechanisms across the construction industry.

“Is there a valid Claim?” Or, “I think there is a Claim?” Or, “I need to get the Claim over the line, cap in hand.” Anvelo will divorce emotion from reality, clarify the difference between fact and thought, and strategise, qualify, substantiate and quantify. That is our pledge.


Anvelo understands the challenges in assembling a high-calibre group of construction professionals to prepare, deliver and negotiate contract claim outcomes to protect profit and lower risk.

  • Articulating entitlement to time and additional payment with the right people, with the right attitude, at the right time, to deliver results.
  • A team who delivers value for money while protecting the financial position and the business from increased financial risk.
  • Professionals who work efficiently within contract time frames and legislation compliance.


The Anvelo Claims Team will produce robust and fact-based results by investigating, preparing, articulating, negotiating and committing:

  • Claim strategy.
  • Clearly articulated entitlement on written contractual notices with substantiation.
  • Written Claim with detailed particulars of quantum, cost, delay, time, performance, compliance or defects.
  • Delivered by our dedicated and experienced team.
  • Getting it done and always adding value.



So you’re losing time and money in a contract? Or you just want to start things right and manage this from the outset. Make the right decision by consulting Anvelo. And you won’t be throwing good money after bad.


Anvelo has worked on major infrastructure projects across Australia, including various Sydney Metro projects, Melbourne Metro Tunnel and the North East Link. They are well regarded in the industry.

Anvelo will prepare and substantiate claims, act professionally on your behalf in dealings with your client, and continue to deliver outstanding outcomes.


The Anvelo Claims Team presents facts and evidence to their clients, removing conjecture, providing clarity, and helping their clients continue to maintain healthy relationships with their clients.

On a recent Sydney Metro project, the Anvelo Claims Team successfully decoded the complexity of the contract and the delays experienced due to the COVID-19 pandemic to understand the availability, or not, of resources. Issues were articulated, along with their consequences, allowing senior managers of the Contractor and Client to negotiate a settlement, and maintain a healthy working relationship.

The team is experienced in mitigation and skilled in contractual communication. During negotiations, we focus on the big picture and a win/win mindset to achieve the best results for our clients.


Anvelo has a reputation for professionalism and solid work. The company is a team of qualified and registered professionals who are passionate about their work and what they can achieve for their clients.

Anvelo’s success in claims comes from our expertise and training, as much as our experience. Our Claims Team comprises highly qualified professionals who are supported by skilled project controls, commercial and project management practitioners. These support resources are also highly experienced and qualified.

All of Anvelo’s work is guided by the RICS rules of conduct. These rules, along with RICS guidance notes, underpin the work and generally form the basis of how Anvelo works with their clients. They are professionals.


Anvelo can help when in-house resources are stretched, or help is needed on highly specialised matters. We offer flexibility and local knowledge to all our clients. Anvelo will embedding ourselves into your team to manage the claim, and can tap on and off as required.

Let the Anvelo Claims Team help you achieve a successful commercial outcome with greater certainty.

Risk Allocation Mechanics in Uncertain Times

Anvelo provide a multitude of services, one service offering is active risk management, pre contract award right through to the project completion. We find with any parties to a contract, their goal is to finish a project on time, within budget, quality product or service and ultimately safely. Generally, risk management provides early prevention and a framework for issues resolution in a collaborative fashion. If the parties have a collaborative mindset, it can save a lot of time, money and provide the desired outcome. We set out how we assist both clients and contractors in achieving those goals.

Abrahamson Principles

The Principles of Risk Allocation were developed by Max Abrahamson (Abrahamson Principles). The principles were to provide a framework for allocating risks between different parties in a contract, these principles are summarised as:

  1. Principle of Indemnity: States that the party who is responsible for a risk should be the one to bear the financial consequences of that risk.
  2. Principle of Insurability: Suggests that parties should allocate risks to the party who is best able to obtain insurance coverage for that risk.
  3. Principle of Contribution: Requires parties to contribute to the loss proportionate to their degree of responsibility for the risk.
  4. Principle of Risk Assumption: States that risks should be allocated to the party who is best able to manage that risk.
  5. Principle of Prevention and Precaution: Requires parties to take reasonable measures to prevent or mitigate the risk.
  6. Principle of Equitable Allocation: Requires parties to allocate risks fairly and reasonably between themselves.

Risk Allocation/Appetite

One of the contentious elements of risk management is naturally the allocation­. Risk allocation is the process of determining how risks will be assigned or distributed among the parties involved in a contract or project. The goal of risk allocation is to ensure that the risks are assigned to the party that is best able to manage them and bear the financial consequences of any negative outcomes.

Risk allocation is usually aligned to an organisations risk appetite statement (if there is one). Risk appetite refers to an organisation's willingness to take on risk in pursuit of its objectives. It is the level of risk that an organisation is willing to accept or tolerate in order to achieve its goals. Risk appetite is influenced by various factors, such as an organisation's culture, business strategy, financial resources, and risk management capabilities. Bearing in mind due to the integrated nature of construction and infrastructure sectors it should be noted, the pursuit of the project objectives should not be compromised by the risk appetite as it can eventually lead to exceeding the original “risk appetite”, such as liquidation or insolvencies.


Schedule Risk Analysis

How we overcome the mechanics of the risk allocation is collaboration. As part of the process, schedule risk analysis (SRA) is a technique used in project management to assess the likelihood of a project being completed on time.

  • Deterministic analyses, producing single fixed results, or
  • Probabilistic analyses, producing a range of results.

Which involves:

  1. Identifying potential risks: The first step is to identify potential risks that could impact the project schedule. These risks could be related to resource availability, technical issues, external factors, force majeure, or other project-specific factors. The best way to identify potential risks is through meetings and collaborative workshops with all the involved stakeholders to brainstorm and come up with all the potential risks.
  2. Assess the probability and impact of risks: Once the potential risks have been identified, the next step, to be carried through the same communication techniques, is to assess their probability and impact. This involves evaluating the likelihood that the risk will occur and the potential impact it could have on the project schedule.
  3. Develop a risk management plan: Based on the probability and impact of the identified risks, a risk management plan is developed to address each risk. The plan should outline strategies for mitigating, avoiding, or transferring the risk.
  4. Incorporate the risk management plan into the project schedule: The final process incorporating the risks into the project schedule to reflect the potential impact of the identified risks. This helps to create a more realistic project timeline and helps the project team to better manage potential schedule delays.
  5. Results transparency: Once the results of the SRA have been clearly depicted, the responsible owner and allocation of the risk to that owner is a very important final stage.

Transparency of Results

The risk facilitator or risk manager should maintain integrity and transparency throughout the whole process to provide the project team with actual results and an accurate forecasted project delivery date and cost. The transparency can be achieved practically through the following steps:

  1. Clear communication: Risk management team should communicate project results clearly and effectively to the project management team, using language that is easily understandable to all stakeholders and through the most effective communication methods/tools. This includes sharing progress reports, updates, and summaries that highlight the project's outcomes, successes, and challenges.
  2. Data sharing: They should make project data and information available to stakeholders as appropriate, using data visualisation tools to help stakeholders understand the data and its implications. We find the categorisation of risks can assist with transparency between the parties.
  3. Feedback mechanisms: They should establish mechanisms for stakeholders to provide feedback on project results, such as surveys, focus groups, or public forums.
  4. Independent evaluation: An independent evaluation of project results can enhance transparency by providing an unbiased assessment of the project's outcomes and impact.

Integrated Risk (Time & Cost)

Integrating all the previously presented processes will lead to the risk analysis. A key aspect of integrated risk management is the use of risk analysis techniques, such as Monte Carlo simulation, to assess the potential impact of risks on project time and cost. These techniques allow project managers to model different scenarios and assess the likelihood of each scenario occurring, as well as the potential impact on project time and cost.

Another important aspect of integrated risk management is the development of a risk response plan that outlines specific strategies for managing identified risks. This plan should include contingency plans for potential schedule delays or cost overruns, as well as strategies for mitigating risks to minimise their impact on the project.

Contractual Clauses to Assist, Not Prevent Collaboration

Contractual clauses that assist rather than prevent collaboration are designed to facilitate collaboration and cooperation between parties in a contract. These clauses can help to build trust, promote teamwork, and enhance project outcomes by creating a framework for effective communication and joint decision-making.

Some examples of contractual clauses that assist collaboration include:

  1. Joint project management: This clause can be included in a contract to establish a joint project management structure, where representatives from both parties collaborate to oversee the project and make joint decisions. This will not only mitigate dispute resolution but also streamline roadblocks and provide an active risk management framework.
  2. Communication protocols: Establishing clear communication protocols, such as regular meetings or progress updates, to ensure that both parties are informed and engaged throughout the project, governance protocols or similar is key to ensure clear communication. A “notice of potential issue”, should not be deemed as a negative, in fact positive for ultimate project outcomes.
  3. Dispute/Issue resolution: Contracts can include clauses that establish a collaborative dispute resolution process, such as Executive Leadership Teams (ELT) or similar to ultimately encourage parties to work together to resolve conflicts rather than resorting to other forms of alternative dispute resolution mechanisms or litigation.
  4. Incentives for collaboration: Contracts can include clauses that incentivise collaboration, such as performance bonuses or rewards for achieving joint project goals.

Assessment of Events Made Easier

Considering the circumstances and the validity in the current construction and infrastructure market it is vital to:

  1. Test the operation of clauses prior to signing. Specifically, an extension of time or compensation event clause, does it actually work?
  2. Clear mechanism for draw down on the risk allowance. For example, escalation risk is specifically expressed at 5%, if it exceeds the principal can make a distinct abatement for the original allowance. The modification is very transactional. Drawdown mechanisms can also be used in risk allocation by providing project financiers with greater control over the disbursement of funds, enabling them to monitor project progress and ensure that funds are being used for their intended purpose.
  3. Risk monitoring and review: Risk management is an ongoing process, and risks should be continually monitored and reviewed to ensure that they are effectively managed. This involves tracking risk events and reviewing risk mitigation strategies to ensure that they remain relevant and effective.


At Anvelo, we have a set of experienced staff supported by academic and digital resources to provide a high-quality, reliable risk management services for construction projects. Our team of experts specialise in identifying and mitigating potential risks, ensuring a safe and successful completion of projects, analysing the integrated time/cost risk and estimating the influenced duration and additional expected cost. At Anvelo, we are committed to delivering exceptional results and providing peace of mind to our clients. With our expertise and experience, we can help you manage risk and achieve your construction goals.

Contact us today to see what we can do for you.

Commonly Used Terms

In this blog, we cover 6 common terms used in describing and discussing the effects of unforeseen events. Often, individuals define these terms based on their own experience, which can at times lead to varying definitions.

When works-on-site are subject to unforeseen events, people often describe these events with reference to the following terms:

  1. Delay
  2. Disruption
  3. Concurrency
  4. Float
  5. Critical path
  6. Contingency

In our experience, individuals tend to define each term differently. This can often result in mixed responses, discussions and debates during relevant commercial meetings.

Putting it simply in our own words:


Delay is an event that prolongs planned work. A delay can prevent the commencement or completion of an activity; or increase the duration of an activity, whether an activity has or has not started. A delay has the ability to affect and/or change the critical path; as well as change the entire sequencing of works. Delays are generally measured against a planned start/finish date as the benchmark.



Disruption is the rise in the cost of carrying out work. It is measured by comparing planned cost and actual cost or comparing actual costs arising from different circumstances (for example uninterrupted vs interrupted work).  It is therefore a measure of different productivities. Whilst delay and disruption can be related and intertwined, they can also occur without one another.


Concurrency is often the most complex event arising on a project. It is the presence of two or more delays at play.

Different forms of concurrency can arise based on the following variables:

  1. The timing of the events.
  2. The duration of the delays.
  3. The party or parties were responsible for the delays.
  4. The criticality of the delays.
  5. A delay triggers another delay.


Float is the amount of freedom that an activity has for movement (if any) beyond its planned duration. It is usually measured in days. There are 3 main types of float:

  1. Total float – the amount of freedom that an activity has for movement before it starts impacting the end date of a project. This is the most common type of float people refer to.
  2. Free float – the amount of freedom that an activity has for movement before it reaches its successor.
  3. Terminal float – the amount of freedom that a project has (if any) prior to a contractual date.

Critical path

The critical path in its simplest form is the longest path (or paths) to project completion where there is no total float available. On complex projects with multiple work fronts, separable portions staged handovers etc., the critical path (or paths) may not be straightforward.


Contingency is any period(s) of time where a contractor purposely allows for no planned work. This excludes set holidays and RDOs. It is represented as non-working days set in a calendar or blocks of time expressed as an activity. Its main purpose is to provide the contractor leeway in cases where the contractor is unable to maintain planned progress. Whilst float is generally a first come first serve basis i.e. for the benefit of either the principal or the contractor, contingency is for the benefit of the contractor only.


I hope you have found this blog helpful and if you require further clarification please do not hesitate to get in contact with us at or LinkedIn


N.b. Nothing in this article constitutes legal, professional or financial advice.


Tender Program

“If you fail to plan, you are planning to fail” – Benjamin Franklin

Planning is one of the most important aspects of construction.

A contractor’s initial plan to execute the works is submitted during the tender stage. These plans are commonly referred to as tender programs. Contractors generally prepare tender programs in the following manner:

  1. Optimistically – to ensure contractual time frames are met, despite not necessarily being achievable.
  2. Rapidly – because of the timeframes involved in preparing tenders.
  3. At high level – also dictated by the time constraints involved in preparing tenders. The cost of the exercise may also be a factor.

In the event that a contractor is awarded a project, it is important for the contractor to ensure the credibility of its tender program. Particularly if the tender program was not carefully thought out during the tender time. If the contractor fails to do so, the risks and effects can be potential problems in the future.

Despite this, it is common that a tender program automatically becomes a contract program and/or a construction program. Only when works on-site commence, do flaws in the program become apparent.

In preparing tender programs, common errors and consequences include:


Potential Issues

Missing scope
  • Insufficient detail.
  • May affect the critical path.
  • Uncertainty as to when the missing scope will be performed.
  • The project end date may be unachievable.
Planned logic different to actual sequencing & Execution
  • Incorrect sequencing.
  • Incorrect critical path.
  • Incorrect float values.
  • Confusion and miscommunication.
Insufficient duration
  • Insufficient allowances to begin with.
  • Unrealistic timeframes.
Lack of subcontractor consultation
  • Contractors make incorrect assumptions without consulting their subcontractors.
  • Under-estimating scope durations and their consequential effects on the program logic.


What does this mean?

If an Extension of Time (EOT) claim is based upon a poorly constructed program, it may not provide a clear and realistic representation of the cause and effect of a purported event. Therefore, a ‘poorly made’ program can undermine the integrity of a programming analysis and reduce the credibility of a claim.

As an example, if a program is incorrectly showing critical activities as non-critical activities, this will undermine the basis of a claim, and serve as grounds for which a superintendent may reject a claim.


What should a contractor do?

In our view, prior to any programming analysis, it is always best to correct the shortfalls and provide full transparency of the changes required. This will ensure that the program used as a basis for analysis, accurately reflects a contractor’s position before the rise of any unforeseen events. When doing so, a contractor should be mindful of the following:

  1. Confusion may arise from all parties, as to which programs are current and which programs are not.
  2. Providing clarity around which program will be the plan moving forward.
  3. The contractual ramifications that arise, when deviating from a contract program.

Therefore, it is always best to ensure a clear and concise program from the beginning. The process of maintaining and updating the program, along with the preparation of claims, becomes a simpler, clearer and more efficient process.


I hope you have found this blog helpful and if you require further clarification please do not hesitate to get in contact with us at or LinkedIn


N.b. Nothing in this article constitutes legal, professional or financial advice.