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FIELD NOTES · PUBLIC CONTRACTS

HG 1/2018,
beyond the clauses.

A contract becomes useful when the team knows what to prepare, who decides and what evidence to retain. This guide connects the text with day-to-day delivery.

General information — not legal advice.

Annex 1 · Works execution

An accepted programme, a payment certificate and an acceptance record are more than documents to file. They mark transitions between obligations, money and responsibility. A useful reading follows the connections: the programme supports resourcing, the diary evidences progress, and quality records support both payment and acceptance.

Contract guide · revised 22 October 2026. Official source checked 20 October 2026; displayed consolidation: 24 May 2024. The English translation and explanations are unofficial. The Romanian text remains the legal source.

Start with the right contract

Annex 1 covers works execution; Annex 2 covers design and build. In the latter, design forms part of the programme, resourcing and Contractor responsibility. Procurement dates and transitional rules matter: reviewing an older contract does not mean automatically substituting the latest consolidated wording.

What may be customised?

The Agreement supplies project parameters. Special Conditions may detail only the subclauses and subjects allowed by the Specific Conditions; the list does not permit unrestricted rewriting. Open the subclause to read it in context, then check the Specific Conditions text.

Specific Conditions and model Agreement →

CLAUSE GUIDE

Who decides, and which document prevails

1Definitions

The definitions govern the entire contract. Contract Price is the agreed price excluding VAT; Contract Value tracks payments made and estimated, including variations and adjustments. Time for Completion starts on the Commencement Date, while the Warranty Period starts when taking-over at completion is approved. Confusing those milestones leads to incorrect time, security or payment calculations.

The Base Date is normally 30 days before the tender submission deadline; where there was no such deadline, it is the signing date. The Baseline Programme is the programme accepted by the Supervisor, not simply a schedule submitted by the Contractor. Plant is incorporated into the Works; Contractor's Equipment is used to execute them. Clause headings do not form part of the legal provisions, and singular and plural are interpreted in context.

In practice: A shared vocabulary

A capitalised term may have a narrower meaning than in ordinary language. Distinguish Contract Price, Contract Value and Cost before making calculations.

Organising the working record

  • Contract reference sheet: parties, representatives, defined documents and dates.

2Contract language

Romanian is the language of the Contract and communications between the Contractor, Employer and Supervisor unless the Agreement provides otherwise. Their representatives are also covered: an international team does not automatically change the language required for a contractual notice.

A working translation helps the team understand the documents but does not change the language agreed in the Contract Agreement. For example, an internal report may be bilingual while the formal notice and relevant attachments are prepared in the contractual language.

In practice: Working language

Clause 2.1 defaults to Romanian for the contract and communications unless the Agreement states otherwise. A team translation does not change that rule.

Organising the working record

  • A version register: governing document, working translation and reviewer.

3Document precedence

The documents explain one another, but they do not have equal priority when they conflict. The Contract Agreement ranks first, followed by the Tender Form, Special Conditions and General Conditions. The technical-document order differs between Annex 1 and Annex 2 and is reproduced in full below.

An addendum takes the rank of the document it changes. A higher-ranking document prevails in a discrepancy; the Supervisor issues clarifications or instructions where wording is ambiguous. For example, two different completion periods are resolved by identifying the documents, versions and contractual ranking, rather than choosing the more convenient period.

In practice: The order that resolves inconsistencies

The documents explain one another. If their provisions conflict, the document higher in the contractual order below prevails.

Organising the working record

  • Amendments and addenda have the priority of the documents they modify. The Supervisor issues the necessary clarification or instruction when documents are ambiguous.

Document order

  1. Contract Agreement
  2. Completed and, where applicable, corrected Tender Form
  3. Special Conditions
  4. General Conditions
  5. Specifications
  6. Drawings
  7. Bill of Quantities and related documents
  8. Contractor’s Tender and the other contractual documents listed in clause 3.1

4Communications

Contractual communications must identify the Contract name and number and reach the address stated in the Agreement through an allowed channel: post, fax, digitally signed email or personal delivery. A site discussion or informal message does not automatically replace a written notice required by another clause.

Where there is a receipt deadline, the sender requests acknowledgement and takes the steps needed for timely delivery. Contractor–Supervisor communications are copied to the Employer; Contractor–Employer communications are copied to the Supervisor. Consent, approval, certification and decisions must not be unreasonably withheld or delayed. Proof of receipt makes the applicable deadlines verifiable.

In practice: A communication you can prove

Communications identify the contract and use its nominated addresses. Request acknowledgement when receipt has a deadline; copy the Employer on correspondence with the Supervisor and vice versa.

Organising the working record

  • Correspondence register: recipient, copy, channel, deadline and receipt evidence.

5Supervisor

The Supervisor administers three connected aspects of the contract: execution and quality, programme and resources, and entitlement to time and money. It issues the commencement order and Administrative Orders, accepts or rejects the programme, monitors progress, checks materials and methods, attends tests and critical-stage inspections, may reject nonconforming works and reviews the Contractor's Documents. Under Annex 1 it measures and values executed quantities; under Annex 2 valuation follows the design-and-build contract's own mechanism.

Its financial and contractual duties include payment certificates, variations, examination of claims, decisions and assistance to the Employer at acceptance. Except where expressly provided, those powers do not allow it to release the Contractor from obligations. Special Conditions may detail its tasks within the permitted limits.

Delegation to a representative must be written and takes effect after transmission to both parties; the Supervisor retains ultimate responsibility. Verbal orders must be confirmed within 24 hours or are deemed cancelled. A designer's site instruction becomes an instruction to implement only if incorporated into the Supervisor's Administrative Order. The order register should therefore identify issuer, authority, date and version, rather than merely show that an email exists.

In practice: Who may issue an instruction

The Supervisor’s mandate and written delegations identify who may act. A designer’s site instruction is implemented after inclusion in the Supervisor’s Administrative Order.

Organising the working record

  • Authority matrix and Administrative Order register, recording number, date and issuer.

6Assignment

Assignment changes who holds a right or a part of the Contract; it is different from engaging a subcontractor to execute work. The general rule requires a written agreement and the other party's prior consent. The Contractor cannot freely transfer its obligations, and the Employer's approval does not release it from responsibility for work already performed or the unassigned part.

There are defined exceptions: either party may assign receivables to a bank as security with prior notice; direct payment to subcontractors who opted for it follows Clauses 50 and 52; following termination by the Employer, subcontracts may be transferred at its request. Replacement of the Contractor through reorganisation, merger or division is permitted only where the original qualification criteria are met, no other substantial modification occurs and procurement rules are not circumvented.

For example, securing a loan against contract receivables does not transfer the construction obligation to the bank. Transferring the whole execution obligation to another company is a different matter, governed by both the clause and procurement law. A noncompliant assignment can trigger breach and termination remedies.

In practice: Assignment needs its own record

Do not confuse assignment of the contract with subcontracting work. Identify the exact right or obligation transferred and the required consents.

Organising the working record

  • Written assignment, consents and obligations remaining with the assignor.

7Subcontracting

Subcontracting means entrusting part of the Contract to a third party through a written agreement. The subcontract must be compatible with the main contract and becomes an appendix to it; its prices may differ because costs and margins differ. The Contractor remains responsible for the acts, defaults and negligence of subcontractors at every tier, even after Employer approval.

Subcontractors declared in the tender are deemed accepted, and their subcontracts are submitted at signing. A new or replacement subcontractor proposed later requires a request identifying scope, value, identity, exclusion and capacity checks, and acceptance of the contract and technical tender. The Employer has 30 days to give a reasoned response; under the clause, silence by that deadline constitutes approval. The signed copy is sent within 5 days of approval, before work starts. Those periods must be coordinated with applicable statutory requirements, including documents due before commencement, and do not authorise a substantial modification.

Subcontractor or supplier? What the company actually performs and who organises the activity matter. Clause 7.1 excludes mere equipment hire, provision of labour and supply of goods. Article 3(1)(yy) of Law 98/2016 links subcontracting to performing and organising part of the works or services. Calling an agreement “services” is not enough to classify it.

Illustrative examples: hiring an excavator for operations managed by the Contractor differs from engaging a company to deliver an entire earthworks section under its own organisation and responsibility for the result. Buying steel is supply; delivering a reinforcement and installation package may be subcontracting. A designer taking on design included in Annex 2 performs part of the contract. A laboratory, surveyor or crane with an operator requires examination of actual scope, organisation and procurement documents; profession alone is not a reliable test.

Replacement also requires checking effects on qualification or tender scoring, rather than Employer consent alone. ANAP Instruction 1/2021 addresses limits on contract modification; Instruction 1/2017 clarifies certain cases involving access to specialists and authorisations. The clause requires monthly reporting of payments to subcontractors; unjustified delay may lead to suspension of payments to the Contractor. Direct payment has its own procedure under Clause 52 and the law; it does not itself determine how a company is classified.

In practice: Track subcontracting by scope

For each subcontractor, connect its work scope with approvals and the signed subcontract. Approval does not remove the Contractor’s responsibility for performance.

Organising the working record

  • Register: scope, firm, approval, subcontract, resources and mobilisation date.

Classification references: Law 98/2016 · articles 3 and 218–220; ANAP Instruction 1/2021; ANAP Instruction 1/2017. Examples are illustrative; classification depends on the actual work and procurement documents.

8Employer documents

In an execution contract, the Employer supplies the complete technical design and necessary documents. The default is free delivery through the Supervisor within 15 days of signing, unless the Special Conditions set another timetable or the Supervisor confirms that the complete documents were already provided in procurement. The Employer must also provide information reasonably requested for performance.

The Contractor gives early notice of the missing drawing or instruction, why and when it is needed, and the delay its absence may cause. Late delivery affecting completion may entitle it to time and Costs plus contractual profit, subject to the claims procedure. Delay caused by its own error or late submission is not compensated. Employer documents may not be used or disclosed outside the Contract's purpose without consent.

In practice: The information baseline

The document register should also show missing information, applicable revisions and required delivery dates. In design and build, track the Employer’s Requirements explicitly.

Organising the working record

  • Delivery and revision register, queries and the programme effect of late information.

9Site access

Site access is a dated obligation, not an implicit assumption. Special Conditions may divide handover by section and date; otherwise access and possession are due within 30 days of the Commencement Date. The Contractor must also allow others access as required by the Contract or Supervisor's instructions.

Land and facilities are used only for the Contract, maintained and restored before taking-over, allowing for normal wear. Delayed access may support a claim for time and Costs plus profit where the effects and procedural compliance are established. For example, handing over a section without access to the critical workfront should be reflected in the programme and handover records, rather than concealed by a general statement that “the site was handed over”.

In practice: Access as a programme milestone

Track promised and actual access by work area. An unavailable front may affect the sequence even when other areas are accessible.

Organising the working record

  • Area-by-area handover plan, records and documented restrictions.

10Permits and legal assistance

Permit duties are allocated between the parties. Under Annex 1 the Employer obtains the building permit and approvals identified as its responsibility; the Contractor gives notices, pays charges and obtains the remaining approvals, including those for temporary works. Special Conditions may detail the allocation. In the particular case under 37.11, the Contractor assists with the building permit and obtains related consents on the Employer's behalf.

No work may be executed without a valid building permit. Reasonable assistance from the Employer does not automatically transfer a duty allocated to the Contractor. Programme planning must track not just whether a permit exists, but its holder, scope, validity and conditions: an expired permit or one that does not cover a variation does not fulfil the obligation.

In practice: Permits without ownership gaps

For each permit, identify the responsible party, required inputs and dependent activity. Check permitted project-specific provisions.

Organising the working record

  • Permit matrix: issuer, owner, submission, response and validity.

11Employer personnel

Employer's Personnel includes the Supervisor, its representatives and people employed and designated for that purpose by the Employer. Their powers come from delegation communicated in writing to the Contractor, effective on receipt. Withdrawal of delegation must also be communicated in writing.

A person's presence on site does not itself confer authority to change works or approve costs. The team should be able to identify who may request information, inspect, certify or instruct, within the delegation and the Supervisor's contractual role.

In practice: Cooperation on site

Integrate the Employer’s personnel and other participants into site coordination. Record coordination problems with a location and an observable effect.

Organising the working record

  • Interface owners, access arrangements and coordination minutes.

CLAUSE GUIDE

Organising delivery

12General obligations

The Contractor is responsible for executing, completing and remedying the Works and for all necessary resources, including those reasonably inferred from the Contract. It is responsible for the stability and safety of operations and methods. If it considers an Administrative Order outside the Supervisor's authority or Contract scope, it issues a reasoned objection within 10 days; that notice does not suspend the Order. The Supervisor responds within 10 days, with silence constituting confirmation.

The clause also sets administrative discipline: information requested by the Employer is supplied within 5 days; records are retained as required by law and for at least 10 years after final payment; the Employer may inspect, copy and audit them. Confidentiality continues for 10 years after final payment, subject to stated exceptions, including using the Contract as a tendering or marketing reference.

Joint venture members are individually and jointly and severally liable; the leader and composition cannot change without prior consent. Third-party support is a concrete undertaking to provide resources or actions, which may be called upon when the Contractor fails in the supported obligations. Standards are tied to the Base Date; later introduction of new standards follows the variation mechanism and statutory limits, rather than an informal change to the tender.

In practice: Turn general duties into assigned work

Execution and remedying defects require people, materials, plant and documents. Translate contractual duties into assigned work and evidence of completion.

Organising the working record

  • Obligations register: requirement, owner, due date and completion evidence.

12aCode of conduct

The code of conduct prohibits using contractual authority for private gain, offering or receiving benefits that influence performance, and activities incompatible with contractual duties. Public statements about the Contract require the Employer's prior approval, and the Contractor cannot bind the Employer without consent.

The clause also covers unusual commercial expenses: commissions without real and legitimate services, unidentified beneficiaries, shell companies and other listed situations. The Employer and oversight bodies may examine documents and operations. Legitimate judicial or out-of-court settlements between the parties are not prohibited; the distinction is between a documented settlement and a benefit offered to influence conduct.

In practice: Make conduct part of site management

People working on the contract need to understand and apply the conduct requirements. Document induction and incidents rather than relying on declarations alone.

Organising the working record

  • Induction records, a reporting owner and records of action taken.

12bConflicts of interest

A conflict of interest may arise from a shared financial, economic or personal interest between decision-makers in the Contractor, joint venture or subcontractors and those in the Employer or Supervisor. A biased decision need not already have occurred: the duty is to prevent or remove a situation that could compromise objective performance.

The Contractor notifies the Employer without delay and immediately takes measures; the Employer may assess them and require more. Decision-making personnel exposed to such a situation must be replaced immediately at no cost to the Employer. A record of declarations, measures and changes of role helps demonstrate how the conflict was addressed.

In practice: Identify conflicts early

Assess and manage a potential conflict before it affects contractual decisions. Retain the notification and mitigation trail.

Organising the working record

  • Declarations, a situation register and measures separating responsibilities.

13Management of the works

The Contractor's Representative is empowered to make decisions for performance, receive and implement orders and sign submitted documents. If not named in the Contract, the nomination is due within 15 days of signing and the Supervisor responds within 10 days. The Representative's time is devoted entirely to coordinating the Contract; the Contractor ensures effective communication in the contractual language.

Management also includes an internal quality assurance system, authorised personnel, procedures and conformity documents submitted before each execution stage. The Supervisor may audit the system, but compliance does not remove the Contractor's responsibility. Environmental protection measures are required on and off site, including compliance with emission, discharge and waste limits. The management record should therefore connect decision-makers with the procedures and evidence actually used during execution.

In practice: The representative who can act

Identify the Contractor’s representative, authority and deputy. The team must know who receives instructions and sends the contractual response.

Organising the working record

  • Appointment, authority, contact details and replacement procedure.

14Personnel

Staffing must be sufficient for the current programme and appropriately skilled. The proposed Representative and key personnel are maintained throughout the Works, except for justified replacements allowed by the clause. The Supervisor may require removal with reasons for serious or repeated breaches or conduct jeopardising occupational safety or the environment.

Replacing key personnel requires the Employer's prior consent and evidence of qualifications and experience at least equivalent to the requirements. If the individual contributed tender evaluation points, the replacement must achieve at least the same score. For example, a CV meeting the minimum qualification threshold may still be insufficient to replace an expert who earned the maximum award score.

In practice: Proposed staff and mobilised staff

Match actual people, competence and availability with the tender and contract requirements. Track replacements through the applicable procedure.

Organising the working record

  • Organisation chart, qualifications, acceptances, availability and replacement history.

15Performance security

Performance Security secures performance of the Contract. The Agreement sets its amount; without one, the General Conditions default to 10% of the Price. The clause requires provision within 5 working days and permits a guarantee instrument or successive deductions where the procurement documents and parties allow them. The deduction route requires an account at the Employer’s disposal and an initial deposit of at least 0.5%.

Track validity through final acceptance and adjust the amount when the Price changes. Calls are tied to specified events and notice identifying the breached obligations and calculation. By default, 70% is released within 14 days after taking-over approval, subject to the clause, and the balance at final acceptance. Keep performance security, retention money and advance repayment security separate in the financial register.

In practice: From providing security to its release

Record the performance-security amount separately from any deductions used to build it and from retention money. Read the Agreement and relevant clauses for each mechanism.

Organising the working record

  • The consolidated text requires provision within 5 working days of signing and defaults to 10% if the Agreement supplies no amount. Read these periods together with overriding legislation applicable to the procurement.
  • Track validity through final acceptance, extension of the instrument and adjustment after a price change. Under 15.6, the Agreement’s percentage (70% by default) is released within 14 days of taking over, subject to its conditions; the balance follows final acceptance.

16Responsibilities and insurance

The clause separates responsibility for the Works, damage to the Employer and third-party claims. The Contractor generally bears responsibility for integrity of the Works until taking-over and remains liable for obligations continuing afterwards. Monetary limits have exceptions, including fraud, gross negligence and certain bodily injuries; they are not a general release from liability.

Insurance must remain effective, not merely appear on a checklist: works, third parties, vehicles, occupational accidents and quality liability. Supply policies and certificates, monitor premiums and expiry, and replace an insurer where required. The Supervisor’s receipt of documents does not transfer the risk. For example, a policy expiring during an extension leaves the Contractor’s contractual obligations in place.

In practice: Risk and insurance are different questions

A policy does not automatically cover every contractual liability. Compare allocated risks with insured parties, limits, deductibles, exclusions and cover periods.

Organising the working record

  • Insurance matrix and expiry calendar, including evidence that premiums are paid.

17Programme

The Programme is a planning package: an editable and paper Gantt schedule plus a narrative report. The first version is due within 30 days of the Commencement Date and builds on the accepted Tender. The schedule identifies phases, objects, work categories, sections and subcontractors, with quantities, resources, costs and productivity. Activities last no more than 30 days, have logical dependencies and show the critical path.

The narrative explains methods, critical activities, teams and monthly resources, equipment and usage periods, subcontractors, S-curves and cash flow. The Supervisor has 15 days for the first review; no timely reply means acceptance. The accepted schedule becomes the Baseline Programme; except for advances, payment cannot begin before acceptance. Submit monthly updates within the first 10 days, compared with the baseline and explaining causes and recovery measures; review takes 5 days. Acceptance of a later finish in a revised schedule does not itself extend the contractual time: clauses 35 and 69a govern that entitlement.

In practice: What the Programme must contain

Prepare two coordinated documents. The schedule shows when and in what sequence work proceeds; the narrative explains why that sequence is achievable. Updates compare both documents with the Baseline Programme.

Organising the working record

Gantt schedule · 17.2

  • Phases, structures, work categories, locations and subcontractors; activities broken down to no more than 30 calendar days.
  • Resources, quantities, costs and productivities allocated to activities; durations stated in days.
  • Start-to-start, finish-to-start or finish-to-finish links; a visible critical path. One activity without a predecessor and one without a successor, subject to the clause’s justified exceptions.

Narrative report · 17.3

  • Construction method and how resources for critical activities will be secured.
  • Number and composition of crews; workforce allocated by month.
  • Plant types, numbers, capacities and periods of use; subcontractors and their resources.
  • Physical and financial progress S-curves, together with the cash-flow forecast.

Submission and updates · 17.1, 17.4–17.12

  • Initial submission: within 30 days of the Commencement Date, on paper and in editable electronic format. The Supervisor reviews within 15 days; no response within that period means deemed acceptance.
  • Following rejection: resubmit within 10 days. The accepted initial programme becomes the Baseline Programme; payments other than an advance depend on its acceptance.
  • Monthly: within the first 10 days, submit the updated Gantt and narrative, differences from the baseline, causes and recovery measures. The Supervisor’s review period is 5 days.
  • Revise when events affect critical activities or timely completion is no longer achievable. Acceptance of a revised schedule does not itself grant a contractual extension.

18Price breakdown

The breakdown explains the components of a price: labour, materials, equipment, transport, overheads and profit. For works execution, proposed breakdowns of unit and lump-sum prices in the bill of quantities are due within 30 days of commencement.

Disclosure does not change the tendered price. The Supervisor may consider the breakdown when valuing an amended or new price but is not bound by it. Retain productivity assumptions and cost sources: they explain a variation price but do not replace approval of the variation.

In practice: A price that can be traced

The breakdown explains the price and supports valuation. Link its components to the accepted tender and the selected annex’s payment mechanism.

Organising the working record

  • Traceable breakdown: quantities, resources, costs and mapping to contract items.

19Design responsibilities

In a works execution contract, the Contractor prepares execution details, temporary works, methods, drawings and calculations to implement the Employer’s design strictly. Submit them 30 days before the activities; the Supervisor has 15 days to consent or give a reasoned rejection, with silence producing the acceptance specified in the clause.

Consent does not remove responsibility for the chosen method. A change of design cannot be introduced simply by calling it a methodology. Taking-over requires the Contractor’s documents for Chapter B of the construction technical record and, where applicable, additions to Chapters A and D. Assemble that record during delivery rather than at the end.

In practice: Design and deliverables

Annex 1: execution methods and temporary-works design; check any additional design expressly allocated.

Organising the working record

  • Submit construction-method and temporary-works details 30 days before the activity; the Supervisor has 15 days to consent or give a reasoned rejection.
  • Prepare the documents for chapter B of the construction construction technical record and track consent without treating it as a transfer of liability.

20Adequacy of the contract price

The Employer supplies relevant ground, geological, hydrological and environmental data in its possession by the Base Date; the Contractor interprets them. Tendering assumes examination of the Site and surroundings as far as practicable given cost and time, and assessment of access, materials and risks.

The Price covers contractual obligations, including specified work with no separate price or a zero price. This does not cancel the mechanisms for exceptional risks or variations. Distinguish an omission in the Contractor’s calculation from a genuinely unforeseeable physical condition, supported by evidence of what could have been known when tendering.

In practice: The assumptions behind the tender

Pricing assumes examination of relevant information and risks before tendering. Retain the assumptions to distinguish an estimating error from a compensable event.

Organising the working record

  • Tender record: available data, inspection, assumptions, calculations and clarified exclusions.

21Exceptional risks

This clause concerns adverse physical conditions a diligent contractor could not reasonably foresee at tender: for example unknown utilities, unexploded ordnance or pollutants. Weather is excluded. Notify promptly on becoming aware, describing the conditions, effects and proposed measures.

The Supervisor may request estimates, approve measures or instruct a response; within 30 days it decides foreseeability and assesses whether a nonsubstantial variation is needed. Extra time and cost do not follow automatically from discovery: demonstrate and claim them under 69a. Dated photographs, investigations, locations and critical-path effects turn an assertion into an assessable claim.

In practice: When encountered conditions exceed the assumption

Describe the condition encountered and compare it with available information. Document the connection between event, response and impact before assessing entitlement.

Organising the working record

  • Notice, photographs, investigations, measures, resources and critical-path effect.

22Site safety

The Contractor controls access while permitting authorised persons and contractual access for neighbours or users. It protects personnel, third parties, existing structures and the Works from Site handover through taking-over and during warranty interventions.

Submit the Contractor’s health and safety plan within 30 days of commencement; it must be accepted before work starts. Appoint a safety officer with real authority to intervene. Imminent danger requires urgent action and notification; accidents and incidents must be reported and investigated under the Law. Supervisor acceptance of the plan does not transfer the Contractor’s responsibility.

In practice: Safety in everyday work

Link safety measures to activity risks and the people exposed. Checking implementation matters as much as having a plan.

Organising the working record

  • Plans, inductions, inspections and closure of corrective actions.

23Adjacent property

Protection of neighbouring property is part of execution planning: barriers, fencing, routes and necessary temporary works are provided at the Contractor’s cost and responsibility. The duty also applies to areas outside the Site where it operates.

The Contractor bears neighbours’ claims to the extent of its responsibility; Annex 1 distinguishes risks created by the Employer’s design or an imposed method. An initial condition survey, photographs and a complaints record help establish causation without replacing protective measures.

In practice: Neighbouring property before and after work

An initial condition record helps distinguish existing damage from damage arising during work. Plan protection for affected properties.

Organising the working record

  • Condition surveys, dated photographs, protective measures and complaints register.

24Traffic and access routes

The Works must not obstruct traffic or communication routes beyond the limits permitted by the Contract. Route and vehicle selection must respect weight and dimensional restrictions. The Contractor repairs access damage caused by improper use.

Temporary or special access, strengthening and additional facilities are generally its responsibility; notify the Supervisor before implementing special measures. Transporting heavy equipment may require a bridge assessment and an alternative route, not merely booking a truck.

In practice: Traffic is a construction constraint

Coordinate work stages, local access and deliveries. Check restrictions and project-specific requirements before selecting the construction method.

Organising the working record

  • Traffic plans, approvals, work windows and user information.

25Utilities

Existing utilities must be identified, protected and, where the Contract requires, relocated or replaced in accordance with their owners’ agreements. Preserve or reinstate markers found on Site. Discovery of an unlisted utility does not permit its destruction or interruption.

Where an activity may interrupt service, give the Supervisor written notice early enough to coordinate action. Read cost allocation with the Employer’s or operator’s responsibilities and clauses 20–21. Retain utility plans, approvals, operator confirmations and agreed outage windows.

In practice: Existing services

Read utility plans, field checks and utility-owner coordination together. An unexpected service requires a documented notification and resolution trail.

Organising the working record

  • Verified service map, owner correspondence, protection and approved diversions.

26Setting out

The Contractor is responsible for setting-out, positions, levels, dimensions and alignment and provides the necessary instruments and personnel. Supervisor checks do not release that responsibility. Protect survey benchmarks and markers throughout the Works.

Correct the Contractor’s own errors without extra time or payment. Where an error originates in contractual or Supervisor-supplied reference data and a diligent contractor could not detect it, time and cost relief may be claimed. Records of reference-network checks are essential to distinguish the two situations.

In practice: Reliable setting-out control

Control points and setting-out checks support the geometry of the whole work. Identify discrepancies early and retain checking measurements.

Organising the working record

  • Control-point handover, checked instruments, calculations and setting-out records.

27Site operations

Activities are confined to the Site and accepted ancillary areas. The Contractor removes rubble, waste, surplus materials and redundant temporary works, then leaves accepted areas clean and safe. Goods needed for warranty obligations may remain during that period.

The Contract allocates responsibility for demolition or excavation materials and transport/storage costs. Materials reserved to the Employer must be preserved and handed over rather than automatically treated as waste. Record quantities, destinations and handover evidence before removal.

In practice: Site organisation that supports delivery

Storage, movement and housekeeping form part of site organisation. Coordinate temporary occupation with activities and release of work fronts.

Organising the working record

  • Site layout, storage zones and records of material removal.

28Discoveries

Notify archaeological finds, rare objects or objects of scientific interest immediately to the Supervisor. Between the Parties, they remain the Employer’s property and responsibility; contractual classification is decided by the Employer subject to the Law.

Follow instructions for protecting and handling the discovery. If those instructions cause delay or cost, pursue entitlement under 69a with evidence linking the instruction, affected area and actual effect. A discovery does not automatically justify stopping the whole project where other workfronts can continue.

In practice: A discovery changes the work sequence

Relevant discoveries require protection and notification. Continuing work in the affected area is not simply a productivity decision.

Organising the working record

  • Location, photographs, notices, instructions and affected period.

29Temporary works

Temporary works enable execution: site facilities, supports, diversions and other temporary arrangements. Normally the Contractor obtains land, designs, approvals and necessary permits, constructs and dismantles them, and restores the land.

Under Annex 1, where documents assign design of particular temporary works to the Employer, the design-supply rules apply: the Employer is responsible for the design and the Contractor for correct construction. Identify who calculates, checks and approves each temporary structure before use.

In practice: The works that enable the permanent works

Supports, platforms and other temporary works have their own design, safety and removal requirements. Track them separately from the permanent works.

Organising the working record

  • Temporary-works register, designs, checks and permission to use.

30Plant and transport

Equipment must match the accepted Programme and have at least the quality and capacity offered and contracted. An equipment list without availability during critical periods does not satisfy mobilisation requirements.

The Contractor manages packing, loading, transport, receipt, unloading, storage and protection of Goods. Transport loss or expense does not create an entitlement to extra time or payment under this clause. Link delivery planning to the programme and access conditions.

In practice: Logistics before mobilisation

Plant capacity and delivery routes must suit work fronts and access restrictions. Plan exceptional transport before placing orders.

Organising the working record

  • Mobilisation plan, routes, permits and access-capacity checks.

31Overlapping contracts

The Contractor provides the conditions required by the Contract and instructions for other contractors or authorities to operate on or near the Site. These may include access, temporary works and, temporarily and exceptionally, equipment.

If this support was not provided for and the instruction causes extra time or cost, a claim may be available. Maintain an interface matrix and the actual instructions. Problems under one contract do not automatically permit delayed performance of another, nor can the Employer delay another contract’s payments on that basis.

In practice: Interfaces between contracts

A realistic programme includes dependencies on other contractors. Record handovers, shared access and activities that cannot proceed independently.

Organising the working record

  • Interface matrix, owners and minutes with actions and dates.

32Intellectual property

Rights created by the Contractor generally remain its property, but the Employer receives an irrevocable, royalty-free, non-exclusive licence for the Contract and use, maintenance and repair of the Works, including sublicensing and transfer. Employer documents may be used by the Contractor to perform the Contract.

The Contractor protects the Employer against third-party infringement claims, subject to the clause’s exceptions for imposed designs or instructions. Check licences for designs, software and third-party solutions: delivery of a file alone does not establish long-term rights to use and maintain it.

In practice: The right to use

Designs, technology and software must be lawfully usable. Check licences and responsibilities for third-party claims.

Organising the working record

  • Licences, permissions, rights holders and handover conditions for the Employer.

CLAUSE GUIDE

Time, change and delay

33Commencement

Signing and commencement are different milestones. For works execution, the Supervisor issues the commencement order within 90 days of signing the Agreement, stating the date from which commencement-related obligations run.

The Contractor starts as soon as possible afterwards but cannot execute without a valid building permit. Prepare mobilisation, securities, insurance and required plans in advance; the order does not replace the permit or actual access to the Site.

In practice: The date that starts the clock

Connect the commencement instruction with mobilisation conditions and deadlines running from the Commencement Date. Signing and commencement are different events.

Organising the working record

  • Instruction, delivery evidence and the calendar of initial obligations.

34Time for completion

The period covers completion of all Works and each separately timed Section, including completion tests and obligations necessary for taking-over. The last physical activity is not necessarily the date on which the Contract allows the Works to be considered complete.

Plan backwards from taking-over: tests, quality records, the construction technical record, remedial work and notices. A schedule reaching the deadline with physical work alone while leaving tests until later may conceal contractual delay.

In practice: What to track

Take the Time for Completion and any sectional deadlines from the Agreement. Record the event that starts the clock alongside the commencement instruction.

Organising the working record

  • Track the warranty/defects period separately. An extension needs the basis in clause 35 and the applicable claim procedure.

35Extension of time

An extension requires a contractual cause and an effect on completion: exceptionally adverse weather as precisely defined, unforeseeable authority delay, orders not attributable to the Contractor, Employer default, qualifying suspension, force majeure or another express entitlement. The Contractor must mitigate delay.

Preserve entitlement through 69a or, where specified, a 69c.5 notice of disagreement. Programmes, diaries and critical-path analysis must connect the event to the days claimed. Time is extended by the Supervisor’s Decision, subject to review; acceptance of a late schedule alone is insufficient.

In practice: Delay must be demonstrated

An extension needs a link between the contractual cause and affected activities. The programme and contemporaneous records should explain the effect on completion.

Organising the working record

  • Notice, chronology, programme analysis, mitigation and claim particulars.

36Delay

Progress meetings track issues and actions, but minutes do not amend the Contract. If progress is inadequate through the Contractor’s fault, it updates the programme within 10 days of notice and includes recovery measures, including additional resources.

The clause separates withholding for a missed milestone from penalties for late completion. Withholding is released when the milestone is achieved; daily delay penalties follow the Agreement and contractual cap. Check accepted Sections and the Employer’s claim procedure. Reaching the cap may permit termination, but expiry of the completion period does not automatically end the Contract.

In practice: The consequences of late completion

Track the applicable completion date, approved extensions and delay period. Read the daily amount and cap from the project contract.

Organising the working record

  • Separate calculations by section or milestone, with contractual basis and periods used.

37Variations

A Variation must be identified, justified and approved through the contractual route: an Administrative Order for permitted nonsubstantial changes or an addendum where needed. Direct application of an existing contractual rule is not automatically a Variation. Procurement-law limits continue to apply.

The proposal must show the work, programme and effects on time and price. Value changes using contractual benchmarks and the clause’s mechanism, rather than executing first and submitting an unsupported invoice. Link each order to revised drawings, quantities, permits and decisions on time and value. An alternative method proposed by the Contractor does not itself create additional payment entitlement.

In practice: What to track

Retain the instruction, changed scope, valuation and programme effect. Check the required approvals and procedure before executing the change.

Organising the working record

  • The contractual variation procedure does not replace the limits imposed by public procurement legislation.

38Suspension

Suspension may be ordered with its cause, responsible Party and duration or resumption conditions stated. The Contractor protects the Works while stopped. There is also a route for failure to certify or pay, subject to thresholds and prior notice; a late invoice alone does not permit immediate stoppage.

Time and financial consequences depend on the cause and allocated risk. Record personnel, equipment, protection and remobilisation actually required. Prolonged non-attributable suspension opens a resumption-request and possible termination procedure; track the separate 180-, 30- and 210-day periods without treating them as an automatic time extension.

In practice: Suspension is not abandonment

Stopping work requires protection, records and preparation for resumption. Separate the suspension instruction from its time and cost consequences.

Organising the working record

  • Instruction, inventory, preservation measures, resources and resumption instruction.

CLAUSE GUIDE

Evidence of quality

39Site diary

The Site Diary is the daily factual record: weather, hours, personnel, materials, equipment, tests, work, obstructions, incidents and orders. The Contractor’s Representative signs entries; the Supervisor checks and countersigns within 5 days. Without timely checking, the clause treats them as correct.

If the Supervisor records disagreement, the Contractor has 10 days for written comments; silence accepts that position. Record verifiable facts, locations and quantities and link photographs and tests to the entry. The diary supports progress and impact evidence but does not replace a claim notice.

In practice: The site diary as project memory

Useful entries record facts: what was done, where, by whom and under what conditions. Later conclusions rely on this daily evidence.

Organising the working record

  • Activities, quantities, resources, weather, instructions and events, linked to supporting records.

40Materials and equipment

Materials and permanent Plant must comply with the Contract and be procured in time for checking. Before use, the Contractor submits quality records, certifications and test results for the Supervisor’s consent. Samples identify their source and intended location.

Initial approval does not prevent later rejection if defects emerge. Separate proposed, documented, checked, accepted-for-use and incorporated states in the register. Taxes and royalties for off-site materials and their transport/storage are the Contractor’s responsibility.

In practice: Conformity before incorporation

Link materials and equipment to the technical requirement, approval and delivered batch. Sample acceptance does not replace delivery traceability.

Organising the working record

  • Technical sheets, declarations, certificates, samples, approvals and batch register.

41Inspection and testing

Quality control occurs at factories, storage locations and on Site, not only at taking-over. The Contractor supplies access, personnel, samples and testing facilities and convenes responsible parties at statutory hold points. Notify the Supervisor before covering work; failure may require uncovering at the Contractor’s cost.

Submit results and track the confirmation certificate, for which the clause provides 5 days and a consequence for silence. Additional tests confirming compliance may create recoverable costs subject to the claims procedure. Confirmation does not extinguish quality liability; retain traceability between sample, batch and work location.

In practice: Inspections within the programme

Plan tests and inspections before work is covered or proceeds. Coordinate notices, access and results with the activities.

Organising the working record

  • Inspection and test plan, hold points, notices and reports.

42Rejection

Noncompliant Materials or Plant are marked, removed and replaced; work incorporating them may be rejected. Rejected items and work are neither certified nor paid. The Supervisor may require demolition, reconstruction or repair despite earlier tests or payments.

The Contractor remedies promptly at its own cost and repeats testing. If it fails to comply, the Employer may engage others and recover costs through the contractual route. A nonconformity register should identify the defect, action, owner, deadline and closure evidence, not merely a photograph of the problem.

In practice: Follow nonconformity through closure

Rejection of material or work should lead to a defined action and verification of the result. Record the effect on dependent activities.

Organising the working record

  • Nonconformity record, instruction, remedy or replacement and reinspection.

43Ownership of materials

Goods brought for the Works are dedicated to the Contract and cannot be removed without acceptance. Following the declaration that Materials and Plant are free of encumbrances, they become the Employer’s property, while preservation, storage and loss risk remain with the Contractor until the relevant taking-over.

Ownership, custody and payment entitlement are separate milestones. Termination rules cover delivery of Employer-owned Goods and use of temporary works/equipment necessary for safety. Hire agreements must accommodate the specified mechanism for continued use by the Employer.

In practice: Ownership, risk and payment

Transfer of title, risk of loss and entitlement to payment have separate rules. Track them for delivered goods not yet incorporated.

Organising the working record

  • Inventory, identification, ownership evidence, insurance and payment-certificate link.

CLAUSE GUIDE

Following the money

44Payment principles

The default currency is the leu unless the Special Conditions provide otherwise; accounts and beneficial owners must be clear. No payment is made without valid Performance Security. Treasury accounts are required in the stated circumstances.

Amounts due to the Employer are established by agreement, decision or the applicable legal mechanism and deducted or paid within the contractual period. Precautionary payment suspension is also possible where termination conditions exist, limited to 60 days if termination does not follow. Financial checks must track these conditions as well as the invoice.

In practice: The foundations of payment

Identify the currency and general rules before building cash flow. Track project-specific provisions in the applicable contract document.

Organising the working record

  • Commercial reference sheet: currency, accounts and clauses governing valuation and payment.

45Contract value

Contract Value tracks what is due under the Contract and may evolve through its mechanisms; it is distinct from the Price in the Agreement. Taxes payable by the Contractor remain its responsibility, subject to the separate change-in-law mechanism.

The Supervisor warns when Value may exceed Price and assesses the difference; the Employer must take the necessary formal action. Maintain a forecast of original value, approved variations, adjustments, decided claims and remaining risk. A financial forecast alone does not replace the instrument required for payment.

In practice: From price to payable value

Do not track the signing price and value resulting from contract administration in one undifferentiated figure. Changes and valuations must reconcile.

Organising the working record

  • Register of price, addenda, variations and cumulative certified value.

46Advance payment

First check the Agreement: if it excludes advance payments, this clause does not apply. If allowed, advances are interest-free but require valid and sufficient performance and repayment securities. No advance is paid before commencement.

There are two justification routes depending on the Agreement and statutory limits: the annual mechanism or justification by the contractual deadline. Read instalments, dates and deductions exactly rather than importing them from another project. Track received and justified advances, the outstanding balance, guarantee expiry and year-end substantiation separately.

In practice: Advance payment: is it allowed, and how is it recovered?

Start with the Agreement’s YES/NO choice and project parameters. A general clause describing advance payments does not establish that this project grants one.

Organising the working record

  • If the Agreement excludes advances, this clause does not apply. If allowed, payment requires valid Performance Security and an advance repayment guarantee and cannot precede the Commencement Date.
  • Under 46.6, read instalments and dates from the Agreement; the mechanism recovers advances through full deductions before actual payments. The alternative in 46.7 applies only where the Agreement allows justification by the contractual deadline.
  • For 46.7, unless the Agreement sets other values, the defaults are one instalment of 15% of the price plus VAT and deductions of 25% from the stated base. Track the guarantee, use of the advance and annual substantiation separately.

47Retention

In the displayed consolidation, retention applies where Performance Security is built by successive deductions; it does not apply mechanically to every contract. The 2023 amendment contains transitional rules that must be checked for existing projects.

The current default is 5% of the stated base up to 5% of the signing Price unless the Agreement specifies otherwise. Half is released after taking-over and the balance after final acceptance under the clause. Track the combined 10% threshold with Performance Security as well. The scanned Agreement model retains historical values; it does not establish identical retention for all projects.

In practice: When money is retained and released

Subclause 47.1 limits retention to contracts where Performance Security is built through successive deductions. Do not mechanically add retention to a contract whose full security is provided through another instrument.

Organising the working record

  • Under 47.2, the default deduction and cap are each 5% unless the Agreement sets other values; half is released after taking over and the balance after final acceptance.
  • Also read the alternative guarantee in 47.3, the combined 10% threshold and transfer mechanism in 47.4, and the transitional provisions of HG 965/2023.

48Price adjustment

Adjustment uses the Contract’s formula and data: fixed coefficient, weights, indices, sources and Base Date. The rule for periods of 365 days or less differs from longer periods, and the Agreement may specify application. An increase in an actual invoice cost does not replace the contractual calculation.

For each Statement, retain the period, eligible base, indices and auditable calculation, including reductions when indices fall. Post-Base-Date changes in Law have a separate mechanism, and double recovery must be avoided. Contractor-attributable delay limits the usable indices; account for the contractual completion date.

In practice: The formula, indices and calculation basis

Keep the exact formula, definitions, base date, indices and their source. Check the triggers and application rules in the relevant contract version.

Organising the working record

  • First check Agreement choices and applicability. The polynomial in 48.4 is An = av + m × Mn/Mo + f × Fn/Fo + e × En/Eo; its weights satisfy av + m + f + e = 1.
  • Where 48.3 applies and the adjustment-data table is not completed, 48.5 provides An = av + (1 − av) × In/Io. Retain the index source, Reference Date and 60-day lag for the current index.
  • Separate work valued at Cost or current prices, rules after taking over or expiry of the completion period, and legal changes under 48.8. A single inflation percentage does not reproduce these mechanisms.

49Valuation and payment schedule

For unit-price execution, payment is based on work actually executed and measured, not the original estimate. A quantity increase without changed drawings or specification is not automatically a Variation. Attend measurements and provide data; absence has the consequences stated in the clause.

Lump-sum items are paid for the completed result, with interim payments based on the applicable method or stages; higher actual cost does not automatically increase the sum. Provisional Sums are used only on instruction, through the specified procurement procedure, with supporting evidence and the contractual overhead/profit percentage.

In practice: How the value of work is supported

Annex 1: track measurement, valuation and provisional sums.

Organising the working record

  • Separate measured items from lump-sum items. Record actual net quantities for measured items and the contractual stages and valuation method for lump-sum items.
  • Use Provisional Sums under the Supervisor’s instructions, with the evidence and procedure required by the contract.

50Interim payments

Payment involves three distinct documents: the Contractor’s Statement of Works, the Supervisor’s Payment Certificate and the invoice. The Statement separates work, adjustment, retention, advances, eligible materials and other sums, with supporting evidence and direct-payment subcontractor allocations. Unincorporated materials have their own conditions; delivery alone does not automatically justify payment.

The Supervisor normally checks and certifies within 30 days; it may correct earlier certificates and withhold the value of unfulfilled obligations under the clause. A proper invoice is a payment condition, not a substitute for certification. Read the project’s actual contractual period and process rather than importing another tender’s terms.

In practice: From the statement to payment

Track four separate stages: the Contractor’s statement, the Supervisor’s review/payment certificate, the invoice and the Employer’s payment.

Organising the working record

  • The monthly file includes work value, adjustment, retention, advance, eligible materials and other additions or deductions. The representative signs the statement, backed by the complete final supporting documents required.
  • The consolidated text provides certification within 30 days of receiving the statement and payment within 30 days of receiving the certificate, subject to 50.4. Invoicing starts from day 15 after certificate issue; without a corresponding invoice, payment is not treated as due.
  • For a project review, record the exact trigger for each period and any applicable legal or contractual rule. Do not substitute a generic 30- or 60-day term for that check.

51Final payment

The Final Statement is due within 45 days of final acceptance approval, with supporting documents and all balances: work, adjustments, retention, advances, materials and other claimed sums. Omitting a sum from the final claims item may lose the contractual route to recovery.

The Supervisor issues the Final Certificate within 30 days of the Statement or its due date. Notify disagreement through the applicable procedure; agreed portions remain payable. The commercial team should reconcile certificates, invoices, payments, claims and subcontractor balances before submission.

In practice: Financial close-out

Reconcile the final account with prior payments and unresolved amounts. A total without its documentary trail is insufficient.

Organising the working record

  • Final statement, reconciliation, discharge documents and register of reservations or disputes.

52Direct subcontractor payments

Direct payment requires the Subcontractor’s election and an annex specifying its account and the allocation of each payment component. It divides the contractual payment between Contractor and Subcontractor; it does not increase value or make the Employer a party to every subcontract obligation.

Including subcontract work in the Contractor’s Statement confirms performance. Later corrections may require recovery, including from the Contractor if the Subcontractor fails to repay. A usable direct-payment annex links to items or stages and addresses adjustment, retention and advances, rather than stating only an overall percentage.

In practice: Direct payment follows the work

Payment to a subcontractor needs a match between work performed, recognised amounts and contract annexes. Avoid including the same amount twice.

Organising the working record

  • Direct-payment option, confirmations and reconciliation for each subcontractor.

53Late payment

Late-payment interest concerns an amount due but unpaid by the deadline. It is calculated monthly on the outstanding sum from expiry of the payment period until the Employer’s account is debited, using the currency’s applicable reference rate plus 8 percentage points.

The clause requires a detailed invoice within 60 days of full payment. Retain certificate dates, the proper invoice, due date, partial payments and rates used. Interest, suspension and termination are separate remedies with distinct conditions and deadlines.

In practice: Interest has a starting date

Interest calculation starts with the due date and the unpaid amount. Keep certificate, invoice and payment dates separate.

Organising the working record

  • Due-date schedule, partial payments, applicable rate and period-by-period calculation.

54Third-party payments

The Employer pays third parties only through a compliant assignment or direct payment to Subcontractors. A simple request to change the payee is insufficient.

Where a legal attachment affects payment, resumption follows notice that the impediment has definitively ceased and the clause’s 30-day period, without prejudice to the interest rule. Record the legal instrument, affected sums and when the measure ended.

In practice: Payments to other parties

For payment to a third party, identify its basis, documents and effect on the balance due to the Contractor.

Organising the working record

  • Payment recipient, basis, confirmation and reconciliation.

55Additional costs

Additional Cost must have been incurred or be reasonably to be incurred, be clearly attributable to the cause and have accounting support. Lost profit and a mere risk of expenditure are not Costs under this clause. The Contractor must prevent and mitigate expense.

Entitlement depends on an eligible cause and compliance with 69a or the applicable disagreement procedure. Under Annex 1, exceptionally adverse weather and certain authority delays under 35.1 do not themselves give additional Costs even where they justify time. Build the calculation from resources, periods and records, removing overlap with paid rates or adjustment.

In practice: Additional cost and its basis

An incurred expense is not automatically recoverable. Link the amount to the event, contractual basis and claim procedure.

Organising the working record

  • Separate direct and indirect costs, evidence and checks against double recovery.

56End of parties’ liability

Final acceptance confirms performance of execution, completion and remedy obligations but does not erase outstanding obligations or statutory defect liability. The Contract remains relevant to their nature and extent.

After final payment, financial obligations close under clauses 51 and 56, subject to fraud and deliberate-error exceptions. The close-out record should retain acceptance minutes, reservations, guarantees, quality documents and the final financial position.

In practice: What remains after the account is closed

Read financial close-out alongside continuing obligations and preserved claims. Identify any necessary reservation expressly.

Organising the working record

  • Register of surviving obligations, securities, defects and unresolved claims.

CLAUSE GUIDE

From completion to final acceptance

57Acceptance principles

Checks for taking-over or final acceptance take place in the Contractor’s presence. Absence does not prevent them where proper notice was given at least 30 days beforehand.

If weather or exceptional circumstances make checking impossible, the Supervisor records that impossibility and checks follow within 30 days after the impediment ends. This does not excuse presenting the Works in a proper condition.

In practice: Distinct acceptance milestones

Tests, taking over at completion and final acceptance are distinct stages. Prepare the documents and owner for each stage in advance.

Organising the working record

  • Acceptance plan with conditions, participants and required documents.

58Tests on completion

Taking-over cannot precede the checks and Tests on Completion required by the Contract. The Contractor gives notice of readiness and provides testing conditions, with specified adjustments where the Employer performs tests.

Failed results lead to repair or reconstruction within the notified period. If the Contractor fails to act, the Employer may intervene at its cost through the contractual procedure. For each test, retain the acceptance criterion, result, defect and retest: “performed” does not mean “passed”.

In practice: Evidence that the works function

Completion tests must demonstrate the required result. Plan the method, attendance and response to an unsatisfactory result.

Organising the working record

  • Procedures, notices, results, retests and recorded acceptance.

59Early use

Use of a part before taking-over may transfer responsibility for its care to the Employer and affect penalties for the remainder. Different rules apply where working under continued operation or traffic was specified from the outset.

Record the exact part, condition, use date and whether use is temporary or permanent. Unprovided use causing delay or cost may support a claim. Opening to traffic should not be confused with every consequence of formally approved taking-over.

In practice: Use before taking over

Use of part of the works may affect responsibilities and access. Record exactly what is being used and under what conditions.

Organising the working record

  • Use record, physical boundaries, responsibilities and outstanding work.

60Taking over at completion

Taking-over requires compliant work, passed tests and necessary documentary obligations. The Contractor gives at least 15 days’ notice of readiness; the Supervisor checks and makes a reasoned recommendation within 10 days. The Employer organises the committee and communicates its decision with the minutes.

Acceptance should fix the completion date, minor outstanding work, defects and deadlines, and any claims. Suspension or rejection must identify what is needed to resume the process. Taking-over triggers warranty, care and financial-release effects, so vague minutes affect several registers.

In practice: The taking-over dossier

Physical completion must be supported by the documents and checks required for taking over. Track outstanding work and recorded defects separately.

Organising the working record

  • Application, construction construction technical record, tests, record and outstanding-action list.

61Defects / warranty period

During warranty, the Contractor remedies defects attributable to its Materials, Plant, workmanship or documents and its own acts or omissions. Normal wear and improper use are treated separately. Notice should identify the defect and why the Contractor is responsible.

Read the duration in the Agreement; without one, the clause provides 5 years for categories A/B, 3 for C and 1 for D, starting at the relevant taking-over approval. Defect-related loss of use may justify extension through the procedure. Disputed responsibility does not automatically postpone a notified repair: its cost may be claimed under the clause. Track separately accepted Sections individually.

In practice: What to track

Check the length and starting date of the warranty/defects period, remedial obligations and extension events.

Organising the working record

  • Reconcile any duration offered for award points with the Agreement. Taking over at completion and final acceptance are separate milestones.

62Final acceptance

Final acceptance follows expiry of warranty, including extensions and the last period for separately accepted parts. The Employer convenes the process and communicates its decision within 5 days after the minutes are signed.

The minutes signed by the Employer certify final acceptance. Suspension or rejection must identify outstanding work and obligations. Approval records completion of obligations and supports security release and the Final Statement, without eliminating liability surviving under the Law.

In practice: Closing the defects period

Final acceptance requires review of remedies and remaining obligations. Link the result to releases and close-out documents.

Organising the working record

  • Closed defects register, final documents and release requests.

CLAUSE GUIDE

When the contract departs from the plan

63Breach

Breach means failure to fulfil an obligation, not every disagreement. For Contractor default, the Employer’s notice identifies the obligation and clause, sets a reasonable remedy period and states the procedure invoked.

Use remedies subject to their conditions: recovery measures, withholding, suspension, interest, compensation or termination. A sound record shows the obligation, failure, notice, deadline and response. Informal meeting minutes should not be treated as a termination notice without the required elements.

In practice: Breach and remedy

Describe the unperformed obligation, evidence and notice. Choose the contractual remedy based on the actual situation and applicable procedure.

Organising the working record

  • Notices, remedy period, responses and evidence of action.

64Termination by the Employer

Employer termination requires an enumerated ground and reasoned notice received 15 days beforehand. Grounds include unremedied default, unauthorised assignment/subcontracting, bankruptcy, invalid securities or insurance, and the delay-penalty cap. Check the applicable consolidation and date, including repealed provisions.

Termination triggers handover: protecting the Works, inventory, documents, Employer-owned Goods and any assigned subcontracts. The Supervisor values work and sums within the clause’s deadlines. The Employer may complete by other means and reconcile additional costs, distinguishing completed work, remaining scope and costs actually resulting from termination.

In practice: Termination by the Employer

Check grounds, notices and consequences separately. At termination, record the state of works, goods and amounts.

Organising the working record

  • Termination file, inventory, measurements, handover and valuation.

65Termination by the Contractor

The Contractor may terminate only on the specified grounds and notice: prolonged nonpayment, Employer obligations unremedied after the required notices, qualifying prolonged suspension or the stated insolvency/bankruptcy events. For Employer default, three notices each allowing at least 30 days to remedy are a concrete requirement.

Contractual handover and valuation follow cessation. Relevant amounts include executed work, Employer-owned Goods, claimed Costs and termination costs/losses within the stated cap. Abandoning the Site should not be assumed to have the effects of validly notified termination.

In practice: Termination by the Contractor

Substantiate the grounds and notice before termination. Plan protection of the works, demobilisation and records of the consequences.

Organising the working record

  • Chronology, notices, evidence, costs and state of works at termination.

66Force majeure and unilateral termination

Force majeure requires an exceptional, unforeseeable event beyond control that prevents performance and cannot be overcome through diligence. Notify its nature, likely duration and effects, and continue what can reasonably be performed. Labelling an event does not establish impossibility for every activity.

The clause separately addresses prolonged-force-majeure termination, unilateral termination by the Employer and other impossibility or illegality cases. Earlier breach rights survive and work, Goods and costs are reconciled for the applicable case. Convenience termination is not the same procedure as termination for Contractor default.

In practice: Extraordinary events and termination

Force majeure and unilateral termination have different bases and effects. Identify the event, notices and continuing obligations.

Organising the working record

  • Event evidence, mitigation, affected periods and instructions.

67Insolvency

Insolvency affecting a joint-venture member, Subcontractor or supporting third party requires assessment of delivery impact. Following the Supervisor’s notice, the Contractor has 30 days to submit an analysis and a plan to prevent adverse effects.

For joint ventures, the clause permits specified reallocations and leader changes, and in bankruptcy measures concerning the affected member, within its limits and without erasing joint and several liability. Explain who takes over resources, activities and obligations; merely stating that work continues is insufficient.

In practice: Continuity when insolvency arises

A party’s financial position may affect continuation. Check official records and the applicable procedure before concluding that the contract has ended.

Organising the working record

  • Official records, notices, representation and measures protecting the works.

68Risk allocation and indemnities

The Employer’s risk list allocates consequences of events such as late access, noncontractual instructions, specified design/data errors, unforeseeable physical conditions, discoveries and qualifying suspensions. The annexes differ: in design and build, the Contractor’s own design and quantity risk do not automatically pass to the Employer.

Consequences must be claimed and evidenced; a listed risk does not always produce time, Cost and profit together. Profit is added only where expressly allowed and within the clause’s formula. Contractor risks do not create extra entitlement merely because the commercial outcome is unfavourable.

In practice: Who carries the risk

For each event, separate risk allocation, protection duties, insurance and indemnity entitlement. They do not automatically coincide.

Organising the working record

  • Matrix: event, responsible party, clause, notice and consequence.

69Claims and decisions

Clause 69 is the heading for the mechanism developed in 69a, 69b and 69c: Contractor claims, Employer claims and the Supervisor’s Decision. Keep these stages distinct.

Open the relevant clause for notice and particulars, then track admission in principle, decision and any disagreement. The register should show the event, deadlines, submissions and status of each claim.

In practice: The route of a claim

Contractor claims, Employer claims and the Supervisor’s decision have distinct steps. Track each step, not only the amount claimed.

Organising the working record

  • Combined register of notices, particulars, responses, decisions and disagreements.

69aContractor claims

The Contractor notifies the event and contractual basis within 30 days of occurrence, then supplies particulars within 30 days of notice, subject to the specified extension rules. Late notice and missing particulars have different consequences; do not reduce them to a generic “30-day rule”.

A claim should be understandable to someone unfamiliar with the Site: fact, clause, causation, time effect, Cost and records. Continuing events require updates every 30 days and final particulars after they end. Track refusal of an extension and the disagreement window explicitly; retaining emails without deadline control does not itself protect entitlement.

In practice: Notice, deadlines and the claim file

Identify the event, contractual basis, notice and evidence of cost or time impact. Keep contemporaneous records.

Organising the working record

  • The notice identifies the event, date and contractual grounds; the text requires submission within 30 days of the event. Late notice has the time-related consequences defined in 69a.1, rather than one generic rule of total forfeiture.
  • Particulars are due within 30 days of notice, subject to the extension mechanism. For continuing effects, update every 30 days and submit final particulars within 30 days of the end.
  • Separate each claim’s time and financial effects. Include daily records, a revised programme for extension claims, and distinct execution, site-overhead and other costs. Failure to meet substantiation requirements can lead to loss of entitlement under the text.

69bEmployer claims

The Employer has its own procedure for compensation and warranty extension: notify the event, breached obligation and clause within the stated period, then provide particulars. A separate rule applies where it proves it was unaware of the event.

This claim also requires evidence and calculation, updates for continuing events and final particulars. Withholding a sum does not automatically replace the procedure. The Contractor should track receipt, basis, evidence and response or disagreement deadlines, not merely the amount deducted.

In practice: The Employer’s claim

The basis and calculation of a claim must be traceable. Link the Contractor’s response to evidence and the decision procedure.

Organising the working record

  • Notice, calculation, evidence, response and decision calendar.

69cSupervisor decision

The Supervisor first checks procedural compliance and contractual merit: admission or rejection in principle is due within 30 days after final particulars. Silence is treated as rejection in principle, with a 10-day disagreement window. Admission does not yet determine the amount or days.

The Decision follows its own examination and consultation stage; a disagreement notice must identify its basis, disputed matters and reasons within the applicable period. Consequences and implementation of decisions on the two Parties’ claims are not identical. Track admission, decision, implementation, payment and dispute separately.

In practice: A reasoned decision and the next step

Track consultation, reasons and delivery of the decision. If there is disagreement, the notice deadline and form become critical.

Organising the working record

  • Decision file, receipt evidence and deadline for the next step.

70Disputes and arbitration

A dispute may arise from a notice of disagreement or, where that stage is not required, a dispute notice. Before arbitration or court proceedings, the Parties must attempt amicable settlement, directly or through mediation, following the clause’s sequence and periods.

The procurement documents identify the chosen route: ordinary courts or arbitration. Not every HG1 contract automatically goes to arbitration. The Agreement and applicable text determine place, language and arbitrator numbers; preserve notices, decisions and evidence of the amicable attempt in the dispute record.

In practice: What to track

Check the resolution steps, notices and forum selected in the Agreement, including any arbitration option.

Organising the working record

  • A dispute does not automatically suspend performance duties. Read this clause together with the Supervisor’s decision and governing law.

71Governing law

The default governing law is Romanian law unless the Agreement provides otherwise. A working-language choice or foreign contractor does not itself change that rule.

Governing law, contractual language and dispute forum are three distinct questions. Check them together at project start and keep working translations tied to the contractual version they explain.

In practice: The contract within the law

Applicable law may impose rules that prevail over contract wording. Identify the relevant version for the procurement and event.

Organising the working record

  • Register of applicable legislation, effective dates and transitional provisions.

72Control and audit

Authorised bodies may inspect documents, the Site and technical, financial and accounting management, including by audit. The clause permits checks up to 7 years after final payment and requires disclosure of record locations and facilitation of lawful access.

Control rights must extend to Subcontractors and persons working for the Contractor. Archive approved versions, payment trails, performance evidence and purchases with an index and controlled access. A pile of PDFs without links between Contract, certificate, invoice and payment makes verification much harder.

In practice: An auditable project record

Records should allow decisions and expenditure to be reconstructed. Organise them so someone outside the project can follow the trail.

Organising the working record

  • File index, versions, approvals, costs and access to supporting records.

Specific Conditions and Contract Agreement

The General Conditions are presented clause by clause above. Below are the customisation rules and the Agreement form, separately, so you can find the project parameters quickly.

Official annex source

Important information

This guide provides general information, not legal advice or an assessment of your contract. The explanations and English translation are unofficial. Check the official Romanian text, applicable version and transitional rules for your procedure and project. Examples are not official rulings; consult a qualified lawyer for legal decisions and the responsible professional for technical matters.

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