• For brownfield projects which are in operation during construction activities, operational KPIs should be tailored to reflect the difficulties of operating during construction as opposed to during the steady operational phase.
• Provision in the PPP contract setting out a process to adjust the KPI methodology may be useful to facilitate agreed adjustments based on review by all parties.
• Workshops and continued coordination between staff involved in structuring and those joining after contract award are useful in ensuring knowledge transfer.
• It is beneficial to provide adequate incentives for the Project Company to complete construction on time.
• Heavy concentration of construction activities during a limited period, especially when carried out on an operational asset, requires well-planned management and monitoring to overcome the intrinsic challenges associated with uneven distribution of capital works.
• Lessons learned from contract management should inform future procurement.