Strategic Plan

FIDIC’s strategic plan focuses on two main themes:

1. The Major Challenges for the consultancy and engineering industry

Existing challenges:

  • Creating a substantial brand for our industry globally
  • Increasing demand in terms of infrastructure development with larger and more complex projects
  • Reducing the risks for the industry, clients and society in cost-based procurement
  • Fighting corruption to increase the effective benefit from infrastructure spending
  • Ongoing market pressure from clients to do more with less and growing expectation of perfection
  • Maintain effective dialogue and cooperation with the global organisations such as International Financial Institutions (IFIs)

Emerging challenges:

In an ever-changing and fast-moving world, our industry is confronted with new challenges:

  • Slow growth: Maintaining our industry in a world troubled by geopolitical and economic re-balancing.
  • Sustainability & climate change: Equipping our industry to innovate and reduce and mitigate the impact of climate change.
  • The impact of new technologies: Building Information Modelling (BIM), collaborative work, big data and others.
  • New business models:  The need to be vigilant for major disruption of existing business models.
  • Consolidation: Consequences of the trend towards mega firms
  • New delivery methods: Public Private Partnership (PPP), Private Finance Initiatives (PFI) and others.
  • Competitive threats and increasing protectionism.
  • Inappropriate procurement of consulting and construction services.
  • Networking and cooperation across a very diverse industry.

The major challenges for the Member Associations (MAs)

Our Membership is a diverse and broad constituency comprising over 102 members.

Challenges involve:

  • Leveraging the huge diversity of MAs in size, role and capability for their individual and collective benefit.
  • Creating business conditions for strong national industries, which can be challenging for MAs that are under-resourced.  
  • Changing industry demographics which can reduce CEO engagement in MAs and lead to smaller subscription income.
  • Maintaining volunteer engagement and participation in the face of changing business pressures and approaches.
  • Lack of legitimacy and relevance, especially to represent global firms, that have a less national vision or interest.

The major challenges for FIDIC

Achieving visibility and recognition among diverse stakeholders and by the wider society in general.

  • Achieving inclusiveness and alignment: Representing the diversity of our industry in terms of geography, business sectors, firm sizes.
  • Providing assistance to the MAs: This requires an effective and targeted MA capacity-building approach, especially for the smaller and less developed associations.
  • Maintaining the subscription revenues.
  • Better engagement with global firms, CEOs and top executives to represent their interests globally.
  • Maintaining a strong FIDIC Secretariat capable of meeting the growing demand for services.

 

 

2. FIDIC priorities

FIDIC is guided by the following 5 priorities:

  • Lead the consulting engineering industry visibly and effectively
  • Strengthen FIDIC’s position in the overall construction sector
  • Connect and support our membership more effectively
  • Adapt and improve the governance of the Federation
  • Innovate the way the Secretariat operates to be more effective and efficient

Lead the consulting engineering industry visibly and effectively

Our aim is to continue to enhance the image of the industry globally and engage with all major constituencies in the industry. This includes expanding the membership to fully represent the diversity in the engineering and consulting industry.

We strive to support our Committees and Task groups who are our ambassadors for the organisation.

This means:

  • Further developing, license and publish FIDIC’s body of knowledge.
  • Establishing FIDIC training and accreditation processes and methods.
  • Making the FIDIC annual conference more successful and impactful for the consulting engineering industry.

Strengthen FIDIC’s position in the overall construction sector

Thanks to its contract activity, FIDIC plays an important role in promoting best practices, not only for the engineering and consulting industry, but for the construction & infrastructure sector overall. FIDIC seeks to cement this through updating and promoting existing FIDIC contracts such as the Rainbow suite and issuing new FIDIC contracts, for example on tunnelling and dredging. This means:

  • Expanding the use of FIDIC contracts in new territories.
  • Countering the misuse of FIDIC contracts..
  • Promoting dispute avoidance and adjudication through the new FIDIC Body of Adjudicators.
  • Promoting best practices in terms of procurement, especially for contractors' selection.

Connect and support our membership more effectively

Our strength is our membership which is the core of our activities, and we are continually looking at ways to deepen FIDIC’s relationships.

This means:

  • Improving relationships with regional organisations such as EFCA, GAMA[AG1] , FEPAC, ASPAC through a relationship building programme.
  • Facilitating MAs sharing best management practices with an effective capacity building strategy.
  • Collaborating with the MAs to engage with global firms and enhance dialogue between them.
  • Improving the dialogue between FIDIC and MAs.

Improve the governance of the Federation

We seek to strengthen the collaboration between FIDIC and the MAs, through building on and creating new structures within the organisation.  This means:

  • Establishing a DNS Advisory Council and other governance structural changes to ensure that there is a meaningful and regular dialogue with the MAs.
  • Improving the functioning of the Board through the establishment of a small “executive” group comprising the President, Vice-president(s), Treasurer and MD,
  • Developing a Board Succession Plan, to attract diversity in the composition of the Board and to ensure that any potential skills and knowledge gaps are filled.

Innovate the way the Secretariat operates to be more effective and efficient

We continue to strengthen and develop our human resources to ensure that the Secretariat is fully equipped and agile to meet the growing demands of the industry and our members.  This means:

  • Adopting appropriate technologies for a global organisation.
  • Improving the support and assistance to the volunteers who work in the Committees and Task groups.
  • Refining the structure and activities of Committees and Task Groups and clarifying their roles and responsibilities