Ethics and Contract Management HCL dt 09.10.25- A presentation made by Rajesh Prasad during Vigilance Awareness Week

It was an honour to address the dedicated team at Hindustan Copper Ltd. (HCL) in Kolkata for Vigilance Awareness Week on a subject close to my heart: Building Transparency & Accountability in Project Contracts and Project Delivery on 09.10.2025.

The successful delivery of a project is not just measured by time and cost, but by the integrity embedded in its foundation. In my talk, I emphasized that ethical conduct is the true backbone of project success, preventing the cost overruns, delays, and poor quality that stem from corruption.

My framework for ethical delivery suggested during the presentation rests on Four Pillars:
• Planning: The starting point for transparency, ensuring clear scope, transparent budgeting, and stakeholder alignment from day one.
• Execution: Delivering with integrity through real-time monitoring, strict compliance with contract terms, and quality control.
• Vigilance: A constant ethical oversight, empowered by internal checks, third-party audits, and whistle blower protection.
• Governance: Sustaining accountability through clear roles (RACI), robust SOPs, and transparent reporting.

We discussed and I presented how crucial tools like the RTI Act and CVC guidelines are not hurdles, but essential enablers for a clean and efficient system. Quality and Safety are non-negotiable; as the Heinrich model illustrates, every "near miss" must be treated as a lesson to prevent major incidents.

From the challenges in dismantling the Vivekananda Flyover to the success of Bardhman Cable Stayed Bridge and the new Pamban Bridge, our experience show that complex projects can be delivered successfully when these principles are upheld. Ultimately, every executive is a vigilance officer. Our commitment to a transparent and accountable process is key to building not just infrastructure, but a stronger nation.

The presentation was made based on my own thoughts, creativities for the images & video clips, cartoons with the help of AI platforms eg ChatGPT, Gemini AI etc- they created cartoons based on the topic and flow of the presentation. Video clip from film Trishul and advertisement for the Clear Water were very apt.

As Nelson Mandela said, “A bright future beckons. The onus is on us, through Hard Work, Honesty and Integrity, to reach for the stars”.

1. Building Transparency & Accountability
in
Project Contracts& Project Delivery
By
Rajesh Prasad
Ex-IRSE, Former Director-RVNL, Advisor-IRCON
Vigilance Awareness Week Program,
HCL - Kolkata, 09.10.2025

2. We must salute all such officers/supervisors/workers cum heroes who have lost
their lives while performing duty - Rest In Peace Mr U. K. Pandey, May 2024
‘श्रद्धांजलि’

3. SCOPE
•Ethics in Project Delivery
•Project & It’s Management
•Tendering & Contract
•Transparency & Accountability
•Clarity & Corruption
•Safety & Quality
•Few Projects
•Conclusion

4. Four Pillars of Ethical Project Delivery
Pillar Focus Area
Planning
Transparent budgeting, scope clarity,
stakeholder alignment
Execution
Timely delivery, quality control,
compliance with contract terms
Vigilance
Preventive checks, ethical oversight,
whistleblower protection
Governance
SOPs, audits, accountability frameworks,
regulatory alignment

5. Planning – The Foundation of
Transparency
•Define scope, timelines, and budget with
stakeholder input (RVNL Section V)
•Use standardized contract templates and
clause libraries
•Risk identification and mitigation planning
•Align with Factories Act, Environment Rules,
and ISO standards and other Govt. Rules
and/or Norms.

6. Execution – Delivering with Integrity
•Real-time monitoring via dashboards
•Compliance checklists and milestone tracking
•Vendor/Contractor performance reviews and
SLA* adherence
•Documentation of deviations and corrective
actions
*SLA – Service Level Agreement ensuring that
services are based on agreed timeframes with
specified quality following various norms related to
safety & Govt. rules

7. Vigilance – Ethical Oversight
•Internal vigilance cells and third-party audits
•Grievance redressal and escalation protocols
•Training on ethical conduct and reporting
mechanisms
•Observance of Vigilance Awareness Week as a
cultural anchor

8. Governance – Sustaining
Accountability
•Role clarity through RACI* matrices
•Periodic reviews by senior officers and
compliance teams - SOPs, audits,
accountability frameworks.
•Integration with ERP and PMIS systems
•Transparent reporting to stakeholders and
authorities

9. Responsible (R): The person or people who do the work to complete
the task. A task can have multiple responsible
individuals.
Accountable (A): The person ultimately answerable for the correct
and thorough completion of the task, and who
typically approves the work. Only one person should
be accountable for a task to ensure clarity and
decision-making.
Consulted (C): Those who provide input and advice and need to be
communicated with before a decision or action is
taken. This is a two-way communication.
Informed (I): Those who need to be kept up- to-date on progress
or decisions, but are not actively involved in the task.
This is a one- way communication.
*RACI

10. Work Ethics in Indian Context
•Ethicalconductisthebackboneofproject
success.
•Corruptionleadstocostoverruns,times
overruns,andpoorquality.
•AsperTransparencyInternational(2023):
Indiaranked93/180inCorruptionPerception
Index.
•Strongvigilancehelpsbuildcredibilityand
efficiency.

11. What is a Project?
•Atemporaryendeavorundertakentocreatea
uniqueproduct,service,orresult.
•Hasdefinedobjectives,scope,resources,and
timeline.
•Successdependsonachievingcost,time,
quality,andsafetytargets.

12. Good Physique
Regular Check ups
Preventive Measures &
Medicines
Proper & Timely Cure &
Restoration
Good Construction
Regular Inspections
Preventive Measures
& Materials
Proper & Timely
Repairs & Restoration
Similarities between Human Body and Structure/Bridge/Railway Track
STRUCTUREMAN
LONG HEALTHY LIFE SAFE OPERATION

13. Construction at Baranagar Metro Station
Adequate care till baby is born
Project implementation is painful … . . .

14. End result of the painful exercise… . . .

16. ❑Project constraints have been listed as “scope,"
"time," and "cost“.

These are also referred to as
the "Project Management Triangle," where each
side represents a constraint. One side of the
triangle cannot be changed without affecting the
others.
Project Management Triangle

17. Project Triangle tells us how to implement
and what to monitor
F.T.P.I.
Quality

18. Understanding Contract Management based on PLC (Project Life Cycle)

19. Ultimate Aim of Project Delivery
•Deliver project within time and budget.
•Ensure quality and safety standards.
•Achieve stakeholder satisfaction.
•Contribute to national development and
public good.

20. Stages of Tendering
•Pre-TenderStage–Definingscope,budget,
technicalrequirements.
•TenderPreparation–Draftingtransparentand
fairdocuments.
•TenderInvitation–Ensuringwidepublicityand
equalopportunity.
•BidEvaluation–Objective,fair,compliantwith
rules.
•AwardofContract–Clear,transparent,freefrom
bias.

21. Tendering: Dos and Don'ts
Dos:
•Maintain transparency and
fairness.
•Use standard bidding
documents.
•Ensure technical & financial
due diligence.
•Document decisions for
accountability.
•Never be unethical…
•Ethics – a leadership issue
and we need to set
examples.
Don'ts:
•Avoid favoritism or tailor-
made conditions.
•Do not bypass competitive
bidding.
•Avoid ambiguity in scope.
•Do not delay evaluation and
award process.

22. (In last 50 years things have changed but counter to them have also changed)

23. DIFFERENT TYPES OF CONTRACTS NOW PSUs HANDLES
BOQ BASED
RLY, METRO, ELECTRICITY BOARDS
ETC.
EPC
HAM
(Hybrid Annuity Mode)
NHAI, RAILWAY ETC
NHAI
So far, familiarity with SBD and its changes was adequate. Now we have
to understand different kinds of RFPs and Agreements
Very familiar- estimation is easier, execution is easier, payment
is released on measurement of work done
Estimation is complex, execution is also difficult – payment is
released on complementation of stages of works
Estimation is complex, execution is complex – Employer pays
part of the cost of execution, balanced through equity and loan

24. EPC CONTRACTS
CHECK LIST OF WORKS
(SUGGESTION)
IMP POINTS TO BE CHECKED
EPC AGREEMENT
IF CONTRACT IS TO BE
EXECUTED THROUGH JV,
INTERNAL AGREEMENT/MOU
WITH JV NEEDS TO BE CHECKED
FOR SHARE OF PARTNERS FOR
FURNISHING PBG FOR
PERFORMANCE SECURITY OR
ADVANCE
PROIVISIONS FOR ADVANCE- WHETHER BENEFICIAL
SUBMISSION OF PBG, INSURANCE, INDEMNITY AND
PROCURING SIMILAR DOCUMENTS FROM THE SUB-
CONTRACTORS
STAGE PAYMENT IN EPC CONTRACTS TO BE CORRECTLY AND
CORRESPONDINGLY APPLIED ON THE SUB-CONTRACTOR
EPC CONTRACT CARRIES DAMAGES BOTH FOR THE CONTRACTOR AS WELL FOR THE
EMPLOYER – ALL DAMAGE/PENALTY PROVISIONS TO BE CAREFULLY READ AND UNDERSTOOD
AND APPLIED, ESPECIALLY ON THE DEFAULT OF EMPLOYER (EXP: EPC CONTRACT FOR KONA
EXPRESS WHERE NHAI DELAYED AGREEMENT TO AVOID PENALTY AND THROUGHCONTRACT
AGREEMENT WITH SMART WORKING BY PIU, LOSSES ARE GETTING COMPENSETTED.

25. RISK Matrix
▪Type of Risk
–Financing Risk
–Revenue Risk
–O&M Risk
▪Risk allocation in different Contract Models:

26. Upholding Integrity: Ethics in
Contract Management
•Ethical contracting safeguards organizational
trust, reputation, and financial health.
•Our vigilance starts before the signature

27. Contracts as Statements of Risk
•Contracts Define Risk: Ethical breaches turn
contractual risk into financial and reputational
loss.
•Vigilance Mandate: Our duty is to preemptively
identify and mitigate areas of potential fraud,
corruption, and mismanagement.
•The Nexus: Fairness, Transparency, and
Accountability (FTA) must guide every stage of
the Contract Management.
ETHICS / CONTRACT / RISK MITIGATION

28. The F.A.I.R. Check: Our Ethical Compass
PrincipleEthical RequirementVigilance
Checkpoint
Fairness Impartial treatment of all parties,
especially vendors/bidders.
Tendering: Is the process
truly open and unbiased?
AccountabilityClear responsibility for decisions
and outcomes.
Approvals: Are they
documented, auditable, and
justified?
Integrity Honesty and truthfulness in all
representations.
Deliverables: Are the scope,
costs, and deliverables
realistic, well defined and
free from inflation?
Responsibility
Acting in the best interest of the
organization.
COI: Is there any undisclosed
Conflict of Interest (COI)
involved?

29. Risk Zones: Where Vigilance is Critical
3. Execution &
Monitoring
Risk:
Acceptance of
substandard work,
scope creep,
fraudulent invoicing.
Vigilance:
Regular audits,
verifying progress, and
prompt penalty
enforcement.
1. Sourcing & Bidding
Risk:
Manipulation to favor
one bidder.
Vigilance:
Strict adherence to
rules; sealing of
confidential data.
2. Negotiation & Award
Risk:
Undue pressure,
selective sharing,
'sweetheart deals.’
Vigilance:
Documenting all
changes; multiple layers
of financial review.

30. Building a Robust CM System
1.
Standardization
Minimize
unauthorized
deviations using
templates.
2. Access
Control
Limit who can
draft, edit, and
approve
contracts
3. Audit Trails
Log every
change for an
indisputable
record (digital
witnesses).
4. COI*
Declarations
Mandatory and
regularly
renewed
disclosure by all
stakeholders.
5. Training &
Culture
Reinforce
process
importance over
just the
outcome.
5 Pillars
*Conflict of Interest

31. Commitment: Be the Guardian
•Ask 'Why?': Challenge non-standard requests
and questionable justifications.
•Document Everything: If it wasn't written
down, it didn't happen (especially exceptions).
•Report & Escalate: Utilize internal channels if
you observe a potential ethical breach.
Ethics is the foundation; Contract Management is the structure.
"The integrity of a contract is a direct reflection of the integrity of the people
who manage it."

32. Ping-Pong : Contract Manager Vs Contractor
https://www.youtube.com/watch?v=KW_6Lzr47iU

33. Negotiation Skills
•Prepare thoroughly: facts, figures, alternatives.
•Focus on interests, not positions.
•Build win-win solutions.
•Maintain transparency and fairness.
•Document outcomes for clarity and accountability.
•Mind game, Clarity in Thought Process – (MCTP)

34. Contract Manager
Contractor
✓Executive can’t act in this manner. It is 50:50
✓PSU’s comfort level is changing…

35. Various ways of sorting DISPUTES

36. Mind set of ‘Contract Manager’
and
‘Contractor’ need to be understood…

37. Professionalism is a concept that
refers to the Attitute, Behavior and
Conduct (ABC) expected from a
person who is trained to do a job well.

38. Negotiation table…..Time to learn this art
and implement….
Focus has to be commercial aspects of the project and maintain the
bottom line

39. -“Suzie, this is math, not the law”
-Keep things simple…
-Keep calm & कधमसेकधम
TOO MANY INSTRUCTIONS, DISCUSSIONS & REVIEWS MAY LEAD
TO CONFUSION, DILUTE & MAY LEAD TO DELAY IN THE PROJECT

40. -Bob said, “Let’s negotiate.”
-I said, “Over my dead body”.
-Officials need to be tough…
-Mind game becomes important
-Negotiation is a big ART…

41. Executives at cutting edge level need to be MATURED
enough in execution and taking decision at right time
CO
PIUs
or
Team
Member
PIUs
or
Team
Member
“Children, please!!
Let’s settle this
Like adults.”

42. - a war which is to be won with mind…
Mind game
Negotiation

44. How to excel in Project/Contract Management
or in any kind of Management
As you move along Plan A, maintain a Plan B as
well — an alternative course to rely

45. How to excel…
Body language is very important….

46. Technology
RTI
Transparency
#1 – 10 Years of digitization (India’s Digital Initiatives)
#2 – Digitization + AI will govern futures

47. Improving Transparency to Curtail
Corruption
❖ CVC guidelines
❖ Various items related to Contract
Management, Selection, Leasing, Refund of
freight & fare etc.

48. CVC’s Guidelines
❖Pre tender activities – Notice, document,
Pre-bid meeting, Minutes, Correction slips
❖All the Notices, A&Cs Pre-bid minutes, award
are to be uploaded with a timeframe.
❖Pre bid Meeting and Decisions are Important

49. From the official website of a Company…
Transparency increases credibility and accountability….

50. One of the best things which has happened in the country
to reduce corruption is when RTI was enacted in June 2005
It is mandatory for every Govt. Company to have the Suo Moto
disclosures in public domain….

51. Forget about Official Secret Act 1923..

52. WE MUST REMEMBER
[Sec 4(2)]
It shall be a constant endeavor of every
public authority to take steps in accordance
with the requirements of clause (b) of sub-
section (1) to provide as much information
suo motu to the public at regular intervals
through various means of communications,
including internet, so that the public have
minimum resort to the use of this Act to
obtain information.

53. RTI also suggests to give your data & details in the Net be it
related to Managements, Pre-tender, Contract, Project

54. RTI should be used not misused

55. What we understand about aim of Vigilance/CTE’s examination
❑ System Improvement
❑ Elimination of Corruption
❑ Promotion of Integrity
❑ Making Vigilance Conscious

56. 56

57. 57
FIVE WATCH WORDS
•TRANSPARENCY
•FAIRNESS
•VALUE FOR MONEY
•QUALITY
•TIME
Focus of CTE’s Inspection

58. Wrong is wrong……..

59. Why to be helpless….,
We are not trained?
What is required?
Clear thought, clear action and clarity….

60. Clarity in Thought Process
•Define project objectives clearly.
•Establish roles and responsibilities.
•Avoid contradictions in documents.
•Keep communication simple, direct, and
transparent.
# Positive body language is also need of the hour ….

61. COMMON AREA OF CORRUPTION..
•Establishment matter
• Selections
•Part of Contract Management
–Tender for Works / Sales
–Execution of Contract

62. Corruption is a complex social, political and
economic phenomenon that affects all countries and
it is necessary to make people aware about the
phenomenon and its consequences.

63. C ollection of money or commission
O mission of essentials in neglect.
R ecurrence of serious mistakes.
R epetition of lame excuses.
U pholding incorrect meanings.
P rotection of wrong doers.
T emptation to kinds and coins.
I ndifference to rightful things.
O pportunistic lapses, sheer laziness.
N egligence of rules and system.
WHAT IS CORRUPTION ?????

64. Corrupt practice may take you UP & DOWN

65. Kaun Banega
Karorpati
Shortcut method of corrupt practice may lead to problems

66. Corrupt practices may lead to…..

67. We don’t mean to allow corruption to grow…

68. Wanted to say that we are morally corrupt???

69. Corruption makes a Poor a MORE POOR
For future generations it is necessary to make the country – ‘Corruption free’

70. Corrupt practices can lead to disaster…

71. Handle contractors honestly & diplomatically.
Otherwise………

72. galat kamaijpg

73. Power corrupts and absolute power corrupts absolutely
but exceptions exist everywhere…

74. Money is loved by ALL
Lastly, we need to remember:

75. The chain continues…..
Need to remember:-

76. ultimately remember:-

77. What it means…
S Search for Hazards
A Analyse the risk
F Find the cause
E Eliminate the cause
T Tell others
Y You are safe
Quality and Safety in Projects…..

78. Quality and Safety in Projects
•Quality management ensures reliability and
durability.
•Safety culture reduces accidents and liabilities.
•Adopt international best practices (ISO, OHSAS
- Occupational Health and Safety Assessment
services).
•Vigilant monitoring ensures compliance and
accountability.

79. Heinrich 300-29-1 Model
Major Injury
Minor Injury
Near Misses
Near Misses must be reported and analysed… Heinrich Model

80. Challenges in PSU Project Execution
•Delays, scope changes, contractor defaults,
corruption risks.
•Issues of over/under specification, cost
overruns, litigation.
•Human interface – influence, favouritism, lack
of accountability

81. ERERER
Maintaining Safe Track is Difficuilt
Easy to Cause Derailment / Accident
ER
ER
ER

82. Sequencing in construction is very important
Placements of wrong bearings…
Ultadanga flyover
(03.03.2013)

83. Bhagalpur Bridge dismantling leading to a disaster on 02.12.2006
Dismantling is equally important and to be addressed technically
before undertaking…

84. Restoration work of Vivekananda Flyover by RVNL
IIT KGP REPORT- DEC 2017
- Poor Contract - Poor Workmanship
- Poor Design - Poor Supervision
- Poor Material
Vivekananda Flyover suddenly collapsed on 31.03.2016

85. https://www.youtube.com/watch?v=DdQrA_as79Y

86. Majerhat Bridge Collapse

87. Joka dismantling of segments/girders
Don't compromise with Quality & Safety

88. Quality of Food is important for him. Quality n Safety
during Construction is important for us.
Quality & Safety do not cost extra
Never implement a project unless all resources are available and
quality & safety issues are addressed

89. QUALITY POLICY
•Achieve and sustain excellence in its
construction business through an effective
Quality Management System.
•Achieve customer satisfaction by delivering
projects with quality and within scheduled
time.
•Achieve continual improvement through
technological innovations and effective human
resource management.
Every PSU is having such policy……..

90. Rail on Rail flyover on the Gudur-Manubolu section

91. Best Practices & Solutions
•Execution within Time frame.
•Execution within Estimated Cost.
•Execution with Proper Quality
•Above all Execution should be Dispute Free.
•Use of digital tools (e-procurement, project monitoring
dashboards, contract management systems).
•Standardization of contract documents (model
agreements, FIDIC-based practices).
•Role of independent engineers / third-party audits.
•Developing a culture of ethics, compliance, and whistle
blower protection.

92. Diesel Loco Component Factory at Dankuni
❑ Work Completed and handed over to
Railway.
❑Final bill paid, Completion report
prepared within 36 months.
Issues during construction

93. DMU Factory Haldia (Sankrail)
❑Work completed in 18 months.
❑Handed over - April’ 2013.
Closure of Haldia Contract without any financial liabilities

94. 4-lane Cable Stayed ROB at Barddhaman
(Execution in 197 days against planning of 200 days)

95. Rail on Rail flyover
2.2 Km long Rail flyover near Gudur Railway Yard, SC Rly.
Bottleneck at Gudur Yard having traffic in 3 directions viz Vijaywada, Chennai and Renigunta permanently
resolved.

96. RECONSTRUCTION OF PAMBAN BRIDGE
Hon’ble Prime Minister Shri Narendra Modi inaugurated the newly constructed Pamban bridge on April 6, 2025

97. Concept (3D Model) Completion (Reality)
Foundation stone for the new Pamban bridge was laid by the
Prime Minister Shri Narendra Modi in November 2019
Hon’ble Prime Minister Narendra Modi inaugurated the
newly constructed Pamban bridge on April 6, 2025.
RECONSTRUCTION OF PAMBAN BRIDGE

99. Metro Project @ Kolkata
First Metro by a CPSE right from concept to DPR to execution to commissioning.
Blue Line
(Noapara-Dakshineswar Metro)

100. Metro Project @ Kolkata
Majerhat Station
Purple Line

101. Metro @ Indore
Package IN-03
Project Cost : USD 1262.6 Million
Package IN-02
Project Cost : USD 466.4 Million
6 Km trial run including stations in less than two years.
Package IN-04
Project Cost : USD 662.2 Million

102. Just to Conclude..
•Every Executive him-self is a Vigilance Officer.
•Executive should not succumb to any pressure.
•Always record reasons on the file.
•Intention should be clear & clean.
•Proper Planning before award of contract and execution.
•Transparent and accountable contract management is
key to project success.
•Ethics and vigilance are enablers, not obstacles.
•Aim: Timely, Safe, and quality project delivery for
national growth.

103. “A bright future beckons. The onus is on us, through Hard
Work, Honesty and Integrity, to reach for the stars”
- Nelson Mandela

104. Thank you for listening..
Few more slides please…

105. Life time Achievements: -
•Lifetime Safety Leadership Honour by Institute of Engineers on 02.09.2024.
•Leading Director in India by Green Tech Foundation in 2023.
•Most Innovative Urban Infra Leader by Urban Infra Group in Dec 2023.
•Life Time Achievement by Indian Steel Construction Association in Sept. 2024.
•M.R.S. Lifetime Achievement Award in 2023 by Metro Rail & Steel.
•Lifetime Achievement by the Business Leaders in 2024.
•The Prestigious Honour for achievement in Project Implementation in Rail Sector
during the 6
th
Rail Analysis Innovation & Excellence Summit, dt 31.01.2025.
•Most exemplary Urban Infra Leader of the year (Life Time Achievement) by Urban
Infra Group – Oct 2024.
•Eminent Alumni Recognition during IIT Kanpur Alumni convention on Rising Bharat
– Sept. 2024.
•Lifetime Achievement Award 2025 by The Indian Rail Show.

106. ‘Construction Safety’ Lifetime award & recognition.
4
th
Sept 2024Institution of Engineers(India)

107. One of the greatest key moments of my life….

108. Thank you
For your precious time
Rajesh Prasad
B.Tech (IIT Kanpur, 1983-87), M.Tech,
IRSE (1988 Exam Batch),
FIE, MIRC, CEng., MCILT, MIPWE, MASCE