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The nature of maintenance is complex and greatly influenced by relationship among various actors involved in execution of maintenance tasks. The relationship factor becomes more critical when outsourcing maintenance tasks. The most important success factor is creating mutual “goodwill trust” between partners. Another important factor is the use of economic incentives for both parties. A formal partnering process, top management support and relevant outcome measures are also important for a partnership to be positive. Partnering is a potential “tool” to create success. Based on a review of the partnering literature and experiences from Swedish railway sector, a partnering framework for maintenance contracts has been developed. The partnering framework considers four main factors, namely requirements and potential for partnering, the partnering process, success elements and measures on partnering success.

For a long time, the winter maintenance of the Swedish road and railway network had been performed in-house by Swedish Transport Administration, Swedish local authorities i.e. municipalities and Stockholm public transport. During the last 15 years the winter operation and maintenance of these state infrastructures have been performed by public procurement and contracting from independent contractors, where in practice the lowest price is the dominating selection criteria. The aim of this paper is to investigate and identify how these contracts are designed and how satisfied the parties are with the contract and the quality of the performed work during the winter and point our directions for improvement.

The study was conducted by a literature review and followed by semi-structured interviews and electronic questionnaire.

The results of the study which are based on the interviews and the online questionnaire show that there is widespread dissatisfaction with the contracts among both clients and contractors.

The article prepares a basis showing how a contract affects the quality of the performed winter road and railway maintenance services.

The findings lead to a number of suggestions about how to improve the contracts, e.g. having a separate winter maintenance contract to increase the quality of performed winter maintenance measures, a more partnering-like structure where consultations and adjustment can be made during the contract period. A partnering structure also makes it less important to get all the details right in the contract.

This article aims to establish a dynamic Energy Performance Contract (EPC) risk allocation model for commercial buildings based on the theory of Incomplete Contract. The purpose is to fill the policy vacuum and allow stakeholders to manage risks in energy conservation management by EPCs to better adapt to climate change in the building sector.

The article chooses a qualitative research approach to depict the whole risk allocation picture of EPC projects and establish a dynamic EPC risk allocation model for commercial buildings in China. It starts with a comprehensive literature review on risks of EPCs. By modifying the theory of Incomplete Contract and adopting the so-called bow-tie model, a theoretical EPC risk allocation model is developed and verified by interview results. By discussing its application in the commercial building sector in China, an operational EPC three-stage risk allocation model is developed.

This study points out the contract incompleteness of the risk allocation for EPC projects and offered an operational method to guide practice. The reasonable risk allocation between building owners and Energy Service Companies can realize their bilateral targets on commercial building energy-saving benefits, which makes EPC more attractive for energy conservation.

Existing research focused mainly on static risk allocation. Less research was directed to the phased and dynamic risk allocation. This study developed a theoretical three-stage EPC risk allocation model, which provided the theoretical support for dynamic EPC risk allocation of EPC projects. By addressing the contract incompleteness of the risk allocation, an operational method is developed. This is a new approach to allocate risks for EPC projects in a dynamic and staged way.

This article examines the changes in the relationship between government departments and the UK construction industry brought about by the privatisation of the Property Services Agency (PSA). In particular, it shows that while there has been some encouragement for closer, and more long‐term, collaboration, in reality government departments seem to be stuck in a short‐term, win‐lose orientation. The article concludes by arguing that this is a product of four factors: the lack of experience among both purchasers and providers of long‐term partnership arrangements; the risk‐aversive nature of the Civil Service; the pressure on departments from ministers to minimise risk; and government guidelines on competitive tendering which make it difficult to enter into long‐term agreements.

Public‐private partnerships (PPPs) are being frequently used today to private sector investment in road projects. Most of the road PPP projects are either for new roads or for those that involve significant expansion of existing capacity. There are limited instances of PPPs for renovating and maintenance of existing roads. The purpose of this paper is to highlight the applicability of using PPPs for road renovation and maintenance projects.

This paper uses a case‐study approach since it is an appropriate strategy to investigate a phenomenon within its real life context. The East Coast Road project was chosen for the study because it was the first project in India to use PPP for road renovation and maintenance, and being the first project of its kind, the case was of general public interest.

The paper indicates that risk levels in Rehabilitate, Improve, Maintain, Operate and Transfer (RIMOT) projects are lower than Greenfield BOT projects. Even in areas like renovation and maintenance, PPP structures can bring many advantages over traditional procurement.

This paper has the limitations attributable to single case studies. There is a need to extend this paper to include more such case studies to evaluate their relevance for infrastructure development, particularly in emerging countries.

PPP structures can be useful for renovating and maintaining the existing roads. Modalities such as the RIMOT framework can have greater potential than the conventional BOT structures. Private investments in infrastructure can also be through a corporate finance structure.

This paper describes and analyzes the experience of India's first PPP for renovation and maintenance. The findings of this paper would have value for policy makers who are interested in attracting private sector finance and expertise in infrastructure and more specifically in roads.

Cross-boundary cooperation with shared goals and values involving the poor has been argued as an indispensable means for inclusive business (IB) success. Cooperation may become dynamic, especially when exploratory and creative attempts with effective cooperative learning among partners can be realized. Even so, not many companies have reported successful in building the cooperation. One case, providing clean, affordable drinking water to the poor in Tanzanian rural villages, suggests that a delegated and grassroots-based approach in cooperation with a highly trustworthy local partner can successfully promote cooperative learning and transfer know-how in both operations and management. This approach also stimulates local and self-initiated activities for expanding water facilities and generating local businesses in an area where employment is scarce. Deviation from mainstream-institution-based operations and management is one example of institutional interconnections that enable the rural poor to self-manage projects and stimulate self-initiated business activities, consequently contributing to rural development and sustainable development goals.

Describes a case study which leveraged a business process re‐engineering effort through a traditional TQM strategy. Discusses the interrelationship between TQM and business process re‐engineering and questions whether they are so different or simply variations on the same theme of improving business processes. Demonstrates that business process re‐engineering efforts can be driven by shopfloor employees when an appropriate consultative environment is in place and how TQM can assist in this process.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.