Have you ever considered how much smoother your projectscould run if people truly understood both the spirit and the detail of the NEC4 contract?

When I think about the NEC4 contract, I reflect on how oftenits potential is misunderstood. In this conversation with Ben King, Business Unit Director at Aqua Consultants, we explore both the myths and the realities that surround NEC4, especially within the construction industry. What becomes clear is how much of this contract’s strength relies not simply on legal wording but on the behaviours and relationships of the people involved.

Throughout this episode, Ben shares how his diverse careeracross sectors, from water to highways, airports to manufacturing, has always brought him back to NEC contracts. His passion for NEC is grounded in his experience of how it should function: not as a shield or a sword, but as a framework for good project management and collaboration. That’s where so many people get it wrong.

We unpack three common myths about NEC4:

- That project behaviours do not influence the contractoutcomes.

- That NEC4 is merely a record-keeping tool.

- That every contractual communication signals conflict.

Ben uses analogies, real-life scenarios and practical tipsto bring these myths to life and bust them wide open. What I really valued from this conversation was the reminder that contracts do not run projects, people do. NEC4 gives people a solid structure, but its success depends on open communication, a mutual understanding of roles, and leadership that models collaboration from the outset.

Reflecting on my own experiences, I recognised how oftenprojects fall down when teams neglect the basics: clarity, communication, and consistency. Whether it’s early warning notices or programme management, the NEC4 contract works best when people use it as intended, to foster transparency and trust, not to catch each other out.

Ultimately, NEC4 is less about protecting commercialinterests in isolation and more about shaping behaviours, encouraging proactive communication, and reducing disputes through clarity and fairness. That’s whyit remains a contract I feel passionate about sharing with others in our industry.

Timestamps:

00:00 – Introduction and Ben’s background
03:00 – Myth 1: Project behaviours don’t affect outcomes
07:00 – Setting the right tone from the outset
10:30 – The pyramid analogy: top-down influence on behaviours
17:00 – Importance of communication and clarity over processes
24:00 – Myth 2: The contract is only there to capture issues
28:00 – NEC4 as a project management guide, not a legal weapon
33:00 – Programme management and compensation events
38:00 – Myth 3: Communications are not acts of conflict
45:00 – Proactive scenario planning and contract management plans
50:00 – Ben’s top three takeaways

Key Lessons Learned

- NEC4 works best when communication and behaviours alignwith its intent

- The success of a project often hinges on principles set atthe outset, not mid-project corrections

- NEC4 is a practical guide for project management, not justa legal document

- Early warnings and compensation events are tools forcollaboration, not confrontation

- Strong leadership involves clear communication,consistency, and structured processes

Keywords:

NEC4 contract, NEC4 myths, construction contracts, collaborative contracting, early warning notices NEC4, programme management NEC4, compensation events NEC4, construction leadership, project management contracts, NEC4 best practices

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