Authored by Amri Denton and Shreya Shah

A practical guide to improving collaboration, capability and outcomes across Australia’s infrastructure sector

Australia’s infrastructure sector is facing unprecedented complexity, rising delivery pressures and persistent productivity challenges, placing pressure on traditional delivery models. In this environment, collaborative contracting has emerged as a powerful lever to improve outcomes, yet adoption remains inconsistent, and results are often mixed despite strong advocacy and intent.

HKA’s new report, Collaborative Contracting – Dispelling the Myths, cuts through the noise to provide a clear, experience‑based assessment of what collaboration really requires, why it often falls short, and how owners, contractors and the supply chain can implement it with greater confidence and maturity.

Developed by HKA commercial experts Amri Denton and Shreya Shah, and informed by extensive industry consultation, the report challenges long‑held misconceptions, including the belief that collaboration is synonymous with alliancing, that collaboration demands disproportionate effort, or that it lets contractors “off the hook”. It also highlights critical capability gaps that prevent successful implementation, including owner readiness and governance, supply chain integration, and leadership.

What is Collaborative Contracting?

The term “collaborative contracting” is used widely across industry discussions, but often without precision, creating confusion and misaligned expectations. Two people may speak confidently about “collaboration” while referring to entirely different commercial models, behavioural expectations or governance arrangements.

The report defines it more clearly as a spectrum of delivery approaches that align objectives, incentives and behaviours to achieve the best outcomes for the project.

Crucially, it emphasises that collaboration is not created by the contract alone. It depends on the broader system in which the contract operates – including governance, leadership, behaviours and commercial settings. The contract remains essential, but it is only one part of the solution.  

In this sense, collaborative contracting is not simply a different contract. It is a different operating system.

What this report covers

The report provides a structured examination of why collaborative contracting continues to fall short of its potential and explores:

• The most common myths limiting adoption of collaborative contracting
• The key barriers to implementation, including capability, culture and operating models
• How to align risk, incentives, behaviours and governance across delivery partners
• Why collaboration must extend beyond Tier 1 to the full supply chain
• Practical recommendations for owners, contractors and policymakers
• A simple, working definition of collaborative contracting that supports clear decision‑making

Who should read this report

This report is intended for those responsible for shaping and delivering infrastructure outcomes and those making and influencing policy, particularly:

• Government agencies and infrastructure owners
• Contractors, consultants and delivery partners
• Commercial, procurement, and project leadership teams
• Policy and industry bodies shaping construction reform
• Infrastructure investors and advisors
• Anyone navigating increasingly complex or major programs of work
• Anyone seeking clearer pathways to improved project outcomes

Why it matters

Collaborative contracting is not just a different contract form – it is a different operating system. When implemented with capability, discipline and transparency, it delivers stronger risk management, improved certainty, more sustainable supply chain relationships and better infrastructure outcomes.

Key takeaways

• Collaborative contracting is widely discussed but inconsistently applied.
• Misconceptions and legacy thinking continue to limit adoption.
• Owners – not contractors – are often the limiting factor.
• Collaboration must extend beyond Tier 1 to unlock real value.
• Culture, capability and governance matter as much as contract form.
• Implemented well, collaboration improves performance, reduces risk, and creates more resilient supply chains.

About the authors

Amri Denton is a Partner at HKA and leads its Commercial Advisory practice in APAC. He specialises in procurement, contracts, commercial strategy and the delivery of complex infrastructure projects, with deep expertise in collaborative contracting and NEC contracts. With an engineering foundation and over two decades of international experience across Australia, the UK and the Caribbean, Amri advises owners and delivery partners on structuring and implementing high-performing commercial models.

Shreya Shah is a commercial advisory professional at HKA with a strong foundation in contract management. She specialises in procurement strategy and procurement with strong experience of commercial management and the practical implementation of collaborative contracting models, including NEC contracts. Shreya works closely with clients and delivery teams to strengthen commercial governance, establish robust contracting frameworks, and embed disciplined contract management practices across major programmes.