For metro rail in Dhaka, the main employer is Dhaka Mass Transit Company Limited, a state-owned company operating under the Metro Rail Act 2015. Railway projects are usually procured by Bangladesh Railway or through project offices under the Ministry of Railways. Bus rapid transit has been delivered through dedicated state companies, and the Dhaka Transport Coordination Authority has a planning and coordination role. Funding agencies also influence procurement and contract administration. We help clients identify the correct employer entity, its authority to contract and the approvals behind its payment obligations before they sign. This avoids disputes about authority later.

Partly. Where a project is funded by a development partner, the loan or credit agreement often requires the use of the lender's procurement rules or standard bidding documents, and those requirements generally take priority over conflicting domestic rules. The national public procurement law and rules continue to apply where they are not displaced, and to government-funded projects. Government-to-government credit lines may impose their own conditions, such as eligible contractors from the lending country. We review the funding framework for each package, explain which rules apply and how complaints or challenges would be handled. Bidders should confirm this early, before pricing.

Common risks include delayed access to land, unidentified utilities and their relocation, unforeseen ground conditions, traffic management restrictions, damage to neighbouring buildings, design changes by the employer, interface problems with systems contractors, and payment delays. FIDIC-based contracts provide mechanisms for many of these, but particular conditions frequently shift risk to the contractor. Compliance with notice requirements is critical, because late notices can defeat valid claims. We review risk allocation before signing and support contract administration during the works so that entitlements are preserved and properly documented. Urban transit contractors should keep detailed contemporaneous records from mobilisation onwards, including photographs.

Systems suppliers depend on civil works, track, power and other systems being ready on time and built to agreed interfaces. Their contracts should define interface obligations, testing sequences, access to site, responsibility for integration failures and the consequences of delays caused by others. Clear interface management procedures and records are essential. Warranties, performance guarantees and liability caps need careful drafting, because defects and integration problems can surface long after delivery. We review supply and integration contracts and advise suppliers on claims when other parties' delays disrupt testing and commissioning. Clear, agreed interface schedules reduce urban transit disputes considerably.

Yes, in principle. Public-private partnership models can be used for transit lines, stations, depots, bus fleets and property development around stations, with procurement now handled through Invest Bangladesh following the merger of the former PPP Authority in August 2026. The viability of a PPP depends on fare policy, government support, demand risk, land value capture and the legal framework for concession rights. Bankability requires clear termination compensation and step-in rights for lenders. We advise investors and lenders on PPP structures, tender documents and negotiation with public authorities. Political support and long-term fare policy matter as much as the contract.

First, check the contract for payment periods, interest on late payment, suspension rights and the dispute process, and make sure invoices and certificates meet every formal requirement. For donor-funded projects, the funding agency may have procedures for disbursement and complaints. Many delays are resolved through formal notices and senior-level meetings, but contractors should preserve their rights by following contractual procedures carefully. If delays persist, claims can be referred to the dispute board and then arbitration. We advise on notices, negotiation strategy and, where needed, formal proceedings and enforcement. Early, structured and documented escalation usually produces better results than silence.

Large contracts based on FIDIC conditions usually require referral of disputes to a dispute board or adjudicator first, followed by amicable settlement and arbitration, often under international rules with a seat inside or outside Bangladesh depending on the funding agency and negotiation. Domestic disputes may be resolved under the Arbitration Act 2001 or by the courts. Decisions of public authorities may be challenged by writ in the High Court Division. Bangladesh is a party to the New York Convention. We plan dispute strategy early, preserve evidence and coordinate with international counsel where needed. Disputes benefit from early, structured preparation.

Very often. Alignments for metro lines, depots, stations and railway extensions require land acquisition, resettlement of occupants and relocation of utilities, all of which take time and can be challenged in court. Development lenders also require compliance with their environmental and social safeguards. When access to land is late, contractors may be entitled to extensions of time and additional costs under their contracts, provided notices and records are in order. We advise employers on the acquisition process and contractors on protecting their entitlements when land is not available as planned. Early planning of land handover reduces later disputes.