Retention is meant to protect the employer if defects appear after practical completion. In reality, it often creates cashflow strain, disputes, and long delays in getting paid. Many UK contractors and specialist subcontractors carry 3%–5% retention across multiple projects at once, tying up working capital that could otherwise fund labour, materials, plant hire, and growth.
Construction retention insurance (sometimes described as a “retention bond alternative”) is designed to solve that problem. Instead of the employer holding cash, a policy provides security for the retention amount. The contractor gets paid in full (or closer to full) and the employer retains protection if defects or contractual obligations aren’t met.
This guide explains what construction retention insurance is, how it works, what it covers, typical structures, pros and cons, and what to ask for when you’re arranging it.
Construction retention insurance is a specialist insurance product that replaces (all or part of) cash retention withheld under a building contract.
In simple terms:
Cash retention: the employer holds back an agreed percentage from interim payments and/or the final account.
Retention insurance: the employer accepts an insurance-backed promise instead of holding the cash.
Depending on the wording, the policy may:
reimburse the employer for losses linked to defects or non-performance up to the insured retention amount, and/or
pay the employer if the contractor fails to return to remedy defects during the defects liability period.
It is not the same as latent defects insurance, professional indemnity, or a performance bond, but it can sit alongside them.
People often use “retention bond” as a catch-all term. In practice, there are a few common options:
A bond is usually issued by a surety provider (often via a broker) and is a form of credit support. Bonds are typically:
subject to underwriting based on the contractor’s financial strength
issued with a limit (the retention amount)
sometimes “on-demand” (payable on demand) or “conditional” (payable if certain conditions are proven)
An insurance policy is risk transfer rather than pure credit support. It is typically:
written by an insurer
subject to policy terms, conditions, and exclusions
claims-led (the insured must evidence a covered loss/event)
These aren’t insurance products, but they’re worth mentioning:
A retention deposit scheme ring-fences retention so it can’t be used as working capital.
A PBA can improve payment security and reduce disputes.
Which is “better” depends on the contract, the employer’s appetite, and the contractor’s balance sheet. Many employers prefer a bond-style instrument because it feels closer to cash. Many contractors prefer an insurance-backed solution if it is easier to obtain and less restrictive than surety credit.
While structures vary by insurer, the typical flow looks like this:
Contract includes retention (for example, 5% held from interim payments, with half released at practical completion and half at the end of the defects period).
Contractor proposes retention insurance as an alternative security.
Employer agrees to accept the policy as security in place of holding cash.
Policy is arranged for the retention amount (either for the whole retention or the portion that would otherwise be held).
Payments are made with reduced/no retention, improving contractor cashflow.
If a covered issue arises, the employer can claim under the policy up to the insured amount (subject to evidence and policy terms).
Some arrangements are set up on a project-by-project basis, while others are arranged as an annual facility covering multiple contracts.
Coverage depends on the wording, but the intention is to protect the employer for the same broad reasons retention exists.
Common coverage triggers can include:
Failure to remedy defects during the defects liability period
Costs of making good defective work (up to the insured retention amount)
Non-completion or non-performance of specific obligations linked to the retention mechanism
Insolvency-related non-performance (in some wordings)
Important: retention insurance is not a replacement for every construction risk. It is usually limited to the retention amount and is not designed to cover major design failures, professional negligence, or catastrophic defects.
Again, exclusions vary, but typical exclusions may include:
Wear and tear, gradual deterioration, lack of maintenance
Known defects or issues existing before the policy inception
Design defects (often pushed to professional indemnity or latent defects insurance)
Consequential losses beyond the cost of remedying the insured issue
Contractual penalties (unless specifically insured)
Disputes purely about valuation (e.g., “you owe me more”) rather than a defect/non-performance event
The key is to align the policy trigger with what the employer actually wants security for.
This is one of the most important practical points.
Common structures include:
Employer is the insured/beneficiary: the employer has direct rights to claim.
Contractor is the policyholder with employer noted: the employer may have rights via an endorsement or assignment.
Employers usually prefer being the direct insured or having clear beneficiary rights. Contractors usually want a structure that is easy to administer and doesn’t create unnecessary disclosure obligations on every project.
Retention is usually split:
First moiety released at practical completion
Second moiety released at the end of the defects liability period (often 6–12 months, sometimes longer)
A good retention insurance solution mirrors this. For example:
cover runs from the first retention deduction date through to the end of the defects period
the insured amount reduces when the first moiety would have been released
If the policy doesn’t reduce, you may be paying for more cover than you need.
Pricing depends on:
contract value and retention percentage
trade type and complexity (e.g., M&E, cladding, structural steel, groundworks)
claims history and quality controls
contract terms (defects period length, liquidated damages exposure, design responsibility)
contractor financials (turnover, profitability, balance sheet strength)
whether it’s a one-off project or an annual facility
In the UK market, retention alternatives are often priced as a rate against the retention amount or contract value. The cheapest option is not always the best if the wording is weak or the claims trigger is impractical.
Retention can be the difference between stable growth and constant firefighting. Replacing retention with insurance can:
reduce reliance on overdrafts and invoice finance
help fund materials and labour without delays
improve resilience during slow payment cycles
If the employer holds cash retention, you still face the risk of:
disputes delaying release
employer insolvency
administrative delays
A properly structured alternative can reduce the “will I ever see that money?” problem.
Being able to offer a retention alternative can help you:
win work with employers who want security but also want stable supply chains
differentiate in competitive bids
Retention disputes often drag on because the final account is contentious. A structured retention alternative can encourage earlier agreement and clearer defect processes.
The employer still has a defined pot of security (the insured amount) if defects aren’t remedied.
Retention can push subcontractors into cashflow stress, which increases the risk of:
programme delays
quality issues
insolvency mid-project
A retention alternative can support better delivery outcomes.
If the retention mechanism is replaced with a clearer claims process, it can reduce arguments about “release” versus “set-off”.
Retention insurance can be excellent, but only if the structure matches the contract.
If the policy only pays after a final court judgment, it may be impractical. You want clarity on:
what evidence is required
whether adjudication decisions are accepted
whether the employer can claim for reasonable costs of making good
If the contract says defects must be remedied within a set time, ensure the policy:
recognises that obligation
covers the cost if the contractor fails to return
Retention is often used as a safety net if a contractor becomes insolvent. Ask:
does the policy respond if the contractor is insolvent?
are there exclusions that effectively remove insolvency-related claims?
Some wordings can be narrow. Ensure “defect” includes:
defective workmanship
defective materials
failure to meet specification
Employers may require:
a specific endorsement naming them
non-cancellation clauses
notice periods for cancellation
If these aren’t in place, the employer may reject the solution.
If you’re proposing this to an employer or main contractor, keep it simple:
“We can provide a retention alternative so you have security without holding cash retention.”
“The policy limit matches the contractual retention amount and runs through the defects period.”
“You retain the right to claim for covered defect rectification costs if we fail to return.”
“This supports programme certainty and supply-chain stability.”
To quote, insurers/brokers usually ask for:
contract value, scope, location, and programme dates
retention percentage and release milestones
defects liability period length
contract form (e.g., JCT, NEC) and key amendments
whether there is any design responsibility
details of subcontractors and critical trades
quality control processes (ITPs, inspections, sign-off)
contractor financials and claims history
Having this ready speeds up terms and helps avoid last-minute surprises.
Retention insurance is usually one part of a wider construction insurance programme, which may include:
Contract Works (CAR/EAR) for damage to works during construction
Public Liability and Employers’ Liability
Professional Indemnity (especially where design is involved)
Non-negligent liability (JCT 6.5.1 / 6.5.2) where required
Plant and tools
Latent defects insurance (for structural warranty-type needs)
A broker should check gaps and overlaps so you’re not paying twice or leaving exposures uninsured.
Often, yes—if the employer agrees and the wording/endorsements meet the contract requirements. The key is ensuring the policy mirrors the retention mechanism and provides clear beneficiary rights.
Not necessarily. A performance bond is usually broader (and may respond to non-completion), while retention alternatives are typically limited to the retention amount and defects obligations.
Yes. It can be particularly valuable for specialist subcontractors who carry retention across multiple main contractors.
Usually not, unless specifically endorsed. Design risk is typically addressed via professional indemnity and/or latent defects insurance.
If the contract allows alternatives, you can propose it formally. If it doesn’t, you may need to negotiate at tender stage. Some employers will only accept a surety bond, a retention deposit scheme, or a project bank account.
No. Latent defects insurance is typically long-term (often 10–12 years) and aimed at structural defects discovered after completion. Retention insurance is usually tied to the defects liability period and the retention amount.
Construction retention insurance can be a smart solution where cash retention is causing friction but the employer still needs comfort that defects will be addressed. For contractors, it can unlock cashflow and reduce the pain of delayed releases. For employers, it can support a healthier supply chain without giving up protection.
The key is getting the structure right: clear beneficiary rights, sensible triggers, alignment with the contract, and a policy period that mirrors practical completion and the defects liability period.
If you want to replace cash retention with a retention bond alternative, speak to a specialist construction insurance broker. Share your contract details, retention terms, and defects period, and we can advise on the most suitable structure and obtain terms that employers are more likely to accept.
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