来源：德和衡律师
发布日期：2026年04月05日
明确国际工程项目各参与方的人员构成、角色定位及关键岗位管理要点，是开展人员管理工作的基础，而在实际项目推进过程中，人员管理还面临着诸多突出的重点与难点问题，同时各类潜在风险也贯穿项目全生命周期。唯有精准把握管理的核心重点、破解实际推进中的难点，系统识别各类风险类型并制定针对性防控策略，才能切实提升人员管理的规范化水平，保障项目稳步实施。下文将围绕国际工程项目人员管理的重点与难点展开分析，并进一步梳理人员管理的核心风险类型及对应防范措施。
Clarifying the personnel composition, role positioning and key management points for critical positions of all parties involved in international engineering projects lays the foundation for personnel management work. However, in the actual progress of projects, personnel management is also confronted with many prominent key points and difficult problems, and various potential risks run through the entire project life cycle. Only by accurately grasping the core focus of management, solving the difficulties in actual advancement, systematically identifying various types of risks and formulating targeted prevention and control strategies, can we effectively improve the standardization level of personnel management and ensure the steady implementation of projects. The following text will analyze the key points and difficulties of personnel management in international engineering projects, and further sort out the core risk types of personnel management and corresponding preventive measures.
（四）安全管理师管理要点
Management Points for the Safety Manager
2017 版 FIDIC 合同条件第 4.8 款 “健康与安全义务”、第 6.7 款 “人员健康与安全” 对项目安全管理提出了明确要求，安全管理师作为核心岗位，其管理要点主要包括：
The 2017 Edition FIDIC Conditions of Contract sets out explicit requirements for project safety management in SubClause 4.8 "Health and Safety Obligations" and SubClause 6.7 "Personnel Health and Safety". As a core position, the key management points of the Safety Manager are as follows:
1. 安全体系构建
Safety System Establishment
安全管理师应牵头建立完善的项目安全管理体系，制定健全的安全管理制度、安全操作规程和突发事件应急预案，明确各岗位安全管理职责，确保项目安全管理工作规范化、标准化运行。同时，应严格按照 2017 版 FIDIC 合同条件要求，在开工日期后 21 天内及现场工作实施前，向工程师提交完整的健康与安全手册，清晰列明项目适用的全部健康与安全要求。
The Safety Manager shall take the lead in establishing a sound project safety management system, formulate complete safety management rules, operating procedures and emergency response plans for unexpected events, and clarify safety management responsibilities for each position, so as to ensure standardized and systematic operation of project safety management. Meanwhile, in strict compliance with the 2017 Edition FIDIC Conditions of Contract, the Safety Manager shall submit a complete Health and Safety Manual to the Engineer within 21 days after the Commencement Date and before the execution of on-site works, clearly setting out all applicable health and safety requirements for the project.
2. 安全培训与教育
Safety Training and Education
安全管理师应对全体施工人员开展系统性安全培训与教育，内容涵盖安全操作规程、应急处置流程、项目所在国当地安全法规等，全面提升施工人员的安全意识与自我防护能力。针对特种作业人员，应组织开展专项技能培训，确保其持有效证件上岗作业，并定期开展分部分项工程安全交底，明确施工全过程中的关键安全注意事项。
The Safety Manager shall conduct systematic safety training and education for all construction personnel, covering safety operating procedures, emergency response processes, local safety laws and regulations of the host country, so as to comprehensively improve safety awareness and self-protection capabilities. For special operation personnel, special skill training shall be organized to ensure they hold valid certificates for duty. Regular safety briefings shall be provided for separate and subdivisional works, clarifying key safety precautions throughout the construction process.
3. 现场安全监督
On-site Safety Supervision
安全管理师须常驻施工现场，持续开展日常安全巡查工作，重点检查安全防护设施、施工设备运行、临时用电等关键环节的安全措施落实情况，及时发现并督促消除安全隐患，制止各类违章作业行为。同时，应按照 2017 版 FIDIC 合同条件要求，在每月进度报告中向工程师提交安全事故及隐患统计资料；若发生重大人身伤亡事故，须第一时间通知工程师，并按要求报送事故详细情况。
The Safety Manager shall be permanently stationed at the construction site and conduct continuous daily safety inspections, focusing on the implementation of safety protection facilities, operation of construction equipment, temporary electricity use and other key links, timely identifying and requiring the elimination of potential safety hazards, and stopping any illegal operations. Meanwhile, in accordance with the 2017 Edition FIDIC Conditions of Contract, statistical data on safety accidents and hazards shall be submitted to the Engineer in the monthly progress report. In the event of a major personal injury or fatality, the Engineer shall be notified immediately, and detailed information on the accident shall be submitted as required.
4. 应急处置
Emergency Response
安全管理师负责组织编制项目安全应急预案，针对高处作业、临时用电、消防、机械伤害等风险制定可操作的处置流程，并定期组织全员应急演练，确保施工人员熟悉应急响应程序、避险路线、自救互救方法等关键内容，保证突发事件发生时能够快速、有序、高效处置，最大限度降低人员伤害与财产损失。
The Safety Manager shall be responsible for organizing the preparation of project safety emergency response plans, formulating operational procedures for risks such as work at height, temporary electricity use, fire safety and mechanical injury, and conduct regular full-staff emergency drills to ensure that construction personnel are familiar with emergency response procedures, evacuation routes, self-rescue and mutual-rescue methods, so as to enable rapid, orderly and efficient response to unexpected events and minimize casualties and property losses.
（五）质量管理师管理要点
Management Points for the Quality Manager
质量管理师作为国际工程项目质量管控的核心岗位，承担着保障工程质量、落实质量责任、规范质量行为的重要职责。其工作需严格遵循 2017 版 FIDIC 合同条件及项目技术规范要求，围绕工程质量全过程管控，统筹推进质量体系构建、过程控制、检验验收及质量改进等各项工作，确保工程实体质量与管理质量均符合合同约定、行业规范及当地技术标准，为项目顺利验收、安全运行提供坚实的质量保障。
As the core position for quality control in international engineering projects, the Quality Manager undertakes the important responsibilities of ensuring engineering quality, implementing quality liabilities and regulating quality conduct. The work shall be carried out in strict compliance with the 2017 Edition FIDIC Conditions of Contract and project technical specifications, focusing on full-process quality control, and coordinating the advancement of quality system establishment, process control, inspection, acceptance and quality improvement, so as to ensure that both physical and management quality meet contractual stipulations, industrial norms and local technical standards, and provide solid quality support for smooth project acceptance and safe operation.
1. 质量体系建立
Quality System Establishment
质量管理师应严格依据 2017 版 FIDIC 合同条件、项目技术规范及质量要求，构建覆盖工程全过程的质量管理体系，明确各环节质量控制标准、检验检测程序、岗位职责与工作要求，推动项目质量管理工作制度化、标准化与可追溯，为工程质量管控提供系统、规范的制度保障。同时，需结合项目实际特点，细化质量管控流程，明确各参与方的质量责任，确保质量管理体系落地执行，形成 “全员参与、全过程控制、全方位覆盖” 的质量管控格局。
The Quality Manager shall, in strict accordance with the 2017 Edition FIDIC Conditions of Contract, project technical specifications and quality requirements, establish a quality management system covering the entire engineering process, clarify quality control standards, inspection and testing procedures, job responsibilities and work requirements for each link, and promote institutionalized, standardized and traceable project quality management, so as to provide a systematic and normative institutional basis for engineering quality control. Meanwhile, quality control procedures shall be refined based on actual project characteristics, and quality liabilities of all parties shall be clarified to ensure the implementation of the quality management system, forming a quality control pattern of "full participation, full-process control and all-round coverage".
2. 全过程质量控制
Full-Process Quality Control
质量管理师应对工程实施全过程实施严格质量管控，严把原材料、构配件与设备进场验收关，对不符合标准的物资坚决不予使用，从源头控制质量风险。同时加强关键工序、隐蔽工程及重要结构部位的现场检查与旁站监督，严格执行工序验收制度，对施工过程中的质量隐患及时发现、及时督促整改闭环，确保每一道工序都符合质量要求。此外，还需监督施工人员严格按照施工方案、技术规范开展作业，规范施工行为，避免因操作不当引发质量问题。
The Quality Manager shall implement strict quality control over the entire engineering process, strictly control the acceptance of raw materials, components and equipment entering the site, and resolutely reject non-compliant materials to control quality risks from the source. Meanwhile, on-site inspection and stand-by supervision shall be strengthened for key processes, concealed works and important structural parts, and the process acceptance system shall be strictly implemented. Quality hazards in construction shall be promptly identified and rectified to closure, so as to ensure that every process meets quality requirements. In addition, the Quality Manager shall supervise construction personnel to operate in strict accordance with construction plans and technical specifications, standardize construction conduct, and avoid quality problems caused by improper operation.
3. 质量检验与验收
Quality Inspection and Acceptance
质量管理师应按照 2017 版 FIDIC 合同条件及工程师要求，规范开展质量检验、试验、实测实量等工作，主动配合工程师进行现场核查、中间验收与完工验收，及时、完整提供质量记录、试验报告、验收资料等相关文件，保证质量行为可追溯、工程实体可核查，为工程验收与进度款支付提供可靠依据。在验收过程中，需严格执行验收标准，对验收中发现的质量问题，及时组织整改，直至验收合格，确保工程质量满足合同约定的各项要求。
In accordance with the 2017 Edition FIDIC Conditions of Contract and the Engineer’s requirements, the Quality Manager shall carry out standardized quality inspection, testing, measurement and other work, take the initiative to cooperate with the Engineer in on-site verification, interim acceptance and completion acceptance, and provide timely and complete quality records, test reports, acceptance documents and other relevant materials, so as to ensure traceable quality conduct and verifiable engineering entities, and provide reliable evidence for project acceptance and progress payments. During acceptance, acceptance standards shall be strictly applied, and any quality defects found shall be promptly rectified until acceptance is passed, so as to ensure that engineering quality meets all contractual requirements.
4. 质量改进与资料管理
Quality Improvement and Document Management
质量管理师应定期对项目质量状况进行统计分析，针对质量缺陷与管理薄弱环节制定纠正和预防措施，持续优化施工工艺与管控流程，不断提升整体质量水平。同时做好质量资料的收集、整理、归档与保管工作，确保资料真实、规范、完整，满足工程竣工验收、移交及后期质量追溯的各项要求。此外，还需加强与各参与方的沟通对接，及时反馈质量管控情况，协调解决质量相关问题，推动项目质量持续提升。
The Quality Manager shall regularly conduct statistical analysis of project quality conditions, formulate corrective and preventive measures for quality defects and management weaknesses, and continuously optimize construction techniques and control procedures to improve overall quality. Meanwhile, the collection, sorting, filing and preservation of quality documents shall be properly conducted to ensure authenticity, standardization and completeness, meeting all requirements for project completion acceptance, handover and subsequent quality traceability. In addition, communication with all parties shall be strengthened to timely report quality control status, coordinate and resolve quality-related issues, and promote continuous improvement of project quality.
四、国际工程项目人员管理的重点与难点
Key Points and Difficulties in Personnel Management of International Engineering Projects
国际工程项目人员管理因其跨地域、跨文化、多利益相关方的特性，管理难度显著高于国内工程项目。结合 2017 版 FIDIC 合同条件相关约定，其管理工作需围绕 “合规、协同、高效、可控” 四大核心目标展开，明确管理重点、破解管理难点，是保障项目顺利推进、规避人员管理风险的关键，具体内容如下：
Personnel management in international engineering projects is significantly more difficult than that in domestic projects due to its cross‑regional, cross‑cultural and multi‑stakeholder characteristics. Pursuant to the relevant provisions of the 2017 Edition FIDIC Conditions of Contract, such management shall be carried out around the four core objectives of compliance, coordination, efficiency and controllability. Clarifying the key points of management and resolving difficulties is crucial to ensuring smooth project progress and avoiding personnel management risks. Details are set out as follows:
（一）管理重点
Key Points of M anagement
国际工程项目人员管理的重点聚焦于 “筑牢基础、明确权责、协同高效、防控风险”，结合 2017 版 FIDIC 合同条件对人员资质、权责履行、安全健康等方面的明确要求，重点抓好以下五项工作，确保人员管理工作有序、合规、落地。
一是人员资质合规管理。 这是国际工程项目人员管理的首要重点，也是 2017 版 FIDIC 合同条件着重强调的核心内容。需严格按照合同约定及项目所在国法律法规，对所有参与项目的人员尤其是关键岗位人员（如业主代表、总工程师、承包商代表、特种作业人员等）进行资质审核，确保其具备相应的专业能力、资格证书及工作经验，符合岗位任职要求。同时建立人员资质动态管理机制，定期核查资质有效性，及时更换资质过期、不符合要求的人员，避免因人员资质不合规导致项目违约、质量安全事故等问题。
二是权责清晰划分管理。 结合 2017 版 FIDIC 合同条件第 2 条至第 6 条相关约定，明确业主方、咨询方（工程师）、承包商方、分包商方及其他相关方各类人员的权利与义务，避免权责交叉、权责空白或越权履职。明确工程师的独立审核权限，保障其公正、专业履职，避免业主过度干预；明确承包商对其人员的管理责任及对分包商人员的连带责任，确保承包商严格履行合同约定；明确各岗位人员的具体职责，形成 “事事有人管、人人有责任” 的管理格局，确保各项工作有序推进。
三是跨文化协同管理。 国际工程项目人员往往来自不同国家和地区，具有不同的文化背景、价值观、工作习惯及沟通方式，跨文化协同是人员管理的重要重点。需建立常态化跨文化沟通机制，尊重不同文化差异，搭建沟通桥梁，减少文化误解与冲突；制定统一的工作标准、行为规范及沟通语言，确保各类人员协同配合、高效工作；加强跨文化培训，提升全员跨文化沟通能力，促进不同国籍、不同文化背景的人员融合，凝聚团队合力。
四是关键人员稳定性管理。 2017 版 FIDIC 合同条件新增第 6.12 款 “关键人员” 条款，明确关键人员需事先获得工程师同意，且应为专职且常驻现场，其稳定性直接影响项目的推进效率和实施质量。需将关键人员稳定性管理作为重点，建立健全关键人员激励机制，结合国际市场行情制定具有竞争力的薪酬待遇及职业发展路径，降低关键人员流失率；严格按照合同约定规范关键人员更换流程，提前储备替代人员，确保关键人员离职后项目管理工作无缝衔接，不影响项目正常推进。
五是安全与健康管理。 结合 2017 版 FIDIC 合同条件第 4.8 款 “健康与安全义务”、第 6.7 款 “人员健康与安全” 相关要求，将人员安全与健康管理作为核心重点。建立完善的安全与健康管理体系，制定安全管理制度、安全操作规程及应急预案，明确各岗位安全职责；加强安全培训与教育，提升全员安全意识及自我保护能力，规范施工人员作业行为；加强施工现场安全监督，及时发现并消除安全隐患，预防安全事故及职业健康问题发生，同时关注施工人员身心健康，提供必要的医疗保障与心理疏导，确保人员稳定。
The key points of personnel management in international engineering projects focus on consolidating the foundation, clarifying rights and responsibilities, ensuring coordination and efficiency, and preventing and controlling risks. In light of the explicit requirements of the 2017 Edition FIDIC Conditions of Contract regarding personnel qualifications, performance of rights and obligations, safety and health, emphasis shall be placed on the following five tasks to ensure orderly, compliant and effective implementation of personnel management.
First, compliance management of personnel qualifications. This is the primary focus of personnel management in international engineering projects and a core emphasis of the 2017 Edition FIDIC Conditions of Contract. Qualification reviews shall be conducted in strict accordance with the Contract and the laws and regulations of the host country for all personnel involved in the project, especially key personnel (such as the Employer’s Representative, Chief Engineer, Contractor’s Representative, special operation personnel, etc.), to ensure that they possess corresponding professional competence, qualifications and work experience and meet job requirements. A dynamic management mechanism for personnel qualifications shall be established to regularly verify the validity of qualifications and promptly replace personnel with expired or noncompliant qualifications, so as to avoid project breaches, quality and safety accidents and other problems caused by noncompliant personnel qualifications.
Second, management of clearly defined rights and responsibilities. Pursuant to the relevant provisions of Clauses 2 to 6 of the 2017 Edition FIDIC Conditions of Contract, the rights and obligations of personnel of the Employer, the Consulting Party (Engineer), the Contractor, the Subcontractor and other relevant parties shall be clarified to avoid overlapping rights and responsibilities, gaps in authority, or ultra vires performance. The independent approval authority of the Engineer shall be clarified to ensure fair and professional performance without excessive intervention by the Employer. The Contractor’s management responsibility for its personnel and joint and several liability for the Subcontractor’s personnel shall be defined to ensure strict performance of contractual obligations. The specific duties of each position shall be specified to form a management structure of “every matter under responsibility, every person accountable”, so as to ensure orderly progress of all work.
Third, crosscultural coordination management. Personnel in international engineering projects often come from different countries and regions with diverse cultural backgrounds, values, work habits and communication styles. Crosscultural coordination is a major focus of personnel management. A regular crosscultural communication mechanism shall be established to respect cultural differences, build communication channels and reduce misunderstandings and conflicts. Uniform work standards, codes of conduct and communication language shall be formulated to ensure coordinated and efficient performance. Crosscultural training shall be strengthened to improve crosscultural communication capabilities, promote integration among personnel of different nationalities and cultural backgrounds, and enhance team cohesion.
Fourth, stability management of key personnel. The 2017 Edition FIDIC Conditions of Contract adds a new SubClause 6.12 “Key Personnel”, stipulating that key personnel must obtain the Engineer’s prior approval, be fulltime and permanently stationed on site. Their stability directly affects project efficiency and quality. The stability of key personnel shall be prioritized; a sound incentive mechanism shall be established with competitive remuneration and career development paths in line with international market conditions to reduce turnover. The replacement procedure for key personnel shall be regulated in strict accordance with the Contract, and backup personnel shall be reserved in advance to ensure seamless continuation of management without disruption to normal project progress.
Fifth, safety and health management. In accordance with SubClause 4.8 “Health and Safety Obligations” and SubClause 6.7 “Personnel Health and Safety” of the 2017 Edition FIDIC Conditions of Contract, personnel safety and health shall be treated as a core priority. A comprehensive safety and health management system shall be established with sound rules, operating procedures and emergency plans, clarifying safety responsibilities for each position. Safety training and education shall be enhanced to raise safety awareness and selfprotection capabilities and standardize construction operations. Onsite safety supervision shall be strengthened to timely identify and eliminate hazards and prevent accidents and occupational health issues. Meanwhile, attention shall be paid to the physical and mental health of construction personnel with necessary medical support and psychological counseling to ensure personnel stability.
（二）管理难点
Difficulties in Management
国际工程项目人员管理面临的难点，主要源于跨地域、跨文化、多利益相关方及当地法律法规差异等因素，结合项目实践及 2017 版 FIDIC 合同条件执行情况，核心难点集中在以下五个方面，需针对性制定应对措施，突破管理瓶颈。
一是跨文化冲突化解难点。 不同国家和地区的人员在语言、价值观、工作习惯、沟通方式、宗教信仰等方面存在较大差异，是国际工程项目人员管理最突出的难点。部分国家人员注重工作效率，部分国家人员注重工作流程与礼仪；部分国家人员习惯直接沟通，部分国家人员习惯间接表达，这些差异容易导致人员之间的误解、矛盾甚至冲突，影响团队协同效率。同时，文化差异还可能导致管理方式、工作标准难以统一，增加人员管理难度，如何平衡文化差异、化解跨文化冲突，实现多元文化融合，是人员管理需重点破解的难题。
二是人员流动性管控难点。 国际工程项目工期长、施工环境复杂、工作强度大，且多处于异国他乡，导致施工人员尤其是普通工人的流动性较大，容易造成施工队伍不稳定，影响施工进度和质量。同时，关键岗位人员可能因个人原因、薪酬待遇、职业发展等因素离职，若未及时找到合适的替代人员，可能导致项目管理出现空缺，影响项目推进。此外，跨国人员的签证、工作许可等手续办理繁琐、周期长，且受当地移民政策影响较大，进一步增加了人员流动性管控的难度，如何稳定施工队伍、控制人员流失，是人员管理的重要难点。
三是多利益相关方协调难点。 国际工程项目涉及业主、咨询方（工程师）、承包商、分包商、当地政府部门、社区居民、供应商、保险机构等多个利益相关方，各类人员的诉求不同、利益点不同，容易产生利益冲突，增加协调难度。业主追求项目投资效益最大化，承包商追求利润最大化，咨询方（工程师）追求公正专业履职，当地政府注重项目合规性与社会效益，社区居民关注项目对自身生产生活的影响，供应商关注物资供应的及时性与收益。如何协调各方人员的诉求，平衡各方利益，避免因利益冲突引发矛盾、影响项目推进，是人员管理的一大难点。
四是当地法律法规适配难点。 不同国家和地区的劳动法律法规、移民政策、安全环保法规、薪酬福利标准等存在较大差异，2017 版 FIDIC 合同条件虽有通用约定，但需结合当地法律法规进行调整适配，否则可能导致人员管理工作不合规，引发法律纠纷。例如，部分国家对劳动工时、最低工资标准、社会保险有严格要求，部分国家对外国人员的工作许可、签证办理有严格限制，部分国家对施工现场的安全环保措施有特殊规定。如何深入研究当地法律法规，确保人员管理工作符合当地合规要求，避免因合规问题导致项目停工、罚款或法律纠纷，是人员管理的重要难点。
五是远程管理高效落地难点。 国际工程项目往往存在总部与项目现场、不同国家之间的远程管理场景，部分人员（如业主决策层、总部管理人员、远程技术支持人员等）不常驻项目现场，难以实时掌握现场人员的工作情况、工作状态，导致沟通效率较低、信息传递滞后，管理指令执行不到位。同时，远程管理过程中，难以对现场人员进行有效监督，容易出现工作推诿、效率低下等问题，如何建立高效的远程管理机制，完善沟通渠道，确保远程人员与现场人员协同配合，提升远程管理效率，确保管理指令落地执行，是人员管理面临的另一大难点。
Difficulties in personnel management of international engineering projects mainly arise from cross‑regional and cross‑cultural environments, multiple stakeholders and differences in local laws and regulations. Based on project practice and the implementation of the 2017 Edition FIDIC Conditions of Contract, core difficulties concentrate in the following five areas, requiring targeted measures to break through management bottlenecks.
First, difficulty in resolving cross‑cultural conflicts. Substantial differences in language, values, work habits, communication styles and religious beliefs among personnel from different countries and regions constitute the most prominent difficulty. Some cultures emphasize efficiency while others emphasize procedures and etiquette; some prefer direct communication while others favor indirect expression. Such differences easily lead to misunderstanding, contradiction and conflict, reducing coordination efficiency. Cultural divergence also makes it difficult to unify management methods and work standards, increasing complexity. Balancing cultural differences, resolving conflicts and achieving multicultural integration is a major challenge.
Second, difficulty in controlling personnel mobility. International engineering projects usually have long durations, complex environments and high intensity, and are often located abroad, resulting in high mobility among construction personnel, especially general workers, which destabilizes the workforce and affects progress and quality. Meanwhile, key personnel may resign due to personal reasons, remuneration or career development. Without timely replacement, management gaps may arise and hinder project implementation. In addition, cumbersome and time‑consuming visa and work permit procedures, subject to local immigration policies, further increase the difficulty of mobility control. Stabilizing the workforce and reducing turnover remains a major challenge.
Third, difficulty in coordinating multi‑stakeholder interests. International engineering projects involve the Employer, Engineer, Contractor, Subcontractor, local authorities, communities, suppliers, insurers and other stakeholders with diverse demands and interests, increasing coordination complexity. The Employer pursues maximum return on investment, the Contractor pursues maximum profit, the Engineer pursues impartial and professional performance, the government emphasizes compliance and social benefits, residents concern impacts on daily life, and suppliers focus on timely delivery and revenue. Coordinating demands, balancing interests and avoiding conflicts that disrupt project progress is a major difficulty.
Fourth, difficulty in adapting to local laws and regulations. Labor laws, immigration policies, safety and environmental regulations, wage and welfare standards vary significantly across jurisdictions. Although the 2017 Edition FIDIC Conditions of Contract provide general provisions, adaptation to local legislation is essential to avoid non‑compliance and legal disputes. For example, some countries impose strict rules on working hours, minimum wages and social insurance; some restrict work permits and visas for foreign personnel; some specify special on‑site safety and environmental requirements. Conducting in‑depth research on local laws to ensure compliant personnel management and avoid suspension, fines or litigation is a critical difficulty.
Fifth, difficulty in effective implementation of remote management. International projects often involve remote management between headquarters and site or across countries. Some personnel (such as the Employer’s decision‑making level, headquarters managers, remote technical support staff) are not permanently stationed on site, making real‑time oversight difficult and leading to low communication efficiency, delayed information transmission and inadequate implementation of management instructions. Effective supervision is also challenging, often resulting in buck‑passing and inefficiency. Establishing an efficient remote management mechanism, improving communication channels, ensuring coordination between remote and on‑site personnel, and securing full implementation of instructions constitute another major difficulty.
五、国际工程项目人员管理的风险类型与防范措施
Risk Types and Preventive Measures for Personnel Management in International Engineering Projects
结合 2017 版 FIDIC 合同条件相关约定及国际工程项目人员管理实践，人员管理风险贯穿项目全生命周期，主要源于人员资质、权责履行、跨文化沟通、合规性等多个维度，若未及时防控，可能导致项目违约、进度延误、成本增加、法律纠纷等问题。为规避各类风险，保障项目顺利推进，需明确风险类型、制定针对性防范措施，具体内容如下：
In light of the relevant provisions of the 2017 Edition FIDIC Conditions of Contract and the practice of personnel management in international engineering projects, risks in personnel management run through the entire project life cycle, mainly arising from personnel qualifications, performance of rights and obligations, cross‑cultural communication, compliance and other dimensions. Failure to prevent and control such risks in a timely manner may lead to contract breaches, delays, cost increases, legal disputes and other adverse consequences. To avoid various risks and ensure smooth project progress, it is necessary to clarify risk types and formulate targeted preventive measures, as detailed below:
（一）风险类型
Risk Types
国际工程项目人员管理风险种类繁多，结合 2017 版 FIDIC 合同条件中关于人员资质、健康安全、权责划分等相关条款，结合项目实际场景，核心风险可分为以下 6 类，每类风险均明确对应合同依据及实践表现：
There are various types of risks in personnel management of international engineering projects. Based on the relevant clauses of the 2017 Edition FIDIC Conditions of Contract concerning personnel qualifications, health and safety, division of rights and obligations, combined with actual project scenarios, the core risks can be classified into the following six categories, each with clear corresponding contractual basis and practical manifestations:
1. 人员资质风险
Personnel Qualification Risk
此类风险是国际工程项目人员管理的首要风险，也是 2017 版 FIDIC 合同条件重点约束的内容（对应第 4.3 款 “承包商代表”、第 6.12 款 “关键人员” 等条款）。主要表现为关键岗位人员（业主代表、总工程师、承包商代表、特种作业人员等）资质不符合合同约定或项目所在国法律法规要求，如未持有有效专业资格证书、缺乏相应国际项目管理经验、特种作业人员无证上岗等；同时还包括人员资质动态管理缺失，资质过期、失效未及时更换，或人员实际能力与资质不符，无法胜任岗位工作等情况。此类风险可能导致工程师拒绝批准人员履职、项目施工质量不达标、安全事故发生，甚至引发合同违约，需承担相应赔偿责任。
This is the primary risk in personnel management of international engineering projects and also a key regulatory content of the 2017 Edition FIDIC Conditions of Contract (corresponding to SubClause 4.3 “Contractor’s Representative”, SubClause 6.12 “Key Personnel” and other clauses). It is mainly reflected in that the qualifications of key personnel (Employer’s Representative, Chief Engineer, Contractor’s Representative, special operation personnel, etc.) fail to comply with the Contract or the laws and regulations of the host country, such as not holding valid professional certificates, lacking corresponding international project management experience, special operation personnel working without certificates, etc. It also includes the lack of dynamic management of personnel qualifications, failure to renew expired or invalid qualifications in a timely manner, or inconsistency between actual competence and qualifications, rendering personnel unable to perform their duties. Such risks may result in the Engineer refusing to approve personnel to perform duties, substandard construction quality, safety accidents, and even contract breaches with corresponding liability for compensation.
2. 权责履行风险
Risk of Performance of Rights and Obligations
基于2017 版 FIDIC 合同条件第 2 条至第 6 条对各方人员权责的明确约定，此类风险主要指各类人员未按合同约定履行自身权利和义务，导致项目推进受阻。具体表现为业主代表越权行使职权（如擅自签发工程变更指令、无故拒绝支付工程款项）、未及时提供项目场地等业主义务；工程师未履行独立审核职责、未及时签发工程指令或支付证书，或决策偏袒某一方；承包商代表未按合同约定组织施工、未落实安全质量措施，或擅自更换关键人员；分包商未按分包合同履行施工义务，导致分包工程质量、进度不达标，且承包商未履行对分包商人员的管理连带责任等。此类风险易引发各方矛盾，导致项目进度延误、成本增加，甚至引发合同纠纷。
Based on the explicit provisions on rights and obligations of all parties in Clauses 2 to 6 of the 2017 Edition FIDIC Conditions of Contract, such risk mainly refers to the failure of various personnel to perform their rights and obligations in accordance with the Contract, hindering project progress. Specific manifestations include the Employer’s Representative acting ultra vires (such as issuing variation orders without authorization or unjustifiably refusing to make payments), failing to fulfill obligations such as timely provision of the site; the Engineer failing to perform independent review duties, issuing instructions or payment certificates in a timely manner, or making decisions in favor of one party; the Contractor’s Representative failing to organize construction in accordance with the Contract, failing to implement safety and quality measures, or replacing key personnel without authorization; the Subcontractor failing to perform construction obligations under the Subcontract, resulting in substandard quality and progress of subcontract works, and the Contractor failing to perform joint and several liability for the Subcontractor’s personnel. Such risks are likely to trigger conflicts among parties, leading to project delays, cost increases and even contract disputes.
3. 跨文化沟通风险
Cross‑Cultural Communication Risk
由于国际工程项目人员来自不同国家和地区，文化背景、价值观、工作习惯、沟通方式存在较大差异，此类风险成为人员管理的常见风险。主要表现为语言障碍导致指令传递失真、工作沟通不畅；价值观差异导致工作决策分歧、管理方式难以适配；工作习惯差异导致施工协同不畅、效率低下；宗教信仰、礼仪习俗差异引发人员矛盾或冒犯，影响团队凝聚力。此类风险若未及时化解，会导致团队协作效率下降、人员矛盾升级，进而影响项目质量和进度，甚至导致人员流失。
As personnel of international engineering projects come from different countries and regions with great differences in cultural background, values, work habits and communication styles, such risk has become a common risk in personnel management. It is mainly manifested in distorted instruction transmission and poor work communication caused by language barriers; differences in decision‑making and incompatible management methods due to value differences; poor construction coordination and low efficiency caused by different work habits; contradictions or offenses arising from differences in religious beliefs and etiquette, affecting team cohesion. Failure to resolve such risks in a timely manner will reduce team collaboration efficiency, escalate personnel conflicts, further affect project quality and progress, and even lead to personnel turnover.
4. 合规性风险
Compliance Risk
此类风险主要源于人员管理工作不符合项目所在国法律法规、2017 版 FIDIC 合同条件约定，或行业规范要求（对应第 4.8 款 “健康与安全义务”、第 6.7 款 “人员健康与安全” 等条款）。具体表现为未遵守当地劳动法律法规，如未按规定支付工人工资、缴纳社会保险、保障劳动工时；外国人员未办理合法签证、工作许可，属于非法务工；施工人员违反当地安全环保法规、宗教习俗；人员管理流程不符合合同约定，如关键人员更换未按规定履行批准程序等。此类风险可能导致项目被责令停工、面临罚款，引发法律纠纷，损害企业国际声誉，甚至影响项目后续合作。
Such risk mainly arises from the inconsistency of personnel management with the laws and regulations of the host country, the 2017 Edition FIDIC Conditions of Contract or industrial specifications (corresponding to SubClause 4.8 “Health and Safety Obligations”, SubClause 6.7 “Personnel Health and Safety” and other clauses). Specific manifestations include non‑compliance with local labor laws and regulations, such as failure to pay wages, make social insurance contributions and ensure working hours in accordance with regulations; foreign personnel working illegally without valid visas and work permits; construction personnel violating local safety and environmental regulations and religious customs; personnel management procedures inconsistent with contractual stipulations, such as failure to go through approval procedures for replacement of key personnel in accordance with regulations. Such risks may result in project suspension, fines, legal disputes, damage to the enterprise’s international reputation, and even affect subsequent project cooperation.
5. 人员流失风险
Personnel Turnover Risk
国际工程项目工期长、施工环境复杂、工作强度大，且人员多远离家乡，人员流失风险尤为突出，尤其是关键岗位人员的流失，对项目影响极大（对应 2017 版 FIDIC 第 6.12 款 “关键人员” 约定）。主要表现为关键岗位人员（总工程师、承包商代表、安全管理师等）因薪酬待遇、职业发展、工作环境等因素离职，且未及时找到合适替代人员，导致项目管理出现空缺；普通施工人员流失率过高，导致施工队伍不稳定，施工进度延误、施工质量难以保障；跨国人员因思乡、适应不了当地环境等原因主动离职，增加人员招聘和培训成本。
International engineering projects feature long duration, complex construction environment, high work intensity and personnel being far away from home, so personnel turnover risk is particularly prominent, especially the turnover of key personnel, which exerts a huge impact on the project (corresponding to SubClause 6.12 “Key Personnel” of the 2017 Edition FIDIC Conditions of Contract). It is mainly manifested in resignation of key personnel (Chief Engineer, Contractor’s Representative, Safety Manager, etc.) due to salary, career development, working environment and other factors without timely replacement, leading to management gaps; excessively high turnover of ordinary construction personnel, resulting in unstable workforce, delayed construction progress and difficult guarantee of quality; voluntary resignation of crossborder personnel due to homesickness and inability to adapt to the local environment, increasing recruitment and training costs.
6. 安全与健康风险
Safety and Health Risk
结合 2017 版 FIDIC 合同条件第 4.8 款 “健康与安全义务”、第 6.7 款 “人员健康与安全” 的明确要求，此类风险是人员管理的核心风险之一，直接关系到人员生命安全和项目顺利推进。主要表现为施工现场安全防护设施缺失、安全管理制度不落实，导致施工人员发生高空坠落、触电、机械伤害等安全事故；施工环境恶劣，缺乏必要的职业健康防护措施，导致施工人员出现职业疾病；安全培训不到位，施工人员安全意识薄弱、违规作业，引发安全隐患；应急处置机制不完善，发生安全事故或突发健康问题时，无法快速有效处置，导致人员伤亡扩大、项目停工。
In accordance with the explicit requirements of SubClause 4.8 “Health and Safety Obligations” and SubClause 6.7 “Personnel Health and Safety” of the 2017 Edition FIDIC Conditions of Contract, such risk is one of the core risks in personnel management, directly related to personnel safety and smooth project progress. It is mainly manifested in absence of safety protection facilities and failure to implement safety management systems at the construction site, leading to safety accidents such as falls from height, electric shock and mechanical injuries; harsh construction environment and lack of necessary occupational health protection measures, resulting in occupational diseases; inadequate safety training and weak safety awareness of construction personnel, leading to illegal operations and potential safety hazards; imperfect emergency response mechanism, failing to respond quickly and effectively to safety accidents or sudden health problems, causing expansion of casualties and project suspension.
参考文献（滑动）:
一、中国国内法、司法解释等文件：
[1]《中华人民共和国招标投标法》
[2]《中华人民共和国外商投资法》
[3]《中华人民共和国仲裁法》
[4]《中华人民共和国劳动合同法》
[5]《对外劳务合作管理条例》
二、国际公约与多边条约
[6]《承认及执行外国仲裁裁决公约》（《纽约公约》）
[7]《工商业与人权指导原则》（联合国，2011）
[8]《联合国国际贸易法委员会仲裁规则》
三、网络资源：
[9] 最高人民法院第三巡回法庭。陆忠平诉杭州市拱墅区人力资源和社会保障局工伤行政确认案 [EB/OL]. 最高人民法院官网，2019-01-24. https://www.court.gov.cn/xunhui3/xiangqing/147032.html.
[10] 最高人民法院。涉欠薪纠纷典型案例之二：陆某等 11 人与某金属公司等追索劳动报酬纠纷案 [EB/OL]. 最高人民法院官网，2024-12-23.https://www.court.gov.cn/zixun/xiangqing/450661.html.
作者简介
刘俊丽
高级合伙人，管理主任，国际工程与PPP业务部主任、合伙人会议薪酬与分配委员会主任
拥有24+年法律工作经验，累计办理案件700余件，经办案件标的额超1000亿元人民币。专注于国际 / 国内建设工程投建运全生命周期法律服务（PPP、BOT、EPC、FIDIC等）；政府与社会资本合作及特许经营项目全生命周期法律服务；新基建、新能源项目投建营全生命周期法律服务；能源与环境工程（EOD）投建运全生命周期法律服务；并深耕上述领域重大疑难争议解决法律服务。
国际工程与PPP业务团队
「三级 + 四化」全维度服务保障
刘俊丽主任团队搭建了「三层三级」组织架构，推行核心骨干主导 + 执行层高效协同 + 各地分支机构及合作咨询机构联动补位的服务模式，实现专业服务能力与人力调配灵活性的双重保障。
团队以专业化、行业化、团队化、国际化为发展内核，成员均为深耕国内外大型基础设施与公共服务领域的专业律师，多数具备工程、法律双专业背景；同时长期与战略投资、工程咨询等领域专业机构深度合作，组建跨领域服务联盟，为客户提供一体化解决方案。
手机：13391809892
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质控人简介
杜和浩
高级合伙人
建设工程与房地产业务中心总监
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