上文已系统剖析国际工程项目人员管理的重点、难点及六大核心风险类型，风险的识别是防控的前提，而构建全流程、多维度的风险防范体系，是化解人员管理各类问题、规避法律纠纷与项目损失的关键。结合2017版FIDIC合同条件的相关约定及国际工程实践经验，针对不同类型的人员管理风险，需制定“事前预防、事中管控、事后处置”的精准防范措施，同时结合典型司法案例总结争议解决思路与合规管理要点，为国际工程项目人员管理的实际操作提供更具落地性的指引。下文将具体阐述各类人员管理风险的防范措施，并结合典型案例分析人员管理争议的解决路径。
The above text has systematically analyzed the key points, difficulties and six core types of risks in personnel management of international engineering projects. Risk identification is the premise of prevention and control, and constructing a full-process and multi-dimensional risk prevention system is the key to resolving various personnel management problems and avoiding legal disputes and project losses. Combined with the relevant provisions of the 2017 Edition FIDIC Conditions of Contract and practical experience in international engineering, aiming at different types of personnel management risks, it is necessary to formulate precise preventive measures of "pre-event prevention, in-process control and post-event disposal". At the same time, summarize the dispute resolution ideas and compliance management points in combination with typical judicial cases, so as to provide more actionable guidance for the actual operation of personnel management in international engineering projects. The following text will specifically elaborate on the preventive measures for various types of personnel management risks, and analyze the resolution paths of personnel management disputes in combination with typical cases.
(二)防范措施
Preventive Measures
针对上述各类人员管理风险，结合2017版FIDIC合同条件相关约定，立足国际工程项目实践，制定“事前预防、事中管控、事后处置”的全流程防范措施，分类施策、精准防控，最大限度降低风险损失，保障项目有序推进：
In view of the abovementioned personnel management risks, combined with the relevant provisions of the 2017 Edition FIDIC Conditions of Contract and based on the practice of international engineering projects, a fullprocess prevention and control system of “preevent prevention, inprocess control and postevent disposal” is formulated to implement classified and precise prevention and control, minimize risk losses and ensure orderly project progress:
1.人员资质风险防范
Prevention of Personnel Qualification Risk
(1)建立严格的资质审核机制
Establish a strict qualification review mechanism
在人员入职或任命前，严格按照2017版FIDIC合同条件及项目所在国法律法规要求，对所有人员尤其是关键岗位人员的资质进行全面审核，核查专业资格证书、工作经验证明、特种作业证书等相关文件的真实性、有效性，确保人员资质符合岗位要求。对关键岗位人员，需经业主和工程师共同批准后，方可履职;对特种作业人员，需核查其证书有效期及适用范围，确保无证人员不得上岗。
Prior to personnel employment or appointment, conduct a comprehensive review of the qualifications of all personnel, especially key personnel, in strict accordance with the 2017 Edition FIDIC Conditions of Contract and the laws and regulations of the host country, verify the authenticity and validity of professional certificates, work experience certificates, special operation certificates and other relevant documents to ensure that personnel qualifications meet job requirements. Key personnel may only perform duties after joint approval by the Employer and the Engineer; for special operation personnel, verify the validity period and scope of their certificates to ensure that uncertified personnel are prohibited from taking posts.
(2)完善资质动态管理机制
Improve the dynamic management mechanism of qualifications
建立人员资质台账，定期对人员资质进行核查，及时更新资质信息，对资质过期、失效的人员，督促其及时办理续期或更换;对能力不达标、无法胜任岗位的人员，及时调整岗位或清退。同时，加强对人员的专业培训，提升人员专业能力和资质水平，确保人员能够持续适配岗位需求，避免因资质问题引发风险。
Establish a personnel qualification ledger, regularly verify personnel qualifications, update qualification information in a timely manner, urge personnel with expired or invalid qualifications to renew or replace them in a timely manner; adjust or remove personnel who fail to meet competence requirements. Meanwhile, strengthen professional training to improve professional ability and qualification level, ensuring that personnel can continuously meet job demands and avoid risks caused by qualification problems.
(3)明确合同约定与违约责任
Clarify contractual stipulations and liability for breach
在项目合同中，明确人员资质要求、审核流程及违约责任，若因人员资质不符合要求导致项目违约、质量安全事故，明确相关方的责任划分及赔偿标准，提前规避风险;同时，要求承包商、分包商提交人员资质承诺书，强化其资质管理责任。
Specify personnel qualification requirements, review procedures and liability for breach in the project contract. If project breaches, quality or safety accidents occur due to non‑compliant personnel qualifications, clarify the division of responsibilities and compensation standards of relevant parties to avoid risks in advance; meanwhile, require the Contractor and Subcontractors to submit personnel qualification commitment letters to strengthen their qualification management responsibilities.
2.权责履行风险防范
Prevention of Risk of Performance of Rights and Obligations
(1)清晰划分各方人员权责
Clearly divide rights and obligations of all parties
结合2017版FIDIC合同条件相关约定，制定详细的岗位职责说明书，明确业主方、咨询方(工程师)、承包商方、分包商方及各类岗位人员的权利和义务，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、专业决策;明确业主代表的权限边界，禁止越权行为;明确承包商对自身人员及分包商人员的管理责任，落实连带责任。
Formulate detailed job descriptions in accordance with the relevant provisions of the 2017 Edition FIDIC Conditions of Contract, clarify the rights and obligations of personnel of the Employer, the Consulting Party (Engineer), the Contractor, the Subcontractor and various positions to avoid overlapping rights and obligations, gaps or ultra vires acts. Clarify the Engineer’s independent review authority to ensure fair and professional decisions; define the scope of authority of the Employer’s Representative and prohibit ultra vires acts; specify the Contractor’s management responsibility for its own personnel and Subcontractor’s personnel, and implement joint and several liability.
(2)建立权责履行监督机制
Establish a supervision mechanism for performance of rights and obligations
建立常态化监督检查机制，定期检查各类人员的权责履行情况，重点核查关键岗位人员的履职行为，及时发现并纠正未履行、未正确履行权责的行为。业主方定期检查业主代表的决策、协调工作;工程师定期自查审核、监督职责履行情况;承包商定期检查承包商代表及施工人员的履职情况，确保各方人员严格按合同约定履职。
Establish a regular supervision and inspection mechanism to regularly inspect the performance of rights and obligations of various personnel, focus on verifying the performance of key personnel, and timely identify and correct nonperformance or improper performance. The Employer regularly inspects the decisionmaking and coordination of the Employer’s Representative; the Engineer conducts regular selfinspection of the performance of review and supervision duties; the Contractor regularly inspects the performance of the Contractor’s Representative and construction personnel to ensure that all parties strictly perform their duties in accordance with the Contract.
(3)完善沟通反馈机制
Improve the communication and feedback mechanism
建立多方沟通反馈渠道，各类人员及时反馈权责履行过程中存在的问题、分歧，协调解决相关矛盾，确保权责履行顺畅。定期召开业主、工程师、承包商三方沟通会议，同步履职情况，及时解决权责履行过程中的堵点、难点问题，避免矛盾升级。
Establish multi‑party communication and feedback channels for various personnel to timely report problems and differences in the performance of rights and obligations, coordinate and resolve relevant conflicts to ensure smooth performance. Regularly hold tripartite communication meetings among the Employer, the Engineer and the Contractor to synchronize performance status, timely resolve blockages and difficulties in the performance of rights and obligations to avoid escalation of conflicts.
3.跨文化沟通风险防范
Prevention of Cross‑Cultural Communication Risk
(1)开展跨文化培训
Conduct cross‑cultural training
组织所有项目人员开展跨文化培训，学习项目所在国的文化、价值观、工作习惯、宗教信仰、礼仪习俗等内容，提升全员跨文化沟通能力和文化包容度，尊重不同文化差异，避免因文化误解引发矛盾。同时，统一项目沟通语言(如英语)，规范沟通话术，减少语言障碍带来的沟通失真问题。
Organize all project personnel to carry out cross‑cultural training, learn about the culture, values, work habits, religious beliefs and etiquette of the host country, improve cross‑cultural communication ability and cultural inclusiveness, respect cultural differences and avoid conflicts caused by cultural misunderstandings. Meanwhile, unify the project communication language (e.g. English), standardize communication expressions to reduce communication distortion caused by language barriers.
(2)建立统一的协同机制
Establish a unified collaboration mechanism
制定统一的工作标准、行为规范及沟通流程，明确沟通频率、沟通方式及反馈时限，确保不同文化背景的人员能够协同配合、高效工作。设立文化协调员岗位，由具备丰富跨文化经验的人员担任，负责协调解决跨文化冲突，解读文化差异，促进团队融合。
Formulate unified work standards, codes of conduct and communication processes, clarify communication frequency, methods and response time limits to ensure efficient collaboration among personnel of different cultural backgrounds. Set up a cultural coordinator with rich cross‑cultural experience to coordinate and resolve cross‑cultural conflicts, interpret cultural differences and promote team integration.
(3)优化管理方式
Optimize management methods
结合不同文化背景人员的工作特点，调整管理方式，避免“一刀切”。对注重效率的人员，优化工作流程，提升工作效率;对注重流程和礼仪的人员，规范工作程序，注重沟通礼仪;对当地人员，尊重其工作节奏和习俗，采用柔性管理方式，增强其归属感，减少抵触情绪。
Adjust management methods according to the work characteristics of personnel from different cultural backgrounds to avoid a one‑size‑fits‑all approach. Optimize work processes for efficiency‑oriented personnel; standardize procedures and emphasize etiquette for process‑ and courtesy‑oriented personnel; respect the work rhythm and customs of local personnel and adopt flexible management to enhance their sense of belonging and reduce resistance.
4.合规性风险防范
Prevention of Compliance Risk
(1)深入研究当地法律法规
Conduct in‑depth research on local laws and regulations
组建专业合规团队，深入研究项目所在国的劳动法律法规、移民政策、安全环保法规、薪酬福利标准等内容，结合2017版 FIDIC合同条件，制定符合当地合规要求的人员管理制度，确保人员管理工作合法合规。重点关注外国人员签证、工作许可办理流程，确保所有跨国人员合法务工。
Establish a professional compliance team to conduct in‑depth research on local labor laws, immigration policies, safety and environmental regulations, salary and welfare standards, etc., and formulate personnel management systems in line with local compliance requirements in combination with the 2017 Edition FIDIC Conditions of Contract to ensure lawful and compliant personnel management. Focus on the procedures for visa and work permit application for foreign personnel to ensure legal employment of all cross‑border personnel.
(2)建立合规审核与自查机制
Establish a compliance review and selfinspection mechanism
定期对人员管理工作进行合规审核，重点核查工资支付、社会保险缴纳、签证办理、安全环保措施落实等情况，及时发现并纠正合规问题，避免因合规疏漏引发风险。同时，加强对全员的合规培训，提升人员合规意识，规范人员作业行为和管理行为。
Regularly conduct compliance reviews of personnel management, focusing on verifying salary payment, social insurance contribution, visa processing, safety and environmental protection implementation, etc., timely identify and correct compliance problems to avoid risks caused by compliance omissions. Meanwhile, strengthen compliance training for all personnel to improve compliance awareness and standardize operations and management.
(3)借助专业外部支持
Utilize professional external support
聘请当地专业法务人员、人力资源顾问，为人员管理工作提供专业支持，解答合规疑问，协助处理合规相关的法律纠纷;同时，加强与当地政府部门的沟通对接，及时了解当地法律法规更新动态，确保人员管理工作始终符合最新合规要求。
Employ local professional legal personnel and human resources consultants to provide professional support for personnel management, answer compliance questions and assist in handling compliance‑related legal disputes; meanwhile, strengthen communication with local government departments to timely grasp updates of local laws and regulations, ensuring that personnel management always meets the latest compliance requirements.
5.人员流失风险防范
Prevention of Personnel Turnover Risk
(1)建立合理的薪酬激励机制
Establish a reasonable salary and incentive mechanism
结合国际市场行情和项目所在国薪酬水平，制定具有竞争力的薪酬待遇，明确工资、绩效奖金、年终奖金等激励措施，激发人员工作积极性和忠诚度。对关键岗位人员，设立专项激励基金、股权激励等，提升其薪酬竞争力，降低流失率。
Formulate competitive remuneration in line with the international market and local salary level, clarify incentives such as basic salary, performance bonus and yearend bonus to stimulate work enthusiasm and loyalty. For key personnel, set up special incentive funds and equity incentives to enhance salary competitiveness and reduce turnover rate.
(2)优化工作与生活环境
Optimize working and living environment
项目应持续改善现场作业与后勤生活条件，为境外工作人员提供稳定、安全、人性化的保障。在工作层面，合理规划施工场地，完善安全防护与职业健康设施，科学安排作业时间，降低劳动强度与安全风险。在生活层面，统一规范住宿、餐饮、卫生等基础保障，满足异国工作生活的基本需求。同时加强人文关怀，通过定期体检、心理疏导和文体活动，缓解人员长期驻外的压力与思乡情绪，提升团队归属感与稳定性。
The project shall continuously improve onsite operation and logistics living conditions, and provide stable, safe and humanized support for overseas staff. In terms of work, reasonably plan the construction site, improve safety protection and occupational health facilities, scientifically arrange working hours to reduce labor intensity and safety risks. In terms of life, standardize basic guarantees such as accommodation, catering and health to meet basic needs of working and living abroad. Meanwhile, strengthen humanistic care through regular physical examinations, psychological counseling and cultural activities to relieve pressure and homesickness of longterm overseas personnel and enhance team sense of belonging and stability.
(3)完善职业发展与团队建设
Improve career development and team building
应为项目人员建立清晰的职业发展路径，结合国际工程业务需求开展专业技能、管理能力及跨文化沟通培训，为关键岗位人员提供成长通道与上升空间，增强其长期服务意愿。同时加强团队文化建设，促进不同国别、不同专业背景人员的沟通融合，营造协作、包容、稳定的团队氛围。严格按照2017版FIDIC合同条件要求，规范关键人员更换程序，提前做好人才储备与工作交接，确保人员变动不影响项目连续实施。
Establish a clear career development path for project personnel, carry out training in professional skills, management ability and crosscultural communication in combination with international engineering business needs, provide growth channels for key personnel and enhance their willingness to serve for a long time. Meanwhile, strengthen team culture construction to promote communication and integration among personnel of different nationalities and professional backgrounds, and create a collaborative, inclusive and stable team atmosphere. In strict accordance with the 2017 Edition FIDIC Conditions of Contract, standardize the replacement procedure of key personnel, make advance talent reserve and work handover to ensure that personnel changes do not affect continuous project implementation.
6.安全与健康风险防范
Prevention of Safety and Health Risk
(1)构建完善的安全与健康管理体系
Construct a sound safety and health management system
严格依据2017版FIDIC合同条件及项目所在国相关法规，建立覆盖全员、全过程、全方位的安全与健康管理体系，明确各级人员安全职责，制定统一的安全管理制度、操作规程和突发事件应急预案，实现安全管理标准化、制度化。在开工后21天内及现场作业前，按要求向工程师提交完整的健康与安全手册，明确现场安全标准、防护要求及管理流程，为项目安全实施提供制度保障。
Strictly in accordance with the 2017 Edition FIDIC Conditions of Contract and relevant regulations of the host country, establish a fullstaff, fullprocess and allround safety and health management system, clarify safety responsibilities of personnel at all levels, formulate unified safety management systems, operating procedures and emergency plans to realize standardized and institutionalized safety management. Submit a complete Health and Safety Manual to the Engineer within 21 days after the Commencement Date and before onsite operation, specifying onsite safety standards, protection requirements and management processes to provide institutional guarantee for safe project implementation.
(2)加强安全培训与教育
Strengthen safety training and education
坚持“预防为主、培训先行”的原则，对所有进场人员开展系统性安全培训，内容包括现场安全风险、操作规程、应急处置、当地安全法规及职业健康知识，全面提升人员安全意识与自我防护能力。针对特种作业人员实行专项培训与持证上岗管理，确保资质有效、操作规范。同时结合施工工序开展常态化安全交底，使作业人员明确岗位风险与防控要点。
Adhere to the principle of “prevention first, training first”, carry out systematic safety training for all onsite personnel, covering onsite safety risks, operating procedures, emergency disposal, local safety regulations and occupational health knowledge to comprehensively improve safety awareness and selfprotection ability. Implement special training and certificatebased management for special operation personnel to ensure valid qualifications and standardized operations. Meanwhile, carry out regular safety disclosure in combination with construction procedures to make operators aware of post risks and prevention points.
(3)强化现场安全监督与应急处置
Strengthen onsite safety supervision and emergency disposal
安全管理人员常驻现场开展日常巡查，重点对防护设施、施工机械、临时用电、作业行为等进行监督检查，及时排查并整改安全隐患，制止违章作业。按照FIDIC合同要求，每月在进度报告中报送安全统计信息，如发生重大安全事故，须第一时间上报工程师并开展处置。定期组织应急演练，完善应急响应机制，确保突发事件能够快速、有效处置，最大限度减少人员伤亡与财产损失。
Safety management personnel shall be permanently stationed on site to conduct daily inspections, focusing on supervision and inspection of protection facilities, construction machinery, temporary electricity use and operation behaviors, timely investigate and rectify potential safety hazards and stop illegal operations. In accordance with FIDIC Contract requirements, submit safety statistics in the monthly progress report; in case of a major safety accident, report to the Engineer immediately and carry out disposal. Regularly organize emergency drills to improve the emergency response mechanism, ensuring rapid and effective disposal of emergencies and minimizing casualties and property losses.
六、国际工程项目人员管理争议解决案例
Case Studies on Dispute Resolution in Personnel Management of International Engineering Projects
(一)境外工程项目工伤认定典型案例
Typical Case on Work Injury Recognition in Overseas Engineering Projects
1. 案例概况、核心事实及裁判结果
Case Overview, Core Facts and Adjudication Result
该案系最高人民法院第三巡回法庭发布的“一带一路”建设典型行政案例，核心聚焦国际工程项目境外派遣务工人员的劳动关系认定及工伤保险权益保护，为工程行业境外用工合规管理提供了明确司法指引。案件主体涉及境外务工人员陆某、国内承包企业及地方人力资源社会保障行政部门，争议源于陆某在阿尔及利亚境外项目工作期间受伤后的工伤认定纠纷。
陆某与国内承包企业在阿尔及利亚设立的第三项目部签订《境外劳动派遣和雇用合同》后，赴该企业承包的国际工程项目工作，工作期间不慎摔伤，回国接受治疗后，向当地人力资源社会保障行政部门提交工伤认定申请。国内承包企业在答辩中明确否认与陆某存在劳动关系，主张其阿尔及利亚第三项目部与国内主体无隶属关系，相关用工责任不应由国内公司承担。行政部门以陆某未在指定期限内申请劳动关系仲裁为由，作出不予工伤认定决定，陆某对该决定不服，依法提起行政诉讼。
该案核心争议焦点为：陆某与国内承包企业之间是否存在劳动关系，企业是否应承担境外项目部用工相关责任。法院审理认为，陆某已提交《境外劳动派遣和雇用合同》等劳动关系初步证明材料，行政部门未履行法定调查核实义务，未核查国内承包企业在阿尔及利亚的公司设立情况及境外项目部与国内企业的隶属关系，仅以无法确认劳动关系为由加重陆某举证负担，属于主要证据不足。一审法院判决撤销被诉不予工伤认定决定，责令行政部门重新作出认定;二审法院驳回行政部门上诉，维持原判。
This case is a typical administrative case concerning the Belt and Road Initiative construction issued by the Third Circuit Court of the Supreme People’s Court. It focuses on the determination of labor relations and the protection of work-related injury insurance rights and interests of overseas dispatched workers in international engineering projects, providing clear judicial guidance for the compliance management of overseas employment in the engineering industry. The parties involved are Mr. Lu, an overseas worker, a domestic contracting enterprise, and the local administrative department of human resources and social security. The dispute arose from a work-related injury recognition dispute after Mr. Lu was injured while working on an overseas project in Algeria.
After signing an Overseas Labor Dispatch and Employment Contract with the Third Project Department established by the domestic contracting enterprise in Algeria, Mr. Lu went to work on the international engineering project contracted by the enterprise. He was accidentally injured at work and returned to China for treatment. He then filed an application for work-related injury recognition with the local administrative department of human resources and social security. In its response, the domestic contracting enterprise explicitly denied the existence of a labor relationship with Mr. Lu, claiming that its Third Project Department in Algeria had no affiliation with the domestic entity and that the relevant employment liabilities should not be borne by the domestic company. The administrative department made a decision not to recognize the work-related injury on the ground that Mr. Lu had not applied for labor relation arbitration within the specified time limit. Dissatisfied with the decision, Mr. Lu instituted an administrative lawsuit in accordance with the law.
The core issue in dispute in this case is: whether a labor relationship exists between Mr. Lu and the domestic contracting enterprise, and whether the enterprise shall bear the employment-related liabilities of the overseas project department. The court held that Mr. Lu had submitted prima facie evidence of labor relations including the Overseas Labor Dispatch and Employment Contract. The administrative department failed to perform its statutory obligation of investigation and verification, and did not examine the establishment of the domestic contracting enterprise’s subsidiary in Algeria or the affiliation between the overseas project department and the domestic enterprise. It merely imposed an increased burden of proof on Mr. Lu on the ground that the labor relationship could not be confirmed, which constituted insufficient essential evidence. The court of first instance revoked the challenged decision not to recognize the work-related injury and ordered the administrative department to make a new decision. The court of second instance dismissed the appeal of the administrative department and affirmed the original judgment.
2. 案例行业启示与合规警示
Industry Implications and Compliance Warnings of the Case
该案明确了国际工程项目境外用工的核心裁判规则：一是境外项目部若隶属于国内承包企业，其用工行为产生的相关法律责任应由国内企业承担;二是劳动保障部门在工伤认定程序中，应主动履行调查核实义务，不得随意加重劳动者举证责任。该案不仅为“一带一路”国际工程项目境外派遣务工人员(如本案陆某)的工伤保险权益保护提供了重要司法参考，也警示工程企业在境外用工过程中，需规范劳动关系管理，明确境外项目部与国内企业的隶属关系，完善用工手续，切实防范境外用工合规风险。
This case has clarified the core judicial rules for overseas employment in international engineering projects:First, if an overseas project department is affiliated with a domestic contracting enterprise, the legal liabilities arising from its employment activities shall be borne by the domestic enterprise.Second, in the procedure of work-related injury certification, labor security authorities shall proactively perform their statutory duty of investigation and verification, and shall not arbitrarily increase the burden of proof on workers.
This case not only provides important judicial reference for the protection of work-related injury insurance rights and interests of overseas dispatched workers (such as Mr. Lu in this case) involved in the Belt and Road Initiative international engineering projects, but also warns engineering enterprises to standardize labor relation management in overseas employment, clarify the affiliation between overseas project departments and domestic enterprises, complete employment procedures, and effectively prevent compliance risks in overseas employment.
(二)境外工程项目外派人员欠薪及劳动关系认定典型案例
Typical Case Concerning Wage Arrears and Labor Relationship Confirmation for Dispatched Employees in Overseas Engineering Projects
1. 案例概况、核心事实及裁判结果
Case Overview, Core Facts and Adjudication Result
该案系最高人民法院2024年12月发布的涉欠薪纠纷典型案例，核心聚焦中国企业境外项目分包用工的劳动关系认定及劳动报酬支付问题，涉及国内某冶金公司、某金属公司及11名外派务工人员，争议发生于老挝某钢铁公司螺纹钢生产线承包项目。某冶金公司承租老挝该钢铁公司的螺纹钢生产线成套设备及厂房后，与某金属公司签订承包合同，约定由某金属公司整体承包相关设备及厂房，自行聘任工作人员、统一管理，同时承担人员出国、薪资发放等全部相关费用。某金属公司招录宫某等11名务工人员赴老挝项目工厂工作，某冶金公司仅为协助办理出国务工手续，与宫某等人订立劳务合同，案涉人员的实际用工管理、考勤考核、工资发放等均由某金属公司负责。项目履行期间，某金属公司拖欠宫某等11人2022年11月至2023年4月期间的工资，双方多次协商无果后，宫某等人向劳动争议仲裁机构申请仲裁，某金属公司不服仲裁裁决，诉至法院，请求确认其与宫某等人不存在劳动关系，且无需承担工资支付义务。本案核心争议焦点为：宫某等11人与某金属公司是否存在劳动关系，某金属公司是否应承担欠薪支付责任。法院审理认为，某冶金公司与宫某等11 人订立劳务合同，仅为协助某金属公司办理人员出国务工手续，并非实际用工的真实意思表示。结合某冶金公司与某金属公司的承包合同约定，以及宫某等人提交的某金属公司考勤记录、公司法定代表人签字的欠薪确认《情况说明》等关键证据，能够充分证实宫某等人实际接受某金属公司的劳动管理，劳动报酬的支付义务亦由该公司承担，双方具备劳动关系的人格、经济从属性核心特征。最终法院判令，确认宫某等11人与某金属公司存在劳动关系，某金属公司向宫某等11人支付拖欠的全部工资。
This case is a typical case concerning wage arrears disputes issued by the Supreme People’s Court in December 2024. It focuses on the confirmation of labor relationships and the payment of labor remuneration in subcontracting employment for overseas projects undertaken by Chinese enterprises. The case involves a domestic metallurgical company, a metal company, and 11 dispatched workers. The dispute arose in a contracted project for a deformed steel bar production line of a steel company in Laos.
After leasing the complete set of equipment and factory buildings of the deformed steel bar production line from the steel company in Laos, the metallurgical company signed a contracting contract with the metal company, agreeing that the metal company would undertake the overall contracting of the relevant equipment and factory buildings, recruit and manage staff on its own, and bear all relevant expenses including overseas travel and salary payment of employees. The metal company recruited 11 workers including Mr. Gong to work in the project factory in Laos. The metallurgical company only signed service contracts with Mr. Gong and other workers to assist in going through overseas employment formalities. The actual employment management, attendance assessment, salary payment and other matters of the involved personnel were all the responsibility of the metal company.
During the project implementation, the metal company owed wages to Mr. Gong and the other 10 workers from November 2022 to April 2023. After multiple unsuccessful negotiations, Mr. Gong and others applied for arbitration to the labor dispute arbitration institution. The metal company refused to accept the arbitration award and filed a lawsuit with the court, requesting to confirm that there was no labor relationship between it and Mr. Gong and others, and that it was not liable for wage payment.
The core issue in dispute in this case is: whether a labor relationship exists between Mr. Gong and the other 10 workers and the metal company, and whether the metal company shall be liable for paying the arrears of wages.
The court held that the service contracts signed by the metallurgical company with Mr. Gong and the other 10 workers were only for assisting the metal company in going through overseas employment formalities, and did not represent the true intention of actual employment. Combined with the contracting agreement between the metallurgical company and the metal company, as well as key evidence submitted by Mr. Gong and others including attendance records of the metal company and a Situation Statement confirming wage arrears signed by the legal representative of the company, it was fully proved that Mr. Gong and others were actually under the labor management of the metal company, which also bore the obligation of paying labor remuneration. The two parties had the core characteristics of personal and economic subordination constituting a labor relationship.
Finally, the court ruled that a labor relationship was confirmed between Mr. Gong and the other 10 workers and the metal company, and the metal company shall pay all the arrears of wages to them.
2. 案例行业启示与合规警示
Industry Implications and Compliance Warnings of the Case
随着高质量共建“一带一路”的深入推进，中国企业境外项目用工规模持续扩大，跨境劳务纠纷的复杂性也随之提升，本案为国际工程行业境外分包用工的合规管理划定了明确裁判导向。司法实践中认定境外用工劳动关系的核心为实际从属性，即便外派人员与项目发包方签订形式上的劳务合同，若实际接受分包方的劳动管理、由分包方履行工资支付、考勤考核等用工主体核心义务，司法机关仍会依法认定外派人员与分包方存在劳动关系，发包方仅为办理手续签订的合同不构成认定实际用工主体的依据。工程企业开展境外分包业务时，需严格规范境外分包用工的合同约定，明确用工主体、工资支付责任及各方权利义务，杜绝以“形式性合同”规避用工责任的行为，同时应完善用工管理凭证的留存，做好考勤记录、工资发放凭证、欠薪确认文件等资料的归档，防范劳动关系认定相关法律风险。此外，企业需强化境外项目用工的主体责任意识，无论层级分包如何划分，实际用工主体均应依法及时足额履行劳动报酬支付义务，切实保障跨境务工人员合法权益，从源头减少欠薪纠纷，为企业境外项目运营筑牢合规基础，促进对外劳务合作健康发展。
With the in-depth advancement of the high-quality joint construction of the Belt and Road Initiative, the scale of employment in overseas projects of Chinese enterprises has continued to expand, and the complexity of cross-border labor disputes has also increased. This case has set a clear judicial guideline for the compliance management of overseas subcontracting employment in the international engineering industry.
In judicial practice, the core criterion for confirming a labor relationship in overseas employment is actual subordination. Even if dispatched employees sign a formal service contract with the project employer, if they are actually under the labor management of the subcontractor, and the subcontractor performs the core obligations of the employing entity such as wage payment and attendance assessment, the judicial organ shall still confirm the existence of a labor relationship between the dispatched employees and the subcontractor in accordance with the law. A contract signed by the employer merely for going through formalities shall not serve as a basis for identifying the actual employing entity.
When carrying out overseas subcontracting business, engineering enterprises shall strictly regulate the contractual provisions on overseas subcontracting employment, clarify the employing entity, liability for wage payment and the rights and obligations of all parties, and eliminate acts of evading employment liabilities through “formal contracts”. Meanwhile, they shall improve the retention of employment management certificates, properly file materials such as attendance records, wage payment vouchers and wage arrears confirmation documents, so as to prevent legal risks related to labor relationship confirmation.
In addition, enterprises need to strengthen the awareness of primary liability for employment in overseas projects. Regardless of the hierarchical subcontracting division, the actual employing entity shall perform the obligation of paying labor remuneration in a timely and full manner in accordance with the law, effectively protect the legitimate rights and interests of cross-border workers, reduce wage arrears disputes from the source, lay a solid compliance foundation for the overseas operation of enterprises, and promote the healthy development of foreign labor cooperation.
七、结论与展望
Conclusion and Prospects
本文以2017版FIDIC合同条件为核心依据，梳理了国际工程项目各参与方的人员构成与角色定位，明确了业主代表、承包商代表等关键岗位的管理要点，分析了人员管理在资质合规、跨文化协同、权责划分等方面的重点与难点，梳理出资质、合规、安全健康等六大类人员管理风险并提出相应防范措施，同时结合境外工伤认定、外派人员欠薪两类真实司法案例，总结了境外用工争议的解决思路与合规管理要点。国际工程项目人员管理涉及多方主体、多重规范，其核心是以FIDIC合同条件为基本遵循，明确各方权责边界，抓好人员资质审核、关键岗位管理、跨文化协同等核心工作，构建全流程的风险防控体系，才能减少管理分歧与法律纠纷，保障项目有序推进。而境外用工作为国际工程项目人员管理的重要环节，需重点关注劳动关系认定、工伤保险、劳动报酬支付等问题，企业应严格规范用工手续，强化主体责任，切实保障跨境务工人员的合法权益。
在高质量共建“一带一路”的背景下，国际工程合作的规模不断扩大，项目的场景复杂性、人员构成多元化以及各国法规的差异性，对人员管理工作提出了更高的要求。未来，国际工程项目人员管理仍需以2017版FIDIC合同条件为基础，结合项目实际与行业发展趋势不断优化完善。企业需进一步细化属地合规管理，深入研究项目所在国的劳动、移民、安全环保等相关法规，推动人员管理制度与属地要求相适配;借助数字化手段完善人员管理模式，通过资质数字化台账、远程管理系统等工具，提升人员管理的效率与精准度;重视跨文化管理与属地化用工培养，尊重不同的文化背景与工作习惯，优化团队协作模式，提升属地化管理水平。同时，行业内可加强人员管理经验与案例的交流共享，推动国际工程项目人员管理工作的标准化、规范化发展，以更科学的人员管理模式，适配国际工程合作的发展需求，保障项目顺利实施。
Based on the 2017 Edition FIDIC Conditions of Contract, this paper sorts out the personnel composition and role positioning of all parties involved in international engineering projects, clarifies the key management points of critical positions such as the Employer’s Representative and the Contractor’s Representative, analyzes the key points and difficulties of personnel management in terms of qualification compliance, crosscultural coordination and division of rights and responsibilities. It identifies six major categories of personnel management risks including qualification, compliance, safety and health, and puts forward corresponding preventive measures. Meanwhile, combined with two real judicial cases concerning workinjury recognition and wage arrears of dispatched employees overseas, it summarizes the dispute resolution approaches and key points of compliance management for overseas employment.
Personnel management of international engineering projects involves multiple parties and multiple sets of regulations. Its core lies in following the FIDIC Conditions of Contract as the basic criterion, clarifying the boundaries of rights and responsibilities of all parties, focusing on core work such as personnel qualification review, key position management and crosscultural coordination, and building a fullprocess risk prevention and control system, so as to reduce management divergences and legal disputes and ensure orderly project progress. As an important part of personnel management in international engineering projects, overseas employment shall focus on issues such as labor relation confirmation, workinjury insurance and payment of labor remuneration. Enterprises shall strictly standardize employment procedures, strengthen primary responsibility, and effectively protect the legitimate rights and interests of crossborder workers.
Against the background of highquality joint construction of the Belt and Road Initiative, the scale of international engineering cooperation continues to expand. The complexity of project scenarios, diversification of personnel composition and differences in national laws and regulations have put forward higher requirements for personnel management. In the future, personnel management of international engineering projects still needs to be based on the 2017 Edition FIDIC Conditions of Contract and continuously optimized in light of project practice and industry development trends.
Enterprises shall further refine localized compliance management, conduct indepth research on relevant laws and regulations on labor, immigration, safety and environmental protection in the host country, and promote the adaptation of personnel management systems to local requirements; improve the personnel management model with digital tools such as digital qualification ledgers and remote management systems to enhance the efficiency and accuracy of personnel management; attach importance to crosscultural management and localized employment training, respect diverse cultural backgrounds and work habits, optimize team collaboration models and improve localized management capabilities.
At the same time, the industry can strengthen the exchange and sharing of personnel management experience and cases, promote the standardized and systematic development of personnel management for international engineering projects, and adopt a more scientific personnel management model to adapt to the development needs of international engineering cooperation and ensure the smooth implementation of projects.
参考文献:
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
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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。
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