企业国际EPC建设工程风险管理总结

序言
The first thing is which legal system the country belongs to.
首要的是，国际建设工程位于属于那个法系。
Iran, a country under theocratic Islamic law；but both Parties may agree to accept the laws of a third country, like the laws of England etc. as applicable laws of the Contract .
伊朗，伊斯兰法系；但合同双方可以约定适用第三方国家的法律，比如适用英国法律。
The second thing is The amount of the project .
其次，建设工程总价。

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正文
Firstly， Key points of cost calculation before bidding
第一，投标前成本测算的关键点
1.Government efficiency：: it may take a long time to be approved by local authorities;
政府工作效率：当地政府批准可能需要较长时间；
2. Contractor’s autonomy；
合同主导权；
3. Risk of access of construction site： it is necessary to take the security cost into the EPC proposal;
工程现场通道风险：EPC成本应当考虑安全成本；
4.Risk of local residents obstructing construction：Easy access to the site is a precondition；
当地居民阻碍施工风险：便捷的入场施工是EPC的提前；
5.Risk of obtaining land and permit of construction(accessibility,feasibility );
土地和施工许可证的取得风险；
6 Matching degree of the skill of project core personnel: It is better to mobilize the skilled Chinese workers to the site;
工程核心人员素质的匹配度：最好配备中国熟练技术技工到现场；
7.Project duration calculation which has to consider natural factors such as wind,rainy season,and high temperature；which may affect the duration of the Project；
工期要充分考虑自然因素，如大风、高温、雨季等因素；

Secondly, key points of the contract of International project of EPC
第二，国际建设工程合同的关键点
1. the risk of exchange rate fluctuations by entrusting professional bank;
委托专业银行规避汇率波动风险；
2. Export credit projects are paid in US dollar,in GB pound or in Euro, which not only generates foreign exchange but also avoids exchange rate risks;
贷款工程项目选择用美元、英镑，还是欧元，技能创汇，又能规避汇率风险；
3. Risk aversion insurance: 6% unforeseeable premium (contingency) is added into the bidding cost, and the insurance company underwrites all risks of the project;
6%不可预见保险金成本，由保险公司成本所有不可预见风险；
4.equipment input: excavator, bulldozer, dump machine, loader, vibration grinding, drilling machine, fully considering the transportation cost(esp. extra-large size equipment);
设备投入：挖掘机、推土机、自卸机、装载机、振动研磨机、钻孔机等，充分考虑运输成本(特别是超大尺寸的设备)；
5. Schedule management: personnel, property and instrument;
进度管理：人、财、物；
6.cost management: personnel, property, and instrument;
成本管理：人、财、物；
7. Subcontractor management: expert counseling, special funds, migrant workers ledger, supervision of project quantity;
分包人管理：专家，专用资金、农民工台账、工程质量监管；
8. Safety production management:Supervisor, site representative of Party A, safety production committe;
安全生产管理：管理人，甲方代表，安全生产委员会；
9. Project quantity management:concealed works acceptance, regular quantities acceptance and visa;
工程量管理：隐蔽工程验收、定期数量验收和签证；
10. Project quality management: warehouse entry and exit of building materials, regular inventory quality control；
工程质量管理：建筑材料入库出库，库存定期盘点；
11. Communication management: the headquarters, overseas departments, design units and subcontractors form the project leading group;
沟通管理：总部，海外办事处，设计单位和分包商组成领导小组；
other: To execute the project, department like administrative, financial, legal (contract), cost management are also necessary.
其他：为了执行项目，行政、财务、法律(合同)、成本管理等部门也必不可少。