REPOSITIONED 2023 INTEGRATED REPORT
Fluor Corporation 0 TABLE OF CONTENTS Forward-Looking Statements This report contains statements that may constitute forward-looking statements involving risk and uncertainties, including statements about market outlook, new awards, backlog levels, competition and the implementation of strategic initiatives. These forward-looking statements reflect Fluor Corporation’s current analysis of existing information as of the date of this report and are subject to various risks and uncertainties. As a result, caution must be exercised in relying on forward-looking statements. Due to known and unknown risks, Fluor’s actual results may differ materially from our expectations or projections. Additional information concerning factors that may influence Fluor’s results can be found in our Report on Form 10-K, which is available on our website www.fluor.com. 01. Our Company and Strategy Chairman and CEO Reflections: Repositioned to Deliver Consistent Value 2 Leading for the Future: Fluor Management Team 8 Guiding for the Future: Board of Directors 10 Our Year in Review: 2023 Performance Highlights 12 02. Our Businesses Expanding our Government Support Efforts: Mission Solutions 14 Transforming the Energy Sector: Energy Solutions 18 Providing Solutions for the Urbanizing World: Urban Solutions 22 03. Our Functions Maintaining our Financial Discipline: Finance 26 Executing with Excellence: Project Execution 28 Impacting our People and Communities: Human Resources and Corporate Affairs 32 Achieving Growth and Sustainability: Corporate Development and Sustainability 36 Ensuring Good Governance: Legal, Compliance and Ethics 40 Leveraging Data and Technology: Information Technology 42 04. Our Corporate Information Contacting Us: Company Information 44
1 2023 Integrated Report 01 Our Company and Strategy 02 Our Businesses 03 Our Functions 04 Our Corporate Information Our 2023 reporting theme, Repositioned, showcases how our strategy has continued to serve us well over the last three years, enabling us to adapt to market trends and deliver consistent value for our shareholders, clients, employees, partners and communities. It reflects our preparedness for the future and commitment to adaptability and growth. Building a better world is our purpose. We care deeply about safety and seek to drive quality and efficiency in all that we do. We behave ethically, inclusively and responsibly for a brighter future. We support our clients in solving critical challenges. We operate throughout the project lifecycle, from conceptual design, engineering, procurement and construction to the operations and maintenance of facilities. Clients, partners and communities trust Fluor because we are here for the long term – delivering successful projects of both scale and significance for more than a century. From the spark of an idea to a project’s completion, our over 30,000 colleagues in more than 60 locations around the globe provide professional and technical solutions with world-class expertise. This is Fluor… we are building a better world. Ascension Island Airfield Rebuild // Ascension Island LNG Canada Export Facility // Kitimat, B.C., Canada Quellaveco Open-Pit Copper Mine // Moquegua, Peru
2 Fluor Corporation Dear stakeholder, 2023 was a milestone year for Fluor. Our continued focus on operational excellence and financial discipline enabled the company to emerge repositioned and healthy. We are poised to create sustainable stakeholder value across our business segments and capitalize on the various opportunities in the end markets we serve. CHAIRMAN AND CEO REFLECTIONS DAVID E. CONSTABLE Chairman and Chief Executive Officer REPOSITIONED TO DELIVER CONSISTENT VALUE
3 2023 Integrated Report 01 Our Company and Strategy 02 Our Businesses 03 Our Functions 04 Our Corporate Information Our strategy continues to serve us well, and in just three years, has helped us reposition the company to deliver value for our shareholders, clients, employees, partners and communities. We have made important progress toward being the preeminent leader in professional and technical solutions across all the industries we support while maintaining our position in the marketplace as one of the few companies that can deliver both engineering and construction for large-scale, complex projects. In 2023, our project mix was the most diverse it has been in years, both in sector and geography. Non-traditional oil and gas projects comprised 65% of our revenue, while 76% of new awards were related to projects located outside of the United States. Our capital structure, along with our cash flow and earnings, continues to improve based on actions taken in 2023. Fueled by a robust backlog, a promising prospect pipeline and secure finances, we are capitalizing on the opportunities at hand. REFLECTING ON OUR PERFORMANCE Our accomplishments in 2023 not only reflect significant progress against all areas of our ’building a better future’ corporate strategy; they also illustrate the value Fluor brings to our stakeholders. The following are a few key 2023 financial performance proof points: • Our total revenue increased by 13% to $15.5 billion versus $13.7 billion in 2022. We aim to continue driving growth across the portfolio by increasing the percentage of non-traditional oil and gas project revenue from 65% to greater than 70% in 2024. • Our new awards totaled $19.5 billion, 87% of which were reimbursable. Since implementing our strategic priorities in 2021, we have secured nearly $50 billion in new fair and balanced contracts. • Our ending backlog of $29.4 billion means that 2024 and the years ahead will be both busy and exciting as our offices around the world gear up to execute megaprojects in the Americas, Europe and Asia. • Fluor’s backlog mix has grown from 63% reimbursable in 2022 to 76% at the end of 2023, providing a risk-balanced portfolio. We surpassed our 75% goal one year ahead of schedule and intend to maintain this level of reimbursable backlog to support consistent and reliable earnings. • We reduced the stated interest rate on outstanding debt by 100 basis points to a weighted average rate of 2.7%. • Since year end 2020, we have substantially improved our debt-to-capitalization ratio from 63% to 37%. Our strong client relationships continue to be a huge contributor to our success. We see a large portion of repeat business in our pipeline, which reaffirms the trust our clients have in our integrity and ability to meet their project execution expectations. Beyond these achievements, I would like to highlight the progress we have made in several other key areas: • We are leaders in safety. Through our continued focus on safety, we improved our total case incident rate (TCIR) and our days away, restricted or transferred (DART) rate to 0.29 and 0.15, respectively, in 2023 compared to 0.34 and 0.19 in 2022. We are proud of being awarded the International Safety Award from the British Safety Council; and we remain committed to sending our people, our partners and our subcontractor personnel home safely to their families and loved ones every day. • Our people focus remains front and center. We are investing in our people and creating a more inclusive work environment for everyone, ensuring that there are avenues for career growth. In 2023, talent acquisition efforts led to nearly 5,000 staff additions notwithstanding a significant headcount reduction related to the divestment of Stork Latin America. • We are reaching our sustainability goals. Fluor achieved our Net Zero 2023 commitment, reducing the Scope 1 and Scope 2 greenhouse gas emissions of our offices and associated fleet to net zero. This is a significant milestone in our journey as we shift our focus to helping our clients achieve their sustainability goals, which has a much greater global impact. • Our energy transition portfolio has been gaining momentum. In 2023, nearly 40% of our new awards were energy transition-related, led by projects in renewable fuels, the battery value chain and carbon reduction. • As a company and through our employees, we continue our focus of giving back to the communities where we live and work. Illustrating Fluor’s generosity and purposeful commitment to philanthropy, our employees increased their volunteer hours by nearly 50% compared to 2022. “We ended 2023 with optimism for 2024. As we continue to execute on our strategy, we are repositioned to deliver consistent value with a strong backlog and prospect pipeline.”
4 Fluor Corporation OUR PURPOSE Building a better world echoes our ambition and forms the foundation of our culture. OUR VISION As a valued partner, we deliver innovative and sustainable solutions that enable all our stakeholders to flourish. OUR CORE VALUES Serving as our behavioral compass, we embrace four core values, and our employees live them every day. SAFETY We care for each other. Living Safer TogetherSM promotes the wellbeing of all people, our communities and the environment. INTEGRITY We do what is right. Trust, accountability and fairness define our character. TEAMWORK We work better together. Collectively, we thrive when we include, respect and empower one another. EXCELLENCE We deliver solutions. Our high-performance teams embrace opportunities, solve challenges and continuously improve. REPOSITIONED THROUGH OUR STRATEGY STAKEHOLDER ASPIRATIONS Our stakeholders expect the following key elements from us: ATTRACTIVE INVESTMENT TRUSTED ADVISOR GREAT PLACE TO WORK POSITIVE IMPACT REFLECTING ON OUR STRATEGIC DIRECTION We developed our ’building a better future’ strategy in 2021. As can be seen in the infographic below, we: • confirmed our purpose, vision and core values; • considered the aspirations of our stakeholders; • evaluated the overarching market conditions impacting the industries of our clients as well as the competitive environment; • identified four industry megatrends that shaped our strategy reset; and • articulated our strategic priorities. By delivering on our strategy, we seek to become the preeminent leader in professional and technical solutions while maintaining our global engineering and construction expertise. BEYOND GLOBALIZATION INDUSTRY MEGATRENDS After assessing the market dynamics affecting our clients’ industries and considering the competitive landscape, we identified the following four megatrends: ENERGY TRANSITION & URBANIZATION INDUSTRY 4.0 STAKEHOLDER ENGAGEMENT CHAIRMAN AND CEO REFLECTIONS continued
5 2023 Integrated Report 01 Our Company and Strategy 02 Our Businesses 03 Our Functions 04 Our Corporate Information 72% 56% 65% 2021 2022 2023 46% 39% 37% 2021 2022 2023 41% 63% 76% 2021 2022 2023 55,000 130,000 73,000 2023 2022 2021 OUR STRATEGIC PRIORITIES REINFORCE FINANCIAL DISCIPLINE We are rebuilding and maintaining a solid balance sheet and strong cash position. Our debt-tocapitalization ratio continues to improve. FOSTER A HIGHPERFORMANCE CULTURE WITH PURPOSE We are fostering a highperformance culture with purpose, focused on highquality project execution, inclusivity and sustainability. As our people are our most important asset, we invest in and encourage ongoing learning and development. PURSUE FAIR AND BALANCED CONTRACT TERMS We are de-risking our backlog by reducing exposure to high-risk projects and increasing the percentage of reimbursable work in our backlog. We surpassed our goal to have more than 75% of our backlog reimbursable one year ahead of schedule. DRIVE GROWTH ACROSS THE PORTFOLIO We are diversifying our revenue across our portfolio into key growth markets, such as energy transition and advanced manufacturing. Progress is shown in the percentage of our revenue that is outside of traditional oil and gas. Debt-to-capitalization ratio Reimbursable backlog Revenue outside of traditional oil and gas Learning and development training hours PERFORMANCE AGAINST OUR STRATEGIC PRIORITIES Our four strategic priorities are enabling us to drive revenue growth in new markets, de-risk backlog, restore our capital structure and improve project execution. We revalidated our strategy with the Board of Directors in November 2023. This recent review, paired with the achievement of several strategic milestones in 2023, confirms that our strategy is working. The infographic below highlights the progress made since establishing our strategy in 2021. On the pages to come, members of the Fluor Management Team share more highlights achieved by their businesses and functions. You can also read more about our Board of Directors and their responsibilities on pages 10-11.
6 Fluor Corporation LOOKING AHEAD TO 2024 We ended 2023 with optimism for 2024. As we continue to deliver on our strategy, we have repositioned Fluor with a strong backlog and prospect pipeline. Our capital structure is robust and well positioned to serve the needs of our clients and shareholders. In Energy Solutions, we will continue to focus on energy transition markets along with chemicals opportunities globally. Within Urban Solutions, we are strengthening our advanced technologies and life sciences footprint as we pursue additional work in the pharmaceutical manufacturing, semiconductors and data center markets. In the mining and metals sector, we are leveraging our strong performance on the Quellaveco project to secure additional awards. In Mission Solutions, we are expanding our presence in the national security market, which includes technical and intelligence services. Read more about our business segments on pages 14-25 Our actions to execute our strategic priorities include deleveraging our balance sheet and de-risking our backlog. This helps to drive revenue growth in new markets and enhance project execution, and we are confident that our strategy is creating a business that will generate consistent earnings and cash flow. PERSONAL APPRECIATION To our employees, thank you for your unwavering commitment, focus and passion, which are delivering significant value for all our stakeholders. I am proud of your resiliency, dedication and accomplishments, both collectively and individually. I would like to commend the Fluor Management Team for their leadership and dedication in executing our strategy. To our Board of Directors, your continued support and guidance remain invaluable. On behalf of the Board, we are pleased to welcome back Lisa Glatch, a former executive of Sempra Energy and Fluor, to our Board. To our clients, we appreciate you trusting us with your capital projects and allowing us to support you in solving many of your challenges and pursuits. Finally, to our partners, shareholders and investors, thank you for continuing to believe in Fluor and for recognizing the value we work so hard to deliver every day. Please stay safe and keep well. DAVID E. CONSTABLE Chairman and Chief Executive Officer Fluor Corporation 04. 03. 02. 01. CHAIRMAN AND CEO REFLECTIONS continued
7 2023 Integrated Report 01 Our Company and Strategy 02 Our Businesses 03 Our Functions 04 Our Corporate Information 01. Training session // Amsterdam, Netherlands 02. Portsmouth Decontamination & Decommissioning project // Piketon, Ohio, United States 03. Engineers collaborate on a rare earths refinery project // New Delhi, India 04. Field workers on a highway infrastructure project // Dallas, Texas, United States 05. Module transport to LNG Canada Export Facility // Kitimat, B.C., Canada 06. Fluor Cares volunteers plant mangrove trees // Cebu, Philippines 07. LAX Automated People Mover (APM) project under construction // Los Angeles, California, United States 06. 05. 07.
8 Fluor Corporation FLUOR MANAGEMENT TEAM 06. THOMAS (TOM) D’AGOSTINO Group President, Mission Solutions Tom has been Group President, Mission Solutions, since January 2021. He joined the company in 2013. 04. TERRY TOWLE Group President (Retired), Urban Solutions Terry served as Group President, Urban Solutions, from January 2021 through December 2023. He joined the company in 1982 and retired from Fluor in March 2024. 01. DAVID E. CONSTABLE Chairman and Chief Executive Officer David is Chairman and Chief Executive Officer of Fluor Corporation and has been a member of the Board of Directors since 2019. He first joined the company in 1982. 03. AL COLLINS Group President, Corporate Development and Sustainability Al has been Group President, Corporate Development and Sustainability, since January 2021. He joined the company in 1994. 02. JIM BREUER Group President, Energy Solutions Jim has been Group President, Energy Solutions, since January 2021. He joined the company in 1993. 05. MARK FIELDS Group President, Project Execution Mark has been Group President, Project Execution, since January 2021. He joined the company in 1981. Read more on pages 22-25 Read more on pages 28-31 Read more on pages 14-17 Read more on pages 2-6 Read more on pages 18-21 Read more on pages 36-39 LEADING FOR THE FUTURE 01. 02. 06. 05. 04. 03.
9 2023 Integrated Report 01 Our Company and Strategy 02 Our Businesses 03 Our Functions 04 Our Corporate Information 10. ROBERT TAYLOR Executive Vice President, Chief Information Officer Robert has been an Executive Vice President since 2022 and has been Chief Information Officer since 2014. He first joined the company in 1986. 07. STACY DILLOW Executive Vice President, Chief Human Resources Officer Stacy has been Executive Vice President and Chief Human Resources Officer since 2019. She first joined the company in 1996. 11. ANTHONY (TONY) MORGAN Group President, Urban Solutions Tony was appointed Group President, Urban Solutions, effective January 2024. He joined the company in 1990. 08. JOSEPH (JOE) BRENNAN Executive Vice President, Chief Financial Officer Joe has been Executive Vice President and Chief Financial Officer since July 2020. He joined the company in 1991. 09. JOHN REYNOLDS Executive Vice President, Chief Legal Officer and Secretary John has been Executive Vice President and Chief Legal Officer since 2019 and Secretary since 2020. He joined the company in 1985. Read more on pages 42-43 Read more on pages 22-25 Read more on pages 32-35 Read more on pages 26-27 Read more on pages 40-41 For more information about the Fluor Management Team, please visit our website. 07. 09. 10. 08. 11.
10 Fluor Corporation KEY BOARD RESPONSIBILITIES • Advising and counseling management regarding significant issues facing the company. • Assessing senior management and Board succession planning, taking into account diversity of thinking, experience, gender and ethnicity. • Overseeing the company’s integrity and ethics programs to remain compliant with laws. • Evaluating and shaping the company’s overall strategy and long-term strategic goals. • Monitoring operating results and financial performance as well as overseeing financial reporting and the inclusion of certain non-financial (environmental, social and governance) metrics. • Understanding and assessing risks to the company, taking into account, among others, the four megatrends identified in 2021. • Overseeing and guiding the company’s engagement with key constituents, including shareholders, employees and communities. BOARD OVERSIGHT The Board is highly engaged in assessing risk management, compliance, sustainability, stakeholder and governance matters and regularly receives updates on our performance, initiatives and challenges via four committees. Audit Committee • Oversees compliance with legal and regulatory requirements. • Reviews and discusses the company’s enterprise risk management process, significant enterprise risks and internal controls. Commercial Strategies and Operational Risk Committee • Reviews and discusses risk related to prospects and current projects. • Coordinates and communicates with the Board’s Audit Committee regarding risk assessment and risk management. Governance Committee • Reviews and receives management reports regarding sustainability, stakeholder and governance programs, initiatives and metrics. • Reviews policies and procedures relating to charitable, educational and political contributions. • Oversees the Board composition, qualifications and diversity. Organization and Compensation Committee • Plays a key role in human capital management and overseeing strategic employment and workplace policies, practices and outcomes, including those relating to equal employment opportunity; nondiscrimination; inclusivity in the workplace; and environmental, health and safety policies. • Leads succession planning for the CEO and oversees succession for the other C-suite members. GUIDING FOR THE FUTURE BOARD OF DIRECTORS BOARD METRICS AT THE END OF 2023 90% Independent (2022: 89%) 30% of Directors added within the last 4 years (2022: 44%) 40% Female (2022: 32%) 50% Blended (Female and ethnic minority) (2022: 44%) Our Board of Directors provides ongoing guidance to the Fluor Management Team in the interest of shareholders. Additionally, our Board plays an important role in our corporate governance process.
11 2023 Integrated Report 01 Our Company and Strategy 02 Our Businesses 03 Our Functions 04 Our Corporate Information ALAN M. BENNETT Director since 2011 Lead Independent Director; Audit Committee Chairperson; Executive Committee Member; and Organization & Compensation Committee Member. JAMES T. HACKETT Director since 2016** Organization & Compensation Committee Chairperson; Executive Committee Member; and Commercial Strategies & Operational Risk Committee Member. MATTHEW K. ROSE Director since 2014 Audit Committee Member and Organization & Compensation Committee Member. DAVID E. CONSTABLE Director since 2019 Chairman and Chief Executive Officer; and Executive Committee Chairperson. TERI P. MCCLURE Director since 2020 Audit Committee Member and Governance Committee Member. ROSEMARY T. BERKERY Director since 2010 Governance Committee Chairperson; Executive Committee Member; and Audit Committee Member. THOMAS C. LEPPERT Director since 2019 Governance Committee Member and Commercial Strategies & Operational Risk Committee Member. LISA GLATCH Director since 2024 Audit Committee Member and Commercial Strategies & Operational Risk Committee Member. H. PAULETT EBERHART Director since 2020* Organization & Compensation Committee Member and Commercial Strategies & Operational Risk Committee Member. ARMANDO J. OLIVERA Director since 2012 Commercial Strategies & Operational Risk Committee Chairperson; Executive Committee Member; and Governance Committee Member. * F ormer Board service from 2010 to 2011. ** F ormer Board service from 2001 to 2015.
12 Fluor Corporation OUR YEAR IN REVIEW 2023 PERFORMANCE HIGHLIGHTS PROJECTS AND PARTNERSHIPS FINANCIAL PERFORMANCE Our 2023 performance proved that our strategy is delivering results and has repositioned the company for further growth. Our strategy and strategic priorities are enabling us to achieve our stakeholder aspirations and create ongoing shareholder value. We highlight our key financial and non-financial data in this infographic. LNG Canada Export Facility is 90% complete $1.6B contracts with indigenous Canadian businesses Won $7.0B in new awards related to energy transition Revenue $15.5B (2022: $13.7B) New awards $19.5B (2022: $19.8B) Percentage of reimbursable backlog 76% (2022: 63%) Expanding our presence in the national security market
13 2023 Integrated Report 01 Our Company and Strategy 02 Our Businesses 03 Our Functions 04 Our Corporate Information Focus on recruitment led to nearly 5,000 staff additions in 2023 28% of new hires were rehires 33,700 volunteer hours (2022: 22,500 hours) HEALTH, SAFETY AND ENVIRONMENT 29,000 trees planted in 2023 (2022: 24,000 trees) Achieved our Net Zero 2023 commitment (Scopes 1 & 2 greenhouse gas emissions of offices and associated fleet) 30% of our backlog consists of energy transition projects (2022: 17%) PEOPLE AND COMMUNITIES $0.7M Fundraising activities $3.3M Fluor Corporate and Foundation contributions $4.2M Employee contributions and company match $8.2M Combined impact (2022: $7.6M)
14 Fluor Corporation EXPANDING OUR GOVERNMENT SUPPORT EFFORTS REPOSITIONED TO DELIVER VALUE: 2023 PERFORMANCE HIGHLIGHTS • Driving growth by cultivating core service offerings while also pursuing adjacencies and technology-based opportunities. • Combined defense and intelligence business areas to focus our pursuit of the national security market. • Supporting projects in nuclear fuel, fission and fusion as well as large nuclear security facilities for the government. MISSION SOLUTIONS TOM D’AGOSTINO Group President, Mission Solutions FEATURED METRICS $116M Segment Profit (2022: $136M) $1.1B New Awards (2022: $5.3B) $2.7B Revenue (2022: $2.3B) $3.9B Backlog (2022: $5.7B)
15 2023 Integrated Report 01 Our Company and Strategy 02 Our Businesses 03 Our Functions 04 Our Corporate Information How is Mission Solutions fulfilling Fluor’s purpose to build a better world? The work we do directly affects the quality of life, safety and security for everyone we serve. It is deeply meaningful and rewarding. Our national security solutions deliver the services and support that deployed forces need to sustain their missions. Our offerings to the intelligence community keep operations running 24/7 with zero failure tolerance. We get communities back on their feet after natural disasters, and, as leaders in nuclear operations and security, we safeguard nuclear materials and manage operations at some of the world’s largest and most sophisticated nuclear facilities. Through our work with the Federal Emergency Management Agency (FEMA), we step in and help when disasters affect the safety and wellbeing of thousands of people. Most recently, we supported FEMA’s workforce, deploying over 265 personnel to Florida to assist in the state’s recovery efforts following Hurricanes Ian and Nicole. Our work in support of Operation Allies Welcome was a coordinated effort across the federal government to resettle vulnerable Afghans in the United States. At Holloman Air Force Base in New Mexico, we created a fully functioning village where 7,000 Afghan refugees lived temporarily. Given the need to construct and operate the village within a week, our team worked around the clock to put in place the infrastructure, housing, catering, medical and recreational facilities to build a community. “Building a better world means people know that when Fluor shows up, their lives are going to improve.” WHAT WERE A FEW 2023 PROJECT HIGHLIGHTS? The Southern Ohio Cleanup Company, a Fluor joint venture, was selected to deliver the closure of the Portsmouth Decontamination & Decommissioning project. This award was earned, in part, because we and our partners have an unsurpassed performance record of delivering critical decontamination and decommissioning work across the complex. Fluor Marine Propulsion, LLC, a Fluor-owned special purpose entity, received a five-year contract extension from the United States Department of Energy’s National Nuclear Security Administration (NNSA) for management and operation of the Naval Nuclear Laboratory with primary facilities in New York, Pennsylvania and Idaho. In January 2023, Fluor-led Savannah River Nuclear Solutions (SRNS) began dismantling and removal work on a legacy NNSA project as a key step toward the construction of a multibilliondollar plutonium facility. Fluor is the construction manager on the Savannah River Plutonium Processing Facility (SRPPF) whose mission is part of the NNSA’s long-term strategy for modernizing the nation’s nuclear deterrent. Once constructed and operational, SRPPF will produce the bulk of the nation’s supply of plutonium pits in support of sustainable nuclear deterrence. We completed a full-depth rebuild of the remote runway at the Ascension Island Airfield in April 2023. Read more about the Ascension Island Airfield Rebuild on pages 16-17 How is Mission Solutions driving growth across Fluor’s portfolio? Our goal is to deploy Fluor’s technical expertise and solutions to the United States Government and to grow in technically advanced and higher-margin markets that drive sustainable revenue. We are supporting projects in nuclear fuel, fission and fusion as well as large nuclear security facilities for the United States Government. We are also growing our mission-critical infrastructure and technical solutions needed by the intelligence community, Department of Defense and other agencies. Finally, we restructured our defense and intelligence businesses into a new national security business. This move aligns with our strategic priorities and changing market dynamics, while helping us add capabilities to provide technical solutions to more clients and in new markets. Our talented teams are now better positioned to accelerate growth in core and adjacent markets and to assist our clients in meeting their mission objectives. Q&A with Tom D’Agostino, Group President, Mission Solutions
16 Fluor Corporation PROFILE Client: Department of the Air Force Location: Ascension Island in the South Atlantic Type of Project: Complete rebuild of the Ascension Island Airfield runway Duration: Began in 2020 with completion in 2023 Scope of Work: Runway replacement and widening; replacement of the approach lighting system Supporting the United States Department of the Air Force and the United Kingdom's Royal Air Force, Fluor completed an airfield rebuild at Ascension Island. Executing this project safely and efficiently required incredibly complicated logistics. Not only did the Fluor team execute this project during the height of the COVID-19 pandemic, but the island is also located in the middle of the South Atlantic Ocean: 1,000 miles off the coast of Africa and 1,400 miles from South America. Every piece of equipment and all materials had to be sourced off the island and transported thousands of miles. With only a small port facility on the island and no viable pier for docking modern ocean shipping, the Fluor team offloaded materials and equipment onto barges that docked at the existing pier. From there, the barge loads were moved inland to the laydown yard via truckloads. Ascension Island’s marine protected area is home to endangered plants and animals, and the Fluor team ensured the safety of these species. For example, the team erected a diversionary fence around the port and fenced-off beaches to monitor sea turtle activities. Barge landings were timed for mid-August through mid-December to avoid peak turtle nesting season. Turtle fencing inspections, biosecurity traps and specimen collecting were organized with the island’s conservation center. The 10,000-foot airfield plays a significant role in supporting the United States Space Force and Air Force, the United Kingdom’s Royal Air Force and several other military mission requirements, as well as governmental agencies located on the Britishowned island. It is also the most complex project executed by the Air Force in years. ASCENSION ISLAND AIRFIELD REBUILD Runway inspection work performed // Ascension Island “With this project’s completion, the airfield has returned to full operational readiness, providing the infrastructure needed to maintain Air and Space Force capabilities in the South Atlantic.” TOM D’AGOSTINO Group President, Mission Solutions MISSION SOLUTIONS PROJECT SPOTLIGHT
17 2023 Integrated Report 01 Our Company and Strategy 02 Our Businesses 03 Our Functions 04 Our Corporate Information PORT ROYAL AIR FORCE STATION ASCENSION ASCENSION ISLAND 10,000 linear feet of runway plus 1,000 linear feet of overruns replaced 19,000 truckloads hauled from the pier to the airfield 25,000 linear feet of edge light conduit and 198 lighting fixtures replaced Widened runway shoulders from 25 feet to 50 feet A plane lands on the rebuilt runway // Ascension Island PROJECT LOCATION
18 Fluor Corporation TRANSFORMING THE ENERGY SECTOR ENERGY SOLUTIONS REPOSITIONED TO DELIVER VALUE: 2023 PERFORMANCE HIGHLIGHTS • Drove growth by leveraging execution and technology strengths. In 2023, 70% of new award projects (by count) were sole source awards and 40% were follow-on awards on existing projects. • Grew energy transition project backlog within the Energy Solutions business segment to 48% in 2023 compared to 10% in 2022. • Positioned for growth across multiple chemicals projects including battery chemicals and low-carbon ethylene. JIM BREUER Group President, Energy Solutions FEATURED METRICS $381M Segment Profit (2022: $301M) $6.9B New Awards (2022: $6.5B) $6.3B Revenue (2022: $5.9B) $9.7B Backlog (2022: $9.1B)
19 2023 Integrated Report 01 Our Company and Strategy 02 Our Businesses 03 Our Functions 04 Our Corporate Information “Our clients have trusted Fluor to deliver countless projects that lower carbon emissions and provide energy security. Together, we are transforming the energy sector.” WHAT WERE A FEW 2023 PROJECT HIGHLIGHTS? Commissioning and start-up activities are ongoing at the ICA Fluor Dos Bocas refinery in Mexico. The project achieved mechanical completion in 2023. When operational, the facility is expected to add significant capacity to Mexico’s refining system. Fluor completed the New Fortress Energy Fast LNG-1 project in 2023. This is the first project in the world to deploy a modular, mid-scale LNG solution onto mobile jack-up rigs. First gas was introduced in November 2023. The Albemarle Meishan project, in China, reached mechanical completion at the end of 2023. Fluor provided engineering, procurement and construction management services for the facility, which will produce 50,000 tons of lithium hydroxide per year, an essential precursor material for high-performance lithium-ion batteries in electric vehicles. At the LNG Canada Export Facility, construction is 90% complete, and we are well into pre-commissioning and commissioning activities. Read more about the LNG Canada project on pages 20-21 How is Energy Solutions fulfilling Fluor’s purpose to build a better world? Our diverse portfolio of projects contributes to sustainable economic and social progress by meeting today’s global needs for energy and chemicals. The world is experiencing shifting energy and chemical demands, geopolitical instability and global sustainability concerns, which are increasing commitments to energy transition, security and diversification. These shifts are driving work in various markets including petrochemicals, renewable fuels, carbon capture, hydrogen energy, battery chemicals, liquified natural gas (LNG) and commercial nuclear power. We also understand that honoring local traditions and engaging communities are key to cultivating an inclusive and prosperous future. At the LNG Canada project in Kitimat, British Columbia, we work closely with local communities and First Nations to ensure that job and enterprise opportunities exist to create a strong and sustainable future. Of the 8,200 people working on the project, 98% are from Canada and a quarter of that population is from British Columbia. We are also buying materials locally for the project. We spent more than $331 million on goods and services from local businesses and more than $1.6 billion on contracts with indigenous businesses. Q&A with Jim Breuer, Group President, Energy Solutions How is Energy Solutions driving growth across Fluor’s portfolio? We are building and executing quality backlog in both traditional and energy transition markets, while delivering on Fluor’s strategic priorities. Through this effort, we are seeing significant growth in our energy transition portfolio of technologies and applications to help our clients achieve their sustainability goals. We are leveraging our execution and technology strengths to win new projects and pull existing projects to the next phases. In 2023, 70% of new award projects (by count) were sole source awards and 40% were conversions from early phase work we performed. We are emphasizing long-term relationships and Fluor’s value proposition. We are seeing the benefits of this focus in new awards for a net-zero ethylene cracker, a refinery decarbonization project and multiple facilities in the battery chemicals space. ENERGY TRANSITION PROJECTS* 10% of backlog in 2022 48% of backlog in 2023 * of Energy Solutions business segment
20 Fluor Corporation PROFILE Client: LNG Canada, a joint venture between Shell, Petronas, PetroChina, Mitsubishi Corporation and Korea Gas Corporation Location: Kitimat, British Columbia, Canada Type of Project: Liquefied natural gas (LNG) export terminal Duration: Mobilized to site in October 2018 with target completion in mid 2025 Scope of Work: Engineering, procurement, fabrication, construction and commissioning (EPFCC) services for Phase I Fluor, along with our joint venture partner JGC Corporation, is delivering EPFCC services for the LNG Canada project. It is Fluor’s largest lump-sum project, as well as the largest Energy Solutions self-perform construction project. Upon completion, this facility will help meet the world’s rising energy demand and displace carbon-intensive forms of energy such as coal. The facility encompasses two LNG processing trains, each with an LNG production capacity of 7 million tons per year, as well as a natural gas receiving facility, marine terminal, LNG loading lines, tugboat dock, storage tanks, railyard, water treatment facility and flare stacks. The project workforce peaked at 8,200. The construction process is unique due to the utilization of a cost-effective modular approach. Large and complex modules were assembled by several existing local and international fabrication yards and transported to site, minimizing construction congestion and disruptions in the community. In total, 215 modules were built and transported to the site, with the final module from Zhuhai, China received at the site in July 2023. As an EPFCC greenfield project, covering 400 hectares of land in the Kitimat industrial area, the facility’s design had to meet some of the strictest regulatory standards in the world for safety, sustainability and environmental protection. In consultation with First Nations, work activities were planned to minimize potential impacts to the environment. Utilizing advanced work packaging, Fluor also achieved our goal of a safer project site. In parallel, we decreased risk and improved productivity to ensure cost and schedule predictability. “We are proud to build Canada’s first large LNG export facility, which will support global energy security for years to come.” JIM BREUER Group President, Energy Solutions Members of the LNG Canada team // Kitimat, B.C., Canada LNG CANADA EXPORT FACILITY ENERGY SOLUTIONS PROJECT SPOTLIGHT
21 2023 Integrated Report 01 Our Company and Strategy 02 Our Businesses 03 Our Functions 04 Our Corporate Information 25,000,000 work hours achieved without a lost-time incident at the Kitimat site 6,000,000 cubic meters of cut/fill 215 modules built and transported to site 2,200km of cable and more than 400km of piping 99.1% compliance score on Fluor’s Health, Safety and Environmental Life CriticalSM Audit QINGDAO ZHUHAI Shipping route Paci c Ocean KITIMAT The majority of the project’s 215 modules were constructed at fabrication yards in China, then shipped across the Pacific Ocean to the project site in B.C., Canada. Aerial view of the LNG Canada site // Kitimat, B.C., Canada PROJECT LOCATION
22 Fluor Corporation URBAN SOLUTIONS PROVIDING SOLUTIONS FOR THE URBANIZING WORLD REPOSITIONED TO DELIVER VALUE: 2023 PERFORMANCE HIGHLIGHTS • Completed the Quellaveco Open-Pit Copper Mine, one of the largest and most technologically advanced copper mines in the world. • Achieved substantial growth across the business, particularly in our advanced technologies and life sciences businesses, where we doubled our new award sales plan. • Reduced our recordable incident rate by 49% across Urban Solutions, thanks to the dedicated safety focus of our entire team. TERRY TOWLE Group President (Retired), Urban Solutions FEATURED METRICS $268M Segment Profit (2022: $17M) $10.1B New Awards (2022: $6.9B) $5.3B Revenue (2022: $4.4B) $14.8B Backlog (2022: $10.3B)
23 2023 Integrated Report 01 Our Company and Strategy 02 Our Businesses 03 Our Functions 04 Our Corporate Information “Whether it’s pioneering a mining process, revitalizing infrastructure, advancing pharmaceuticals or driving semiconductor production, Fluor sits at the intersection of the industries that are repositioning our world for the better.” WHAT WERE A FEW 2023 PROJECT HIGHLIGHTS? Fluor is providing engineering, procurement and construction management services for the Lilly project in Boone County, Indiana. The project includes two pharmaceutical manufacturing facilities for semaglutide products. BHP Canada selected Fluor to develop Stage 2 of its multi-billiondollar Jansen potash project in Saskatchewan, Canada. Potash is essential in supporting eco-friendly agriculture, and it is critical for food security. Once complete, the Jansen site will be capable of producing approximately 8.5 million tons of potash per year. We are providing engineering, procurement and construction management services for a semiconductor facility in Malaysia. The project celebrated 5 million hours without a days away, restricted or transferred (DART) incident in October 2023. Together with Anglo American and Mitsubishi, we celebrated the successful completion of their digitalized and groundbreaking Quellaveco Open-Pit Copper Mine in Peru. Read more about the Quellaveco Open-Pit Copper Mine project on pages 24-25 What has your team done over the last year that exemplified Fluor’s core value of excellence? Our team has seen the results of their dedication to excellence in several areas of the business this past year, specifically relating to safety and project execution. On the safety front, across Urban Solutions, we reduced our recordable incident rate by more than 49%. To achieve this, every business line president, project director and project management team made a concerted effort to improve performance and make safety personal. It was hands-on, walking the field, talking to craft workers and explaining why safety is so important. Our metrics are more than numbers; they mean something because they represent people’s lives. From an execution standpoint, we expanded our advanced technology and life science offering and project delivery capabilities. Today’s market has significant opportunities in terms of quantity and size of project. To serve this growing market, we have enhanced our collaboration with other Fluor segments to gain greater access to our global resources and capabilities. The positive impacts of this approach are evident on our projects and through our increasing backlog. How is Urban Solutions driving growth across Fluor’s portfolio? We are seeing substantial growth across the full Urban Solutions portfolio, with year-over-year increases in both backlog and new awards. Q&A with Terry Towle, Group President (Retired), Urban Solutions In addition, we worked hard to ensure that we have the right people in the right roles to maximize our expertise and leadership capabilities. We have worked to drive growth through excellence in execution by successfully completing projects, like Quellaveco; turning legacy projects around; refocusing in some industries to meet market needs; and following through on our stakeholder commitments. What are some recent changes to the Urban Solutions leadership team? After serving Fluor for the last four decades, I announced my retirement in late 2023. Succeeding me as Group President of Urban Solutions, effective January 2024, is Tony Morgan. Tony has been with Fluor for more than 30 years and has experience working with clients in multiple industries. I have no doubt that Tony, together with his leadership team and all who work within Urban Solutions, will build upon a very successful 2023 to deliver continuing growth in 2024 and thereafter. Grew new awards by more than $7 billion and backlog by 90.5% in two years.
24 Fluor Corporation PROFILE Client: Anglo American (majority owner) and Mitsubishi Corporation Location: Moquegua region of Peru Type of Project: Grassroots copper concentrator project, including production facility, port expansion and related infrastructure Duration: Began work in late 2018 and completed in 2023 Scope of Work: Engineering, procurement and construction management services for a 127,500-ton-per-day main processing plant as well as related infrastructure, including a river diversion tunnel, water and power supply, roadways, dams, tunnels, pipelines, overland conveyors and a bridge Continuing more than a decade-long relationship with Anglo American, Fluor completed construction on the Quellaveco Open-Pit Copper Mine in 2023. The Quellaveco project site was vast, spreading from the Pacific Ocean to high in the Andes Mountains. Environmental sensitivity played a large role throughout the project, particularly around ensuring a clean water supply for surrounding communities and wildlife. The team built a dam over the Vizcachas River to separate the clean water from the nearby volcanic water streams used for mine operations. They also diverted the Asana River around the mine through a tunnel and hydraulic channel as well as a series of smaller canals built into the mountainsides to collect rainwater and route it to the diversion channel. Substantial infrastructure development was required to build the mine’s facilities, including access roads, high-voltage power transmission lines and substations, a laydown yard and personnel camps. Today, Quellaveco is one of the largest and most technologically advanced copper mines in the world, with features such as autonomous drilling and haulage fleets, a remote operations center, the latest digital twin technology, minimal water usage for steady-state operations and a power supply sourced entirely from renewables. It represents Anglo American’s technologydriven, sustainability-focused mining blueprint and serves as a benchmark for all future mining projects. “This new facility supplies vital copper for the global energy transition, and despite challenging times and tough logistics, the project was delivered on time and on budget. Projects of this magnitude are why many of us joined Fluor – to literally build a better world.” TONY MORGAN Group President, Urban Solutions QUELLAVECO OPEN-PIT COPPER MINE URBAN SOLUTIONS PROJECT SPOTLIGHT Fluor and client leaders celebrate the Quellaveco mine startup // Moquegua, Peru
25 2023 Integrated Report 01 Our Company and Strategy 02 Our Businesses 03 Our Functions 04 Our Corporate Information 30,000,000 cubic meters of earth moved 300,000 cubic meters of concrete poured 20,000 tons of structural steel installed July 2022 first copper produced Main Quellaveco processing plant // Moquegua, Peru MOQUEGUA Paci c Ocean PROJECT LOCATION
26 Fluor Corporation MAINTAINING OUR FINANCIAL DISCIPLINE JOE BRENNAN Executive Vice President, Chief Financial Officer REPOSITIONED TO DELIVER VALUE: 2023 PERFORMANCE HIGHLIGHTS • Improved cash flow in 2023 and anticipate continued improvements in 2024 by securing work with fair and balanced terms. • Pursuing a simplified, asset-light business model focused on our people and the solutions they provide to our clients. • Gaining higher quality earnings that enable investment in our people and accelerated growth. FINANCE FEATURED METRICS 37% Debt-to-Capitalization Ratio (2022: 39%) $212M Operating Cash Flow (2022: $31M) $168M Net Interest Income (2022: $35M) $6.7B Market Capitalization (2022: $4.9B)
27 2023 Integrated Report 01 Our Company and Strategy 02 Our Businesses 03 Our Functions 04 Our Corporate Information $15.5B $13.7B $14.2B 2021 2022 2023 $537M $415M $427M 2021 2022 2023 Name a few ways your team made progress against Fluor’s strategic priority to reinforce financial discipline. We rebuilt and maintained a solid balance sheet with a strong cash position. Notably, we reduced our debt-to-capitalization ratio from 63% in 2020 to 37% at the end of 2023. We are already within the 2024 range we set in 2021 of 20% to 40%. In August 2023, we issued a convertible debt offering. Demand was five times more than the offering, and we secured debt at 1 1/8 percent. This is a strong indication that investors believe in our strategy and that we are on the right path to drive a higher valuation from Wall Street. This would not have been possible without the hard work of our Treasury team and our key banking relationships. In September 2023, we converted our preferred shares. These shares were issued over two years ago to help maintain adequate liquidity when we were in the early stages of execution on several legacy projects. Converting these shares simplifies our capital structure and improves transparency with our investors. How have you seen Fluor’s ’building a better future’ strategy promote positive financial performance over recent years? Our financial discipline paired with our focus on selectivity and project execution are driving consistent results in our performance. We have reduced exposure to high-risk projects by continuing to pursue fair and balanced terms with our clients. Getting back to a backlog that is majority reimbursable is one way we are delivering on the promise we made to our shareholders. Over the past few years, a portion of our earnings were either noncash or the cash generated was used to meet the cash needs of legacy projects. As we complete these legacy projects, it frees up the cash-generating ability of our backlog. This path to higher quality earnings allows us to invest in our people and accelerate growth. Q&A with Joe Brennan, Executive Vice President, Chief Financial Officer “Our positive results over the past few years, combined with our expectations for 2024 and beyond, enable us to build more capital and a stronger Fluor. I’m proud of how far we’ve come and I am excited for the future.” What has Fluor done to strengthen investor confidence? In working toward achieving our strategic priorities, we are able to deleverage our balance sheet and de-risk our backlog as well as drive revenue growth in new markets and improve project execution. Through these successes, we continue to grow trust with our clients and build confidence with our shareholders. As we continue to enhance our reputation through solid project execution, we are confident that our strategy is meeting our stakeholder expectations. We are actively engaging with top shareholders and the sellside analyst community to maintain both transparency and understanding of Fluor’s business. Our Investor Relations team launched an outreach program in 2023 to diversify our international investor base. International investors tend to be long-term focused, which aligns well with our strategic plan and priorities. We also spend time educating investors on Fluor’s value proposition, specifically the differentiation of our complete offering compared to peers that have pivoted to engineering services only. Clients are increasingly requiring that their contractors provide a full set of services, and Fluor is one of a select few that can deliver this capability. 2023 FEATURED FINANCIAL RESULTS Revenue Segment Profit
RkJQdWJsaXNoZXIy MTc1MTA=