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090417 A FLUOR DANIEL PUBLICATION 5 Volume 4, Number 1 Im i fit* i\ 9' ! $ f luor Dtmiil reicntlv rcufiti'd a Distinguished I'rofbst Award from the Western Council of Construction ' Consumers Jor outstanding l>crformancc in Process engineering at the Chevron LI Segundo Reformulated (jasoline Program in California. I he project team also recently hit l million safe work hours, earning its second l ico-Star Status award. Fluor Daniel has heen working at this site since 1991. It is scheduled for completion in t'urK 1996. Orton left: Don Himt, t'li'i irii til and instrumentation manager; Dale Kcrslcs, civil manager; Jim (jrill, construction managei; I my Massey, mechanical manager; and Luther Wairick, site manager. m S&J 090406 1 [ & ELvJitor: Nancy Henkel ()n Site is published tor employees and retirees of Fluor Daniel and its subsidiaries. News and comments are always welcome. Fair, mail or phone us at: Editor, On Sire - C402C, P.O. Box 19019, Greenville, SC 29602-9019 Fhone: (864) 281-4667 Fax: (864)281-4745 Copyright ' 1996 Fluor Daniel. All rights reserved. 090407 WELDING TRAINING PAYS OFF From left: Senior Technical Instructor Jack Wilson discusses proper technique with trainees Todd Smith, Annette Dixon and Nick Kurt from the Fluor Daniel Craft Support and Development Center in Greenville. 'lit 't ev cry -ei en American' earn- ho or her living dire,: a. t mJirec:iv in eon-miction, the indu'tr. i' experiencing i -hortuge . a qualified ..rartvv orkorv To keep p.iec ,v trh the nation'' expected growth during the next decade, it - c-nmuted that 540.550 new crartworket' i vear will need to o'yrhe indu'tr.. That'' good new' for people 'iich is M irk Pix.p Last .ear. Dixon upgraded his welding -kill' it the center, and once then he has worked on 'everal Fiuor Daniel protects "It'' hard to 'upport your family on 54 or 5a in hour, which o what 1 was making before." he 'ays. "Now my -alary h.i' ne iriv tripled. It's a whole lot easier to make end' meet." His thoughts are echoed by Gary Clark, i recent graduate from the program. "Welding is a wide-open field." he '.iv"There'' a great demand tor us. and it'' a good feeling know mg there'' a job open tor me wherever mv family want- to live." More than 500 welders upgraded their 'kill' during l^? it the centers in Greenville and Houston To learn more about the program, call lack Wilson in Greenv ilie at PP4-5Sl-'4I 1 or Harry Mitchell in Houston at 71 3-479-5955. Fluor Darnel is building the craft work force through a highly regarded training program that helps welders upgrade their skills and find employ ment. The company has two Craft >upporr and Dev elopment Centers that otter the training in Houston and Greenville The welder upgrade training is tree. wever. those in the program make mmitment to work on a Fluor uel proiect after they finish. "This rally worked to mv henetit," savs gie Mullins, a young welder from gmia uho recently completed ning at the center in Greenville md is working on the VPG.L project ,n North Anna. Virginia. "1 want to earn all 1 can about welding. Not >nli did Fluor Daniel give me an op portunity to do it. hut 1 had a job af terward." Participants are required to demon-trate a minimal level of plate or -tructural welding skills in one of three wavs before they're accepted into the program. Thev can have at least two vears of verifiable welding experience, be graduates of a voca tional training course, or pass a vusual pipe welding evaluation. The program -'tiers a boost to experienced welders as well as those fresh out of school. Many craftworkers take advantage of the tree training while they're be tween projects, according to Harry Mitchell, technical instructor. "It's a great wav to keep up with new techniques in the profession." savs Mitchell. Welders themselves determine the length of their training depending on their skill level and how quickly thev master techniques. "Training can range from a couple of days tor experi enced pipe welders who want to hone their skills, to three months tor those just learning about pipe welding," savs Jack Wilson, senior technical instruc tor. Many technical colleges across the United States encourage their gradu ates to apply. "1 believe Fluor Daniel's welding upgrade program is an excel lent wav tor our graduates to get onthe-job training," savs Steve Rutterbush. a welding instructor at Greenville Technical College. "Its in structors are top of the line." Fluor Daniel is showing foresight in providing the training. In the United States, the construction industry ac counts tor about S percent of the gross national product. Even though one Fluor Daniel Craft Support and Development Centers Eastern Region 5S Jimmy Doolittle Road, Greenville, SC 59607 (864)5S1-8600 Central Region 50S East X Street, Deer Park, TX 77536 (713) 479-5985 Western Region 1500 East 59th Street, Long Beach, CA 90306-1846 (310) 454-4991 ---------------------------------------------------------------------------------------------- N As Fluor Daniel employees, our mission is to assist clients in attaining a competitive advantage by delivering quality services of unmatched value. V) i AM Parker Celebrates 35 Years 090408 Bob Parker has F: . - 1" ur.H pn crc" n a: mv Jirrcrcnt a - . : . ,, service. "The c. nip uv. a o -v r.cJ 'ocn :r. if .t h o ' t.u rroicv.: a.'. m -r . a icy. We can now J. whatever i- -eaiiire..:. mvuhere :n rhe w,rld. - a.-p. . m c. o:-. ' he savs. Parker > v la- preMJcnt or C a-tnicr--r. Technology. rc-pon-iKe a r . : m construction irieth.'Jo to more erteemc:\ implement the dcMgn* ' r >m.::urc' md equipment needed :r. t.-dav'- mdmtrv Parker spent hi- nr-t 00 tear- in operition'. beginning o i field engineer arm pro gressing quickIv to map. icer a proiect' In i J\', lie a ,i- transferred :r.c 'em vo ode or the company. and in 1he a a.- appointed \ ice president of Jndu'trui Reianor,' Personnel Service' and Human Resources sere added to hi' responsibilities ne tear later. In 1989, Parker became vice president and general manager or Support Service' with responsibility tor Industrial Relations. Satec\ and Security on a glorai r.i'is. Parker thinks the companv is on the richt track and mo\ ing in the Agrit direction to continue to be a world leader "We have to perioJicalh adiust the direction ot the companv as we move through cvcles, and I think we're dome a good toh ot that. We're more decentralized, global, flexible, and we have more accouncahhtv." he mv? When asked what he would tell new employees. he savs: "Becau'e the companv is be coming a fully diversified 'ervices organization that is global and client-oriented, it will need employees who have the -.ime characteristics. Be flexible, proactive and diversity vour resume. Prepare \ourselves to serve in anv area where the company is working. For employees who Jo this, their responsibilities will become greater." Project Re-Enterprise Fluor Daniel employee Frank Henrv was an unlikely candidate tor the job tair he attended in 1993. As a company volunteer, he went to the Project Re-Enterprise program to help train prison inmates in job searching and interviewing techniques. Henry, whose ex-wite was murdered during a bank robbery nearly eight years earlier, wasn't thrilled with che plan. "After Helen's death, I had a lot of disdain for anybody in volved in criminal activicv of any kmd," says Henry. "I went to che job fair because 1 was asked to by my supervisor, not because I was enthusiastic about it. When I got chere and talked to some of the inmates, 1 was shocked at their high quality, caliber and enthusiasm. Subsequently, 1 volunteered for more sessions." Through Project Re-Enterprise, volunteers from companies like Fluor Daniel visit prison treatment units and share their ex pertise with inmates in the final phases of the program. "Emphasis is put on getting work because research shows that former prisoners who are unemployed are three times as likely to go back to jail as those who have jobs," says Henry. Although there's no obligation to hire anyone from the pro gram, Henry's been so impressed with some of the people he vol unteered to assist that he's helping them find employment with Fluor Daniel. "Since 1 attended my first job fair, we've hired 12 graduates of the program wich no negative responses," says Henry. "Many have risen all the way from helpers to journeymen and even foremen. As a matter of fact, the first three people hired started in the middle of a proiect and were the last ones to be released." One Fluor Daniel employee who went through the program, Top Boilermaker Helper Denise Larivee, says, "While 1 was in carcerated, 1 took advantage of the cwo things that were offered to me: rehabilitation and education. All 1 needed to complete the circle was an opportunity " Her chance came through Project Re-Enterprise. 'Frank taught me how to present mvself. talk to employers and fill out a job application. For the tirst time in mv life, 1 have a resume." she savs. "I'm happy as a result ot all this 1 reel worthwhile, 1 hold mv head up and 1 know I'm worth something. Before I never thought 1 was worth any thing so I never tried to Jo anything." Project Re-Enterprise is growing and works with more than 250 com panies in Texas. Henrv received an award from the state senate for his ef forts and remains active in the astern. "Pm not foolish enough to believe that every person that commits a crime can be helped bv this program." he -avs. "but 1 otten wonder how life would be it it had been available to the man who shot Helen." ~ 'vi wv vw -%.* V** "A job well done at a crucial time" is the acclaim given to the Rapid Response Team at DuPont Medical Products in Brevard, North Carolina. The crews, led byAllen Walker, Walt TerreSand Billy Powell, insaJhd mnat rhfm 1,000 feet of pipeki IrwmilW 4R&cmn, over ahdBftp \wjjijtfi iiirfi no safety i ttorer wttHUttfcijqfsirfe JBS1 caQ J * *l* * w rwv 3 ^'5* \*> " y* mr *C- >>`>V;?v. Top: DuPont Brevard employees proudly display a banner recognising six years without a lost-uorkday case. The employees also received Tri-Scar Status for J5CCY sate uorkhours with a recordable rate of zero As part of the accomplishment. SafetyManager Dennis Edwards received the Silver Triangle Award. DuPont's highest honor for safety excellence. Site Manager Dan Burke received the prestigious DuPont Golden Plumb Bob Award for his leadership efforts in continuously expanding safety milestones. Above: Safety slogan winner Mike Cline, right, receives a check for 53lY from Vice President of Corporate Safety A.B. Robinson. Cline's enrrx "The Right Mix m '96--Better. Faster. Cheaper. Safer--ZERO ACCIDENTS.'" was chosen from -fCC entries from Fluor Daniel emploxees Cline is safety manager at the DuPont Spruance project in Richmond. Virginia. "ifocrr Daniel completed the first year of its ZERO ACCIDENTS program with exceptional results. In 1995,51 projects received star status awards, 27of those earning the prestigious TriStar Status. Following are recent ZERO ACCIDENTS safety "star" projects. AT&T Columbus Works. Columbus, Ohio Tri-Star Status 100.000 safe workhours Rick Adams, project manager Randy Miller, safety manager (The project earned Tri-Stax Status with a recordable rate of 0.) DaFona^"^ Hixon, Tennessee -Two-Star Status 250,000 safe workhours Charles Rogers, project manager Tom Cardenas, safety manager (This is the project's second ZERO AC CIDENTS award.) IBM Charlotte. North Carolina Tri-Star Status 100,000 sare workhours Michael Dean, proiect manager Gary Hottner. safety manager t The project earned Tn-Star Status with a recordable rate of C. I Chevron RGP El Segundo, California Two-Star Status 750.000 safe workhours Luther Warrick, project manager Keith Roberts, safety manager (This is the project's third ZERO AC CIDENTS award.) Chevron USA Pascagoula, Mississippi Two-Star Status 4 million safe workhours Mike Bosarge, project manager Mike Watson, safety manager DuPont ! Martinsville, Virginia Tri-Star Status 250.000 safe workhours Donald Coley, project manager Cooksey Shugart, safety manager Elf Ato-Chem Calvert City, Kentucky Tri-Star Status 100.000 safe workhours Jay Mashbum, project manager Rick Absher, safety manager (The project earned Tn-Star Stams with a recordable rate ofO.) Citgo CFH-1 Lake Charles, Louisiana Tri-Star Status 500.000 safe workhours Jerry Kelly, project manager Leon Garrett, safety manager (This is the project's second ZERO AC CIDENTS Tn-Star award.) DuPont Brevard, North Carolina Tri-Star Status 250.000 safe workhours Dan Burke, project manager Dennis Edwards, safety manager (The project earned Tn-Star Status with a recordable rate of 0.) DuPont Circleville, Ohio Tn-Star Status 100.000 safe workhours Ken Mabrv, project manager Kerrv Ackerman, safety manager i The project earned Tn-Star Status with a recordable rate of C I Glaxo Wellcome Research Triangle Park, North Carolina Tri-Star Status 500.000 safe workhours Dub Kamker, project manager Eugene Whice, safety manager (The project earned Tri-Star Stams with a recordable rate of Q.j Hoechst Celanese Leeds. South Carolina Tri-Star Status 250.000 sate workhours Tom Baker, project manager Bob Jarrett. safety manager (The project earned Tn-Star Status with a recordable rate of 0.1 Hoechst Celanese Spartanburg, South Carolina Two-Star Status 500.000 sate workhours Sam White, project manager Bob Jarrett, ;aterv manager Monsanto Greenwood. South Carolina Tri-Star Status 100.000 sate workhours Bud Young, proiect manager Frank Settler, safety manager (The'project earned Tn-Star Status with a recordable rate of 0.) Procter & Gamble consolidated projects Cincinnati, Ohio Two-Star Status 500.000 safe workhours Gary Kimble, project manager R.C. Skaggs, safety manager Tim Seip, safety specialist J CONGRATULATIONS DuPont in Chattanooga, Tennessee: 250.000 workhours. FERMCO in Femald, Ohio: 4 million workhours. Frito-Lay DBC Pretzel Line in Dallas, Texas: 1 million workhours. Hoechst Celanese m Greer, South Carolina: 2 million workhours. Kwinana Maintenance in Perth, West ern Australia: 100,000 workhours. Milliken Live Oak in LaG range, Geor gia: 2 million workhours. Monsanto in Greenwood. South Caro lina: 20 years. Nissan in Smyrna, Tennessee: 2 mil lion workhours. NPOSR, Inc. in Casper. Wyoming: 500.000 workhours. Phillips P.R. Core SOS International in Guayama, Puerto Rico: 5 years. Procter & Gamble Consolidated in Cincinnati. Ohio: S million workhours Siam in Bangkok. Thailand: 1 million workhours. Union Camp in Eustiwer, t-mith C.itvhna: 800.000 workhours. 090411 lEL'S BEST-KEPT SECRET viJed range from general janitorial ser ebrated 2 million safe workhours vices and the cleaning or process equip without a lost-time accident. "It's nice ment to facilities maintenance and to get 2 million safe workhours under plant utilities, which includes HVAC, our belt." says Gerald Shaw, safety power distribution, boiler house and manager. "We have come close sev kiln operations. Other services pro eral times in the past, and this accom vided include industrial truck repair, plishment proves that we are headed predictive maintenance, printed circuit for the ultimate goal of zero accidents. board repair, hazardous waste control/ We have employees who have been disposal, machine shop, landscaping here since the plant was built and and a variety ot production support ac some recently hired, and together tivities. Fluor Daniel employees even they share the dedication and enthu volunteer to participate in Nissan's in- siasm to work safely," says Shaw. plant tire brigade. "Establishing goals and recognizing `From a Nissan point of view, we safety accomplishments are good busi bnng on maintenance people who have ness practices, but the greatest benefit the ability to be flexible and multi- is that through safe work ethics, fewer skilled," says Rick Strickland, Nissan people suffer from work-related inju maintenance department manager for ries," adds Guffey. the body assembly plant. "This ap To highlight the safety celebration. proach has worked very well for us, and Floor's Chairman and Chief Execu we look for the same qualities in Fluor tive Officer LcMtn and NhbanV Daniel personnel. The teamwork be tween Nissan and Fluor Daniel employ Senior Vk Emil Haaan weisj^attitadancro Bod*- ees is the best you will ever see. 1 have McGenrandl worked for other companies with sub contractors and it usually has been an students prepare to enter the wotfeS 1. ` Top: La MECraa^, adversarial situation, but not here. Ev- force by teaching them how to co Fluor Carppmtaom ;, -n,one is working toward a common plete jobapplications, handle job meet* chairman apiGEGk? jl: to produce quality cars and trucks,. .views, and wbaeit expected once they left, meeoEfcbwz.w ie Fluor Daniel people take it upon- SheptadTsupemsOrv .`mselves as much as the Nissan as tht safety celebration. ople do to produce quality cars and tidri.'MEQa# congratulated die ajjfcjyv fit d* backgroundare icks. They feel like this is their comnv--and that makes a difference." ptoyees fortheiceaminiBrity supgtigp::* MSta*iJC and noted rhaClfeir<pgJity perfife>U superintendent^ Fluor Daniel's attention to safe1 mance and Jaftfyrachfetemeoe dtftoftr left, and Tom Rose, and the resulting record--at Nissan i strate a snortg comaatineqtromate financial manager. outstanding. "When someone from . Nissan a leading project N issan comes to us with a job that DanieL -fTi needs to be done or a problem that Nissan was looking for an* contrac Above: Technicians needs to be solved, we do it," says Craig?-^.i tor who could reduce ccettprovkte;-.' Andy Shelton, left, Vaughn, lead person in the paint plane maintenance, janitorial and suppler and Kyle Cantrell make "The only time we question anything is when there's a potential safety risk, and? shmeyami^otq^BfcdSlll^fechnio^ * w. rs.1' JbiTm `- . mental support services; and becotatriv necessary repairs to the an integral part oftheir exisriq^yoorik car doBes during a then we work with Nissan to eliminate'' force. With the FKiot Daniel marsh#V' sbudoum- that risk. Fluor Daniel supervision inf.H>h*lp thine featI nance and services group, they gor thatf' never asks their co-workers to perform' and more, says Hassan. "Fluor Daniet an unsafe act or perform a task they and Nissan work together as one team - wouldn't perform themselves." in the "Making.It Happen^pro a partnership dedicated to the success The Nissan project recently cel gram at local high schools Theyhelp of this facility." , ae-.r.i..in' 'aeiuz^ '<:>r 3r:d'mazer Paper C- n'.pany ;n r.,srznuest England. I' i; ' I I ' i il ; 090412 In June IS per< Port, near 1 England, awarded I contract to state-of-the-art i ing plane. A tough targpfwsiiJeft get the plant operational bpjamfe!* ary 1996: The chaUfcnge i and the goal was achieved** Says Project Manager Dave" Mi>ore ot rhe Manches ter . >rttce. "We did this through rhe efforts or .m integrated team com prised ot design consult ants from Jaakko Povrv out of Helsinki, member' ot Bridgewater's staff and our own people. This meant the client ,b able to influence v\hat he got in the most timelv wav. and it en abled us to fast track this challenging proiect." Hishlv specialized equipment is used in the process which was pur chased from suppliers in Canada. Sweden, Fin land. Germanv, Switzer land. France and the U.K. The plant is hishlv au tomated. It recvcles waste newspapers and magazines; removes con taminants such as staples and plastics, and then de-inks the stock prior to bleaching in readiness tor paper making. The new plant has reduced Bridgewater's demand tor wood pulp fiber to 5 percent ot fiber throughput--the rest is recvcled paper. "It's a trulv green plant in every sense. It reduces the demand on pre cious tree forests and is designed to keep emissions to extremely low lev els, " Moore explains. The team took the process two steps further by improving the sludge de-watering efficiency and building a secondary flotation plant which re covers fibers that would otherwise be lost during the process. "This means better business tor our client in an increasingly competitive world," savs Moore. FLUOR DAN issan Motor Manufactur N ing Corporation. USA's Smvma. Tennessee, plant, is one ot the two largest automot facilities under one roof in the U.S. But. most notably, it is one of the largest ongoing Fluor Daniel mainte nance projects. The 350 Fluor Daniel maintenance employees who work there are largely responsible for making sure that operations run smoothly for the 6,000 Nissan em ployees. In 1981, Fluor Daniel began con struction on the Smyrna plant which is just outside of Nashville. The 5.2 million-square-foot facility is almost one mile wide and is on a 778-acre campus maintained by Fluor Daniel The Sentra, AJtima and the Nissan pickup truck, as well as body stampings for the Quest and Mercury Villager minivans, are manufactured there. The plant is producing about 450,000 vehicles a year; or about 116 an hour. "Every project is unique in its own way," says Larry Guffey, project rrnmgrr, "but this one stands out because of all the service* we pro vide..The variety of services is pretry amarlwg--that's why we call it Fluor Daniel's best-kept secret. Much of theSuccess we have achieved can be attributed to the open relationship weJ&nrc with Nissan and the flexibihty of our work force to provide a variety of services for a 24-hourvaday, seven-days-a-week operation. The dedication of each Fluor Daniel employee and his or her commit ment to providing quality services to Ninon is a daily way of life. It's be causeof this `can do' attitude that we have a long-standing relationship with Nissan." The Fluor Daniel maintenance team provides a multiskilled work force ready to meet Nissan's needs at a moment's notice. Services pro- o i; i- i- \ ' r. o ^ ,* i o Femaid Environmental Restora tion Management Corporation (FERMCO) the cleanup contrac tor at the L'.S. Department of Energy's (DOE) Femaid Environ mental Management Project, cel ebrated a safety milestone in Feb ruary after logging 4 million con secutive safe workhours with no lost-workday accidents. "The safety streak, which began in March 1995, is the longest since FERMCO assumed responsibility for cleanup at the Femaid site in De cember 1992," says FERMCO Presi dent John Bradbumfc,- tion of hundreds of thousands of gallons ot uranvl nitrate hexahvdrate, hydrofluoric acid, thorium nitrate and nitric acid stored on site. In addition, more than 36 months of safe performance have been achieved bv construction subcontractors. With the increase in cleanup and construction activities at the site, attention to safety is more important than ever. Recogni:ing the need for an enhanced safety culture at Femaid, in early 1994, FERMCO joined with on site labor unions and the DOE to pioneer an employee empower ment "Safety First Initiative.". This initiative is designed to en sue everyJ*etnald employee un- f hiker her right to safe > Utkder this inI approach, i of ^identifying r r I'cnuthl H nrfciA hi>k n/> /iiu's ii i ,1 i ik /nun [.i ivm, >u lioM-np material (ram Vt|iii[mivH( m I'l.ml -I die iv\( building sLiwd ji it di'ino/ili. m. presents the accommilestone, have iriefcanf 3 LfaiBfajaririjSnd dismantling acdvt>F rfanner uraniumpdn*- . ; tion btafcfing slated for demoh^ tracts and transfer and ncutralhsH strive to * yj^gfeimp activities in N7fesc$rathitr than 25 yean pKyiOtalfEiaiated, their puttcipatioeand safety con sciousness will be vital to continuethe project*s successful safetyetiftnre. - Qraftworkers have the opportunity to advance from beginning helper to management. Pictured are Joe Dill, construction manager, left, and Jerry Baskins, area superintendent, at the SCE&G power plant in South Carolina. and productivity enhancement on the iob sites. The intent is to tram everv site manager bv year's end. Satetv First Fluor Daniel is committed to safety excellence and has established a worldwide standard in the engineer ing, construction and maintenance industry through its Zero Accidents program. The program, which was designed to protect each employee, promotes a culture ot :ero accidents at every project site and office. In 1995, more than 300 projects re corded no lost-time accidents. Fiftyone received :ero accident star sta tus, 27 of which achieved the presti gious Tri-Star Status with no record able incidents. "The Construction Industry Insti tute issues criteria tor safety excel lence built around a lost-workdav in cident rate of one or below," savs A B. Robinson, vice president ot Corporate Baretv. "A e : k -hat a -rep further ind prm ed that i :er, icudent environment :> p, '"irle." Construction Technology "The Construction Technology croup, made up or a highly trained core croup >t consultants strategical!', iocated to -erie the regions and operating com panies. has come ot ige." s.i\' Bob Parker, vice president ot Con-truction Technology. "We hav e listened to the Mte teams, and we are addre"ing their needs. Our objective is to ensure the site teams have current and accurate data with which to manage the work and then, access to the best work pro cesses, tools, methods and technology in the industry to perform the work." "The Fluor Daniel constructability process begins in the marketing and proposal stages of all operating com pany projects, be it an EP or EPG'CM endeavor. This work process is becom ing a standard practice on Fluor Daniel projects and is strongly sup ported bv our clients and manage ment," says Dick Gev. constructability manager in Houston. "The process continues through the estimating, tront-end engineering and design phases where it adds its greatest talue. On a recent 5100 million proiect managed out ot Houston, savings in excess of 53 million were docu mented." Fluor Daniel, a member ot the Con struction Industry Action Group, is working to set new standards in the area ot construction technology, as ap plied to material management and construction automation. The com pany is committed to reducing the cost of services through computenred data transfer and bv streamlining work processes. "Bar coding has been successfully introduced to the projects and ware housing functions for construction and maintenance use, and all the feed back is positive," says John Hamilton, manager ot Automation in Greenville. "The benefits we anticipated--like taster, more accurate data--have been confirmed on the project level. Pen- 'i'v.m "'.purer pp ,c - making i jircrcrtce :. 'r.e - " w ti proiect' Pen c. nipiV- ox w "eing v.'ed .-n rr.'icC'' in -r.e A::v , - inj Asia -r rich: pr- grc-'ii'.L. - -:.r - L.*mplcr;y'n uu- ir..i g 'hi;. rc 's 'tMCIi'H' " Kent o', . urn.in. mar. 'get -r in In ine. - v -. "Flu, r D iniei .- only engineering mo c. n-truc comp in\ rh it h i' \ w.uirc -r l\\ C 71, \ trained rigging engineering a ; i r- ints. The Rigging gn -ur n yet'. 1: c md dedicated to -er\ mg both . ttilc' and construction ore' w ith all rigging -ervices. The. haie brought . lUlC '> projects ill ov er me world, en-uring all critical lift' are made - itch ind ef ficiently. Proiect' are beginning to benefit from rhe use of our rewi\ je- i eloped Crane. Rigging and AN imation Engineering iCRANE' program, w hich was instrumental in '.iving 590.C20 on a recent turn around proiect in Houston." Fluor Daniel is taking advantage of new technology in ultrasonic te'ting. or LT. to make exciting changes in its construction and maintenance projects. "Ultrasonic tesring is -ater. more efficient and less expensne than radiographic testing," -ays Fluor Daniel NDE ?ervices Manager Don Harris, who is located in Greeny die. LT supplemented radiographic testing on the Ravong project in Thailand. NDE technicians greatly contributed to the successful and timely comple tion ot this project. "Recently. Construction Technol ogy has had consultants on proiects in Indonesia. Chile. \ enecuela. Braril, Argentina. New Guinea, the Philip pines and Mexico, as well as numerous locations throughout the United Stales," savs Jim Harrison, director ot Technology. Keeping pace with construction technology and focusing on people de velopment. key markets, construction sales growth and safety will ensure that Fluor Daniel remains the safest, most cost-ettective supplier ot quality construction projects and services in the yvorld. 4 I * Implement the Fluor Daniel culture 't Better. Faster. Cheaper and Barer. Key Growth Markets While the United States remains a stable market with steady growth, the Middle East, Latin America and the Asia Pacitic region appear to hold the most growth potential. "To stay competitive m these inter national markets. Fluor Daniel must hire more workers who are native to the area," Buck explains. "We want to take the selt-pertorm concept--which has worked so well locally--and apply it globally." "We're looking at these growth areas to find out where most of our work will be executed." says John Schroeder, vice president of Marketing. "Then we'll evaluate our resources. If it ap' pears we need a stronger presence there, we'll develop local people who know the area. This knowledge is vi tally important to a well-run project." Fluor Daniel already has self-petfonn projects m parts of Latin America, and studies are being performed in the Asia Pacific region and the Middle East. the ones tJsrfJwthave hot had to call cm. eraTsotaenefb ah^wTwfak&r Sales Strategy During the restructuring two years ago, ' was determined early on that Con ic non would work closely with each^ erating company's sales team to i v work, rather than having its own. es force. "We realized that each npany already had its own clientsJ strategic thrust, and we cer jidrit want to come across as two ( terenc companies," says Schroeder. "We've discovered that salespeopb rend to concentrate on the larger 1 projects. However, that means I a cier of business which remains anc portunity for growth." As an initial effort, a "construction^ inly" salesperson was hired to cover = the Gulf Coast region of the United States. "Dave Harris's job is to work closely with sales staffs of the industry operat> ing companies in the area," says Schroeder. "He finds out which clients they're concentrating on and contacts to go CO neMj&esjj "Right nosey a 0004 la Fluor Daniel hues name crajtuvrkers on projects in ke\ growth areas--such as at the Raving Refinery project m Thailand 090416 GLOBAL CONSTRUCTION: A VISION FOR THE FUTURE // The Zero Accidents program was designed to i;nsitrd the safety of each employee at every protect site and office & W Ac Xhe worldwide growth and suttees ot the Construction operating com pany clearly demonstrate Fluor Daniel's commitment to construction. "We've had outstanding support from all of our industry operating com panies in advancing the construction effort," savs Construction President Don Buck. "Our plan for the future is to grow backlog and volume at a rate of 15 to 20 percent annually. We hope to do that by increasing the focus on construction sales growth in new re gions, and by possibly making some niche acquisitions. We also want to have more self-pertorm jobs--where it makes sense--as opposed to construc tion management. "A greater share of Fluor Daniel's market is moving to offshore loca tions," says Buck. "From a construc tion standpoint, the percentage of weak outside of the United States is rising--reaching nearly 60 percent of totalrevenue by the year 2000, as op posed to the current 40 percent." A focused vision statement and set ofstrategic objectives are in place to hefp show how the operating com pany intends to proceed. "hfrvesy important to have a dear vWbqmfrcsreryone caafondemand "Ourvi- i*Focusowlntemat and external requirements to meet Construetkxv's strategic objectives and /