ST00.000.1000 Stork Operating Requirements Manual

Revision 3.
0, November 2019
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Stork
Operating
Requirements
Manual
Revision 3.0, November 2019

Stork Operating Requirements Manual
Guidelines for use:
 In the digital version the hyperlinks to appendices and other documents can be used
 A connection to StorkConnect must be set-up for the hyperlinks to work
 For questions or comments re. the Stork Operating Requirements Manual please send an email to
excellence@stork.com
Revision history
Rev Date Comments
1.0 22 Oct 2018 First issue
2.0 18 Dec 2018 See change log for main changes in this revision
3.0 27 Nov 2019 See change log for main changes in this revision
Revision control
Major revisions of this document are to be signed and approved by the Stork President and MT members.
These major revisions are identified by using the next whole number for the revision number.
Minor revisions are those of a minor nature that include changes to references or minor wording and are
approved by the Global Lead of Quality. Minor revisions are shown by using the next decimal number. A
clear description of the revision change is to be provided including section numbers where applicable.
ST00.000.1000 Classification: Stork General
Revision 3.0 Uncontrolled when printed or downloaded Page 4 of 25

Contents
Introduction 7
1.1 Stork, a Fluor Company 7
1.2 Purpose of the SOR Manual 7
1.3 Confidentiality, Control, and Application 8
Stork Core Values, Policy Statements and Value Proposition 9

2.1 Core Values and Policy Statements 9
2.2 Stork Value Proposition 10
Management Standards 12
3.1 Health, Safety, and Environment (HSE) 12
3.2 Sales and Proposal Management 13
3.3 Risk Management 14
3.4 Contract/Project Controls 18
3.5 Security 19
3.6 Quality Assurance (QA) and Continuous Performance Improvement (CPI) 20
3.7 Marketing 20
3.8 Group Communications 21
3.9 Finance 21
3.10 Human Resources 22
3.11 Legal and Compliance 23
Authorization Policy and Global Authorization Matrices 24
Glossary 25

Statement of Authority
The Stork Operating Requirements (SOR) Manual defines Stork’s required methods of operation. Initially,
the focus is on supporting functional processes and at a later stage operational work processes and
activities will be included. The purpose of the Stork Operating Requirements and SOR Manual is to
achieve excellence in execution and client satisfaction.
The requirements contained in this document have been structured to achieve an appropriate level of
consistency across Stork and need to be applied with good judgment, common sense, and a business
mindset.
Compliance with this document is mandatory unless a waiver is approved by the Global Director
Operational Excellence together with the relevant Stork Group Functional Lead.
Date: November 2019

Introduction
1.1 Stork, a Fluor Company
In March 2016 Fluor acquired Stork. The acquisition of Stork was a strategic choice of Fluor to be able to
offer its global Client base a strong Operations & Maintenance solution as part of its value proposition. This
capability could be offered to Clients during Fluor's design of a brand new plant or to support Clients with
their existing facilities spanning asset performance studies, providing Operations & Maintenance solutions,
Plant Modifications or Plant Turnarounds (Stops).
For Fluor the additional benefit of having this capability would be to have long term relationships with key
Clients and have presence at their assets. This could result in small projects for Fluor but also in having a
better understanding of Client assets and how to feed that into future Fluor plant designs. Additionally, by
providing long term service contracts, Fluor would have a business that would have stable revenues, less
cyclicality and at a lower risk profile.
After the completion of the acquisition, Stork Management included Fluor's prior O&M division and the
Fluor Power Services business all into one Stork Group of companies.
1.2 Purpose of the SOR Manual
The purpose of this manual is to provide an overview of the required methods of operation and the
application of work processes, practices, systems and activities for all Stork operations. The processes
and procedures that are referred to in this manual are mandatory for all Stork employees and Stork
Business Lines worldwide.
The SOR manual is aligned with the Stork Management Toolbox. The Toolbox gives guidance to sales
teams, operational teams, and functional teams to meet their business goals via information, guidelines
and best practices.
The Stork Management Toolbox can be found with this link: ST00.000.1050 Stork Management Toolbox
The Stork Operating Requirements, Business Management Systems together with the Stork Vision and Policy
Statements form our Operating Principles and are structured as follows:
Ambition
and Purpose
(Global)
Policy Statements
and Core Values
(Global)
Stork Operating Requirements with

mandatory Management Standards
(Global)
Stand-alone Business Management Systems

(Business Lines)
Figure 1.1 Stork Operating Principles Pyramid

1.3 Confidentiality, Control, and Application
All management, supervisors, and senior staff employees should read and understand the principles of this
manual.
The content of this SOR manual is classified as Stork General, which means it should not be reproduced or
provided to non-Stork personnel without authorization from the Stork Global Director Quality Assurance.
The Global Quality Lead is the owner of the Stork Operating Requirements Manual document. Individuals
identifying a need to revise or modify the Toolbox should contact the Stork Global Quality by sending an
e-mail to excellence@stork.com.
Content owners have been identified for all sections of this manual and underlying documents. Content
owners are responsible for keeping the information up-to-date. The list of content owners can be found
here: List of Content Owners.
Content owners shall review and approve their section of the SMT, SOR Manual and underlying documents
at least once every two years. When content is handed over to a new owner, the new owner will review
and approve the relevant section of the SMT and SOR Manual and underlying documents within 3 months.
The latest version of the manual is available on Stork Knowledge Online and accessible to all Stork
employees with StorkConnect access. Access to some of the documents is restricted and access can be
requested by sending an e-mail to excellence@stork.com. The StorkConnect site is read-only. In order for
the hyperlinks to work, the user needs to have access to StorkConnect. If you want to make any changes
to the manual or the hyperlinked documents, please send an e-mail to excellence@stork.com. Downloaded
and printed copies are uncontrolled and the user of a downloaded or printed copy must ensure that the
latest version of the manual is used.
Changes made in this and previous revisions of the SOR and hyperlinked documents are tracked in the
Change Log.
Note: Sections yet to be written/updated and added to the SOR, are mentioned in the Future Revisions
Tab of the Change Log.
Applicability
The requirements in the SOR shall apply to all:
• Stork business lines, their business activities and locations under their control
• Work managed performed by employees, third-party contractors and fixed-term contractors acting on
Stork’s behalf
• Joint Ventures, where Stork has operational control
• Subcontractors, in so far as this standard and supporting documents are referenced by contract
Note: Fluor companies operating under the Stork banner are required to follow Fluor process which
comply with the intent of the Stork requirements.

Stork Core Values, Policy Statements and Value Proposition

The following section describes Stork’s Core Values, Policy Statements and Value Proposition, including our
ambition and purpose statement.
2.1 Core Values and Policy Statements
The Core values (section 2.1.1) supports our vision, shapes our culture and reflects what Stork as a company
stands for. These values are the essence of our identity and define the way conduct activities at Stork.
They are not about WHAT we do, but HOW we do it.
How we live and do our work every day, everywhere, will never waiver from our Core Values, the
unconditional and nonnegotiable qualities that inform our decisions and how we conduct our business.
Together with our Policy Statements (section 2.1.2), our Core Values support the Stork Value Proposition
and form the basis for the Stork Management Toolbox.
2.1.1 Stork Core Values
Stork’s Core Values act as our behavioral compass. They guide our actions, advance our objectives and
power our performance. We must live our Core Values without compromise.
Safety We promote a caring, preventive culture where no one gets hurt – through an
uncompromising focus on safety in the workplace.
Integrity We live by the highest ethical standards. Our actions are consistent with our values and
principles.
Teamwork: As one Stork, we treat all people with dignity, respect each other’s perspective and share
knowledge and resources to achieve excellence, deliver value and grow individually and
collectively.
Excellence We strive to deliver quality fit-for-purpose solutions at unmatched value.
Client Focus We place our client at the center of what we do. We are flexible, cost efficient, pro-
active and provide smart solutions for now and the future. We continually challenge
ourselves and improve our service delivery.
The description of the Stork Core Values and the supporting behaviors can be found in the link below:
Stork Core Values
2.1.2 Policy Statements
Table 2.1. Stork and Fluor Global Policy Statements

Document Title
ST00.653.5000 HSE Policy Statement
ST00.042.5000 Quality Policy Statement
ST00.653.5020 Travel and Security Policy Statement
Fluor Code of Business Conduct
Fluor Global Sustainability Policy

2.2 Stork Value Proposition
The Stork Ambition and Purpose statements are the foundation of the Stork Value Proposition:
Stork Ambition: Be the industry reference. Every day, everywhere.
Stork Purpose: We are a well-connected, data-informed and diversified organization with a

reputation for continuously enhancing our clients' performance and for setting
standards of excellence.
Figure 2.1. Stork Value Proposition - How We Optimize Client Asset Performance
The Stork Value Proposition, illustrated in Figure 2.1 above, differentiates the three levels of the business.
Although, there are many (local) competitors (e.g. Original Equipment Manufacturers) who are exposed to
a few clients in the industry as well as consultancy companies who can undoubtedly deliver an effective
pitch; there are not many companies who can leverage all three levels, interactively working together to
help keep client assets running across multiple markets. This value proposition is what makes Stork and its
position in the market unique.
2.2.1 Stork @ Site

At the foundation we have Stork employees working tirelessly within a single client facility. This is our
bread & butter; this is where the majority of the action happens: at the client site. This execution work
can be related to routine on-site Operations & Maintenance, Turnarounds & Modifications, Construction
and/or on-site equipment repair & overhaul.
Sometimes we just provide resources and the client directs our work. Sometimes we manage the execution
of the full service ourselves. And sometimes we bundle our capabilities into fully integrated solutions,
totally unburdening our clients in that area.
At the core, our work is executed by multi-skilled craftsmen, working with the latest tools and well
connected with experts around the world. Their innovative tools lead to safer and more efficient execution.

Stork mainly operates within eight key markets:

• Oil and Gas
• Refineries and Chemicals
• Power
• Metals & Mining
• Food and Pharmaceuticals
• Infrastructure (including Rail)
• Manufacturing (including Pulp and Paper)
• Renewable industries
Because we operate in multiple markets, it allows us to leverage innovations from one market to another.
2.2.2 Stork Nearby

Moving to the middle level: here we have employees working out of the Stork ‘Operational Centers’.
Four different operational centers can be identified, each with a unique suite of products and/or
services that add value to our business and strengthen our competitive position with multiple clients.
1. Stork Production Center: These are the locations which primarily manufacture, fabricate or
assemble finished products (e.g. blades, boilers, heat treatment equipment) or half-products (a
permanent piping prefabrication workshop).
2. Stork Support Center: Support Centers are typically offices that support a number of local site
services (client) locations, housing only limited administrative/financial/HR support.
3. Stork Service Center: In these centers Stork services, repairs and overhauls discrete equipment
categories/types.
4. Stork Solution Center: Solution Centers are the key locations in industrial dense zones around
the world. From this location we will deliver both core and specialist capabilities under the same
roof.
Separately, Stork has the opportunity to leverage EPC and fabrication capabilities of Fluor and other
trusted partners around the world when required.
2.2.3 Stork In The Cloud

To top it off we have Stork in the Cloud, which is irrespective of global location and refers to:
• Our global experts who can be called upon by any other Stork employee who has a challenge in
the field / operations center and is looking for an expert second opinion.
• Our global knowledge management system which contains a library of our proven procedures &
innovations and in which we collaborate to enhance our best practices.
• Our continuous investment in new innovations to dramatically improve asset performance,
minimize costs, reduce risk, and enhance safety.

Management Standards
Management Standards are high level procedures that are applicable to all Stork Business Lines globally.
They are mandatory and the requirements described in the Management Standards should be taken into
account in the Business Line Quality Management Systems (QMS).
3.1 Health, Safety, and Environment (HSE)

At Stork, Safety is our first Core Value. This means that every day, no matter what the task is, or where in
the world we are performing the task, we take care to prevent harm to people and the environment.
The HSE Expectations are there to put this value into practice. They ensure we are consistent in our
approach to HSE wherever we work, whilst also respecting the local ownership in each geography.
These HSE expectations consist of 13 Elements:
 Element 1: Leadership & Commitment
 Element 2: Objectives and Targets
 Element 3: Communications & Consultation
 Element 4: Organisation & Resources
 Element 5: Risk Management
 Element 6: Planning
 Element 7: Suppliers, Contractors and Partners
 Element 8: Operations and Maintenance
 Element 9: Sustainability
 Element 10: Emergency Response & Crisis Management
 Element 11: Investigation and Analysis
 Element 12: Assessing and Improving Effectiveness
 Element 13: Management of Change
These expectations have been approved by the President of Stork and the Global Director HSE and are
mandatory for all Stork subsidiaries and Joint Ventures where Stork has operational control, and
subcontractor activities insofar as these are referenced in the contract. Our degree of control and influence
on venture partners and contractors, shall vary depending on the contracts in place and Stork have defined
our expectations for control in more detail in the Global HSE Management Standards.
Each Stork business line and function is required to adopt these standards as mandatory requirements and
they shall be translated into the applicable business line management system. Guidelines, tools and
supporting information shall be provided within the Stork Toolbox; however other approaches may be taken
as long as the requirements of the Global HSE Management Standards are met.
In the event of any conflict or contradiction between the provisions of these HSE standards and local
legislation the applicable laws shall be met. The Global HSE Director shall have approval authority for the
management of change or any request for dispensation relating to any of the HSE Global Standards.
The current Stork HSE Policy can be found in Section 2.1.2 and more information about our approach to
managing HSE can be requested by emailing reachbeyondzero@Stork.com.
3.1.1 Organisational Structure

Responsibilities and accountabilities concerning HSE are set out as below:
 Stork Global Director HSE and Business Line HSE Directors

o Advises and provides guidance as required to business unit management on current HSE standards
o Ensures the Stork Management Team that the HSE policies and standards are appropriate and being
implemented by the business lines

 Business Line Vice Presidents and Line Management

o Acknowledges that HSE is a line management responsibility and is therefore accountable for HSE
for their area of responsibility
o Ensures that Stork policies and standards covering HSE performance and compliance are
implemented and that such implementation is monitored and assured
3.1.2 Mandatory Requirements

Global HSE Management Standards and Forms
Document Number Document Title
ST00.653.1000 Health, Safety and Environment (HSE) Expectations
Assessing and Improving Effectiveness
Business Continuity
Communications and Consultation
Control of Work
Corporate Social Responsibility
ST00.653.4000 Crisis Management and Emergency Response
Stork Crisis Management Plan
Stork Crisis Management Contact Details
HSE Planning and Readiness to Start
ST00.653.1100 Incident Reporting, Recording and Investigation
Leadership Commitment
ST00.653.1015 Life Saving Rules
ST00.653.1120 Major Event Notification
Management of Change
Objectives and Targets
Organisation and Resources
Partners, Sub-contractors and Suppliers
ST00.653.1080 Personal Protective Equipment (PPE)
Personal Stop Work Authority
ST00.653.1050 HSE Risk Assessment
Travel and Security
Unsafe Conditions and Acts
ST00.653.F1105 Stork Incident Alert
ST00.653.F1110 Stork Investigation Summary
ST00.653.F1115 HSE Incident Communication of Basic Facts
3.2 Sales and Proposal Management
Sales, Operations and Technology (SOT) team

Sales takes the lead to manage opportunities greater than 500k, these opportunities are a joint effort
between Sales, Operations, and Technology (AMT), i.e. the SOT team. For all large proposals (>$10M) it
is mandatory to have a fully engaged SOT team.
Proposal Management Process

For opportunities with a bid value greater than $500 K there is a clear and structured 4-step process from
lead to contract, illustrated in the figure below.

Figure 1 4-Step sales process
Each phase focuses on different elements and is closed by an approval after a formal review. Further
reviews may be required at the discretion of management.
3.3 Risk Management
Risk management forms the foundation upon which Stork is building its legacy in executing successful
projects, contracts and services; by being the industry reference every day, everywhere. The results of
implementing successful Risk Management over the lifecycle of a project (from the early identification of
a prospect, during the bidding phase, award, execution and the completion of the work) is reducing the
losses and improving the realization of the as-sold margin. As defined by the Project Baseline, Risk
Management is an integral part of the Stork business continuity.
Risk Management is a team effort and consists of interactions between the Sales Leads, Proposal Managers,
Operations/Project Managers and functional Risk Personnel. Risk Personnel have a role in the risk
management process and must understand and implement Risk Management in the Stork business, from
proposal through to project completion.
However, all VP’s, Directors, Managers and Staff have a common responsibility for identifying and reporting
significant risks to ensure appropriate evaluation, assessment and mitigation actions can be undertaken.
Every project, contract and service offering shall have a risk assessment based on the Business Risk
Management Framework (BRMF) process principles as depicted in the figure below:

Figure 3.1 Business Risk Management Framework (BRMF) process principles
3.3.1 Identifying Risk

The Stork Risk group has set a Risk Policy for triggering BRMF risk assessments in line with the Fluor
Corporate Risk Group (CRG). It has also established a set of risk criteria used to determine the level of risk
analysis that is to be performed, and the degree to which the CRG participates in the review and approval
process for bid decisions and bid submittals.
Sales shall engage the Stork Risk Representative at the earliest convenience in the proposal phase to help
assess whether a project will be a Risk Project. The Stork Group has developed a flowchart to assist in the
process of identifying Risk Projects and their associated documentation and approval requirements; which
incorporates both Corporate and Stork Group risk criteria.
Bid Process
Prior to the ORC decision, the Sales Lead is responsible for evaluating the opportunity and conducting a
preliminary risk review. The Sales Lead is responsible for coordinating the responses to the questions in
Attachment A of the Stork Risk Management Toolbox. When needed as per the output , the Sales Lead
should engage the Risk Representative prior to the ORC for Stork Business Group or Fluor Corporate Risk
Criteria triggers.
Note: A formal BRMF is not required for the Bid/No Bid
More information regarding the Stork Risk Management Toolbox can be found in the link below:
ST00.000.2100 Stork Risk Management Toolbox
Proposal Process
The Proposal Manager, with assistance from the Risk Representative, uses the information provided by
the Sales Lead during the preliminary risk review to develop a risk register based on the Level
requirements. The Proposal Manager is responsible for following the BRMF process to conduct risk
reviews and with assistance from the Local/ Project Risk Representative, to develop a comprehensive
and effective risk register that addresses all risks and potential opportunities. As required, the Risk
Representative assigns a Risk Coordinator / Technician to assist the Risk Representative.

Approval
All risk registers are approved by the Local / Project Risk Representative, the Risk Representative or
Stork Group Risk Office / Risk Executive and one level above the Project / Operations Manager of the
corresponding bid. Additionally, projects in Stork that meet the Corporate Risk Criteria require additional
review and approval of the bid submission from the CRG. The Stork Group Risk Officer makes sure the
CRG is involved and the Risk Representative ensures the approval email is stored on the Sales Portal tool.
Award
The Proposal Manager transfers responsibility for the project from Sales to the execution team by holding
an alignment meeting with key members of the project team, including the Risk Representative. The
Proposal Manager delivers the as-sold Project Baseline, which includes the as-sold risk review, to the
Project / Operations Manager who conducts a risk review within 90 days of project award. The Project /
Operations Manager, with assistance from the Risk Representative, conduct quarterly risk reviews. All Stork
BRMF based risk registers are updated on at least a quarterly basis.
3.3.2 Risk Reviews

Business Group Risk Reviews (Stork Group) and Fluor Corporate Executive Risk Reviews are conducted on a
quarterly year basis. The projects to be reviewed in these meetings is determined based on the risk level.
Requirements and participation to each review is communicated separately.
More information on Risk Reviews can be found in the links below:

000.000.2000 Business Risk Management Framework Process
3.3.3 Training
Potential Risk Technicians, Coordinators or Representatives must have experience in accordance to the
Practices BRMF Roles and Responsibilities, Risk Representative Process and follow a set of mandatory
training requirements. After successful completion of the training, the Stork Group Risk Officer nominates
Risk Representatives to the Fluor Corporate Risk Group (CRG) for approval or the Risk Representative
nominates Risk Technicians or Risk Coordinators to the Stork Group Risk Officer for approval. Upon
approval, the CRG provides the new risk person the appropriate access to the tools.
New Risk Representatives, Coordinators or Technicians must join the Fluor Risk Connections Community
and complete the required Corporate Risk training courses to participate in the risk review process. Sales
Leads and Proposal Managers are responsible for understanding the Risk Management process. The Risk
Management training courses are available to Stork personnel. As a minimum, Sales Leads and Proposal
Managers are encouraged to complete the training courses listed in
Table 3-1. Mandatory Fluor risk management training.
More information regarding the identification Risk can be found in the links below:
ST00.000.2120 Risk review trigger policy
000.000.2020 Identifying Corporate Risk Projects
3.3.4 Organizational structure

The Stork risk organization is divided into Business lines. Each Business Line has a Risk Representative who
is responsible for the implementation and compliance to the Risk Management process. Risk
Representatives are supported by Local / Project Risk Representatives, Coordinators or Technicians. Risk
Representatives can be nominated by the Stork Group Risk Office and require approval from the Fluor CRG.
Risk Coordinators and Technicians can be nominated by the Risk Representatives and require approval from
the Stork Group Risk Office. The risk roles and responsibilities within this manual are aligned with the
BRMF. The following describes the key functional areas that make up the Risk organization within Stork:
 Sales Leads: Responsible for conducting preliminary risk reviews and leading risk activities prior
to obtaining authorization to extend resources to pursue an opportunity;
 Proposal Managers: Responsible for developing and implementing a comprehensive and effective
risk review for prospects before proposal submission and updating the risk register until project
award;
 Project / Operations Managers: Responsible for updating the risk register at project award and
identifying new risks until project completion and project closeout;

 Fluor CRG: Responsible for the BRMF work process, Corporate Risk Practices, Risk Bulletins, etc.
(i.e. Fluor’s Risk Framework), supports pursuits, approves the risk register for Corporate Risk
projects prior to proposal submissions, and monitors execution of Corporate Risk Projects as
defined in Practice 000.000.2000;
 Stork Group Risk Officer: Responsible for approval of the toolbox and communicating its
requirements to Stork Risk Representatives. Implements the Stork Risk Management Toolbox in
line with the Fluor’s Risk Framework and the BRMF work process in accordance with Fluor
Corporate and Stork requirements. Works closely with Sales Leads, Proposal Managers, and Project
/ operations Managers to facilitate the development of comprehensive and effective risk reviews;
 BL Risk representative: Assists the Proposal Manager in interpreting Risk practices, plan risk
review meetings and provide guidance on who to invite (including SMEs), implement the Risk
process, facilitate the risk review meeting with proposal teams and make sure comprehensive and
effective risk reviews are performed;
 Functional Experts: Supports the Risk Management work process by providing input and advice in
their areas of expertise to proposal and project teams to make sure appropriate mitigation
strategies are developed. Functional experts may also be responsible for implementing mitigation
strategies as required. Functional experts could include: Legal, Government Contract
Management, Subcontract, Insurance, Supply Chain, Security, Health Safety and Environment and
Information Technology.

More information on the BRMF can be found in the link below:
000.000.2000a03 Business Risk Management Framework (BRMF) Att 3

Table 3-1. Mandatory Fluor risk management training
Role Required Training
Risk Coordinator BRMF Orientation (PE005)
Fluor Risk Management Process (PE006)
BRMF Website Training (PE157)
Risk Representative As required for Coordinators, plus
Aligning Profit with Risk (PE200)
BRMF Facilitation Training (PE153)
Sales Lead / Proposal Manager Fluor Risk Management Process (PE006)
Aligning Profit with Risk (PE200)
Table 3-2. Mandatory Stork Operating Requirements documents

ST00.000.2100 Stork Risk Management Toolbox
ST00.000.2110 Risk Appetite Policy
ST00.000.2120 Risk review trigger policy
ST00.000.2125 Risk Review Trigger Process
ST00.000.2130 Stork Risk Level Checklist
ST00.000.2140 Risk Checklist Policy
ST00.000.2150 Umbrella Risk Assessment Policy
ST00.000.2160 Risk Rep Org Chart
ST00.000.2170 Risk representative process

Table 3-3. Mandatory Fluor Practices and documents
Fluor Document Document Title

Number
000.000.2000 Business Risk Management Framework Process
000.000.2000a03 Business Risk Management Framework (BRMF) Att 3
000.000.2010 Policy for Sharing the BRMF Process, Procedures, and Software
000.000.2020 Identifying Corporate Risk Projects
000.000.2030 Risk Event Contingency Management
000.000.2040 Policy for Facilitating and Participating in External Risk Reviews
000.100.1500 Teaming Arrangement Practice and Checklist
Risk Bulletin #6 Program and Alliance BRMFs
Risk Bulletin #7 Effective BRMF Facilitation
3.3.6 Optional Requirements

Link to Stork Risk resources for additional content on StorkConnect
3.4 Contract/Project Controls
Increasing the volume of higher complexity projects is integral to our business model and a critical part of
Stork’s growth strategy. The management of these projects and the development of consistent processes,
procedures and tools and the associated competencies for managing projects and its associated risks and
opportunities are therefore of major importance for the future development of Stork.
Project Controls is an integral part of executing these complex project, but regardless of the
complexity of a project, this section describes the minimum expectations and mandatory
requirements for the management of all phases of Stork projects. In order to execute projects
successfully, a project should be under control and the outcome should be predictable. To be in
control and predictable, procedures have to be followed with accompanying templates.
Besides the operational controls, the financial controls should be sufficiently established.
The below processes, templates and procedures should provide direction and expectations of the role of
Project Control within Project Management, with the objective to deliver reliable information about the
financial status of a project and a predictable forecast of the end result.
However, from a financial control perspective, the focus of Project Control’s is on ensuring baseline
documents are in place at the beginning of a project, actual analysis as a project proceeds,
documenting and accounting for change orders and deviations, as well as forecasting the end results
of a project.
3.4.1 Organizational Structure

The Project Controls function is a key component of the execution of every project that Stork is involved
in. Each Stork’s business shall have a Project Controls Lead that can provide leadership, training
opportunities, as well as functional support to all other project controls resources that directly support
sub-regions, or projects.
Depending on the size and requirements of projects, during the development of a project proposal,
discussions will take place to determine if the project controls requirements of the project can be done
remotely from home office support, or if designated project controls resources will be staffed to the

project. The Project Lead should be consulted and provide input to the staffing of projects and be a part
of the approval process when resources are staffed on a project; to ensure the correct training, tools and
processes are implemented on each project to ensure consistency with Stork processes and expectations.
Although this will not be the case for all projects, (part of the) ‘Project Control’ tasks may also be executed
by other employees.
The ‘Project Control function’ is part of the project team and shall be responsible for, but not limited to,
the following:
 Set up the Work Breakdown Structure (WBS) on project to ensure costs are tracked in line with
estimate categories and client requirements.
 Review of actual project cost vs budgeted costs on a monthly basis and ensure reporting documentation
is accurate and timely.
 Monitor actual costs to ensure accurate costing according to project WBS and budgets.
 Reviewing and analyzing actual cost spend with (revised) budget based on the progress and provide
explanation to any deviations.
 Trend analysis of cost and margin for forecasting purposes.
 Based on these cost reviews, signaling of possible deviations with the scope and discuss this with the
Project Manager and/or Contract Manager.
 Support the Project Manager with the necessary information of the actual cost, commitments and
forecast to ensure correct decisions can be made by the project management team.
 Pro-active involvement in the project team with independent opinion about progress and forecast.
 Setting-up a monthly project control report, including key issues, risks and opportunities including an
action list.
 Update of the deviation register and incorporation of deviations into the cost report and forecast.
 Update and discuss risk and opportunity register and include consequences in project control report.
 Coordinate with the Financial Administrators to ensure project invoices are accurately prepared, coded
correctly and submitted to clients on a timely basis.
 Prepare and update working capital/cash flow projection.
 Discuss with the project manager and line/operations manager the monthly project control report and
the outcome of reviews, the forecast and the risk and opportunities of the project.
 Monthly check that the correct numbers are applied (actuals and forecast) correctly to determine
‘percentage of completion’ as well as the predicted margin and revenue.

As the scope, complexity and size of projects vary across each Business Line, there can be other
requirements that those listed above that can be a benefit to the execution of a project. Further
development and training is required in order for these items to be executed by Project Controls resources.
 Ensure separation of duty requirements are being met in regards to supporting procurement, invoicing,
and requisitioning of materials, subcontracts, and other project based requirements.
 Scheduling of project activities through the use of a scheduling tool, tracking of progress and leading
scheduling review meetings.
 Planning and development of site based estimates to support project requirements.
 Manage change management program on each project.
 Responsible for all client reporting deliverables and ensuring alignment and timing are met as per client
expectations.
3.5 Security

ST00.653.3000 Global Travel and Security
ST00.653.4000 Crisis Management and Emergency Response

3.6 Quality Assurance (QA) and Continuous Performance Improvement (CPI)
The purpose of QA and CPI is to make Stork perform for its stakeholders, by continuously improving products
and services and by making sure the Stork organization is fit and effective.
Customers are the most important group of stakeholders, but employees, suppliers and members of our
wider society are stakeholders too. Delivering a good level of quality in Stork means knowing who our
stakeholders are, understanding what their needs are and meeting those needs (or even better, exceeding
expectations), both now and in the future.
Measurement of performance is important in determining the effectiveness of the quality management

systems in Stork. Suitable methods for monitoring and measuring management systems, procedures and
performance shall be implemented and maintained across all Stork businesses.
Periodic internal and external audits, compliance assessments and evaluations shall be performed to assure
ourselves, and our stakeholders, that risks are being appropriately addressed, and that operational controls
and the management processes in place are working effectively.
Effective document control and record keeping systems, enabling the effective and timely availability of
relevant and current information are required to ensure consistent and effective planning, operation,
control and performance across business units. Accurate documentation and records are also essential for
demonstrating compliance with regulatory requirements.
By operating under the discipline and control of a quality management system, Stork businesses will be
able to continually improve services, processes and product quality, which should result in exceeding
customer expectations and customer satisfaction.

ST00.000.0009 Numbering and Publication of Controlled Documents
ST00.042.1000 Internal Audit
ST00.042.1200 Control of Documents and Records
ST00.042.1400 Corrective Preventive Action and Continual Improvement
ST00.042.1500 Management Systems and Certification
ST00.042.1600 Management Review
ST00.042.1700 Management of Change
3.7 Marketing
The Management Standards in the area of Marketing provide a framework for all Stork businesses globally
in order to have a consistent approach on- and offline regarding brand management, event presentation
and marketing of products and services portfolio.


ST00.051.5200 Brand Management
ST00.051.5300 Marketing Collateral
Link to Stork Marketing and Communications resources for additional content on StorkConnect
3.8 Group Communications
The Management Standards in the area of Group Communications provide a framework for all Stork
businesses globally regarding internal and external stakeholder communications (excluding marketing), in
order to ensure a consistent approach on- and offline regarding corporate & regional communications
and stakeholder relation management, internal communications and employee engagement. The Group
communications function is led by the Global group communications manager. Communications business
partners support leadership at regional business-line level.


ST00.051.5100 Corporate Communication
ST00.051.5200 Brand Management
ST00.051.5300 Marketing Collateral
Link to Stork Marketing and Communications resources for additional content on StorkConnect
3.9 Finance
The corporate Finance organization has developed five focus areas to support the Stork business globally
in achieving the strategic objectives of Stork; support the Operating Units and maintain financial health by
keeping control over the financial assets. These focus areas are referred to as the “5 C’s” of Finance:
 Consistent, Predictable and Timely
o First time right
o Be predictable and comprehensive
o Communicate transparent and open on performance and risks
 Comply and Control
o Adhere to the rules (IFRS, company rules, deadlines)
o Full disclosure (no hiding)
o Secure proper governance and strict control
 Complexity Reduction
o Drive Uniformity
o Strive for Simplicity
o Be effective and efficient

 Cash Focused
o Drive Uniformity
 Commit and Add Value
o Drive Uniformity
The Finance Management Standards are developed to support the Finance organization in working in line
with the 5 C’s.

ST00.705.1000 Group Accounting Manual Stork
ST00.717.1000 Financial Reporting
ST00.717.1010 STS Corporate Language
ST00.717.1100 New Award Booking Process
ST00.709.1000 Treasury
Link to Stork Finance resources for additional content on StorkConnect
3.10 Human Resources
Stork’s People mission, vision and strategy is: We attract, develop, inspire and retain skilled, competent
and customer focused people, who are empowered to take the right decisions and act as one-team in an
environment of continuous improvement. HR as a functional role supports the organization in achieving
these goals.
3.10.1 Organizational structure
The Group Vice President HR is responsible for overall HR and is part of Stork’s Global Management Team
and the EMT. The directors of the global departments Compensation and Benefits, Learning and
Development and the HR directors of each business line report directly into this role.
The Global HR Leadership team is the platform, where on a Stork global level, decisions are being made
on direction and prioritization of HR. In this platform the Group VP HR and all HR Directors of the business
lines and global HR departments participate.


ST00.600.1000 Performance Management
ST00.600.1100 Competency Management
ST00.600.1200 People Assessment
ST00.600.1300 Talent Development and Employee Potential Review and

Succession Planning
ST00.600.1500 Global Development Programs
ST00.600.1550 I-LEAD
ST00.600.1600 E-Learning
ST00.600.1700 Job description and job grading
ST00.600.1800 Stork Manual Reward
ST00.600.1900 International Assignment Policy within the Stork Company
ST00.600.2000 Exit Survey and Interview
ST00.600.2100 Stork Global Benefit Program
Link to Stork Human Recourses resources for additional content on StorkConnect
3.11 Legal and Compliance
Stork aims to organize all business activities in full compliance with applicable laws, external and internal
regulations and policies. Legal and Compliance will assist in applying and achieving Stork’s strategic
objectives by acting as a business partner whilst protecting the interest of the company and its objectives
by mitigating and managing legal and compliance risks associated with the activities of Stork.
The Legal and Compliance department aims to support managers in their pursuit of full compliance of all
business activities with applicable laws and regulations and has developed a number of (mandatory) policies
and procedures that guide managers in business planning and decision making processes.

ST00.020.1000 Legal and Compliance Risk Management

Link to Stork Legal and Compliance resources for additional content on StorkConnect

Authorization Policy and Global Authorization Matrices

This section describes the use of the Global Authorization Matrix and related Submatrices for each BL for
Stork., The Fluor approval matrix should be consulted when required (Fluor document: 000.717.0121 Fluor
Corp Approval Matrix) because some specific decisions and transactions indicated in the Stork Authorization
Matrices need Fluor approval.
The Global Authorization Matrix is an annex to the Authorization Policy and provides for an approval
framework for material transactions on all levels of the company. The Global Authorization Matrix is
cascaded down to the lower approval levels (for less material transactions) in the organization through
‘Submatrices’ for BL’s regions and some functions. The Submatrices need to be aligned with the Global
Authorization Matrix (and the other way around): if and to the extent a transaction exceeds the levels of
the relevant Submatrix, and therefore is not covered in that Submatrix, automatically needs to be assessed
in accordance with the Global Authorization Matrix.
The Authorization Matrices apply for a great part to the pursuit of (new) business opportunities. However,
they also apply to a lot of other transactions such as employment contracts, (approval for) investments
(CAPEX), (approval for) loans, procurement, expenses, teaming arrangements (partnerships, JV’s),
settlement agreements, appointment of agents and distributors, advisors (consultants, lawyers) and many
more.
The Authorization Policy and matrices are mandatory: every employee needs to act in accordance with the
policy. To the extent that a certain employee is not entitled to enter into a transaction. According to the
Matrices, he must either ask an authorized colleague to execute the transaction or request a power of
attorney from senior authorized management (BL VP, MT, GMT) to execute the transaction. The primary
purposes of the Authorization Policy and related Matrices are to:
 Ensure that we perform work that is within our overall strategies, capabilities and authorities
 Ensure that all Stork employees adhere to (internal) approval procedures before entering into a
transaction with a third party
 Give those individuals who have ultimate management and/or functional responsibility for a business
decision an early opportunity to provide input prior to any transaction being entered into
 Minimize the unintentional acceptance of potentially detrimental risks, terms, conditions, and other
performance requirements
 Incorporate relevant knowledge from previously executed contracts and transactions
 Prevent entering into agreements with clients and other third parties that conflict with company or
group policies and/or objectives and/or would expose the group to undesired risks
 Prevent entering into agreements with clients and other third parties that conflict with agreements
already in place elsewhere in the company
 Provide expectations of supporting documentation required to justify “accept or decline” of ORC or PRC
decisions for pursuing new business
Adherence to the Authorization Matrix is also intended to simplify the process required to make sound
business decisions. Although input from all required approvers is mandatory, the means of communication
with the approvers (e.g., emails, formal meetings, verbal, etc.) and the details of supporting
documentation (e.g., bid/no bids, estimates, schedules, etc.) can vary depending on the size and
complexity of the effort and the required process for each transaction.
For questions regarding approval authority or situations not explicitly covered by the Authorization Matrix,
contact your Business Line legal lead for clarification and/or guidance and/or the Compliance Officer. The
Business Line finance lead is responsible for verifying that all regional activities comply with the
Authorization Matrix.
Approval levels may be adjusted by Stork Group President approval only.
All matrices can be found here: Global Authorization Matrix and related Submatrices for each BL.

Glossary
- AMT – Asset Management Technology
- BD – Business Development
- BL – Business Line
- BRMF - Business Risk Management Framework
- CMMS - Computerized maintenance
management system
- CRG – Corporate Risk Group
- CRM – Customer Relationship Management
- CSP – Continuous Site Presence
- EBIT - Earnings before interest and tax
- EPC – Engineering, Procurement and
Construction
- EPFC - Engineering, Procurement,
Fabrication and Construction
- FM – Fabric Maintenance or Facility
Management
- GTB – Group Tender Board
- HR – Human Resources
- HSE – Health, Safety and Environmental
- IR - Industrial Relations
- JV – Joint Venture
- KPI – Key Performance Indicator
- LP – Large Project
- LS – Lump Sum
- M&A – Merger and Acquisition
- MT – Management Team
- O&M - Operations and Maintenance
- ORC – Opportunity Review Card
- OROA - Operating return on assets
- Outage – see “T/A”
- PEP - Project Execution Plan
- PRC – Proposal Review Card
- PRM – Performance Review Meeting
- PSSR – Process System Safety Review
- QA – Quality Assurance
- QC – Quality Control
- QRC – Qualify Review Card
- RAM - Reliability, Availability &
Maintainability
- RBA - Risk Based Assessment
- RCM - Reliability Centered Maintenance
- RFP – Request for Proposal
- RFQ – Request for Quotation
- Shut-down – see “T/A”
- SOT – Sales, Operations and Technology
- STEP - Stork Turnaround Execution Plan
- STW – Strategy to Win
- T&M – Time & Materials
- T/A – Turnaround
- TA – Teaming Arrangement
- TAR – Turnaround
- TS – Term Sheet
- VP – Vice President
- WBS - Work Breakdown Structure

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Revision 3.

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Revision 3.0, November 2019

Guidelines for use:

Rev Date Comments

1.0 22 Oct 2018 First issue

ST00.000.1000 Classification: Stork General

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Stork Core Values, Policy Statements and Value Proposition 9

Authorization Policy and Global Authorization Matrices 24

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Date: November 2019

ST00.000.1000 Classification: Stork General

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1.1 Stork, a Fluor Company

1.2 Purpose of the SOR Manual

Stork Operating Requirements with

Stand-alone Business Management Systems

Figure 1.1 Stork Operating Principles Pyramid

ST00.000.1000 Classification: Stork General

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1.3 Confidentiality, Control, and Application

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Stork Core Values, Policy Statements and Value Proposition

2.1 Core Values and Policy Statements

2.1.1 Stork Core Values

Excellence We strive to deliver quality fit-for-purpose solutions at unmatched value.

Stork Core Values

2.1.2 Policy Statements

Table 2.1. Stork and Fluor Global Policy Statements

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2.2 Stork Value Proposition

Stork Ambition: Be the industry reference. Every day, everywhere.

Stork Purpose: We are a well-connected, data-informed and diversified organization with a

2.2.1 Stork @ Site

ST00.000.1000 Classification: Stork General

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Stork mainly operates within eight key markets:

2.2.2 Stork Nearby

2.2.3 Stork In The Cloud

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3.1 Health, Safety, and Environment (HSE)

3.1.1 Organisational Structure

 Stork Global Director HSE and Business Line HSE Directors

ST00.000.1000 Classification: Stork General

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 Business Line Vice Presidents and Line Management

3.1.2 Mandatory Requirements

3.2 Sales and Proposal Management

Sales, Operations and Technology (SOT) team

Proposal Management Process

ST00.000.1000 Classification: Stork General

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Figure 1 4-Step sales process