ST00.000.1050 Stork Management Toolbox

Document no. ST00.000.
1050
Revision 6.0, October 2019
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Stork
Management
Toolbox
Document no. ST00.000.1050

Revision 6.0, October 2019
Stork Management Toolbox
Guidelines:
 The hyperlinks to the appendices and other documents can be used in the digital version
 A connection to StorkConnect must be available for the hyperlinks to work
 Any questions or comments regarding the Stork Management Toolbox should be sent via email to
Excellence@stork.com
Approved by Taco de Haan Approved by e-mail Date: 7 October 2019

Reviewed by Jim McQueenie Approved by e-mail Date: 7 October 2019
Peter Vinke/
Prepared by Date: 3 October 2019
Stijn Hillenius
Revision history
Rev Date Comments

1.0 25 Jan 2018 Publication of Revision 1.0 for January 2018 MT meeting
2.0 8 May 2018 Feedback from regional focal points included
3.0 3 Sep 2018 Alignment with Stork Operating Requirements, best practices added
4.0 22 Oct 2018 Revision for global launch
5.0 18 Dec 2018 See change log for main changes in this revision
6.0 3 Oct 2019 See change log for main changes in this revision
Revision control
Major revisions of this document are to be reviewed and approved by the Stork President and Global
Director Quality Assurance. 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.
ST00.000.1050 Classification: Stork General
Revision 6.0 Uncontrolled when printed or downloaded Page 4 of 56

Colleagues,
It is my pleasure to present to you the latest revision of the Stork Management Toolbox. The toolbox is
designed to be a practical tool that describes “The Stork Way of Working”. We have included valuable
information about Stork and our unique value proposition. It also describes several of our core work
processes and highlights best practices and where to find them. Not only does the document describe our
5 core Values, we also believe having this toolbox emphasizes our commitment to the value of Excellence.
While the Toolbox has been designed to be used by Operations, Sales and Functional management, we
believe the toolbox is of interest to all employees. We also believe it has great value for new employees
as a general introduction to our company. For this reason, all employees with access to SharePoint are able
to access the Stork Management Toolbox via Stork Knowledge Online.
Please read the Stork Management Toolbox carefully. At Stork we are proud of our rich legacy and we are
passionate about our future. Over the past years, we have spent considerable effort to connect our large
and global organization and to stimulate collaboration between the many locations and thousands of
employees. This toolbox is yet another element of our effort to create a collaborative culture that we
believe will make us unique in the market.
Issuing this Toolbox forms part of our commitment to further standardize our work processes, tools and
systems across Stork. In the toolbox you will find our Ambition and Purpose Statements and you will read
about our commitment to being a data conscious organization. “One Way of Working” is essential to extract
value from our wealth of data for the benefit of all our stakeholders.
I hope the Stork Management Toolbox gives you a better understanding of how we work and how we want
to achieve our ambition. In the spirit of being a learning organization, I would invite you to provide
feedback to the owners of this document so we can continue to improve the Stork Management Toolbox.
Best regards, stay safe!
Taco de Haan
Stork President

Navigation Map

Contents
1 Introduction 9
1.1 Stork, a Fluor Company 9
1.2 Purpose of the Stork Management Toolbox (SMT) 9
1.3 Stork Operating Requirements 9
1.4 Using the Toolbox 10
1.5 Confidentiality, Control, and Application 11
2 Stork Core Values, Policy Statements and Value Proposition 12

2.1 Core Values and Policy Statements 12
2.2 Stork Value Proposition 13
3 Stork Structure and Management Team 15

3.1 Context 15
3.2 Stork Organizational Structure 15
3.3 Operation Centers 17
3.4 Stork Management Team 19
4 Stork Products and Services 20

4.1 Context 20
4.2 Stork Products and Service Model 20
4.3 Stork Services 21
4.4 Stork Solutions 22
4.5 Stork Capabilities 23
5 Stork Services 24
5.1 Maintenance 24
5.2 Turnarounds 26
5.3 Construction 28
6 Sales and Proposal Management 30

6.1 Personnel 30
6.2 Proposal Management Process 31
6.3 Sales Reporting 33
6.4 Teaming arrangements (TA) 33
6.5 Client Review Process 34
6.6 Reporting Systems 34
6.7 Key Account Approach 34
7 Knowledge Management 35
7.1 Subject Matter Expert 35

7.2 Knowledge Communities 37

7.3 Knowledge Online 37
8 Innovation @ Stork 40
8.1 What is innovation? 40
8.2 Innovation Program 40
8.3 Innovation Organization 42
9 Functional Support 43
9.1 Health, Safety, and Environment (HSE) 43
9.2 Risk Management 44
9.3 Project and Contract Controls 47
9.4 Quality Assurance (QA) and Continuous Performance Improvement (CPI) 48
9.5 Finance 49
9.6 Procurement and Supply Chain 50
9.7 Marketing and Communication 51
9.8 Human Resources 52
9.9 Legal and Compliance 52
9.10 IT 52
10 Authorization Policy and Global Authorization Matrices 54
11 Glossary 55

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1 Introduction
1.1 Stork, a Fluor Company
In March 2016 Fluor acquired Stork. The acquisition of Stork was consistent with Fluor’s goal to further
enhance their integrated solutions capabilities in order to increase the value delivered to their clients and
shareholders. The acquisition also supports Stork's strategy and business plan to realize additional growth
based on a strong market position in the various geographical markets. Collectively, Stork and Fluor strive
to become a market leader in providing integrated operations, maintenance, modifications and asset
integrity solutions. As part of the acquisition, the Fluor Operations and Maintenance (O&M) business have
been integrated in the Stork Group of businesses.
1.2 Purpose of the Stork Management Toolbox (SMT)

The Stork Management Toolbox (SMT) gives guidance to the “The Stork Way of Working” and describes how
we want to achieve our ambition. The Toolbox does not contain any mandatory requirements, but describes
the core work processes, best-practices, systems and activities for all Stork operations. The Toolbox can
be found on KOL and is yet another element of our effort to create a collaborative culture that we believe
will make us unique in the market.
The Toolbox supports all phases of work from opportunity pursuit to execution and close out of contracts.
The content of this toolbox applies to all Stork Business Lines (section 3.2) for all executed activities
(section 4). This includes various global business entities as well as the growing number of projects
executed by joint ventures and teaming relationships (section 6.4).
Stork has a vast amount of very valuable knowledge around the globe. Sharing this knowledge is critical
and part of our commitment to further standardize our work processes, tools and systems across Stork.
1.3 Stork Operating Requirements

The Stork Operating Requirements (SOR) is the set of mandatory requirements for all global Business Lines
and Functions within Stork and are summarized in the Stork Operating Requirements Manual. The SOR is
not yet formally rolled out and will be issued in the second half of 2019.
The Stork Operating Requirements, Business Management Systems together with the Stork Vision and Policy
Statements form our Operating Principles and are structured as shown in Figure 1.1.
Note: The Stork Operating Requirements are valid globally, whereas the more detailed working procedures,
documented in the different Business Line Management Systems, are not.

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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
1.4 Using the Toolbox

The Toolbox has been structured to make it suitable for different requirements, and includes the following:
• Stork Core Values, Policy Statements and Value Proposition (Section 2): Describes the foundation on
which Stork is built.
• Stork Structure and Management Team (Section 3): Describes the organizational structure of Stork
and its Senior Management Team structure and responsibilities.
• Stork Products and Services Overview (Section 4): Provides an overview of the products and services
Stork is offering.
• Stork Services (section 5): Gives an in-depth explanation of three Services and the various execution
models. A description of each model and the related scope of work is provided to help guide the user
of the Toolbox to the appropriate supporting tools and reference materials.
• Sales and Proposal Management (Section 6): Describes the work process that sales, proposal, and
project teams typically follow to win contracts.
• Knowledge Management (Section 7): Describes the Knowledge Management structure and platform of
Stork.
• Innovation@Stork (Section 8): Describes the innovation approach of Stork by to looking for and
exploring new ways to improve asset performance, minimize costs, reduce risk, and enhance safety.
• Functional support (Section 9): Provides the guidelines for the functional support groups.
• Authorization Policy and Global Authorization Matrices (Section 10): Itemizes the key business
decisions Stork usually encounters and specifies the approvals necessary for these key decisions.
• Glossary (Section 11): Lists of the abbreviations used in this document.
A single page navigation map that represents the structure of the Toolbox can be found on page 6. The
Navigation map (in the PDF version of the Toolbox) can be used to navigate to different sections by clicking
on the relevant area on the map. By clicking on the ‘Back to Map’ button in the left hand top corner of
each page you will go back to the navigation map.

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1.5 Confidentiality, Control, and Application

All management, supervisors, and senior staff employees should read and understand the principles of this
management toolbox.
The content of this toolbox 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 Management Toolbox document. Individuals identifying
a need to revise or modify the Toolbox should contact the Stork Global Quality Lead by sending an e-mail
to excellence@stork.com.
The latest version of the Management Toolbox is available on the Stork Knowledge Online site 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 document in the Stork
Knowledge Online 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 Toolbox 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 Toolbox is used.
Changes made in this and previous revisions of the Management Toolbox and hyperlinked documents are
tracked in the Change Log.
Note: Sections yet to be written/updated and added to the SMT, are mentioned in the Future Revisions
Tab of the Change Log.

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2 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) support 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 we 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

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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.

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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.
An in-depth explanation of the Stork Service Model can be found in chapter 4.
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.
An in-depth explanation of how Stork is structured as an (global) organization, can be found in chapter 3.
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.
An in-depth explanation of how we manage our knowledge within the Stork organization, can be found in
chapter 7.

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3 Stork Structure and Management Team

The following section describes the organizational structure of Stork, followed by the focus and purpose of
the different parts of the organization and some information on the roles and responsibilities of the MT.
3.1 Context
For the past 2 years the global Stork Management Team has worked together to better understand what
we do, what the market trends are, what our opportunities are, and what ownership by Fluor can do for us
- as well as what is expected from us. This has been captured in the Stork Value Proposition (section 2.2),
which shows what our value proposition towards our Clients is.
As the Management Team reviewed how to improve our delivery to our Clients, make further progress on
realizing our Value Proposition and improve our results, key conditions were identified:
• Simplification & Standardization: We must simplify & standardize how we sell and how we execute
work. This has as much to do with agreeing to standardization, as well as creating a culture of discipline
in execution. It includes how we are organized, who does what, what tools we use, discipline in
following processes and recording data consistently because we understand the short and long term
value of data.
• Delivery alignment: We need to create a better understanding throughout the entire organization about
the specific Services & Products that we currently deliver as Stork. Once understood, we can assess how
to best connect these capabilities towards Client needs, using a single Go-to-Market Sales team. Having
a better overview of our current mix of Services & Products will also allow us to better assess what
future capabilities are needed and invest accordingly.
• Leadership: It is essential that we have a leadership team who commits to working together as One
Team, creating differentiated value proposition that leverages all that Stork (and Fluor) has to offer.
Leaders at Stork understand their role in the larger organization. Stork's P&L resides at VP level, leaders
reporting to the VP have clarity about their specific role and financial responsibilities (Gross Profit,
PGM, Overhead, utilization, etc.).
Clients are expected to constantly demand higher service levels for lower cost. Client behavior is also likely
to result in a demand for services & products that requires a larger and more complex portfolio mix. While
we need to become more knowledgeable and aligned on our current services, we also need to be organized
in a way that makes us ready for this growing complexity and risk, while maintaining agility.
3.2 Stork Organizational Structure
The Stork organization consists of: Regional Business Lines, a Global Business Line, Business Support
Functions and Technical Functions.
3.2.1 Regional and Global Business Lines

Stork has 4 Regional Business Lines that cover global geographies:
• North America
• Latin America
• Europe
• International (UK, ME, Africa, Central Asia and Asia Pacific)
Regional Business Lines will deliver their base O&M services to clients using the following typical models:
• Continuous Site Presence (CSP) – a network of client site based organizations working self-sufficiently
with minimal central management oversight;
• Hub and Spoke - a center in a selected industrial zone supporting site-based-teams.
Regional Business Lines typically all have a Core Asset Service they provide in that region, country or sub
region. In many cases this service makes up the majority of work volume at Client locations and is relatively

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stable in nature. This higher volume type work typically comes with competitive margins and is important
to compensate for the required basic business infrastructure. Around the globe we have recognized the
following three Core Asset Services:
• Scaffolding, Insulation & Painting (Fabric Maintenance)
• Mechanical and Piping Services
• Electrical and Instrumentation Services
The Global Business Line Equipment and Energy Solutions delivers more specialist services and products
which:
a. Can be sold as a standalone business to the market;
b. Is strategically important, because these products and services help to differentiate the Regional
Business Lines in selling their Core Asset Service work.
c. Increases Stork’s overall margin as these specialist services and products typically sell at higher margins.
3.2.2 Business Support Functions

To ensure that we optimize our organization, business support functions (e.g. HSE, Sales, HR, Finance,
Legal, IT) will work with the Regional Business Lines or Product and Service Lines as business partners. A
more in-depth explanation of the Business Support Functions can be found in chapter 9.
The cooperation model between the business support functions and the business follows a matrixed
collaboration model, with clear responsibilities around cost and delivery of services. This approach creates
clarity, is efficient and supports standardization. Each function has a global leader who oversees the
function, as detailed in section 3.4.
3.2.3 Technical Functions

Stork is an organization which delivers technical solutions. Our ability to reach our ambition level is
dependent on recognizing expertise areas and knowledge domains, appointing subject matter experts and
knowledge leaders, being leaders on those domains and ensuring we have a culture across Stork of
connecting with these experts for the benefits of our Clients.
Subject Matter Experts have a deep understanding of a particular material, equipment, service, industry,
function, technology or process. He or she is able and willing to share this expertise. We recognize Subject
Matter Experts in: Delivery, Technical expertise areas and in Support Functions.
Subject Matter Experts in Delivery

These cover our individual delivery types i.e. Plant Operations, Maintenance, Turnarounds, and
Modifications (Construction). Each have an appointed Functional Leader, known as a Key Process Owner.
Operations and Maintenance also makes use of the Asset Management Technology group (who work for both
internal and external clients).
Technical Subject Matter Experts

Technical SME’s are appointed for our key technical expertise areas. They cover expertise areas such as
Condition monitoring, Calibration, Bolting Services, Caisson & Conductor Inspection and Heat Treatment
services. Technical SME’s have a vision on how their domain develops and require continuous growth, due
to the need to keep up with technological developments.
Subject Matter Experts in Support Functions

The functional experts cover functions such as Estimating, Project Controls, QA/QC, Risk and Procurement.
These functions typically have local teams in the Regional Business Lines as well as in individual Service
Lines where required and cover different scopes: small maintenance work orders versus large fixed price
turnarounds. A global leader is appointed for each function, and is known as a Key Process Owner.
Expertise structure
A knowledge domain is a collection of expertise areas related to a particular type of material, equipment,
service, industry, function, technology or process. Subject Matter Areas are separately identifiable
expertise areas within a particular domain. A subject matter area can only be part of a single knowledge
domain. Each expertise area has one or more Experts, covering our global organization. Knowledge domains
are part of a knowledge community. These are organized in our Knowledge Management network.

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3.3 Operation Centers
The purpose to categorize our key locations is many-fold. First of all, by grouping them, they can learn
from each other. Production locations use different management systems and standards versus field
oriented locations. We can also create blueprints of how an Industry Reference Operation Center looks like
and address topics such as space requirements and cost structure. Finally, this allows us to manage growth
of Operation Centers and as a business as a whole.
3.3.1 Stork Production Center

Production Centers 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). Manufacturing Excellence principles are applied to run this type of Center which is distinctly
different from maintenance or construction excellence. These Centers deliver products for the world or
agreed regions. In some cases, the manufacturing capabilities will also be used to create internal products,
such as piping spool pieces. A Production Center, when located in an Industrial Zone, could also be (part
of) a Service Center or Solution Center (see below).
3.3.2 Stork Support Center

Support Centers are typically offices that supports a number of local site services (client) locations, housing
only limited administrative / financial / HR support. It can also be the location from where the CSP delivery
model (section 5.1) is managed and in some cases might have a small warehouse. It does not house Service
Lines and the footprint is small and it is recognized that a Support Center might be discontinued on
completion of the locally delivered contracts.
3.3.3 Stork Service Center

A Service Center is where Stork services, repairs and overhauls discrete equipment categories/types.
Locations can be appointed as Center of Excellence for their specific equipment expertise, e.g. steam
turbines, compressors, pumps or valves. Service centers can serve local, regional or global markets. Their
know-how will be shared globally from this location and will support/drive innovation for their specific
expertise. The management structure, if any, in Service Centers will be very light and will make use of the
Functional Support provided in the region/country.
3.3.4 Stork Solution Center

Solution Centers are the key locations in the industrial dense zones around the world. From this location
we will deliver both core and specialist capabilities under the same roof. We will work under one Stork
brand and commit to having organizational strength in those locations which are highly networked with the
rest of Stork.
A Solution Center will typically have a back office housing all Business Support Functions as well as proposal
capability, conduct basic procurement, and prepare and organize work. They will also typically have a
small “first aid” shop and can house Service Centers such as Valve and Pump repair as well as perform
Inspection in support of daily maintenance. If and when it makes sense, Fluor Engineering could also be
housed in a Solution Center.
3.3.5 Other locations

The guiding principle of our business is other than the above Stork Centers, everything else should be at
Client Sites (CSP). These site-based-teams can have different shapes and forms, typically as per the demand
of the Client. Some will be integrated using the Client offices and shops or other some cases we will have
to set up a site specific solution. The Client requirements will be assessed during the bidding phase and
optimization of Stork’s Assets will be reviewed at that time.
In summary the tasks and responsibilities of the different Operation Centers is shown in Figure 3.1.
Applying the above categorization to Stork’s Operation Centers results in the overview shown in Table 3.1
(note: not all locations are shown).

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Stork Production Center X o
Stork Support Center X
Stork Service Center X o
Stork Solution Center o X o X X X X = main focus
Continuous Site Presence X o = optional capabilities
Figure 3.1 Tasks and responsibilities of different Operation Centers
Table 3.1 Stork Operation Centers

Operation Centers Location
Stork Production Center Hengelo, Ithaca, Sneek, Southport
Utrecht, Bogota, Greenville, Sarnia, Mexico City, Lima, Abu
Stork Support Center
Dhabi, Karratha, Kuwait, Saudi Arabia, Qatar, Neiva
Almere, Regensburg, Essen, Rotterdam (Gears), Singapore,
Stork Service Center
Leuna
Aberdeen, Houston, Chicago, Rotterdam, Elsloo, Groningen,
Stork Solution Center
Antwerp, Port of Spain (T&T)
Figure 3.2 below depicts how locations can mature from one to another.
Figure 3.2 Stork Delivery Ecosystem

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3.4 Stork Management Team

This section describes the Stork Management Team and their main responsibilities. The organization chart
of the MT is illustrated in below. Organization charts for each of the Business Line Management Teams and
functional organizations can be found here: Organization Charts. For the next level organization charts
within a Business Lines, details are available within the respective Business Lines.
3.4.1 President
The President is responsible and accountable for the overall strategy and performance of Stork including
all Stork business lines and related business entities.
3.4.2 Vice Presidents (VP)

VP Group Finance - The VP Group Finance is responsible and accountable for the financial management of
the Stork group.
VP Business Development and Strategy - The VP BD and Strategy reports to the President of Stork and is
primarily responsible for sales, proposal management and strategy development of the Stork Group.
VP Business Line - The VP Business Line reports to the President of Stork and is primary responsible for
defining and implementing the business line strategy in line with Stork Group objectives and is accountable
for the safety, quality and financial performance of its businesses.
VP Human Resources - The VP HR develops the Group Human Resources strategy, policies and plans in line
with Group Business targets, execution goals and Fluor corporate HR strategy, applicable to all employee
groups in Stork (salaried, hourly and craft). Ensuring understanding and adaptation in Stork business lines,
leading to HR synergy throughout the group and a framework for all HR activities.
3.4.3 Global Directors

Global Director Quality Assurance - The Global Director Quality Assurance is responsible for setting global
corporate quality standards for all operational and functional activities.
Global Director Asset Management Technology (AMT) - The Global Director AMT has the functional
responsibility over Operations and Maintenance KPO’s. AMT external work (see especially paragraph 4.4)
financially always roles up into a Regional Business Line but the Global Director (and its regional leaders)
have execution accountability.
Global Director Operational Excellence - The Global Director Operational Excellence has the functional
responsibility over several functional KPO's; Modification & Turnarounds but also Estimating & Project
Controls. Next to this, he/she sets Stork's Automation, Digitalization and Knowledge Management strategies
and works with the Management Team to implement these across the businesses.
Global Director Health, Safety, and Environmental (HSE) - The Global Director HSE is responsible and
accountable for the functional management of HSE at Stork and the development and implementation of
Stork’s HSE strategy through strategic partnership with the Stork Management Team.
General Counsel - The General Counsel is responsible and accountable for the quality, availability, and
cost effectiveness of legal services, corporate housekeeping, compliance, real estate department and
insurance department.
Global Director Risk Management - The Global Director Risk Management reports to the President and
develops the risk principles in line with the Fluor risk policies. He/she develops the Stork risk appetite
framework in line with the Stork Group Management requirements. The Global Director Risk Management
is the chairman of the Global Tender Board (GTB) and member of the Stork Risk Committee
A detailed description of the responsibilities of the members of the Stork Management Team can be found
in the link below:
ST00.600.2200 Stork Management Team

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4 Stork Products and Services

4.1 Context
With the intention to structurally and sustainably improve our business results, the Management Team has
identified ‘Delivery Alignment’ as one of three critical conditions to be met by the organization (section
3.1). To have a better understanding throughout the entire organization about the specific Products &
Services (P&S) that we currently deliver as Stork, it is of utmost importance to align the terminology we
use for Stork’s P&S around the world. Therefore, a new P&S wheel graphic has been designed, which is
more self-explanatory, with a consistent P&S split/structure, defining our ‘Core Terminology’.
By aligning our terminology, we avoid internal confusion by calling things by a variety of names, missing
opportunities internally (Fluor) and externally (clients) by drowning them with details on things they don’t
care about and frequently changing terms to the point that things start to blur.
With the new ‘Stork’s Products & Service Wheel’ (Figure 4.1), we standardized terminology that can be
used for Internal training purposes (“This is what Stork can do”), Strategic planning purposes (“These are
the new services we’ll do in region X”) and Marketing purposes (“This is what Stork can do”).
4.2 Stork Products and Service Model
The Client Asset – throughout its whole lifecycle – lies at the heart of everything we do at Stork (Figure
4.1). Stork ensures that we keep industrial facilities running, allowing them to efficiently, sustainably and
safely support the world’s growing prosperity. We distinguish three ‘Offer Levels’ described in the following
sections (from inside out): Stork Services, Stork Solutions and Stork Capabilities. Through the integrated
delivery of our services and solutions, Stork is capable to increase the competitive advantage of our clients.
Figure 4.1 Stork’s Products & Service Wheel

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4.3 Stork Services
Stork can take full responsibility with regard to planning, scheduling and supervision of the work. In
providing these services, Stork unburdens the client by applying its industry proven work processes and
supporting automation tools. Stork provides four Services, each described in the following sections.
4.3.1 Operations & Maintenance

Operations
Stork teams are well trained and ready to take on daily operations of facilities, including facility
management, planning and control whilst delivering safe, reliable and predictable output. From handling
feedstock, manufacturing and production processes, to product storage, packaging and shipping, we take
care of the day-to-day operations. Our Operations service include:
 Safety Management
 Mobilization, staffing, training and orientation
 Inventory Management
 Quality and Control
 Environmental Services
 Management and Administration
 Planning and Supervision
 Engineering and Procurement
 Logistics
Maintenance
Stork provides a comprehensive maintenance service portfolio across most industry sectors. Our services
can be provided on a standalone basis as well as in an integrated manner. Stork performs world-class on-
site maintenance services by making use of multi-skilled craft personnel, helping minimize risks and lower
overall maintenance costs without compromising on safety. In select industrial dense zones, Stork also has
its own workshops to be cost effective in executing off-site maintenance-related work for surrounding
clients. Our maintenance service include:
 Mechanical and Piping
 Scaffolding, insulation & painting (also referred to as Fabric Maintenance in corrosive offshore
environments)
 Electric and Instrumentation
 Inspection
 Equipment repair and overhaul services (e.g. for pumps, valves, and gearboxes)
 Equipment spare-parts management
 Planning and Scheduling expertise with the client’s preferred Computerized Maintenance
Management System (CMMS)
 Specialty-contractor management
An in-depth explanation of our Maintenance Services can be found in section 5.1.
4.3.2 Turnarounds and Modifications

Stork plans, performs, or supports more than 100 turnarounds, outages, shutdowns, modifications and other
project work annually for power generation, oil refining, chemical processing, metals, pulp and paper, and
other industrial clients. Our in-depth expertise in turnaround management minimizes shutdown time and
costs without compromising on safety and quality, while often improving asset performance by concurrently
executing modification scopes. Our Turnarounds and Modifications services include:
 Shutdown scope definition
 Preparation and planning
 Detailed estimating
 Total execution, including all staffing and equipment
 Recommissioning
 Close-out
An in-depth explanation of our Turnarounds services can be found in section 5.2.

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4.3.3 Engineering and Construction

Our integrated engineering and construction capabilities can efficiently upgrade small to medium-sized
greenfield installations as well as brownfield plant modifications, production installations, expand client
facilities and/or keep assets compliant to the latest requirements. Our Engineering and Construction
services include:
 Plant Engineering
 Mechanical, Piping, Electrical and Instrumentation engineering
 Procurement
 Construction Support
 Project Management
An in-depth explanation of our Construction services can be found in section 5.3.
4.3.4 Relocation and Decommissioning
Relocation
Complete relocations of plants and installations can be faster, more sustainable, cheaper and more
predictable than new build. We move what was never meant to be moved. Relocating an installation or a
complete plant may look like an impossible task. Stork, not only makes it possible, we can carry out your
relocation safely, efficiently and cost effectively. All over the world.
Stork has over 20 years’ experience in managing the complete relocation of onshore production facilities.
For each project, our key drivers are to maintain installation integrity throughout the full process while
delivering first-class HSEQ performance at all times. World-class corporations seeking relocation services
benefit from Stork’s PRINCE system, which offers integrated workflow and business process management
for controlled execution of multidisciplinary projects and modifications. PRINCE disciplines include:
 Mechanical & Piping (prefab & field)
 Inspection
 Electrical & Instrumentation
 Steel Structures
 Scaffolding, Insulation & Painting
Decommissioning
Stork is a leading provider of integrated decommissioning support services to the offshore oil and gas
industry. We partner with Operators throughout the three decommissioning phases, from preparing to cease
production to process and utilities separation, specialist cleaning and decontamination to disconnection,
removal and disposal. Our track record in the project management of complex decommissioning projects
ensures we successfully deliver for our clients. Our Decommissioning service include:
 Inspection
 Platform Surveys
 Environmental & Decontamination
 Special Access delivery
 Engineering and consultancy on lifting/transport plans
 Modifications or upgrades for disconnection
4.4 Stork Solutions
If the client has an overall idea of what it wants and is looking for a trusted partner to support them in
their thinking and execution, Stork will pull together an expert team to help determine the right course of
action, and, if requested, will lead and execute mostly on a performance basis.
4.4.1 New Asset Readiness

Stork can accelerate the flawless start-up of a new facility by critically reviewing operating and
maintenance strategies, commissioning and start-up activities, system turn-over schedules, organization
preparedness, employee training, HSE procedures and quality certifications. Our UpFRONTSM operational
readiness tool promotes early implementation of operations and maintenance best practices during EPC
project phases, helping reduce the total cost of ownership and maximizing project life-cycle value. Owners
may elect to use all or a few of the modules, depending on the location, size, and complexity of the facility.

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Our New Asset Readiness solution (UpFrontSM) includes:

 Capacity Plans, Risk and Business Case Analysis
 Operational Readiness Master Planning
 Owner’s Risk and Readiness Reviews
 Life-cycle Design Support
 Maintenance Readiness
 Operations Readiness
 IT Systems Readiness
- Enterprise Resource Planning Readiness
- Data Analytics Readiness
 Organizational Readiness
 Support Readiness
- HSE System Readiness
- Energy and Sustainability Readiness
- Plant Engineering Readiness
- Plant Facility Services Readiness
 Supply Chain Readiness
 Vertical Launch
- Preservation
- Commissioning
4.4.2 Asset Performance Improvement

Stork offers a premium portfolio of professional solutions and proven best practices in asset integrity that
allows us to meet the business drivers and deliver optimum asset performance. We analyze the as-is
maintenance approach at a strategic level, to optimize the maintenance strategy for any type of
production, and deliver cost, schedule and safety benefits. This further unburdens our clients and allows
Stork to bring its full expertise to bear. Our methodology is based on ISO 55000 standards. Our Asset
Performance Improvement include:
 Reliability Centered Maintenance (RCM)
 Risk Based Assessment (RBA)
 Reliability, Availability and Maintainability (RAM) analysis
 Reliability Engineering Support
 Planned/Preventive/Predictive/Prescriptive Maintenance Strategies
 Lean and Performance Based Maintenance programs
 Productivity Improvement program (BestPlantSM) to reduce costs and increase plant productivity
Based on this optimized maintenance approach, i.e. Asset Performance Improvement, we are also uniquely
positioned to execute maintenance according to the optimized maintenance strategy.
4.5 Stork Capabilities
Stork has the full suite of capabilities with tens of thousands of boots-on-the-ground Storkers actually doing
the work, giving us a wealth of knowledge on the latest techniques and on what is actually happening inside
live facilities. Whether it relates to
 Equipment – rotating or static, ranging from in-shop fabrication (e.g. specialty pumps and deaerators)
to onsite equipment repair, …
 Mechanical & piping – ranging from in-shop spool manufacturing (whether steel or plastic) to onsite
welding, heat treatment, bolting & torqueing, …
 Electrical & instrumentation – varying from in-shop manufacturing (e.g. e-cabinet) to onsite cable
pulling, calibration, automation, …
 Scaffolding, insulation & painting – Fabric Maintenance - starting with safe access and the right surface
preparation to the application of insulation, coating, painting, passive fire protection, cladding, …
 Inspection of any of the above – ranging from periodic (advanced) NDT to continuous corrosion
monitoring & condition monitoring, …
Stork has hands-on experience, data and best practices with them all.

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5 Stork Services
In the following sections, the Stork Maintenance, Turnarounds and Outages, and Construction Services are
explained more in depth.
5.1 Maintenance
Base maintenance is comprised of tasks that are generally executed in a short duration to sustain or restore
operations of an asset to its normal level. Base maintenance tasks are usually planned in advance, however
certain tasks are reactive without prior notice. Maintenance tasks are usually planned through the usage
of a Computerized Maintenance Management System (CMMS). Maintenance tasks are often work order
driven with financial linkage back to assets through a Work Breakdown Structure. The majority of the
facilities have on site, multi-craft work crews executing the work(s) and are either sourced directly by the
owner or sub-contracted to service providers like Stork.
Maintenance work performed by Stork is generally executed in one of two ways.

- The first type is On Demand maintenance and is generally purchase order based. The work is either
executed off-site in a shop environment or it can be executed by resources that are brought on site
for the duration of the task to be performed.
- The second type of maintenance is Continuous Site Presence (CSP) and is when a Stork team works
at a client site over prolonged periods of time. Continuous Site Presence maintenance work is
generally work order based. Contracts for CSP work may be evergreen and extend more than five
years in duration. The Stork teams are often required to use the client’s CMMS, email, and
communication systems.
A standard maintenance process is shown in the figure below. The process below is an example because in
different contracts there are different starting points for Stork. When Stork only executes work based on
the preparation of the client we are more to the right side of the process. When Stork is working based on
an integrated approach with the client (or the client has outsourced the maintenance) the starting point
moves to the left part of the process.
Figure 5.1. Example of a standard maintenance process

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Depending on the (maintenance) contract, the execution approach could vary. Three different types of
approaches are identified in the Maintenance Guide document:
1. Resources Only Maintenance which is organized and under supervision of the client
2. Services Based Maintenance which is organized and under supervision by Stork
3. Solutions Based Maintenance which is an integrated organization with the client, while Stork has the
responsibility for organizing and executing the work
5.1.1 Capability based Maintenance

Capability based maintenance is when a client requires craft and/or supervisory personnel to complete
tasks and Stork provides the resources to execute the work. The client provides the planning for the
execution of the work, provides materials and supplies to complete the work, and schedules when work is
to be completed. Capability based maintenance can be either work order or purchase order driven. In many
instances Stork maintenance personnel supplements craft from the client or other contractors. Resources
based work can be done by On Demand teams or Continuous Site Presence teams.
5.1.2 Services Based Maintenance

Services based maintenance includes the elements of capability based maintenance as well as providing
other services such as: having direct contractual responsibility for other contractors (sub-contracting) or
other services like procurement of material and equipment. Service based work can be work order or
purchase order driven. Service based work may require a combination of CSP structures as well as
contracting specialty firms for sporadic On Demand work.
5.1.3 Solutions Based Maintenance

In case of solutions based maintenance Stork is not only required to provide resources and services, but is
also accountable for providing procedures, tools and technologies that drive improvement in the
performance of client’s assets. Performance can be measured in financial terms, e.g. cost of maintenance,
or it can be measured in productivity terms, e.g. Overall Equipment Effectiveness. Solutions based
maintenance often means Stork has full responsibility for all aspects of maintenance, including planning,
and has overall accountability for the reliability of assets.
Solutions based maintenance often has differing contractual terms and commercial structures but typically
will include Key Performance Indicators (KPI’s). Solutions based maintenance often means interfacing with
the client at higher levels and can include monthly or quarterly performance reviews against KPI’s.
5.1.4 Stork Maintenance Execution Plan

The Stork Maintenance Execution Plan is used to communicate the contract and operational requirements
throughout the organization in order to obtain commitment and buy-in. It describes the methods, systems
and responsibilities that will be applied during the maintenance work. Development of a Maintenance
Execution Plan is critical for a successful execution. Interface Manuals as agreed with the client (when
applicable) are used as input for this document. The Stork Maintenance Guide can be used as a basis for
creating a maintenance execution plan. Contract/Project specific details will need to be modified as
appropriate and Stork regional/country QA regulations needs to be added where applicable.
The Stork Maintenance Guide can be found in the link below:
Stork Maintenance Guide
5.1.5 Maintenance Best Practices and Mobilization Checklist

Stork maintains numerous best practices to use as reference for setting up Industry Reference Maintenance
Teams, which can be found in the links below:
Maintenance Best Practices

Maintenance Mobilization Checklist

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5.2 Turnarounds
A turnaround is a specifically funded, scheduled event where the client decommissions an operating
facility, usually for a specified duration, to perform work that cannot be performed while the facility is
operating. “Turnaround” can be abbreviated as either TAR or T/A. It can also be called a “shutdown” or
an “outage” which is normally used in the Power, and Infrastructure Industries. The terminology differs
between industries (e.g. refining, petrochemical, or power).
In most cases, the scope of work performed in a turnaround is maintenance related, but a turnaround could
also include capital project tie-ins, process equipment replacement, and process system modernization.
Depending on the scope and size of the turnarounds, a turnaround can last anywhere from a few days to
months. Turnarounds can be scheduled as much as two to five years in advance because the operating
facility needs to be shutdown to perform the work. The fast-track construction process of a turnaround
minimizes the production losses incurred by the client while the facility is not operational.
A turnaround can be divided into six phases that cover both management and planning activities, from
pre-contract award discussions and strategies to project close-out (refer to figure below). A Project
Manager is responsible for overseeing the overall turnaround for each phase as well as taking an active
role in certain activities. A standard Turnaround workflow is illustrated in the figure below. Each phase
has its own set of work processes and required deliverables.
 Pre-Award Phase: Turnaround Business Development and Strategy

 Phase I: Turnaround (TAR) Project Initiation
 Phase II: Turnaround (TAR) Scope Definition
 Phase III: Turnaround (TAR) Detailed Scope Definition and Planning
 Phase IV: Pre-TAR Execution & Final Preparation
 Phase V: Turnaround (TAR) Execution
 Phase VI: Close-Out
Figure 5.2. Turnaround Work Flow Timeline
5.2.1 Stork Turnaround Manual

The STM includes tools and work processes that have been proven to add value to our standard management
and controls in the successful execution of turnarounds (best practices). The primary intention of the STM
is to provide guidance and reference for the deliverables defined in the phase-check system. The STM
focuses on the basic requirements for successful Turnaround execution. It is intended to be used in
conjunction with other Stork standard Engineering, Project Controls, Construction, and Maintenance Work
Procedures. The combination will enable personnel to fully understand the significance and uniqueness of
turnaround requirements and to initiate the planning steps necessary to support the turnaround scope,
schedule, and all associated responsibilities.
The Stork Turnaround Manual can be found in the link below:
Stork Turnaround Manual

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5.2.2 Stork Turnaround Execution Plan (STEP)

The STEP describes the methods, systems and responsibilities that will be applied to each TAR control
variable. Development of the STEP is critical to the success of the TAR. Many of the decisions made during
the development of the STEP, will serve as the basis for the TAR Execution Schedule. This is a living
document, and it will be updated throughout the TAR life cycle.
The Milestones included in the STEP should be validated by each of the individual disciplines. All TAR
components become part of this document, and goals for the TAR cycle time reduction must be considered
and built into the plan.
All activities completed during the TAR will be coordinated through the TAR Team. The STEP will be used
to communicate needs and requirements throughout the organization of the TAR Team and the Core Team
(Maintenance, Plant Operations, Process Engineering, Design Engineering, and all Main
Contractors/Subcontractors and the Client/Owner) in order to obtain commitments and buy-in.
The Stork Turnaround Execution Plan can be found in the link below:
Stork Turnaround Execution Plan
5.2.3 Stork Turnaround Audit Readiness (STAR)

The primary goal of the STAR reviews is to evaluate whether all of the critical activities and required
documents necessary for the successful execution of the TAR have been identified and prepared. Successful
execution of a TAR is not assured by this process, but proper planning enhances the possibilities for success
and mitigates the risks. It is important to note that the STAR assesses not only whether the deliverables
exist or not, but it also critically assesses the quality of the deliverables themselves.
It is strongly recommended that at least three STAR’s (two of which involve field assessment) are conducted
on a highly complex TAR during its life cycle. While all are critical to the success of a TAR, the initial STAR
is probably the most important, as it will determine if proper attention is being given by both the client
and the Stork team to the necessary planning and work process development activities required for the
TAR.
The Stork Turnaround Audit Readiness Checklist can found in the link below:
Stork Turnaround Audit Readiness Checklist
5.2.4 Turnaround Operating Models

As previously stated, a Turnaround / Shutdown / Outage is a scheduled event, usually funded via non-
OPEX, planned and budgeted months or years in advance of the actual event.
A variety of operating models exists for these events and in many cases is client driven by preferred
methods.
STORK as the Event (TAR) Manager (Overall responsibility)

In this Operating Model Stork has the entire scope of responsibility for the Turnaround (TAR) event. This
will include the planning, contracting, staffing, procurement, potentially engineering, execution and close
out. This platform will require all six phases of the Turnaround life cycle to be controlled and managed by
Stork. In general this platform is seldom utilized by clients/owners since their staff are historically involved
in the early stages of the TAR life cycle, which may occur months or years prior to award of a primary
execution contract.
STORK as the General Contractor (Execution responsibility)

This Operating Model is generally the one used by our clients. Stork’s involvement will occur during the
detailed planning phase and continue through to closeout. This platform requires Stork to develop, in
coordination with a client / owners team, the basic control parameters for the execution and measurement
of the TAR. Involvement in the schedule development and validation, cost estimating, procurement and
resource loading requirements are the basic pre-execution functions required to be completed by Stork.
This platform requires Stork to staff the TAR with experienced planners and control personnel, seasoned
execution management and key supervisor roles in support of the development of the key TAR deliverables.

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STORK as the Area/Plant specific General Contractor (Limited execution responsibility)

As the Area / Plant General Contractor (GC) Stork will be required to perform all the same functions as the
overall GC but will be limited to a specific Area / Plant of the overall Turnaround / Shutdown. Management
of the overall event may be by the Client / Owner or another contractor acting as the overall GC. This
platform requires the additional requirement of coordination with and across multiple management
structures. At present this is the most widely used platform by Stork Clients.
STORK as the Overall Labor Supplier (Resource supply responsibility only)

The Overall labor supply Operating Model is seldom utilized by Stork clients. This platform limits Stork’s
ability to influence the Turnaround / Shutdown outcome. Stork performance is measured solely on the
ability to supply resources (Staff and/or craft) to execute an event planned and developed by the
client/owner or another contractor. This platform would be used primarily if and when Stork has continuous
site presence as an alliance type maintenance services provider. Stork may also enter into a contractual
relationship with a client/owner to only supply execution resources in support of the client/owner planned
turnaround / shutdown events
STORK as a specific Area/Plant or Discipline Labor Supplier (Resource supply responsibility)

Area/plant or discipline specific labor supply Operating Models are generally utilized when Stork has
continuous site presence, usually as an alliance maintenance contractor. This platform greatly limits Stork’s
ability to influence the Turnaround / Shutdown outcome. Stork performance is measured solely on the
ability to supply resources (Staff and/or craft) to execute an event planned and developed by the
client/owner or another contractor. Stork may also enter into a contractual relationship with a
client/owner to only supply execution resources in support of the client/owner planned turnaround /
shutdown events.
STORK as a specialty Contractor (Very limited execution responsibility)

As a specialty services contractor Stork is not involved in any of the traditional Turnaround / Shutdown
phases. Stork will perform a limited scope during the execution phase (bolting, cleaning, rotating
equipment shop work, etc.). This operating model will generally be contractually set up as a purchase
order and executed, tracked and billed on a transactional basis.
5.3 Construction
Stork often has the opportunity to bid on and execute construction work. While in many occasions this work
is part of a longer term relationship or long term contract with a client which includes the provision of
maintenance services, in some case we bid and execute stand-alone construction work. We will bid on this
type of work when we have the capabilities to execute such works and we prefer to do so in an integrated
manner together with Fluor using their EPC capabilities.
Construction work can be executed under many different contractual forms and in several structures: Stork
as sub-contractor to a general contractor, Stork as the General Construction Contractor with partners
and/or with subcontractors. In most instances, as Stork we would prefer to self-perform several services
(Piping and Mechanical, E&I, etc.). While Stork’s focus would be on brownfield / modification type
construction scopes, the nature of construction work and the fairly typical contractual arrangements still
require a very disciplined approach during the bidding and execution phases.
5.3.1 The Stork Construction Procedures Manual (SCPM)

SCPM describes the standard procedures which have been developed to successfully execute on
construction sites. The procedures can be used by the construction team in their daily activities, from
planning to execution and close-out. The information in the SCPM helps the construction team to complete
the works in a timely and efficient manner, and helps them construct facilities that satisfy the Client's
functional requirements as stated in the contract.
The proper startup of a site is probably the most critical aspect of ensuring its future success. One of the
key aspects in this effort is implementing the Baseline Centric (Construction Baseline) execution
principles. The Construction Baseline provides the basis for site definition, control and performance
measurement throughout the life of the site. The Construction Baseline is defined by the following
essential documents:

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 Prime Contract – The version of the contract signed by Stork and the Client, including any
amendments, change orders and a Contract Summary.
 Construction Scope – The written scope of work. Some scopes may also include or reference
to other documents such as process flow diagrams, master equipment list, general
arrangement, electrical one-line drawings, etc.
 Stork Construction Execution Plan (SCEP) – The overall execution plan that defines execution
strategies and methods. It is prepared to outline the strategy and tactics for meeting the
requirements of the prime contract. The SCEP is issued during the proposal phase and then
updated and issued by the site team after construction award. The larger part of the SCEP is
usually developed after construction award.
 Construction Estimate – The estimate of the overall cost to execute the construction, which
forms the cost control base (budget) for the site. It includes the approved Basis of the
Estimate, and any other supporting documents.
 Construction Schedule – The Baseline scheduling effort starts with a Level 1 schedule, which
is a simple picture of the execution intent and serves to keep Stork and the Client apprised of
the overall construction timeline, key events, and status. However, as more detail becomes
available, it must also reflect the parameters of the subordinate schedules (Levels 2 through
4), and staffing plans.
 Risk Assessment – An analysis of site risks, developed using the Business Risk Management
Framework (BRMFSM) process.
 Commercial Baseline – The Commercial Baseline represents the commercial structure for
construction (where and how we make profit).
Preliminary Baseline development occurs during the proposal phase. In the first 30 to 60 days following
contract award, the Construction Manager must ensure the original Construction Baseline is reviewed and
expanded to a level of detail that facilitates effective site control and performance measurement.
After the contract is awarded, the first step is to transfer the knowledge and documentation developed
during the proposal cycle to the construction team. The Sales Lead and Construction Manager are
responsible for conveying key information about the proposal to the construction team to allow for
smooth initiation and planning. A site briefing between the Construction Manager and the Client should
be held shortly after award, this meeting is the first official gathering of the Client and construction
team to meet and review the site in general terms.
The responsibility for setting up and conducting the site briefing rests with the Construction Manager. Other
key site team members may be called upon to provide or present information.
After some preliminary work is completed, the entire Stork construction team meets for an official kick-
off meeting. Only Stork personnel should attend this meeting. The purpose of the internal kick-off /
alignment meeting is to communicate and discuss with the team such items as contractual details,
contracted scope of work, business and execution strategies, and site initiation details. It is also assists
the team to better understand the Client (organization, goals, objectives, etc.).
The Stork construction leadership team, the Client, and any other key external parties review the overall
site and agree on the construction vision and purpose. This meeting is a key element of the Stork Value
Creation process. The following are some of the key outcomes of the session:
 Establishment of a construction vision and purpose statement

 Identification of Key Result Areas (KRAs) and how their achievement will be measured
 Clarification of roles and responsibilities
 Clear understanding of the scope and execution details
The Stork Construction Procedures Manual can found in the link below:
Stork Construction Procedures Manual

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6 Sales and Proposal Management

Stork needs to ensure, in order to have a healthy win-rate, that we are highly selective in which
projects/opportunities to pursue. Being selective ensures we do not waste effort in pursuing non-core
activities, prospects that have too much competition and/or where we do not have “sweet spots”
identified. A clear strategy to win the opportunities needs to be developed to create an offer that is in line
with Client expectations and sets us apart from the competition, resulting into above industry average win-
rates.
To achieve the above, Stork has decided to apply a concept called SOT. This is a highly collaborative
sales/proposal effort between assigned representatives from Sales, Operations and Technology. They
follow a 4 step sales process as described in 6.2.
6.1 Personnel
Although 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)
a fully engaged SOT team is recommended. The SOT team concept is explained in Figure 6.1, and the
responsibilities of each representative within the SOT team is as follows:
 The Sales representative has overall responsibility for the SOT team, focusing on Stork’s
commercial approach and strategy. Sales organizes and leads the Strategy to Win workshops with
participation of other members, and is the focal point to the client. Sales ensures the relevant
SOT team members are identified and he/she works with the BL leader to make the team members
available. The “S” is supported by the Sales Coordinator.
 The Operations representative reviews the scope in detail and develops the execution plan,
including potential partnering / subcontracting strategies, and challenges the estimating team.
The “O” is by default the Proposal Manager role and due to the fact that they are so intimately
involved with execution plan development, they will often transition to the Project Manager after
contract award.
 The Technology representative focuses on the technical solution and related issues and works
with operations to develop the execution strategy. The “T” can be someone from the Asset
Management Technology (AMT) group, but also an SME who can assess the technical options and
select the optimal solution. Often between the O and the T, a differentiated offering is created
for the Client which sets us apart from the competition.
Figure 6.1. SOT team concept

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Note: The SOT team will draw in expertise from other departments such as: Contract Management, Legal
and Risk, Procurement and potential external business partners.
The link below contains an overview of roles and responsibility, with a key focus on the SOT roles:
ST00.051.0110 SOT Team Key Tasks and Responsibilities
6.2 Proposal Management Process
For opportunities with a bid value greater than $ 500k there is a clear and structured 4-step process from
lead to contract. 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 (e.g. for mega/complex
projects). Each phase is explained in the next sections, and a schematic overview is given below.
Figure 6.2. Schematic overview of 4-step sales process (click on the scheme for enlarged version)
6.2.1 Qualify Review (Pursue / No pursue)

The Qualify Review Card (QRC) is the output of the qualify review process and serves to understand
customer needs, the opportunities importance to Stork and identifying possible competitors. The QRC helps
to decide whether Stork should invest time and money in pursuing an opportunity. At the end of the Qualify
phase a “Pursue / No Pursue” decision is taken. When pursuing an opportunity with a bid value of more
than $ 10M, the decision could be made to classify the opportunity as a Large Pursuit (LP) and stipulate
additional attention and monitoring. More information about the special requirements for LPs will be
described in the Develop and Propose phase (section 6.2.2 and 6.2.3).
The QRC template can be found in the link below:
ST00.051.1100 QRC Template
6.2.2 Opportunity Review (Bid / No Bid)

After the pursue decision is made in the “Qualify Phase”, the “Develop Phase” starts. It is essential during
this phase to get the right people on the bid team to ensure an optimal solution is developed.
The Opportunity Review Card (ORC) is the key communication document between senior management and
other stakeholders involved in the sales opportunities communicating the Strategy to Win, key participants

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and decision makers, key actions, and approval requirements. Executive management expect the Sales
Lead to articulate the rationale behind the (non) pursuit decision of a sales opportunity on the ORC form.
Sales opportunities require a completed and approved ORC before significant proposal activities begin.
The ORC template can be found in the link below:
ST00.051.1200 ORC Template

The ORC contains numerous separate fields of which some are mandatory. The ORC should contain the
latest available information and realistic assumptions for executive management to make appropriate
pursuit decisions. A detailed proposal cost estimate is to be established for all proposals requiring $ 5k or
more pursuit cost. The expected proposal cost is a mandatory field in the ORC.
The ORC is a “living” document to be updated as significant new information becomes available. As the
pursuit effort becomes more defined, the ORC should be updated and distributed to all stakeholders. If a
significant change occurs during the pursuit which moves the pursuit to a different approval level, it is the
responsibility of the Bid Team to secure re-approval in order to take the pursuit to the next step.
If possible, solutions should be validated with the client to ensure alignment with the client’s requirements.
At the end of the “Develop Phase”, the ORC is reviewed in the Opportunity Review session in which the
Bid/No Bid decision is made.
The Strategy to Win methodology is used to support the proposed solution. The bid team uses this
methodology to jointly analyze the key issues of the client, turn those into requirements and assess our
and competition’s performance on those items. Based on that analysis the proposal strategy is determined,
which could include decisions on partners / key subcontractors. The link below contains the tools to support
in the Strategy to Win methodology.
ST00.051.1210 Strategy to Win - Assessment Tool
6.2.3 Proposal Review (Go / No Go)

After the Bid decision has been made in the “Develop Phase”, the “Propose Phase” starts and includes (but
not limited to) the following high level steps:
 Draft the final proposal, clearly articulating our solutions as per the ‘Strategy to Win’
 Finalize and review estimate / cost calculation
 Review risk / legal and mitigations
 Determine final commercial price
All key elements are captured in the Proposal Review Card (PRC). If required by the executive management,
a supporting Commercial Review Package is also compiled. At the end of this phase, the PRC is reviewed
in the Proposal Review session in which the Go/No Go decision is made. The bid team is also provided with
clear guidance from executive management within which boundaries/conditions they are allowed to
negotiate.
The PRC package (and Commercial Review Pack if required) should be completed prior to the proposal
review. Participants of the proposal review are in accordance with corporate governance (see Approval
Flows in CRM). If opportunities require Group Tender Board (GTB) approval, the request needs to be at GTB
level before Friday afternoon (CET). The GTB will discuss these opportunities on Monday afternoon (CET).
Additional comments or questions will be shared through CRM.
The PRC template and Commercial Review Pack can be found in the links below:
ST00.051.1300 PRC Template

ST00.051.1310 Commercial Review Pack
6.2.4 Term Sheet (TS)

After submission of the proposal in the “Propose Phase”, the “Negotiate Phase” starts. Sales is allowed to
negotiate the deal with the client within the boundaries / conditions set during the PRC review. In the
event that the proposal is successful and before the final agreement/contract is signed, a TS has to be
issued and approved in accordance with corporate governance. The differences between PRC and Term

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Sheet values and terms has to be explained. After closure of contract and appropriate registration in CRM,
the handover to operations will take place. In case of a loss, the CRM also needs to be updated with lessons
learned for future bids.
The TS template can be found in the link below:
ST00.051.1400 TS Template
6.3 Sales Reporting
When an opportunity has been closed as won in CRM, in that reporting period, the opportunity can be
booked as new award by finance. When the opportunity is a Fluor Legacy item, the Award package must
also be submitted.
Finance is able to retrieve a list of all closed items from CRM or request such a list from their sales
counterpart. The Term Sheet values can be used to book order intake in the reporting period corresponding
to the Term Sheet approval date. The reporting periods are defined by the cut-off dates and requirements
are shown in the Corporate Control calendar and vary annually.
The sales reporting consists of the New Award dashboard and the monthly sales report (both part of the
monthly PRM pack). The New Award Report is due monthly with the deadline at cut-off date plus eight
days. The QCR (Quarterly Commercial Review) is due quarterly, as part of the PRM (Performance Review
Meeting pack)
The New Award Dashboard ensures a consistent approach of reporting commercial sales and financial
information.
6.4 Teaming arrangements (TA)
Whenever the decision is made to team up with another company, the Sales Lead will ensure the
requirements as stated in the following documents are followed:
 Practice 000.100.1500,
 Teaming Arrangement Practice and Checklist, 000.100.1501,
 Teaming Project Setup Checklist, and
 000.340.F0062, Integrated Alignment Framework Checklist
These practices provide the Sales Lead with the corporate guidelines, work process and checklists necessary
for the creation of a TA relationship. In addition, Teaming Arrangements should be reviewed for information
and requirements contained in that document.
In addition to the guidance documents listed above, the Sales Lead, with assistance from the Risk
Representative, must conduct a risk assessment of each teaming partner. The teaming partner assessment
should include consideration of the teaming partner’s ability to perform their portion of the work, their
financial health, ability to provide staffing and resources etc. The teaming partner risk assessment should
be conducted before entering into an Memorandum of Understanding (MOU) with the teaming partner. This
teaming partner assessment is in addition to the project risk assessment.
When the Proposal Team determines a TA is appropriate, The Sales Lead, in coordination with the Risk
Representative conducts a Business Risk Management Framework (BRMF) risk review addressing the risks
associated with the various parties making up the proposed team. Such a review is internal to Stork. The
Sales Manager conducts a BRMF risk review (required on all opportunities) addressing the risks associated
with the project itself. This second review may be conducted in conjunction with all team members.
More information regarding teaming arrangements can be found in the link below:
000.100.1500 Teaming Arrangement Practice and Checklist

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6.5 Client Review Process

The client review process is an interview-based client satisfaction tool to help gather actionable feedback
from our clients. It helps measure the health and quality of client relationships using a standard approach.
This will be done through Face-to-Face engagement between client stakeholders and Stork counterparts.
During these engagements the client is asked to rate our performance on several uniform criteria and to
substantiate those ratings with qualitative input. It can yield valuable insights at the individual and
organizational levels, and is a unique opportunity to listen to our clients.
6.6 Reporting Systems

In order to support sales and business development, and to streamline the sales process, the customer
facing roles need access to proper processes, tools and resources:
Dynamics CRM
Customer Resource Management (CRM) provides an intuitive and integrated support process. All
opportunities and details for bid values greater than $ 500k, are reported in Dynamics CRM.
Power BI
Power BI is a tool used for sales activity management and sales steering and reporting is. Power BI is an
intuitive shell on top of CRM with a live data stream. The dashboard, in Power BI, used for all Sales
Reporting is the “Stork Sales Dashboard”. This dashboard serves as input for all Sales reports including but
not limited to: the Sales PRM section, Won/Loss analysis, Win rates analysis, Pipeline analysis, Sales Team
Management, and Sales Forecasting.
6.7 Key Account Approach

Stork uses the account management process for all group key accounts. All group key accounts will have a
strategic account plan and quarterly global account activity reports. The Key Account Management
document covers selection criteria of the key accounts, the roles and responsibilities of the Group Key
Account Manager and Executive Sponsor, as well as success factors.

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7 Knowledge Management
Stork Knowledge Management has 3 key elements: Subject Matter Experts (SME), Knowledge Communities
and Knowledge Online (KOL). These key initiatives are part of our company’s effort to promote a culture
of knowledge sharing, engaging and empowering our experts. It is also to harness their knowledge for the
benefit of the larger organization. Focus is on building expert networks by promoting SME participation in
global knowledge communities. Experts can share knowledge and get valuable insights from their peers in
other regions.
7.1 Subject Matter Expert
The Subject Matter Expert (SME) Program has been established to recognize, engage and empower experts
within Stork. Subject Matter Experts play an integral role in defining our future, bringing their expertise to
the organization and working together to further develop our knowledge base.
The Subject Matter Expert title is an honour, and it stands for professional excellence. It is granted to
those employees who possess a deep understanding of a particular material, equipment, service, industry,
function, technology or process. SME’s willingly share that expertise with their co-workers, regardless of
location.
SMEs promote Stork Knowledge Management (KM) as a transparent, integral part of their work processes:
making jobs easier and improving results. Each SME strives to provide colleagues with the best solutions
available. In the process, others expand their own personal networks and career opportunities by learning
from the best in their field.
In alignment with our core values of Safety, Client Focus, Teamwork, Excellence and Integrity, SMEs are
pioneers who help to make us the industry reference, every day, everywhere.
Subject Matter Experts and content are organized around Knowledge domains and Subject Matter areas.
A knowledge domain is collection of expertise areas related to a particular type of material,
equipment, service, industry, function, technology or process.
A Subject Matter Area is a separately identifiable expertise area within a particular domain. A subject
matter area can only be part of a single knowledge domain. Examples of this are:
 A “Technique” area, e.g. a Non Destructive Testing (NDT) technique, a safety engineering
technique such as HAZOP.
 A “Competence” area, e.g. HVAC balancing or vibration monitoring.
 A “Skill” area, e.g. Establishing JV’s / partnerships.
 A “Functional” area, e.g. Compensations & Benefits; Estimating, Tax.
Examples of Knowledge Domain/Subject Matter area:
 Knowledge Domain: Monitoring Solutions

- Subject Matter Area: Condition monitoring
 Knowledge Domain: Inspection & NDT Services
- Subject Matter Area: Magnetic Particle Inspection (MPI)
 Knowledge Domain: Finance
- Subject Matter Area: Treasury

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7.1.1 Subject Matter Experts Activities

The following are activities performed by SME:
 Maintain complete and up-to-date Profile in StorkConnect
 Participate in community discussions and the development of their community page on Stork
Knowledge Online
 Participate in the development and validation of standards, practices, technical methods and
work processes of Stork
 Engage other users who may benefit or provide value to discussions or content
 Willingly share expertise
 Actively participate inside Stork Knowledge Online Portal:
o Answer questions within 48 hours, or request other experts if the deadline cannot be met
o Post interesting news, industry insights, success stories, new innovative approaches and
technologies
 Promote use of Stork Knowledge Online among colleagues
 Take opportunities to attend conferences, publish or present (funding for these activities may
be provided by local functional leadership) 
 Take ownership and move expertise / community forward
7.1.2 Deliverables
Subject Matter Experts have a target to publish two Success stories, Project experiences, News articles or
White Papers per year.
7.1.3 Nomination of Subject Matter Experts

SME can be nominated by:
 Their Managers or supervisors
 Other SMEs or colleagues who recognize the right qualities in one of their peers
 The Knowledge Community leadership can identify an SME in different ways, for example:
o A member of the community who is not yet an SME but has shown signs of being a good
candidate
o By actively looking in the regions when a gap in a Subject Matter Area is identified
Employees interested in being considered for the SME title can also talk to their supervisor and request to
be considered for the role.
7.1.4 Subject Matter Expert Characteristics

The following are characteristics of a SME:
 Possess factual and theoretical knowledge: The SME may be formally qualified in this area or
undergo several years of training to master the information needed to perform certain specialized
roles.
 Have the ability to apply information: Able to identify important information and focus on essential
information that will help them solve problems, answer questions, and generate ideas.
 Have good communication skills: Able to speak, read, and write well on their subject(s), and hold
discussions or deliver a presentation when required.
 Are curious and positively critical: A SME requires continuous growth, due to the need to keep up
with technological developments. SMEs must be interested in finding new information and applying
it within the organization.
7.1.5 Benefits
The following are the benefits of being a Stork SME:
 Participation in setting up the "Stork way of working" in your field of expertise together with
the global knowledge community
 Formal recognition from management
 The SME position provides an opportunity to leave your legacy, by passing on knowledge and
expertise to the next generation of Stork employees and future experts.
The Subject Matter Expert overview can be found on Stork Knowledge Online.

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7.2 Knowledge Communities

Building our company’s knowledge base is fundamentally important to our ambition of being the Industry
Reference. Knowledge communities are an essential part of this journey. A knowledge community is an
open network of Stork employees engaging in defined knowledge domains. Communities define the Stork
operating standards. They embody our core values of Excellence, Client Focus, and Teamwork - safely and
with integrity. A variety of communities can be found on Knowledge Online or new ones can be requested
at KOL.
7.2.1 Community Structure

The community structure is as follows:
 Community Core Team: Communities are formed by a core team that include a Community
Sponsor, Community Manager(s), Community key members and Subject Matter Experts. The
community core team is responsible to fill in the charter of the community.
 Community Sponsor: The community sponsor provides the overall vision to the community. The
sponsor's strong leadership is critical to the Knowledge Community’s success in gaining momentum
in the start-up phase.
 Community Manager(s): The Community manager is responsible for the daily management of the
community.
 Community Key member(s): The Key member shows interest in new ways of working. He or she
participates in community discussions, but also in engaging other users who may benefit or provide
value to discussions or content. A community key member can be a subject matter expert.
 Subject Matter Experts: A subject matter expert has a deep understanding of a particular
material, equipment, service, industry, function, technology or process. He or she is able and
willing to share about this expertise.
7.3 Knowledge Online
Stork Knowledge Online (KOL) is the online environment where Subject Matter Expert and Knowledge
Communities come together and interactions take place to make knowledge available to the wider Stork
organization. Communities and SME’s share information in a structured and accessible way, bringing
knowledge to life by connecting people to the source of the content. Stork Knowledge Online is accessible
through StorkConnect (via SharePoint – refer to the image below):
Figure 7.1 Access to Knowledge Online

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On the Knowledge online homepage (Figure 7.2) you can find the following:
1. Overview of Subject Matter Experts
2. Option to Nominate a SME
3. Subject Matter Expert @ Work: SME interviews to get to know them and learn about their expertise
area.
4. Active Knowledge Communities
5. Events: All community events roll up to the homepage
6. Guidelines and Expectations for SME’s and Communities
Figure 7.2. Knowledge Online homepage

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On every community page (Figure 7.3) you can find the following:
1. Welcome message, mission/purpose statement
2. News updates
3. Content
4. Subject Matter Experts
5. Community Yammer: section to ask questions to SME’s and community members
6. Community specific events (these events also roll-up to the homepage of KOL)
Figure 7.3. Risk Management Community Page

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8 Innovation @ Stork
8.1 What is innovation?
Stork’s ambition is to be the industry reference. Every day. Everywhere. As such, Stork is constantly looking
for and exploring new ways to improve asset performance, minimize costs, reduce risk, and enhance safety.
‘New’ could be something totally new to this world, but it could also be new 3rd party tool that is introduced
to Stork. It could even be a tried and tested solution that has been used in a different industry but is new
and value adding to Stork and our clients.
Innovation is not confined to just a new tool (e.g. a novel ‘hammer’), but can also be new software, new
work processes, new services, new products, new materials, new fabrication techniques, new process
technologies, new commercial models, new branding, etc. Innovation can be small but also industry
changing (e.g. predictive maintenance).
8.2 Innovation Program
With that above said, “innovation loves constraint”. To focus Stork resources, the following graphic reflects
Stork’s Innovation program:
Figure 8-1. Graphic representation of Stork’s Innovation program.
8.2.1 Strategic Initiatives

There are many ways that Stork can differentiate in the market, but of these, Stork’s Management Team
has selected “Data and Robotics” as the prime focus as the Management Team believe that this will be
critical to Stork’s success in the market place.
In short, this includes a strong focus on:

 Predictive Maintenance: live data-based decision making (as opposed to e.g. working with
historical averages). This data is ‘external data’, coming from sensors within the client facility
(pressure, temperature, density, …) along with data derived from maintenance logs. This helps us
plan just-in-time maintenance, thereby avoid unplanned downtime and/or unnecessary
maintenance
 Digital Plant: intuitive 3D interface to asset data; this can enhance both work planning efficiency,
but also provide critical insights in case of calamities

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 Stork’s Digital Toolbox: portfolio of applications that support our work processes (e.g. PRINCE for
turnarounds, iBolt for flange management, HOTT app to support hands-on-tool-time analysis, …)
 Robotic Solutions: drones, crawlers, exo-skeletons, wearables etc that help increase productivity,
quality, production speed and/or safety of our workers
Collectively this strategy should enhance both our effectiveness (do the right things) and our efficiency (do
things right), which in turn supports Stork’s ambition.
8.2.2 Business Line Initiatives

While Stork business lines are encouraged to focus their efforts on the corporate theme of data and
robotics, each business line has the freedom to add other initiatives that add value to their specific clients,
thereby allowing them to stay competitive in their respective market. Think here of new equipment (e.g.
hybrid boiler), new manufacturing techniques (e.g. 3D printing), new coatings (e.g. nano coatings), new
scaffolding techniques (e.g. composite), new inspection techniques (e.g. corrosion under supports), etc.
8.2.3 Innovative Culture

Apart from the formal initiatives, it is essential to have an innovative culture within Stork. This helps solve
day-to-day challenges, achieve continuous improvement and, in some cases, can lead to absolute break-
through, bottom-up innovations. An innovative culture is one where everyone is listening, looking, doing
and sharing:
Listen Listen to your Client

Do not be afraid to ask why (5x why), to really understand
what your clients want and check all your assumptions.
Look Be curious!
Look inside Stork for experience and solutions. Look outside
of Stork: 3rd parties, clients, students etc.
Do Add value
That is what Stork is about: actually trying out new things that
could add value to our clients.
Share Share your experience
Share success stories, share things that did not go well, share
the fun that you’re having. It will be contagious!
The following are some specific initiatives that we have to stimulate our innovative culture:
 Hold innovation events (to facilitate “Listen” and “Look”)
- Local brainstorms to identify challenges worth solving and subsequently provide solutions. It
is strongly encouraged to invite key clients to these events.
- Global brainstorms to solve industry challenges (Sustainovation and Innovation Unwrapped)
- Client Reviews are an excellent opportunity to uncover unmet client needs
 Participate in conferences / exhibitions / (on-line) forums (to facilitate “Look”)
- Suppliers & competitors are actively boasting about their capabilities; if you spot something
novel, post it in Knowledge OnLine
 Make Stork experts easily accessible (to facilitate “Look”)
- Subject Matter Experts names can be found in Knowledge Online, along with their contact
details.
- Knowledge Online is an online platform where experts make their knowledge available to the
wider Stork organization and the forum section can be used to post challenges to the whole
community
- Digitally connecting with experts via Skype/WebEx is strongly encouraged
 Encourage cross-fertilization between Stork locations (to facilitate “Look” and “Share”)
- Rotational assignments
- Location visits (Stork hubs and client sites)
- Stork Location Catalogue

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 Create awareness of innovations and capabilities that Stork already has, both internally and
externally (all about “Share”):
- Stork Innovation Catalogue gives an overview of select innovations that we apply within Stork
(link: Stork Innovation Catalogue)
- Stork References gives an overview of recent successes at the project level, but can also
reflect an innovative activity within a completed project
- Stork Experience Events are interactive innovation show case events, presented by Stork
experts from around the globe
- External Webinars are on-line sessions where Stork experts share their knowledge on a
specific topic
- External Conferences where Stork experts share their knowledge via presentations & booths
- External Publications like Stork’s AIM magazine
- Internal Spotlight Calls are periodic internal webinars to share knowledge on a specific topic
- Internal Night Schools / Academy are periodic internal face-to-face sessions to share
knowledge
- Internal Innovation Bulletin Boards / StorkConnect / StorkTV / Innovation Newsletter share
information on physical and digital boards to keep the motivation high at all levels in the
organization
8.3 Innovation Organization
Having a strategy means nothing unless you have an organization that can implement the strategy. At Stork
we believe that innovation happens close to the client and not in isolation at headquarters. While the
above mentioned corporate direction (“Data and Robotics”) is defined top down, the actual initiatives to
support that direction happen at the Business Line level close to the client. This allows rapid prototyping
& implementation, versus trying to create a one-size fits all.
Driving innovation is Stork’s Global Director for Innovation, while the actual supportive initiatives are
identified and funded at the Business Line level. The Business Line Innovation Representative plays a key
role in coordinating these initiatives on behalf of the Business Line VP, as reflected in below graphic.
Figure 8-2 Innovation organization
Each initiative has an initiative lead and is supported by experts. All key initiatives are tracked on Business
Line Innovation and Initiative Lists (I&I List). Stork has an I&I Board to provide central oversight on critical
innovations and strategic initiatives; ensuring that we keep progressing at a significant pace in the right
direction. This board meets once every quarter.

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9 Functional Support
9.1 Health, Safety, and Environment (HSE)
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.
A structured framework is in place to manage the implementation and management of HSE within Stork.
This framework is structured in a way that provides levels of ownership and required implementation for
the different levels.
 Level 1: Global Implementation / Compliance
 Level 2: Regional Implementation / Compliance
 Level 3: Business Line & Function Implementation / Compliance
Document Level Responsibility
Stork Values Level 1 Senior Management Team
HSE Mission and Vision Level 1 Global HSE Director
HSE Policies Level 1 Global HSE
Stork Operating Requirements (HSE) Level 1 Global HSE
Global HSE Management Standards and

Level 1 Global HSE
Forms
Life Saving Rules Level 1 Global HSE
Stork Toolbox (HSE) Level 1 Global HSE
HSE Guidance and Best Practice Level 1 Global HSE
Global Information Management System

Level 1 Global HSE
(GIMS)
Sustainability Performance Indicator
Level 1 Global HSE
Management System (SPIMS)
Regional Procedures and Forms Level 2 Regional HSE
Business Line / Location Procedures, Business Line / Location

Level 3
Forms and Work Instructions HSE
Each Stork business line and function is required to adopt the requirements of the Global HSE Management
Standards within their management system and links to these can be found in the Stork Operating
Requirements.
To assist with the compliance of these standards, and to share best practice throughout the organisation,
links to guidelines, tools and supporting information are provided within this document. Business lines and
functions may choose to adopt other guidance or practices 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 expectations and local
legislation the applicable laws must be met.

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The approval authority for management of change or any request for dispensation relating to any of the
expectations or performance requirements of this standard is the Global Director HSE.
Terms and Definitions

 Guideline – document that recommends at least one method of working to accomplish an objective.
Other methods may be adopted providing the original objective is achieved
 Stork – Refers to Stork and its business lines
 Expectations – Outline mandatory expectations and performance requirements that apply globally
In ST00.653.1000 Health, Safety and Environment (HSE) Expectations each HSE element is described in
more detail, following a consistent structure:
 Title – For the element described
 Expectation – Defining the overall aim to be achieved
 Performance requirements – A list of detailed requirements that define the specific arrangements and
behaviours that must be met to demonstrate compliance. Each uses the term ‘shall’ which means
‘must be done’
Responsibilities
 Stork Global Director HSE and Business Line HSE Directors
o To advise and provide guidance as required to business unit management on current HSE standards
o To assure 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 To recognise that HSE is a line management responsibility and that they are therefore accountable
for HSE for their area of responsibility
o To ensure that Stork policies and standards covering HSE performance and compliance are
implemented and that such implementation is monitored and assured
9.1.1 More information
Link to Stork HSE resources for additional content on Knowledge Online (KOL)
Link to Fluor HSE resources for additional content
9.2 Risk Management
Successful Risk Management over the lifecycle of a project directly improves our bottom line, by reducing
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. It is implemented from the early
identification of a prospect, during the bidding phase, award, execution and the completion of the work.
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:

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Figure 9.1 Business Risk Management Framework process principles
9.2.1 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 (section 6.2.2), 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.
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

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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.
9.2.2 Risk Reviews

Business Group Risk Reviews (Stork Group) and Fluor Corporate Executive Risk Reviews are conducted on a
quarterly 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.
9.2.3 Training
Potential Risk Technicians, Coordinators or Representatives must have experience in accordance to the
Practices BRMF Roles and Responsibilities, and Risk Representative Process and follow a set of mandatory
training courses. 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.
9.2.4 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

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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.
Link to Stork Risk resources for additional content on StorkConnect
9.3 Project and Contract 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 projects, but regardless of the complexity
of a project, this section describes the minimum expectations 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 should 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 Controls 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 Controls 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.
Note: For long term contracts not qualifying for a ‘project definition’, project controls is also
applicable and of great importance.
9.3.1 Organizational Structure

The Project Controls function is a key component of the execution of every project that Stork is involved
in. Each Stork business needs 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 is responsible for, but not limited to, the
following:

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 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.
9.4 Quality Assurance (QA) and Continuous Performance Improvement (CPI)
With Stork’s ambition ‘To be the industry reference. Every day, everywhere.’ the focus on quality and
continuous performance improvement is becoming increasingly important. However it is not always clear
what is meant with the terms quality assurance (QA), quality control (QC), and continuous performance
improvement (CPI). These terms are therefore explained in more detail here.
9.4.1 Quality Assurance (QA)

QA is work process oriented. It is proactive, and it gives assurance that we are doing the right things in
accordance with the agreed project deliverables. QA looks to the future and is a prediction of the expected
future level of product or service quality based on a review of the work processes and how they are being
used or implemented. QA provides assurance that we are doing the right things, meaning that we are
complying with our functional requirements.
QA cannot guarantee the quality of the end product or service. It is an evaluation of the work process. It
gives confidence in the quality of the end product or service based on knowledge and experience. QA does
not cover all aspects of the work; it takes a snapshot at a moment in time of a number of key work
processes. QA does not require the actual product to have been produced at the time of an audit, so any
issues or concerns can usually be corrected before the actual product is completed.
9.4.2 Quality Control (QC)

QC is product oriented. It is reactive, and it is exact. QC verifies that we have done things right. While
quality assurance relates to how a process is performed or how a product is made, quality control is more
the verification or validation aspect of quality management. There are two main types of QC activities:
checking, which is mainly performed during the engineering and design phase of the work, and inspection,
which is performed during the procurement, fabrication and construction phases.
QC validates that we have done things right by comparing the requirements of the product with the actual
product to determine if it complies with the requirements. A product is either right or it is wrong. It either
meets the specifications or it does not. QC requires that some part of the actual product or material be
available for checking or inspection, even if it is only the raw material or partially complete product. By
the time any issues or concerns are identified, at least part of the time, money and other resources required

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to produce the actual product have already been expended. This means that additional time, money or
resources are required to correct any failures. Depending on the level of inspection, this step prevents non-
compliant products going on to the next stage. However, if it is found to be non-compliant with
requirements, rework must be done.
9.4.3 Continuous Performance Improvement (CPI)

CPI is the process of learning from QA and QC to improve. The information gathered from QA and QC is
analyzed to help us understand what activities are going well and where we have opportunities to improve.
The results of these analyses are used to identify ways to improve, such as:
• Providing specific training to relevant individuals within the organization
• Modifying or simplifying our work processes to reduce waste and improve efficiency
• Developing innovative ways of executing our work to reduce cost and improve effectiveness
The Quality and CPI function measures a number of metrics across the business, analyzing trends and using
the data to identify and focus on improvement areas. And, many great ideas come from the people who
work on our projects, including new and improved tools and processes, project experiences and lessons
learned.

The Global Director HSE and QA is responsible for developing the global QA/QC and CPI strategy for Stork.
The Global Quality Lead reports into the Global Director HSE and QA and is responsible for developing and
implementing global standards and is custodian of the Stork Management Toolbox (SMT) and the Stork
Operating Requirements (SOR) that include all the global mandatory requirements for all Stork Business
Lines and Functions. The Global Quality Lead also maintains a global network of BL QA managers. This
network develops and implements dashboards and metrics to measure QA/QC and CPI performance amongst
other things. The QC function is organized within the BL and in many cases reports into operations. They
are closely involved in the execution activities and work together with the BL QA teams.
Although there are global standards that are applicable to all Stork BLs and Functions, quality management
systems and certifications are maintained at the BL or local level. These QMSs will have to comply with
local legislation, certification requirements, and Stork global standards.
9.5 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

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The Finance Management Standards are developed to support the Finance organization in working in line
with the 5 C’s.
Link to Stork Finance resources for additional content on StorkConnect
9.6 Procurement and Supply Chain
Procurement
Procurement is a function of company-authorized personnel chartered with the responsibility of
managing the acquisition of goods and services applying to all operations, functions and projects. The
purpose is to acquire the goods or services against the least total costs, while incurring the lowest
amount of commercial, operational and HSE risks. Procurement performs all the actions necessary to
facilitate and manage the purchase from the time the need is presented, until the procurement process
has been satisfactorily completed.
Figure 9.2. Procurement process
To ensure competitive advantage and control, Procurement shall be involved as early as possible in the
process of requisitioning / calculation in order to maximize the value for Stork and minimize the
commercial risk when selecting suppliers or subcontractors. Complying to a competitive bidding policy or
strategic sourcing process (as described in the supplier selection and contracting Guidelines) is
mandatory. To reduce the likelihood of unauthorized personnel making binding commitments to
suppliers, Procurement is responsible to manage commercial supplier interaction.
All supplier commitments (Framework Agreement, Project Contract, or Purchase Order) must be
approved in accordance with the Delegated Level Of Authority and authorization matrix. Use of
Framework Agreements, generally resulting from a strategic sourcing initiative are mandatory to be used
by the business according to the principle: “comply or explain”.
To ensure safety of our staff, including staff of our customers and suppliers, and warrant the quality of
our services delivered to our customers, Procurement will carry out and maintain a robust supplier
qualification process. This is to ensure suppliers and subcontractors, used by Stork, operate according to
our minimum standards and requirements and comply to relevant Stork & Fluor Policy statements.
A supplier performance management framework establishes guidelines to periodically evaluate the

performance of strategic or business critical suppliers. This is to guarantee performance and contract
compliance and drive for continuous improvement on efficiency, supplier innovation and/or quality of
services.

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Figure 9.3. Procurement operating Model
Procurement’s Authority and Responsibility

Segregation of Duties (SOD) during the procurement process (requesting, approving, buying, receiving,
and paying) is a mandatory business control and management principle. Allowances for modifications to
these SOD requirements that are caused by limited site staffing or other economic considerations may be
authorized by the Procurement Director and Finance Director.
Designated representatives of the Procurement function have the sole authority to engage and close
(Framework) Purchasing Agreements and/or issue Purchase Orders that place a financial commitment
upon the company. A Buyer’s authority to purchase is limited to the level granted by a local Signature
Authority document.
Non-procurement personnel may contact suppliers to obtain technical information and informal costs for
the purpose of project analysis and budget development plans. Non-Procurement members of the
company are not authorized to commit company funds, imply or suggest the award of business, or in any
way create either a “non-competitive” or “favored” environment for any supplier. Meetings with
suppliers where either price negotiations, commercial or contractual terms are discussed are managed or
delegated by Procurement.
Supply Chain
The Supply Chain function is responsible to plan, receive, store, dispatch, transport and handle the
materials. The responsibility of the function could either be in operations or centrally led through
(procurement and) Supply Chain Management.
9.7 Marketing and Communication
The Management Standards in the area of Marketing and Communication provide a framework for all Stork
businesses globally in order to have a consistent approach on- and offline regarding brand management,
corporate communication, regional communication, event presentation and the products and services
portfolio. The Management Standard Monthly Commercial Report ensures a consistent approach of
reporting commercial sales and financial information.

Link to Stork Marketing and Communications resources for additional content on StorkConnect

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9.8 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.

The Group Vice President HR is responsible for overall HR and is member of the Stork MT. 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. The Group VP HR and all HR Directors of the business lines and global
HR departments participate in this platform.
Link to Stork Human Recourses resources for additional content on StorkConnect
9.9 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 policies and
procedures that guide managers in business planning and decision making processes.
Link to Stork Legal and Compliance resources for additional content on StorkConnect
9.10 IT
Stork’s IT is managed as three functional areas (see also Figure 9.4 below):
Figure 9.4. Stork IT structure

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9.10.1 Global Applications

Multi-Region applications that are managed by the global team. Every Global application will have a Service
Owner who is responsible for the following:
 Service Operations that encompasses Incidents, User Access, Requests and Problems.
 Service Transition that covers Changes, Configurations and Releases. For bigger changes Projects
will be defined with associated Project members.
 Service Design that is mainly focused around Service Catalogue and Service Levels
9.10.2 Regional Services

Localized solutions to support the regional product lines. Stork IT Regions mirror the Business organization.
The Regional Teams manage:
 In-Region Applications
 Regional IT Service Desk
Every regional Team will also have Service Operations, Service Transition and Service Design but for a far
more diverse Business Application landscape.
9.10.3 Infrastructure Services

Providing the hardware, user management, and tools to support our applications:
 Defined by the Global team and implemented by the Regional teams.
 Includes IT Operations for monitoring the Availability/Capacity/Continuity of the assets
9.10.4 IT Security
Storks IT Security Program applies to all aspects of IT. Security is built in by design and is verified by
proactive scanning and reporting of known threats and vulnerabilities.
Stork IT provision and maintain IT services in a managed and secure way. To ensure appropriate governance
whilst providing local agility, a mixture of global and regional procedures and controls are in place.
9.10.5 Governance
A structure that defines the roles and responsibilities to maintain and grow the Business Application
underpinned by tools and processes as detailed in Figure 9.5.
Figure 9.5 IT Governance Structure
Link to Stork IT resources for additional content on StorkConnect

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10 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 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.

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11 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
- GC – General Contractor
- 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
- OCF – Operating Cash Flow
- 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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Document no. ST00.000.1050

Approved by Taco de Haan Approved by e-mail Date: 7 October 2019

Rev Date Comments

ST00.000.1050 Classification: Stork General

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Best regards, stay safe!

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2 Stork Core Values, Policy Statements and Value Proposition 12

3 Stork Structure and Management Team 15

4 Stork Products and Services 20

6 Sales and Proposal Management 30

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7.2 Knowledge Communities 37

10 Authorization Policy and Global Authorization Matrices 54

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1.2 Purpose of the Stork Management Toolbox (SMT)

1.3 Stork Operating Requirements

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Policy Statements and

Stork Operating Requirements with mandatory

Stand-alone Business Management Systems

Figure 1.1 Stork Operating Principles Pyramid

1.4 Using the Toolbox

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1.5 Confidentiality, Control, and Application

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2 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

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Stork mainly operates within eight key markets:

An in-depth explanation of the Stork Service Model can be found in chapter 4.

2.2.2 Stork Nearby

2.2.3 Stork In The Cloud

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3 Stork Structure and Management Team

3.2 Stork Organizational Structure

3.2.1 Regional and Global Business Lines

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3.2.2 Business Support Functions

3.2.3 Technical Functions