1. Knowledge Management at Fluor John McQuary Vice President Knowledge Management and Technology Strategies 11-April-2005 John McQuary Vice President Knowledge Management and Technology Strategies 11-April-2005

2. Fluor Corporation z One of world’s largest, publicly owned engineering, procurement, construction, and maintenance services companies z Fluor project services

3. Knowledge Management Business Drivers z Global project execution z Multi-party project execution z Workforce scarcity and mobility z Supply chain integration and collaboration z Competition z Enabling technology

4. Knowledge Management at Fluor z Integrate and leverage the collective intellectual capital of our employees z Provide optimal solutions to our clients z Enhance skill sets of employees z Improve business performance Knowledge OnLine SM The power of people sharing knowledge results in value to our clients

5. Knowledge Community z People sharing information and knowledge z Charter with business aligned objectives z Community Leader is the highest functional authority –Identify and develop functional expertise –Update and maintain global practices, procedures, templates and go-bys –Leverage best practices across offices and business groups –Standardized use of project software tools –Lead online knowledge community to ensure value delivery

6. Work Process Innovation and Integration Project Activity Model (PAM) z Identifies the major project activities z Visual representation of project activities by phase and discipline z Used to facilitate alignment with –Project work groups –Client –Joint venture partners z Knowledge packs support consistent project execution

7. Work Process Innovation and Integration Practice & Procedure Updates z Greater buy-in for Best Practices z Less overhead required to update z Accelerated communication of updates and improvements z Global consistency supports worksharing z Retire and consolidate as appropriate

8. Work Process Innovation and Integration People development Share knowledge and expertise in an effort to constantly improve the overall capabilities of both the employee and the company.

9. Work Process Innovation and Integration Additional Work Processes Lessons learned and TipsEngaging experts

10. Enterprise-wide KM Statistics z 38 knowledge communities z More than 14,000 members in over 100 locations z Recent monthly usage: Home Page Reads Knowledge Download Knowledge Read Knowledge Submit Forum Read Forum Submit 44,60012,30095,500148030,1001430 Time and again we impress our clients with what is truly global reach

11. Knowledge Management Success Stories z One Company's Junk is Another's Treasure One of Fluor clients was trying to stretch their 30- year-old control system for another 15-year service. The company that manufactured the system is no longer in business, and getting old cards repaired is extremely difficult. The site team tried the Control Systems Community Forum. Within 24 hours, they had a contact at another power station with the same equipment that had just issued a reinstrumentation contract and were only too happy to sell off their spares and their old equipment. Ian Gibson Melbourne, Australia

12. Knowledge Management Success Stories z HAZOP Action Resolution We had a three-day turnaround compared to a likely two-week turnaround. Plus, we were able to present a professional "can- do" approach in front of the Client, and had the ability to push for closure on a contentious item with firm recommendations backed by experts. Nick Amott, United Kingdom

13. Knowledge Management Houston Helping Other Offices z Leaking Fired Heater Transfer Line On August 3rd, I posted a discussion forum topic with an urgent response time requirement of August 6th. Within two days, I received responses from Houston, Haarlem and New Delhi with the answers I needed. Client cost of having to flare natural gas estimated at $120,000 per day. The Client now knows about Knowledge OnLine and now asks us to inquire about issues. Tony Dearling Johannesburg

14. Leading the Transformation –Strong people networks are a cornerstone of strong communities of practice –Community leadership has a direct influence on the strength of the community –Critical mass is required before substantial work process improvements are possible –Communities improve business performance through global adoption of best practices, improved work processes, reduced overhead and timely expert solutions Performance in the future depends on it!

15. Copyright © 2005 Fluor Corporation All Rights Reserved None of the material contained herein may be copied or otherwise reproduced, destroyed, loaned, or given away without permission of Fluor Corporation. Any unauthorized copying or other reproduction may result in copyright and/or trade secret law infringement, crimes punishable in both civil and criminal courts