1、2 0 2 2 /I N T E G R A T E D R E P O R T2 0 2 2 /I N T E G R A T E D R E P O R T4TABLE OF CONTENTS01|OVERVIEW CHAIRMAN AND CEO REFLECTIONS 02-05 OUR 2022 YEAR IN REVIEW 06-07 OUR FUTURE-FIT ORGANIZATION 08-11 OUR FUTURE-FIT LEADERSHIP 12-1502|STRATEGY PROGRESS OUR FUTURE-FIT STRATEGIC DIRECTION 16-1

2、7 STRATEGIC PRIORITY#1|BUILDING A HIGH-PERFORMANCE CULTURE WITH PURPOSE 18-23 STRATEGIC PRIORITY#2|DRIVING GROWTH ACROSS THE PORTFOLIO 24-27 STRATEGIC PRIORITY#3|PURSUING FAIR AND BALANCED CONTRACT TERMS 28-29 STRATEGIC PRIORITY#4|REINFORCING FINANCIAL DISCIPLINE 30-31 OUR FUTURE-FIT OUTLOOK 32-3603

3、|FORM 10-K 37 FLUORS SUPPLIER CONNECT EVENT/C A L G A RY,C A N A DAIn 2022,we transitioned from a traditional annual report that focuses on financial performance to that of an integrated report that seeks to provide a balanced account of Fluors financial and non-financial objectives and results.This

4、 approach better aligns to our internal decision-making and integrated management processes.We believe this provides all of our stakeholders with a more holistic overview of our performance and key milestones./THIS YEAR AT FLUOR/CHAIRMAN AND CEO REFLECTIONSA FUTURE-FIT FLUORDear stakeholders,Our 202

5、2 fiscal year required the collective resilience and focus of each member of the global Fluor team.Despite a prolonged pandemic,geopolitical uncertainty,energy price volatility,higher inflation and supply chain disruptions,we persevered in adding value for all our stakeholders.“WE HAVE DEMONSTRATED

6、OUR RESILIENCE,CONTINUED OUR GROWTH TRAJECTORY AND REMAIN STEADFAST IN TAKING ACTION TODAY TO ACHIEVE A FUTURE-FIT FLUOR.”DAVID E.CONSTABLE/CHAIRMAN AND CHIEF EXECUTIVE OFFICER32 0 2 2 I N T E G R AT E D R E P O R T03|F O RM 10-K02|S T R AT EGY PRO GRE S S01|OV ERV I E WOur future-fit approachFuture