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BUSINESS NEWS FLUOR SELECTED FOR SKOURIES PROJECT IN GREECE Fluor Corporation announced that it was selected by Hellas Gold Single Member S.A., a wholly- owned subsidiary of Eldorado Gold Corp., to provide engineering, procurement and construction management services for its Skouries gold-copper mining project located within the Halkidiki Peninsula of Greece. “The execution of this project will build on Fluor’s technical expertise in large- scale gold and copper projects,” said Tony Morgan, president of Fluor’s Mining & Metals business. “Fluor is excited to

be a part of this important project that will drive economic development in the region and provide the essential raw materials to support the transition to a more sustainable future.” Fluor’s scope of work includes infrastructure, non-process facilities, process area and tailings filtration. The project is expected to produce, on average, 140,000 ounces of gold and 67 million pounds of copper annually over its initial 20-year mine life. Fluor’s Vancouver office will serve as the lead office for the project with support

from its New Delhi and Calgary offices. Onshore construction management and detailed engineering will be led by Fluor’s office in Greece and executed by a consortium of Greece-based engineering service providers managed on the owner’s behalf. At construction peak, the project is expected to employ up to 800 local construction workers and create 1,400 long-term jobs over the 20-year life of mine. Construction will begin in 2023 with a total project duration for 2.5 to 3 years and the first production expected in the second half of 2025.

project or something you can complete, something you can sign up for, an event you can go to, or even something you can easily fall out of in the day-to-day because, by definition, it is the day-to-day. In that light, maintaining firm culture becomes as simple as asking how we show up for each other day-in and day-out in a way that builds an environment such that both our work and our people can thrive. Admittedly, picturing that in a hybrid world is uncharted territory. Remote work adds elements of chaos to what was previously more defined by boundaries and physical presence. In that sense, hybrid has almost presented a lack of control. This current crossroads shouldn’t be surprising when you consider that lockdown accelerated the dismantling of a work system that has been growing upon itself for a century, so of course we don’t know what to do – but we can question how we’re doing it. We can ask ourselves: What role can our culture play in helping our people feel greater control, not just in their work but in their lives? And how will we move forward as a hybrid workplace that embraces culture rather than one that views it as an add-on? The highest imperative right now is simply getting all employees to share the value that culture is important to their organization. While we don’t know what that looks like in a hybrid world just yet, we have to be willing to go on that journey together. It is essential that we take this opportunity to reset in a way that builds an intentional company culture, one grounded in the realities of a hybrid workplace, and one that recognizes adaptability, while deliberately defining and prioritizing the ways in which people in our organizations want to interact, exist, and behave. Moving forward, our cultures have to be different than they were in March 2020, simply because, as we enter March 2023, we are different. Jodie Quinter, AIA, is an intermediate architect at FXCollaborative Architects LLP. Connect with her on LinkedIn.

JODIE QUINTER , from page 3

The good news about transitioning into a more permanent hybrid format is that we get a reset. A (hopefully) once in a lifetime opportunity as a result of a global pandemic to rethink how we do things, and to change how we come together, how we support each other, and how we work together – in whatever way “together” has come to mean. That is both exciting and hopeful, albeit intimidating. Good leaders will take this moment to embrace these challenges and demonstrate new insight and understanding from the last 33 months, forging a path to the future that looks quite different than a return to “normal.” “We can’t just go back to the way things were and we should stop using that language. That notion fails to acknowledge that the world has fundamentally changed.” While leaders by definition can and should spearhead change, it takes people on all levels of an organization to enact a new way forward. Many of us, leaders included, are just searching for solid ground in a hybrid world and we should acknowledge our shared struggles across all levels. This time of uncertainty and change demands open, honest communication, collaborative troubleshooting, and a firm culture that ardently supports that. By definition, culture is just an umbrella term – a word used to describe the collective behavior of a group of people. There can’t be a separation between our work and our culture, and so we shouldn’t speak of it as an add-on. This idea that culture is something external to how and what we work on every day is simply false. We always have a culture. And each of us participates in it every single day we show up as an employee of an organization. Cultural shift takes time and good culture requires constant energy and attention, because it’s ever present. It’s not a

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