01b. Jan 30 Aberdeen TechnipFMC_ Train-the-Trainer_Jan30

TechnipFMC Q1 2023 Making the Safe Choice February 2023

Emergency Response & Housekeeping • No Scheduled Drills – Listen for alarm systems & Announcements in a real event • Breaks provided throughout the day (return promptly) • Lunch timing • End-of-day timing • Cell phones on vibrate; put away • Actively Listen and Participate • Provide Feedback Having fun! 2

Agenda 1. Introduction to Making the Safe Choice 2. Decision-Making Styles 3. Bias in the Workplace 4. Fast & Slow Thinking 5. Present Motivation 6. A Day of Making Safe Choices 7. My Personal Safety Action Plan 3

Embarking on the Safe Choice Journey Course Preparation 1 day Course Coaching Coaching Coaching Session 1 Session 2 Session 3 (30-Days*) (60-Days*) (90-Days*) • Pre Course Awareness of the Key Safe • Goal Setting & • Practicing & • Share progress Communication Choice Concepts Practice Safe • Decision Making Styles Choice Reset on goals with • DMS Survey • BIAS Concepts • Fast/Slow Thinking Goals colleagues • Present Motivation • Day of Safe Choices *Timelines to be adjusted based on rotation 4

Firstly, tell us about yourself… • Name • Role • Time in the Industry and with TechnipFMC? • What do you enjoy the most in life? • Why do you work safely? 5

On your table, you will see… Safe Choice Passport Personal Safe Choice Report 6

Meet Your Passport… Why do you work safely? Complete Pages 1, and 6 & 7 of the Safe Choice Passport Passport Pages 1, 6 & 77

QHSES Policy & Program Relationships HSES Brand Identity: Formula for success: Principles: Specific scope / programs: 9 Life Saving Rules Policy: • SIFP • DROPs • Hand and Finger Prevention Program • SIF Management • ISO • LSR • etc. etc. Quality Brand Identity: Formula for success: Principles: Specific scope / programs: 6 Quality Principles Policy: • API/ISO • Lean Leadership Coaching • Business Excellence • Lean • Quality Alerts • QIPP • Culture Maturity Assessments (CMA) • etc. etc. 10

Pulse Impact Quality & Making the Safe Choice Out of the 20 SIF YTD August 2022, half are highly dependent on level 2 control levels – Red zone / Line of Fire / Procedures / Lock out Tag out Desire: Engineering or higher controls (SIF/ SIFP) with a focus on corrective actions of level 3 or higher. Challenge: Contributing or controlling factors are Behaviors / Unsafe choices in Level 2. There are still risks and exposures we mitigate with: 1. Human Performance – Behaviors and Choices 2. Situational Awareness – Decision biases 11

The Safety Journey… Reflecting on the great strides in performance over the past four decades Regulations and Standards • The last 40 years have seen a dramatic reduction in people getting hurt Management Systems through implementing systems, processes, training, and procedures. PEOPLE HURT • These are ‘Outside In’ processes and have essentially been about ‘telling people’, which works to a certain degree, but we have reached a plateau. • The next level of performance is ‘Inside Out’ – helping people understand their thinking and how they make decisions – because you take your brain everywhere Behavior Based Safety Human Performance Culture Risk Tolerance TIME 12

Human Performance Embedded into Our Focus Areas Focused Risk Identification & Discussions Utilizing Triggers and Interrupters Safe Choice Underpins Existing Knowledge with New Concepts 13

Human Performance Embedded into Client Focus Areas Focused Risk Identification & Discussions with Client Tools Triggers and Interrupters Safe Choice Underpins Existing Knowledge with New Concepts 14

People: The Most Important Safeguard Process Safety Event Model (sometimes referred to as the “Swiss Cheese model”) Operational Hazards Human Factors • Lifting & Rigging • Line of Fire • Contained Energy • Uncontrolled Moves • Dropped Objects • Hand and Finger Systemized Daily Hazard Analysis 15

IOGP Human Performance Principles IOGP advocate for the following five Human Performance principles as the key pillars needed to achieve this vision, namely:  Error is normal  Blame fixes nothing  Context drives behaviour  Learning is vital  How you respond matters 17

IOGP Human Performance Principles IOGP advocate for the following five Human Performance principles as the key pillars needed to achieve this vision, namely:  Error is normal  Blame fixes nothing  Context drives behaviour  Learning is vital  How you respond matters 18

Transformation begins with decision making Links the ‘Why?’ to everything else… systems, tools, processes Risk Tolerance? Human Performance? Unconscious Bias? Lead to better safety conversations and BBS? learning & help us move us Personality? Decision Making towards making everyday a Hierarchy of Controls? TechnipFMC Safe Day Present Motivation? DROPS? SIFP? JSA/HRA? 19

Recognize this…? Parietal Lobe Frontal Lobe Occipital Lobe Temporal Lobe Cerebellum Spinal Cord 20

Decisions and Consequences… How do we ensure that these decisions 600 are made safely? 2,000 – 3,000 20,000 – 50,000 Injury Potential Decisions? Decisions? Thoughts? 21

Decision-Making Styles (DMS) High Tolerance for Uncertainty Analytical Conceptual Behavioral Med Directive Low MEDIUM LOW MEDIUM HIGH HIGH TASK FOCUSED PEOPLE FOCUSED Task vs People Orientation 22

Any questions about today’s plan? 23

Coffee Break – 10 mins 24

Decision-Making Styles & the Six Steps of Safe Decision-Making High Tolerance for unknown Analytical Conceptual Med Directive Behavioral Low HIGH MEDIUM LOW MEDIUM HIGH Task Focused People Focused 25

What are the characteristics of each style? Strong Affiliation with Data • Analytical Conceptual • Comfortable in the Unknown Seeks Validity within a Process • • Forward Thinking Mindset • Idea Generation Develops Existing Culture • • Outcome Focused Systems & Process Champion • Task & Technical Focus • Directive Behavioral • Emphasis on the Team Structured Planning Mindset • • Stimulating Followers Low Tolerance for Ambiguity • • Asks Questions – Listens well • Solicits Group Feedback Execution Champion • Passport Pages 9 26

Interpreting your Decision-Making Styles results… Three ranges that the combination of styles falls into – Balance / Preference / Strong Preference Balanced People with results in this range tend to be comfortable moving between all four quadrants Analytical Conceptual Preference Directive Behavioral People with styles moving outward on the diagram tend to be most comfortable in their preferred quadrant Strong Preference People with styles moving farther outward on the diagram will generally use their dominant quadrant as the starting point in the decision-making process. 27

Let’s transfer your DMS Results into your Passport… 37% Review your Personal 24% StyleUs™ DMS Report 18% and Transfer your results and your decision-making style into your Passport 21% Passport Pages 8 28

Group Activity… Match the scenario to the DM Styles Tolerance for unknown Analytical Conceptual Focus Area: Directive Behavioral • Break into four groups to practice identifying the correct decision- making style. • Read the card as a team and select the appropriate style that matches that card. • Let’s start with the first four cards… Task vs. People Orientation 29

Group Activity… Match the scenario to the DM Styles - Works well with others - Low tolerance for unknown - Open to suggestions - Efficient, rational, and logical - Concerned abBoeuhtathveioaraclhievements of - Focus on the sDhiorertctteivrme - Quick to make decisions. their team. - Avoids conflict and places importance 1 2 on acceptance by others. - Higher tolerance for unknown. 3 - Broad in their approach and considers all available alternatives - Careful decision-makers - Long-term orCieonntecdeptual - Like to be welAl innafolyrmticeadl - Capable of formulating creative solutions - Thoroughly assess their options and 4 data before making a decision. 30

Now, let’s move on to the next 5 cards… - Acceptable tolerance for the unknown - Good interpersonal skills - Possess low tolerance for the unknown - Places a strong emphasis on the need - InclusiveBdehciasvioionr-malaDkinregcptirvoecess with for timelyDaircetciotnive Analytical need for timely action - In a timely fashion, analyses multiple 6 options and decides on action 5 - Good interpersonal skills - High tolerance for work in the unknown - Possess a high tolerance for the - Adapt to unique situations. unknowCnonceptual Behavioral - CarefulAyneat lcyrteicaatilveCoapnpcreopatcuhaels to - Inclusive decision-making process problem solving - Ability to adjust in unique situations - Considers multiple creative solutions 78 31

Group Activity… Match the scenario to the DM Styles Analytical Conceptual - Respects and uses data 9 - Thinks big picture Behavioral - Good with people - Knows when to make decisions Directive 32

Group Activity… Capture Useful and Potentially Unsafe Behaviors for each Decision-Making Style. • Break into four teams, each representing one of the four decision-making styles. • Each team takes one of the four flip-charts around the room. • Use your DMS StyleUs™ report to think about the following two questions and capture your responses on the flip chart: In your working environment, think about each style in a ‘Strongly Preferenced’ mode: 1. when can the style be useful or beneficial in situations my team or I face? 2. when can the style be risky or potentially lead to unsafe behaviors in situations my team or I face? 33

Tolerance for the Unknown When is Directive Desirable / Risky? Strongly Preferred Directive When is it desirable? • When you need a quick response • Potential emergency scenario​ When is it potentially risky? • Where given the opportunity, you disregard data, options or considerations of others​ • When you are more focused on just getting it done Task-Process vs People-Outcomes Benefits: Great to get into action Risk: Action may be mis-directed Passport Pages 10 34

When is Analytical Desirable / Risky? Tolerance for the Unknown Strongly Preferred Analytical Task-Process vs People-Outcomes When is it desirable? • Stepping back and analysing any changes to a situation • Analysing data to understand problems / Solving Complex Problems When is it potentially risky? • When your data analysis becomes an end and not a means to a better solution​ • When you have all the information required to solve the problem​ & continue to analyse Benefits: Strong analytical skills Risk: Potential to over analyze what they see Passport Pages 11 35

Tolerance for the Unknown When is Conceptual Desirable / Risky? Strongly Preferred Conceptual When is it desirable? • When there are multiple factors in play & creation of options increases likelihood of solution​ Task-Process vs People-Outcomes When is it potentially risky? • When continuing to evaluate more options isn’t practical​ • Looking for an alternative when there is a proven solution that does not need to be changed Benefits: Great to generate ideas & options Risk: Not good at analysing the ideas Passport Pages 12 36

When is Behavioral Desirable / Risky? Tolerance for the Unknown Strongly Preferred Behavioral Task-Process vs People-Outcomes When is it desirable? • Pulling people together • Socialisation & Networking​ • Teamwork​ When is it potentially risky? • Decisions made because they don’t want to upset anyone​ • When focusing on making the decision everyone likes, not necessarily being the right decision Benefits: Great to get everyone aligned Risk: Avoids conflict, which may miss the risk Passport Pages 13 37

Let’s map the Decision-Making Style of this Class… Place a RED dot to represent your predominant style. (highest percentage) Place a YELLOW dot to represent the style you want to develop or experience more. 38

Miracle on the Hudson The Scenario… • The flight takes off from La Guardia Airport in New York City on Jan 15th, 2009 • The flight number and airline are US Airways 1549, and there were 156 People Onboard • Shortly after taking off, both engines were lost, ‘Hit by the Birds’ 39

Miracle on the Hudson The following video shows how Captain Sully worked through a decision-making process to help him make a series of decisions that resulted in a positive outcome. Focus On… 1. What would you expect Captain Sully’s decision-making style to be and why? 2. Did his style remain constant throughout the landing? 3. How can knowledge and insight into your decision-making style inform your approach to making safe choices? Focus on the Decision-Making style instead of the Emergency Response situation. 40

Miracle on the Hudson 41

Miracle on the Hudson Group Conversation… 1. What would you expect Captain Sully’s decision-making style to be and why? 2. Did you think his decision-making style remained constant throughout the landing? 3. How can knowledge and insight into your decision-making style inform your approach to making safe choices? 42

Miracle on the Hudson What data/information is available? What are my instruments telling me? …Analytical Set goal: land the plane …Directive Activate the APU …Conceptual Gathering landing options? Teterboro, LaGuardia, Hudson River …Conceptual “I knew from my safety work, … by looking at my options…” …Analytical “We’re going in the Hudson.” …Directive Asks First Officer: “Any ideas?” …Behavioral 43

Six Steps in Safe Decision-Making Passport Pages 19 44

What are some of the ‘traps’ for each style… Where do you think a style at the extremities may start or get stuck on the six-step journey? Directive They may start at Step 5 – ‘Make the Decision!’ Analytical May get stuck analyzing the situation Conceptual May get stuck in the search for options Behavioral May get stuck at each stage trying to gain consensus (getting everyone’s input) 45

What Six Step ‘tricks’ can be used as remedies… What do you think each decision-making style should do to use the six steps as a remedy? Directive • Go back to step one and look at the situation and work through the six steps Analytical • Focus on what key information you need, and work through the six-step process Conceptual • Rate the alternatives and work with someone good at making decisions Behavioral • Keep focusing on making a good decision, not trying to please people 46

In Summary… Think about an upcoming decision you need to make… • Think about your own style and the different styles you need to engage • Work through the six steps process in coming to the final decision • Write out each step along the way • Don’t forget to reference your Safe Choice Passport! 47

Take 5 Moment: In everything we do, we never compromise on: Stop Work Authority (SWA) Safety | Integrity | Quality | Respect | Sustainability • It’s important for us to pause for a moment and reflect on what we’ve covered in this DMS module. • The SWA allows us to pause or stop a job and survey what is happening around us to ensure the decisions we are about to make for our team are the best possible. • What has changed in this context is that you’ve gained more knowledge about yourself from the DMS Module. • As part of the TechnipFMC team, you are EMPOWERED and OBLIGATED to use the SWA to pause and reflect before moving forward. Passport Pages 48 14-15

Group Activity… Applying the 6-Steps of Safe Decision-Making Dropped Objects / Uncontrolled Moves Case Study 49

Think About… Preventive Safety Tools Risk Assessments Life-Saving Rules Stop Work Authority Management of Change Hierarchy of Controls 50

Dropped Objects / Uncontrolled Moves Case Study Scenario: • You are the leader of a small crew called to an Operators Well Pad to conduct work on 2 wells. • The Company Man is under pressure to get both jobs done asap due to production targets, and Well #2 is underperforming. • Well #1 needs a BPV removed under the pipe ramp of the Unit rigged up over Well #2. • The Company Man asks you to work on both wells simultaneously (SimOps scenario). • Work on Well #1 will be in the Red Zone for the Rig Activity on Well #2. Considerations: Red Incident – Line of Fire • Job requires a safety critical procedure – Life-Saving Rules • Work area is categorized as a Red Zone • You need to work collaboratively with the client 51

Dropped Objects / Uncontrolled Moves Case Study Group Task: Think about how you will approach a conversation with the Company Man about deciding whether to complete the two tasks at once… • Match each of the six cards (describing each action/decision in that scenario) to the correct step in the ‘Six Steps of Safe Decision-making’ process. Red Incident – Line of Fire 52

Linking the Scenario to the Six Steps Work with the client to first check the key relevant information, You evaluate the 3 options identified by the group: including the installation of a lower master valve on one well and 1. Not safe: FST should not work in Red Zone capping the second well as well as the relevant safety procedures 2. Safe: but no plan to address client challenges 3. Safe: and also engages the client in Safe Solution With the client, agree that TechnipFMC safely executing the task is more important than anything else. You decide to work as a You make the decision to run with Option 3. You work with the client team to find the best and safest option to make the area safe. to manage expectations of a safely delivered outcome. With the client, you identify 3 options. You don’t dismiss any of the You review your team’s decision-making processes for lessons and options before you evaluate them all: potential improvements. Your analysis is that you and your team 1. One FST works well under the ramp in the red zone, and the require training to manage those challenging interactions with clients. other FST works on well-two 53 2. Use the Stop Work Authority to prevent the FST from working in the RedZone 3. Use the Stop Work Authority to prevent the FST from working in the RedZone and then work with the client to plan a safe way for the work to be completed.