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

Take 5 Moment In everything we do, we never compromise on: Safety | Integrity | Quality | Respect | Sustainability LINE OF FIRE To protect yourself and colleagues… Struck-by Hazards, also known as Striking Hazards, are the most frequent Line of Fire risk Always perform safe-work planning before starting to workers. any job and when the conditions change. Be sure to consider the Line of Fire hazards Struck-by hazards cause injuries by forcible associated with the tasks and put observable contact or impact between a person and an controls in place. object or piece of equipment. These can include flying, falling from overhead, and swinging or rolling objects. Ask yourself... • Is there anything overhead that could fall? • What can I be struck by or strike against? • What can I put in place to prevent it from happening? 104

Group Activity… Fast & Slow Thinking Contained/Stored Energy Case Study 105

Think About… Preventive Safety Tools Risk Assessments Life-Saving Rules Stop Work Authority Management of Change Hierarchy of Controls 106

Contained Energy Case Study Video of the event Scenario: • You and another experienced operator are working together to transfer an umbilical from the tensioner line to the Abandonment & Retrieval (A&R). • It is late in the shift, and the weather conditions are getting poorer by the minute. • Your Supervisor comes by to tell you that he has just left an Operations Meeting with the Client, and they are ready to close off this task to conduct some maintenance activities. • You notice that the line has transferred to the A&R, but there is torsion. You’ve never seen any issues in the past. Chain signaled 107

Contained Energy Case Study Considerations: • Job requires a critical procedure – Life-Saving Rules • Experienced and Competent Employee • Routine task and not outside of the ordinary duties of the operator Video of the event Chain signaled 108

Let’s watch the video of the scenario… 109

Group Activity – Contained / Stored Energy Video of the event Group Task: Think about the following questions as a group and report back Based on what you’ve just seen … • In this situation, what would Fast Thinking have you do next? • In the same situation, what would Slow Thinking have you do next? • What interrupters or tools/techniques can support your next steps? Chain signaled 110

What happens next…… 111

It can happen… Video of the event What happened: • Operator was performing a transfer activity from the Tensioner Line to the A&R, the upper module was open, and the lower module was closed. • Operational Leader advised: ‘I just went to the OPS meeting with the client, and they want us to close off this task as we have a full schedule of maintenance to perform.’ • It was late into the shift, and there were poor weather conditions… ‘OK, let’s get this done before we finish the shift. I don’t want to leave it to the next shift.’ • Operator noticed the line transferred to the A&R; there was a distortion in the line but conducted this procedure many times and continued on. • The torsion in the line caused the chain’s rotation that was installed in the traction head, almost hitting the employee. Chain signaled 112

It can happen… Video of the event What happened (cont.): • Client and supervisors were verbally informed of what happened; however, it was believed to be a Hazard Observation because it was not imagined that there was a potential to affect the employee (the area was isolated). • After checking the event through the cameras, it was confirmed there was potential to hit the worker. The internal investigation identified three findings: 1. Lifting chain kept connected to the traction head during tensioner opening; 2. Pipe spinning during tensioner opening, causing chain rotation; 3. Workers in the line of fire of chain rotation. Chain signaled 113

Reflection Point… How could you use your new knowledge of Fast/Slow Thinking to positively influence your own judgment and decision-making? 114

Any further questions on Slow and Fast Thinking? 115

Coffee Break – 10mins 116

Present Motivation: ‘Switched On’ 117

Present Motivation: ‘Focused / Checked In’ Question: What does it look like to you? In Out • Highly engaged, excited • Disengaged, withdrawn • Energetic • Drop-off in performance • Even tempered • Signs of undue stress • Socially interactive • Frustration / Anger / Temper • Curious, desire to learn, and • Lack of interest, not responsive or responsible responsible • Willingly participates • Unwilling to participate 118

How much time do we spend on Autopilot? 52% 119

Present Motivation: ‘Focused/Checked In’ 100% 100% in the Moment 0% 25% Time Pressures 75% Present Motivation Days Off Plans Level of Distraction 50% Financial Pressures 50% 25% Family Issues 75% 0% 75% 50% 25% 100% 100% 0% Quality of decision-making Passport 120 Pages 21

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Improving Present Motivation Calm • It is essential • Observable • Impacts others Clear • Clarity of thought – experience the quadrants • Clarity of message Committed • Personal investment • Perseverance…see it through Caring • Demonstrating genuine care toward others Passport Pages 22 123

Learning to CLEAR your mind Take 3 deep breaths – in through the nose and out through the mouth. Gently close your eyes • 1st Minute – Listen to your breathing and slow it down • 2nd Minute – Relax from head to toe and back up again • 3rd Minute – Reflect on the things that have been occupying your mind Open your eyes Write each key issue on the post-it notes in front of you (for your eyes only). 124

Learning to CLEAR your mind Mind Sorting: Clearing the mind of distractions. Take the issues you put on the post-it notes and group them under these headings: Right Now… At Next Break… By End of Work When I Get At a Future Today… Home… Moment in Time… Ask yourself….. - “Is there anything that you can’t leave behind now?” 125

Why does this matter? Focus Points Watch the following video and think about the following: - Present Motivation - Fast vs Slow Thinking - Bias 126

Pat’s Story 127

Why does this matter? Discussion Points - How did the level of present motivation play a role in what happened? - How did fast versus slow thinking play into it? - How could bias have played a role in this? 128

Present MotivationKeeping our ‘Head in the Game’ Safety Tools (LSR, 0% Level of Distraction DROPS, TBT, SWA) 25% 100% 50% Supervisors 75% Co-workers 50% 25% Self 75% (4Cs) 0% 100% 75% 50% 25% 100% 0% Quality of decision-making 129

In summary… building Present Motivation Learn to Calm your mind • Take time and take a breath; Step back a moment Learn to Clear your mind through ‘Mind Sorting.’ • Identify & remove distractions Commitment: Having the perseverance to see it through • Yourself – Others – Surroundings Care for yourself and your co-workers • Start a safety conversation 130

Take 5 Moments: In everything we do, we never compromise on: Hand and Finger Injuries Safety | Integrity | Quality | Respect | Sustainability Hand and finger (H&F) injuries consistently trend in our industry. Historically, they make up nearly 50 percent of all safety incidents and close to 60 percent of recordable incidents*. Always: o Analyse all job tasks for H&F injury hazards o Where ever possible, implement measures are top of the Hierarchy of Controls (Elimination, Substitution & Engineering Controls) to address observed H&F Hazards o Only use the right tools and equipment for the job to prevent H&F injuries o Procure and use the right gloves for the tasks to protect your hands and fingers. H&F injury prevention can be a rich source of SIFP projects and an opportunity to exercise our Stop Work Authority (SWA). Passport Pages *International Association of Drilling Contractors 2021 statistics 131 28-29

Group Activity Lifting & Rigging Case Study 132

Think About… Preventive Safety Tools Risk Assessments Life-Saving Rules Stop Work Authority Management of Change Hierarchy of Controls 133

Group Activity – Lifting and Rigging Deck crew members in line of fire Yellow Incident – Lifting Operations / Scenario: Line of Fire • You are part of an experienced vessel crew supporting the installation of a 16” complex sub-sea spool, requiring 134 a large Spool-Spreader Bar (37Ton) • A Critical Lift Plan is required for this operation • Lifting Operations occurring between the Vessel and Barge deck • Vessel movement and personnel positioning (red zone) both need to be considered • There are a few potential distractions: - High-heat day - End of shift is approaching - The crew have been excitedly talking about the Soccer World Cup starting soon

Group Activity – Lifting and Rigging Considerations: • Job requires a complex lift – Life-Saving Rule • You are aware that your crew is not completely in Present Motivation. • Red zone and personnel positioning requirements as spool and spreader bar are prepared for the lift. Deck crew members in line of fire Yellow Incident – Lifting Operations / Line of Fire 135

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Group Activity – Lifting & Rigging Group Task: Think about the following questions as a group and report back • How will you get yourself and the rest of the crew focused and checked in? • What interrupters/tools/techniques can help you in this scenario? • What will you do next? Deck crew members in line of fire Yellow Incident – Lifting Operations / Line of Fire 137

It can happen… Deck crew members in line of fire Yellow Incident – Lifting Operations / What happened: Line of Fire • The crew were working on a vessel within the Middle East and set up alongside a barge in preparation for the subsea 138 deployment of a 16” spool. • Operational Leader advised during the toolbox talk that: - ‘Conditions today will clear out on the deck; however, we will have to deal with soaring temperatures as part of the heatwave. - We have a controlled lift scheduled for today, as we move the spreader bar. - I know we are coming to the end of our rotation as we are looking forward to some downtime but please be mindful during this critical task and take care.’ • At lunch, several of the crew were talking about how much they are missing their families and what they plan to do when they get back. They are all excited about the Soccer World Cup and they want to finish on time to see the game.

It can happen… What happened: • The forward end of the spreader bar landed on deck, and the aft end landed on the spool. ​ • This rotation potential was unforeseen and rigging personnel who were in close proximity were required to move quickly from the ‘Line of Fire.’ • No injuries or damage was sustained, and an investigation commenced. Deck crew members in line of fire Yellow Incident – Lifting Operations / Line of Fire 139

It can happen… The internal investigation identified the following three findings: 1. Hazard not identified – potential for a spreader bar to move once sea-fastenings removed.​ 2. Design not suitable to prevent rotation following sea-fastening removal. 3. Poor operational control - risk perception and personnel positioning and key task hold points not identified. Deck crew members in line of fire Yellow Incident – Lifting Operations / Line of Fire 140

Reflection Point… What are the key factors for improving Present Motivation, and how are you going to use them to protect yourself and others? 141

Any further questions on Present Motivation? 142

Group Activity A Day of Safe Choices Case Study 144

Human Performance Embedded into our Focus Areas Focused Risk Identification & Discussions Using Interrupters Safe Choice Underpins Existing Knowledge with New Concepts 145

A Day of Safe Choices Case Study Drive to Well Site & Begin Your Day End of the Day & Work Execution Shift Handover (During the Day) Work Pause & Return To Activity 146

Situation 1 Drive to Well Site & Begin Your Day Scenario: You head out to your truck to drive to today’s job site. You are End of the Day & Work Execution still rolling over your conversation with your teenage son Shift Handover (During the Day) earlier this morning. You can’t stop worrying that he is making bad choices that will impact him for years to come. Work Pause & Return To Activity Considerations for the start of your day: • Driving to the site seems like a low-risk activity • Shifting from home life to work life with your attention • Lots of opportunities for distractions while driving and when you first get to the site Questions for Self: You know that you need to focus on driving, but it is hard to shake the thoughts and feelings you are having. • What can you do in that moment to look after yourself and shift into present motivation? • What DMS style would be good to manage this type of situation? • What tools or techniques could support your Safe Choices here? 147

Situation 2b Drive to Well Site & Begin Your Day Scenario: A crew has mobilized to the well site to install high-pressure End of the Day & Work Execution choke/kill lines and manifold. After arriving at the site, the Shift Handover (During the Day) team recognized that the wellhead spec/rating doesn’t match the equipment to be installed. Work Pause & Return To Activity Considerations for Work Execution: • Team is highly focused on the task • Group leader is absent • Operating Company is focused on production coming online quickly Questions: • What Decision-Making Style was absent from the job and equipment planning? • How could fast and slow thinking impact decisions during planning? What about at the time of this scenario at the job site? • What tools and decision-making knowledge could help the crew to speak with the operating company about how to move forward in this situation? 148

Situation 3 Drive to Well Site & Begin Your Day Scenario: A team has been working on assembling flanged piping. End of the Day & Work Execution The level of frustration is growing because the team is Shift Handover (During the Day) having difficulty aligning the bolt holes. You notice an individual sticking their finger into the bolt hole to gauge the Work Pause & alignment. You intervene and suggest the team pause and Return To Activity take a break. Considerations for Work Pause & Return To Activity: • Managing scheduled / unscheduled breaks in activity • Safely reinstating work activities Questions: • What tools could be used to stop and pause the work collectively? • What biases could influence the decision to use a finger to gauge alignment, and how could you test the assumptions being made? • When the group resumes the activity, what can be used to ensure everyone is “focused/checked in”? 149

Situation 4 Drive to Well Site & Begin Your Day Scenario: During the job handover, you analyse the current situation End of the Day & Work Execution to your relief. Your co-worker is debating some of the steps Shift Handover (During the Day) used and has proposed using an alternative short-term solution; however, this may cause headaches for you on your next shift. Considerations for Handover: • Human traits (personalities, relationships, etc.) • Alignment on goals/targets Questions: • How can you encourage them to use an alternative decision-making style? • What biases could be at play? • What other knowledge, tools (interrupters) or techniques can be used in this situation? Work Pause & Return To Activity 150

In Summary… • Our Tools and Processes are designed to: - Allow us to take our time, slow down - Address fast thinking, potential biases, or ‘error likely situations’ - Push us towards full Present Motivation • When using Tools and making choices… Move through the Six Steps of Safe Decision-Making • Know your own Decision-Making style and the styles of whom you work with • Ensure your strengths and opportunities are understood 151

Reflection Point… Have you found ways to more effectively use our Safety Tools as interrupters? 152

Any Further Questions about a Day of Safe Choices? 153

My Commitment… My Personal Safety Action Plan 154