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

Dropped Objects / Uncontrolled Moves Case Study Additional Questions for Group Discussion • What other interrupters or tools/techniques can support you? Red Incident – Line of Fire 54

It can happen… What happened: • Three technicians called to the client location to perform service work on two wells. The tasks included installing a lower master valve on one well and removing the bit guide, setting a 7” BPV, and capping the second well. • Client advised: ‘I want one of you to work on well one under the ramp while the other work on well two; we need this done fast.’ • Client also mentioned, ‘We have to meet our production targets for this quarter, due to well two being a total loss, we need this done now and quickly.’ • Senior FST agreed to the client’s approach. • As the tool being pulled from Well #2 was being laid down near the pipe ramp, it separated, and the LHT (~200 lbs.) piece fell over the railing toward Well #1, hitting the rig mat. Red Incident – Line of Fire 55

It can happen… What happened (cont.): • The LHT then projected forward, striking IP’s hardhat, shoulder, and hip, which forced him to the ground. • All work stopped while the investigation and first aid measures were rendered to IP. • No further work was conducted under the pipe ramp until Well #2 work was complete. Internal investigation identified the following findings: 1. Employees were working in a known “red zone” while overhead activities were occurring. 2. Stop Work Authority was not utilized. Red Incident – Line of Fire 56

Reflection Point… Take time to reflect on the decision making styles and six-step process and how these could positively influence your own judgment and decision-making. 57

Any further questions on DMS? 58

Lunch Break – 30mins 59

Exploring Cognitive Biases 60

What is a Cognitive Bias? Cognitive biases influence our thinking and can lead to errors in decisions and judgments. This biased approach to decision-making is largely unintentional and often results in ignoring inconsistent information. Heuristics are mental shortcuts that allow people to solve problems and make judgments quickly and efficiently, which leads to bias. 61

How hardwired do you think our brains are in understanding and changing a Bias? Is changing a Bias as easy as riding a different bike? 62

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Group Discussion You thought you knew how to ride a bike, but one thing changed and made it impossible to ride… • Why do you think riding the bike with the steering reversed is so difficult? • How can you relate this to a working situation at your job location, where one small change in a process can make a big difference (positive or negative)? • How would you assist new teammates who may need to unlearn certain ways of doing things from working at other sites? 65

Universal Truths About Our Brains & Our Biases Our brains make every effort to be efficient because… Too Much Information Not Enough Meaning (So you only notice..) (So you fill in gaps..) • Changes • Patterns • Different, strange or • Easier problems • Our current mindset bizarre things • Benefit of the doubt • Repetition • Confirmation Not Enough Time Not Enough Memory (So you assume..) (So you save space by..) • We’re right • We can do this… • Editing memories down • Finish what you started • Generalizing • Easier is better • Keeping an example • Close enough… • Using external memory 66

Six Common Workplace Biases 1. Outcome Bias 2. Salience Bias 3. Priming Effect 4. Confirmation Bias 5. Attribution Error 6. Anchoring Bias Passport Pages 16-1767

1. Outcome Bias What it is: Judging your decision based on the outcome of previous decisions. Example: “I’ve done it that way before, and nothing has ever happened.” Overcoming it: Take time to reflect on what information you had at the time and if you’d do anything differently. Required Behavior: Understand bias risk. Stop and analyze the situation. Use the safety tools, systems & Six Steps process. How can an Outcomes Bias play a part in your morning toolbox talk & how can we mitigate against it? 68

2. Salience / Availability Bias We are more likely to focus on items that are viewed as important What it is: Individuals are most likely to focus on what’s prominent, topical & salient when making a decision. Example: If everyone is talking about schedule and getting stressed, then everyone will experience this. Overcoming it: Refresh the context and promote a culture of people asking questions to understand the environment. Required Behavior: Supervision to set the correct context. Be calm. Communicate safety messaging – being salient. Why do you think we focus on items or information that are more prominent and ignore those that are not? 69

2. Salience / Availability Bias How might this impact us? Authority Pressure – placing more weight or emphasis on what we perceive as important to leadership Production Pressure – Generally self-imposed drive for production and efficiency, leading to higher risk tolerance, shortcuts 70

S-I-L-K 71

S-H-O-P 72

3. Priming Effect What it is: When some ideas prompt other ideas later on without our conscious awareness. Example: The most recent thing in your memory can incorrectly prime your judgment. Previous simple task, I used a directive style in fast thinking mode to get it done. Overcoming it: Priming can be used in a positive context as well, using techniques that help train our brains to link with positive outcomes. Required Behavior: Re-set to zero after each task using the Six Steps & the Stop Work Authority Give an example of how communication to your team can ‘prime’ them? 73

What’s my rule? 74

What’s my rule? 75

4. Confirmation Bias What it is: Paying more attention to people or ideas that you agree with. Example: “No point doing a risk assessment because it looks the same as yesterday”. Overcoming it: Using the six steps; talk to a diverse range of people before making a decision. Required Behavior: Provide coaching to supervision to ask more open questions and to look for the ‘No’ answer. “Is there a safer way of completing this task?” What is an example when ‘searching for the NO’ is a safer way to go? 76

5. Attribution Error What it is: When people evaluate reasons for their own & others’ behaviors. Example: 'It is the client’s fault again - they are always the problem!’ Overcoming it: Understanding Human factors to explain behaviors and look for system error. Required Behavior: Leadership Accountability. Care for People. Look internally for system gaps or a culture of blame that has been created. As team members, what steps can we take to put ourselves in the other person’s shoes? 77

96% Success Rate 4% Fatality Rate 78

6. Anchoring Bias What it is: When people rely too much on pre-existing information & first data. Example: A ‘Schedule’ value context is anchored by supervision. “You should be done by 4pm”; or “It should take two hours to do.” Overcoming it: Like other biases, the principle can be equally used to influence people in a positive way. Required Behavior: Re-set the context with the team to: “Let’s get it done in a safe manner.” Why do we tend to rely heavily upon the first piece of information we receive? 79

In Summary… Strategies for Overcoming Bias Acknowledge • Biases can impact the quality of our decision-making • Conscious of errors and mistakes that biases introduce Identify • Apply interrupters/safety tools, slow down, stop and think • Analyze data to support your decision • Look for data that disproves your beliefs or assumptions • Align on forward plans – are we acting under any operational pressures? Share • Engage the thoughts of others • Ask open-ended questions 80

Take 5 Moment In everything we do, we never compromise on: Safety | Integrity | Quality | Respect | Sustainability TechnipFMC’s proactive QHSE programs identify potential and existing hazards within our daily activities and provide a process for mitigations to be designed, approved, and implemented.​ Likelihood SIFP is defined as “Any Identified Red Hazard(s) or other Hazards with a Potential Severity rating of 4-Substantial or 5-Catastrophic as per the HSE Severity and Risk Matrix.”​ QIPP is defined as Severity “Quality Incident and Problem Prevention (QIPP) is a proactive process that “Reduce the risk profile” focuses on preventing critical quality issues before they occur. To support the Impact Quality (IQ) Formula for Success, the Prevention 81 Mindset Quality Principle will be put into practice through the QIPP process to mitigate potential major quality incidents and problems..​” Passport Pages 24-25

Group Activity… The Influence of Biases Contained / Stored Energy Case Study 82

Think About… Preventive Safety Tools Risk Assessments Life-Saving Rules Stop Work Authority Management of Change Hierarchy of Controls 83

Group Activity – Contained / Stored Energy Scenario: • You are conducting a 10ksi pressure test of a valve part inside a test cell rated for this pressure. • There is a leak you are having trouble finding. • You have de-pressured the system to fix the leaking valve several times • The test pressure still cannot be reached. • You discuss the option of entering the test cell to pinpoint the actual problem with another operator. Considerations: • Job requires a safety critical procedure – Life-Saving Rules • You and the other operator are qualified and experienced in this procedure. • You know the client is expecting the part to be delivered later today or tomorrow at the latest. Red Incident – Line of Fire 84

Group Activity – Contained / Stored Energy Group Task: Think about the following questions as a group and report back • What biases might you be susceptible to? (refer to Passport for Biases) • What can you do to interrupt your possible bias in this scenario? • What other interrupters or tools/techniques can support your next steps? Red Incident – Line of Fire 85

Outcome… Contained / Stored Energy Biases at Play: • Outcome Bias – Operators may have executed the task in this way before, where all pressure had discharged safely, and no contained energy existed, which led to a false sense of security - luck. • Priming Bias – Due to the instrumentation reading zero energy, the operators were primed with this data and did not continue to search for a secondary source of data. • Confirmation Bias – Before both operators entered the test cell, there should have been a challenge on the readings to search for the ‘No’ answer, but this did not occur. • Salience – Authority Bias – Focusing on the client’s needs instead of prioritizing safety Red Incident – Line of Fire 86

It can happen… Red Incident – Line of Fire What happened: • Operator was performing a 10ksi pressure test, but the test pressure would not stabilize • Operator identifies a leaking fitting on the test stump and vented pressure. • Once the pressure test software showed 0psi, with the interlocks disengaged, the Operator entered the test cell with another Operator to attempt to fix the leak. • Although the test software read 0psi, there was a pressure release while the Operators were inside the test cell • IP suffered serious head, chest, back, arms, hand and feet injuries. The second operator was unharmed. • First Aiders on site immediately treated IP before being mobilized to the hospital. 87

It can happen… The Internal investigation identified four findings: 1. Test cell interlocks failed to prevent access when pressure was present: - Potential blockage in line to transducers - Potential failure of safety system design/component 2. Pressure did not vent fully from the equipment - Isolation valve was closed before full venting, thus isolating the pressure transducer from the equipment under test. 3. Failure of hydraulic connection on Test Stump: - Fittings are rated to 20ksi and have not been overloaded. - SME advised most probable cause was attempting to nip fitting under pressure. 4. Unusual circumstances: - Buddy/verifier check system failed before commencing the pressure test. - Rapid vent down of equipment under test. 88

Reflection Point… How could you use your new knowledge of BIAS to positively influence your own judgment and decision making? 89

Any further questions on Cognitive Biases? 90

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(7 x 41) x 12 = 3,444 92

Mental Processing… Slow Thinking Slow Thinking (“Controlled”) It’s the “THINKING” part of your brain – Slow and Methodical. • Attention to Detail: Paying close attention to the details of a problem or situation. • Deliberate Processing: Considering all available information carefully and weighing the pros and cons of different options. • Rational Analysis: Using logical and analytical reasoning to evaluate and make decisions. • Flexibility: Considering multiple perspectives and the ability to adapt and change course if necessary. What are some examples of Slow Thinking in your role? Passport Pages 20 93

7 x 4 = 28 94

Mental Processing… Fast Thinking Fast Thinking (“Automatic”) It’s the “DOING” part of your brain – Fast and Effortless. • Automatic: Unconscious and does not require conscious effort or attention. • Intuition: Relies on intuition and gut feelings to make judgments and decisions. • Mental Shortcuts: Uses mental shortcuts, such as rule-of-thumb strategies, to simplify complex information. • Affective Responses: Influenced by emotions and can lead to affective responses, such as stress or frustration. What are some examples of Fast Thinking in your role? Passport Pages 20 95

Let’s put our Fast & Slow Thinking minds to the test… 96

The actual answer is… 97

Let’s watch another quick video, and let me know your answer… 98

The actual answer is… 99

Mental Processing… Putting it to the Test 100

Mental Processing… Putting it to the Test 101

Fast & Slow Thinking… Using both is necessary! However, you have to use the right one at the right time. Examples: Playing golf • Slow thinking - Planning where to hit the ball/stance VS. Fast thinking – Executing the swing Driving your Car • Slow thinking – Route preparation VS. Fast thinking – Swerving to avoid an animal 102

Summary • Slow Thinking – Works through situations in a logical fashion • Fast Thinking – Automated behaviors and decisions that have worked in the past 103