1. FLS 1 and FLS 2 Progress Updates 13th June 2017
FLS Academy 2017
FLS 1 and FLS 2 Progress Updates
13th June 2017

2. Agenda Overview of FLS Phase2 objective, theme and strategy.
FLS Implementation plan and current status.
Support needed for the sustainable FLS journey.
AOB

3. FLS Academy 2017 FLS Phase 2 FLS Phase 1 Target Group Target Group
Follow up of FLS Phase I focusing on ‘Make it Visible in the Field’
Target Group
FLS 1 Graduates who have completed FLS Phase I and completed the Personal Action Plans
FLS Phase 1
Extended to Well Engineering Contractors (Dalma, Abraj, SLDC, Al Shawamikh)
Target Group
Rig Manager, Night ToolPusher, Drilling Superintendent, Operations Manager, HSE Manager/Adviser, Chief Mechanic and Chief Electrician

4. FLS Strategy and Approach
Design customized package
Build upon the FLS Phase 1 tools and skills.
More focus on case studies & actual scenarios.
Reflective learning of actual incident.
Introduce “Chronic Unease” with focus on weak signals, risk normalization & fast/slow thinking.
004
Leadership Commitment
-Demonstrate visible and felt leadership from the Leadership Team. FLS update as a permanent agenda in LT meetings and management site visits.
001
Setting Up for Success
-Develop realistic KPI target focusing on the right supervisory level and collaboration with UWH team, DTLs and Contractors.
002
005
Personal Action Plan and Follow Up
Improve upon the current PAP process
FLS 1&2 PAP will be reviewed, monitored and reflected in Cluster and Corporate dashboard.
Approach and Methodology
Collaborate with key Facilitators/DTLs and Shell.
Reviewed existing courses relating to Chronic Unease (e.g. Enhanced Well Control, AIPS Chronic Unease).
Learnings from 2016 Phase 1
Identified and agreed relevant events (Rig 8 Tier 1, Rig 48) and tools to get maximum learning
Use of FLS tools/techniques, case studies, videos (CCTV, Deepwater Horizon clip, In-house video for role play), scenarios and scripts.
003
Target audience,
Map, calendar

5. FLS 2 Road Map “ Make it Visible”03
To develop new set of SMART actions focusing on their worksite units and teams behaviours.
DEVELOP AND GROW
Making it Visible in the Field 01
To demonstrate safety leadership behaviours that will promote a sustainable HSE culture in the field.
LEADERSHIP BEHAVIOURS
Managing Change, Chronic Unease
Increased understanding and confidence in the application of leadership skills.
Personal skill practice and ongoing dialog, support and feedback with Superintendent.
Having a practical skill set that is continuously applied and can be evaluated by your supervisor around real-time contractor management and fit for purpose safety management:
Understand the basics of bow-ties, practicing a ”bow-tie on the fly” to manage non-routine situations
Practice the principles of management of change (MOC)
Understand own risk tolerance and how it influences implementation of MOC
Calibrate acceptable level of risk tolerance via feedback from Superintendents.
Sustainable HSE Culture 02
To enhance awareness and application of the FLS tools, Management of Change and Chronic Unease.
MANAGING CHANGE and CHRONIC UNEASE

6. “Make it Visible in the Field”
FLS 2 Curriculum
FLS Phase 2
“Make it Visible in the Field”
Part 1: Effective Safety Leadership
Part 2: Managing the Risk
Part 3: The Top Event
Part 5: Chronic Unease
Welcome, Introduction and Refresher
Part 4: When Things Change
Part 6: Making it Visible
Part 1
Part 2
WORKBOOK
A place to take notes. It contains activities, and will be used throughout the course.
Part 3
Part 4
Part 5
Part 6
POSTERS
Presentation slides and posters included for future references

7. FLS 2 Pre-work
Course invite with attached pre-work (sharing of FLS actions).
Will be shared during the introduction.

8. Effective/Ineffective Safety Leader looks like
DAY 1-
Part 1: Effective Safety Leadership
Effective/Ineffective Safety Leader looks like
DRAWINGS

9. Part 1: Effective Safety Leadership
DAY 1-
Part 1: Effective Safety Leadership
Your Next Assignment
Read the handout given <Handout no. 1>
Each group to list down issues and challenges which may encounter when you arrive in the new location.
Note: Team Rig A and Team Rig B
15 minute activity

10. Part 1: Effective Safety Leadership
DAY 1-
Part 1: Effective Safety Leadership
Your Work Plan
Based upon the information given on handout no.1 and with the FLS skills gained, write down 4 actions that you will do with your new crew during the first few weeks onsite.
Discuss it with your group and agree on a GROUP Work Plan.
20-minute activity

11. Your Bow-Tie Work in your group.
DAY 1-
Part 2: Managing Risk
Your Bow-Tie
Work in your group.
Read the handout given. <Handout no. 2>
The upcoming activity at night is to RIH with the 3.1/2” fiber glass cement stinger string and set a cement plug for sidetrack.
Construct a bow-tie diagram. Be sure to identify additional threats, barriers, recovery measures and consequence. (Process Safety and Personal Safety)
Document your work on the bow-tie posters provided.
Debrief: Everyone goes to the board…
2 bowties – operational safety and process safety
Bowtie template – fill in the blanks
15 minute activity

12. Your TBT Work in your group.
DAY 1-
Part 2: Managing Risk
Your TBT
Work in your group.
Based on the upcoming activity and bow-tie prepared. Conduct a Toolbox Talk with your team.
Role play cards will be distributed to the team members.
Note: Team Rig A and Team Rig B
Debrief: 2 groups -Each facilitator watch and feedback
Role play in front
30 minute activity

13. You have been notified of an INCIDENT
DAY 1-
Part 3: The Top Event
You have been notified of an INCIDENT
Kick prior to shearing

14. Bow-Tie Look Back Work in your group.
DAY 1-
Part 3: The Top Event
Bow-Tie Look Back
Work in your group.
Read the handout given. <Handout no. 3>
Review the details of the incident in the context of the Bowtie and TBT.
On the bow-tie poster, (using a red marker) write the changes or improvements needed to address the issues or gaps that contributed to the incident.
Debrief: Everyone goes to the board…
20 minute activity

15. When do we raise MOC? DAY 1- Part 4: When Things Change
Adding or removing scope of work from the initial drilling or workover or well intervention program. Not using pressure control equipment, changing well design - number of casing, cement height, drilling deeper, change completion design
Replacing an equipment with a different equipment (e.g. kelly to top drive system, tong to iron rough neck)
Experience Supervisor moving to a new unit with advance technology equipment.
Formal MOC required:
If in doubt, ask your supervisor.
Normal equipment breakdown (e.g. TDS breakdown)
Change in the rig move route
Lubricator start leaking while snubbing.
Shortage of FM before the start of any activity.
String got stuck and going for releasing string and fishing if required.
Risk Assessment required:

16. Part 4: When Things Change
DAY 1-
Part 4: When Things Change
Managing Change
Discuss with your group.
What are the blockers in managing change (from the previous slide)?
How can we address these blockers?
**Link to WE website
**Incident caused by change not managed
10 minute activity

17. When Things Don’t Change
DAY 2-
Part 5: Chronic Unease
When Things Don’t Change
“Chronic Unease”
It is a way where people are made aware of weak signals of potential failure, and make effective and timely challenges and interventions on risk assessments and decision making.
Chronic
Unease
Weak signals
Thinking fast and slow
Risk normalization
Shell video part 1, personal weak signals, script, role play, weak signals. rig 48.

18. Weak Signals Video Part 1
DAY 2-
Part 5: Chronic Unease
Weak Signals
Subtle signs or indicators which may indicate that some of the barriers intended to prevent an incident are failing or missing.
It can be observed in equipment, plant operations, human factors.
We can easily recognise STRONG signals that tell us something is wrong...
But often before an incident there are a number of WEAK signals, that indicate our barriers are failing.
Demonstrating chronic unease means being more alert to WEAK signals, and being prepared to make a strong response, even if that means a false alarm.
Shell video part 1, personal weak signals, script, role play, weak signals. rig 48.
Video Part 1

19. 3 hours before the incident
DAY 2-
Part 5: Chronic Unease
3 hours before the incident
Yes I noticed that too…maybe they are waiting for some audits from PDO to point it out as usual…
The weather is getting hot these days and the company has not provided any shades or water coolers….
DSV
NTP TP
Handout no. 4

20. Attributes of Chronic Unease
DAY 2-
Part 5: Chronic Unease
Attributes of Chronic Unease
VIGILANCE : Being alert to weak indicators of risks like nearmisses, operational and process upsets and failures
ON A LOOK OUT: A personal tendency to resist complacency and anticipate failure.
FLEXIBLE THINKING : Ability to question assumptions, considering many aspects of a problem and not jumping to conclusions.
Chronic
Unease
Weak signals
Thinking fast and slow
Risk normalization
Shell video part 1, personal weak signals, script, role play, weak signals. rig 48.
Deepwater Horizon

21. Part 6: Making it visible
DAY 2-
Part 6: Making it visible
Our Commitment
Finalize and Agree on your Group Work Plan.
Share with the Facilitator.
Agree how they will support each other when they return to their workplaces.
Agree with DTL on review & close out of the work plan

22. FLS Academy Implementation Plan
2016
Design FLS I & II
Finalize design
FLS TTT Workshop
Jan 30-Feb 1
FLS Phase 1 – PDO +Contractor
2017
FLS Phase 2
Dec
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Start of FLS Phase 2
Start of FLS Phase 1
Mid Feb
FLS for Round II
May
FLS for Round II
Oct
FLS Checkpoint
End Jun
FLS Checkpoint
End Sept
Sept
Oct
Nov
Dec
Pilot testing
FLS Phase 1 – Contractor
FLS Phase 1 – Contractor
FLS Phase 1 – Contractor
FLS Phase 2
FLS Phase 2
FLS Phase 2

23. Support We Need
MD’s participation for the FLS 2 closeout message (in a video).
Corporate FLS video introducing UWD FLS Academy.
MDC steer for 2018 Business HSE Plan in extending FLS program to other Directorates.

24. FLS Phase I Coverage
Contractor coverage from Dalma, SLDC, Abraj and Al Shawamikh.
206 Supervisors from contractors and PDO Bahja fields outstanding to complete FLS 1.
Extra sessions dedicated for Round 2 in May and October.
Arabic translation of FLS 1 package for the Insourcing Drillers and ADs.
A total of 730 trained PDO and Contractors and conducted 35 FLS 1 batches since 2016.
A total of 840 manhours of facilitating invested in FLS 1 (excluding design and development).
A total of 37 inhouse UWD facilitators trained and actively involved in FLS 1.