Practical HSE Risk Management – An Introduction to Bow-tie Method Slide 1 Risktec Solutions Pract ical HSE Risk Management – An Int roduct ion to the Bow-tie Method Presentation to the International Conference for Achieving Health & Safety Best Practice in Construction, Dubai, UAE, 26 th - 27 th February 2007 By Gareth Book, Risktec Solutions Ltd ri sk ma na geme nt a nd assessme nt for busi ne sswww.risktec.com
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7/28/2019 Introduction to Bow Tie Method DubaiAAAAA
Practical HSE Risk Management – An Introduction to Bow-tie Method Slide 3
History of bow-tie method
Exact origins of bow-tie methodology are hazy –believed to originate from ICI in the late 1970’s?
Royal Dutch/Shell Group first major company tointegrate bow-ties fully into business practices
Use of bow-ties now widely spread betweencompanies, industries, countries and from industry toregulator, e.g.:
– Abu Dhabi National Oil Company (ADNOC) – UK Health and Safety Executive – French Government
– Australian State Regulator – Land Transport Safety Authority of New Zealand – International standards (e.g. ISO 17776:2000) – International Association of Drilling Contractors
(IADC)
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Risk evaluation & management
Policy & Strategic Objectives
Organisation, Resources & Competence
Risk Evaluation & Management
Planning, Standards & Procedures
Implementation & Monitoring
Audi t
Management Review
Leadership &
CommitmentCorrective
Actions
Continuous Improvement
HSE Management System
An HSE-MS is a structured set of controls formanaging HSE risk in a business
Identify
Assess
Control
Recover
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Basic risk evaluation & managementmodel
Identify Assess Control Recover
Risk Tolerability & ‘ALARP’
Document
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Link with HSE-MS
Unlike traditional risk evaluation tools, the bow-tie method makes the link link between risk controlsrisk controls
and the HSEHSE--MSMS:
Considerabl
e impact
Severity
P eo pl e A ss et s EnvironmentReputation
CONSEQUENCE FREQUENCY
A B C D E
0
1
2
3
4
5
No injury
Minor
injury
Major
injury
1 - 3
fatalities
Multiple
fatalities
Slight
injury
No
damage
Minor
damage
Localised
damage
Major
damage
Extensive
damage
Slight
damage
No effect
Minor
effect
Localised
effect
Major
effect
Massive
effect
Slight
effect
No impact
Limited
impact
National
impact
Internation
al impact
Slight
impact
Never heard
of in
industry
Has
occurred in
industry
Has
occurred in
company
Occurs
several
times per
year in
company
Occurs
several
times per
year at
location
Manage forContinuousImprovement
Incorporate riskreductionmeasures
Intolerable
Considerabl
e impact
Severity
P eo pl e A ss et s EnvironmentReputation
CONSEQUENCE FREQUENCY
A B C D E
0
1
2
3
4
5
No injury
Minor
injury
Major
injury
1 - 3
fatalities
Multiple
fatalities
Slight
injury
No
damage
Minor
damage
Localised
damage
Major
damage
Extensive
damage
Slight
damage
No effect
Minor
effect
Localised
effect
Major
effect
Massive
effect
Slight
effect
No impact
Limited
impact
National
impact
Internation
al impact
Slight
impact
Never heard
of in
industry
Has
occurred in
industry
Has
occurred in
company
Occurs
several
times per
year in
company
Occurs
several
times per
year at
location
Manage forContinuousImprovement
Incorporate riskreductionmeasures
Intolerable
Policy & Strategic Objectives
Organisation, Resources & Competence
Risk Evaluation & Management
Planning, Standards & Procedures
Implementation & Monitorin g
Aud it
Management Review
Leadership &
CommitmentCorrective
Act ion s
Continuous Improvement
Links are made via HSE-critical roles andresponsibilities, HSE critical procedures, HSEcritical equipment and systems, etc. identified onthe bow-tie diagram
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Bow-tie diagram
I m p a c t s
Businessupset
C a
u s e s
Preventive
controls Recoverypreparedness
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RecoverControl
AssessIdentify
Bow-tie diagram
Hazard and Hazard SourceConsequence1
Consequence 1
Consequence1Consequence 2
Consequence
1Consequence 3
Threat 1
Threat 2
Threat 3
TopEvent
ThreatControl Recovery
Measure
RecoveryMeasure
RecoveryMeasure
RecoveryMeasure
RecoveryMeasure
RecoveryMeasure
ThreatControl
ThreatControl
ThreatControl
ThreatControl Threat
Control
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Typical application of bow-tie method
Potential Risk
LevelLevel of Analysis &
Control
But method is equally applicable toroutine risks as major risks
Major J udgementStandard
Competences
Procedures
ResponsibilitiesPerformanceMeasurement
Detailed Analysis
e.g. bow-tiesHigh Risk
Medium
Risk
Low Risk
Reduce to medium or low risk
Demonstrate Risk reduct ionto ALARP
Continue to managefor improvement
Risk ManagementObjective
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Practical uses
Logical structuredapproach
What are our major risks? Do we have any gapsin risk control?
Formal demonstration Can we really demonstrate control of our risks?
Specific risks Are these risks properly understood andcontrolled?
Communication How do we engage non-risk specialists?
Critical roles Do our people know what is expected of them?
Competencies Are competence and control requirementsaligned?
Procedures Are they complete and effective?
Auditing How can we focus audits on what reallymatters?
Critical systems andperformance standards
What are they?
Li k b t b ti & HSE iti l
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Link between bow-ties andprocedures
Task Responsible Person/Task Description
Inputs/Documents Verification
ABC-22.05 Area Supervisor –Maintain Safety Signage
Ensure safety related signs are maintainedup-to -date and in good order
- escape routes- exit signs- fire equipment signs- life saving appliance signs
- Inspection and Audit
ABC-12.03 HSE – Manager –Management of Hazardous
Materials
Ensure correct storage and handling of hazardous materials in accordance with the
requirements identified in the MSDS- secure storage- segregation of incompatible chemicals- use of PPE- appropriate means of transport-inventory management
- HSE audit- area inspections
- manifests- non compliance reports
ABC-06.03 Site foreman –Weekly area Inspections of process facilities
Carry out weekly inspections of all siteareas:- housekeeping- general condition of equipment- general condition of structures- condition of safety equipment- availability of escape routes
Practical HSE Risk Management – An Introduction to Bow-tie Method Slide 28
Limitations
Entirely qualitative
Does not replace other techniques
(JSA, method statements, etc.) – iscomplementary to them
Depends on experience of personneland active workforce involvement
Ensure controls in bowtie are truly
independentBut if you want to remove mystique of risk management and obtainBut if you want to remove mystique of risk management and obtaininsights into your risk controls that are easy to understand andinsights into your risk controls that are easy to understand and easyeasyto communicate, there is no better method than bowto communicate, there is no better method than bow--tiesties
Ti f
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