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Practical uses, benefits and its application to LNG tanker operations
Bowtie Analysis
James Sneddon
Principal Engineer
Purpose of Presentation
Introduce bowtie methodology and its use as a risk assessment tool
Discuss the practical uses, application and benefits of bowtie analysis, as observed cross-industry
Provide a generic example of bowtie application for LNG tanker operations
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Bowtie Diagram
Basic Structure
3
Imp
acts
Business upset
Ca
use
s
Preventive controls
Recovery preparedness
Bowtie Methodology
A short History…
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 to integrate bow-ties fully into business practices
Use of bow-ties now widely spread between companies, industries, countries and from industry to regulator, 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 and Management
HSE Management System
5
Policy & Strategic Objectives
Organisation, Resources & Competence
Risk Evaluation & Management
Planning, Standards & Procedures
Implementation & Monitoring
Audit
Management Review
Leadership &
CommitmentCorrective
Actions
Continuous Improvement
An HSE-MS is a structured set of controls for
managing HSE risk in a business
Identify
Assess
Control
Recover
Where do Bowties fit in?
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Identify
Hazards
Assess Risk
Detailed Analysis of
Significant Risks
Develop
Risk
Scenario
Risk Management
Considerabl
e impact
Severity
People Assets Environment Reputation
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 for
Continuous
Improvement
Incorporate risk
reduction
measures
Intolerable
Considerabl
e impact
Severity
People Assets Environment Reputation
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 for
Continuous
Improvement
Incorporate risk
reduction
measures
Intolerable
Bowtie Diagram
An Overview…
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RecoverControl
AssessIdentify
Hazard and Hazard Source
Consequence
1Consequence 1
Consequence
1Consequence 2
Consequence
1Consequence 3
Threat 1
Threat 2
Threat 3
Top
Event
Threat
Control Recovery
Measure
Recovery
Measure
Recovery
Measure
Recovery
Measure
Recovery
Measure
Recovery
Measure
Threat
Control
Threat
Control
Threat
Control
Threat
ControlThreat
Control
Bowtie Diagram
Typical Application
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Potential Risk
LevelLevel of Analysis &
Control
But method is equally applicable to routine risks as major risks
Major Judgement
Standard
Competences
Procedures
Responsibilities
Performance
Measurement
Detailed Analysis
e.g. bow-tiesHigh Risk
Medium
Risk
Low Risk
Reduce to medium or low risk
Demonstrate Risk reduction
to ALARP
Continue to manage
for improvement
Risk Management Objective
Practical Uses of Bowtie
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Logical structured approach
What are our major risks? Do we have any gaps in risk control?
Communication How do we engage non-risk specialists?
Formal demonstration Can we really demonstrate control of our risks?
Specific risks Are these risks properly understood and controlled?
Critical roles Do our people know what is expected of them?
Competencies Are competence and control requirements aligned?
Procedures Are they complete and effective?
Auditing How can we focus audits on what really matters?
Critical systems and performance standards
What are they?
Bowtie and HSE Critical Tasks
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Prevention Mitigation
HSE Critical Tasks
Responsible parties
Visually demonstrate and communicate the link
between controls and the management system
Bowtie and Operator Competencies
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Typical Competence Assurance System Job Profile
Welding performed
by certified
welders only
Verify that competence and
control requirements are aligned
Bowtie and Training & Development
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Competent people provide resilience against major risks
HSE-critical task
HSE-critical role
Task competencies
Training requirements
HSE-critical task catalogue
Accountability packs
…to ensure each risk control works…
Assess people against
requirements
Personal T&D plans
…use Competency
Mgmt System
Critical Systems
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Establish performance
standards for these systems
Maintenance management
system should flag HSE-critical
systems and tasks
Prevention Mitigation
Total Hazard Control
In the end you must have all connections in place for effective hazard control
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Hazard
Threat
Threat
control
TaskPeople
Recovery
measure
Release
of hazard
Location/
operation
Risk Evaluation &
Management
Competence
Performance
measuresActivity to
control riskStandards &
Procedures
Consequence
Example Bowtie; LNG Tanker operations
Example 1: LNG; Loss of Containment during Loading or Discharge
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Example Bowtie; LNG Tanker operations
Example 1: LNG; Loss of Containment during Loading or Discharge
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Critical Element / System
Critical Tasks (w/ assigned responsibility)
Example Bowtie; LNG Tanker operations
Example 1: LNG; Loss of Containment during Loading or Discharge
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Example Bowtie; LNG Tanker operations
Example 2: Boat Collision; Collision between vessels
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Example Bowtie; LNG Tanker operations
Example 2: Boat Collision; Collision between vessels
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Benefits of Bowtie Analysis
Goes beyond usual risk assessment ‘snapshot’ and highlights links between risk controls and management system
Helps to ensure that risks are managed rather than just analysed
Forces a comprehensive and structured approach to risk assessment
Excellent for communicating risk issues to non-specialists
Ownership – involves people, gains buy-in, practical approach
Operations – assigns responsibility for hazard controls and links to asset integrity
All risks – not just HSE
Risk reduction - identifies where resources should be focussed for risk reduction, i.e. prevention or mitigation
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Limitations of Bowtie Analysis
Qualitative – does not replace QRA
Does not replace techniques like or HAZOP or FMECA
Depends on experience of personnel and active participation
Ensure controls in bowtie are truly independent
Not obvious which controls are most important
Use as a communication tool (simple bowtie) vs complete demonstration of hazard management (detailed bowtie) – potential conflict
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But if you want to remove mystique of risk management and obtain insights into your risk controls that are easy to
understand and easy to communicate, there is no better method than bowties
Summary
The Bowtie Diagram is a user-friendly, graphical illustration of how hazards are controlled, supporting a complete and comprehensive approach to risk management
Linkage to HSE Management Systems;
Assigning Critical Tasks, Procedures, Competencies
Identifying Safety Critical Equipment, Processes
The total methodology demonstrates not only what controls are in place today, but why they will still be there tomorrow.
Bowtie controls link into all aspects of our management systems
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Questions?
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